MASTER IN HUMAN RESOURCE

DEVELOPMENT (MHRD)
TWO YEARS FULL TIME PROGRAM
At

Jamnalal Bajaj Institute of Management Studies

(Autonomous)
University of Mumbai

May 2019
Prescript
 During the last 25 -30 years there have been revolutionary changes in the enterprises
world-wide. The products, the people, the business model, organizational lifestyle, societal
transformation have created a different world of opportunities and complexities, driving
mankind continuously in search of ‘yet another step towards, fulfilling yet another set of
needs’.

 Addressing “ Nothing is permanent but Change” as People are changing and will continue
to change, technologies are changing and will continue to change, society is changing and
will continue to change and processes of doing business are changing and will continue to
change.

 Businesses are continuously in search of professionals for understanding the new

organization and changing needs of people. Corporate world is in searchof innovative HR
professionals who can change the context of the organization, people and contribute to
nation building.

 This requires a different kind of “Sanskar” the mind-set, technical as well as behavioural
competencies and value systems.

 With setting up of new HR management course in JBIMS, we are committed to create new
generation of HR professionals who can be the Change Leaders and Change Management
Catalysts.

Overview:
 Jamnalal Bajaj Institute of Management Studies, offers 2 year full time Master degree
program “Master in Human Resource Development (MHRD)”. The program is designed for
aspirants with a strong desire to specialize in Human Resource Management. It focuses on
developing HR leaders integrated with the Business as Partners. The program offers an
extensive curriculum which includes a series of courses in various areas of Management apart
from HR courses. These are multidisciplinary courses which are important for Strategic
planning and Decision making.
The major HR thrust areas are Talent Attraction, Compensation Administration, Human
Resource Management, Performance Management, Welfare and Industrial Relations &
Labour laws, Human Resources Information Systems, Learning and Development.

We Promise & Are Committed To

 Grooming younger generation, to create, sustain and develop business and non-business
organizations of today and tomorrow through people,develop professionals as Change
Accelerators and Managers, focusing on need of the Contemporary Organizations
andNATION BUILDING as the core of the program.
  With this background, JBIMS has decided to set up a separate course specialising in Human
Resource Development.

Our Uniqueness
 Preparing for today and tomorrow
 Preparing Value driven HR professionals as organizational change facilitator – Context is
Nation Building
 Focussing on
 Knowledge Enhancement
 Application Exposure
 Innovative Learning System
 Be in the Learning Environment for 12 hours a day
 Focussed on Research and Filed projects
 Mentoring on continual basis
 Partnering with industry

Lecture Schedule
Time Slot Suggested Description
7.30 am to 8.00 am Yoga
8.00 am to 9.30 am Lecture 1
9.30 am to 10.00 am BREAK
10.00 am to 11.30 am Lecture 1 continued
11.30 am to 12.00 noon BREAK
12.00 noon to 3.00 pm Lecture 2

Orientation “Who am I” – 1 week

Semester I – July to November Semester II – December to March
Semester III – July to November Semester IV – December to March
Summer Project: April and May after Year 1

ADMISSION PROCEDURE FOR MASTER IN HUMAN RESOURCE

DEVELOPMENT(MHRD)
The method:
The desiring candidates having Bachelor’s degree (minimum three years) in any faculty will
apply on the portal of the institute for admission to Master in Human Resource Development
(MHRD) Program.
The application forms will be opened from 1st June 2019 to 15th June 2019 for applying to the
admission process of MHRD.
Only complete and consistent applications will be considered for admission.
Thecut-off for Past Academic Record is as follows:

Category Percentage of Marks in 10th Percentage of Marks in 12th

Standard SSC or equivalent Standard HSSC or equivalent
General 60% or above 60% or above
Reserved 55% or above 55% or above

The candidate should have passed minimum Three-year Duration Bachelor’s Degree awarded by any of the
Universities recognised by University Grants Commission or Association of Indian Universities in any
discipline with at least 50% marks in aggregate or equivalent (at least 45% in case of candidates of
backward class categories or its equivalent;

OR

Appeared for the final year examination of any Bachelor’s degree to be awarded by any of the Universities
recognised by University Grants Commission or Association of Indian Universities in any discipline.

The candidates themselves should make note of the above sited criteria.
The admission procedure consist of Written Test and In Person Assessment
The applicants will have to appear for a Written Test (WT) and In Person Assessment(IPA) that
includes Written Aptitude Test(WAT), Group Activity(GA) And Personal Interview(PI).
The Total Score is made up of Written test and In-Person Assessment (IPA) Score.
The written test will consist of 100 items of 1 mark each. The hundred items will be multiple
choice items where correct / students’ responses will be scored as 1 depending upon the correct
and desirous choice.
100 items will include
1. 20 Items for Numerical Ability
2. 20 Items for General And Business Environment Awareness
3. 20 Items for Human Behaviour Aspect
4. 20 Items for Group Dynamics
5. 20 Items for Individual Behaviour

The written test scores will have 0.25 negative marking for wrong answer in the Numerical ability
and General and Business environment awareness sections. The other three sections will not have
any negative marking.
The Written aptitude test will be evaluated for 10 marks. A 300 word essay on “Statement
OfPurpose(SoP)” and pledge for joining the course.
The Group Activity will be conducted in a group of 10-12 where behaviour in the group show
casing- leadership, communication, interest in the group activity, initiative, logical reasoning/
sequencing will be assessed for 40 marks.
Personal Interviews will be carry 50 marks and every individual will appear for after qualifying in
Group Activity.
 All the students who have applied for admission to MHRD program will appear for written test.
Written test will be conducted on the smart mobile phones. Every aspirant will carry their own
mobile phones.
To qualify for In Person Assessment, candidate have to score Minimum 50 Marks for Open
Category and 45 Marks for Reserved Category. Depending upon the scores of written test a merit
list of students will be computed.
Around 200 students with top merit will be called for In Person Assessment. The candidates will
undergo group activity. Those who clear group activity will go for Personal Interviews and Written
Aptitude Test.

1. Application of 2. Written test 100 marks 3. Prepare merit list

the aspirants based on NA, GA, HR, IB,GD for WT

6. Qualified 4. Is in first
NO for PI 5. Group yes 200 merit
Disqualify Activity candidates

YES
NO

7. Conduct Personal Disqualify

Interview

9. Compute Total Score and prepare

8. Written Aptitude test: 300 merit list and display the list of students
words SoP and Pledge admitted to the program.

Allotment Logic and Different Seat Categories:

There are 20 seats for MHRD program. 50% reservations apply. Ten seats are available for Open
Category and ten seats are available for reserved for backward category in Maharashtra only.
Backward Class Candidates
The backward class reservation seats are allotted to Only Maharashtra domiciled candidates
with valid documents. The seats will be allocated as per the following category and
reservations.

Category Percentage Seats

SC 13 2
ST 7 1
 VJNT 3 1
NTB 2.5 1
NTC 3.5 1
NTD 2 1
OBC 19 3
SUB TOTAL 50 10
OPEN 50 10
Total seats 100 20

There are no seats reserved for Non Resident Indians(NRI), Persons of Indian Origin(PIO), Children
of Indian Workers in Gulf Countries(CIWGS) and Foreign National.
In case of Tie (Same Total Score)
In case of two or more candidates obtaining equal Total Scores, the ties will be broken by
observing the scores in the following order
1. Personal Interview Score

2. Group Activity Score

3. Written Ability Test Score
4. Marks at HSC or equivalent
5. Marks at SSC or Equivalent

Documents required:
Students will bring the original documents for verification at the time of admission procedure
along with the Photo ID provided by Government of India.
th
a. 10 standard Certificate and mark sheet
b. 10+2 standard certificate and mark sheet
c. Degree, passing certificate and all years mark sheets
d. Birth certificate/Domicile certificate in case of students applied in reserve category
e. Caste certificate, caste/tribe validity certificate, non-creamy layer certificate wherever
applicable issued by the competent authority(Maharashtra Only)
It is the responsibility of the candidate to understand the eligibility criteria and requirement for
claiming the reservation seat and produce the relevant documents.

Note:

 Candidates without relevant document will not be considered for the admission and
requests of such candidates regarding reconsideration will not be entertained under any
circumstances.
 Candidates reporting late for the admission or candidate, who remain absent, will not be
considered for the allotment process in the subsequent rounds if any and requests of such
candidates regarding reconsideration will not be entertained under any circumstances.
 The candidates appearing for the qualifying examination-

Candidates appeared for final year examination fulfilling the remaining eligibility criteria
will be offered provisional admission subject to the condition that they will pass the examination
with the required percentage of marks on or before September of that year. If the candidate is
failed and applied for revaluation of the result in such cases the admission to such candidate will
be given on provisional basis subject to the condition that candidate will pass the examination
with the required percentage of marks on or before September of that year. Undertaking
from such candidate shall be taken for forfeiting the right of admission and fees paid in case of
not securing required percentage of marks in qualifying examination. In case, the candidate fails
to produce the results of the final year examination on or before September of that year, then
admission offered to such candidate automatically is cancelled and the fees (tuition,
development and other fees) paid by the candidate of the academic year 2019-20 will be
forfeited.

 Total fees of Rs.3,50,000/ per annum to be paid at the time of admission. Full fees need to be
paid in case of reserved category candidates if the Government does not reimburse the fees as
JBIMS is autonomous institute

Rules of Cancellation:
The rules of cancellations are applicable as per the University of Mumbai Ordinance O.3574
relating to the refund of tuition fees etc. in respect of post graduate courses.
In case of seats not filled, second merit list will be displayed.
Admission Committee of JBIMS is the final Authority in deciding any matter regarding Admission.

Discipline during the study period.

The students will have to sign undertaking that they will attend all the classes, take part in
activities, workshops and seminar and conferences organized by the institute. He/She will follow
all rules and regulations of the institute. In case of any indiscipline appropriate action will be
initiated and will be binding on the student.
Students will not damage any furniture, fixture and infrastructure of the institute. In case of the
damage the institute will recover it form the students.
 Master in Human Resource Development( MHRD)
Human Resource Development 2019-2020 (Batch 2021) Two years full time program
The Two years full time program will consist of orientation and four semesters. The semesters are
4 month duration as per the University schedule.
The structure
Each semester will consist of eight courses and 2 seminar papers of 4 credits each. Each student
will have to undergoat least two workshops. Each 4 credit course will be covered in 40 hours in a
semester.
MHRD Year 1
Serial Semester - I Credits Semester - II Credits
No.
1 Perspective 4 Commercial Law & Taxation 4
Management
2 Organisational Behaviour - 4 Ethics, Corporate Governance 4
Individual Psychology & CSR
3 Marketing & Sales 4 Human Resource Polyclinic 4
Management
4 Finance, 4 Economics 4
Accounting &
Costing
5 Managerial 4 Organisational Behaviour- 4
Communication Group Dynamics
6 Entrepreneurship 4 Psychometric Testing 4
Management
7 Operations, Production. & Supply 4 Research Methodology 4
Chain Mgmt.
8 Statistics 4 Industrial Relations 4
9 Seminar paper 1 4 Seminar paper 1 4
10. Seminar paper 2 4 Seminar paper 2 4
Total 40 Total 40

Every student will undertake two seminar papers based on the literature available on the topic. Fifteen
landmark research papers are to be reviewed and students should write the analysis in their own words.
The certificate from plagiarism software will be required for checking the originality.
The assessment will be in the form of presentations in seminar.
Workshops will be conducted to impart skills.
 MHRD Year 2
Serial Semester - III Credits Semester - IV Credit
No.
1 Strategic Management 4 Operational Excellence 4
2 International HRM 4 Employee Engagement 4
3 Strategic HRM 4 Performance Management 4
4 Organizational Structure, Theory & 4 HR Analytics, AI & 4
Design Digitisation
5 Organisational Development 4 Change Mgmt. and 4
Culture Building
6 Learning Org. & Knowledge 4 Learning & 4
Management Development
7 Labour Laws 4 Compensation 4
Management
8 Quantitative Techniques in HR 4 Competency Mapping 4
&Assessment Centres
9 Seminar paper 1 4 Seminar paper 1 4

10 Seminar paper 2 4 Seminar paper 2 4

Total 40 Total 40

The areas for seminar papers are indicated below but not limited to
To phrase around these areas eg. “Impact of employee engagement on sustainability”
Employee Engagement Coaching
Unfair Employment Practices Mentoring
Gender Biases Career Planning
Diversity Managing Redundancy
Building a Culture Human Rights
Managing M&A Competency Building
Women Empowerment Contract of Employment
Knowledge Management E-Learning
Conferences
Artificial Intelligence Human Capital Management
Emotional Intelligence Pay For Performance
MI CSR
India Centric Boundary-less organizations HR Benchmarking
Digitization HR for Start up,
Globalization Equity
Transformation Jurisprudence
Business Leadership Managing Redundancy
In company assignments and research articles to be written based on researched assignments
A Study of:
Relevance of Awards / Rewards Business Process Reengineering
Factors Influencing Organisation ClimateCareer Paths
Culture, Satisfaction Change Management
Well-being Coaching
Human Sensitivity Compensation
Best Employers Competency Mapping
HR for Joint Ventures Core Competencies Comparison
HR for Changing Business Models Corporate Governance and HR
Future of HR considering GIG employees/Gen Y
Cross Cultural Studies
Millenniums Developing Global Managers
Achievement Orientation Discipline in Management Staff
Assessment Centres E Learning
Attitude Effectiveness of Training
Balanced Score Card Agreements of Employment
Benefits Management Employee Engagement
Employee Stock Options Morale Studies
Employment of Foreigners in India Multi- Skilling
Employment of Indians in a foreign land Impact of Outsourcing on sustainability
of an organization
Empowerment Performance Counselling
Ethics with a People Management Focus Performance Management and Review
Systems
Exit interviews Potential Assessment and Appraisal
Issues in HR - Family Owned and Managed Selection Strategies
Companies
Self-Directed Teams Participative Management
High Networked Organizations Sons of the Soil
HR Practices Successful Campus
HR Link to Corporate Strategy Succession Planning
Impact of Attrition Talent Management
Impact of Restructuring Motivation
Impact of M & A Learning
Induction Effectiveness Relationship Building
Innovation and Its Impact on People Trusteeship Management
Performance
Job Evaluation Vision, Mission and Values
Leadership-in Management Levels VRS
Measure Human Capital Knowledge Management
Impact of Mentoring Management In HR
Minority Issues Morale Studies
Corporate Image Building & Brand Marketing Decisions For HR
HR Due Diligence Design Thinking in HR
Summer Project in Organizations
Every student will have to undertake a summer placement activity in organizations. The students
will work on a well-defined project to be completed in eight weeks. The project will be guided by
the industry mentor and the faculty mentor. Every student will make a report of the summer
project activity. The Viva –voce based on the activity will be conducted. The summer project is
non-credit compulsory course.
 Detailed syllabus for all courses
MHRD Year I Semester - I
Serial No. Semester - I Credits

1 Perspective Management 4
2 Organisational Behaviour - Individual Psychology 4
3 Marketing & Sales Management 4
4 Finance, Accounting & Costing 4
5 Managerial Communication 4
6 Intrepreneurship Management 4
7 Operations, Production. & Supply Chain Management 4
8 Statistics 4
9 Seminar paper 1 4
10. Seminar paper 2 4
Total 40

1. Perspective Management
Course Objectives
 To understand management concepts and managerial processes in an
organization
 To study management theory and practice, through a contextual
application

Topics
Unit-I:
OVERVIEW: Management and Managers- Definition - Management Science,
Theory and Practice – The Evolution of Management Thought and the Patterns of
Management Analysis.– Role and Skills of Managers - Organization and the
environmental factors – Trends and Challenges of Management in Global
Scenario. Contemporary Approach.
Planning: Nature, scope and objectives of planning, types of plans, planning
process, business forecasting, concept and process of MBO. Decision-Making:
Importance, types, process, approaches and decision making conditions.
Organising: Concept, The Nature of Organizing, types, process and significance,
principles of an organization, span of control.
Unit II:
Organizational Structure :Departmentation - Line/Staff Authority - Effective
Organizing . Delegation; centralization and Decentralization.Organizational
Culture - Global Organizing. Co-ordination functions in Organisation - Human
Factors and Motivation - Committees and group Decision Making
Staffing: Concept, nature and importance of staffing
DIRECTING: Foundations of individual and group behaviour – motivation –
motivation theories – motivational techniques – job satisfaction – job enrichment

Unit III:
Leadership – types and theories of leadership and what is Leadership? Early
Leadership theories, trait theory, Behaviour Theory, Contingency theory of
Leadership, The Fiedler Model, Path and Goal Theory, Contemporary Views of
Leadership, Transformational and Transactional Leadership, Managing Power
Developing trust, Empowering employees, leading across cultures, Becoming an
effective leader
Recent Trends in Management: - Social Responsibility of Management –
environment friendly management, Management of Change Management of Crisis
Total Quality Management Stress Management International Management
Unit IV:
Controlling: Nature, scope, control process, tools and techniques of control.
Modern management techniques: introduction to various latest techniques:
Business process Reengineering, business outsourcing, benchmarking, Kaizen,
six sigma, knowledge management, just in time management, total quality
management

Books:

1. Management Today – Principles & Practice – Burton – McGraw Hill

Publications
2. Management by Stephen P. Robbins & Mary Coulter
3. Essentials of Management by Kootz,O’ Donnell and Weighrich

2.Organization Behaviour – Individual Psychology

Course objective:
To grasp the basic concepts and theories underlying individual behaviour and develop better
insights into one’s own self
To understand leadership frameworks and to understand leadership development
To understand the impact of individual behaviour in the organizational setting
Topics
Unit - I
Foundation of human behaviour: perception: concept and process, learning: classical and operant
conditioning theories and their application, reinforcement schedule and OB modifications.

Unit -II
Personality: factors, theories of personality, values and attitudes, realization of self, Dynamics of
organization behavior: motivation theories, organizational climate, stress management and
transformative principles in everyday life.
Emotions & E I, personal effectiveness and feedback, interpersonal communication in an
organization

Unit III
Power, corruption and empowerment.

Unit -IV
Leadership - concept, traits and styles, studying the lives of extraordinary leaders; reflect on and
discuss principles of leadership such as self-awareness, identity, faith, vision, courage, passion,
mindfulness, commitment and Transformational leadership.

Reference Books:
Organizational Behavior by Stephen P. Robbins and Timothy A. Judge.
Organizational Behavior by Fred Luthans
Organizational Behavior by Stephen P. Robbins
Organizational Behavior: An Experiential Approach by Kolb, D Englewo D Clif S,
Human Resource Management by D.K Battacharaya

3. Marketing and Sales Management

Course Objectives:
To understand marketing, marketing & sales and its application in decision making.
To familiarize with theories, techniques and practices related to sales, distribution and
negotiation management

Topics
Unit-I
Nature, scope, importance of the marketing concept and its impact on marketing decisions,
market segmentation and positioning, consumers versus organizational buyers, consumer
decision making process, concept of a product and its classification, product decision, product
mix, branding, packaging and labeling, product life cycle, factors affecting price determination;
discounts and rebates, nature, functions and types of distribution channels, channel
management decisions, retailing and wholesaling.

Unit-II
Nature, characteristics, importance and classification of services marketing and consumer versus
industrial service as key differentiator for manufacturing industries, Services marketing mix:
introduction to the 7 P’s of services marketing mix; product-service continuum; standalone
service products; service products bundled with tangible products; service life cycle, services
distribution, promotion, pricing, people, physical evidence, and process, promotion decisions:
communication process; promotion mix tools and techniques.

Unit –III
Marketing research: meaning, scope and process, marketing organization and control, issues-
social, ethical and legal aspects of marketing, international marketing, green marketing, digital
marketing, relationship marketing and other developments of marketing. Marketing channels,
their structure; channel intermediaries-role and types; wholesaling and retailing; logistics of
distribution; channel planning, organizational patterns in marketing channels: assessing
performance of marketing channels and international marketing channels.

Unit - VI
Understanding the selling model the sales process, selling to B2B and B2C, types of selling:
conceptual and strategic. sales organization and selling function, sales management planning –
forecasting, sales force productivity, sales volume and cost analysis leadership of the sales force;
designing territories and allocating sales efforts; objective and quotas for sales personnel;
developing and managing sales evaluation program; distribution objectives, interface between
sales force and channels design and management.
An overview of negotiations, types of negotiation: distributive negotiation, integrative
negotiation, negotiator’s dilemma, multiphase negotiations, multiparty negotiations. BATNA,
reservation price, ZOPA, value creation through trades, making the first offer, planning
concessions,

Reference books:
Marketing Management by Philip T. Kotler and Kevin Lane Keller.
Sales and Distribution Management by Richard R. Still, Edward W. Cundiff, Norman A. P. Govoni,
SandeepPuri.
Principles of Marketing by Philip T. Kotler and Gary Armstrong
How To Master The Art Of Selling by Tom Hopkins1
Sales Management by Still, Cundiff&Govani
Supply Chain Management by Chopra,S AndMeindl,P.
The Essential of Negotiation: Harvard Business School Press

4. Financial Management, Accounting and Costing

Course Objectives:
To acquaint with the key financial management techniques
To understand accounting functions generally used in industry.
To study the use and implications of costing, managerial decisions, control and performance
reporting.

Topics
Unit-I
Introduction to financial management and planning, valuation techniques, cost of capital, capital
structure and dividend policy, budgetary control valuation techniques, context and purpose of
Financial Reporting. Working capital management and short term financing, consolidated
financial statements, ratio analysis. Dividend policy: stable dividend, stable payout, and
relevance and irrelevance theories, theories of dividend decision–Walter’s Model, Gordon Model
and MM Model.

Unit- II
Basics of accounting, ledger and journal entries, trial balance, preparation of P & L statement,
balance sheet, cash flow statements and fund flow statements. Responsibility accounting,
centers of cost, cost centre; revenue centre; responsibility centre; profit centre; investment
centre and transfer pricing.

Unit-III
Modigliani miller theory for financing, accounting and analysis of asset, accounting and analysis
of liability and equity, credit analysis and distress prediction, interpretations of financial
statements and ethical issues in accounting.

Unit IV
Basics of costing, concepts, preparation of a cost sheet, ethical issues in costing, Life cycle
costing: theory and practices, marginal costing, introduction to advance accounting concepts
such as M&A, economic value addition, value of company, cost accounting, preparation of cost
sheet, job order costing, process cost systems, marginal costing, cost-volume-profit analysis,
standard costing section, management accounting, activity-based costing and activity-based
management, responsibility accounting, budgeting: flexible budget, cash budget, and production
budget, decision making and relevant information.

Reference Books:
Horngren'sAccounting by Tracie L. Miller-Nobles, Brenda L. Mattison, Ella Mae Matsumura
Principles of Corporate Finance by Brealey Myers
Financial and Management Accounting: An Introduction by Pauline Weetman
Financial and Managerial Accounting by Charles Horngren& Walter Harrison
Fundamentals of Financial Management by Eugene F. Brigham, Joel F.
Financial Management by Prasanna Chandra
Cost and Management Accounting by Ravi M. Kishore
Cost Accounting by Jawaharlal&SeemaSrivastava

5. Managerial Communication

Objective:
To understand the nature, essentials and importance of managerial communication and
successfully function at work.
To acquire written and technical communication skills need to be effective.

Topics
Unit – I
Nature and importance of managerial communication, reading documents, understanding,
assimilation, and reviewing communication. Feedback, concept of noise in communication,
organizational communication, formal & informal communication, grapevine communication,
organizational channels & media.

Unit –II
Principles and practices concerning nonverbal communication, developing one’s own style of
nonverbal communication, cross-cultural communication.Understanding transactional analysis
and its applications in business meetings. Nature and scope of managerial speeches, public
speaking: preparation and delivery, importance of listening, understanding one-to-one
communication and conversation control for executives.
Unit –III
Guidelines to successful interviews, meetings and group discussions, writing business letters and
emails that get results, principles for writing effective minutes, and reports. Making effective
presentations, power point presentations, integrating audiovisual media with a presentation,
acquiring appropriate business and social etiquette.

Unit –IV
Public relations, handling the press, corporate communications, digital media use and
management.

Reference Books:
Business Communication by Raman &Singh
Business Communication byLesikar&Flatley
Business Communication by Sethi&Adhikari
Business Communication: An Innovative Approach To Learning And Teaching-Lehman,
Dufrene&Sinha,
Effective Business Communication by AshaKaul
The Essence of Effective Communication byRonludlow, Fergus Panton
Games People Play by Eric Berne

6. Intrapreneurship Management

Course objectives
To understand the concept of Intrapreneurship.
To develop and use the Intrapreneurship skills as a management practice.
To comprehend the Intrapreneurship environment in India and World at large.

Topics
Unit-I
History and meaning of Intrapreneurship and its importance, Entrepreneurship v/s
Intrapreneurship, Theories of Entrepreneurship, Some Thoughts on Intrapreneuring, and
Intrapreneurial Success stories, Championing Intrapreneurship in Corporate Environments,
understanding the roles necessary to make Intrapreneurship happen, management versus
intrapreneurship
Unit-II
Forms, levels & degrees of corporate entrepreneurship, culture of intraprenuership, managing
corporate culture, innovation &intrapreneurship, corporate culture and the impact on
intrapreneurship, intrapreneurship& innovation,

Unit-III
Characteristics of an intrapreauner, connections an intrapreauner needs to develop. How
intrapreuners tick? Leadership, Strategy & Intrapreneurship -how does leadership styles effect
the ability of a company to promote CE?

Unit-IV
Creating and selling an idea to the top management the intrapreneurship process. organizational
approaches to intrapreneurship. Meeting the challenge of corporate entrepreneurship; creating
the team and the implementation plan

Reference books
Entrepreneuring - 10 Commandments for Building a Growth Company, Steven C Brandt
Intrapreneuringby GiffordPanchot, Harper & Row
Made in Japan by Akio Morita
The New Alchemists by Charles Handy
Entrepreneurship-strategies & Resources by Marc J. Dollinger,
Entrepreneurship by Robert D. Hirsch, Michael P. Peters, Dean A. Shepherd.
Beyond The Last Blue Mountain – A Life of JRD Tata by R M Lala,
Business @ Speed of Thought by Bill Gates
The Road Less Traveledby Seshadri&Tripath

7. Production, Operations and Supply Chain Management

Course Objectives:
To acquaint with the basic aspects of production/operations principles, importance of
productivity and competitiveness to organizations;
To understand various operations, work improvement techniques and interrelationship with
other functional areas of management for decision making
To learn the principles and application of supply chain management for improvement
Topics
Unit- 1
Overview of operations management, production decision analysis and development, process
selection, design and analysis, process choice and layout decisions in manufacturing and services:
manufacturing processes; JIT/ lean production, Kanban systems, aggregate planning, MRP And
ERP, scheduling, work study, managing quality, total cost of quality; TOM, SQC.
Overview of project management, linear programming, network analysis, PERT, inventory models,
digital simulation, replacement, maintenance models, transportation problem and game theory
Over view of decision sciences, risk management, decision making under uncertainty, auction
analysis and behavioral decision theory.

Unit -II
Importance of operations management; role of the operations function and operations managers.
Business processes: mapping business processes; managing and improving business processes;
business process challenges and the SCOR Model.

Unit-III
Role of logistics in success of business enterprise, forecasting and role of planning in logistics
excellence. Metric for logistics, logistic costing and activity based costing.

Unit- IV
Foundations of supply chain management, role of supply chain in business excellence & linkages
to effective transportation, supply issues, operations, distribution issues and integration issues in
SCM.

Reference Books
Principles of Supply Chain Management by Keah-Choon Tan, G. Keong Leong, Ben Wisner, Stanley
P.L. Leong Joel D. Wisner.
Introduction to Operations and Supply Chain Management by Cecil B. Bozarth, Robert B.
Modern Production Management by E. S. Buffa
Production ad Operations Management by Norman Gaither
Fundamentals of Production Planning And Control
Operations Research by Hillier And Lieberman
Operation Research by PradeepPai
Supply Chain Management by V VSople
Supply Chain Management strategy planning and operations by Sunil Chopra and Peter Meindi
Logistics and Supply chain Management by Martin Christopher
Logistics Management by K.Sridhara Bhatt

8. Business Statistics
Course Objective:
To understanding of quantitative methods and associated statistical techniques
To familiarize with the statistical tools and techniques essential for managerial decision making
To comprehend and interpret statistical results.

Topics
Unit-I
Business research: elements of a research proposal; research questions and research objectives;
description of the research design and methods. Reviewing, evaluating and writing a literature
review. Designing management and business research, research design template, business
statistics: visual description of data; descriptive statistics. Statistical concepts, summarization of
dataand frequency distribution. Elementary probability theory review of basic concepts; discrete
probability distributions and continuous probability distributions.

Unit-III
Elementary statistical distributions: binomial, hyper geometric; sampling distributions and
estimation: data collection and sampling methods; sampling distributions; estimation from
sample data, regression, model building, and time series: simple linear regression and correlation;
multiple regression and correlation; model building; models for time series and forecasting.

Unit-IV
Statistical estimation: interval estimation; confidence interval for mean, proportion & variance,
hypothesis testing: hypothesis tests involving a sample mean or proportion; hypothesis tests
involving two sample means or proportions; analysis of variance tests; chi-square applications;
nonparametric methods.

Reference Books:
Business Research Methods (13e) Pamela Schindler .
Applied Statistics in Business and Economics (6e) by David Doane and Lori Seward
Business Statistics Using Excel, Davis & Pear.
Statistics For Management-Richard L. Levin
Statistics For Management by G C Beri.
Business Statistics by N D Vohra
Seminar Paper 1
Seminar topics to be finalised in discussion with the professor.

Seminar Paper 2
Seminar topics to be finalised in discussion with the professor.

The student will have to undergo two compulsory workshops like (not limited to)
1. Spread Sheet analysis
2. Communication
MHRD Year I Semester – II
Serial Semester - II Credits
no
1 Commercial Law & Taxation 4
2 Ethics, Corporate Governance & CSR 4
3 Human Resource Polyclinic 4
4 Economics 4
5 Organisational Behaviour-Group Dynamics 4
6 Psychometric Testing 4
7 Research Methodology 4
8 Industrial Relations 4
9 Seminar paper 1 4
10 Seminar paper 2 4
Total 40

1 Commercial Law and Taxation

Course Objectives:
To understand the basic laws to run a successful business enterprise and the income tax
implications.
To acquaint with cases and legal interpretations

Topics
Unit-I
Company law.

Unit-II
Law on contract act.
Basics of general laws such as law on sales of goods law of negotiable instruments, law of
partnership. Law of consumer protection, information technology act, and basics of foreign
exchange management act

Unit-III
Direct tax – income tax, indirect tax – GST, working of security exchange & board of India (SEBI)

Unit-VI
Legal issues in M&A, fair competition, anti-trust laws and ethical issues, business disputes, pros
and cons of litigation and alternative dispute resolutions like arbitration and mediation.
Reference books
Bare Acts of The Respective Laws
Business Law - K R Bulchandani
Business Law - N D Kapoor
Company Law Paperback - Avtar Singh
Legal Aspects of Business - David Albuquerque
Students Guide to Income Tax - Monica Sanghania And VinodSinghania

2.Ethics, Corporate Governance and CSR

Course objective
To understand ethical behavior and the inherent conflicts in being ethical
To gain practice in seeing the ethical dilemmas in common business situations.
To appreciate governance issues of business, government and society.
To create measures for corporate governance and act with responsibility to people, planet and
profits

Topics
Unit-I
Moral development in humans, theories, concepts theories of ethics and ethics projects. Ethics
in making decisions and choices in conflicts and dilemmas international business: ethics issues
beyond borders. Ethics, economics environmental business and social responsibility. Business
disciplines – ethics in various functions of management. Environmental concerns and
corporations laws governing environment
The Corporate Culture—Impact and Implications

Unit- II
International standards, corporate governance, corporate citizenship, global reporting initiatives,
global compact, millennium development goals, etc.
Power dimensions of business – theoretical perspective – sociological perspective,
Unit- III
Corporate governance: concepts and domain., market model and control model, owed on
corporate governance obligation to society, investors, employees, customers, Codes of 'best
practice' and norms of behaviour. Boards of directors: the lynchpin. Internal controls and
accountability, External governance.External reporting need vs. delivery, Multinational
corporations, globalization of the Indian business and firms, coping with global competition,
conflict with nation states.
Unit-V
 Achieving business success through social responsibilities.CSR History, Importance and Policy.CSR
development, implementation, reporting, measurement and audit. CSR sustainability, global
trends and future

Reference Books
Business, Government, and Society: A Managerial Perspective, Text and Cases by John F. Steiner.
Business and Government by Francis Cherunilam,
Corporate Governance: Principles, Policies And Practices by Fernando A. C,
Business and Society by Lawrence And Weber,
Empowering Organization Through CSR by Wolf Ruth, Theodora Issa And Monica Thiel
CSR An Implementation Guide For Business by Paul Hohen
CSR Concepts And Cases An Indian Experience by C V Baxi and Ajit Prasad
Business Ethics: Decision Making for Personal Integrity & Social Responsibility by Laura P.
Hartman, Joseph R. DesJardins and Chris MacDonald.
Corporate Governance: Principles, Policies, and Practices R. I. (Bob) Tricker. .

3. Human Resource Polyclinic

Course Objective:
To understand the basic concepts, functions and processes of HRM; acquaint with all processes
from recruitment to retirement.
To develop ways in which HRM might diagnose a business strategy and facilitate change
necessary to accomplish the strategy
To understand the application and nuisances of HRM

Topics
Unit – I
Overview of Human Resource Management, dynamic environment of HRM, responsibilities and
objectives of human resource management, equal employment opportunity, employee rights,
human rights

Unit –II
Human resource planning and job analysis, recruitment and selection, usage of psychometric tests
for selection, induction, training & development and managing careers. Management and
development of Human Resources: managing careers; performance appraisal; employee training
and management development
Unit –III
Maintaining high performance: establishing performance management system, rewards and pay
plans. Fundamentals of wage, salary, compensation & benefits, compensation surveys and current
trends in compensation
Unit –IV
Overview of labor relations, employee relations: grievance handling; disciplinary action; trade
unions; industrial relations, collective bargaining and workers’ participation in management;
quality of work life; quality circles occupational safety and health, employee benefits, health &
safety at work, HR audit, HR research, HR accounting and collective bargaining, HR trends to deal
with GIG employees

Reference Books:
Human Resource Management by Robert L. Mathis, John H. Jackson, Sean R. Valentine, Patricia
Meglich. Cengage
Human Resource Management by ,Decenzo And Robbins .
Managing Human Resources by Bohlander G.; Snell, S.; Sherman A.
Human Resource Management by Gary Dessler
Personnel management by C. B Mamoria
Human Resource Management by D.K Battacharaya
Human Resource Management by V S P Rao

4. Economics

Course Objectives
To acquire insights of microeconomic issues that managers face at the corporate level.
To comprehend working of the markets, determination of prices and the techniques of decision
making that the players in the market can adopt to ensure that sound decisions are made.
To identify the determinants of various macroeconomic aggregates,

Topics
Unit-I
Nature and scope of managerial economics, significance in decision-making and fundamental
economic concepts, demand objectives of a firm, role of a managerial economist, Demand
analysis and business forecasting; law of demand its exceptions and determinants . Elasticity of
demand- price, income, cross and advertising elasticity;

Unit-II
Supply analysis; law of supply, supply elasticity; analysis and its uses for managerial decision
making. production concepts and analysis; production function, cost concept and analysis, short-
run and long-run cost curves and its managerial use.

Unit- III
The market system: supply and demand: how markets work; elasticity and its applications; the
limitations of markets: market failure; the consumer and consumer behaviour. market
equilibrium and average revenue concept, theory of price, price discrimination, pricing lining,
profit, managerial objectives, profit maximization and other theories, market structure: perfect
competition, features, determination of price under perfect competition. monopolistic: features,
pricing under monopolistic competition, product differentiation. oligopoly: features, kinked
demand curve, cartels, price leadership. pricing strategies, price determination, full cost pricing,
product line pricing, price skimming and penetration pricing.

Unit-IV
National income; concepts and various methods of its measurement, inflation, types and causes,
business cycle, profit concept and major theories of profits. India’s balance of payments and its
impact on corporate decision making, global business: the global economy; business in emerging
markets; outsourcing; global business, culture and ethics.

An overview of modern macroeconomics, fiscal policy, monetary policy, unemployment, inflation,

and stagflation, economic growth and productivity, budget deficits and the public debt,
international trade and protectionism, exchange rates, the balance of payments, and trade
deficits, the economics of developing countries

Reference books
Managerial Economics by Joel Dean
Managerial Economics: Concepts & Cases by Mote, Paul & Gupta
Fundamentals of Managerial Economics by James Pappas &Mark Hershey
Managerial Economics by Milton Spencer &Louis Siegleman
Economics by Samuelson
Business Economics by Mark Taylor, Andrew Ashwin, N. Mankiw.
Macroeconomics by N. Gregory Mankiw.
5. Organization Behaviour – Group Psychology
Objectives
To study organizational behavior at the group level, and decision making in groups, teams
To experience team building & development, intergroup process. Use of negotiation and conflict
management

Topics
Unit –I
Group processes group development and cohesiveness group, group dynamics: concept, group
norms, group status, and group cohesiveness, group performance –power and networks in
organizations.

Unit –II
Introduction to conflict, Ways of resolving conflict, Games and conflict resolution: Personality
types and conflict a formula for prevention, Conflict and third-party intervention, Team building
Processes, team conflict: conflict in teams, conflict over discipline, organisational conflict

Unit –III
Interpersonal communication theories - interpersonal relations and the method of transactional
analysis, Global organizations that are fast and flat; building a lateral capability for execution;
focusing on processes for excellent execution; managing change,

Unit-VI
Facilitator’s skills required for effective people management.

Reference Books
Making The Team by Leigh Thompson,
Organizational Behaviour by FredLuthans
Organizational Behaviour byStephen Robbins, Timothy Judge
Discussion of Approaches To Managing Conflict by Christopher Moore's
HBR Guide to Dealing with Conflict by Amy Gallo and LiisaIvary.
Managing Conflict: A Practical Guide to Resolution in the Workplace by David Liddle
Natural History of Disputes by John Conley and William O'Barr's
6. Psychometric Testing
Course Objective:
To create awareness about different types of psychological tests in vogue
To learn to interpret test profiles and explore patterns in interpretation from several tests.
To develop a perspective about the intricacies and ethics of use psychological tests
Topics
Unit – I
Theory and issues in psychological testing and intelligence testing- theoretical background, types
of intelligence tests. Aptitude testing – usage of tests at various levels, physical ability tests and
testing sensory ability

Unit– II
Personality assessment - theoretical background, self-report inventories, multi-factor personality
tests, big 5 model of personality, diagnostic tests of personality – awareness of its requirements
contemporary practices in testing- concept of E I. and leadership scales.

Unit – III
Organizational Surveys , satisfaction surveys, motivation, morale and performance measures.

Unit – IV
Testing creativity, assessment centers and integration of profiles

Reference Books:
Human Resource Selection byGatewood
Work in the 21st Century byLandy& Conte
Psychological Testing by Principles, Applications, and issues – Robert Kaplan
Psychological Testing by AnneAnastasi
Psychometric Methods and Practices by Larry R Price
Psychological Testing and Assessment: An Introduction To Tests And Measurement by.ohen, R. J.,
Swerdlik, M. E., & Phillips, S. M.
7. Research Methodology
Objective:
To understand the methods of conducting systematic inquiry in the social sciences.
To learn how to conduct social research

Topics
Unit –I
Introduction to concepts of sociology, social research, principles and practices. Scientific approach:
conceptual foundations. Research design: types of research, research process and research
proposal and experimental research

Unit – II
Measurement: validity, reliability, scaling techniques, questionnaire and scale development

Unit –III
Sampling techniques and design, methods of data collection and hypothesis testing

Unit –IV
Data analysis: descriptive statistics, univariate& bivariate analysis, multivariate data analysis,
qualitative methods, research report

Reference Books:
Business Research Methods by Donald R Cooper, Pamela S Schindler
Methods For Development Work And Research, BrithaMikkelsenng

8. Industrial Relations
Objective:
To understand grievance management.
To comprehend Indian industrial relations in India.
To appreciate the role of trade unions collective bargaining and the negotiation processes.
Topics
Unit-I
Concept causes/sources of a grievance, need of a grievance procedure, model grievance
procedure, managerial practices to prevent grievances, grievance resolution, and union’s
perspective on grievance resolution.
Unit- II
Collective bargaining: the state of collective bargaining, and the Indian industrial relations
system, Hick’s analysis of wages setting under collective bargaining, collective bargaining
practice and trends. Behavioral theory of labor negotiation, negotiating a contract the
negotiation process, and collective bargaining.
Meaning, characteristics, objectives, functions, types, growth and development of trade unions
TU movement in India. Central organizations of Indian trade unions. Problems of Indian trade
unions.

Unit III
Industrial relations scope, objectives, principles. Parties to industrial relations.Industrial
relations policy in India.Structures and function of labor courts. Industrial disputes and its
prevention and settlement: industrial disputes: meaning, classes, causes, consequences.
Prevention and settlement of industrial disputes
Unit- IV
Workers' participation management in India.Works committee, joint management council,
scheme of workers' participation on board of directors, shop councils and plant council,
workers' participation in share capital.
Reference Books:
Dynamics Of Industrial Relations In India C.B. Mamoria, S. Mamoria and S.V. Gankar
Participative Management V/S Collective Bargaining – B.R. Virmani
Industrial Relations And Labour Legislation – G. Sinha&P.R Sinha
Industrial Relations Industrial Jurisprudence And Labour Legislation By A N Sharma
MHRD Year II Semester – III
Serial No. Semester - III Credits

1 Strategic Management 4
2 International Human Resource Management 4
3 Strategic Human Resource Management 4
4 Organizational Structure, Theory & Design 4
5 Organisational Development 4
6 Learning Org. & Knowledge Management 4
7 Labour Laws 4
8 Quantitative Techniques in HR 4
9 Seminar paper 1 4
10 Seminar paper 2 4
Total 40

1. Strategy Management

Course objective:
To understand corporate planning for business operations.
To explore an organization’s vision, mission, examine principles, techniques and models of
organizational and environmental analysis
To discuss the theory and practice of strategy formulation and implementation.

Topics
Unit-I
Basic concepts of strategic management; concept, evolution, characteristics, strategy formulation,
stake holders in business, environment appraisal and industry analysis, strategic analysis, SWOT
analysis, porter’s five forces model, Mckinsey’s 7 S model, GE 9 cell model, strategy formulation,
business strategy, corporate strategy, functional strategy, strategic choice – stability, expansion,
retrenchment and restructuring of business

Unit-II
Strategy implementation: leadership style, corporate culture, values, ethics, social responsibilities,
functional issues. Strategy evaluation: importance, malfunctioning of strategy, operations control,
measurement of performance and analysis of variants
Unit-III
Strategic analysis and choice: contingency strategies; new business models: strategies for e-
commerce, rural businesses, healthcare, pharma. Management of strategic alliances, Strategic and
issues in M & A.

Unit-IV
The global context of business: exploiting and balancing global economies of scale and scope.
Global economies of scale, globally coordinated strategic intent and maneuvering and building a
global presence

Reference Books:
Strategic Management by John A. Pearce II, Richard B. Robinson, AmitaMital. .
Strategic Management by Thompson &Striekiand
Competitive Advantage by Michael Porter
Business Policy And Strategic Management by AzharKazmi
Cases In Strategic Management by S.B. Budhiraja&Atheya
Strategy And The Business Landscape: Core Concepts by PankajGhemawat,

2. International Human Resource Management

Objective:
To understand HRM in a broader, comparative and international perspective and to deal with
complex issues and manifold risks.
To define, explain and compare perspectives and theories related to IHRM.
Topics
Unit – I
The context and need of international HRM: globalization, national systems and multinational
companies, international recruitment and selection, work visa and migration related issues.
Transfer of HR practices in MNCs; international leadership development, international pay and
compensation.

Unit– II
Cultural environment: Hofstede’s dimensions: power distance, individualism or collectivism,
masculinity or femininity, uncertainty avoidance and long-term or short-term orientation.
Gestland’s dimensions: deal focus versus relationship focus; informal versus formal; rigid-time
(monochromic) versus fluid-time (polychromic); expressive versus reserved. Cultural Dimensions
and Cross –Cultural Adjustments and Functioning that impact IHRM
Unit– III
Cultural factors/issues in performance management, developing international staff and
multinational teams, approaches to international compensation, repatriation, managing global,
diverse workforce, industrial relations in a comparative economic and social environment.

Unit- IV
Global unions, regional integration and framework agreements, emerging trends in employee
relations and employee involvement, international labor standards, HR/IR issues in MNCs and
CSR.

Reference Books
International Human Resource Management by Anne-WilHarzing, AshlyPinnington.
International Human Resources Management by Peter J Dowling, Marion Festing And Allen D
Engle Sr
Hand Book of International Human Resources Management by Chelterham Edward Elgar
International Human Resources Management by Shen J And Edwards
International Human Resources Management by Scullion H AndLinchan M

3. Strategic Human Resource Management

Objective:
To Develop a understanding Of Strategic Human Resources Management
To Understand the Relationship of HR Strategy with the Overall Strategy
Topics
Unit– I
Strategic human resource management – concept, definition, need and importance, levels of
strategy &strategic planning, steps involved and developing a HRM plan.
Human aspects of strategy implementation – organizational culture, factors influencing culture
and role of leadership.
Unit–II
Organizational structure and design – fundamentals of organization design. Importance of
organizational structure, attributes of structure- differentiation and integration and various
organizational structures
Unit– III
Recruitment and retention strategies – introduction, online recruitments, outsourcing
recruitments, headhunting.assessmentcenters, employee retention challenges, methods of
retention, retrenchment strategies – introduction, impact, retrenchment and redundancy.
Downsizing and employee leasing
Unit– IV
Managing human capital in executing strategy, HR architecture as a strategic asset, the
measurement challenge – aligning performance measurement and strategy implementation,
clarifying and measuring HR strategic influence.Creating and implementing an HR scorecard, cost
benefit analysis for HR interventions, roles of CEO, executive team, line managers and HR
function.strategic competencies for hr professionals
Reference Text:
Strategic Human Resource Management by Randall S Schuler &Susan E Jackson,
Strategic Human Resource Management byTanujaAgrawal, Oxford

4. Organizational Structure, Theory and Design

Objective:
To understand the nature, functioning and design of organization,
To determine and study the organizational characteristics,organizational processes and change
processes .
To determine the type of technology needs to be matched to a certain kind of organizational
structure for effectiveness

Topics
Unit –I
Evolution of organizational theory and design, determinants of organizational design, parameters
of organizational design, organization and environment, designing organizations for the
international environment.

Unit – II
Organizations and organizational effectiveness: Stakeholders, Managers, and Ethics, Organizing
in a changing global environment, organizational strategy, organization and technology,
fundamentals of organization structures, types of organizational structures and work flow
interdependence.
Unit – III
Organizational culture & ethical values, organizational failure and pathology, organizational
change and development, organizational learning and transformation
Unit –IV
Organizational decision making process and strategy. Conflict, power and politics,
Organizational decline and downsizing

Reference Books:
Organizational Theory, Design and Change by R Jones Gareth and Matthew Mary.
Organizational Theory and Design – Richard L Daft
Organizational Design for Excellence by Robins Khandawalla

5. Organizational Development
To understand and implement change in organizations and organization change management
techniques.
To understand organizational development, stages and process involved in organization
development...

Topics
Unit-I
Foundations and purpose of OD, models of OD.Entry and contract of the OD Practitioner. OD
consultant: role, skills & dilemmas, success and failure.
Unit –II
Organizational analysis, diagnosis, prognosis, feedback and OD.
Unit-III
OD interventions, design, planning and implementation, Individual interpersonal, Team / group
interventions, comprehensive interventions, HR interventions and OD Interventions.
Organizational transformation, Future of OD and new perspectives, OD in Integrating M & A,
Expansion, Growth and Globalization
Unit IV
OD for social change, OD special application – cases: start-up, ongoing, family owned,
turnaround, building high performing and building a learning organisation. Effectiveness
evaluation of OD.
Reference Books:
Organization Development and Change by Thomas G. Cummings and Christopher G. Worley.
Organization Development &Changes by Cummings, T, and Worley, C.
Organizational Development by French and Bell
Practicing Organizational Development: A Guide For Consultants by Rothwell, & Sullivan, R
Organizational Change And Development by Dipak Kumar Bhattacharaya
6.Learning Organizations and Knowledge Management

Objective
To understand the purpose of a learning organization and the elements required to create a
learning organization
To acquaint with knowledge management tools, techniques and systems as a strategic edge in a
turbulent environment
To know how the three aspects, Strategy, technology and HRM need to be aligned together to
manage knowledge management.

Topics
Unit –I
Emerging business realities, learning organizations, capabilities based view, learning tools and
techniques, systems thinking, benchmarking and process mapping. Knowledge-based
competition, knowledge-creation and acquisition processes, and the technology of creating a
learning organization

Unit –II
Measuring learning : the intellectual capital architecting a learning organisation architecting,
learning organization and organizational design and culture, 5th discipline, challenges in the
transformation to a learning organization, address problems of organizational learning,
knowledge-based competition, knowledge-creation and acquisition processes. Measuring
learning- the intellectual capital.

Unit III
Concept of knowledge management, Understanding the three major inputs viz. strategy, people
and IT for a successful KM system, comprehension of data, information and knowledge, types
and consequences of knowledge viz. tacit and explicit. Knowledge management, organization
design and how organization structure affects knowledge management.
Unit IV
Knowledge management strategy and HRM, communities of practice, the Indian experience,
knowledge management and understand culture which helps mitigate individual’s fears.
Pitfalls of a global KM system and problems of cross-border issues in knowledge management.

Reference Books
Learning Organizations: Turning Knowledge into Actions by Marcus Goncalves.
The Fifth Discipline by Peter M Senge.
Developing The Learning Organization By Peter M Senge
Knowledge Management Systems Theory And Practice by Straut Barnes
Knowledge Management Tools And Techniques by MadanmohanRao
Knowledge Management In Organisations by Donald Hislop
7.Labor Law
Objective:
To interpret and apply understand the rationale behind the laws and their enforcement
problems
To familiarize with law of the land, legal aspects of HR and Indian labor laws.
To know the leading cases and judgments under each law
Topics
Unit-I
Brief in jurisprudence, main features of the constitution of India, judicial system ILO, labor
administration, an orientation of IPC, CRPC, the Indian evidence act pollution control laws,
Public interest litigation. Liabilities under tort, Social norms of 21st century gender justice, legal
aspects of employment, POSH
Unit-II
Laws related to employment and IR Industrials: Employment (Standing Orders) Act, The
Industrial Disputes Act, Bombay Industrial Relations Act, The Migrant Workers Act Trade Unions
Act, Maharashtra Recognition Of Trade Union Act, The Contract Labor (Regulation & Abolition)
Act

Unit-III
Laws related to compensation benefits and welfare: the equal remuneration act, the payment
of wages act, the minimum wages act, the payment of bonus act, the employees provident fund
(and misc. Provisions) act, the workmen’s compensation act, the employees’ state insurance act,
the payment of gratuity act, the maternity benefit act, the factories act, and the shops &
establishments act

Unit-IV
Dispute resolution, management of conflict, employment and termination of employment legal
processes

Reference books
Bare acts of the respective laws
Labour and Industrial Laws by K.M. Pillai
Industrial Relations and Labour Laws by Ptyalin Ghosh
Labour law by H L Malik
Jurisprudence - A Salmond
8. Quantitative Techniques in HRM
Course Objectives:
To familiarize with the scientific techniques of constructing and standardizing the assessment
instruments used by an organization.
To learn about methods to design/construct either customized standardized instruments and
to o choose the readily available standardized psychometric instruments.
Topics
Unit I
Concept of individual differences, need for quantification of information, what are
psychometric tests, uses of psychometric tests, features of standardized scientific assessment
instruments, process of designing scientific and standardized instruments
Unit II
Developing items - related issues, norm-referenced vs. criterion referenced tests, item analysis,
specialised techniques of correlation- point-biserial, biserial, extreme group method and scaled
scores
Unit III
Reliability kinds, methods of reliability – split half, KR-20, Cronbach’s Alpha, reliability of raters
– rank correlation, techniques of improving reliability, role of test users, validity studies –types-
content, criterion, factorial, techniques of establishing validity- regression analysis and factor
analysis
Unit IV
Designing WAB, developing interview questions, methods of performance appraisal,
constructing attitudinal scales, employee evaluation – usage of ANOVA, setting cut-off - scaled
scores, developing norms and utility analysis

Reference books
Statistics in psychology &Education by Garrett
Fundamental Statistics in Psychology & Education by J. P. Guilford
Foundations of Behavioural Research by Fred Kerlinger
MHRD Year II Semester – IV
Serial No. Semester - IV Credits

1 Operational Excellence 4
2 Employee Engagement 4
3 Performance Management 4
4 HR Analytics, AI &Digitisation 4
5 Change Management and Culture Building 4
6 Learning & Development 4
7 Compensation Management 4
8 Competency Mapping&Assessment Centres 4
9 Seminar paper 1 4
10 Seminar paper 2 4
Total 40

1. Organization Excellence
Objective:
To understand organizational excellence and the processes
To acquaint with business excellence models and their processes and elements
To study quality management systems
Topics
Unit - I
Foundation of TQM, components of quality and TQM, key aspects of quality system, Malcom
Bald ridge national quality award, business excellence importance, Quality framework, pillars,
model discipline tools and training, TBEM and IMC excellence awards.
Unit - II
TQM tools and improvement cycle: measurement of quality, cost of quality, tools and
techniques for quality improvement, statistical process control, TQM implementation, design of
experiments (ANOVA, Taguchi methods and S/N ratio), quality control in supply chain &service
sector.
Unit - III
Principles and implementation of six sigma, DMIAC and DFSS methodology, lean six sigma,
seven tools of QC and quality control circles.
Unit –IV
5-s program, poke-yoke, kaizen events, value stream mapping (VSM) , application of SPC using
Minitab, various quality standards and awards, business process reengineering reliability,
world class benchmarking and PCMM.
Reference Books:
Total Quality Management- Besterfield D. H., Besterfield-Michna C., Besterfield G.H.,
Besterfield-Sacre M
Total Quality Management, Organization And Strategy- Evans, J. R., Dean J. W.
100 Methods For Total Quality Management - Kanji G. K., Asher M.
Total Quality Management - Oakland G. F.
Quality Management. Introduction To TQM - Goetsch D. L., Davis S. B

2. Employee Engagement
Objective
To study employee engagement and the methods used in today’s organisations
To measure and compare employee engagement practices.
To design programs and governance structures to utilize and engage employees’ skills
Topics
Unit-I
Concept of employee engagement, an employee engagement strategy, company values and
building employee loyalty, meaningful work impact society. Experiences that go beyond their
regular deliverables and job descriptions
Unit- II
HR need to reinvent itself on employee engagement. Companies face new challenges in
recruiting, retaining and engaging employees, Employee engagement and company branding
strategies. Change in employee expectations and digital communities
Unit –III
Ways to harness employee engagement, use of HR. catboats, AI, ML and digitization to
enhance employee engagement
Unit –IV
Employee engagement as a dimension of CSR, high-potential employers and the life-changing
experiences created and being role models in society.
Reference Books
Employee Engagement and The Role Of Engaging Leaders by Tracy Maylott
The Non obvious Guide To Employee Engagement by JamieNottie
Driving Employee Engagement Through Effective Performance Appraisal by Courtney Bigony
Why Most Organizations Are Getting Only Half of EmployeeEngagement by Tracy Maylott

3. Performance Management
Course Objective:
To understand the concept of performance management and its application
To reduce reluctance and fear associated with conducting performance appraisals
To appreciate the value of performance feedback and counseling
To learn the techniques of coaching
Topics
Unit– I
Efficiency, Effectiveness Excellence and Performance and the application of PMRS

Unit – II
Performance management - conceptual framework, performance appraisal - techniques and
Process, MBO, MBR, 360 degree appraisal, competency based appraisal , balanced score card,
identification of key result areas - goal setting, PIP

Unit – III
Performance review, performance counseling techniques and strategies of coaching,
behavioural skills of a coach and creation of an individual development plan

Unit –IV
Building blocks of talents management, performance excellence and performance culture

Recommended Books:
Performance Management by Julie Freeman
Performance Management System, A Holistic Approach by B.D.Singh
Performance Management by PremChadha

4. HR Analytics, AI and Digitisation

Objective
To study how HR analytics can be utilized
To prepare employees to face AI and digitization
Topics
Unit-I
Introduction to HR analytics, maturity framework and people practices, reporting and data
visualization. Creating business understanding for HR, featured technology tools and HRIS
systems, descriptive, predictive and prescriptive analytics in HR. Evolution of analytics in
decision making, forecasting and predictions techniques.
Unit-II
Strategy maps aligning with organization vision and developing HR metrics examples in
recruitment & on-boarding, key metrics across retention, recruitment and performance
management. Employee retention analysis, employee satisfaction survey and balanced
scorecard
Unit- III
Metrics & HR score cards, analytics in HRM, aligning HR analytics with organizational strategy
and ROI, best practices in training & development analytics, workforce planning and staffing,

Unit-IV
Challenges in application of HR digitalization, choosing right role of HR for building digitalization
of HR, digital HR marketing, digital media, data centre security, digitalization by redesigning
purpose of HR and HR digitalization with DMS, cloud, block chain, internet of thing and
artificial intelligence,
Unit-VII
AI delivers solutions, HR chatbots, reinforce employee relations and support workforce
engagement. Advantages of implementing AI and ML in HR. Barriers to AI adoption and
digitization of human resources

Reference books
Predictive HR Analytics Mastering The HR Metric by Dr Martin R Edwards And Kirsten Edwardsj
H R Analytics The What , Why And How by Tracy Smith
Artificial Intelligence For HR: Use AI To Support And Develop A Successful Workforce Book by
Ben Eubanks
Revolutionizing HR With AI byPankajHarita
Digitization Transforms HR by Tim Zimmermann RMAN
MMERMAN

5. Change Management and Culture Building

Objectives
To understand change and its management
To understand and enhance skills for effective diversity management
To develop insights in culture building
Topics
Unit-I
Understanding the change process, resistance to change, plan organizational change and
adopting OCM techniques.
Unit -II
The change target: organizational framework, structured vs. procedural changes, the black box
framework and the value chain framework.
Unit –III
Leading an increasingly heterogeneous workforce and ethnicity. Empowering best, talented
and creative employees from diverse backgrounds to perform and to ensure their retention to
create a sustainable competitive advantage.

Unit –III
Culture verses mission statement, building an adaptive culture, cross culture management
and diversity management,

Reference books
Theory of Organisational Development Change by Thomas G Cummimgs.Chritopher G Worli
Organisational Transition by A S Lewes
Organisational Change themes and issues by Jim Grieves
Change Management by V Nilakant, SRamnayaran

6. Learning and Development

Objective:
To determine and analyse learning and development of an organization
To design, conduct, deliver and evaluate training programs.

Topics
Unit –I
Understanding training and facilitation, TNA, understand learning theories, Creating a lesson
plan, planning for the basics, adding slack time, choosing activities, types of activities and
creating a tickle trunk. Preparing for the workshop: creating a materials list, gathering
participant information, setting up the physical location.Getting off on the right foot: greeting
participants, being prepared , using icebreakers and program execution.
Unit – III
Delivery tips and tricks, using visual aids, creating supporting materials, gauging when it's time
for a break, Keeping the program interactive, encouraging discussion, using group work, the
power of post-it notes, Dealing with difficult participants and tackling tough and sensitive topics
in-depth, lessons learned, completion of action plans and evaluation
Unit – IV
E-learning characteristics and design of an e-learning course in terms of sequencing, choice of
learning strategies, delivery formats, interactive content and learning platforms used to host
online courses.
Reference books
Employee Training And Development by Raymond A Noe
Successful Teaching by Marshal .J .L
Training And Development by ILO
Effective Training Systems ,Strategies And Practices by P. Nock Blanchard, James W Thacker
T And D Hand Book by Craig , Robert L And Lester R Brittle

7. Compensation Management
Objective:
To understand compensation and compensation decision making of the organization. .
To address the linkage between performance, talent and compensation.
Topics

Unit –I
Design principles of executive pay philosophy, CEO pay, concern areas, risk management and
executive pay and deferred compensation plans. Board compensation, shares, vesting terms,
performance based equity plans, ownership guidelines, board meeting, fees and gifts etc.
Corporate governance, transparency with shareholders , inflation and terminal benefits.
Unit – II
Executive compensation, strategy, long term incentives, market based plans and stock options
Regulation of executive compensation, shareholder rights and directors obligations,
compensation discussion and analysis. Golden parachute. Remuneration surveys
 Unit – III
Executive employment agreements, formats, clauses and law. Major challenges of the
compensation committee and related regulations.Customizing compensation system. Various
pay systems for work life effectiveness and total rewards strategy, compensation and
motivation, expatriate compensation practices and global compensation processes.
Unit –IV
Performance based plans. conceptual issues, compensation risk, compensation time horizon,
expectancy and agency theories base pay and annual bonus. Pay for performance, position,
competence and failure. Developing evaluation criteria, executive performance measures and
ROI
Reference Books
Compensation Management In A Knowledge Based World by Richard I Henderson
Compensation Management by D K Bhattacharya Oxford Publications
Wage And Salary Administration Total Compensation Systems by Dunn J D And Rachel M ll
Compensation Management by Henderson Richard L.

8. Competency Mapping And Assessment Centre

Course Objectives
To understand the process of competency mapping and profiling.
To illustrate the integration of competency profiling to other HR applications
To comprehend assessment centres design and application .
.
Topics
Unit - I
Concept of competency and competence, constituents of competence, components of
competencies, traits and types of competencies, threshold competencies, generic or key ,
functional, technical, managerial and leadership competencies.
Unit - II
Methodology of competency mapping, competency model development, competency
management, significance of competency-based performance management, strategy-
intervention and drivers. people capability maturity model, developing competency framework
and David Clarence and McClelland model.
Unit - III
Competency profiling, competency mapping tools, use of psychological testing in competency
mapping, the five C’s model for evaluating employees, assessment instruments. competencies
assessment (gap analysis), competency based recruitment to retirement, succession planning
and evaluate ROI.
Unit - IV
 Understanding of AssessmentCenters – Techniques, Processes & Resource Requirements, The
role of assessors, issues in developing competencies, experiential learning, competency profile
and its HR application.

Reference books
The Competency Hand Book by Steve Whiddett and Sarah Hollyforde.
The Handbook of Competency Mapping: Understanding, Designing and Implementing Competency
Models in Organizations bySeemaSanghi.
Competency based HRM by Ganesh Shermon
A Practical Guide to Competencies by Steve Whiddett and Sarah Hollyforde.
Assessment Centres : Identify Potential and Developing Competency by NitinSawardekar
Assessment and Development Centres by T V Rao
Art and Science of Competency Mapping by T V Rao
Course Curriculum at Glance
Semester – I
1. Perspective Management
2. Organisational Behaviour - Individual Psychology
3. Marketing & Sales Management
4. Finance, Accounting and Costing
5. Managerial Communication
6. Entrareneurship Management
7. Operations, Production and Supply Chain Mgmt.
8. Statistics
9. Seminar Paper 1
10. Seminar Paper 2
1. Perspective Management
 Management Concept
 Planning and Decision Making
 Organising
 Directing and Leading
 Controlling
 Management in Global Manufacturing and Service Organisations

2. Organisational Behaviour - Individual Psychology

 Psychological foundation of Human Behavior and Diversity in Organizations
 Attitudes Values and Beliefs
 Perception
 Emotions
 Learning
 Personality and Realization of Self
 Motivation: From Concepts to Applications
 Stress Management
 Power, Corruption and Empowerment

3. Marketing &Sales Management

 Marketing Concept
 Concept of a Product
 Consumer Decision Making Process
 Services Marketing
 Marketing Research
 Marketing Channels
 Selling Model, Sales Process, Distribution and Promotion
 Overview of Negotiations

4. Finance, Accounting and Costing

 Financial Management
  Interpretations of Financial Statements
 Working Capital Management
 Basics of Accounting
 Journal Entry to Balance Sheet
 Costing Concepts and application

5. Managerial Communication

 Managerial Communication
 Nonverbal Communication
 Transactional Analysis, Public Speaking and Presentations
 Listening
 Meetings and Discussions,
 Writing Business Letters/ emails/ proposals/ digital media
 Public Relations

6. Intrapreneurship Management
 Intrapreneurship Theories
 Entrepreneurship v/s Intrapreneurship
 Intrapreneurship in Corporate Environments
 Culture of Intraprenuership
 Innovation &Intrapreneurship
 Characteristics of an Intrapreauner
 Leadership, Strategy &Intrapreneurship
 Selling an Idea

7. Operations, Production and Supply Chain Management

 Business Processes
 Operations Management
 Manufacturing Processes
 Managing Quality, Capacity and Project Management
 Role of Logistics
 Role of Supply Chain
 Supply Chain Management

8. Statistics
 Business Statistics
 Probability
 Sampling, Distributions and Estimation
 Hypothesis Testing
 Nonparametric Methods

Semester – II
 1. Commercial Laws And I Taxation
2. Ethics, Corporate Governance & CSR
3. Human Resource polyclinic
4. Economics
5. Organisational Behaviour – Group Behaviour
6. Psychometric testing
7. Research Methodology
8. Industrial relations

Semester – II

1. Commercial Laws AndTaxation

 Company Law
 Law on Contract Act. Sales of Goods, Law of Negotiable Instruments, Law of
Partnership. Law of Consumer Protection & Information Technology Act
 Basics of Foreign Exchange Management Act
 Direct Tax – Income Tax, Indirect Tax – GST
 Working of Security Exchange & Board of India (SEBI)
 Legal issues in M&A, Anti-Trust Laws and Dispute Resolutions

2. Ethics, Corporate Governance & CSR

 Philosophy, Ethics And Business
 Moral Development in Humans, Concepts, Theories of Ethics
 Ethics in Making Decisions & Impacted of Corporate Culture
 CSR: Policy, Development, Implementation and Sustainability
 CSR: Reporting, Measurement, Audit & Global Trends
 Corporate Governance, Issues, Concepts, Domain, Law Accountability and
Reporting
 Public Policy Business And Politics And The Government
 Corporate Citizenship Multinational Corporations Functioning, Global
Reporting Initiatives

3. Human Resource Polyclinic

 Dynamic Environment of HRM And Objectives of HRM, Equal Employment
Opportunity, Employee Rights & Human Rights
 HRP, Induction, T & D, Managing Careers & Succession Planning
 Maintaining High Performance, Rewards and Pay Plans
 Employee Benefits, Health & Safety
 Overview of Labor Relations and Collective Bargaining
 HR Audit, HR Research, HR Accounting & HCM
 HR Trends to deal with GIG Employees

4. Economics
  Nature of Economics and its use in Decision-Making
 Demand Analysis
 Supply Analysis
 The Market System and Market Structure
 National Income
 An Overview of Modern Macroeconomics

5. Organisational Behaviour – Group Psychology

 Foundations of Group Behavior and Group Effectiveness
 Negotiation in Groups
 Interpersonal Communication Theories: Transactional Analysis
 Understanding Work Teams and Conflict Resolution Process
 Leadership - Concept, Traits, Styles and Transformational Leadership
 Power and Politics
 Organizational Climate
 Building a Culture, Cross Culture Management and Diversity Management
 Facilitator’s Skills Required for Effective People Management

6. Psychometric Testing
 Theory, Issues in Psychological Testing and Usage of Tests
 Personality Assessment - Theoretical Background, Self-Report Inventories
 Personality Tests and Awareness of its Requirements
 Contemporary Practices in Testing- Concept of E.I., Leadership Scales
 Organizational Surveys – Satisfaction Surveys, Motivation and Morale
 Performance Measurement
 Testing Creativity
 Assessment Centers and Integration of Profiles

7. Research Methodology
 Concepts of Sociology, Social Research, Principles and Practices
 Scientific Approach: Conceptual Foundations, Research Design
 Types Of Research, Research Process and Research Proposal
 Measurement: Validity, Reliability and Scaling Techniques, Questionnaire
 Sampling Techniques and Design, Methods of Data Collection and Hypothesis
Testing
 Data Analysis and Qualitative Methods
 Research Report

8. Industrial Relations
 Brief In Jurisprudence, Constitution Of India, Judicial System ILO, Orientation of
IPC, CRPC, The Indian Evidence Act, Pollution Control Laws, Public Interest
Litigation, Tort, Gender Justice, Legal Aspects of Employment and POSH
 Concept of Grievance
 Collective Bargaining Behavioral Theory Of Labor Negotiation
  Industrial Relations Scope, Objectives, Principles & Policy In India
 Structures and Function Of Labor Courts
 Industrial Disputes Prevention and Settlement
 Trade Unions
 Worker Participation

Semester - III
1. Strategic Management
2. International HRM
3. Strategic HRM
4. Organisational Structure, Theory & Design
5. Organisational Development
6. Learning Org. & Knowledge Management
7. Labour Laws
8. Quantitative Techniques in HR

Semester - III

1 Strategic Management
 Basic Concepts of Strategic Management and Business Policy
 Environmental Scanning and Industry Analysis
 Organizational Analysis and Competitive Advantage
 Strategy Formulation and Business Strategy
 Corporate Strategy
 Functional Strategy
 Strategic Choice
 Strategy Implementation and Control

2. International HRM
 Economic and Social Environment of National and Multinational Companies
related to IHRM
 Organizational Effectiveness and Ethics in a Global Environment
 Basic Challenges Of Organizational Design and IHRM Cultural Dimensions
 Managing a Globally Diverse Workforce, Human Resources Transfer of HR
Practices in MNC’s Outsourcing, Recruitment And Selection, Work Visa And
Migration Law
 International Performance Management, Compensation and Repatriation
 International Leadership Development, Developing International Staff and
Multinational Teams
 Global Unions, Regional Integration and Framework Agreements
 Employee Relations, Employee Involvement and International Labour
Standards
3. Strategic HRM
 Concept, Need Importance, Levels & Steps involved in developing a SHRM Plan
 Human Aspects of Strategy, Implementation, Cultural Factors and Leadership
 Organizational Structure and Design integrated with SHRM
 Attraction, Assessment, Retention, Retrenchment, Redundancy and Downsizing
Strategies
 Managing Human Capital in Executing Strategy, HR Architecture as a Strategic
Asset and The Measuring HR Strategic Influence
 Creating, implementing an HR Scorecard and Workforce Metrics
 Cost Benefit Analysis for HR Interventions
 Roles Of CEO, Management and HR Function
 Strategic Competencies for HR Professionals

4. Organisational Structure, Theory and Design

 Fundamentals of Organization Structures
 Designing Organizational Structure
 Attributes of Structure- Differentiation and Integration
 Designing for International Environment
 Organizational Strategy
 Organizational Structures and Work Flow Interdependence
 Organizational Decision Making Process and Strategy
 Conflict, Power and Politics
 Organizational Decline and Downsizing

5. Organisational Development
 Foundations, Purpose, Models and Process of OD
 OD Intervention, Evaluation and Institutionalization and HR Interventions
 OD in Integrating M&A, Expansion, Growth and Globalization
 OD Special Applications- Start-Up, Ongoing, Family Owned, Turnaround,
Building High Performing, Building Learning Organisations, Social Change etc.
 Organizational Transformation
 Future of OD and New Perspectives
 Evaluation of OD Effectiveness
 Organization Development Practitioner

6.Learning Organisations and Knowledge Management

 Emerging Business Realities and why Organizations need to Learn
 Building the Learning Organization: Fifth Discipline
 E- Learning :Tools and Techniques
 Architecting: A Learning Organization and Systems Thinking
  Benchmarking and Process Mapping
 Organizational Design and Culture
 Understanding Data, Information and Knowledge
 K M and a Culture to Mitigate Individual’s Fears
 Strategy and HRM
 Knowledge-Based Competition, Creation & Acquisition Processes
 Communities of Practice
 Problems of Cross-Border Issues in K M
 KM: The Indian Experience

7. Labour Laws
 Laws Related to Employment and IR : Employment (Standing Orders) Act, The
Industrial Disputes Act, Bombay Industrial Relations Act, The Migrant Workers
Act Trade Unions Act, Maharashtra Recognition Of Trade Union Act and The
Contract Labor (Regulation &Abolition) Act.
 Laws Related to Compensation Benefits and Welfare: Equal Remuneration Act,
Payment of Wages Act, Minimum Wages Act, Payment of Bonus Act, Employees
Provident Funds (And Misc. Provisions) Act, Workmen’s Compensation Act,
Employees’ State Insurance Act, Payment Of Gratuity Act, Maternity Benefit Act,
The Factories Act and The Shops &Establishments Act

8. Quantitative Techniques In HRM

 Concept of Individual Differences, Psychometric Tests
 Features of Standardized Scientific Assessment Instruments
 Process of Designing Scientific, Standardized Instruments
 Developing Items and Item Analysis
 Reliability Kinds, Reliability of Raters and Role of Test users
 Validity Studies - Regression Analysis and Factor Analysis
 Designing WAB and Developing Interview Questions
 Constructing Attitudinal Scales, Employee Evaluation – Usage Of ANOVA
 Setting Cut-Off - Scaled Scores, Developing Norms, Utility Analysis

Semester – IV
1. Operational Excellence
2. Employee Engagement
3. Performance Management
4. HR Analytics, AI And Digitisation
5. Change management and culture building
6. Learning & Development
7. Compensation Management
8. Competency Mapping and Assessment Center

Semester - IV
1 Organization Excellence
 Foundation of TQM & Key aspects of Quality Systems
 MalcomBaldridge National Quality Awards, TBEM, IMC Excellence Awards
 TQM Tools and Improvement Cycle
 Quality Control in Supply Chain & Service Sector
 Six Sigma, DMIAC and DFSS Methodology, Seven Tools of QC, QC Circles
 5-S Program, Poke-Yoke, Kaizen Events and Value Stream Mapping (VSM)
 Application of SPC Using Minitab, Various Quality Standards, Business Process
Reengineering, Benchmarking and PCMM

2. Employee Engagement
 Concept and Strategy of Employee Engagement
 Company Values to build Employee Loyalty and Meaningful Work
 Experiences that go beyond their Regular Deliverables and Job
Descriptions
 HR needs to reinvent itself on Employee Engagement
 Employee Engagement Used For Company Branding And Digital
Communities
 Ways To Harness Employee Engagement, Use Of HR Catboats, AI, ML And
Digitization
 Employee Engagement as a dimension of CSR and being a Role Model
 Design Programs & Governance Structures to Engage Employees

3. Performance Management
 Work Efficiency, Productivity Effectiveness And Performance Management
 Creating A Performance Culture And PMRS
 Tools Of Performance Management- MBO, MBR, BSC, 360 Degree Appraisal,
Competency Based Appraisal
 Identification of Key Result Areas - Goal Setting
 Performance Review and Creation of Individual Development Plans
 Performance Counseling
 Techniques and Strategies of Coaching
 Performance Excellence

4. HR Analytics, AI and Digitisation

 HR Analytics, Maturity Framework, People Practices and HRIS Systems
 Descriptive, Predictive and Prescriptive Analytics in HR
 Strategy Maps Aligning with Organization Vision
 Employee Retention Analysis, Employee Satisfaction Survey, Balance Scorecard
 Metrics, HR Score Cards Analytics in HRM
 Aligning HR Analytics With Organizational Strategy and ROI
 Best Practices in Learning & Development - Analytics
 Challenges In Application Of HR Digitalization– DMS, Cloud, Block Chain,
Internet of Thing, Artificial Intelligence
  AI Solutions. HR Chatbots for Reinforcing Employee Relations and Support
Workforce Engagement
 Advantages And Barriers Of Implementing AI And ML In HR

5 Change Management and Culture Building

 Understanding the Change Process and Resistance to Change
 Plan Organizational Change and Adopting OCM Techniques
 Organizational Framework, Structured v/s Procedural Changes, The Black Box
Framework, The Value Chain Framework
 Strategic Change Interventions and Transformational Change
 Culture - Mission Statement, Organizational Culture, Ethical Values,
Organizational Failure and Pathology
 Creating And Managing Organizational Culture and Values
 Culture – Building an Adaptive Culture, Cross Culture Management
 Organizational Rites and Social Responsibility
 Manager Heterogeneity Ethnicity and Diversity Management

6. Learning and Development

 Understanding Training,Facilitation and TNA
 Methods Of Training and Creating A Lesson Plan
 Choosing Activities, Creating a Tickle and Interactive Training
 Preparing and Delivery For A Training Program /Workshop
 Encouraging Discussion and Using Group Work
 Dealing with Difficult Participants
 Understanding of Learning Theories
 Completion of Action Plans
 Evaluation and Effectiveness Of Training
 E-Learning Characteristics Design, Strategies, Delivery Formats & Learning
Platforms

7. Compensation Management
 Philosophy and Design Principles of Executive Pay
 Key Elements of Executive Compensation Management Process, Pay for
Performance, Position, Competence Time Horizon, Expectancy, Base Pay,
Annual Bonus and Risks of payment
 Compensation and Rewards Strategy, Long Term Incentives/ Stock Options,
Regulation, Variable Pay Systems and Golden Parachute
 Remuneration Surveys, Compensation Discussion and Analysis
 Executive Employment Agreements
 Compensation Linked to Performance Measures, Performance Metrics and
Compensation, Work Force Productivity And ROI
 CEO Pay, Ownership Guidelines, Board Meeting, Fees & Gifts etc.
 Corporate Governance, Transparency with Shareholders and Terminal
Benefits
 8 Competency Mapping and Assessment Centre

 Concept of Competence and Competency

 Methodology of Competency Mapping
 Competency Model Development
 Competency Models
 Competency Profiling
 Competency Based HR Practices From Recruitment To Retirement And Its ROI
 Assessment Centers Management, Processes & Resource Requirements
 The Role Of Assessors

Assessment and evaluation

Every course will be evaluated on continuous basis and at the end of the semester.
The weightage for continuous assessment is 40% and the weightage for semester end
examination is 60%. Minimum passing percentage is 50%. The student will have to pass
separately in continuous assessment and semester end examination.
The seminar papers will be evaluated by the guiding professor. 40% marks will be awarded by
the guide on the basis of the work done by the student, intermittent interactions and learning
that has happed during the course of writing the seminar paper. 60% marks will be awarded
based on the viva-voce of the student.

Credit and Grading System

Credit Based Semester and Grading System: (10 point grading system)

Grading of Performance
Letter Grade and Grade Point Allocation

In every Course, based on the combined performance in all assessments, in a

particular Semester as per the curriculum/syllabus, the student is awarded a letter
grade. These letter grades not only indicate a qualitative assessment of the
learner’s performance but also carry a quantitative (numeric) equivalent called the
Grade Point. The letter grades and their equivalent grade point applicable for MMS
program are given below:
A learner who remains absent in any form of evaluation/examination, letter grade
allocated to him/her should be AB and corresponding grade point is zero. He/She
should reappear for the said evaluation/examination in due course.
 Range of percentage of Letter Grade Performance SGPA / CGPA
Marks Grade Point Range
80 and above O 10 Outstanding 9.51 – 10
75-79.99 A+ 9 Excellent 8.51 – 9.50
70-74.99 A 8 Very Good 7.51 – 8.50
65-69.99 B+ 7 Good 6.51 – 7.50
60-64.99 B 6 Fair 5.51 – 6.50
55-59.99 C 5 Average 4.51 – 5.50
50-54.99 P 4 Pass 4.0 – 4.50
Below 50 F 0 Fail <4
Absent AB 0 Fail

SGPA/ CGPA Calculation

Semester Grade Point Average (SGPA)
The performance of a learner in a semester is indicated by a number called
Semester Grade Point Average (SGPA). The SGPA is the weighted average of the
grade points obtained in all the courses by the learner during the Semester. For
example, if a learner passes five courses (Theory/Projects etc.) in a semester with
credits C1, C2, C3, C4 and C5 and learners grade points in these courses are G1, G2,
G3, G4 and G5 respectively, then learners’ SGPA is equalto:

C1G1 + C2G2 + C3G3 + C4G4 +C5G5

SGPA = C1 + C2 + C3 + C4 + C5

The SGPA is calculated to two decimal places. The SGPA for any semester will take
into consideration the “F or AB” grade awarded in that semester. For example if a
learner has failed in course 4, the SGPA will then be computedas:

SGPA = C1G1 + C2G2 + C3G3 + C4*ZERO +C5G5

C1 + C2 + C3 + C4 + C5

Cumulative Grade Point Average (CGPA)

An up to date assessment of the overall performance of a learner from the time
s/he entered the University of Mumbai is obtained by calculating a number called
the Cumulative Grade Point Average (CGPA), in a manner similar to the calculation
of SGPA. The CGPA therefore considers all the courses mentioned in the
 curriculum/syllabus manual, towards the minimum requirement of the degree
learner have enrolled for. The CGPA is calculated at the end of every semester to
two decimal places and is indicated in semester grade report cards. The CGPA will
reflect the failed status in case of F grade(s), till the course(s) is/are passed. When
the course(s) is/are passed by obtaining a pass grade on subsequent
examination(s) the CGPA will only reflect the new grade and not the fail grades
earnedearlier.

Example: Up to semester r a learner has registered for n courses, among which

s/he has “F” grade in ithcourse. The semester grade report at the end of semester r
therefore will contain a CGPA calculated as:

CGPA = C1G1 + C2G2 + C3G3 + ….Ci*ZERO +…+CnGn

C1 + C2 + C3…. + Ci+ …+ Cn

Even if a learner has failed in a course more than once, the course will figure only
once in the numerator as well as the denominator. At the end of semester r+1
s/he has appeared for examination for k number of courses including the ithbacklog
course and has cleared all the courses including the backlog course, the CGPI at the
end of this semester is calculated as,

CGPA = C1G1 + C2G2 + C3G3 + ….Ci*Gi +…+CnGn

C1 + C2 + C3…. + Ci+ … + Cn

There will also be a final CGPA calculated which considers all the credits earned by
the learner specified for a particularprogramme.

Rules of passing and promotion will be as per the University of Mumbai.

The rules for Unfair means, supplementary examinations, and exemptions etc. are same as
University of Mumbai