Tribhuvan University

Faculty of Management
Office of the Dean

Course details of
MBS (Master of Business Studies) 1st Semester

MKT 511: Marketing Management 3 Cr. hrs

ECO 512: Managerial Economics 3 Cr. hrs
MSC 514: Statistical Methods 3 Cr. hrs
MGT 515: Organizational Behavior 3 Cr. hrs
MGT 519: Managerial Communication 3 Cr. hrs

Effective from 2018 Admission Batch

 MKT 511: Marketing Management
Credits: 3
Lecture Hours: 48
Course Objectives
The objective of this course is to equip students with knowledge and skills to take decisions in
marketing management.

Course Description
This course deals on the management aspects of marketing. It includes a study of the marketing
system and organization, environment and segment analysis, information system, demand
analysis, buyer analysis and competitor analysis, strategic marketing planning, implementation
of marketing program and marketing control.

Course Details
Unit 1: Introduction LH 6
 Definition of Marketing and Core Marketing Concepts
 Company Orientation Towards the Market Place
 Customer Value, Satisfaction and Creating Long Tern Loyalty Relationship
 Concept of Marketing Management
 Marketing Management Process

Unit 2: Marketing Opportunity Analysis LH 6

 Macro Environmental Trend and forces
 Corporate and Division Strategic Planning, Business Unit Strategic Planning
 Assigning Resources to SBUs: SBU Model, BCG Model and GE Model
 Nature and Contents of a Marketing Plan

Unit 3: Marketing Information System and Demand Measurement LH 6

 Marketing Information System and its Components
 Marketing Research: Areas and Process
 Market Demand and Its Measurement
 Methods of Estimating Current and Future Market Demand
 Practice of Marketing Information System(MKIS) in Nepal

Unit 4: Identifying Market Segment, Target and Position Strategies LH 6

 Bases for Consumer and Industrial Market Segmentation
 Process of Market Segmentation
 Evaluation and Selection of Target Market
 Developing Positioning Strategies
 Market Segmentation Practices in Nepal
Unit 5: Competitors Analysis LH 4
 Concept of Competition
 Key Competitor Analysis
 Competitive Strategies for Market Leader
 Competitors Analysis in Nepal

Unit 6: Implementation of Marketing Program: Product Strategies LH 8

 Concepts and Types of New Products
 New Product Development Process
 Product Line and Product Mix Strategies
 Brand Positioning, Branding Policies and Strategies
 Marketing Strategies in the Various Stages of Product Life Cycle
 Product and Branding Practice in Nepal

Unit 7: Implementation of Marketing Program: Pricing Strategies LH 4

 Objectives and Methods of Pricing
 Developing Pricing Strategies and Program
 Pricing Practices in Nepal

Unit 8: Implementation of Marketing Program: Channel & Logistic Strategies LH 3

 Selection of Channel Design Decision
 Channel Dynamics
 Logistics Management Decisions
 Distribution System in Nepal

Unit 9: Implementation of Marketing Program: Integrated Marketing Communication

Strategies LH 3
 Designing and Managing Integrated Marketing Communications
 Steps in Developing Effective Communication
 Promotion Practices in Nepal

Unit 10: Evaluation and Control of Marketing LH 2

 Concept of Marketing Control
 Types of marketing Control
 Marketing Control in Nepal

Note: At least one case study should be conducted after the completion of each chapter.

Basic Books
Kotler,P & Keller, K.L Marketing Management, New Delhi, Person Education Limited.
Reference Books
Aaker D., Strategic Market Management, Singapore John, Wiley & Sons,
Stanton, E. and Walker, B.J., Fundamentals of Marketing, MC Graw Hill International Editions.
 ECO 512: Managerial Economics
Credits: 3
Lecture Hours: 48
Course Objective
The course aims to develop students’ knowledge and skills in the tools and techniques of economics
applicable to managerial decision making.
Course Description:
This course deals with introduction to managerial economics and theories of firm, demand forecasting,
production and cost analysis, pricing theory and practice, risk analysis, and market efficiency and role of
government.

Course Details
Unit 1: Introduction to Managerial Economics and Theories of Firm LH 7
(a) Concept and scope of managerial economics, Managerial economics and business decision-
making.
(b) Business profit and economic profit.
(c) Theories of firm: Profit maximisation, Value maximisation, Sales revenue maximisation,
Williamson’s model of managerial discretion.

Unit 2: Demand Analysis and Forecasting LH 8

(a) Concept and significance of demand forecasting.
(b) Techniques of demand forecasting: Survey methods, Market experiment, Time series analysis,
Moving average method, Regression analysis, Barometric technique.
(c) Use of elasticities of demand in business decision making.
(d) Limitations of forecasting.

Unit 3: Production and Cost Analysis LH 5

(a) Production function: Short run production function, Long run production function, Cobb-Douglas
production function.
(b) Optimal use of one variable input and two variable inputs.
(c) Learning curve, Empirical estimation of short run cost function

Unit 4: Pricing Theory and Practice LH 14

(a) Pricing under oligopoly: Cartel arrangement, Price leadership, Kinked demand curve model.
(b) Strategic behaviour and game theory: Concept, Payoff matrix, Nash equilibrium, Prisoner’s
dilemma, Simultaneous move one shot game, Simultaneous move repeated game, Multistage
game
(c) Pricing techniques: Cost-plus pricing, Incremental cost pricing, Predatory pricing, Multiple
product pricing (fixed proportion), Transfer pricing, Peak-load pricing, Two-part tariff.
(d) Economics of discriminations: Wage differential, Price discrimination

Unit 5: Risk Analysis LH 4

(a) Concept of risk and uncertainty
(b) Attitude toward risk and uncertainty: Utility Theory and risk aversion
(c) Information and risk: Asymmetric information, Adverse selection, Signaling, Moral hazard,
Principal -agent problem
Unit 6: Market Efficiency and Role of Government LH 10
(a) Market and efficiency: Effect of government policy (tax and price control policy) in market
equilibrium and market efficiency

(b) Market failure: Concept and sources of market failure: Market power and deadweight loss,
Incomplete information, Externalities, Public goods.

(c) Government response to market failure: Rationale for regulation, Monopoly regulation, Antitrust
policy, Patent system, Operating controls, Subsidy policy, Tax policy, Regulation of
environmental pollution.
(d) Regulation of international competition.
(e) Problems of regulation, effects of regulation on efficiency.
(e) Government failure: Theory of public choice.
Note: Numerical illustrations and case analysis will be used wherever applicable.

Reference Books:
Adhikari, G.M., Paudel, R.K. and Regmi, K. (2017). Managerial Economics. Kathmandu: KEC
Publication and distributors
Dhakal, R. (2017). Managerial Economics. Kathmandu: Samjhana Publication
Mansfield, E. (1996). Managerial economics. New York: W.W. Norton and Co.
Petersen, H.C. and Lewis, W.C. (2008). Managerial Economics. New Delhi: Pearson Education Ltd.
Pappas, J.L. and Hirschey, M. (1989). Fundamentals of Managerial Economics. New York: The Dryden
Press.
Salvatore, D. (2012). Managerial Economics. New York: McGraw Hill.
 MSC 514: Statistical Methods

Credits: 3
Lecture Hours: 48

Course Objectives
The course aims to impart knowledge and skills of statistical techniques ad their applications in
solving business problems

Course Details
Unit 1: Probability LH 6
Concept and importance of probability, approaches to probability. Additive and multiplicative
theorems, conditional probability, Baye’s theorem and decision tree.

Unit2: Probability Distribution LH 6

Discrete probability distribution: Binomial and Poisson, Continuous probability distribution:
Normal Distribution and their properties along with applications.

Unit 3: Sampling and Estimation LH 6

Sampling techniques, sampling and non-sampling errors, sampling distribution, standard
error, application of standard error, concept of central limit theorem
Estimation theory, criteria of good estimator, point and interval estimate, relationship among
errors, risk and sample size, determination of sample size

Unit 4: Testing of Hypothesis LH 18

Meaning of hypothesis testing, types of error in hypothesis testing, critical region, one tailed
and two tailed test, Parametric Test: large sample test of mean and proportions, small sample
test of mean, paired t-test, test of significance of correlation coefficient, variance ratio test,
one way and two way Analysis of Variance (ANOVA), Non-parametric test: Chi-square test
of goodness of fit and independence of attributes, chi-square test for population variance.

Unit 5: Correlation and Regression Analysis LH 12

Partial and multiple correlation , coefficient of determination , concept of linear and non-
linear regression , multiple regression equation , standard error of estimate for multiple
regression, test of regression model and regression coefficients, auto-correlation and
multicollinearity , Residual analysis: Linearity of the regression model, Homoscedasticity ,
Normality of error.

Reference Books
Richard I. Levin and David S. Rubin, Statistics for Management, Prentice Hall of India
S.C.Gupta, Fundamental of Statistics, Himalayan Publishing House
 MGT. 515 Organizational Behavior
Credits: 3
Lecture Hours: 48
Course objectives
The major objectives of this course is to provide students with an in-depth understanding of
behavioral processes and thereby enable them to function more effectively in their present or
future roles as managers of human resources.

Course Description
This course intends to familiarize students with different dimensions of organizational behavior.
The course contains introduction, foundations of individual behavior, perception and attribution,
personality and attitudes, positive organizational behavior, motivation and stress management,
groups and teams in organizations, leadership, communication and conflict and organizational
change and development.

Course Details
Unit: 1 Introduction LH 7
Concept of organizational behavior; Foundations of OB; Contextual perspective of OB -
HR Approach, Productivity Approach, Interactionalism Approach, Contingency
Approach, System Approach; Environmental context of OB - Globalization, diversity and
ethics; Theoretical Frameworks - Cognitive Framework, Behavioristic Framework, Social
cognitive framework

Unit: 2 Foundations of individual Behavior LH 2

Personal Factors, Environmental Factors, Organizational Systems and Resources, Models
of Individual Behavior.

Unit 3: Perception and Attribution LH 7

Meaning and definition of perception; Nature and importance of perception; Sensation
verses Perception; subprocesses of Perception; Perceptual Selectivity and Organization -
Attention Factors in Selectivity, Perceptual Organization; Social perception -
Characteristics of Perceiver and Perceived, stereotyping, Halo Effect; Attribution -
Attribution Theory, Locus of Control Attributions, Other Attributions, Attribution Errors;
Impression Management - Concept; Process of Impression Management; Employee
Impression Management Strategies; Link between perception and decision making in
organizations; Individual differences and organizational constraints.

Unit 4: Personality and Attitudes LH 9

Concept of Personality; Hofstede’s Framework of Personality; Approaches to
Understaning Personality Traits and Dimensions - Cattel’s 16 Personality Factors (16PF),
The “Big Five” Personality Theory, Personality Profiling Using DISC (Dominance,
Influence, Steadiness, compliance) methodology, Fundamental Interpersonal Relations
Orientation Behavior; Personality Traits - Locus of Control, Authoritarianism,
 Dogmatism, Machiavellianism, Risk Propensity, Self-esteem, Self-monitoring; Concept
of Attitudes; Components of Attitudes; Functions of Attitudes; Changing Attitudes -
Barriers to changing attitudes, Providing New Information, Use of Fear, Resolving
Discrepancies, Influence of Friends or Peers, The Co-opting Approach; Organizational
commitment - Meaning and dimensions (Affective, Continuance, and normative);
Guidelines to Enhance Organizational Commitment; Organizational Citizenship
behaviors (OCBs): Concept.

Unit 5: Positive Organizational Behavior LH 3

Concept; Optimism – Dimensions of Optimism, Optimism in the workplace, Hope,
Subjective Well-Being (SWB), Resiliency; Emotional Intelligence – Role of Emotion,
Role of Intelligence, Meaning of Intelligence, Emotional Intelligence in the Workplace;
self-Efficacy – Meaning, Process and Impact of Self-Efficacy, Sources of Self-Efficacy,
Implications for Self-efficacy in the work place.

Unit 6: Motivation and Stress Management LH 4

Work motivation theories; Motivational application through job design; Motivational
application through goal setting.
Meaning and definition of stress; Work Stress Model –Individual Level Stressors, Group
Level Stressors, Organizational level Stressors, Extra-Organizational Stressors; Stress
Management – Individual Strategies, Organizational Strategies, Employee Assistance
Programs (EAPs); Stress and Performance.

Unit 7: Groups and Teams in Organizations LH 4

Concept of Groups and Group Dynamics; Stages of Group Development; Group
Structure – Roles, Norms, Status , Size, cohesiveness; Group Decision making; Concept
and nature of Teams; Types of Teams; Creating Effective Teams.

Unit 8: Leadership LH 5
Concept of Leadership; Traditional theories of Leadership – Trait Theories, From Traits
to States and Skills Development, Group and Exchange Theories of Leadership,
Contingency Theory of Leadership. Path-Goal Leadership theory; Modern Theoretical
Processes of Leadership – Charismatic Leadership, Transformational Leadership, Social
Cognitive Approach, Substitutes for Leadership, Authentic Leadership; Contemporary
issues in leadership.

Unit 9: Communication and Conflict LH 4

Interactive communication in organizations; Interpersonal communication – Oral
Communication, Written communication, Nonverbal communication; Organizational
communication – Concept, Factors influencing organizational communication;
communication Roles; Communication Policies and Communication Audit; Current
issues in communication.
 Concept and nature of conflict; Changing views of conflict; Functional and Dysfunctional
conflict; Process of conflict; Levels of conflict; Conflict resolution strategies.

Unit 10: Organizational Change and Development LH 3

Concept; Forces of change; Resistance to change; Approaches to managing
organizational change; Concept and characteristics of Organization Development (OD);
OD values; OD interventions at individual, group and organizational level.

Text and Reference Books

Robbins, S. P., Organizational Behavior, New Delhi: Pearson.
Luthans, F., Organizational Behavior, New Delhi: McGraw Hill.
Newstrom, J. W., Organizational Behavior: Human Behavior at Work, New Delhi: Tata
McGraw Hill Publishing Company.
Greenberg, J. and Baron, R.A., Behavior in Organizations, New Delhi: Pearson Education.
Aswathappa, K., Organizational Behaviour, New Delhi: Himalayan Publishing House.
Singh, K., Organizational Behaviour, New Delhi: Vikas Publishing House.
Arnold, H.J. & Fieldman, D.C., Organizational Behavior, New York: McGraw Hill.
Adhikari, D.R., Organizational Behavior, Kathmandu: Buddha Academic Enterprises.
Hellriegal, D. Slocum, J.W. & Woodman, R. W., Organizational Behavior, Singapore: South
Western College Publishing.
Moorhead, G. & Griffin, R. W., Organizational Behavior, New Delhi: AITBS Publishers.
 MGT 519: Managerial Communication
Credits: 3
Lecture Hours: 48

Course Objectives
This course, while familiarizing students of advanced Business Studies with the foundational theory of
business communication, offers an intensive practice of effective business communication-written, oral,
verbal, and non-verbal – so that Business Graduates can apply the skills learned in their career and
beyond. Besides orienting students to basic theories of effective communication, the course also includes
a practicum component in that students towards the end of the semester will have submit a completed
writing portfolio that includes a range of writing assignments such as business correspondences, business
report, and a dossier for job application. The course follows the seminar model of classroom teaching, in
which students participate in in-class discussions and presentations.

Course Description
This course contains understanding the foundations of business communication, writing letters, memos, e-
mails, and instant messages, writing reports and proposals, oral and non- verbal communications,
preparing a dossier for employment.

Course Details
Unit 1: Understanding the Foundations of Business Communication LH 6
 Achieving success thorough effective business communication
 Communicating in teams and mastering listening and non-verbal communication
 Communicating inter-culturally

Applying the three-step writing process

 Planning business messages
 Writing business messages
 Completing business messages

Unit 2: Writing Letters, memos, e-mails, and instant messages LH 6

 Writing routine and positive messages
 Writing negative messages
 Writing persuasive messages

Unit 3: Writing Reports and Proposals LH 8

 Planning reports and proposals
 Writing reports and proposals
 Completing reports and proposals
Unit 4: Oral and non-verbal communications LH 6
 Non-verbal communication
 Public speaking
 Conducting and participating in meetings
 Interviewing and getting interviewed

Unit 5: Preparing a dossier for employment LH 6

 Constructing resume
 Writing job letters
 Applying and interviewing for employments

Practicum: LH 16
 At least one 10 to 15 minute oral presentation
 At least three business correspondences (topic will be given)
 At least one mid-length report
 Mock meetings and interview sessions
 Dossier for job application

Required Texts
Courtland L. Bovee and John V. Thill, Business Communication Today
Occasional handouts.

Reference Books
R.V. Lesikar and J.B. Pettit, Business Communication (Prescribed)
R.V. Lesikar and M.E. Flatley, Basic Business Communication (Prescribed)
Robert G. Insley, Communicating in Business in the 21st Century (highly recommended)
Baden Funson, C21: Communicating in the 21st Century (highly recommended)