Syllabus Term3 10 Aug

Entrepreneurship Development Institute of India,

SBM Jain Centre For Management And Entrepreneurship

Entrepreneurship Development Institute of India

(A registered autonomous and notThe IDBI Bank Ltd., ICICI Ltd., IFCI Ltd. &

Syllabus Manual

PGDBM Program(August

Entrepreneurship Development Institute of India, Ahmedabad&

SBM Jain Centre For Management And Entrepreneurship, Bangalore

Page 1 of 35


(A registered autonomous and not-for-profit institution promoted by The IDBI Bank Ltd., ICICI Ltd., IFCI Ltd. & SBI with support from Govt. of Gujarat)

Syllabus Manual – Term

PGDBM Program AY 2010 –August Batch)

Bangalore


profit institution promoted by SBI with support from Govt. of Gujarat)

Term III

12



Sl. Subject

23 Total Quality Management

24 Corporate Social Responsibility

Marketing Specialization Paper

25 Consumer Behaviour & CRM

26 Logistics & Supply Chain Management

27 Services Marketing

28 Retail Marketing

29 Business Marketing

Finance Specialization Paper

30 Investment Analysis & Portfolio Management

31 Banking & Insurance

32 Wealth Management & Financial Planning

33 Strategic Finance

34 Advanced Management Accounting

HRM Specialization Paper

30 Training & Development

31 Performance Management & Competency Mapping

32 Legal Environment & Industrial Legislations

33 Recruitment & Selection

34 Organisational Development

Current Events

Placement Activity



Page 2 of 35

Subjects – Term III(Partial List)

Credit Faculty

Total Quality Management 1.5 P.S Gopinath

Corporate Social Responsibility 1.5 Ajay Dixit

Paper

& CRM 3.0 P.N Nanaiah

Logistics & Supply Chain Management 3.0 Hemanth Kumar S

3.0 Alok Chhajer

3.0 L Surendra

1.5 Mohan Kuruvilla

Investment Analysis & Portfolio Management 3.0 Kiran Bindu

3.0 A.S. Velpanur

Management & Financial Planning 3.0 Balaji Rao

3.0 Punith Cariappa

Advanced Management Accounting 1.5 Poonam Namjoshi

Training & Development 3.0 Renu Kotian

agement & Competency Mapping 3.0 Venugopal J

Legal Environment & Industrial Legislations 3.0 HAC Poppen

Recruitment & Selection 3.0 Jaishree Desai

Organisational Development 1.5 Swapan K Nandy

--

-- Dr. Vishal Arora

Bangalore

P.S Gopinath

.N Nanaiah

Hemanth Kumar S

Alok Chhajer

L Surendra

Mohan Kuruvilla

Kiran Bindu

A.S. Velpanur

Balaji Rao

Punith Cariappa

Poonam Namjoshi

Renu Kotian

Venugopal J

HAC Poppen

Jaishree Desai

Swapan K Nandy

Dr. Vishal Arora



Unit 1Definition of Quality, Evolution of the Concept of Quality, Quality Management Philosophies, Contributions by Deming, Juran and others.

Unit 2Statistical Concepts in QualityStatistical Process Control, Process Capability.

Unit 3Concept of Total Quality ControlManagement Commitment, Customer Focus, Quality Circles, Deming Prize.

Unit 4Total Quality ManagementConcepts of Kaizan, Japanese 5 S, Quality Systems and Accredition to ISO 9000, ISO 14000, Malcolm Baldrige Award.

Unit 5TQM in Services, Measuring Service Quality, Concept o

Unit 6World Class Practices- Six Sigma Movement, Total Productive Maintenance, Business Process Re-engineering, JitProduction Techniques

Reference Books:

1. Besterfield, ''Total Quality Management"2. Juran, "Quality Control Handbook"3. Masaaki Imai, "Kaizan4. K. Sreedhar Bhatt, "Total Quality Management"



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Total Quality Management

Definition of Quality, Evolution of the Concept of Quality, Quality Management Philosophies, Contributions by Deming, Juran and others.

in Quality- Emergence of SQC, The 7 Tools of Quality, Statistical Process Control, Process Capability.

Concept of Total Quality Control- Salient Features, Total Involvement, Top Management Commitment, Customer Focus, Quality Circles, Deming Prize.

Total Quality Management- Continuous Improvement, Suppliers as Partners, Concepts of Kaizan, Japanese 5 S, Quality Systems and Accredition to ISO 9000, ISO 14000, Malcolm Baldrige Award.

TQM in Services, Measuring Service Quality, Concept of Servqual.

Six Sigma Movement, Total Productive Maintenance, engineering, Jit-Kanban, Waste Elimination and Lean

Besterfield, ''Total Quality Management"---Pearson Education,Juran, "Quality Control Handbook"Masaaki Imai, "Kaizan-The Key To Japan's Competitive Success"K. Sreedhar Bhatt, "Total Quality Management"

Bangalore

Definition of Quality, Evolution of the Concept of Quality, Quality Management

Emergence of SQC, The 7 Tools of Quality,

Salient Features, Total Involvement, Top Management Commitment, Customer Focus, Quality Circles, Deming Prize.

Continuous Improvement, Suppliers as Partners, Concepts of Kaizan, Japanese 5 S, Quality Systems and Accredition to ISO

Six Sigma Movement, Total Productive Maintenance, Kanban, Waste Elimination and Lean

Delhi

The Key To Japan's Competitive Success"



Corporate Social Responsibility

Sr. No.

Topic

1. Course Outline, Objectives and Expectations.

Classroom Exercise

2. Introduction of CSR

3. Trends in CSR & its key focus area.

4. Concept of Social Entrepreneurship & CSR

5. Bottom of Pyramid – CSR challenges



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Corporate Social Responsibility

CoverageTraining Material / Selected

Students will be informed about the course outline providing detailed information about this course, its objectives, and outcome. This will be followed by the expectations of course in-charge and students.

Outcome of the course and its relevance for choosing CSR as a career option will be discussed.

Briefing about group assignment/ project

Classroom exercise

Classroom exercise

Group assignment/ project

Definition, relevance and need for internalization of CSR and sustainability management for corporates.

CSR – Is it a good career option? Discussion and debate.

Introduction of CSR

Benefits of CSR

Social Responsibility

Current trends in CSR

Criticism of CSR

Future of CSR

Criticism of CSR

Future of CSR

Social Entrepreneurship as an innovative tool for CSR

Cases of successful social enterprises established by corporates

Social Entrepreneurship innovative tool for CSR

Case studies of social enterprises

Success stories of CSR at bottom of pyramid

Video films

Bangalore

Training Material / Selected Readings

Classroom exercise

Group assignment/ project

Introduction of CSR

Benefits of CSR

Social Responsibility

Criticism of CSR

Future of CSR

Social Entrepreneurship – an innovative tool for CSR

Case studies of social enterprises

Video films



Sr. No.

Topic

6. CSR and Public Sector Organizations.

7. CSR practices in corporate sector and its impact.

8. Development Sector status report

Reference Books:

1. Training material of Prof. Ajay Dixit2. ‘Corporate Social Responsibility and International Development’ by Michael

Hopkins- published by Earthscan, London. 3. ‘Social Responsibility of Business Enterprises’ by C.S. Sakar

New Century Publications, New Delhi



Page 5 of 35

CoverageTraining Material / Selected Readings

Cases from Public Sector Organizations about current CSR practices – classroom debate, discussions and presentations.

CSR related cases of Public Sector Organizations

Cases from corporate sector about their CSR activities and its impact – classroom debate, discussions and presentations.

Cases from corporate world.

Project submission and presentation by participants on ‘Development Sector Status Report’

Conclusion and Feedback

Presentation by participants.

Training material of Prof. Ajay Dixit‘Corporate Social Responsibility and International Development’ by Michael

published by Earthscan, London. ‘Social Responsibility of Business Enterprises’ by C.S. Sakar New Century Publications, New Delhi

Bangalore

Training Material / Selected Readings

CSR related cases of Public Sector Organizations

Cases from corporate world.

Presentation by participants.

‘Corporate Social Responsibility and International Development’ by Michael

‘Social Responsibility of Business Enterprises’ by C.S. Sakar – published by



Consumer Behaviour & CRM

Unit 1Its Origins and Strategic Applications- Development of the Marketing Concept- Customer Value, Satisfaction & Retention- The Impact of Digital Technologies on Marketing Strategies- Marketing Ethics & Social Responsibility- Consumer Behaviour and Decision Making are Interdisciplinary- A simplified model of Consumer decision making.

Unit 2Consumer Decision Process- Problem Recognition –- Information Search, Alternative Evaluation and Selection, - Outlet Selection and- Purchase, Post Purchase Behavior and Customer Satisfaction.

Unit 3Individual Determinants of Consumer Behaviour: - Role of Motivation; - Personality and Consumer Behaviour; - Consumer Perception; Consumer Learning; Consumer Attitudes

and Change; - Consumer Values and Lifestyles.

Unit 4External Determinants of C- Influence of Culture and Subculture; - Social Class and Consumer Behaviour; - Reference Groups and Family Influences; - Cross Cultural Consumer Behaviour and International Perspective.- Opinion leadership and the diffusion of innovations - Marketing implications of the above influences.

Unit 5The Borderless Consumer Market and buying behaviour - Consumer buying habits and perceptions of emerging non- Research and applications of consumer responses to direct marketing

approaches - Issues of privacy and ethics.



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Consumer Behaviour & CRM

Its Origins and Strategic ApplicationsDevelopment of the Marketing Concept

Satisfaction & RetentionThe Impact of Digital Technologies on Marketing StrategiesMarketing Ethics & Social ResponsibilityConsumer Behaviour and Decision Making are InterdisciplinaryA simplified model of Consumer decision making.

Decision Process– Methods of Problem Solving;

Information Search, Alternative Evaluation and Selection,

Purchase, Post Purchase Behavior and Customer Satisfaction.

Individual Determinants of Consumer Behaviour:

Personality and Consumer Behaviour; Consumer Perception; Consumer Learning; Consumer Attitudes –

Consumer Values and Lifestyles.

External Determinants of Consumer Behavior:Influence of Culture and Subculture; Social Class and Consumer Behaviour; Reference Groups and Family Influences; Cross Cultural Consumer Behaviour and International Perspective.Opinion leadership and the diffusion of innovations

rketing implications of the above influences.

The Borderless Consumer Market and buying behaviour Consumer buying habits and perceptions of emerging non-store choicesResearch and applications of consumer responses to direct marketing

Issues of privacy and ethics.

Bangalore

– Formation

Cross Cultural Consumer Behaviour and International Perspective.

store choicesResearch and applications of consumer responses to direct marketing



Customer Relationship Management

Unit 6The What, Why, When and How?- CRM : What is CRM? Really? Common Misconceptions- What is a Customer?- How do we define CRM? Let Me Count The Ways- What is CRM Technology?- Customer Life Cycle - CRM is not Sales Management

Father’s(or Mother’s)- Why does your company need CRM? Customer Lifecycle Management- Convincing the Stakeholders.

Unit 7eCRM – The Newest Thing - Customer Strategy : Whom do you want to Reach?- Brand Strategy : Why Brand Is at the Forefront of Next- CRM Strategy : Capabilities for Creating the customer experience- CRM concepts: Acquiring customers, customer loyalty, and optimizing

customer relationships. - CRM defined: success factors, the three levels of Service/ Sales Profiling,

Service Level Agreements (SLAs), creating and managing effective SLAs.

Unit 8CRM in Marketing: One-toCross Selling & Up Selling, CustoProfitability & Value Modeling, Channel Optimization, EventCRM and Customer Service: The Call Centre, Call Scripting, Customer Satisfaction Measurement.

Unit 9Sales Force Automation -Management. Field Force Automation. CRM links in eRelationships on the Internet, Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Supplier Relationship Management (SRM), Partner relationship Management (PRM).

Unit 10Analytical CRM: Managing and sharing customer data - Customer information databases, Ethics and legalities of data use.- Data Warehousing and Data Mining

Analysis (MBA), Click stream Analysis, Personalization and Collaborative Filtering.



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Customer Relationship Management

The What, Why, When and How?CRM : What is CRM? Really? Common Misconceptions

How do we define CRM? Let Me Count The WaysWhat is CRM Technology?

CRM is not Sales Management – Contact Management : Not Your

Why does your company need CRM? Customer Lifecycle ManagementConvincing the Stakeholders.

The Newest Thing - The New CRM Imperative –Customer Strategy : Whom do you want to Reach?Brand Strategy : Why Brand Is at the Forefront of Next-gen CRMCRM Strategy : Capabilities for Creating the customer experienceCRM concepts: Acquiring customers, customer loyalty, and optimizing

tionships. CRM defined: success factors, the three levels of Service/ Sales Profiling, Service Level Agreements (SLAs), creating and managing effective SLAs.

to-one Relationship Marketing, Cross Selling & Up Selling, Customer Retention, Behaviour Prediction, Customer Profitability & Value Modeling, Channel Optimization, Event-based marketing. CRM and Customer Service: The Call Centre, Call Scripting, Customer Satisfaction Measurement.

Sales Process, Activity, Contact, Lead and Knowledge

Field Force Automation. CRM links in e-Business: E-Commerce and Customer Relationships on the Internet, Enterprise Resource Planning (ERP), Supply

(SCM), Supplier Relationship Management (SRM), Partner relationship Management (PRM).

Analytical CRM: Managing and sharing customer data Customer information databases, Ethics and legalities of data use.Data Warehousing and Data Mining concepts. Data analysis: Market Basket Analysis (MBA), Click stream Analysis, Personalization and Collaborative

Bangalore

Contact Management : Not Your

Why does your company need CRM? Customer Lifecycle Management

CRM Strategy : Capabilities for Creating the customer experienceCRM concepts: Acquiring customers, customer loyalty, and optimizing

CRM defined: success factors, the three levels of Service/ Sales Profiling, Service Level Agreements (SLAs), creating and managing effective SLAs.

mer Retention, Behaviour Prediction, Customer based marketing.

CRM and Customer Service: The Call Centre, Call Scripting, Customer

Sales Process, Activity, Contact, Lead and Knowledge

Commerce and Customer Relationships on the Internet, Enterprise Resource Planning (ERP), Supply

(SCM), Supplier Relationship Management (SRM), Partner

Customer information databases, Ethics and legalities of data use.concepts. Data analysis: Market Basket

Analysis (MBA), Click stream Analysis, Personalization and Collaborative



Unit 11CRM Implementation: Defining success factors, preparing a business plan - requirements, justification, processes- Choosing CRM tools: Defining functionalities, Homegrown versus out

sourced approaches- Managing customer relationships: conflict, complacency, Resetting the CRM

strategy- Selling CRM .internally: CRM development Team, Scoping and prioritizing,

Development and delivery,

Reference Books:

1. Stanley A.Brown: CUSTOMER RELATIONSHIP MANAGEMENT, John Wiley & Sons, Canada, Ltd.

2. Jagdish Seth, et al: CUSTOMER RELA TIONSHIP MANAGEMENT 3. Paul Greenberg: CRM AT THE SPEED OF LIGHT: CAPTURING AND

KEEPING CUSTOMERS IN INTERNET REAL TIME 4. Jill Dyche: THE CRM HANDBOOK: A BUSINESS GUIDE TO

CUSTOMER RELATIONSHIP MANAGEMENT, Addison Wesley Information technology Series.

5. Patrica, Ramaswamy, et al: HARVARD BUSINESS REVIEW ON CUSTOMER RELATIONSHIP MANAGEMENT

6. Kristin L. Anderson & Carol J Kerr: CUSTOMER RELA TIONSHIP MANAGEMENT

7. Bcrnd H Schmitt: CUSTOMER EXPERIENCE MANAGEMENT: A REVOLUTIONARYCUSTOMERS.

8. Consumer Behaviour 9. Consumer Behaviour 10.Consumer Behaviour

F.Engel



Page 8 of 35

CRM Implementation: Defining success factors, preparing a business plan requirements, justification, processes

M tools: Defining functionalities, Homegrown versus out

Managing customer relationships: conflict, complacency, Resetting the CRM

Selling CRM .internally: CRM development Team, Scoping and prioritizing, Development and delivery, Measurement

Stanley A.Brown: CUSTOMER RELATIONSHIP MANAGEMENT, John Wiley & Sons, Canada, Ltd. Jagdish Seth, et al: CUSTOMER RELA TIONSHIP MANAGEMENT Paul Greenberg: CRM AT THE SPEED OF LIGHT: CAPTURING AND KEEPING CUSTOMERS IN INTERNET REAL TIME Jill Dyche: THE CRM HANDBOOK: A BUSINESS GUIDE TO CUSTOMER RELATIONSHIP MANAGEMENT, Addison Wesley Information technology Series.

Ramaswamy, et al: HARVARD BUSINESS REVIEW ON CUSTOMER RELATIONSHIP MANAGEMENT Kristin L. Anderson & Carol J Kerr: CUSTOMER RELA TIONSHIP

Bcrnd H Schmitt: CUSTOMER EXPERIENCE MANAGEMENT: A APPROACH TO CONNECTING WITH YOUR

Consumer Behaviour - David L.Loudon & Alber J.Della BittaConsumer Behaviour – SchifmanConsumer Behaviour – Roger D.Blackwell, Paul W.Miniard & James

Bangalore

CRM Implementation: Defining success factors, preparing a business plan

M tools: Defining functionalities, Homegrown versus out-

Managing customer relationships: conflict, complacency, Resetting the CRM

Selling CRM .internally: CRM development Team, Scoping and prioritizing,

Stanley A.Brown: CUSTOMER RELATIONSHIP MANAGEMENT, John

Jagdish Seth, et al: CUSTOMER RELA TIONSHIP MANAGEMENT Paul Greenberg: CRM AT THE SPEED OF LIGHT: CAPTURING AND

Jill Dyche: THE CRM HANDBOOK: A BUSINESS GUIDE TO CUSTOMER RELATIONSHIP MANAGEMENT, Addison Wesley

Ramaswamy, et al: HARVARD BUSINESS REVIEW ON

Kristin L. Anderson & Carol J Kerr: CUSTOMER RELA TIONSHIP

Bcrnd H Schmitt: CUSTOMER EXPERIENCE MANAGEMENT: A APPROACH TO CONNECTING WITH YOUR

Roger D.Blackwell, Paul W.Miniard & James



Logistics

UNIT 1PERSONAL SELLING: Types of selling Marketing - Mail order selling Telemarketing Systems selling. The selling process formulating sales objectives Sales forecasPotentials.

UNIT 2THE SALES FORCE: Size of the sales force, sales organization based on customer, geography, product and combinations and current trends training programs and motivating the sales force sales incentives and sales force evaluation quotas, sales territories, sales audit.

UNIT 3PHYSICAL DISTRIBUTION and LOGISTICS:distribution function, the environment of physical distribution strategies and structures, selobjectives and tasks -Differentiating Logistics & Business Logistics, Importance of Logistics, Logistical Competitive Advantage, Strategic Logistics Planning ProcesObjectives of Logistics Management, Components and Functions of Logistics Management, Integrated Logistics

UNIT 4MANAGING THE MARKETING CHANNEL :issues in channel Management and Physical Distribution members - Evaluating channel member performance systems - Retail co-operatives, Franchise systems and corporate marketing systems.

UNIT 5SUPPLY CHAIN MANAGEMENT: Supply Chain functions and effectiveness, Outsourcing whip effect and the supply chain, Supply chain relationships, Outbound to Customers logistics systems, and traditional forecasting, Collaborative PlanningReplenishment (CPFR), Order Fulfillment and Order Management, Customer Service, PROCUREMENT AND CUSTOMER SERVICE:the Supply Chain, Materials Management, Procurement and Procurement Cycle, Electronic Procurement, Ee-retailing as a channel of distribution, Electronic intermediaries,



Page 9 of 35

Logistics and Supply Chain Management

Types of selling - Alternative Sales Structures: Network Mail order selling - Elements of direct marketing - Teleshopping

Telemarketing Systems selling. The selling process - Strategies and Styles formulating sales objectives Sales forecasting - Estimating market and Sales

Size of the sales force, sales organization based on customer, geography, product and combinations and current trends training programs and motivating the sales force - sales force compensation, sales incentives and sales force evaluation - controlling the sales effort quotas, sales territories, sales audit.

PHYSICAL DISTRIBUTION and LOGISTICS: participants in the physical distribution function, the environment of physical distribution - Channel Design strategies and structures, selecting channel members, setting distribution

Target markets and channel design strategies. Differentiating Logistics & Business Logistics, Importance of Logistics, Logistical Competitive Advantage, Strategic Logistics Planning Process, Operational Objectives of Logistics Management, Components and Functions of Logistics Management, Integrated Logistics

MANAGING THE MARKETING CHANNEL : Product, Pricing and Promotion issues in channel Management and Physical Distribution - Motivating channel

Evaluating channel member performance - Vertical marketing operatives, Franchise systems and corporate marketing

SUPPLY CHAIN MANAGEMENT: Differentiate Supply Chain and Value Chain, functions and effectiveness, Outsourcing – 3PL and 4PL, the Bull

whip effect and the supply chain, Supply chain relationships, Outbound to Customers logistics systems, DEMAND MANAGEMENT: Demand management and traditional forecasting, Collaborative Planning, Forecasting and Replenishment (CPFR), Order Fulfillment and Order Management, Customer

PROCUREMENT AND CUSTOMER SERVICE: Inbound Logistics along the Supply Chain, Materials Management, Procurement and Procurement Cycle,

E-enabled selling and distribution: e-Commerce and retailing as a channel of distribution, Electronic intermediaries,

Bangalore

Alternative Sales Structures: Network Teleshopping -

Strategies and Styles -Estimating market and Sales

Size of the sales force, sales organization based on customer, geography, product and combinations and current trends - sales

sales force compensation, lling the sales effort - sales

participants in the physical Channel Design

ecting channel members, setting distribution Target markets and channel design strategies.

Differentiating Logistics & Business Logistics, Importance of Logistics, Logistical s, Operational

Objectives of Logistics Management, Components and Functions of Logistics

Product, Pricing and Promotion ating channel

Vertical marketing operatives, Franchise systems and corporate marketing

Differentiate Supply Chain and Value Chain, 3PL and 4PL, the Bull

whip effect and the supply chain, Supply chain relationships, Outbound to Demand management , Forecasting and

Replenishment (CPFR), Order Fulfillment and Order Management, Customer Inbound Logistics along

the Supply Chain, Materials Management, Procurement and Procurement Cycle, Commerce and

retailing as a channel of distribution, Electronic intermediaries,



Disintermediation and Retracking systems.

UNIT6INVENTORY CONTROL & MANAGEMENT AND WDECISIONS: Importance of Inventory, Inventory Classification, Fundamental Approaches to Manage Inventory, Fixed Order Quantity Approach, The Nature and Importance of Warehousing, Role of Warehousing in the Logistics Systems, Basic Warehousing Decisions, Basic Warehousing Operations, Handling, Packaging

UNIT-VIITRANSPORTATION SYSTEM & MANAGEMENT: Carrier Selection Decision, Mode of Transport, InterIndirect and Special Carriers, DocumePERFORMANCE MEASUREMENT: Performance, Performance Metrics, NETWORK DESIGN & FACILITY LOCATIONThe Strategic Importance of Logis

References Books:

1. Charles Futrell: SALES MANAGEMENT, Pearson Education Books2. Eugene M. Johnson, David L. Kurtz & Eberhard E. Scheuing: SALES

MANAGEMENT; Mcgraw Hill.3. Bert Rosenbloom: MARKETING CHANNELS: A MA

Dryden Press.4. Coughlan, Anderson, Stem & EI Ansary: MARKETING CHANNELS,

Prentice-Hall India.5. Bowersox & Closs: LOGISTICAL MANAGEMENT, Tata McGraw Hill.6. Satish K. Kapoor & Purva Kansal: BASICS OF DISTRIBUTION

MANAGEMENT - A LOGISTICAL 7. Richard R. Still, Edward W. Cundiff & Norman A.P. Govani: SALES

MANAGEMENT, Prentice8. Efraim Turban, Jae Lee, David King, & H.Michael Chung: Electronic

Commerce: A Managerial Perspective, Pearson Education In9. Supply Chain Management

& Meindl



Page 10 of 35

Disintermediation and Re-intermediation, e-enabled logistics management and

INVENTORY CONTROL & MANAGEMENT AND WAREHOUSING Importance of Inventory, Inventory Classification, Fundamental

Approaches to Manage Inventory, Fixed Order Quantity Approach, The Nature and Importance of Warehousing, Role of Warehousing in the Logistics Systems,

cisions, Basic Warehousing Operations, Materials

TRANSPORTATION SYSTEM & MANAGEMENT: Role of Transportation, The Carrier Selection Decision, Mode of Transport, Inter-modal Transportation, Indirect and Special Carriers, Documentation, SUPPLYPERFORMANCE MEASUREMENT: Dimensions of Performance, Overview of Performance, Performance Metrics, Supply Chain Metrics and SCOR Model, NETWORK DESIGN & FACILITY LOCATION Need for Long Range Planning, The Strategic Importance of Logistics Network Design, Logistics Network, Design

Charles Futrell: SALES MANAGEMENT, Pearson Education BooksEugene M. Johnson, David L. Kurtz & Eberhard E. Scheuing: SALES MANAGEMENT; Mcgraw Hill.Bert Rosenbloom: MARKETING CHANNELS: A MANAGEMENT VIEW,

Coughlan, Anderson, Stem & EI Ansary: MARKETING CHANNELS,

Bowersox & Closs: LOGISTICAL MANAGEMENT, Tata McGraw Hill.Satish K. Kapoor & Purva Kansal: BASICS OF DISTRIBUTION

A LOGISTICAL APPROACH, Prentice-Hall India, 2003.Richard R. Still, Edward W. Cundiff & Norman A.P. Govani: SALES MANAGEMENT, Prentice-Hall India.Efraim Turban, Jae Lee, David King, & H.Michael Chung: Electronic Commerce: A Managerial Perspective, Pearson Education Inc., 2000.Supply Chain Management - Strategy, Planning and Operation by Chopra

Bangalore

enabled logistics management and

AREHOUSING Importance of Inventory, Inventory Classification, Fundamental

Approaches to Manage Inventory, Fixed Order Quantity Approach, The Nature and Importance of Warehousing, Role of Warehousing in the Logistics Systems,

Materials

Role of Transportation, The modal Transportation,

SUPPLY CHAINDimensions of Performance, Overview of

Supply Chain Metrics and SCOR Model, Need for Long Range Planning,

tics Network Design, Logistics Network, Design

Charles Futrell: SALES MANAGEMENT, Pearson Education BooksEugene M. Johnson, David L. Kurtz & Eberhard E. Scheuing: SALES

NAGEMENT VIEW,

Coughlan, Anderson, Stem & EI Ansary: MARKETING CHANNELS,

Bowersox & Closs: LOGISTICAL MANAGEMENT, Tata McGraw Hill.Satish K. Kapoor & Purva Kansal: BASICS OF DISTRIBUTION

Hall India, 2003.Richard R. Still, Edward W. Cundiff & Norman A.P. Govani: SALES

Efraim Turban, Jae Lee, David King, & H.Michael Chung: Electronic c., 2000.

Strategy, Planning and Operation by Chopra



UNIT 1Marketing of Services – What are Services? Why service marketing, Growth of Service Sector. Difference between goods and services, services, characteristics of services. Concept of Service marketing triangle. Myths about services GAP model in service quality. Factors and techniques to resolve the gap.

UNIT 2Marketing mix in service marketing services, search, experience and credence qualities. Customers expectation of services two levels of expectations, zone of tolerance. Factor influencing customer expectation of services, Customers perception of services, services encounters, strategies influencing customer perception

UNIT 3Customers rule in service delivery, strategies to enhance. Customer participation in services. Delivery through intermediaries.

UNIT 4Employees role in servicesof conflict quality/production trade off. Managing demand and capacity inventory capability, understanding demand pattern. Strategies for matching capacity and demand. Waiting line strategies.

UNIT 5Role of price and values. Ro

quality approaches to pricing services, pricing strategies. Physical evidence of services. Role of Services Scape Guidance for Physical Evidence Strategies. Framework for understanding services scapes.

UNIT 6Service blue printing using and reading the blue prints. Building customer relationship through retention strategies. 3 levels of retention to be discussed.



Page 11 of 35

Services Marketing

What are Services? Why service marketing, Growth of Service Sector. Difference between goods and services, classification of services, characteristics of services. Concept of Service marketing triangle. Myths about services GAP model in service quality. Factors and techniques to

Marketing mix in service marketing – The seven -P’s consumer behavior in services, search, experience and credence qualities. Customers expectation of services two levels of expectations, zone of tolerance. Factor influencing customer expectation of services, Customers perception of services, services

, strategies influencing customer perception

Customers rule in service delivery, strategies to enhance. Customer participation in services. Delivery through intermediaries.

Employees role in services-Boundary spammer roles, emotional labour sources of conflict quality/production trade off. Managing demand and capacity inventory capability, understanding demand pattern. Strategies for matching capacity and demand. Waiting line strategies.

Role of price and values. Role of non monetary cust. Price as an indicator of quality approaches to pricing services, pricing strategies. Physical evidence of services. Role of Services Scape Guidance for Physical Evidence Strategies. Framework for understanding services scapes.

Service blue printing using and reading the blue prints. Building customer relationship through retention strategies. 3 levels of retention to be discussed.

Bangalore

What are Services? Why service marketing, Growth of classification of

services, characteristics of services. Concept of Service marketing triangle. Myths about services GAP model in service quality. Factors and techniques to

mer behavior in services, search, experience and credence qualities. Customers expectation of services two levels of expectations, zone of tolerance. Factor influencing customer expectation of services, Customers perception of services, services

Customers rule in service delivery, strategies to enhance. Customer participation

labour sources of conflict quality/production trade off. Managing demand and capacity – Lack of inventory capability, understanding demand pattern. Strategies for matching

le of non monetary cust. Price as an indicator of quality approaches to pricing services, pricing strategies. Physical evidence of services. Role of Services Scape Guidance for Physical Evidence Strategies.

Service blue printing using and reading the blue prints. Building customer relationship through retention strategies. 3 levels of retention to be discussed.



UNIT 7Marketing of services with special reference to1. Financial Services; 2. Heal4. Educational Services

UNIT 8Case studies in the Indian context.

Reference Books

1. Valerie Zeithaml & Mary Jo Bitner: SERVICES MARKETING, McGraw Hill. 2. Christopher H. Lovelock: SERVICES MARKETING: PEOPLE,

TECHNOLOGY, STRATEGY, Pearson Education Asia. 3. Zcithaml, Parasuraman & Berry: DELIVERING QUALITY SERVICE; The

Free Press, Macmillan. 4. Audrey Gilmore: Services marketing and Management. Response Books,

Sage Publications. 5. Ron Zemke & Dick Schaaf: THE SERVICE EDGE.6. Raghu & Vasanthi

Venugopal: SERVICES MARKETING 6. Raghu & Vasanthi Venugopal: SERVICES MARKETING.



Page 12 of 35

Marketing of services with special reference to-2. Health Services; 3. Hospitality Services (Tourism)

Case studies in the Indian context.

Valerie Zeithaml & Mary Jo Bitner: SERVICES MARKETING, McGraw Hill. Christopher H. Lovelock: SERVICES MARKETING: PEOPLE, TECHNOLOGY, STRATEGY, Pearson Education Asia. Zcithaml, Parasuraman & Berry: DELIVERING QUALITY SERVICE; The Free Press, Macmillan. Audrey Gilmore: Services marketing and Management. Response Books,

ge Publications. Ron Zemke & Dick Schaaf: THE SERVICE EDGE.6. Raghu & Vasanthi Venugopal: SERVICES MARKETING Raghu & Vasanthi Venugopal: SERVICES MARKETING.

Bangalore

3. Hospitality Services (Tourism);

Valerie Zeithaml & Mary Jo Bitner: SERVICES MARKETING, McGraw Hill.

Zcithaml, Parasuraman & Berry: DELIVERING QUALITY SERVICE; The

Audrey Gilmore: Services marketing and Management. Response Books,

Ron Zemke & Dick Schaaf: THE SERVICE EDGE.6. Raghu & Vasanthi



Unit 1: The World of RetailingIntroduction to the World of Retailing: Social and Economic significance, opportunities in retailing; The Retail Management Decision Process. Customer Buying Behaviour: buying process; types of buying decisions; market segmentation; the Indian RetailScape

Unit 2: Types of RetailersRetailer characteristics; Food retailers; general merchandise retailers; nonretailers; services retailing; types of ownership. Multichannel Retailing: evolution towards Multichannel Retailing; capabilities needed for mulissues in multichannel retailing

Unit 3: Retailing StrategyRetail Market Strategy:Target Market and Retail Format; Growth Strategies; Strategic Retail Planning Process. Financial Strategy: objectives and goals; Strategic Profit Model; setting and measuring performance objectives. Retail Locations: Planned and unplanned; location strategy; legal considerations. Retail Site Location: Evaluating a site for location; Huff Gravity Model for estimating potential sales for a store; NegotiatinInformation System and SCM. Customer Relationship management.

Unit 4: Merchandise ManagementManaging Merchandise Assortments: merchandise management process; forecasting sales; developing an assortment plan; setting availability levels. Merchandise Planning Systems: Inventory Management report; EOM and BOM stocks; OpenBuying Merchandise:Buying national and private brand merchandise. Retail Pricing. Retail Communication Mix

Unit 5: Store ManagementManaging the Store: Recruiting, selecting and training store personnel; motivating and evaluating store employees; compensating and rewarding. Store layout-design-visual merchandising: Store design; atmCustomer service: The Gaps Model for improving retail service quality.

Reference Books:

1. Retailing Management by Michael Levy, Barton A Weitz and Ajay Pandit2. Retailing by Patrick Duhne; Robert Lusch and David Griffith3. Retail Merchandising by Swapna Pradhan



Page 13 of 35

Retail Marketing

1: The World of RetailingIntroduction to the World of Retailing: Social and Economic significance, opportunities in retailing; The Retail Management Decision Process. Customer Buying Behaviour: buying process; types of buying decisions; market segmentation; the Indian RetailScape

2: Types of RetailersRetailer characteristics; Food retailers; general merchandise retailers; nonretailers; services retailing; types of ownership. Multichannel Retailing: evolution towards Multichannel Retailing; capabilities needed for multichannel retailing issues in multichannel retailing

3: Retailing StrategyRetail Market Strategy:Target Market and Retail Format; Growth Strategies; Strategic Retail Planning Process. Financial Strategy: objectives and goals;

setting and measuring performance objectives. Retail Locations: Planned and unplanned; location strategy; legal considerations. Retail Site Location: Evaluating a site for location; Huff Gravity Model for estimating potential sales for a store; Negotiating a lease. Human Resource Management. Information System and SCM. Customer Relationship management.

4: Merchandise ManagementManaging Merchandise Assortments: merchandise management process; forecasting sales; developing an assortment plan; setting inventory and product availability levels. Merchandise Planning Systems: Inventory Management report; EOM and BOM stocks; Open-to-buy systems; allocating merchandise to stores. Buying Merchandise:Buying national and private brand merchandise. Retail

g. Retail Communication Mix

5: Store ManagementManaging the Store: Recruiting, selecting and training store personnel; motivating and evaluating store employees; compensating and rewarding. Store

visual merchandising: Store design; atmospherics; website design. Customer service: The Gaps Model for improving retail service quality.

Retailing Management by Michael Levy, Barton A Weitz and Ajay PanditRetailing by Patrick Duhne; Robert Lusch and David Griffith

Merchandising by Swapna Pradhan

Bangalore

Introduction to the World of Retailing: Social and Economic significance, opportunities in retailing; The Retail Management Decision Process. Customer Buying Behaviour: buying process; types of buying decisions; market

Retailer characteristics; Food retailers; general merchandise retailers; non-store retailers; services retailing; types of ownership. Multichannel Retailing: evolution

tichannel retailing

Retail Market Strategy:Target Market and Retail Format; Growth Strategies; Strategic Retail Planning Process. Financial Strategy: objectives and goals;

setting and measuring performance objectives. Retail Locations: Planned and unplanned; location strategy; legal considerations. Retail Site Location: Evaluating a site for location; Huff Gravity Model for estimating

g a lease. Human Resource Management.

Managing Merchandise Assortments: merchandise management process; inventory and product

availability levels. Merchandise Planning Systems: Inventory Management report; buy systems; allocating merchandise to stores.

Buying Merchandise:Buying national and private brand merchandise. Retail

Managing the Store: Recruiting, selecting and training store personnel; motivating and evaluating store employees; compensating and rewarding. Store

ospherics; website design. Customer service: The Gaps Model for improving retail service quality.

Retailing Management by Michael Levy, Barton A Weitz and Ajay Pandit



Syllabus as prescribed by Prof. Mohan Kuruvilla



Page 14 of 35

B2B Marketing

Syllabus as prescribed by Prof. Mohan Kuruvilla

Bangalore



Investment Analysis & Portfolio Management

Prof. Kiran Binduwww.kiranbinduonline.comemail: [email protected]

Pre requisite skills

MS Excel spreadsheet Modeling for finance

Investment Analysis course seeks to impart technical , quantitative analytical capability to students seeking a career in Finance. By the end of this course the students will have an understanding of not only the major Economic and Financial events of the 20the backdrop of Technological changes aPortfolio Management course is designed to look at the blending effect on returns of Investors, we look at emerging markets and matured markets to see how opportunities arise to diversify.Since this is a specialization course anencouraged to prepare and come to class. The emphasis in class will be on discussion and facilitating deeper levels of understanding rather than teaching. Students are expected to come to class with an intent to seek questions arising from their pre reading.

Unit 1Sessions 1 to 5This unit is introductory in nature and is to open up the course to students, what is introduced here is studied much more in depth later on the in course.

Investments - Investment Vs. Speculation categories - Risk and return Return, Valuation of Equity: Dividend Models, Price/Earnings Approach Unit 1A: Introduction to DCF Models ie FCFF and FCFE

Unit 2Session 6 to 10: 1962 onwards Research into Modern Portfolio TheoryCapital market Theory: CAPM and performance evaluation

Unit 3Session 11 to 15: Security Analysis of Stocks and Bonds [Fundamental]Equity stock Analysis: Economic analysis: Key Macroeconomic Factors. Industry analysis: Industry Life Cycle Analysis. Analysing the Structure and Characteristics of an Industry



Page 15 of 35

Investment Analysis & Portfolio Management

[email protected]

preadsheet Modeling for finance

Investment Analysis course seeks to impart technical , quantitative analytical students seeking a career in Finance. By the end of this course the

students will have an understanding of not only the major Economic and Financial events of the 20th century but also how our markets have changed in the backdrop of Technological changes and changes in regulation. Portfolio Management course is designed to look at the blending effect on returns of Investors, we look at emerging markets and matured markets to see how opportunities arise to diversify.Since this is a specialization course and the Post Graduate Level Students are encouraged to prepare and come to class. The emphasis in class will be on discussion and facilitating deeper levels of understanding rather than teaching. Students are expected to come to class with an intent to seek questions arising from their pre reading.

This unit is introductory in nature and is to open up the course to students, what is introduced here is studied much more in depth later on the in

ent Vs. Speculation - Investment Process -Risk and return - Factors Influencing Risk - Measuring Risk and

Return, Valuation of Equity: Dividend Models, Price/Earnings Approach Introduction to DCF Models ie FCFF and FCFE

1962 onwards Research into Modern Portfolio TheoryCapital market Theory: CAPM - Arbitrage Pricing Theory. Management Portfolios and performance evaluation

Security Analysis of Stocks and Bonds [Fundamental]Equity stock Analysis: Economic analysis: Key Macroeconomic Factors. Industry analysis: Industry Life Cycle Analysis. Analysing the Structure and Characteristics of an Industry - Profit Potential of Industries. Company Analysis:

Bangalore

Investment Analysis course seeks to impart technical , quantitative analytical students seeking a career in Finance. By the end of this course the

students will have an understanding of not only the major Economic and century but also how our markets have changed in

Portfolio Management course is designed to look at the blending effect on returns of Investors, we look at emerging markets and matured markets to see how

d the Post Graduate Level Students are encouraged to prepare and come to class. The emphasis in class will be on discussion and facilitating deeper levels of understanding rather than teaching. Students are expected to come to class with an intent to seek answers to

This unit is introductory in nature and is to open up the course to students, what is introduced here is studied much more in depth later on the in

Investment Measuring Risk and

Return, Valuation of Equity: Dividend Models, Price/Earnings Approach

1962 onwards Research into Modern Portfolio TheoryArbitrage Pricing Theory. Management Portfolios

Security Analysis of Stocks and Bonds [Fundamental]Equity stock Analysis: Economic analysis: Key Macroeconomic Factors. Industry analysis: Industry Life Cycle Analysis. Analysing the Structure and

stries. Company Analysis:



Analysing the Financial Statements, The Chemistry of Earnings, Forecasting via the Earnings Model, Market Share/Profit Margin Approach, Independent Forecast of Revenue and Expenses. Bond analysis Valuation of Bonds - Bond Management Strategies: Duration. Unit 3A: Valuation of a Firm, Case Study Nike Inc, Bond Portfolio Immunization, Bond Convexity.

Unit 4Session 16 to 24: Analysis of Derivative Instruments

Options: Types - Determinants of OpOption pricing. Futures: Stock Index futures Futures on fixed income securities Unit 4A: Forwards, Futures, Derivative Mathematics and th

Unit 5Session 25 to 29: Technical Analysis

Technical Analysis: Market IndicPerformance. Efficient Market Theory Hypothesis. Portfolio Analysis: Effects of combining securities Mean-Variance model. Portfolio selection: Risk and Constructing the portfolio -Unit 5A: Iso Return Portfolio, Pride and Regret theory.

Session 30Sharpe Index, Treynor Index, Jensen's Model.

Core Texts

1. Donald E, Fischer and Ronald J.Jordan, SECURITY

PORTFOLIO MANAGEMENT. 62. Investments By Bodai, Kan

Other Reading Essentials:

Bloomberg, Economist, Fortune, HBR, Chairman’s Letter written by Warrant Buffet to the Shareholders of Berkshire Hathaway Inc.

Reference Books:

The Age of Turbulence by Allen Greenspan

The Intelligent Investor: Ben Graham and Dodd.Snowball: Biography of Warren Buffet



Page 16 of 35

Analysing the Financial Statements, The Chemistry of Earnings, Forecasting via the Earnings Model, Market Share/Profit Margin Approach, Independent Forecast of Revenue and Expenses. Bond analysis - Returns and Risk

Bond Management Strategies: Duration. Valuation of a Firm, Case Study Nike Inc, Bond Portfolio Immunization,

Analysis of Derivative Instruments [Fundamental

Determinants of Option value - Option Position and Strategies Option pricing. Futures: Stock Index futures - Portfolio strategies using futures Futures on fixed income securities - Futures on long term Securities.

Forwards, Futures, Derivative Mathematics and the Options.

Technical Analysis and Behavioural Aspects o

Technical Analysis: Market Indicators, Forecasting Individual Stock Performance. Efficient Market Theory - Random Wall - The Efficient Market Hypothesis. Portfolio Analysis: Effects of combining securities - Markowitz's

Variance model. Portfolio selection: Risk and investor Preferences - Significance of beta in the Portfolio.

Iso Return Portfolio, Pride and Regret theory.

Index, Jensen's Model.

Donald E, Fischer and Ronald J.Jordan, SECURITY ANALYSIS AND

PORTFOLIO MANAGEMENT. 6:h

Ed., Prentice Hall of India. 2000 Investments By Bodai, Kane and Marcus , Tata Mcgraw Hill

Other Reading Essentials:-

Bloomberg, Economist, Fortune, HBR, Chairman’s Letter written by Warrant Buffet to the Shareholders of Berkshire Hathaway Inc.

The Age of Turbulence by Allen Greenspan

The Intelligent Investor: Ben Graham and Dodd.Warren Buffet

Bangalore

Analysing the Financial Statements, The Chemistry of Earnings, Forecasting via the Earnings Model, Market Share/Profit Margin Approach, Independent

Returns and Risk -

Valuation of a Firm, Case Study Nike Inc, Bond Portfolio Immunization,

Fundamental]

Option Position and Strategies -Portfolio strategies using futures -

Futures on long term Securities. e Options.

of Investing

tors, Forecasting Individual Stock The Efficient Market

Markowitz's Preferences -

ANALYSIS AND

Ed., Prentice Hall of India. 2000

Bloomberg, Economist, Fortune, HBR, Chairman’s Letter written by Warrant



Unit 1Banking system and structure in IndiaReserve Bank and GOI as regulator of banking system Regulation Act & Reserve Bank of India Act

Unit 2 The terms banker and customer customer – Bankers obligations to customers appropriation– Provisions of Negotiable Instrument Act, 1881 duty of disclosure and related matters

Unit 3 Customers` accounts with banks operation – Types of accounts and customers death claims

Unit 4 Banking Technology- Home banking Core banking solutions – Debit, Credit, and Smart cards

Unit 5 International banking – Exchange rates exporters and importers –

Unit 6 Banker as lender – Types of loans Financing book debts and supply billsmortgage – assignment.

Unit 7 Introduction to Insurance Non-Life Insurance sectorIRDA – Provisions of Insurance Act 1938

Unit 8 Types of Insurance – Life Insurance and General Insurance Productsunit linked plans – Health and Disability Insurance Group Insurance – Re-Insurance framework of life and general insuranceissues – functional aspects



Page 17 of 35

Banking and Insurance

Banking system and structure in India- Types of banks in operation Reserve Bank and GOI as regulator of banking system – Provisions ofRegulation Act & Reserve Bank of India Act

terms banker and customer – Types of relationship between banker andBankers obligations to customers – Right of lProvisions of Negotiable Instrument Act, 1881 – Bankers

duty of disclosure and related matters

Customers` accounts with banks – Opening- operation – KYC norms andTypes of accounts and customers – Nomination – Settlement of

Home banking – ATMs- Internet banking – MobileDebit, Credit, and Smart cards – EFD – RTGS

Exchange rates – Documentary letter of credit ECGC Policies and guarantees

Types of loans – Overdraft facilities – Discounting of billss and supply bills- Charging of Security bills

Introduction to Insurance – Elements of Insurance Risk – Players in Life andLife Insurance sector – Insurance documents – Role and responsibilities

Provisions of Insurance Act 1938 – Insurance Ombudsman.

Life Insurance and General Insurance ProductsHealth and Disability Insurance – Group Insurance

Insurance – Nature of Re-Insurance risk framework of life and general insurance Bancassurance- concepts

functional aspects – Indian Scenario – Future Prospects.

Bangalore

Types of banks in operation – Role ofProvisions of Banking

Types of relationship between banker andRight of lien, setoff,

Bankers legal

KYC norms andSettlement of

Mobile banking-RTGS

Documentary letter of credit – financing

Discounting of bills –Charging of Security bills- pledge –

Players in Life andRole and responsibilities

Life Insurance and General Insurance Products including oup Insurance -Types of Insurance risk – Legal

concepts – critical



Reference Books:

1. Koch W, Timothy, & S. Scott. “Bank Management” Thomson, New2. IIBF. “Principles of Banking” Macmillan, New Delhi.3. Mithani and Gordon. “Banking and Financial Systems”, Himalaya

Publishing House, Mumbai.4. Sunderaram and Varshney. “Banking Theory, Law and

Chand & Sons, New Delhi.5. Prasad K, Nirmala, J Chandradas. “Banking and Financial System”

Himalaya Publishing House, Mumbai.6. Jha, S M. “Service Marketing” Himalaya Publishing House, New



Page 18 of 35

och W, Timothy, & S. Scott. “Bank Management” Thomson, NewIIBF. “Principles of Banking” Macmillan, New Delhi.Mithani and Gordon. “Banking and Financial Systems”, HimalayaPublishing House, Mumbai.Sunderaram and Varshney. “Banking Theory, Law and practice”Chand & Sons, New Delhi.Prasad K, Nirmala, J Chandradas. “Banking and Financial System”Himalaya Publishing House, Mumbai.Jha, S M. “Service Marketing” Himalaya Publishing House, New

Bangalore

och W, Timothy, & S. Scott. “Bank Management” Thomson, New Delhi

Mithani and Gordon. “Banking and Financial Systems”, Himalaya

practice” Sultan

Prasad K, Nirmala, J Chandradas. “Banking and Financial System”

Jha, S M. “Service Marketing” Himalaya Publishing House, New Delhi.



Wealth Management

Unit 1Asset Allocation

Definition & Purpose Cyclical Performances of Assets Opportunities of Investment Asset Allocation Simulations Insights on Asset Allocation Case Studies Assignments

Unit 2Financial Planning

Introduction Bane & Opportunities Financial & Investment Literacy Importance of Investment Planning Definition & Concepts Inflation effects Common Goals / Events Preparation to FP Client Profiling & Pre Customer Categorization based on Risk & Return & Horizon of Investing Goal-based Investing Asset Allocation & Age Opportunities of Investment Life-stages based investing & advising Loans Management Early Retirement Possibilities From Agent to Broker to Advisor

Customer Management & Goals Management Advisory Concepts Financial Planning in India Case Studies / Assignments

Unit 3Wealth Management

Concepts of Wealth Products & Components of Wealth Management



Page 19 of 35

Wealth Management & Financial Planning

Definition & PurposeCyclical Performances of AssetsOpportunities of InvestmentAsset Allocation SimulationsInsights on Asset Allocation

Bane & OpportunitiesFinancial & Investment LiteracyImportance of Investment PlanningDefinition & Concepts

Common Goals / Events – foreseen & unforeseen

Client Profiling & Pre-planning QuestionsCustomer Categorization based on Risk & Return & Horizon of Investing

based InvestingAsset Allocation & Age-based RebalancingOpportunities of Investment – Debt, Equity, Gold/Silver, Real Estate

stages based investing & advisingLoans ManagementEarly Retirement PossibilitiesFrom Agent to Broker to Advisor – a debate; Need-based Advising; Customer Management & Goals Management

Financial Planning in India – its futureCase Studies / Assignments

s of WealthProducts & Components of Wealth Management

Bangalore

Customer Categorization based on Risk & Return & Horizon of Investing

Debt, Equity, Gold/Silver, Real Estate

based Advising;



Customer Profiling / Defining Objectives / Needs Process of Managing Wealth Steps of Managing Wealth (in Restructuring & Rebalancing Scaling-up Customers Wealth Management in India Advantages & Short Case Studies & Assignments

Unit 4The Art of Constructing Portfolios

Stocks Portfolio

Purpose & Concepts of a Portfolio Diversification Steps to begin constructing portfolios Important Sectors of Benchmarking to various Indices How to pick Sectors & Stocks Market Cap based picking Historical Data of important sectors’ performances (since 2001) Ideal Portfolio Management Customer Categorization Model Portfolios – Conservative / Moder Managing & Monitoring Portfolios Constructing Power Portfolios / Mini Portfolios Assignments & Case Studies

Mutual Fund Portfolio

Purpose & Concepts of a MF Portfolio Defining MF Themes MF Theme Classification Chart Portfolio Construction Model Portfolios – Conservative / Moderately Aggressive / Aggressive Managing & Monitoring Portfolios Advantages of maintaining a portfolio Assignments & Case Studies

Debt Fund Portfolio

Constructing & Managing Debt



Page 20 of 35

Customer Profiling / Defining Objectives / Needs Process of Managing WealthSteps of Managing Wealth (in-depth processes)Restructuring & Rebalancing

up CustomersWealth Management in India – A new fad or is it realAdvantages & Short-comingsCase Studies & Assignments

f Constructing Portfolios

Purpose & Concepts of a Portfolio

Steps to begin constructing portfoliosImportant Sectors of Capital MarketBenchmarking to various IndicesHow to pick Sectors & StocksMarket Cap based pickingHistorical Data of important sectors’ performances (since 2001)Ideal Portfolio ManagementCustomer Categorization

Conservative / Moderately Aggressive / AggressiveManaging & Monitoring PortfoliosConstructing Power Portfolios / Mini PortfoliosAssignments & Case Studies

Purpose & Concepts of a MF PortfolioDefining MF ThemesMF Theme Classification ChartPortfolio Construction – how to begin

Conservative / Moderately Aggressive / AggressiveManaging & Monitoring PortfoliosAdvantages of maintaining a portfolioAssignments & Case Studies

Constructing & Managing Debt Portfolios

Bangalore

Historical Data of important sectors’ performances (since 2001)

ately Aggressive / Aggressive

Conservative / Moderately Aggressive / Aggressive



Unit 5Management Concepts –

Definition & Learning Five Kys Your Competitor, Know Your Product & Know Yourself With Real Life Examples

Unit 6Concepts of Handling Customers & Customer Categorization

Examples of Different Types Of Customers / Habitual, Crafty & Winner Type Of Customers

Unit 7Typical Job Profiles / Job Description

Wealth Manager / Financial Planner / Investment Advisor

STUDY MATERIAL:

Study Material will be mhistorical data, interpretations



Page 21 of 35

– Client & Self Management

Definition & Learning Five Kys – Know Your Customer, Know Your Company, Know Your Competitor, Know Your Product & Know Yourself With Real Life Examples

Customers & Customer Categorization

f Different Types Of Customers / Habitual, Crafty & Winner Type Of

Typical Job Profiles / Job Description

Wealth Manager / Financial Planner / Investment Advisor

made available exclusively with contemporary facts, historical data, interpretations with latest & real-time case studies

Bangalore

Know Your Customer, Know Your Company, Know Your Competitor, Know Your Product & Know Yourself With Real Life Examples

f Different Types Of Customers / Habitual, Crafty & Winner Type Of

ade available exclusively with contemporary facts,



Unit 1Financial Policy and Strategic Planning: Components of financial Objectives and goals; Strategic planning process

Unit 2Expansion and Financial Restructuring: Mergers and amalgamations restructuring, reasons for merger, legal procedure for merger, benefits and cost of merger; Determination of swCorporate and distress restructuring.Takeovers, types, hostile takeover approaches, Takeover defences defensive measures –amendments –

Accounting for amalgamation procedure laid down under Indian companies act of 1956consolidated balance sheets for Holding companies and subsidiariesValuation – valuation approachesvaluation – valuing operating and financial synergy valuing of LBOMethods of financing mergers capital budgeting decision

Unit 3Leasing: Meaning, importance, types, tax considerations, and accounting considerations, Evaluation of lease from the point of view of lessor and lessee; Lease versus buy decision; Venture capital: Concept and developments in India; Process and methods of financing, fiscal i

Unit 4Financing strategy: Hybrid securities namely convertible and nondebentures, deep discount bonds, secured premium notes, convertible preference shares; Option financing, warrants, convertibles and exchangeable.

Unit 5Project - Concept - Classification Internal Causes of Delay Problems - Strategic Variables: Contractual/legal, Engineering/Technology, Financial and Economical, Postaspects, material problems



Page 22 of 35

Strategic Finance

Financial Policy and Strategic Planning: Components of financial Objectives and goals; Strategic planning process

Expansion and Financial Restructuring: Mergers and amalgamations restructuring, reasons for merger, legal procedure for merger, benefits and cost of merger; Determination of swap ratios; Evaluation of merger proposal; Corporate and distress restructuring.

, types, hostile takeover approaches, Takeover defences Coercive offers and defense – anti

lgamation – pooling of interest method, purchase method procedure laid down under Indian companies act of 1956, Preparation of consolidated balance sheets for Holding companies and subsidiaries

valuation approaches-discounted cash flow valuation – relative valuing operating and financial synergy – valuing corporate control

Methods of financing mergers – cash offer, share exchange ratio – mergers as a

importance, types, tax considerations, and accounting Evaluation of lease from the point of view of lessor and lessee;

Lease versus buy decision; Venture capital: Concept and developments in India; Process and methods of financing, fiscal incentives.

Financing strategy: Hybrid securities namely convertible and nondebentures, deep discount bonds, secured premium notes, convertible preference shares; Option financing, warrants, convertibles and exchangeable.

Classification - Projects and Developments - External and Internal Causes of Delay - Avoiding Overruns - Project Assets -

Strategic Variables: Contractual/legal, Engineering/Technology, Financial and Economical, Post-commissioning operations, social and human aspects, material problems - Project Formulation checklist.

Bangalore

Financial Policy and Strategic Planning: Components of financial strategy;

Expansion and Financial Restructuring: Mergers and amalgamations - corporate restructuring, reasons for merger, legal procedure for merger, benefits and cost

ap ratios; Evaluation of merger proposal;

, types, hostile takeover approaches, Takeover defences – financial anti –takeover

pooling of interest method, purchase method –Preparation of

relative valuing corporate control –

mergers as a

importance, types, tax considerations, and accounting Evaluation of lease from the point of view of lessor and lessee;

Lease versus buy decision; Venture capital: Concept and developments in India;

Financing strategy: Hybrid securities namely convertible and non-convertible debentures, deep discount bonds, secured premium notes, convertible preference shares; Option financing, warrants, convertibles and exchangeable.

External and Issues and

Strategic Variables: Contractual/legal, Engineering/Technology, ommissioning operations, social and human



Unit 6Managing Resources-Phases from Project planning to project completion:investment, investment and operational phase - Project Feasibility Studies: Stages Prefeasibility Studies: Functional or support studies Components of Project Feasibility Study.

Unit 7Appraisal Process - Concept Commercial vs. National Profitability: Social Cost Benefit Analysis, Commercial or financial profitability, Social or national profitabilityAppraisal.

Unit 8Project Planning, Implementation and Control: Network Analysis, Techniques, PERT, CPM - Crashing of Project Network Allocation, Line of Balance.

Reference Books:

1. Allen D: An Introduction to strategic Financial Management,Page, London.

2. Copeland, T., T Koller and J Murrin: Valuation: Measuring and Managing the value of Companies, John Wiley, International Edition, New York.

3. Gopalakrishnan,P. and Rama Moorthy, V.E., PROJECT MANAGEMENT, Mac Millan India Ltd.', Ne

4. Prasanna Chandra, PROJECTS:PLANNING, ANALYSIS, SELECTION, IMPLEMENTATION AND REVIEW, Tata McGraw Hill

5. GoeLB.B., PROJECT MANAGEMENTDeep and Deep Publciations, New Delhi.



Page 23 of 35

Phases from Project planning to project completion:investment and operational phase - Capital Cost-time-va

Project Feasibility Studies: Stages - Opportunity Studies: General and Specific Prefeasibility Studies: Functional or support studies - Feasibility Study Components of Project Feasibility Study.

Concept - the methodology for project evaluation Commercial vs. National Profitability: Social Cost Benefit Analysis, Commercial or financial profitability, Social or national profitability- International Project

Implementation and Control: Network Analysis, Techniques, Crashing of Project Network - Resource Leveling and Resource

Allocation, Line of Balance.

Allen D: An Introduction to strategic Financial Management, CIMA/Kogan

Copeland, T., T Koller and J Murrin: Valuation: Measuring and Managing the value of Companies, John Wiley, International Edition, New York.

Gopalakrishnan,P. and Rama Moorthy, V.E., PROJECT MANAGEMENT, Mac Millan India Ltd.', New Delhi.

Prasanna Chandra, PROJECTS:PLANNING, ANALYSIS, SELECTION, IMPLEMENTATION AND REVIEW, Tata McGraw Hill

GoeLB.B., PROJECT MANAGEMENT-PRINCIPLES & TECHNIQUES, Deep and Deep Publciations, New Delhi.

Bangalore

Phases from Project planning to project completion: Pre-value System

Opportunity Studies: General and Specific -Feasibility Study -

the methodology for project evaluation -Commercial vs. National Profitability: Social Cost Benefit Analysis, Commercial

International Project

Implementation and Control: Network Analysis, Techniques, Resource Leveling and Resource

CIMA/Kogan

Copeland, T., T Koller and J Murrin: Valuation: Measuring and Managing the value of Companies, John Wiley, International Edition, New York.

Gopalakrishnan,P. and Rama Moorthy, V.E., PROJECT MANAGEMENT,

Prasanna Chandra, PROJECTS:PLANNING, ANALYSIS, SELECTION,

PRINCIPLES & TECHNIQUES,



Advanced Management Accounting

Unit 1Introduction to Accounting: Management accounting as an area of accounting; Objectives, nature, and scope of financial accounting, cost accounting, and management accounting.

Unit 2Accounting Plan and Responsibility Centres: Meaning and significanresponsibility accounting; Responsibility centers investment centre; Problems in transfer pricing; Objectives and determiresponsibility centers

Unit 3Budgeting: Budgetary control; Zero

Unit 4Standard Costing and Variance Analysis: Standard costing as a control technique; Setting of standards and their revision; Variance analysis and importance, kinds of variances and their uses variances; Disposal of variances; Relevance of variance analysis to budgeting and standard costing.

Unit 5Marginal Costing: Decisions regarding salesdiscontinuation of a product line etc.

Unit 6Contemporary Issues in Mbased costing; Quality costing; Target and life cycle costing.

Unit 7Reporting to Management: Objectives of reporting, reporting needs at different managerial levels; Types of reports, modes of levels of management



Page 24 of 35

Advanced Management Accounting

Introduction to Accounting: Management accounting as an area of accounting; Objectives, nature, and scope of financial accounting, cost accounting, and

Accounting Plan and Responsibility Centres: Meaning and significanresponsibility accounting; Responsibility centers - cost centre, profit centre and investment centre; Problems in transfer pricing; Objectives and determi

Budgeting: Budgetary control; Zero-base budgeting; Performance budgeting;

Standard Costing and Variance Analysis: Standard costing as a control technique; Setting of standards and their revision; Variance analysis and importance, kinds of variances and their uses -material, labour and overheavariances; Disposal of variances; Relevance of variance analysis to budgeting

Decisions regarding sales-mix, make or buy decisions and discontinuation of a product line etc.

Contemporary Issues in Management Accounting: Value chain analysis; Activitybased costing; Quality costing; Target and life cycle costing.

Reporting to Management: Objectives of reporting, reporting needs at different managerial levels; Types of reports, modes of reporting, reporting at

Bangalore

Introduction to Accounting: Management accounting as an area of accounting; Objectives, nature, and scope of financial accounting, cost accounting, and

Accounting Plan and Responsibility Centres: Meaning and significance of cost centre, profit centre and

investment centre; Problems in transfer pricing; Objectives and determinants of

rmance budgeting;

Standard Costing and Variance Analysis: Standard costing as a control technique; Setting of standards and their revision; Variance analysis - meaning

material, labour and overhead variances; Disposal of variances; Relevance of variance analysis to budgeting

mix, make or buy decisions and

anagement Accounting: Value chain analysis; Activity-

Reporting to Management: Objectives of reporting, reporting needs at different reporting, reporting at different



Reference Books

1. Anthony, Robert: Management Accounting, Tarapore2. Barfield, Jessie, Celly A. Raiborn and Michael R. Kenney: Cost

Accounting; Traditions and Innovations, South Publishing, Cincinnati, Ohio.

3. N. Vinayakam and I.B. Sinha, Management Accounting Techniques, Himalaya Publishing House, Mumbai.

4. Decoster, Don T. and Elden L. Schater: Management Accounting: A Decision Emphasis, John Wiley and So

5. Garrison, Ray H. and Eric W. Noreen: Management Accounting, Richard D. Irwin, Chicago.

6. Hansen, Don R. and Maryanne M. Moreen: Management Accounting, South western College Publishing, Cincinnati, Ohio.



Page 25 of 35

Anthony, Robert: Management Accounting, Tarapore-wala, Mumbai.Barfield, Jessie, Celly A. Raiborn and Michael R. Kenney: Cost Accounting; Traditions and Innovations, South - Western College Publishing, Cincinnati, Ohio.N. Vinayakam and I.B. Sinha, Management Accounting –Techniques, Himalaya Publishing House, Mumbai.Decoster, Don T. and Elden L. Schater: Management Accounting: A Decision Emphasis, John Wiley and Sons Inc., New York.Garrison, Ray H. and Eric W. Noreen: Management Accounting, Richard

Hansen, Don R. and Maryanne M. Moreen: Management Accounting, South western College Publishing, Cincinnati, Ohio.

Bangalore

wala, Mumbai.Barfield, Jessie, Celly A. Raiborn and Michael R. Kenney: Cost

Western College

– Tools and

Decoster, Don T. and Elden L. Schater: Management Accounting: A

Garrison, Ray H. and Eric W. Noreen: Management Accounting, Richard

Hansen, Don R. and Maryanne M. Moreen: Management Accounting,



Unit 1

Introduction to the T&D Concept

What is Training (Concept & Definition)

The advantage of Training & Development in an organization

The role of Training & Development in HRD (holistic view)

Objectives of Training & Development

Training & Development in a

Trends in Training

o Training in Strategic Development

o The move from Training to Learning

Unit 2

Learning Types & Training Methodologies

Learning

o Nature & Principals

o Types and Methods

o Components & elements of lea

Training

o Types

o Training approaches

o Training methods

o Trainer skills & styles

Analysis of When, Where, Why, How and on whom they are to be used

Unit 3

The Training Process

The players in the Training Process

Training Need Analysis

o Objectives (Competency Mapping and Performance Review

System overlap)

o Process

o Methods



Page 26 of 35

Training & Development

Introduction to the T&D Concept

What is Training (Concept & Definition)

The advantage of Training & Development in an organization

The role of Training & Development in HRD (holistic view)

Objectives of Training & Development as a function

Training & Development in a

Training in Strategic Development

The move from Training to Learning

Learning Types & Training Methodologies

Nature & Principals

Types and Methods

Components & elements of learning process

Training approaches

Training methods

Trainer skills & styles


The players in the Training Process

Training Need Analysis

(Competency Mapping and Performance Review

System overlap)

Bangalore


(Competency Mapping and Performance Review



Program Design

o Training Objectives (overall with Corporate Strategy)

o Factors affecting Design

o Training Budget

Program Execution

Trainers and their Training Styles

Unit 4

Training Evaluation

Training Validation

Post Training support for improved performance at work

Evaluation of Training

o Data Collection

o Types of Evaluation

o Implementation

Unit 5 – Practical’s

Reference Books:

1. Training for Development

2. Workplace Learning & Development

organization, Jackie Clifford & Sara Thorpe



Page 27 of 35

Training Objectives (overall with Corporate Strategy)

Factors affecting Design

Training Budget

Trainers and their Training Styles

Post Training support for improved performance at work

Evaluation of Training

Data Collection

Types of Evaluation

Implementation

Training for Development – Rolf P Lynton & Udai Pareek

Workplace Learning & Development – Delivering Competitive Advantage to your

Jackie Clifford & Sara Thorpe

Bangalore

Delivering Competitive Advantage to your



Performance Management & Competency Mapping

Performance Management

Unit 1

Introduction: Definition of performance &systems, aims and role of PM , PM process, PM & HR, strategic planning in PM,

Unit 2

Performance appraisal system implementationperformance dimensions, approaches to measuring performanceresults and behaviours,

Unit 3

Gathering performance information:form, appraisal tenure, appraiser skills & roles & appraise, supervisor’s role in PM, implementing performance management system

Unit 4

Performance management & employee developmentplans, 360 degree feed back as a developmental tool, Performance management & reward systems: definition of reward systems, types of reward system.

Reference Books:1. Performance Manage2. The Talent Management Hand Book, Lance A. Berger & Dorothy R.

Berger, Tata Mc-Graw3. Appraising & Developing Managerial Performance

Books4. 360 degree feedback & assessment & development Cen

and III, TV Rao,Et all, Excel Books5. Performance Management, Dixit Varsha, Ist edition, Vrinda Pubilcations

Ltd.

Competency Mapping

Unit 5

Competency method in Human Resource Managementcompetency methods, few models of coapproaches to mapping



Page 28 of 35

Performance Management & Competency Mapping

Performance Management

Definition of performance & PM, characteristics of an ideal PM systems, aims and role of PM , PM process, PM & HR, strategic planning in PM,

Performance appraisal system implementation: determinants of performance, performance dimensions, approaches to measuring performance, Measuring

Gathering performance information: Appraisals, characteristics of appraisal form, appraisal tenure, appraiser skills & roles & appraise, supervisor’s role in PM, implementing performance management system

Performance management & employee development: Personal Development plans, 360 degree feed back as a developmental tool, Performance management & reward systems: definition of reward systems, types of reward system.

Performance Management, Herman Aguinis, Pearson Education, 2007.The Talent Management Hand Book, Lance A. Berger & Dorothy R.

Graw HillAppraising & Developing Managerial Performance-.T. V. Rao, Excel

360 degree feedback & assessment & development Centres, Volume I, II and III, TV Rao,Et all, Excel BooksPerformance Management, Dixit Varsha, Ist edition, Vrinda Pubilcations

Competency method in Human Resource Management- Features of competency methods, few models of competency, historical development,

Bangalore

PM, characteristics of an ideal PM systems, aims and role of PM , PM process, PM & HR, strategic planning in PM,

: determinants of performance, , Measuring

Appraisals, characteristics of appraisal form, appraisal tenure, appraiser skills & roles & appraise, supervisor’s role in

: Personal Development plans, 360 degree feed back as a developmental tool, Performance management & reward systems: definition of reward systems, types of reward system.

ment, Herman Aguinis, Pearson Education, 2007.The Talent Management Hand Book, Lance A. Berger & Dorothy R.

.T. V. Rao, Excel

tres, Volume I, II

Performance Management, Dixit Varsha, Ist edition, Vrinda Pubilcations

Features of mpetency, historical development,



Unit 6

Competency mapping procedures and stepscriteria, criteria sampling, tools for data collection, data analysis, validating the competency models, short cut metjobs, using competency profiles in HR decisions.

Unit 7

Methods of data collection for mapping.incidence technique, expert panels, surveys, automated expert system, jobanalysis, behavioural event interview

Unit 8

Developing competency models from raw datadata, content analysis of verbal expression, validating the competency models

Reference Books:

1. Competency Based HRM, Ganesh Sher2. A handbook of Competency mapping

20043. Competence at work (1993) by Lyle M. Spencer, Signe M. Spencer. John

Wiley and Sons Inc



Page 29 of 35

Competency mapping procedures and steps- business strategies, performance criteria, criteria sampling, tools for data collection, data analysis, validating the competency models, short cut method, mapping future jobs and single incumbent jobs, using competency profiles in HR decisions.

Methods of data collection for mapping.-observation, repertory grid, critical incidence technique, expert panels, surveys, automated expert system, jobanalysis, behavioural event interview

Developing competency models from raw datadata recording, analyzing the data, content analysis of verbal expression, validating the competency models

Competency Based HRM, Ganesh Shermon, TMH, 1st Edition, 2004A handbook of Competency mapping – Seema Sangvi, Response Books,

Competence at work (1993) by Lyle M. Spencer, Signe M. Spencer. John Wiley and Sons Inc

Bangalore

business strategies, performance criteria, criteria sampling, tools for data collection, data analysis, validating the

hod, mapping future jobs and single incumbent

observation, repertory grid, critical incidence technique, expert panels, surveys, automated expert system, job task

data recording, analyzing the data, content analysis of verbal expression, validating the competency models

mon, TMH, 1st Edition, 2004Seema Sangvi, Response Books,

Competence at work (1993) by Lyle M. Spencer, Signe M. Spencer. John



Legal Environment & Industrial Relations

I. Faculty DetailsName : Prof H.A.C PoppenEmail : [email protected] : 080- 42190899

II. Objectives To make the students aware of the history & dynamics of Industrial

Relations To make students aware of the statutes g To make students aware of the employer’s obligations under the various

labour laws To study the impact of globalization and technology on I.R & the emerging

trends in I.R

III. Topics & Session Plans

Module Main Topics & Sub Topics

1

BACKGROUND & EVOLUTION OF EMPLOYEE WELFAREa. Concept of Employee Welfareb. Historical Development of Employee

Welfarec. ILO & its role in labour welfare &

development of labour standardsd. Types of Employee welfare in open,

regulated & controlled economies

2

TRADE UNIONS : CONCEPT, PURPOSE, STRUCTURES,PROBLEMS, RECOGNITION, ROLES & RESPONSIBILITIESa. What is a trade unionb. Their structure in Indiac. Functions & Roles of Trade Uniond. Multiplicity of unions & Problemse. Recognition issuesf. Responsibility of Trade Unions in I.R &

Productivityg. Code on Discipline in Industry



Page 30 of 35

Legal Environment & Industrial Relations

: Prof H.A.C [email protected]

42190899

To make the students aware of the history & dynamics of Industrial

To make students aware of the statutes governing I.RTo make students aware of the employer’s obligations under the various

To study the impact of globalization and technology on I.R & the emerging

Topics & Session Plans

Main Topics & Sub Topics Compulsory Reading (Author /

Chapter No)

Supplementary Reading(Author

Chapter No)BACKGROUND & EVOLUTION OF

SINGH ( EP) 5 (302-316),MAM (21)(529-564,SINGH (LL) (6) (210-230)

Concept of Employee WelfareHistorical Development of Employee

ILO & its role in labour welfare & development of labour standardsTypes of Employee welfare in open, regulated & controlled economies

PURPOSE, STRUCTURES,RECOGNITION, ROLES &

MAM (5)SINHA (8,9) BHATIA (6,7)

RATNAM (6&7)BHATIA (6,7,8,9,11)SINGH (LL)(3,7)

Functions & Roles of Trade UnionMultiplicity of unions & Problems

Responsibility of Trade Unions in I.R &

Code on Discipline in Industry

Bangalore

To make the students aware of the history & dynamics of Industrial

To make students aware of the employer’s obligations under the various

To study the impact of globalization and technology on I.R & the emerging

Supplementary Reading(Author /

Chapter No)

Learning Methodology

Assignment &

Presentation by Students

RATNAM (6&7)

(6,7,8,9,11)Assignment

& Presentation by Students



3

INDUSTRIAL DISPUTES RESOLUTIONS & CONCERNED LABOUR a. Trade Union Act 1926 & its role in

conflict resolutionb. Industrial employment standing orders

Act & its role in promotion of peace

c. Industrial Disputes Act 1948 & its role in :

1. Resolutions of disputes2. Prohibiting unfair labour practices3. Regulating introduction of change4. Regulating strikes & lock outs5. Regulating retrenchment, layoff &

closures6. Implementation of settlements &

awards7. Review of Disciplinary Actions

4

LEGISLATION FOR THE REGULATION & PROMOTION OF HEALTH ,WELFARE, SOCIAL SECURITY & WORKERSa. Salient Features of the Factories Act

1948b. Salient Features of the ESI Act 1948c. Salient Features of the EPF Act 1952d. Salient Features of the Maternity

Benefits Act 1961e. Salient Features of the Employee

Compensation Act 1923f. Salient Features of the Gratuity Act

1972g. Authorities & Implementation Agencies

of the above Acts

5

LEGISLATIONS REGULATING WAGE PAYMENTSa. Payment of Wages Act 1936

b. Payment of Bonus Act 1965c. Equal Remuneration Act 1976



Page 31 of 35

INDUSTRIAL DISPUTES RESOLUTIONS & CONCERNED LABOUR ENACTMENTS

MAM (6,19, 20)

SINGH (LL)BHATIA(36 -42)MAM (16-KUMAR (37

Trade Union Act 1926 & its role in

Industrial employment standing orders Act & its role in promotion of industrial

Industrial Disputes Act 1948 & its role

Resolutions of disputesProhibiting unfair labour practicesRegulating introduction of changeRegulating strikes & lock outsRegulating retrenchment, layoff &

settlements &

Review of Disciplinary Actions

LEGISLATION FOR THE REGULATION & PROMOTION OF HEALTH ,WELFARE, SOCIAL SECURITY & WORKERS

MAM (27) /KUMAR37-BSINGH (LL) (8,10) Prof. HACPNOTES

SINHA (24,26, 27, 28)PADHI (12,13,14)

Salient Features of the Factories Act

Salient Features of the ESI Act 1948Salient Features of the EPF Act 1952Salient Features of the Maternity

Employee Compensation Act 1923Salient Features of the Gratuity Act

Authorities & Implementation Agencies

LEGISLATIONS REGULATING WAGE

MAM (25,26)SINGH (LL)(9) Prof. HACP NOTES

SINHA (17,18,19)

Payment of Wages Act 1936

Payment of Bonus Act 1965Equal Remuneration Act 1976

Bangalore

SINGH (LL) (7)

-18)KUMAR (37-A)

Lecture & Presentation by Faculty

SINHA (24, 25,28)

(12,13,14)


(17,18,19)Lecture &

Presentation by Faculty



6

LEGISLATIONS FOR THE PROTECTION OF UNORGANISED WORKMEN & CONNECTED ISSUESa. Salient features of the contract Labour

Act 1970b. Salient features of the Interstate

Migrant Workers Act 1979c. State Legislations for Welfare of

unorganized workersd. Supreme court judgement on

absorption of contract labour

7

GRIEVANCE SETTLEMENTS & MAINTENANCE OF DISCIPLINEa. Grievance & grievance settlement

procedureb. Discipline & Disciplinary action

Procedure

8

EMERGING GLOBAL ECONOMIES & ITS IMPACT ON LABOUR & TRADE UNIONSa. Globalization & its impactb. Emerging trends in Employee relations

in knowledge based industries

IV. Suggested Reference Books & Readings

No Book Name1 Industrial Relations-Emerging

Paradigms2 Industrial Relations & Labour Laws3 Dynamics of I.R

4 Industrial Relations & Trade Unions & Labour Legislations

5 Legal Aspects of Business

6 Industrial Relations & Collective Bargaining

7 Industrial Relations



Page 32 of 35

LEGISLATIONS FOR THE PROTECTION OF UNORGANISED WORKMEN &

MAM (28)SINGH (11) Prof. HACP NOTES

Salient features of the contract Labour

Salient features of the Interstate Migrant Workers Act 1979State Legislations for Welfare of

Supreme court judgement on contract labour

GRIEVANCE SETTLEMENTS & MAINTENANCE OF DISCIPLINE

MAM (13)BHATIA (11)

RATNAM(19)Grievance & grievance settlement

Discipline & Disciplinary action

GLOBAL ECONOMIES & ITS IMPACT ON LABOUR & TRADE UNIONS BHATIA

(14 -16)MAM (30-34)

RATNAM (21,22)SINGH (E.P)(6)

Globalization & its impactEmerging trends in Employee relations in knowledge based industries

eference Books & Readings

Author Abbreviation UsedEmerging B.D Singh SINGH (E.P)

Industrial Relations & Labour Laws B.D Singh SINGH (LL)Mamoria &Gankar

MAM

Industrial Relations & Trade Unions P.R.N SINHA SINHA

Legal Aspects of Business Ravinder Kumar

KUMAR

Industrial Relations & Collective Nirmal Singh & S.K Bhatia

BHATIA

C.S Venkata Ratnam

RATNAM

Bangalore


RATNAM(19)Lecture &

Presentation by Faculty

RATNAM

SINGH (E.P)(6)

Assignment &

Presentation by Students

Abbreviation Used PublisherSINGH (E.P) Excel

SINGH (LL) ExcelHimalya

Pearson

CENGAGE

DEEP

OXFORD



Unit 1Job Analysis in HR

Definition, role in HR, merits & demerits of Job analysis, methods of job analysis, Job description, Job specification, need for job

Unit 2Introduction to Recruitment

Definition, nature of hiring, sources of recruitment disadvantages, system of recruitment, public & private recruitment, Job ads as a means to recruitment, public sector & private sector job ads, international job ads.

Unit 3Introduction to Selection

Definition, differences between recruitment & selection, developing selection program, constraints in selection program, legal issues in selectiopublic & private sector, strategies for selection decision making, use of application blank & CV as preliminary selection tools

Unit 4Selection Interview & Tests

Interview and its types, Use of interview in R&S, interviewer decision makvalidity of interview, recommendations for using interview.Tests: meaning, purpose, advantages & disadvantages, types of tests.

Unit 5Reference Check & Appointment Letter

Meaning, purpose, types of reference check, reference check in selection, contents of appointment letter, medical examination & acceptance of offer for joining, characteristics of selection criteria measures.

Reference BooksHuman Resource Selection by Employee Selection by Lilly Berry



Page 33 of 35

Recruitment & Selection

Definition, role in HR, merits & demerits of Job analysis, methods of job analysis, Job description, Job specification, need for job analysis in recruitment & selection

Introduction to Recruitment

Definition, nature of hiring, sources of recruitment – meaning, advantages & disadvantages, system of recruitment, public & private recruitment, Job ads as a

ent, public sector & private sector job ads, international job

Introduction to Selection

Definition, differences between recruitment & selection, developing selection program, constraints in selection program, legal issues in selectiopublic & private sector, strategies for selection decision making, use of application blank & CV as preliminary selection tools

Selection Interview & Tests

Interview and its types, Use of interview in R&S, interviewer decision makvalidity of interview, recommendations for using interview.Tests: meaning, purpose, advantages & disadvantages, types of tests.

Reference Check & Appointment Letter

Meaning, purpose, types of reference check, reference check in selection, contents of appointment letter, medical examination & acceptance of offer for joining, characteristics of selection criteria measures.

Human Resource Selection by Robert GatewoodEmployee Selection by Lilly Berry

Bangalore

Definition, role in HR, merits & demerits of Job analysis, methods of job analysis, analysis in recruitment & selection

meaning, advantages & disadvantages, system of recruitment, public & private recruitment, Job ads as a

ent, public sector & private sector job ads, international job

Definition, differences between recruitment & selection, developing selection program, constraints in selection program, legal issues in selection between public & private sector, strategies for selection decision making, use of

Interview and its types, Use of interview in R&S, interviewer decision making,

Tests: meaning, purpose, advantages & disadvantages, types of tests.

Meaning, purpose, types of reference check, reference check in selection, contents of appointment letter, medical examination & acceptance of offer for



Part A - Organization Design

Unit 1Organization: Nature & Scope structure, Evolution of Organization theory, OrganizationalOrganization. Organizational Effectivenessapproaches to organizational Effectiveness system approach – the strategic approachUnderstanding of the concepts and design

Unit 2Structural Dimensions of Organization designComponents of Organization Design division of labour, standardization, horizontal Differentiation, Advantages

disadvantages of Departmentalization; Vertical Differentiation,Control, Centralization, Formalization, Implication of High Formalization, Flexibility.

Unit 3Contextual Dimensions & Structural Optionsstructure, Influence of: Environment, Strategy, Size & Technology and Power & Politics on Structure, Flat structure

Reference Books:1. Understanding Organizations, Madhukar Shukla, PHI , 20052. Organization theory3. Organization Structure, Design and applications: Stephen Robbins

Pearson, PHI, 3/e4. Organization Theory & Design, Richard L Daft,

Edition5. Organizational theory, Design, and Change

5th Edition, Pearson Education6. Organization theory

Part B - Organization Development

Unit 4Foundations of Organizational Development:History of OD, First order and second order Change,Study ofculture Values, assumptions and believes in OD, characteristics of OD, Participation and Empowerment, Teams and teamwork, Parallel learning structures, A normative-rescience, Action research.



Page 34 of 35

Organization Development

Organization Design

Nature & Scope – Definitions – overview of various components & structure, Evolution of Organization theory, Organizational Theories

Organizational Effectiveness – Definition – importance & approaches to organizational Effectiveness – the goal attainment approach

the strategic approach - Performance Management Systemding of the concepts and design

Structural Dimensions of Organization design: Organization Design Organization Design – Organization structure, dimension

, standardization, horizontal Differentiation, Advantagesdisadvantages of Departmentalization; Vertical Differentiation,

, Formalization, Implication of High Formalization,

Contextual Dimensions & Structural Options: Contextual Factors, types of Influence of: Environment, Strategy, Size & Technology and Power &

Politics on Structure, Flat structure

Understanding Organizations, Madhukar Shukla, PHI , 2005Organization theory-David Jaffee, McGraw-Hill International

Structure, Design and applications: Stephen Robbins

Organization Theory & Design, Richard L Daft, Cengage Learning

Organizational theory, Design, and Change-Gareth R. Jones, Pearson Education

y-Mary Jo Hatch, 2nd Edition, Oxford University Press

Organization Development

Foundations of Organizational Development: Conceptual frame work of OD, History of OD, First order and second order Change,Study of Organizational

ues, assumptions and believes in OD, characteristics of OD, Participation and Empowerment, Teams and teamwork, Parallel learning

re-educative strategy of changing, Applied behavioral

Bangalore

overview of various components & Theories – images of

importance & the goal attainment approach – the

Performance Management System -

: Organization Design -structure, dimension -

, standardization, horizontal Differentiation, Advantages & disadvantages of Departmentalization; Vertical Differentiation, Span of

, Formalization, Implication of High Formalization,

: Contextual Factors, types of Influence of: Environment, Strategy, Size & Technology and Power &

Structure, Design and applications: Stephen Robbins –

Cengage Learning, 8th

Mary Jo Hatch, 2nd Edition, Oxford University Press

Conceptual frame work of OD, Organizational

ues, assumptions and believes in OD, characteristics of OD, Participation and Empowerment, Teams and teamwork, Parallel learning

educative strategy of changing, Applied behavioral



Unit 5Managing the OD Process:Program Management; Diagnosis: Diagnosing the System, its subunits and Processes, Model for managing change

Unit 6OD interventions: Definition, factors to be intervention activities, classification of OD interventions, results of OD, typology of interventions based on target groups.Human process interventions (individual, group and interrelations): Individual based: coaching, counseling, training, behavioral modeling, delegating, leading, morale boosting, mentoring, motivation, etc.,Group based: conflict managementself-directed work teams, large scale interventionteams.Inter-group based: Organization mirroring, third party peaceinterventions, partneringTechno structural (Structures, technologies, positions etc.,) & Strategic interventions: Techno structural:reengineering; downsizing and outsourcing

Unit 7Organizational excellenceproblem solving capability

Unit 8The Future and OD: The changing environment,data management. Fundamental strengths of OD, Implications of OD for the client, ethical standards in OD, OD’s future, OD Consultant’s role, issues in consultant-client relationship, Power, Politics & OD,

Reference Books:1. Organization Development, behavioral science interventions for

Organization Improvement, Wendell L.French, Cecil H.Bell, Veena, Jr, Pearson, PHI.

2. Organizational Design and DevelopmentDr.Bhupen Srivastava, Biztantra

3. Organizational designs for4. Organization Theory & Design, Richard L Daft, Cengage Learning, 8th

Edition.5. Organization Development, & Transformation, Managing Effective

Change, Wendell L.French, Cecil H.Bell, Jr, TMH6. Organizational, Design,

Pearson Education



Page 35 of 35

Process: Components of OD Process, Diagnosis,; Diagnosis: Diagnosing the System, its subunits and

managing change, creating parallel learning structures.

Definition, factors to be considered, choosing and sequencing intervention activities, classification of OD interventions, results of OD, typology of interventions based on target groups.Human process interventions (individual, group and inter-group human

sed: coaching, counseling, training, behavioral modeling, delegating, leading, morale boosting, mentoring, motivation, etc.,

conflict management, dialoging, group facilitation, group learning, directed work teams, large scale interventions, team building, and

group based: Organization mirroring, third party peace

Techno structural (Structures, technologies, positions etc.,) & Strategic interventions: Techno structural: Balanced scorecard; business process reengineering; downsizing and outsourcing

Organizational excellence: Creating a learning organization, creativity and

The changing environment, Dominance of Internet and Fundamental strengths of OD, Implications of OD for the

client, ethical standards in OD, OD’s future, OD Consultant’s role, issues in client relationship, Power, Politics & OD, Research on OD

Development, behavioral science interventions for Organization Improvement, Wendell L.French, Cecil H.Bell, Veena, Jr,

Organizational Design and Development-Concepts and ApplicationsDr.Bhupen Srivastava, BiztantraOrganizational designs for excellence, Pradip N. Khadwalla, TMH, 2005Organization Theory & Design, Richard L Daft, Cengage Learning, 8th

Organization Development, & Transformation, Managing Effective Change, Wendell L.French, Cecil H.Bell, Jr, TMHOrganizational, Design, and Change-Gareth R. Jones, 5th Edition,

Bangalore

Components of OD Process, Diagnosis, Action & ; Diagnosis: Diagnosing the System, its subunits and

, creating parallel learning structures.

considered, choosing and sequencing intervention activities, classification of OD interventions, results of OD, typology

group human sed: coaching, counseling, training, behavioral modeling,

, dialoging, group facilitation, group learning, s, team building, and virtual

group based: Organization mirroring, third party peace making

Techno structural (Structures, technologies, positions etc.,) & Strategic ; business process

: Creating a learning organization, creativity and

Dominance of Internet and Fundamental strengths of OD, Implications of OD for the

client, ethical standards in OD, OD’s future, OD Consultant’s role, issues in

Development, behavioral science interventions for Organization Improvement, Wendell L.French, Cecil H.Bell, Veena, Jr,

Concepts and Applications-

excellence, Pradip N. Khadwalla, TMH, 2005Organization Theory & Design, Richard L Daft, Cengage Learning, 8th

Organization Development, & Transformation, Managing Effective

Gareth R. Jones, 5th Edition,

Documents

Syllabus Term3 10 Aug