Third Trimester Course

PGP_III TRIMVERSION FEB ‘09

ENTREPRENEURSHIP AND SMALL BUSINESS MANAGEMENT

COURSE DURATION: 4 HRS PER WEEK FOR 10 WEEKSCOURSE CREDITS: 04

A. ENTREPRENEURSHIP

1. The NATURE and IMPORTANCE of ENTREPRENEUR (2 HRS)2. The ENTREPRENEURIAL and INTRAPRENEURIAL MIND (2 HRS)3. The INDIVIDUAL ENTREPRENEUR (2 HRS)4. CREATIVITY and the BUSINESS IDEA (2 HRS)5. BUSINESS PLAN (2 HRS)6. ENTREPRENEURIAL FINANCE (2 HRS)7. NETWORKING (2 HRS)8. BUYING a BUSINESS (2 HRS)9. EXITING a BUSINESS (2 HRS)10. FAMILY BUSINESS (2 HRS)

B. SMALL BUSINESS MANAGEMENT

1. SETTING UP SMALL BUSINESS IN INDIA (8 HRS) Registration Procurement of space, electricity and other utilities Preproduction contracts with vendors, suppliers, customers, etc Basic start up problems and their resolution

2. MANAGEMENT OF SMALL BUSINESS IN INDIA (8 HRS) Planning and organizing Financial planning and execution Marketing Management HR issues

3. MANAGEMENT OF GROWTH (4 HRS) Stabilisation strategies Growth strategies; crises of business growth

BASIC TEXTS (ALL Three): Robert D Hisrich, Michael P Peters, Dean A Shephard: Entrepreneurship (TMH) Rajeev Roy: Entrepreneurship (OUP) Poornima M. Charantimath: Entrepreneur Development Small Business

Enterprise (Pearson Education)


SERVICES MARKETING


1. INTRODUCTION TO SERVICES MARKETING (4 HRS) Understanding services Nature of services marketing

2. SERVICES MARKETING AND CUSTOMER EXPERIENCE (4 HRS) Consumer behaviour & search, experience, and credence traits Consumer decision making process; implications for service provider Customer expectation and perceptions Marketing research and customer needs identification

3. STRATEGIC ISSUES IN SERVICES MARKETING (2 HRS) Market segmentation and targeting Differentiation and positioning of services Management of demand and capacity

4. MARKETING MIX FOR SERVICES (8 HRS) Marketing mix elements Product: Service packaging Pricing of services Promotion of service Role of people factor Service processes Physical evidence and marketing

5. MAXIMIZATION OF SERVICES MARKETING POTENTIAL (2 HRS) Relationship marketing Internal marketing

BASIC TEXT BOOKS Lovelock, Wirtz, and Chatterjee: Services Marketing (Pearson: South Asian

Edition) K. Rama Mohana Rao: Services Marketing (Pearson)


ORGANIZATIONAL DEVELOPMENT


1. INTRODUCTION (2 HRS) Meaning, overview, and scope of O.D The field of O.D.

2. ORGANIZATIONAL CHANGE (6 HRS) Meaning; internal and external forces necessitating change Process: Problem diagnosis; techniques of planned change; resistance to change;

management of change.

3. ORGANIZATIONAL DEVELOPMENT: OVERVIEW OF PROCESS (6 HRS) Steps involved in O.D; managing the development process General O.D competencies and skills

4. ORGANIZATIONAL DEVELOPMENT: INTERVENTIONS (4 HRS) O.D interventions: Need, meaning, and scope Alternative interventions: Personal, intergroup, team, comprehensive, structural

interventions

5. EVALUATION OF O.D (2 HRS) Values and ethics in OD; future of OD OD in India

BASIC TEXTS (Both): French C Bell: Organisational Development (PHI) Bhupen Srivastava: Organisational Design and Development (Biztantra)


BUSINESS POLICY & COMPETITIVE STRATEGY


1. DEFINING BUSINESS POLICY (2 HRS) Definitions, Kottr, Glueck & Jauch, Kenneth Andrews, Porter Strategy formulation techniques Discussion on planning for the present & future Demand forecasting techniques

o Quantitative models: Averages, moving Trends, regression, factor analysiso Significance Tests: T-Test, Chi Square Test

2. CORPORATE LEVEL PLANNING (6 HRS) Methods to define corporate mission

o Drucker’s Model: Corporation definition, customers, value time relative position (Will and Should) as per Ansoff’s Strategy Gap

Identifying S.B.Uso Independence equation, management authority relevance

Evaluating current business portfolioo Growth share matrices, BCG, GE Generic strategies: Build, hold, harvest,

divest w.r.t stars, question marks, cash Cows, dogs Identifying new growth areas

o Ansoff’s strategy gap revisited, integrative strategies: horizontal, verticalintensive, ansoff’s Model: Diversification, concentric, horizontal, conglomerate

3. BUSINESS LEVEL PLANNING (8 HRS) Defining business mission

o Drucker’s model revisitedo Business Definition, Customers, Valueo Time Relative Position (Will and Should) as per Ansoff’s Strategy Gapo Relevance of Specificity w.r.t Corporate Mission Statement

Internal Environment Analysiso Core Competency Model of Prahlado Filter Test for Determining Core Competencieso Filter Test for Determining Core in competencies

External Environment Analysiso Industry Analysis Framework of Portero Understanding 5 forces and 5 entities:

- Customers, Suppliers, Potential Threats, Substitutes, Competitorso Proportionality Quotients as Defined by Portero Barriers to Entry: Barriers to Production, Barriers to Marketing

Goal Formulationo Sales, Market Share, Cash Flows, Profits


o Relevance of PLCo Investment Center, Revenue Center, Cost Center, Profit Center, Cash Flow

CenterStrategy Formulation

o Porter’s Generic Strategies- Cost Leadership: Comparison with Price Leadership, Emphasis on

Production- Differentiation: Quality, Service, Style, Technology- Mutual Exclusivity of Generic Strategies- Focus Strategies as a Choice- Non-Focus Strategies as a Choice

Program Definitiono Blueprint for Action

Implementationo McKinsey’s 7-S Framework:

- Structure, Strategy, Systems, Staff, Style, Skills, Shared ValuesFeedback & Control

4. BUSINESS PROCESS RE-ENGINEERING (2 HRS)Process ImprovementProcess Re-StructuringProcess Re-EngineeringProcess Transformation

5. NEWER DIMENSION FOR STRATEGIC PLANNING AND IMPLEMENTATION (2 HRS)

Blue Ocean strategy Balance score Card Competing for the future

BASIC TEXT Azhar Kazmi: Business Policy and strategic Management (TMH)


ECONOMIC ENVIRONMENT OF BUSINESS

COURSE DURATION: 1 HR PER WEEK FOR 10 WEEKSCOURSE CREDITS: 1

1. INTRODUCTION TO BUSINESS ENVIRONMENT (2 HRS) Meaning of business environment; various classification schemes Components of business environment:

- Microeconomic environment: Direct (customers, intermediaries, suppliers, employees, financial stakeholders, competitors); indirect (govt, community, pressure groups, etc)- Mesoeconomic environment: Industry (as against business unit) level forces- Macroeconomic environment: Economic, social, technological, legal, political, ethical, ecological and other forces facilitating and/or binding the business units.

Environment turbulence and the need for adaptation/change in business decision making

2. MACROECONOMIC ENVIRONMENT (3 HRS) Key concepts in Macroeconomics*: Growth, development, circular flows,

multiplier, business cycle, employment, inflation, trade, balance of payments, etc. Economic objectives and development models:

- Free enterprise vs. planning model at the economy level*- Progress of Indian economy between 1951-1990 and 1991 till date; LPG model of growth.- Unfinished agenda and the role assigned to Indian business (both public and private sector)

Policy framework- Fiscal policy: state of fiscal affairs in India; implications for business- Monetary and financial policy; Indian financial system and its relationship with Business- Regulatory framework: Need and operation in the area of prices, labor, infrastructure, etc; growth and constraints due to regulations.

Business environment available at state level

3. INDUSTRIAL ENVIRONMENT (1 HR) Intertemporal evolution of Indian business (including public sector) till date Industrial policy framework The new policy environment: Growth and inhibiting factors for the business.

4. STAKE HOLDERS IN BUSINESS (1-1/2 HRS) Immediate stakeholders: Customers, intermediaries, supplier, employees,

financial partners Dealing with the stakeholders: Cooperation and conflicts Five forces model of M. Porter


5. CONSUMING CLASSES IN INDIA (1/2 HR) Profile of Indian customers: Demographic, psychographic, geographic, and

behavioural * Consumerism and consumer protection Building relationship with customer *

(Refer, specifically, to NCAER, NSSO, and Mc Kinsey Reports)

6. COMPETITIVE ENVIRONMENT (1 HR) Kinds of industries (Monopolies, fragmented, and concentrated) and their

competitive implications for business conduct and performance. Monitoring of competitive activities Globalisation and changing nature of competition in India Legislation to enforce/regulate competition (MRTPA, Competition bill, etc)

7. EMERGING ENVIRONMENTAL CHALLENGES (1 HR) New Millennium, new challenges: Globalisation; information technology;

demographic transition; environment degradation; consumer activism; business ethics

Coping with new challenges (3 step process):- Business intelligence systems and business environment audit- Tapping of information- Devising of strategies and tactics

IMP. NOTES: The starred (*) topics have already been covered under different courses in Trim I and Trim II. Hence there will be no teaching on them. But the students will be definitely examined on these topics, as regards their business implications.

REFERENCE READINGS Note: There is no specific text book catering to the whole syllabus. The faculty is advised to construct own reading list. The following may help, however:

K. Ashwathapa: Business Environment for strategic Management (HPH) Regular reading of all business journals/magazines/newspapers. (e.g. Business

world, Feb,23,'09)


MARKETING STRATEGY


1. CONCEPTS COMPETENCIES, ENVIRONMENT AND STRATEGY ALTERNATIVES (2 HRS)

Introduction Vision/mission, objective/ target, plan, strategy, tactics Strategic windows- evolving markets and strategic windows Competitiveness and competitive advantage Marketing strategy and competitive advantage

Competence Internal competence Elements of competence Prioritization of competencies Core competence Core competencies versus capabilities The case of Honda

Environment The external environment Scanning of environment SWOT analysis

Models Matching company competence to the market: the DPM The BCG model Four generic strategies(Porter’s model)

Strategies Offensive marketing strategies Preemptive marketing strategies Response or reactive strategies

2. MARKETING STRATEGY AND COMPETITIVE ADVANTAGE: INDUSTRIAL PRODUCTS, CONSUMER GOODS AND SERVICES (4 HRS) Product management/ analysis Marketing mix(4Ps) and buyer relationship mix (6Bs) Product life cycles(PLC) and product levels or consumer hierarchy

Market analysis Market dimensions: actual and potential market size, market growth,

market profitability etc. High-growth markets and market risks

Customer Analysis Price sensitivity: price-product parity Customer loyalty matrix: Switchers, fence sitters, loyals Customer motivation analysis


Competitor Analysis Identifying and analyzing competitor’s actions Competitor strategy analysis: strengths and weaknesses

Segmentation, targeting, positioning (STP) Segments, niches, monopoly Segment invasion strategy Positioning and repositioning STP synergy and marketing strategy

Corporate analysis of three strategy focus areas – industrial products, consumer products, and services.

3. SUSTAINABLE COMPETITIVE ADVANTAGE (SCA) (4 HRS) Developing SCA

The way to compete: Functional strategies How to compete (basis):Business assets and skills Where to compete: Market selection Whom to compete against: Competitors

Sources of SCA or strategic thrusts Differentiation Preemption Low cost Focus Synergy

Competitive position matrix SCAs in practice How sustainable are SCAs Erosion of SCA How to make competitive advantages more sustainable?

Synthesis: course consolidation and summarization of discussions, and, findings/learning

BASIC TEXT Carol H. Anderson & Julian W. Vincze: Strategic Marketing (Biztanta)

WELFARE ECONOMICS



1. MACRO PERSPECTIVE ON ECONOMY (2 HRS) Interdependencies and the general equilibrium approach The Walrasian system The Neo – Classical excess demand approach

2. SOCIAL WELFARE CRITERIA (3 HRS) GNP and economic welfare Cardinalist, Pareto, Kaldor – Hicks, and the Bergsen criteria for social welfare Maximization of social welfare

3. MARKET ECONOMY AND SOCIAL WELFARE – 1 (2 HRS) Perfect competition and welfare maximization: Myths and realities Cases of market failure and loss of social welfare

4. MARKET ECONOMY AND SOCIAL WELFARE – 2 (3 HRS) Market regulations and working of regulators Regulations in India and real situation Reduction in Welfare compromising policies, processes, and institutions. Govt. and Welfare enhancement schemes

BASIC TEXT: Bhaskar Dutta: Welfare Economics (OUP)

SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT



1. INTRODUCTION TO INVESTMENT MANAGEMENT Investment Background Investment Settings

i. Meaning of investment?ii. Measures of Risk and Return

iii. Determinants of required rate of returnsiv. Relationship between Risk and Return; variance and S.D

The Asset Allocation Decision (1 HR)i. Individual Investor Life Cycle, goals, and constraints

ii. Standards for Evaluating portfolio performanceiii. Importance of Asset Allocation

Global Investment i. U.S. and Europe Financial Markets

ii. Rate of returns of securities world-wideiii. Individual Country Risk and Return.iv. Global Investment Choices in Fixed investments, international

bonds, equity, derivatives including swaps, real estate and low- liquidity investments, arts and antiques

v. Covariance and Correlation Global Asset Allocation: Analysis and Decision

Study of economic indicators such as inflation, interest rates, money supply, exchange rate movement and benchmark index movements.

Global Security Market: Analytical Decision i. Correlation among returns of different economies

ii. Individual country analysisSecurities Markets Worldwide: Organization, functioning, and regulatory

environment: (2 HRS)i. Developed economies: USA, EU

ii. Emerging economies: China, Russia, and Bazil

2. PORTFOLIO MANAGEMENT THEORIES Markowitz Portfolio Theory

i. Estimation of efficient frontier and investor utility in a three-assets portfolio

Asset Pricing Modelsi. Capital Market Theory

ii. The Capital Asset Pricing Model (CAPM) 1. Security Market Line (SML)2. Empirical Tests of CAPM

iii. Arbitrage Pricing Theory (APT) 1. Empirical Tests of APT


Market Portfolio – Theory vs. Practice

3. PORTFOLIO CONSTRUCTION Portfolio Investment Process Portfolio Management Strategies: Active and passiveAsset Allocation Strategies

i. Integrated Asset Allocationii. Strategic Asset Allocation

iii. Tactical Asset Allocation and iv. Insured Asset Allocation

4. ANALYSIS AND MANAGEMENT OF GLOBAL INVESTMENT CHOICES

Equity Valuationi. Economic Analysis

ii. Industry Analysisiii. Company Analysis (focusing study of global companies) iv. Estimation of stream of cash-flowsv. Estimation of required rate of return and identification of growth

companies, cyclical companies, defensive companies, and speculative stocks for investment

vi. Comparison of intrinsic value and current market price and decision to “buy” or “sell”.

5. INTRODUCTION TO BOND VALUATION Bond FundamentalsGlobal Bond Market Structure (Issuers, investors, bond ratings)Bond Valuation

i. Present Value Modelii. Yield Model

Computing Bond YieldsDeterminants of Bond Price Volatility focusing interest rate

Movements 5.6 Analysis of Yield Curve

6. DERIVATIVE SECURITY ANALYSIS Overview of forward, futures options and swaps i.e. interest rate swap, currency

swap, commodity swap, credit default swaps.Basic Valuation concepts

i. Valuation of futures an forward contractsii. The fundamentals of option valuation

iii. Overview of option trading strategies

7. REAL-ESTATE INVESTMENT


Understanding Investment characteristics, constraints and determinants of value of real estate assets

Real Estate Valuation i. The Cost Approach,

ii. The Comparative Sales Approach and iii. Income Approach

8. MONEY MARKET INVESTMENTS Global Commercial Papers, Repo, Commercial Bill Market – their risk and return

dynamics

9. EVALUATION OF PORTFOLIO PERFORMANCE Portfolio performance: Required rate as benchmarkMeasures of evaluating performance

i. Treynor Portfolio Performance Measureii. Sharpe Portfolio Performance Measure

iii. Jensen Portfolio Performance Measureiv. Peer Group Comparison

Factors affecting use of performance measures.

10. REPORTING INVESTMENT PERFORMANCE

BASIC TEXT: Reilly & Brown: Investment Analysis and Portfolio Management (South Western

Educational Publishing)


INSURANCE AND BANKING


SECTION – A: INSURANCE

1. THE CONCEPTS OF INSURANCE (1 HR) Classification of Insurance Types of Life Insurance: Pure and Terms Types of General Insurance: Fire, Marine, Motor, Engineering, Aviation and

Agricultural Insurance Professionals, Intermediaries and IRDA

2. BASIC PRINCIPLES OF INSURANCE (1 HR) Utmost good faith Insurable Interest Material facts Indemnity Proximate cause Subrogation Contribution

3. Actuarial principles and working (2 HRS) Mortality Tables Physical and Moral Hazard Representations Warranties Risk appraisal & Risk Selection Underwriting

4. LIFE INSURANCE PRACTICES IN INDIA (2 HRS) Life Insurance Organization – Important Activities in the Indian Context, Internal

Organization Systems, The Distribution System, Appointment of Agent, Functions of Agents, Remuneration to Agents, Trends in Distribution Channels.

Plans of Life Insurance – Need Levels, Basic Elements, Some Popular Plans, Limited Payment Plans, Participating Policies, Convertible Plans, Joint Life Policies, Children’s’ Plans, Educational Annuity Plans, Variable Insurance Plans, Riders, For the Handicapped, Miscellaneous.

Annuities – Nature of Annuities, Types. Reinsurance - Concept and Methods.

5. GENERAL INSURANCE IN INDIA (2 HRS) Health Insurance and Medical Insurance Fire & Marine Coverage Standard Policies Reinstatement Value Policies


Floating Policy Marine Insurance Coverage Types of Marine Policies

6. CLAIMS PROCEDURE (1 Class) Investigation & Assessment Role of Surveyors & Loss Assessors Arbitration Settlement of Claims and Discharge Vouchers.

7. INSURANCE BUSINESS ABROAD (1 HR) International regulations Coping with Catastrophes, Terrorism Residual Market and Credit Scoring

SECTION – B: BANKING

1. OVERVIEW OF INDIAN BANKING SYSTEM (1 HR) Structure of Indian Banking Sector Central Banking: Functions, New Developments and Changing Scenario Banking Sector Reforms – Suggestions and implementation

2. BASIC BANKING CONCEPTS (1 HR) Negotiable Instruments Bank Rate; repo rate Prime Lending Rate Deposit Rates Credit-deposit ratio Non-Performing Assets Capital Adequacy Ratio Cash Reserve Requirements Statutory Liquidity Ratio Low vs. high interest rates International Scenario of interest Rate Movement

3. FINANCIAL STATEMENTS ANALYSIS OF BANKS: (2 HRS)(Key Performance Indicators for banks such as efficiency and expenses control ratio, liquidity, risk and profitability)Assessment of:

Bank Liabilities Bank Assets Loan and Advances Income Statement CAMELS ratings

4. CREDIT PROCESS IN INDIAN BANKS (2 HRS) Types of Credit


i. Short-term loansii. Long-term loans

iii. Revolving credits Financial Appraisal for Credit Decision

i. Financial Ratio Analysisii. Cash Flow Analysis

Standard Practices in appraisal process for working capital, capital expenditure, agriculture loans

Loan Syndication Loan Pricing

5. CREDIT RISK AND LOAN LOSSES (1 HR) Defining Credit Risk Credit Derivatives Treatment of Credit Risk in India with reference to the Indian Securitization Act

6. RISK MANAGEMENT IN BANKS (2 HRS) Basic Concepts

i. Basel Normsii. Capital Adequacy Ratio

iii. Asset Liability Managementiv. Interest Rate risk

Operational Risk Management in Global Banks

7. INNOVATION IN PRODUCTS AND SERVICES IN INTERNATIONAL BANKING (1 HR)

BASIC TEXTS: Justin Paul and Padmalatha: Management of Banking and Financial Services

(Perason) George E. Rejda: Principles of Risk Management and Insurance (Pearson)

FOREIGN EXCHANGE MANAGEMENT



1. INTRODUCTION TO FOREIGN EXCHANGE (2 HRS)

Sources and Uses International exchange system and balance of payment (BoP) framework, International financial institutions , Basic glossary of foreign exchange market

2. FOREX MARKETS (2 HRS) Regulatory framework (Acts and institutions engaged in regulation,

growth and development of FX) in India as well as in developed countries. Market organization Spot market Quotations and conventions Forward foreign exchange FX Swap Outright forwards Market participants

3. FX DEALINGS – SPOT MARKET (2 HRS) Settlement of spot transactions Cross-rates – Mechanics of calculations

4. CROSS RATES IN SPOT AND FORWARD MARKETS: CALCULATIONS (2 HRS)

5. FOREIGN EXCHANGE MARKET: FUNDAMENTALS (3 HRS) Factors affecting FX market

- Interest rates- Foreign policy- Balance of Payment- Fiscal and Monetary Policy- Purchasing Power Parity

Role of Central Bank – RBI in - Currency intervention- Reserve Management

6. FX SWAP AND CROSS CURRENCY SWAP (3 HRS) Swap mechanism Basic Pricing and Valuation Application of swap contracts in asset liability management

7. FOREIGN EXCHANGE RISK MANAGEMENT (4 HRS)


Introduction and need of risk management Types of risks and instruments to hedge forex risks

- Currency futures and currency options- FX exposure and transaction risk- Market Risk- Counterparty Credit risk- Settlement risk- Measurement Techniques and Management Practice

8. CORPORATE HEDGING PRODUCTS – STRUCTURED FX HEDGE INSTRUMENTS (2 Classes)

Participating and range forwards Barrier structures Cylinders Knock-out forwards Exotic and vanilla products

BASIC TEXT: A. V. Rajwadc: Foreign Exchange: International Finance and Risk Management

(Universal Law Publishing Co. Pvt. Ltd)

ADVANCED ACCOUNTING



1. CONCEPTUAL FRAMEWORK FOR PREPARATION AND PRESENTATION OF FINANCIAL STATEMENTS (2 HRS)

2. ACCOUNTING STANDARDS AN OVERVIEW; STANDARDS SETTING PROCESS (8 HRS) Working knowledge of:

AS 1: Disclosure of Accounting Policies AS 2: Valuation of Inventories AS 3: Cash Flow Statements AS 4: Contingencies and Events occurring after the Balance Sheet Date AS 5: Net Profit or Loss for the Period, Prior Period Items and Changes in Accounting Policies AS 6: Depreciation Accounting AS 7: Construction Contracts (Revised 2002) AS 9: Revenue Recognition AS 10: Accounting for Fixed Assets AS 11: The Effects of Changes in Foreign Exchange Rates (Revised 2003) AS 12: Accounting for Government Grants AS 13: Accounting for Investments AS 14: Accounting for Amalgamations AS 16: Borrowing Costs AS 19: Leases AS 20: Earnings Per Share AS 26: Intangible Assets AS 29: Provisions, Contingent Liabilities and Contingent Assets.

3. HOLDING & SUBSIDIARY (5 HRS) P&L consolidated Balance sheet consolidated Treatment of intergroup company borrowings Treatment of intergroup company receivables Treatment of intergroup liabilities

4. ACCOUNTING FOR AMALGAMATION (3 HRS) Amalgamation Types of Amalgamation Purchase Consideration Methods of Accounting for Amalgamation Accounting Entries in the Books of Transferor Company Accounting Entries in the books of Transferee Company Dissenting Shareholders Inter-Company Owing Inter-Company Holding


5. ACCOUNTING FOR RECONSTRUCTION (2 HRS) External Reconstruction Internal Reconstruction or Capital Reduction

BASIC TEXT: Shukla, Grewal, and Gupta: Advanced Accounts, Vol. II (Sultan Chand)

INDIAN FINANCIAL SYSTEM



1. INDIAN FINANCIAL SYSTEM (2 HRS) Rudimentary functions Role in economic development Participants Forces (domestic and international) affecting its growth and development

2. FINANCIAL MARKETS (3 HRS) PRIMARY MARKET

i. Activitiesii. Participants

1. Merchant bankers/lead managers2. Underwriters3. Primary dealers

iii. Regulatory framework – Role of market regulator and its effectiveness

iv. Issues in Primary Market 1. Performance in IPOs2. Financing pattern in different economic settings like

recession, economic boom3. Book-building vs. Fixed Pricing 4. Utility of Green Shoe Option

SECONDARY MARKETS (3 HRS)i. Stock exchanges

5. Role and functions6. Trading System7. Clearing and settlement system

ii. Issues in secondary market8. Demutualization of stock exchanges 9. Dematerialization and rising retail investors participation10. Modus operandi of infamous frauds11. Role of SEBI vis-à-vis protection of investors interests12. Innovation in trading, clearing and settlement systems13. Indian Debt Market and its future prospects

3. INDIAN FINANCIAL SYSTEM – A PART OF GLOBAL FINANCIAL SYSTEM (2 HRS)

Foreign Capitali. Foreign Collaboration by way of portfolio investment by FIIs

ii. Foreign direct investmentiii. External commercial borrowings (ECBs) iv. Indian investment abroad

Issues affecting Indian Financial System being a part of Global Financial System


i. Effects of Global Financial Crisis on India and remedies thereof. ii. International best practices and preparedness of Indian Financial System to adopt them

BASIC TEXT Bharati V. Phatak: Indian Financial System (Pearson)

MANAGEMENT OF FINANCIAL SYSTEM



1. INTRODUCTION (1 HR) Financial system: Definition, constituents, functions Role of financial intermediaries Financial institutions and markets

2. INTERNATIONAL FINANCIAL MARKETS (2 HRS) International financial markets Euro funds ADRs and GDRs

3. VENTURE CAPITAL (1 HR) Functions, significance and revenue streams for venture capitalists Trends in Venture Capital financing world-wide

4. PRIVATE EQUITY (1 HR) Role of private equity in financing Existing players, their functions and revenue steams Issues affecting their growth.

5. CORPORATE ADVISORY – MERCHANT BANKING, M&A ,CAPITAL RAISING (1 HR)

Services and leading players in India and abroad Revenue streams and trends in corporate advisory sector world-wide Regulatory regime for such services

6. CREDIT RATING (1 HR) Functions, ratings and their importance Process of Ratings Issues relating to credibility of ratings and rating agencies

7. ASSET MANAGEMENT (1 HR) Mutual fund, types of Mutual Fund; regulatory regime and role in mobilization of

savings Investment Banking: Basics and issues related to investment banking industry

8. LOAN SECURITIZATION (1 HR) Role of securitization in risk management; basic process of securitization; Special

Purpose Vehicle (SPVs) Regulatory environment and innovative financial products for securitization Issues of excessive securitization – cause of global financial crisis

9. BROKERAGE SERVICES (1 HR)


Role of intermediaries – brokerage houses, leading players, and services covered i.e. equity broking, commodity broking, currency broking, real-estate broking etc.

Case for brokerage structure Revenue streams of broking houses

BASIC TEXTS: Bharati V. Phatak: Indian Financial System (Pearson Education) Justin Paul & Padamlata: Management of Banking and Financial Services

(Pearson Education)

TRAINING AND DEVELOPMENT



1. TRAINING AND DEVELOPMENT: OVERVIEW (2 HRS) Training and teaching Learning about management issues and concepts Principles of learning and development – basic idea

2. ADULT LEARNING (1 HR) Concept of adult learning Transfer of learning: Mechanics, facilitators, hurdles, overcoming obstacles.

3. TRAINING NEEDS (3 HRS) Training needs classification; individual, occupational, and organizational level

needs Identification of training needs

4. EFFECTIVE LEARNING (2 HRS) Trainer’s skills Role of management trainer in transfer of learning Role of trainer as a change agent.

5. DESIGN OF A TRAINING PROGRAM AND ITS EXECUTION (8 HRS) Training objectives Decision about content of training Training methods and choice of appropriate aids Parameters for assessment of training effectiveness Steps involved in conducting an effective training program

6. EVALUATION OF TRAINING (2 HRS) Why evaluate? Methods for evaluation Criteria for evaluation

7. INVENTORY OF TRAINING METHODS (20 HRS) Lecture Case analysis Role plays Business / management games & simulations Experiential learning, including outdoors Organizing / preparing training material, including A.V. aids

8. MARKETING OF TRAINING ACTIVITY (2 HRS) Marketing in house (internal customer) Marketing to external customers


NOTE: Ideally the faculty should conduct session like training workshops for this course, rather than merely lecturing the students. In any case, the students must be involved in experiential learning as for as the training methods are concerned.

BASIC TEXTS Uday Pareckh: Training Instruments for HRD To be given later

GROUP DYNAMICS

COURSE DURATION: 4 HR PER WEEK FOR 10 WEEKS


COURSE CREDITS: 04

1. FOUNDATION OF GROUP BEHAVIOUR (4 HRS) Defining and classifying groups Difference between groups and teams Sociometry: analysis of group interaction Stages of group Development Five stages of model; Punctuated Equilibrium model Functions of groups Adaptive advantages of groups Individual behaviour and its impact Types of group behaviour and explanations for the same Group member resource competency and its consequences External conditions imposed on groups and changing dynamics.

2. GROUP STRUCTURE (4 HRS) Leadership Roles-norms-status-size-composition-cohesiveness. Attraction, respect and communication Sociograms to identify social relations

networks in groups.

3. UNDERSTANDING DYNAMICS OF WORK GROUPS AND WORK TEAMS (4 HRS) Definition of work teams Importance of work teams Difference between work groups and work teams Types of work teams Effectiveness of work teams. Work groups: from the Hawthorne studies to work teams of the 1990s and

beyond. Characteristics of work teams and essential requirements for the same Teams and Total quality management- Teams and workforce diversity.

4. GROUP PROCESSES & DYNAMICS ASSOCIATED WITH IT (2 HRS) Communication patterns, leadership behavior power dynamics, and conflict

interactions. Synergy Social Facilitation Effect.

5. GROUP TASKS & DYNAMICS ASSOCIATED WITH IT (2 HRS) Relationship between interdependence of tasks, complexity of tasks and

uncertainty of outcomes knowledge based tasks.

6. INFORMAL ORGANIZATIONS AND GROUP DYNAMICS (4 HRS) Group member status and leadership Influence and power dynamics in virtual organizations Understanding behavioral patterns and likely conflicts


Handling grapevine and rumor- perception errors: projection and halo effect Influencing informal organizations

7. CONFLICT AND GROUP BEHAVIOR (4 HRS) Conflict resolution techniques and conflict stimulation techniques appropriate to

different types of inter group behavior and dynamics associated with the same.

8. NEGOTIATIONS AND GROUP DYNAMICS (4 HRS) Interdependence Role of personality traits in negotiation Gender differences Cultural differences that affect group opinion

9. GROUP DYNAMICS WITH REFERENCE TO EMPOWERMENT AND PARTICIPATIVE PROCESSES (4 HRS) How do groups influence their members? Psychological analysis of social influence Majority influence as well as minority influence as well as between groups. How can groups be used to enhance psychological adjustment and well being? Response mechanics of members to group success and failures.

10. POWER AND POLITICS IN GROUP PROCESSES (4 HRS) Power in groups Dependency factor Factors relating to political behavior Power politics and ethics in group

Note: remaining 4 hours will be used for internal BASIC TEXT:

Donclson Forsyth: Group Dynamics (Woodworth) OR

Rodney W. Napier and Matti K. Gerstend feld: Groups: Theory and Practice (AITBS / Houghton Miffin)

MANPOWER PLANNING



1. INTRODUCTION TO MANPOWER PLANNING (1 HR) Definition and scope Objectives, importance, benefits, and challenges involved.

2. MANPOWER PLANNING PROCEDURES (10 HRS) System and procedures used Manpower data bank Norms, plans, and projections Forecast: Manpower supply and demand; reconciliation between the two Manpower budgeting Manpower acquisition and redeployment

3. ASSESSMENT OF MANPOWER REQUIREMENT (4 HRS) Information required Manpower surveys; employment market information Labor market characteristics

4. MANAGING CAREERS (4 HRS) Career planning and management Succession planning

5. UTILIZATION AND CONTROL (1 HR) Improving manpower utilization Wastage analysis, downsizing, and manpower control.

BASIC TEXT: Dipak K. Bhattacharya: Human Resource Planning (Excel)

COMPENSATION MANAGEMENT


1. COMPENSATION PLANNING (2 HRS)


Introduction, Basic concept of compensation Classical theories on wages Elements of labour economics Establishing pay rates, Importance of an ideal compensation plan Broad branding Compensation plan and business strategy Devising a compensation plan Challenges affecting compensation

2. WAGE POLICY (2 HRS) Concept of wage Wage policy in India; determinants of wage policy Impact of income tax on wage and salary administration Tools used for fixation on wages.

3. PAY PACKET- CONSTITUENTS (2 HRS) Basic, D A, H R A, and other allowance, Perquisites, Fringe benefits.

4. PAY-FOR-PERFORMANCE & FINANCIAL INCENTIVES (4 HRS) Meaning and definitions; Background and trends Pre-requisites of effective incentive system Scope of incentive schemes Types of incentives- group incentive plan, for indirect workers, for operations

employees of managers and professionals, for sales persons Total compensation programs.

5. BENEFITS & SERVICE (2 HRS) Why benefits and services? Types of employee benefits and service – insurance, retirement, employee

services benefit and others Principles of Fringes, Significant benefits and services, the future of fringe

benefits Guidelines to make benefit program more effective Benefits and employee leasing.

6. RECENT TRENDS IN COMPENSATION MANAGEMENT (1 HR) Recent trends in compensation management and the use of information

technology.

7. COMPENSATION & LEGISLATIVE FRAMEWORK (6 HRS) Labour legislations- over view and aspects covered by payment of wages Act,

payment of Bonus Act, Equal remuneration Act, ESI Act, maternity benefit Act, Payment of Gratuity Act, Minimum wage Act, Industrial Employment (Standing Orders) Act, Industrial Disputes Act, PF Act.

8. PERFORMANCE BASED PAY IN DETAIL (1 HR)


BASIC TEXT (BOTH) Richard I. Henderson: Compensation Management: Rewarding Performance

(PHI) S.K. Bhatia: New Compensation Management in Changing Environment (Deep &

Deep Sons)

MANAGING PARTNERSHIP AND STRATEGIC ALLIANCES


1. CORPORATE ALLIANCES (1 HR) Why Alliances are Needed

SUPER SPECIALISATION – LEADERSHIP & STRATEGY


Types of Strategic Alliances

2. SELECTING PARTNERS AND WEAVING ALLIANCE WEBS (2 HRS) The fit between potential partners and assessing the complementarity of skills and

capabilities. Compatibility of strategic intents and valuation logics between partners Advantages and disadvantages of partnerships vis-à-vis acquisitions or

outsourcing transactions Distinction between the comparative benefits of webs versus networks Company is both a potential partner, and aware of possible partners Brokers contact

3. STRUCTURING THE ALLIANCE (2 HRS) Management structure and conflict resolution Co-ordination bodies Interfaces between partnered activities and partner companies The Contract

o How Specific Should It Get? o Important Key Clauses and Provisions

4. BUILDING MANAGEMENT PROCESSES: FOSTERING COLLABORATION (2 HRS)

Designing and Negotiating the AllianceEstablishing Lines of Communication The Negotiation Team

Consultants, Lawyers, and Due Diligence Critical Stages of Negotiation

Forge joint perspective and assessments Prepare managers to be partners Bridge predictable sources of distance and inter-partner gaps

5. COMMUNICATING THE ALLIANCE (1 HR) Public Relations Investor Relations

6. MANAGING THE ALLIANCE (1 HR) Guidelines for internal resource allocation The Joint Steering Committee - Synchronising contributions and benefits Basic types of alliance crises and how to handle them The bottom line Maximising learning

7. BUILDING TRUST AND OVERCOMING CULTURAL (MIS) UNDERSTANDINGS (1 HR)

Different types of trust and the importance of communication


National and corporate cultures - differences Reinforcement cultural compatibility

BASIC TEXT: D. Jordan Lewis: Partnership for Profit: Structuring and Managing Strategic

Alliances

NEGOTIATION ANALYSIS


1. INTRODUCTION (1 HR) Negotiation and its importance



2. PARTIES INVOLVED (1 HR) Easily identifiable parties – the stakeholders Not easily identifiable parties; how to identify them

3. ISSUES AT STAKE (1 HR) Easily identifiable issues and conflicting points Subtle links affecting the main issues and their identification

4. MEDIATION IN THE NEGOTIATION PROCESS (1 HR) Need for a neutral personality; role of a mediator

5. PROCESS OF NEGOTIATION (2 HRS) Value functions of the negotiating parties Possibilities and probabilities of concessions

6. METHODS FOR NEGOTIATION (4 HRS) Joint improvement seeking Concession based methods Value function based methods Interactive methods

BASIC TEXT: H. Raiffa, J. Richardson, and D. Mctcalfe: Negotiation Analysis: The Science and

Art of collaborative Decision Making (Harvard University Press)

Note: Ideally the Negotiation skills and methods need to be taught through experiential learning. Games such as Prisoner’s Dilemma, Coalition Confusion (in Politics), etc. may be used by the faculty.

STRATEGIC TALENT MANAGEMENT


1. INTRODUCTION (1 HR) Introduction to talent management Importance and challenges involved



2. TALENT MANAGEMENT PROCESS (2 HRS) Acquisition, nurturing, and management of talent Integrating talent through proper development and reward system.

3. TALENT MANAGEMENT AND BUSINESS STRATEGY (2 HRS) Role of talent management in strategic development and reward system.

4. COACHING, MENTORING, AND NETWORKING FOR MANAGING TALENT (1 HR)

5. TALENT MANAGEMENT AND ORGANISATIONAL ENVIRONMENT (1 HR)

6. ORGANISATION CULTURE AND TALENT MANAGEMENT (1 HR) Talent utilization for building a positive and strong organizational culture.

7. TALENT MANAGEMENT AND ENHANCEMENT OF TOP MANAGEMENT CAPABILITIES (1 HR)

Utilization of talent management processes to ensure healthy, diverse, and fully functional top team.

8. MEASUREMENT AND AUDIT (1 HR) Development of framework linking talent management process with

organizational capabilities Talent management audit

BASIC TEXT: Topomoy Deb: A Conceptual Approach to Strategic Talent Management

INTERNATIONAL MARKETING


1. INTERNATIONAL MARKETING: AN OVERVIEW (2 HRS) The Scope and challenge of International Marketing

SUPER SPECIALISATION – INTERNATIONAL MARKETING


The dynamic environment of international marketing Constituents of international environment

2. THE ENVIRONMENT OF GLOBAL MARKETS (4 HRS) Geography and history: the foundations of cultural understanding; Cultural

dynamics in assessing global markets Business customs in global marketing The political environment: A critical concern The international legal environment The economic environment

3. ASSESSING GLOBAL MARKET OPPORTUNITIES (2 HRS) Developing global vision through market research Emerging markets and scope for marketing Multinational market regions & market groups Ranking of markets in terms of relative opportunities

4. DEVELOPING GLOBAL MARKET STRATEGIES (8 HRS) Global marketing management: Planning and organization. Creating products for consumers in global markets Marketing Industrial products and services International distribution systems International Retailing Exporting and Logistics: Special issues for the smart business The global advertising and promotion effort. Personal selling and sales management Pricing for international markets

5. IMPLEMENTING GLOBAL MARKETING STRATEGIES (4 HRS) Negotiating with international customers, partners, and regulator Organisational structure, system, and processes for delivering marketing program

BASIC TEXT: Rajagopal: International Marketing (Vikas)

INTERNATIONAL MARKETING RESEARCH


1. NATURE AND SCOPE OF INTERNATIONAL MARKETING RESEARCH (IMR) (1 HR)

Meaning and scope; difference between intracountry and IMR research

SUPER SPECIALISATION – INTERNATIONAL MARKETING


Limitation and challenges involved Types of IMR

2. IMR AND MARKETING ENVIRONMENT (1 HR) Complexity and cost General research activities Research coordination

3. PROCESS OF IMR (1 HR) Objectives, users, information requirement, and related issues Steps involved

4. PRELIMINERY STAGES (1/2 HR) Market orientation Problem orientation Focus area

5. SECONDARY DATA RESEARCH (1/2) Need and Use Advantages, disadvantages, and challenges Various sources of data

6. INTERNET AS A TOOL FOR RESEARCH (1 HR) Suitable respondents Secondary research through Net Primary research through Net Advantages, disadvantages, and problems

7. QUALITATIVE AND QUANTITATIVE RESEARCH (2 HR) Need and types Method available Special challenges involved

8. APPLICATION OF IMR FOR MARKETING DECISIONS (2 HRS) Product market identification Research for pricing Research and distribution decisions Research for promotional measures Research for environment scanning

9. PRESENTING THE RESULT (1 HR) Various ways of presenting the findings Validity, reliability, generalizability in presentation

BASIC TEXT:


V. Kumar: International Marketing Research (PHI)

GLOBAL OPERATION MANAGEMENT


1. INTERNATIONAL ECONOMICS (1 HR) New International Economic Order; trade and payment system Foreign exchange, devaluation, balance of payments , international liquidity International monetary system.

SUPER SPECIALISATION – OPERATIONS & SCM


2. INTERNATIONAL BUSINESS (1 HR) Regional and global strategy , multinational enterprise International policies, Culture, trade, finance. Corporate Strategy and national competitiveness Multinationals in action

3. INTERNATIONAL FINANCIAL MANAGEMENT (1 HR) International monetary & financial management International finance and its significance for global operations. Developments in International monetary systems. Globalization of the concept of Accounting International working capital management

4. GLOBAL MARKETING MANAGEMENT (1 HR) Global marketing environment; political legal & regulatory environments of

Global Markets Analyzing and targeting global market opportunities Global marketing strategies; creating global marketing progress

5. INTERNATIONAL MANAGEMENT (1 HR) The challenging role of international manager Globalization , disappearing boundaries Organisation culture and its implication for international business The design of International organizations The manager as leader ; the leadership role across cultures Challenge of Multinational Work cultures, Groups & Teams.

6. INTERNATIONAL HUMAN RESOURCES MANAGEMENT (1 HR) Approaches to International HRM , difference between domestic and international

HRM The path to global status, linking HR to international expansion strategies Multinational performance management, objectives of international

compensation.

7. THE CROSS CULTURAL ORGANIZATION (1 HR) Country specific models: American, British, Japanese, Korean, Chinese. HRD in new economic environment

8. OPERATIONS MANAGEMENT FOR GLOBAL ECONOMY (1 HR) Strategies for going Global, the compulsion for Indian companies to go Global The global business environment and the opportunities available in world markets Operations strategy and competitiveness. Operations management – Macro issues Enterprise Resource Planning ( ERP systems)


9. MANAGEMENT CONTROL SYSTEMS (1 HR)

The nature of management control systems. The management control environment Responsibility centers: Revenue and expense centers. Profit centers , analyzing financial performance Budget preparation, modern control methods Service organization in general, control for differential strategies Management control of projects.

10. NEW BUSINESS PARADIGM (GLOBAL, VIRTUAL & FLEXIBLE ) (1 HR) Global strategic change & flexibility , E – business strategy Global competitiveness, strategic alliances , mergers & acquisitions for

globalization. Management of innovation & development Global supply chain systems – A contingency theory perspective Flexibility in business operations. Design for six sigma

BASIC TEXT: Arvind Phatak, Bhagat, Kashlak: International Management (TMH)

LOGISTICS AND SUPPLY CHAIN MANAGEMENT


SECTION – A: LOGISTICS MANAGEMENT

1. BUSINESS LOGISTICS (2 HRS) Logistics management – a paradigm shift Market -logistics objectives Logistics operation; meaning. importance & effectiveness Customer value chain



Marketing and logistic mix. Organizing logistic functions.

2. PRACTICES OF OPERATIONAL LOGISTICS (2 HRS) Market survey and customer care service and attributes. Integrated logistics management Understanding costs and benefits-quoting rates for services Determining the customer service level Different mode of payments Operations research & logistics decision making Logistic auditing Relogistics - A new wave for value delivery

3. LOGISTICS INFORMATION SYSTEM (1 HR) Logistics information needs Designing a logistic information system Role of technology in logistics

- Automatic identification technology- Electronic Data Interchange (EDI)- Warehouse simulation

- Communication technology

4. LOGISTIC OUTSOURCING (1 HR) Drivers of outsourcing trends Benefits of logistic outsourcing Selection of service provider Outsourcing-A value proposition

SECTION – B: SUPPLY CHAIN MANAGEMENT

5. SUPPLY CHAIN MANAGEMENT (1 HR) Supply chain components Economics of distribution Supplier distributor benchmarking

6. SOURCING, TRANSPORTING AND PRICING PRODUCTS (1 HR) Transportation in supply chain Strategic cost management initiatives across global supply chain Greening of supply chain

7. DESIGNING SUPPLY CHAIN NETWORK (1 HR)


Factors influencing distribution in the supply chain. Distribution networks in practice. Models for facility location and capacity allocation

8. COORDINATION IN SUPPLY CHAIN (1 HR) Effect of lack of coordination on Performance Partnership relationship management Technology in supply chain

- Supply chain IT Framework - Future of IT in Supply Chain

BASIC TEXT: Sunil Chopra, Peter Meindi, and D. V. Kalra: Supply Chain Management

(Pearson Education)(OR)

Ronald H. Ballou & Samir K. Srivastava: Business logistics / Supply Chain Management (Pearson Education)

OPERATIONS STATEGY


1. OPERATIONS & VALUE ADDITION (1 HR) The Challenge of Value migration, the three phases of value migration. Recognizing Strategic patterns. Relationship of operations strategy to business strategy; Value Chain Analysis.

2. INDUSTRIAL ORGANIZATION AND OPERATIONS (1 HR) The Operations Function; demand Forecasting for Operations Technology and design of Products & Services



Industrial scheduling systems Scale economies; scope economies and diseconomies.

3. LINKING OPERATIONS TO MARKETS AND CUSTOMERS (1 HR) Customer analysis Illuminating the Mind , Consumers Cognitive Unconscious. Reading the Mind of the Market

4. STRATEGIC OPERATIONS MANAGEMENT (1 HR) Operations Management; Strategic Operations Management Innovation – Managing Renewal of the Business . Human Resources And Strategic Operations Management

5. PRODUCTION AND OPERATIONS MANAGEMENT (2 HRS) P/OM’s Key Role in Productivity Attainment, Operational Measures of

Organizational Productivity, Production , Planning & Control Economies of Scale & Division of Labour Reducing lead times; lead time strategies; just-in-time principles , lean operations.

6. STRATEGIC PLANNING AND MANAGEMENT (1 HR)

Generic Strategies , Mapping Stake holder Expectations. Role of Organization Structure in Strategy Strategic Leadership, Operationalsing Strategy Strategic Controls in Strategy Implementation.

7. EXPLORING CORPORATE STRATEGY (1 HR) Organizing for Success, Structural Types Enabling Success, Direction for Strategy Development, Managing Strategic

Change. Strategy In Action Process innovation as an important means of improving productivity and

achieving competitive advantage. Types of technological innovation ; product vs. process innovation ; impact of

internet on operations.

8. STRATEGIC PLANNING FOR CORPORATE SUCCESS (1 HR) Developing Strategies , Creating and Sustaining a Strategic Organization. Value Creating Process Intangible Assets Building Strategies & Strategy Maps Product platforms; design for manufacturability and serviceability Concurrent engineering ; rapid prototyping.

9. CONTEMPORARY STRATEGIC ISSUES AND OPERATIONS (1 HR) Outsourcing in developing countries. Environmental operations ; energy use and conservation.


Strategies for World Class Operations. Coordinating operations with overall firm strategy Competing with operations Emerging strategies for effective operations

BASIC TEXT: Stevebrown, Richard Lamming, and John Bessant: Strategic operation

Management

BUSINESS INTELLIGENCE USING DATA MINING


1. BUSINESS INTELLIGENCE: INTRODUCTION (1 HR) Introduction to Business Intelligence Turbulent business environment and organizations survival and in such an

environment (solving problems and exploiting opportunities excellence) Need for computerized support of managerial decision making Business intelligence (BI) methodology and concepts and their relation to DSS Major issues in implementing business intelligence

2. DATA WAREHOUSING (1 HR)

SUPER SPECIALISATION – IT & MIS


Basic definitions and concepts of data warehouses Data warehousing architectures Processes used in developing and managing data warehouses Data warehousing operations Role of data warehouses in decision support

3. DATA AQUISITION (1 HR) Data integration and the extraction transformation, and load (ETL) processes Real-time (active) data warehousing Data warehouse administration and security issues

4. BUSINESS AND DATA ANALYTICS (1 HR) Business analytics (BA) and its importance to organizations Major BA methods and tools Online analytical processing (OLAP), data visualization, and

multidimensionality and decision making Advanced analysis methods

5. DECISION SUPPORT SYSTEM (1 HR) Geographical information systems (GIS) and their support to decision making Real-time BA Business intelligence (BI) and competitive intelligence Automated decision support (ADS) systems and their benefits

6. BUSINESS ANALYTICS AND WEB (1 HR) Web and BA Web intelligence and Web analytics and their importance to organizations Implementation issues related to BA and success factors for BA

7. DATA MINING FOR BUSINESS DECISIONS - 1 (1 HR) Data mining and its objectives and benefits Different purposes and applications of data mining Different methods of data mining, especially clustering and decision tree models Use of some data mining software

8. DATA MINING FOR BUSINESS DECISIONS - 2 (1 HR) Process of data mining projects Data mining pitfalls and myths Text mining and its objectives and benefits Use of text mining in business applications Web mining and its objectives and benefits

9. BUSINESS PERFORMANCE MANAGEMENT: (1 HR) Nature of business performance management (BPM) Closed-loop processes linking strategy to execution Best practices in planning and management reporting


Difference between performance management and measurement

10. TOOLS FOR BPM (1 HR) Role of methodologies in BPM Basic elements of the balanced scorecard and Six Sigma methodologies

BASIC TEXT: Effraim Turban, Ramesh Sharda Jay and David: Business Intelligence – A

Managerial Approach (PHI)

STRATEGIC INNOVATION MANAGEMENT


1. INTRODUCTION TO INNOVATION (2 HRS) Basic Concepts Innovation in Context: What is Innovation? Culture and climate for innovation: Macro to business unit level

2. PROCESS OF INNOVATION MANAGEMENT (2 HRS) Innovation Process Management; Need, significance, and challenges Actual process Process learning

3. SETTING THE TONE (2 HRS) Creativity in innovation Design for Innovation



4. SCM AND INNOVATION (2 HRS) Supply Chain Management and Innovation: Role significance and contribution of

SCM for operational innovation

5. INFORMATION INPUTS AND INNOVATION (2 HRS) Knowledge Management and Learning for Innovation

BASIC TEXT: Pervaiz Ahmed: Innovation Management; Context, strategies, system and

processes (PHI)

STRATEGIES FOR MANAGING NETWORKED BUSINESSES


1. INFORMATION SYSTEM: CORE CONCEPT (1 HR) Meaning; types Information technology and information system Resources for setting up information system

2. INFORMATION SYSTEM INFRASTRUCTURE (1 HR) Business processes, organizational structure, and its architecture

3. TELECOM AND COMPUTER NETWORKS FOR BUSINESS (1 HR) Computer networks: Evolution, functioning, competitive edge etc Network architecture, media, protocols Network planning, design, and management



4. DATABASE MANAGEMENT (1 HR) DBMS and their application in management Establishment of a database and its utilization

5. INFORMATION SYSTEM FOR SALES & MARKETING (1 HR) Sales and marketing functions: scope Marketing cycle and the components of MIS Various systems

6. INFORMATION SYSTEMS FOR HR, ACCOUNTING & FINANCE (1 HR) Information systems for recruitment & selection, T & D., employee relationship

management, etc. Information system for knowledge management Information system for finance, working capital management, financial analysis

and planning, strategic finance, and financial intelligence

7. ENTERPRISE INFORMATION SYSTEMS (1 HR) Enterprise information system and ERP (details) Applications of ERP in various functional areas, viz., production and operations,

sales and marketing, procurement, etc.

8. INFORMATION SYSTEMS PLANNING AND DEVELOPMENT (1 HR) Business system planning; organizing work Business and IT mapping Information engineering: architecture, development, prototyping, etc

9. INFORMATION SYSTEMS FOR BUSINESS EFFECTIVENESS (1 HR) Organizational performance and information system IT investment, application, and business effectiveness: linkages and management

10. I.S IMPLEMENTATION: CSF (1 HR) Information systems success models CSFs for IS implementation Successful implementation through change management

BASIC TEXT: Mahadeo Jaiswal & Monika Mital: Management Information System (OUP)


PLANNING AN ENTREPRENEURIAL VENTURE


1. ENTREPRENEURSHIP IN THE NEW MILLENNIUM (1 HR) The entrepreneurial revolution Entrepreneurial environment Entrepreneur v/s Professional Managers Entrepreneurial culture and structure Entrepreneurial culture in India

2. PLANNING A NEW VENTURE (6 HRS) Opportunity recognition. Research, analyze , recognize and assess business opportunities. Defining a business concept.

SUPER SPECIALISATION – ENTREPRENEURSHIP


Feasibility testing & developing a business plan Project formulation Site selection Risk analysis; Breakeven analysis Legal considerations Basic start up problems Financial analysis and arranging for funds Arrangement for other resources Decision about form of ownership/operations

3. BUSINESS ACQUISITION AND MERGER (1/2 HR) Buying an existing business Partnership with existing business

4. INTRAPRENEURSHIP (1/2 HR) Opportunities through change Case examples of Indian companies

5. ENTREPRENEURSHIP, ETHICS, AND GOOD GOVERNANCE (1 HR) Business ethics and conduct

6. EXIT OPTIONS (1 HR) Deciding about closing down / sell off / license out, etc

BASIC TEXTS: BOTH Donald F. Kurtako, Richard m. Hodgets: Entrepreneurship (Thomson/South

Western) S. K. Mohanty: Fundamentals of Entrepreneurship (PHI)

BUSINESS VALUATION USING FINANCIAL STATEMENTS


1. INTRODUCTION (1 HR) Concept and significance of business valuation Mechanics of valuation

2. METHODS FOR BUSINESS VALUATION (5 HRS) Asset based approach Earning based approach Cash flow basis of valuation Market value added (MVA) approach to valuation Economic value added (EVA) approach

3. VALUATION AND CORPORATE RESTRUCTURING (2 HRS)



Conceptual framework Financial framework Tax aspects of amalgamation, mergers, and demergers

4. CASE STUDIES ON VALUATION (2 HRS)

BASIC TEXT: Tom Copeland, Tim koller, Murrin: Valuation (John Wiley) Workbook accompanying the above book

CAPITAL RAISING STRATEGIES IN CORPORATIONS


1. INTRODUCTION (1 HR) Capital Raising and Financing activities of firms at different stages of their life

cycle Finance by financial intermediaries – commercial banks and investment banks Financing Choices of Start-up Firms, Younger Firms and in bankruptcy

2. DESIGNING AN OPTIMAL CAPITAL STRUCTURE (1 HR) Capital Structure Choices Capital Structure Theory – Pecking Order Theory and Trade-off Theory

3. LONG-TERM FINANCING (5 HRS)



Equity – the decision to go public, mechanism and pricing of initial public offerings for

i. Ordinary Equity shares, ii. Right Issues

iii. Preference Sharesiv. ADR/GDRs

Debt – Pricing, Determination of coupon rate, maturity period, YTM v. Debentures with and without conversion option

vi. Warrantsvii. FCCBs

Asset-Based Financingviii. Lease Financing

ix. Hire Purchase Financingx. Project Finance

Venture Capital Financing or Private Equity Financingxi. Process of Venture Capital Financing

4. SHORT-TERM FINANCING (2 HRS) Role of Trade Credit and other lines of credit Bank Finance for Working Capital Commercial Papers (CPs) Certificate of Deposits (CDs)

5. FINANCING INTERNATIONAL OPERATIONS (1 HR)

BASIC TEXT: Ralph Alterowitz & Jon Zonderman: Financing Your New or Growing Business

(Entrepreneur press)

MANAGEMENT OF FINANCIAL INSTITUTIONS & SERVICES


1. INTRODUCTION (1 HR) Role and importance of financial institutions Financial management models and their application in financial institutions

2. MANAGEMENT PRINCIPLES (4 HRS) Wealth maximization model Evaluation of risks and returns of assets and liabilities Flow of funds analysis of the borrowing and lending behaviour Interest rate analysis Yield curve

FOR STUDENTS OF H.R OPTING FOR SUPER SPECIALIZATION IN FINANCE


Risk and inflation Financial management of commercial bank

3. REGULATORY AND PROMOTIONAL INSTITUTIONS (2 HRS) Banking law and regulation Provisions of RBI’s operations, credit and monetary planning Insurance companies

4. DEVELOPMENT BANKS (3 HRS) Role of development banking in industrial financing Development banks: meaning; capital adequacy, and capital planning issues;

strategy of growth; true and cost overruns Financial planning of financial institutions Financial goals and performance statements

BASIC TEXT (BOTH) LM Bhole: Financial Institutions and Markets (TMH) Meir Kohn: Financial Institutions and Merkets (TMH)

CORPORATE GOVERNANCE, BUSINESS ENVIRONMENT, AND ACCOUNTING STANDARDS


1. TRIANGLE OF CORPORATE GOAL, BUSINESS ENVIRONMENT, AND SOCIAL RESPONSIBILITY (1 HR)

Need for corporate governance Concept of corporate governance

2. MODELS OF GOVERNANCE (3 HRS) 3 models: Principal agent model; myopic (market) model; stakeholder model Stakeholders’ value creation vs. shareholders’ value creation Institutional share holders vs. individual shareholders Promoters vs. other shareholders



3. BOARD OF DIRECTORS & MANAGEMENT (3 HRS) Directors’ appointment and compensation Board: Meeting; subcommittees, role of CEO Executive compensation, stock options, ESOPs

4. CORPORATE GOVERNANCE: LESSONS FROM ELSEWHERE (3 HRS) Corporate governance in U.K, U.S.A, and India Lessons from other countries Reports on corporate governance

BASIC TEXT: To be announced later

INSURANCE MANAGEMENT


1. INTRODUCTION (2 HRS) Nature, definition, types of insurance products Principles of contract and their applicability to a valid insurance contract Legal position in India

2. PRINCIPLES AND PRACTICES OF LIFE INSURANCE (4 HRS) Life insurance: Economic, legal, and actuarial principles; basic principles of

utmost good faith and insurable interest and its impact on insurability; various products of life insurance

Premium computation: basic elements



Risk: selection and classification of risks; factors affecting mortality and underwriting of risk

Policy claims and their settlement Policy document Life insurance in India

3. PRINCIPLES AND PRACTICES OF GENERAL INSURANCE (4 HRS) Principles of indemnity, proximate cause, subrogation, contribution and sharing. Proposals and policy forms Various non life insurance products, including miscellaneous insurance Special insurance: aviation, oil& gas, earthquake, etc Regulatory provisions under insurance Act, 1938 and IRDA Act, 1999 Underwriting: Types, classification of hazards; practices and procedures Claims settlement: Procedures; ways to settle claims, etc

BASIC TEXT: (BOTH)

George E. Rejda: Principles of Risk Management & Insurance Insurance Institute of India: Relevant Publications

LEADERSHIP – 1(TRAITS, STYLE, AND BEHAVIOUR)


1. THE NATURE AND IMPORTANCE OF LEADERSHIP (1 HR) Meaning Impact on organizational performance Roles Framework for understanding leadership Skill development in leadership Followership

2. TRAITS, MOTIVES, AND CHARACTERSTICS (1 HR) Personality traits of effective leaders Leadership motives

FOR STUDENTS OF FINANCE OPTING FOR SUPER SPECIALIZATION IN H.R.M


Cognitive factors and leadership Influence of heredity and environment Strengths and limitations of traits approach

3. CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP (2 HRS) Meaning of charisma Types of charismatic leaders Characteristics of charismatic leaders The vision component of charismatic leadership The communication style The development of charism Transformational leadership Concerns about charismatic leadership

4. LEADERSHIP BEHAVIOURS, ATTITUDES, AND STYLES (2 HRS) Classic dimension of consideration and initiating structure Task related attitudes and behaviour Relationship oriented attitudes and behaviours 360 degree feedback for fine tuning a leadership approach Leadership styles

5. CONTIGENCY AND SITUATIONAL LEADERSHIP (2 HRS) Situational influences on effective leadership behaviour Fiedler’s contingency theory of leadership effectiveness The path-goal theory of leadership effectiveness Situational leadership II Normative decision model Cognitive resource theory: intelligence, experience, and stress Contingency leadership in the executive suite Leadership during a crisis

6. POWER, POLITICS, AND LEADERSHIP (1 HR) Sources and types of power Tactics for becoming an empowering leader Factors in organizational politics Political tactics and strategies Control over dysfunctional politics

7. LEADERSHIP INFLUENCE (1 HR) Power and influence Influence tactics Relative effectiveness and sequencing of influence tactics Implicit leadership theories and leadership influence

BASIC TEXT: Andrew J. Dubrin: Leadership (Biztantra)


Chs 1, 2, 3, 4, 5, 7, 8

LEADERSHIP – 2(SKILL SET OF LEADERS)


1. TEAMS AND LEADERSHIP (2 HRS) Team vs. solo leadership Leader’s role in team based organizations Fostering teamwork Leader – member exchange model

2. MOTIVATION AND COACHING (2 HRS) Expectancy theory and motivational skills Goal theory Recognition and pride for motivation



Coaching as a leadership philosophy Coaching skills and techniques Executive coaching and leadership effectiveness

3. CREATIVITY, INNOVATION, AND LEADERSHIP (2 HRS) Steps in creative process Characteristics of creative leaders Overcoming traditional thinking Organizational methods to enhance creative problem solving Climate for creative thinking Leadership practices for innovation

4. COMMUNICATION AND CONFLICT RESOLUTION (1 HR) Inspirational and powerful communication Supportive communication Cross cultural communication barriers Resolution of conflict through negotiation

5. KNOWLEDGE MANAGEMENT (1 HR) Nature of strategic leadership SWOT analysis Business strategies and leadership Knowledge management and learning organizations

6. CROSSCULTURAL DIVERSITY AND LEADERSHIP (1 HR) Advantages of managing for diversity Cultural factors and leadership Cultural sensitivity, intelligence, and global leadership skills Leadership initiatives for achieving cultural diversity Multicultural organizations

7. LEADERSHIP DEVELOPMENT AND SUCCESSION (1 HR) Development through self awareness and self discipline Development through education, experience, and mentoring Leadership development programs Evolution of leadership development efforts Leadership succession

BASIC TEXT: Andrew J. Dubrin: Leadership (Biztantra)

Chs. 9, 10, 11, 12, 13, 14, 15


REWARD MANAGEMENT


1. INTRODUCTION (1 HR) Principles of labor economics and managerial economics with reference to

determination of wages and managerial remuneration.

2. WAGE THEORY (2 HRS) Conceptual and theoretical understanding of economic theory related to inter

industry and inter firm wage differences

3. REWARD MANAGEMENT (2 HRS) Concept and application Tools used in designing, improving, and implementing reward systems Components of reward packages

4. STATUTORY PROVISIONS AND REWARD MANAGEMENT (4 HRS)



Statutory provisions governing different components of reward system like wages, salaries, fringe benefits, bonus, managerial compensation.

5. WAGES AND SALARY ADMINISTRATION (1 HR) Administration Settlement of superannuation benefits.

BASIC TEXTS: J. K. Singh: Labor Economics (Deep & Deep) S. K. Bhatia: New Compensation Management (Deep & Deep)

Documents

Third Trimester Course