MBA (Dual Specialization)

Programme Code: MGB

Duration – 2 Years Full Time

Semester Structure & Syllabus

Semester-III
Session: 2009-10

AMITY GLOBAL BUSINESS SCHOOL

 Amity Global Business School

Third Semester
Course Code Course Title Lectures Tutorials Practical Credit Unit
(L) Hours (T) Hours (P) Hours
per week per week per week
MGBSM 20301 Strategic Management 3 - - 3
MGBED 20301 Entrepreneurship Development 3 - - 3
MGBBS 20301 Business Communication –III 1 - - 2
MGBBS 20302 Leading Through Teams 1 - 1 2
MGBSI 10250 Summer Internship 9
- - -
Elective-I(A, B, C, D, E) 24
Choice of any 2 Specialization
Streams

TOTAL 43

Elective-IA Papers for Specialization in Marketing

MGBMK 20301 Product & Brand Management 3 1 - 4
MGBMK 20302 Marketing of Services 3 1 - 4
MGBMK 20303 Retail and Sales Management 3 1 - 4

Elective-IB Papers for Specialization in Finance

MGBFN 20301 Mergers, Acquisitions and Re- 3 1 - 4
structuring
MGBFN 20302 Corporate Tax Planning 3 1 - 4
MGBFN 20303 Investment Banking and Financial 3 1 - 4
Services

Elective-IC Papers for Specialization in HR

MGBHR 20301 Industrial Relations and Labor Laws 3 1 4
MGBHR 20302 Management of Change and 3 1 - 4
Compensation Management
MGBHR 201303 Cross Cultural HRM 3 1 - 4

Elective-ID Papers for Specialization in IT & Operations

MGBIT 20301 Data Warehousing & Data Mining 3 1 - 4
MGBIT 20302 Data Communications, Networking 3 1 - 4
& Emerging Computing
Environments
MGBOR 20301 Operations and Supply Chain 3 1 - 4
Management

Elective-IE Papers for Specialization in IB

MGBIB 20301 Global Sourcing and Business 3 1 - 4
Development
MGBIB 20302 Export,Import Documentation and 3 1 - 4
Logistics
MGBIB 20303 International Institutions and Trade 3 1 - 4
Implications

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

STRATEGIC MANAGEMENT

Course Code: MGBSM 20301 Credit Units: 03

Course Objective:

International Strategy is a term used to describe strategic activities of firm operating across borders. It is a distinct area of
management. ‘Global’, is a new replacement for the term ‘International’. Hence ‘International Strategy’ and ‘Global Strategy’
are sometime used interchangeably. International Strategic Management is relatively new and dynamic discipline and requires
strong relationship with other areas of management. A new strategic initiative can not be successfully implemented unless it is
supported by all the other functional areas of the organization like production, finance, HR. marketing, material management
and quality etc. International Strategic Management is thus deeply interwoven with other aspects of business management. The
aim of this course is to give learner an understanding of theory and principles of strategic management with a wider perspective
towards ‘Global Strategic Thinking’. The course presents a process of developing and implementing a strategic plan within an
organization for international business

Learning Objectives:
At the end of the course, the student will be able to:
 Understand the concepts of strategy and strategic management
 Learn its role in International Business Management
 Conduct strategic analysis for making right strategic choices
 Develop strategic alternatives
 Make right choices of strategies and effectively implement them.

Course Contents:

Module I: Introduction & Basic Concepts

 Introduction and Course Overview
 Concept of Strategy and Strategic management
 Nature of ‘ International Strategic Management’
 Evolution of Strategic Management
 Strategic Management Process
 Levels of Strategy

Module II: Role of environment on strategy

 Value chain analysis
 External environment
- Macro & Micro environment
- Opportunities & threats
- Global business environment
Internal Environment
- Strengths & weaknesses
- Present strategies, Capabilities & Core Competencies.

MODULE III: Vision, Mission, Business Definition, Goals and Objectives

Of Global Companies

MODULE IV: Evolution of Global Corporation

 Why do firms internationalize /Globalize
 Phases of Global strategy
 Global Strategic Planning/ Management
 Problems in IS Planning
 Corporate Social Responsibility

MODULE V: Global Strategic Analysis- Building strategic alternatives & choices

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

 Porter’s 5 Force Model

 ETOP & SAP Profile
 SWOT/TOWS Matrix
 BCG, GE Nine Cell Matrix
 Hofer’s Model
 Strickland Grand Strategy selection model

MODULE VI: Formulating International Strategies

 Generic strategies
 Grand strategies
 Corporate/Business/Functional strategies
 International strategic alliances

MODULE VII: Implementation, Evaluation and Control of International strategies

 Operationalising and Institutionalizing strategy
 Strategic leadership
 Managing culture in a global organization
 Strategic evaluation and control
 Balance Score Card

Learning Methods:
Various teaching and learning styles will be used in this module. Lecturing will be used in a number of classes to clarify
background information. Interactive discussions will be used to help students learn from each other. Case studies will be used
as a basis for reinforcing ideas, improving oral presentation skills, improving written communication skills, and develop an
appreciation for team participation.

Examination Scheme:

Components P1 C1 CT1 EE
Weightage (%) 10 10 20 60

SUGGESTED READINGS:

Pearce John A & Robinson Richard B, Strategic Management: Formulation, Implementation and Control, McGraw Hill, 2001
Johnson & Scholes, 2001, Exploring Strategic Change, Pearson Higher Education
Kamel Mellahi & J George Frynas, Global Strategic Management, Oxford University Press
Strategic Management: A Methodical Approach, by A.J. Rowe, E. Dickel, R.O. Mason and N.H. Snyder, Addison Wesley,
New York, 2003
T L Wheelen and J D Hunge 1996, Strategic Management, Addison-Wesley Publishing
B.De Wit and R. Meyer 1994, Strategy-Process, Content, Context, West Publishing.
Strategic Management Journal.
Academy of Management Journal.
F. Tau 1995, the responsiveness of information technology to business strategy formulation – An empirical study, Journal of
Information Technology

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

ENTREPRENEURAL DEVELOPMENT

Course Code: MGBED 20301 Credit Units: 03

Course Objective:

Entrepreneurship is the art of imagination. Entrepreneurship is the practice of starting new organizations or revitalizing mature
organizations, particularly new businesses generally in response to identified opportunities. Entrepreneurship is often a difficult
undertaking, as a vast majority of new businesses fail. Entrepreneurial activities are substantially different depending on the
type of organization that is being started. Entrepreneurship ranges in scale from solo projects (even involving the entrepreneur
only part-time) to major undertakings creating many job opportunities. Many "high-profile" entrepreneurial ventures seek
venture capital or angel funding in order to raise capital to build the business. Angel investors generally seek returns of 20-30%
and more extensive involvement in the business. Many kinds of organizations now exist to support would-be entrepreneurs,
including specialized government agencies, business incubators, science parks, and some NGOs.

Learning Objectives:
At the end of the course, the student will be able to:
 Understand the concepts of Entrepreneurship
 Learn its role in real practical life
 Develop entrepreneurial strategies.
 Make right choices of strategies and effectively implement them.

Course Contents:

Unit I
Entrepreneurship: Definition of Entrepreneur, Entrepreneurial motivation and barriers; Internal and external factors; Types of
entrepreneurs; Theories of entrepreneurship; Classification of entrepreneurship
Creativity and Innovation: Creative Problems Solving, Creative Thinking, Lateral Thinking, Views of De Bono, Khandwala
and others, Creative Performance in terms of motivation and skills.

Unit II
Creativity and Entrepreneurial Plan: Idea Generation, Screening and Project Identification, Creative Performance,
Feasibility Analysis: Economic, Marketing, Financial and Technical; Project Planning, Evaluation, Monitoring and Control,
segmentation, Targeting and positioning of Product, Role of SIDBI in Project Management.

Unit III
Operation problems: Incubation and Take-off, Problems encountered, Structural, Financial and Managerial Problems, Types
of Uncertainty.
Institutional support for new ventures: Supporting organizations; Incentives and facilities; Financial Institutions and Small-
scale Industries, Govt. Policies for SSIs

Unit IV
Family and non-family entrepreneurs: Role of Professionals, Professionalism vs. family entrepreneurs, Role of Woman
entrepreneur, Sick industries, Reasons for Sickness, Remedies for Sickness, Role of BIFR in revival, Bank Syndications.

Unit V
Values and Ethics: Ethical Behaviour, Indian Ethos, Indian Value System and Values, Teaching from scriptures and tradition
(Geeta, Ramayana, Mahabharata, Upanishadas, Vedas, Bible and Quoran)
Corporate Governance: Issues, need, corporate governance code, transparency & disclosure, role of auditors, board of directors
and share holders; Global issues of governance, accounting and regulatory frame work, corporate scams, committees in India
and abroad, corporate social responsibility

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

Examination Scheme

Components P1 C1 CT1 EE
Weightage (%) 10 10 20 60

SUGGESTED READINGS:

1) Couger, C- Creativity and Innovation (IPP, 1999)

2) Nina Jacob, - Creativity in Organizations (Wheeler, 1998)
3) Velasquez- Business Ethics- Concepts and Cases (Prentice-Hall, 5th edition) 2002.
4) Kitson Alan- Ethical Organization (Palgrave) 2001.
5) Reed Darryl- Corporate Governance Economic Reforms & Development (Oxford) 2004, London.
6) Jonne & Ceserani- Innovation & Creativity (Crest) 2001.
7) Bridge S et al- Understanding Enterprise: Entrepreneurship and Small Business (Palgrave, 2003)
8) Holt- Entrepreneurship: New Venture Creation (Prentice-Hall) 1998.
9) Hunger J D and Wheelen T L- Strategic Management (Addison-Wesley, 1999)
10) Singh P and Bhanderkar A- Winning the Corporate Olympiad: The Renaissance Paradigm (Vikas)
11) Dollinger M J- Entrepreneurship (Prentice-Hall, 1999

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

BUSINESS COMMUNICATION - III

Course Code: MGBBS 20301 Credit Units: 02

Course Objective:
Actions speak louder than words.’ Every business communicator needs to understand the nuances of ‘body language and
voice.’ This course is designed to enable the young Amitians to decipher the relevance of Kinesics, Proxemics and Para
Language that cater to the fundamental requirements of effective business presentations and speeches.

Course Contents:
Module I: Non- Verbal Communication
Principles of non- verbal communication
Kinesics
Proxemics
Paralanguage and visible code

Module II: Speaking Skills

Pronunciation drills (Neutralizing regional pulls)
Conversational English
Guidelines to an effective presentation

Module III: Interviews and GDs

Note:
1 written test of 20 marks of one hour duration will be conducted. Also, each student will be required to make a presentation for
20 marks over and above the teaching hours. They will have to be programmed accordingly.

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

BEHAVIOURAL SCIENCE – III (LEADING THROUGH TEAMS)

Course Code: MGBBS 20302 Credit Units: 02

Course Objective:
This course aims to enable students to:
Understand the concept and building of teams
Manage conflict and stress within team
Facilitate better team management and organizational effectiveness through universal human values.

Course Contents:
Module I: Teams: An Overview
Team Design Features: team vs. group
Effective Team Mission and Vision
Life Cycle of a Project Team
Rationale of a Team, Goal Analysis and Team Roles

Module II: Team & Sociometry

Patterns of Interaction in a Team
Sociometry: Method of studying attractions and repulsions in groups
Construction of sociogram for studying interpersonal relations in a Team

Module III: Team Building

Types and Development of Team Building
Stages of team growth
Team performance curve
Profiling your Team: Internal & External Dynamics
Team Strategies for organizational vision
Team communication

Module IV: Team Leadership & Conflict Management

Leadership styles in organizations
Self Authorized team leadership
Causes of team conflict
Conflict management strategies
Stress and Coping in teams

Module V: Global Teams and Universal Values

Management by values
Pragmatic spirituality in life and organization
Building global teams through universal human values
Learning based on project work on Scriptures like Ramayana, Mahabharata, Gita etc.

Module VI: End-of-Semester Appraisal

Viva based on personal journal
Assessment of Behavioral change as a result of training
Exit Level Rating by Self and Observer

SUGGESTED READINGS:
 Organizational Behaviour, Davis, K.
 J William Pfeiffer (ed.) Theories and Models in Applied Behavioural Science, Vol 2, Group (1996); Pfeiffer & Company

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

SUMMER INTERNSHIP

Course Code: MGBSI 10250 Credit Units: 09

Course Objective:
Summer Internship exposes students to new analytical and technical skills to communicate with and to seek information from
the professional people. The educational process in the internship course seeks out and focuses attention on many latent
attributes. These attributes are intellectual ability, professional judgment and decision making ability, inter-disciplinary
approach, skills for data handling, ability in written and oral presentation, sense of responsibility etc.

Examination Scheme:

A. Internship Report (Research/ Problem based)

1. Introduction / Objectives 05
2. Methodology 05
3. Knowledge/ Comprehension of the problem/ issue & critical
Discussion of relevant literature 05
4. Analysis of Issues & Problems 10
5. Data handling 05
6. Conclusions / Recommendations, Future Implications 15
7. Presentation & Organization 05
B. Presentation & Viva 30

Total 80

C. Diary 10
D. Faculty/ Student Contact 10
E. Case Study 40
F. Synopsis 10

Total 70

G. Internship proposal 10
H. Mid Term & Final Evaluation
(Including invitation for corporate Meet) 10
I. Questionnaires 30
Total 50

Grand Total 200

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

Elective Papers for Specialization in Finance

Mergers, Acquisitions and Re-Structuring

Course Code: MGBFN 20301 Credit Units: 04

Course Objective:
The course aims to make students learn how to analyze the mechanisms underlying the creation (and destruction) of value in
mergers, acquisitions and corporate restructuring. The students will learn to examine the reasons to acquire, choice of target and
recognition of the anticipated challenges, risks and pitfalls of the approach. They will also study some instances of corporate
restructuring, whether they are driven by strategic considerations of external pressures, and again, the potential sources of value
creation, risks and challenges.

Learning Outcomes:
On the successful completion of this module the student will be able to:
Identify the key issues and concepts of mergers and acquisitions
Understand the major strategies that underlie most M&A transactions
Examine the necessary conditions for value to be created
Assess various case studies to analyze valuation strategies, pre and post merger issues and challenges.

Course Contents:
Module I: Basics of Mergers and Acquisition
Corporate Restructuring-objectives of merger, demerger, acquisition, types of merger, competition, Bill 2002 Horizontal,
Vertical, Conglomerate, Case studies on Tata Tetley, HLL Restructuring, OBC-GTB, BSNL; MTNL

Module II: Introduction to Acts and policies

Merger & Acquisition and Amalgamation as per AS-14.

Module III: De-mergers and Reverse Mergers

De-merger, spin off, split up, tax advantages of demerger, Reverse Merger (L & T-Grasim).

Module IV: Role of SEBI

SEBI regulations on Merger & Acquisition, Takeover Code

Module V: Defensive Strategies

Defensive actions on takeover bids

Module VI: Merchant Banking and M&A

Role of Merchant Bankers in Mergers & Acquisition

Module VII-IX: M&A Models and Theories

Valuation Models on Merger & Acquisition: (a) DCF Model, (b) Public Enterprises, (c) Book Value, (d) Adjusted Book value
(e) Three Stage growth model,

Module X: Ratio Analysis and Valuation Strategies

Swap Ratio, Valuation Practices in India, LBO, MBO, Case Study-Tata Tetley

Module XI: Taxation Aspects in M&A

Treatment of goodwill, premium & Taxation aspects 72A, 2(140, Tax Benefit of Merger & Acquisition.

Module XII: Post Merger Analysis

Success and failure of Merger & Acquisition, International Cases: AOL & Time Warner

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend
experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of
students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the
prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as
preparatory work.

Examination Scheme:

Components P1 C1 CT1 EE
Weightage (%) 10 10 20 60

SUGGESTED READINGS:

 Rajeshwer C H, 2004, Merger and Acquisition - New Perspectives ICFAI Press

 www.incometaxindia.gov.in
 www.indiataxes.com

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

Corporate Tax Planning

Course Code: MGBFN 20302 Credit Units: 04

Course Objective:
In this unit students will learn about tax provisions for both individuals and limited companies. They will learn how to calculate
taxable income and tax payable taking account of all types of Income and relevant expenditure and any appropriate tax-free
allowances. The unit covers Income tax, corporation tax and capital gains tax for individuals and businesses.

Learning Outcomes:
On the successful completion of this module the student will be able to:
Understand the Indian tax environment and types of taxation therein
Compute income and tax under the specifies heads in the Indian corporate tax system
Develop the ability to file returns and meet the legal norms and procedures.

Course Contents:

Module I
Basic term and concept: person, assessee, previous year, assessment year, rate of taxes, income, total income, scope of total
income and residential status& income exempt from tax. Tax planning in respect of residential status
Concepts: Tax planning, tax avoidance, tax evasion. Tax avoidance v tax evasion. Tax planning v tax management

Module II: Income under the head salary

Employer–employee relationship, basis of charge, meaning of salary, treatment of gratuity, pension, encashment of leave, ,
allowance, perquisites, profit in lieu of salary, leave travel concession, provident fund, standard deduction, entertainment
allowance. Tax planning with respect to salaries
Income under the head house property
Basis of charge, essential condition for taxing income under this head, concept of deemed ownership, determination of annual
value, deduction from annual value.
Income under the head of profit and gain of business & profession-
Chargeability of income under the head profit and gain of business and profession, expenses deductible, amount not deductible,
maintenance of accounts by certain person carrying out business and profession, compulsory audit of accounts.
Income under the head capital gain
Basis of charge, type of capital asset, transaction not considered as transfer. Computation of capital gain
Income under the head income from other sources
Chargeability, Deduction, Computation under this head

Module III
Setting off of losses inter heads of income and carry forward of losses to next year

Module IV
Corporate tax in India; types of companies; residential status and tax incidence; taxation of companies; carry forward and set
off of losses. Tax planning with respect to companies.

Module IV
Computation of total income, net taxable income, and tax payable in case of individual and company. Deduction under sec
80CCC to 80U, rebate u/s 88,88b, 88c. Filing of return, assessment procedure, provision of advance tax, tax deducted at
source, taxation authorities. Minimum alternate tax. Value added tax.

Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend
experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of
students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the
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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as
preparatory work.

Examination Scheme:

Components P1 C1 CT1 EE
Weightage (%) 10 10 20 60

SUGGESTED READINGS:

 Singhania V K, 2007, Corporate tax planning, Taxmann,

 Ahuja, Girish Corporate Tax Planning & Management Bharat Law House 2007
 Girish Ahuja And Ravi Gupta Corporate Tax Planning & Management Bharat Law House 2007
 John E. Karayan, Charles W. Swenson, And Joseph W. Neff, Strategic Corporate Tax Planning, Kindle Edition,2002
 Kaushal Kumar Agrawal, Corporate Tax Planning, 6th Ed., Vol. 1, 2007
 Rajeev Puri, Corporate Tax Planning And Management, 2003
 R.N. Lakhotia, Corporate Tax Planning Handbook, 2006
 George Brode, Tax Planning for Corporate tax planning for Corporate Acquisitions. 2003 Cumulative Supplement, No. 2,
2003
 Ghosh, R.K. & Saha, S., Income Tax Rules, Taxman ND 2007
 Singhania V K, 2007, Direct Taxes Planning and Management, Taxmann.
 Ahuja, Girish Corporate tax planning & management Bharat Law House 2007
 Girish Ahuja and Ravi Gupta Corporate tax planning & management Bharat Law House 2007
 Taxmann's statutory manual for chartered accountants, company secretaries, cost and works accountants, advocates. - New
Delhi: Taxmann, 2007
 Ready Recknor Taxmann, 2007

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

INVESTMENT BANKING AND FINANCIAL SERVICES

Course Code: MGBFN 20303 Credit Units: 04

Course Objective:

One of the most upcoming sectors, and a field interesting a lot of students perusing finance as their specialization. Mood of the
economy is upbeat and it’s imperative that the students should have the desired knowledge of this subject to sustain in financial
markets. It is also very important carrier alternative for all finance specialization students.

Learning Objectives:
At the end of the course, the student will be able to:
 Understand the concepts of investment banking.
 Learn its role in financial markets
 Conduct financial analysis for making right strategic choices
 Make right choices of strategies and effectively implement them.

Course Contents:

UNIT 1 :Financial Theory and Structure(6 sessions) :Financial Regulations ,Corporate Finance ,Quantitative Finance

UNIT II: Financial Markets and Institutions(6 sessions) : Financial Institutions , International Securities Markets ,Securities
and Options . Valuation of Securities ,Options, Futures and Derivatives ,Trading and Money Markets ,Fixed income ,Portfolio
Management ,Forex and Money markets

UNIT III: Financial system and market: Constituents and functioning. RBI – Role and functions. Regulation of money and
credit, Monetary and fiscal policies, Techniques of regulation, and rate. Foreign exchange market, financial sector reforms in
India, Financial services: nature, scope and uses etc.

UNIT IV: Investment Banking Process : Investment Banking introduction,

i. M&A and Private Placement : Industry Overview , Market Overview ,Client , Valuation, Process
,Buyer/Investor ,Descriptions
ii. Financing : Industry Overview , Market Overview, Client - Positioning , IPO Valuation, Marketing , Pitch
Process

UNIT V: Banking: Commercial banks: Industry, constituents, performance, limitations etc. Determination of commercial
interest rates: fixed and floating. Sources of funds and their utilization. Profitability vs. liquidity. Liability management.
Management of capital funds- capital adequacy norms. Gap analysis. Non- performing assets. Strategies for making them
viable.

Examination Scheme:

Components P1 C1 CT1 EE
Weightage (%) 10 10 20 60

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

Elective Papers for Specialization in International Business

Global sourcing and business development

Course Code: MGBIB 20301 Credit Units: 04

Course Objective:

Increasingly, in the global business arena, companies are continually searching for sustaining
competitiveness in their operations. Global Business Integrations is seeing free & fairly liberal flow of
various resources going into business operations. It has gone beyond just enhancing internal efficiencies
and companies currently are realizing that efficiencies and competencies across the company frontiers and
even  national boundaries have to be tapped and utilized in the fiercely globally competitive conditions to
remain at the top of competitiveness

Learning Objectives:
The course coverage will attempt to introduce to the students an appreciation of various facets of the above subject and other
important points involved in dealing with the above subject in International Context

Course Contents:

UNIT I:

Current Business Landscape & Changing Demands, Global competitive Pressures, Survey findings on International Sourcing,
characteristics of future winners. International economists view on importance of sourcing

UNIT II:

Basic understandings. Sourcing and few other similar terms often used in this context. Reasons & Benefits of outsourcing;
Variation in  themes and Types & Hierarchal levels of sourcing of business functions. Potential Drivers leading to Make or Buy
Decisions & Strategies in International Context

UNIT III:

Business/Global Competitive Index & Country of Origin Factors .Market Research & Selection of Service Provider & Process
steps. Challenges & Issues Involved in Outsourcing

UNIT IV:
Global Compacts 10 Principles (UN) Charter

Potential Risks – Country/Vendor/Process/Cultural/Perceived. Wrong & Right ways –Terms to be covered in the negotiation to
avoid pitfalls

UNIT V:
Ensuring seamless & effective integration. Factors for achieving success

Managing global relationships; Managing Global Teams & Working Practices in action. Unique aspects of Global Sourcing.
Achieving Excellence in Global Outsourcing

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

UNIT VI:
Offshore outsourcing of IT work, offshore outsourcing, Global Sourcing Standards , Understand how standards help global
sourcing; Understand affects of standards on project outcomes

Examination Scheme:

Components P1 C1 CT1 EE
Weightage (%) 10 10 20 60

Suggested Readings:-
 Sourcing in India- Strategies and Experiences in the Land of Service Offshoring by Guido Nassimbeni and Marco
Sartor, Palgrave Macmillan, Published: November 2008
 Global Sourcing of Business and IT Services by Leslie P. Willcocks and Mary C. Lacity ,Series: Technology, Work
and Globalization ,Palgrave Macmillan
 The Practice of Outsourcing From Information Systems to BPO and Offshoring ,Edited by Mary C. Lacity and Leslie
P. Willcocks, Palgrave Macmillan
 The Handbook of Global Outsourcing and Offshoring by Ilan Oshri, Julia Kotlarsky and Leslie P. Willcocks, Palgrave
Macmillan
 Outsourcing and Management- Why the Market Benchmark Will Topple Old School Management Styles By Thomas
Nelson Tunstall, Palgrave Macmillan Published: March 2007

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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

EXPORT IMPORT DOCUMENTATION AND LOGISTICS

Course Code: MGBIB 20302 Credit Units: 04

Course Objective:
Trade procedures and documentation formalities are a critical part of international business management. This subject aims at
imparting knowledge of trade procedures and documentation formalities with a view to enable the participants to develop a
systematic approach in handling trade transaction and incidental paper work.

Learning Outcomes:
On completion of this module students will have:
 Considered the framework of export and import documentation
 Evaluated and justified the various documents for processing export and import orders
 Evaluated the legal implications in the area of exports and imports
 Assessed the various terms and conditions of export finance
 Developed the ability to critically examine the EXIM policy framework

Course Contents:

Module I: Introduction
Export Documentation Framework

Module II: Documents for processing export order and legal implications
Processing of an Export Order
INCO Terms
Foreign Exchange Regulation Act and introduction to FEMA

Module III: Export Finance and documents

Export Payment Terms
Export Finance
Forward Exchange Cover

Module IV: Central excise clearance

Customs Clearance of Export Cargo
Customs Clearance of Import Cargo
Role of Clearing and Forwarding Agents
Shipment of Export Cargo
Negotiation of Export Documents

Module V: EXIM Policy Framework

EPCG Scheme
Duty Exemption Scheme
Export Oriented Units and Export processing Zones
Exercise on Negotiation of Export Documents.

Learning Methods:
Class room lectures: Each class is intended to be approximately 60 minutes of lecture and 15 minutes in discussion. The
discussion period may involve newsworthy events related to EXIM policy etc. The class will be doing Cases throughout the
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Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

semester. Students will prepare three written cases in small groups of 4-6 students. There will be presentations also in which the
student have to collect, collate and analyze the data. A few additional journal articles related to topics discussed will be made
available at the Library. The latest articles on international policies on exports and imports will be distributed for discussion.

AGBS-All Campuses Page 18 of 21

Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

Examination Scheme:

Components P1 C1 CT1 EE
Weightage (%) 10 10 20 60

SUGGESTED READINGS:
Khurana P K, 2002, Export Management, Galgotia Publications

 Notes of Amity Distance Education Course for EIDL

 E. Johnson, Export/Import Procedures And Documentation (Export/Import Procedures & Documentation, 2002)
 Thomas A. Cook, The Ultimate Guide To Export Management, 2001
 Michael B. Stroh, A Practical Guide To Transportation And Logistics, 2006
 Donald F. Wood, Anthony Barone, Paul Murphy, And Daniel L. Wardlow, International Logistics, 2002
 www.iift.org.in
 www.commin.nic.in
 www.tdctrade.com
 www.intracen.org

AGBS-All Campuses Page 19 of 21

Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

INTERNATIONAL INSTITUTIONS AND TRADE IMPLICATIONS

Course Code: MGBIB 20303 Credit Units: 04

Course Objective:
Foreign Trade Management has gained considerable significance in India in the last decade. The objective of the course is to
inculcate a strong understanding on global economic and trading environment, trade liberalization initiatives taken by the
government, policy framework, trends and pattern of export – import trade and foreign trade management.

Learning Outcomes:
On the successful completion of this module the student will be able to:
Identify the key issues in the international trade environment
Analyze the past and present export import policies of the country with References: to other nations
Assess the role of multinational organizations and trade blocs in development of the international trade environment
Explore and analyze the country’s foreign trade and implications of government policies.

Course Contents:
Module I: International Trade Environment
Multilateral Trading System
Institutional Framework for Multilateral Trading System – WTO
Legal Framework for Multilateral Trading System
Implications of Uruguay Round – The Indian Perspective
4th Ministerial Meeting – Doha Declaration

Module II: Multinational Organizations

Role of World Bank & IMF in International Trade
UNCTAD
MIGA
International Trade Centre ( ITC ), Geneva
Centre for Promotion of Imports from Developing Countries

Module III: Regional Trade Blocks

EU, NAFTA, ASEAN, SAARC, LAIA, CARICOM

Module IV: Trade Information for Exports

Ministry of Commerce
Export Promotion Councils and Commodity Boards
India Trade Promotion Organization
Export – Import Bank of India
Export Credit and Guarantee Corporation ( ECGC ) of India
Federation of Indian Export Organizations (FIEO )
DGCI & S

Module V: Settlement of Trade Dispute

Litigation, Conciliation, Arbitration
Action against Erring Exporters
Quality Complaints and Settlement Mechanisms

Module VI: FEMA and Export

FEMA and Exchange Control Regulations
Manner of Realizations of Export Proceeds
Exchange Control Declaration
Write Off of Unrealized Export Bills
AGBS-All Campuses Page 20 of 21
Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III
 Amity Global Business School

Liberalized Exchange Rate Management System.

Module VII: India’s Foreign Trade

Trends and Direction in India’s Exports

Learning Methods
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend
experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of
students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the
prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as
preparatory work.

Examination Scheme:

Components P1 C1 CT1 EE
Weightage (%) 10 10 20 60

SUGGESTED READINGS:

 Export Management : 6th Revised Edition : P.K Khurana , Galgotia Publishing Company, 2007:
 Exporter’s Manuel 2004, Nabhi Publications
 International Business – Roger Bennett : Pearson Education, 2001
 International Business Environment and Management – V.K Bhalla & S. Shivaramu, Anmol Publications Pvt. Ltd. , 8 th
Edition, 2004
Useful Web Sites
 www.wto.org
 www.worldbank.org
 www.imf.org
 www.unctad.org
 www.miga.org
 www.europa.eu.int
 www.nafta-sec-alena.org
 www.intracen.org
 www.aseansec.org

AGBS-All Campuses Page 21 of 21

Proposed Syllabus: MBA (Dual Specialization)
Academic Year: 2009-10, Semester-III