MASTER OF BUSINESS ADMINISTRATION (MBA)

Academic Regulations  Program Structure  Course Outlines

2020

Version 2.0 (Revised on September 3, 2020)

 PROGRAM EDUCATIONAL OBJECTIVES (PEOs)

PEO1. The graduates will be able to take up managerial roles adding value in
organizations operating in dynamic environment.
PEO2. Graduates will be able to provide solutions to organizations by applying
analytical and critical thinking.
PEO3. Graduates will appreciate the need for ethical conduct and social
responsiveness in their professional career and life.
PEO4. Graduates will be able to communicate effectively and to work as a valuable
team player.

PROGRAM OUTCOMES (POs)

The students will be able to:

PO1. Relate broad knowledge in key management theories and practice.
PO2. Utilize hard and soft skills that are useful in organizations.
PO3. Apply knowledge and skills to solve organizational problem and issues.
PO4. Evaluate approaches to manage volatile, uncertain, complex and ambiguous
business environment.
PO5. Appreciate value-based management practices.
PO6. Integrate functional strategies to manage organizations efficiently and
effectively.

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1. INTRODUCTION

Manipal Institute of Management (MIM) is a constituent Institute of Manipal Academy of

Higher Education (MAHE), Manipal. It offers full-time Master of Business Administration
(MBA) program of two-year period. The All India Council Technical Education (AICTE) has
approved this program. The program is designed to equip the graduates with knowledge and
skills to lead organizations that have to operate in a highly dynamic environment. The Institute
endeavours constantly to mould future managers who are competent in professional skills,
ethically driven and socially responsible. The periodical revisions in and feedback from industry
to curricula enable us to make our program industry relevant and up to date.
Our MBA program follows the Choice Based Credit System (CBCS).
The program offers dual specialization in the areas of Finance, Human Resource, Marketing,
and Operations Management.

2. TITLE OF THE PROGRAM

The program shall be called Master of Business Administration which is abbreviated as MBA.

3. DURATION

3.1. It requires a minimum of two years of study in the program for a student to become eligible
for the award of the MBA degree. This period can be extended up to a maximum of four
years.
3.2. MBA program follows the semester pattern of program delivery. An academic year is
divided into two semesters, each semester spreading across 16 weeks.

4. ELIGIBILITY FOR ADMISSION

4.1. Admission to the MBA program is open to all candidates who have earned a Bachelor’s
degree of minimum three years’ duration, recognised by Manipal Academy of Higher
Education, with at least 50 per cent of marks in aggregate, in the qualifying examination.
4.2. The selection for the MBA program is through a valid score of CAT/
MAT/CMAT/ATMA/GMAT/XAT, followed by group discussion and personal interview
conducted by the Institute.

5. PEDAGOGY
The pedagogy of our MBA program is essentially student-centered learning that aims at
instilling cutting-edge knowledge, fostering a spirit of inquiry, inculcating life-long learning,

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 building skills and developing social awareness and a sense of social responsibility. The
Institute employs a variety of pedagogical tools such as lectures, case-based teaching, role plays
and computer-aided simulations.

6. ASSESSMENT

6.1. A student would be said to have earned the credits assigned to a particular course when
he/she passes that course after the fulfilment of minimum performance requirement
equivalent to a Grade of E or better.
6.2. Progress of the participants in each course shall be assessed internally through a system
of variety of assessments carried out internally by the course instructor, followed by a
semester-end examination (administered by MAHE). The semester-end examination
carries a weightage of 50%. The Internal assessment would carry a weight of 50% and
consists of a mix of components such as tests, report writing, reflective writing, case
analysis, simulation and research reports.
6.3. Based on their performance, participants shall be awarded letter grades in each course.
The letter grades and the points assigned to each course are as given in Section 6.5.
6.4. The student who has secured an F Grade must reappear for the semester-end exam when
the University offers it.
6.5.
Grade A+ A B C D E F/I/DT*
Points 10 9 8 7 6 5 0
F: Failure I: Incomplete DT: Detained

7. SUMMER INTERNSHIP PROJECT (SIP)

7.1. Students are required to carry out a mandatory Summer Internship Project (SIP) for a
period of six to eight weeks in an organization at the end of the first year.
7.2. Students are required to submit a SIP report at the end of Semester III. The report
would be evaluated internally by a panel of faculty members. The report must include
a SIP completion certificate obtained from the organization concerned.
7.3. The SIP (MGA-701) would carry 2 credits and the SIP performance will be evaluated
in Semester III.
7.4. An alternate SIP format can be offered for students upon approval from the Head of
Institution.

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8. ACADEMIC REGULATIONS

8.1. ATTENDANCE

8.1.1. A student who has attended at least 75% of the classes, held in a course, will be
eligible to appear for the semester-end examination.
8.1.2. A student who is ineligible to appear for the end-semester examination in a course
due to attendance shortage (less than 75%) is awarded grade DT (Detained) in the
course. However, students having attendance 60% and above in the course will
be permitted to improve their attendance by registering for the remedial classes
in the respective course by paying the prescribed fee.
8.1.3. Remedial classes are held immediately after the regular exams and completed
before the make-up exams. An additional sessional examination will be
conducted during remedial session which may help the students in improving
their internal assessments. At the end of the remedial classes, if the student has
75% attendance, he/she will be permitted to write the make-up examination. In
all such cases the grade in the course will be capped to ‘C’.
8.1.4. A student who has failed in a course (F grade) can also register for remedial
classes by paying the prescribed fee. This can help the student to improve the
internal marks by writing the additional sessional examination during remedial
session. They will be able to appear for the make-up examination with improved
internal assessment in the course. However, the grade in the course will be
capped to ‘C’.

8.2. ACADEMIC PERFORMANCE

8.2.1. A student would be deemed to have earned the credit assigned to a course if
he/she passes the course with at least an E grade.
8.2.2. To be promoted from the first year to the second, a student needs to earn at least
36 credits. The student who has less than 36 credits at the end of first year,
forfeits the chance of repeat attempts shown in section 8.3.
8.2.3. To be eligible for the award of an MBA degree, a student needs to earn a total of
102 credits.

8.3. SUPPLEMENTARY EXAMINATIONS

8.3.1. Supplementary exams are conducted soon after the announcement of results of
that semester for those students who have obtained F/I grade in the courses
offered during that semester.
8.3.2. For students who have once failed (F grade) in any course, a maximum of C

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 grade only will be awarded in the subsequent examinations irrespective of their
performance.
8.3.3. Those who miss regular examination due to valid reasons (I Grade) will be
allowed to retain whatever grade they obtain in the supplementary examination.

8.4 RE-REGISTRATION OF COURSES

8.4.1 Students with F/I/DT grade are allowed to re-register for the courses of the lower
semester along with their regular semester subjects by paying the prescribed fees.
8.4.2 Students are eligible to obtain actual grades in re-registered courses.

9. PROGRAM STRUCTURE

9.1. FIRST YEAR

The first year of the study is divided in to semester I and II. In the first year of the
program a strong foundation is laid through 16 courses comprising the functional areas
of management. A student must earn 26 credits in each semester.

SEMESTER I
COURSE
COURSE L T P C
CODE
MGA-601 Business Economics 4 0 0 4
MGA-603 Business Statistics* 3 1 0 4
MGA-605 Financial Accounting 3 1 0 4
MGA-607 Human Resource Management 4 0 0 4
MGA-609 Business Law* 4 0 0 4
MGA-611 Marketing Management 4 0 0 4
MGA-613 Organisations: Behaviour, Structure, Processes* 2 0 0 2
MGA-615 Work Integrated Learning Project-1 0 0 10 10
Total Credits 26
L-Lecture, T-Tutorial, P-Practical, C-Credit

* In lieu of these courses, students will undertake MGC-615 Work Integrated Learning Project-1 subject to the
Institute offering the course.

SEMESTER II
COURSE
COURSE L T P C
CODE
MGA-602 Operations Management 3 1 0 4
MGA-604 Management Information Systems* 4 0 0 4
MGA-606 Business Strategy 4 0 0 4

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 COURSE
COURSE L T P C
CODE
MGA-608 Corporate Finance 3 1 0 4
MGA-610 Business Research Methods 3 1 0 4
MGA-612 International Business Management* 4 0 0 4
MGA-614 Business Communication* 2 0 0 2
MGA-616 Work Integrated Learning Project-2 0 0 10 10
Total Credits 26
Total I Year Credits 52
MINIMUM CREDITS REQUIRED TO REGISTER FOR II YEAR 36
L-Lecture, T-Tutorial, P-Practical, C-Credit

* In lieu of these courses, students will undertake MGC-616 Work Integrated Learning Project-2 subject to the
Institute offering the course.

9.2. SECOND YEAR

9.2.1.The second year of study is divided into Semester III and IV. A student earns 26
credits in semester III and 24 credits in semester IV. In the counselling session
held before the commencement of semester III, the students will be provided with
their course schedule for the year. A student attains specialisation in an area by
earning at least 16 credits in that area.

SEMESTER III L T P C
Elective 1 (Specialization 1- Course 1) 4 0 0 4
Elective 2 (Specialization 1- Course 2) 4 0 0 4
Elective 3 (Specialization 2- Course 1) 4 0 0 4
Elective 4 (Specialization 2- Course 2) 4 0 0 4
Elective 5 Programme Elective 4 0 0 4
Elective 6 Programme Elective/Open Elective 4 0 0 4
Elective 7 MGA-GE-707: Work Integrated Learning
0 0 8 8
Project-3
Summer Internship Project (SIP) MGA-701 0 0 2 2
Total Credits 26
L-Lecture, T-Tutorial, P-Practical, C-Credit

SEMESTER IV L T P C
Elective 1 (Specialization 1- Course 3) 4 0 0 4
Elective 2 (Specialization 1- Course 4) 4 0 0 4
Elective 3 (Specialization 2- Course 3) 4 0 0 4
Elective 4 (Specialization 2- Course 4) 4 0 0 4
Elective 5 Programme Elective 4 0 0 4

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 SEMESTER IV L T P C
Elective 6 Project – MGA 708 0 0 4 4
Elective 7 (MGA-GE-710): Work Integrated 0 0 8 8
Learning Project-4
Total Credits 24

9.2.2. In Semester III, students study two courses of their first specialisation and two
courses of their second specialisation, and in Semester IV, two more courses of
their first specialisation and two more courses of their second specialisation. Thus,
in their second year they study four courses each in their two specialisations.
9.2.3. In Semester III, students submit Summer Internship Project (SIP) (MGA-701)
report.
9.2.4. Students can study three programme electives, spread across two in Semester III
and one in Semester IV. However, in lieu of one programme elective in Semester
III, they can elect to study one open elective. In Semester IV, they take compulsory
project MGA 708
9.2.5. The list of electives that are available for registration in Semesters III and IV would
be announced during Semester II. The electives that would finally be offered would
depend on the number of student registrations. The minimum number of student
registrations required for an elective to be offered is 10. However, this requirement
can be waived in special cases subject to the feasibility of offering the course.

9.2.6. Students can take up a Massive Online Open Course as an open elective. The
student must take an approval from a 3-member MOOCs advisory committee
constituted within the Institute before they enrol in MOOC course. The grade to be
awarded on successful completion of a MOOC course is determined by the MOOCs
advisory committee. The Institute may also assess student learning in MOOCs.

9.3. ELECTIVE COURSES OFFERED IN SECOND YEAR

The following are the approved elective courses in different areas of specialisation.

FINANCE AREA
SEMESTER III
COURSE COURSES L T P C
CODE
MGA-FN-701 Financial Statement Analysis 3 1 0 4
MGA-FN-703 Financial Markets 4 0 0 4
MGA-FN-705 Corporate Valuation 3 1 0 4

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SEMESTER IV
COURSE COURSES L T P C
CODE
MGA-FN-702 Portfolio Management 3 1 0 4
MGA-FN-704 Strategic Financial Management 3 1 0 4
MGA-FN-706 International Financial Management 3 1 0 4

HUMAN RESOURCE MANAGEMENT AREA

SEMESTER III

COURSE COURSES L T P C
CODE
MGA-HR-701 Performance Management 4 0 0 4
MGA-HR-703 Industrial Relations and Labour Legislations 4 0 0 4
MGA-HR-707 HR Analytics 3 1 0 4

SEMESTER IV
COURSE COURSES L T P C
CODE
MGA-HR-702 Learning and Development 4 0 0 4
MGA-HR-704 International Human Resource Management 4 0 0 4
MGA-HR-708 Compensation Management and Benefits 4 0 0 4

MARKETING AREA
SEMESTER III
COURSE COURSES L T P C
CODE
MGA-MR-701 Sales and Distribution Management 4 0 0 4
MGA-MR-705 Services Marketing 4 0 0 4
MGA-MR-707 Marketing Analytics 3 1 0 4

SEMESTER IV
COURSE COURSES L T P C
CODE
MGA-MR-702 Integrated Marketing Communication 4 0 0 4
MGA-MR-704 Brand Management 4 0 0 4
MGA-MR-708 Consumer Behaviour 4 0 0 4

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 OPERATIONS MANAGEMENT AREA

SEMESTER III
COURSE COURSES L T P C
CODE
MGA-OP-701 Service Operations Management 4 0 0 4
MGA-OP-703 Supply Chain Management 4 0 0 4
MGA-OP-705 Operations Strategy 4 0 0 4

SEMESTER IV
COURSE COURSES L T P C
CODE
MGA-OP-702 Project Management 4 0 0 4
MGA-OP-704 Total Quality Management 4 0 0 4

PROGRAMME AND OPEN ELECTIVES

SEMESTER III
COURSE COURSES L T P C
CODE
MGA-PE-701 Business Analytics 4 0 0 4
MGA-PE-703 Global Business Strategy 4 0 0 4
MGA-PE-705 Entrepreneurship 4 0 0 4
MGA-PE-707 Work Integrated Learning Project-3 0 0 8 8

SEMESTER IV
COURSE COURSES L T P C
CODE
MGA-PE-702 Foreign Language 4 0 0 4
MGA-PE-704 Management of Stress and Emotions, Yoga, and 1 1 2 4
Meditation
MGA-PE-706 Corporate Sustainability and Environmental 4 0 0 4
Management
MGA-PE-708 Digital Marketing 4 0 0 4
MGA 708 Project 0 0 4 4
MGA-PE-710 Work Integrated Learning Project-4 0 0 8 8
L-Lecture, T-Tutorial, P-Practical, C-Credit

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 COURSE OUTLINES

SEMESTER I

MGA-601: Business Economics

Introduction: Definition; Nature; Scope; Wants, limited resources and choice; Basic economic
problems; Economics and the world of business; Business environment and business economics;
Nature and functions of profit
Demand and Supply: Demand; Factors underlying demand; Demand theory, Elasticity of demand
and business decision; Demand forecasting. Supply; Factors underlying supply
Production and Cost Analysis: Production function; Cost behavior; Laws of returns and Laws of
returns to scale; Break-even analysis; Economies of Scale and scope; Learning curves
Market Structure and Pricing Practices: Contestable and Uncontestable market theories; Perfect
competition; Monopoly; Monopolistic competition; Oligopoly: Pricing Practices; Capital
budgeting; Mapping of Business Environment: Internal environment; External environment
Managerial Theories of Firm: Sales revenue maximization; Growth Maximisation; Managerial
Utility Maximisation; Behavioural theory of Firm; Game theory and Competitive strategy
Macroeconomics and Business: Government policies; instruments and objectives (Fiscal and
Monetary policies); Business Cycle; Inflation: its cause and effects; Balance of payments;
Exchange rate.
Reference:

1. Salvator, D. (2013). Managerial Economics: Principles and Worldwide Applications, 7th

edn. New Delhi; OUP
2. Sloman, J. and Sutcliffe, M. (2013: 2006). Economics for Business, 3rd edn. New Delhi:
Pearson Education Ltd.
3. Samuelson, W. F. & Marks, S. G. (2014). Managerial Economics, 6th Edn. New Delhi;
Wiley India Pvt Ltd.
4. Cherunilam, F. (2014). Business Environment: Text and Cases; New Delhi: Himalaya
Publishing.
Additional Reading:
1. Samuelson, P. A. and Nordhaus, W. D. (1998). Economics. New Delhi: Tata McGraw-Hill
2. Griffiths, A. and Wall, S. (eds) (2005). Economics for Business and Management: A
Student Text. United Kingdom: Pearson Education.

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MGA-603: Business Statistics
Descriptive Statistics: Types of Data, scales of measurement, use of charts and tables to summarize
categorical and numerical data, measures of central tendency and variation, descriptive statistics
using Statistical software packages.
Correlation and Regression: causal relationship in business data, scatter diagrams, coefficients of
correlation, coefficient of determination, simple linear regression, correlation and regression using
statistical packages.
Probability Basics: Basic concepts, rules, conditional probability, statistical independence, Bayes
theorem; Probability distributions: Discrete and continuous random variables, Binomial and
Poisson’s distribution; Normal and Exponential distribution; properties and application.
Forecasting: qualitative and quantitative methods, time series analysis, smoothing techniques, trend
projection, measures of forecast accuracy, time series forecasting using statistical software
packages.
Sampling: Sampling methods, sampling distribution of mean and proportions, central limit theorem.
Estimation: Point estimates and interval estimates, confidence intervals, estimation of sample size.
Deterministic Decision Models: Linear Programming Problems (LPP): formulation exercises on
LP problems, graphical method of solving LPP, sensitivity analysis in LPP, modelling and solving
LPP using spreadsheets, special types of LPP.
References:

1. Anderson D.R, Sweeney D.J, Williams T.A, Camm J.D, Cochran J.C (2015). Statistics for
Business & Economics: Revised, (12th ed.). New Delhi, India: Cengage learning.
2. Anderson D.R, Sweeney D.J, Williams T.A, Camm J.D, Martin, (2012), Introduction to
Management Science: Quantitative Approaches to Decision Making, (13th ed.) New Delhi,
India: Cengage Learning.
3. Bernard W. Taylor (2013), Introduction to Management Science, (12thed.) New Delhi,
India: Pearson Education.

MGA-605: Financial Accounting

Financial Accounting: Beginning Assumptions; Reporting Profitability, The Income Statement;
Reporting Financial Position, The Balance Sheet; Reporting Equity, The Statement of Retained
Earnings; Reporting Cash Flows, The Statement of Cash Flows; Qualitative Characteristics of
Accounting Information; The Conceptual Framework.
Corporate Financial Statements: Business Forms; Generally Accepted Accounting Principles;
The Classified Balance Sheet; The Multi-step Income Statement; Horizontal and Vertical Analyses;
The Statement of Stockholder’s Equity; Information Beyond the Financial Statements.

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Include introduction/ overview of AS, IND-AS, IFRS and USGAAP.
Recording Accounting Transactions: The Accounting Information System; Accounting
Transactions and the Accounting Equation; The Double-Entry Accounting System; Recording
Transactions in the Accounting System; Comprehensive Example, Journal Entries to Financial
Statements.
Accrual Accounting and Adjusting Entries: Accrual and Cash Bases of Accounting; Adjusting
Journal Entries; Comprehensive Example: Adjusting Journal Entries; Closing Process; The
Accounting Cycle – A Summary.
Internal Control and Cash: Internal Control; Components of Internal Control; Cash Controls;
Reporting Cash and Cash Equivalents; Analyzing Cash.
Receivables: Recording and Reporting Accounts Receivable; Uncollectible Receivables;
Estimating Bad Debt Expense; Analyzing Accounts Receivable; Notes Receivable.
Include recording of revenue (basic revenue recognition criteria for goods and services.
Inventory: Recording, Expensing, and Reporting Inventory; Inventory Costing Methods;
Comparing Inventory Costing Methods; Inventory Errors; Estimating Ending Inventory; Lower-of-
Cost-or-Market; Evaluating A Company’s Management of Inventory; Appendix – Periodic
Inventory System.
Fixed Assets and Intangible Assets: Recording, Expensing, and Reporting Fixed Assets;
Calculating Depreciation Expense; Liabilities, Stockholders’ Equity, Adjustments made during a
Fixed Asset’s Useful Life; Disposing of Fixed Assets; Evaluating a Company’s Management of
Fixed Assets; Fixed Assets and Cash Flows; Intangible Assets.
Statement of Cash Flows: Preparing the Statement of Cash Flows; Investing, operating and
financing activities.
Financial Statement Analysis: Financial Statement Analysis; Horizontal and Vertical Analyses;
Profitability Analysis; Liquidity Analysis; Solvency Analysis.
References
1. Narayanaswamy, R. (2015). Financial Accounting: A Managerial Perspective (5th ed.).
Delhi: PHI Learning Private Limited.
2. Godwin, N.H., Alderman, C.H., & Sanyal, D. (2014). Financial Accounting (2nd ed.). New
Delhi: Cengage Learning India Private Limited.
3. Srivastava, R., & Misra, A. (2011). Financial Management (3rd ed.). New Delhi: Oxford
University Press.

MGA-607: Human Resource Management

Framework of Human Resource Management
Concept, Nature of HRM, Scope of HRM. HRM: Functions, Objectives, HRM Challenges, HR
management roles, HR management competencies.
Procurement of Human Resources

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Job Analysis: Meaning, importance, Purpose, process of Job Analysis, methods of collecting job
analysis data, Job Description and Job Specification, benefits of job analysis.
Human Resource Planning: Meaning, Need, objectives, Importance, factors affecting HRP,
benefits, process of HRP, Supply forecasting, demand forecasting.

Recruitment: Definition, Meaning, Need, objectives, Process and Sources of recruitment, new
approaches to recruitment. Selection: Introduction to selection process, Selection procedure, tests,
interviews. Induction & Placement: Definition, techniques, problems in placement.
Internal Mobility: Promotion, Transfer, Demotion and Separation

Training & Development

Nature and importance of training, Training v/S development, Training v/s education, objectives,
benefits, Training need assessment, methods of training, training for special purpose, Evaluation of
training. Development: Definition, need and importance, what is MDP, EDP’s and MDP’s
Performance Management & Appraisals: Meaning, Objectives, scope & purpose, Appraisal
process, methods for evaluating performance, problems & challenges in appraisal, feedback &
coaching, career planning & succession planning.
Human Resources Accounting: Meaning, process and importance. Human Resource Accounting
- Measurement of Human Value addition into Money Value - Objectives of Human Resource
Accounting - Approaches to Human Resource Accounting.
Basics of HR Analytics: Concept and Evolution of HR Analytics & data sources. HCM: 21Model.
Use of workforce analytics to improve decision making. Analytics and Prediction. Introduction to
HR Metrics and predictive analytics. Importance of HR Analytics. Future of Human Resource
Analytics. HR Score card.

HR Audit: Meaning and Objectives of HR Audit. Need for HR Audit. Methods of HR Audit.
Safety & Security: Meaning of employee safety, types of safety, safety and health programmes,
statutory provisions of safety in India.
References:
1. B. Mathis, R. L., Jackson H.J., Valentine.S., & Megalich.P (2015). Human Resource
Management (15 ed.). Boston: Cengage Learning.
2. Dessler.G., Varkkey.B., (2011), Human Resource Management (12 ed.). New Delhi:
Pearson.

MGA-609: Business Law

Law relating to general contracts: Indian contract Act, 1872; Legal provisions relating to a
valid contract; Offer and acceptance; Consideration; Capacity to contract; Free consent;
Performance of contracts; Legality of object; Breach of contracts and remedies; General clauses
of contracts and formalities.

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Law on special contracts: Contingent contracts; Quasi contracts; Types of special contracts –
Indemnity; Guarantee; Bailment; Pledge; Agency; Law of insurance; Employment contract.
Law of Partnership: Indian Partnership Act, 1932; Formation of Partnership; Relations of
partners; Dissolution of firm; Law of limited liability partnership.
Law of insolvency: Property and debts of insolvent; Discharge of insolvent.
Negotiable instruments Act: Nature and types of negotiable instruments; Bearer and Order
Instrument; Bills payable at sight; Bills payable after sight; Bills payable after date; Negotiation
and endorsement; Crossing of cheques; Marking of cheques; Legal provision relating to dishonour
of negotiable instruments.
Companies Act of 2013: Nature; Kinds and incorporation provisions of companies; Fundamental
corporate documents; Company meetings; Winding up of the company; Legal provision relating to
corporate management.
Consumer protection Act of 1986: Consumer protection councils; Consumer disputes redressal
agencies.
Intellectual Property Law: Legislation; Trademarks; copy rights; Patent; Designs; Geographical
indications of goods (Registration and Protection) Act, 1999.
Other Laws: The information technology Act, 2000; Competition Act, 2002.

References
1. Kapoor, G. K., & Dhamija, S. (2014). Company Law and Practice; A Comprehensive Text
Book on Companies Act 2013 (19 ed.). Taxmann Publications Pvt Ltd, Delhi.
2. Kuchal, M. C., & Prakash, D. (2013). Business Legislation for Management (3 ed.). Vikas
Publishing House Pvt Ltd, Noida.
3. Pollock. (2014). Indian Contract Act-1872 (14 ed.). LexisNexis Publications, Gurgaon.
4. Kapoor, N. D. (2012). Elements of Mercantile Law. Sultan Chand & Sons, New Delhi.

MGA-611: Marketing Management

Introduction to marketing management: Understanding Marketing Management; Concepts of
marketing.
Importance of marketing: Nature; Scope; Evolution.
Analysing Marketing Opportunities: Nature of market demand; Market environment; Competitor
analysis.
Analysing consumer markets and buyer Behavior: Analysing business markets and buyer Behavior.
Developing Market strategy: Segmentation; Targeting; Positioning.
Developing a product strategy: Product mix decisions; new product development and product life
cycle (plc); Service design vs product design.
Promotion mix: Components and design; Managing mass communication; Media types and media
decisions.
Kinds of marketing: Direct marketing; Indirect marketing; Sales force management.

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Distribution channels: Channel levels and channel conflicts.
Marketing research: Global marketing; Customer relationship management; Ethics in marketing.
References
1. Kotler, P., & Armstrong, G. (2013). Principles of Marketing (12th ed.). New Delhi: Pearson
Education Ltd.
2. Kotler, P., Keller, K. L., Koshy, A., & Jha, M. (2013). Marketing Management: A South
Asian Perspective (14th ed.). New Delhi: Pearson Education Ltd.
3. Etzel; M. J.; Walker; B. J.; Stanton; W. J.; & Pandit; A. (2009). “Marketing.” Mc Graw Hill
Education.

MGA-613: Organisations: behaviour, structure and processes

What is organization behavior? Job satisfaction as workplace attitude, Impact of perception on
individual decision making, Personality: MBTI, the Big Five Personality Model, Values:
importance of values; Terminal and instrumental values. Motivation concepts and applications:
Early and contemporary theories; the job characteristics model. Understanding work teams:
Creating effective teams. Organizational culture: A definition; creating a positive organizational
culture. Organizational change: Resistance to change; Lewin’s change model. Organizational
structure: What is it? Common organizational designs; why do structures differ?

Prescribed textbook: Robbins, S.P., Judge, T.A., & Vohra, N. (2013). Organizational behavior.
Delhi: Pearson.

SEMESTER II

MGA-602: Operations Management

Using Operations to Compete: Introduction to Operations Function: Overview, scope and
evolution, Operations Strategy in a Global Environment.
Designing and Managing Operations: Process Strategy – Design of Goods and Services. Process
analysis and Design - Manufacturing Processes and Service Processes.
Facility Logistics: Layout Strategies. Logistics and Facility Location Strategies.
Understanding and Measuring Physical and Human resources: Capacity Planning and Constraint
Management, Human Resources, Job design and Work Measurement.
Supply Chain Management: Supply Chain Management and Design. Supply Chain Procurement
and Distribution.

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Planning and controlling the supply chain: Demand Management and Forecasting, Inventory
Management. Aggregate Planning. Resources Planning.
Supply Chain Design: Lean Systems for services and manufacturing. Operations Scheduling.
References:
1. Krajewski, J. L., Ritzman, P. L., Malhotra, K. M., & Srivastava, K. S. (2016). Operations
Management: Processes and Supply Chain (11th Ed.). New Delhi, India: Pearson Education.
2. Chase B. R., Shankar R., & Jacobs F. R. (2014), Operations Management for competitive
advantage (14th Ed.). New Delhi, India: Tata McGraw Hill Publishing Company Limited.

MGA-604: Management Information Systems

Introduction to Management Information Systems: Role of Information Systems in business, Types
of Information Systems, Creating Business Advantage with IT, Aligning IT with Business Strategy,
Recent Advances in IT and its impact on business
IT Infrastructure Components, Managing IT Infrastructure: Centralised, Decentralised and
Distributed Approaches, Information systems security management: Security threats and controls.
Enterprise applications and its business value: Enterprise Resource Planning (ERP), Customer
Relationship Management (CRM), Knowledge Management Systems (KMS), Managerial issues in
implementation of enterprise applications
Enabling commerce through Internet: Strategies and Threats
Information systems for decision making: Introduction Business Intelligence and Analytics,
Components of BI: Data warehouse, Data Mining, Business value of Analytics
Alternative approaches to systems selection, acquisition and implementation: IT Portfolio
Management: Prioritising and selecting IT projects, Evaluation of ROI of IT Investments, Making
a Business case for IT, Ethical issues in IS implementation

References:
1. Laudon and Laudon, (2015), Management Information Systems: Managing the digital
firm, Thirteenth Edition, Prentice Hall: New Delhi
2. Jessup L and Valacich J, (2013), Information Systems Today: Managing in Digital world,
Third Edition, Prentice Hall: New Delhi

Page | 17
MGA-606: Business Strategy
Strategy and strategic management process- Evolution of strategy: Vision, Mission and objectives:
Intended and Emergent strategy, Ethics and Social responsibility of business
Environmental appraisals-PESTLE and ETOP analysis: Industry analysis: analyzing industry
attractiveness, industry attractiveness to competitive advantage
Resources and Capabilities- Evaluation of resources and capabilities, VRIO framework, Strategic
Advantage Profile, Value chain analysis: The challenges of developing resources and capabilities
Sources of competitive advantage- Cost sources of cost advantage, using the value chain to analyses
the costs leadership, Differentiation- nature of differentiation and differentiation advantage:
Sources of competitive advantage
Corporate level Strategies-Vertical integration: the costs and benefits of vertical integration,
Vertical integration and competitive advantage: Diversification strategy-motives for
diversification, Diversification and competitive advantage, Strategic Alliances, Type and nature,
alliances and competitive advantages
Organizing the firm for implementation- Structure, Functions- Culture- Systems- Implementation
and corrective action

References:
1. Grant, R , (2016) “Contemporary Strategy Analysis”, 7th Edition, Wiley India, New Delhi.
2. Barney J. , Hesterley W. (2008), Strategic Management and Competitive Advantage:
concepts and cases, prentice hall of India.
3. Hitt, M, Hoskisson. R, Ireland. D, R (2007) “Management of Strategy”, Thomson, India
Edition, New Delhi.
4. Johnson, G, Scholes, K, Whittington, R. (2005) “Exploring Corporate Strategy”, Pearson
Education, New Delhi.
5. Thomson, A, Strikland, A J, Peteraf, M., Gamble, J Jain, A K.(2015) “Crafting and
Executing Strategy”, Eighteenth Edition, Tata McGraw Hill Edition, New Delhi.

MGA-608: Corporate Finance

Introduction to Corporate Finance: Scope of Finance; Finance Function; Financial Manager’s
Role; Financial Goal: Profit Maximization vs Wealth Maximization; Agency Problems: Managers
vs Shareholders Goals; Financial Goal and Firm’s Mission and Objectives; Oranization of the
Finance Functions.
Introduction to concept of corporate governance and the role of the finance function important
Concepts of Value and Return: Time Preference for Money; Future Value; Present Value; Value
of an Annuity Due; Multi-period Compounding; Net Present Value; Present Value and Rate of
Return.

Page | 18
Capital Budgeting Decisions: Nature of Investment Decisions; Types of Investment Decisions;
Investment Evaluation Criteria; Net Present Value; Internal Rate of Return; Profitability Index;
Payback; Discounted Payback; Accounting Rate of Return; NPV vs IRR; Reinvestment
Assumption and Modified Internal Rate of Return (MIRR); Varying Opportunity Cost of Capital;
NPV vs PI.
Cost of Capital: Significance of the Cost of Capital; Determining Component Cost of Capital; Cost
of Debt; Cost of Preference Capital; Cost of Equity Capital; Cost of Equity and the Capital Asset
Pricing Model (CAPM); Cost of Equity; CAPM vs Dividend Growth Model; The Weighted
Average Cost of Capital; Flotation Costs, Cost of Capital and Investment Analysis; Calculation of
the Cost of Capital in Practice: Case of Larsen & Toubro Ltd; Divisional and Project Cost of Capital.
Financial and Operating Leverage: Capital Structure Defined; Meaning of Financial Leverage;
Measures of Financial Leverage; Financial Leverage and the Shareholders’ Return; Combining
Financial and Operating Leverages; Financial Leverage and the Shareholders’ Risk.
Capital Structure: Relevance of Capital Structure: the Net Income and the Traditional Views;
Irrelevance of Capital Structure: NOI Approach and the MM Hypothesis without Taxes; ;
Relevance of Capital Structure: The MM Hypothesis under Corporate Taxes; Financial Leverage
and Corporate and Personal Taxes; The Trade-off Theory: Costs of Financial Distress and Agency
Costs; Packing Order Theory; Capital Structure Planning and Policy; Approaches to Establish
Target Capital Structure; Practical Considerations in Determining Capital Structure; Manager’s
Attitude towards Debt; Capital Structure Analysis of L&T Ltd.
Dividend Theory: Issues in Dividend Policy; Dividend Relevance: Walter’s Model; Dividend
Relevance: Gordon’s Model; Dividend and Uncertainty: The Bird-in-the-hand Argument; Dividend
Irrelevance: The Miller-Modigliani (MM) Hypothesis; Relevance of Dividend Policy under Market
Imperfections; Informational Content of Dividends.
Principles of Working Capital Management; Cash Management; Inventory management;
Receivable Management and Factoring; Working Capital Finance.

References:
1. Brealey, R., Myers, S., Allen, F., & Mohanty, P. (2014). Principles of Corporate Finance
(11th ed.). New Delhi : Mc Graw Hill Education (India) Private Limited,.
2. Pandey, I. M. (2014). Financial Management (10th ed.). New Delhi: Vikas publishers.
3. Ross, S. A., Westerfield, R. W., Jaffe, J., & Kakani, R. K. (2014). Corporate Finance (10th
ed.). New Delhi: Mc Graw Hill Education (India) Private Limited.
4. Parasuraman, N. R. (2014). Financial Management - A Step-by-Step Approach (1st ed.).
New Delhi: Cengage Learning India Private Limited.

Page | 19
MGA-610: Business Research Methods
Fundamental Concepts - What is research; Nature of business research; Research methodology;
Virtual ethnography: Triangulation; Inductive and Deductive approach; epistemology, ontology,
axiology, Concepts; Variables; Constructs; Propositions; Hypothesis; Theory; Models; Operational
definition, research philosophies; Significance of business research; Language of research; Features
of a good research study.
Building Research Skills - Generating and refining research ideas; Attributes of a good research
idea; Identifying and formulating a research problem; Developing a research proposal; Research
process; Managing research process; Identifying and formulating a research problem; research
objectives; Research questions; Formulating hypothesis; Review of literature; Theory building and
Theory Testing
Research Design - Research Strategy; What is research design? Nature of research design; Types
of research designs: Exploratory – Descriptive – Causative - Action research – Experimental - Case
study
Data Collection - Primary and secondary data; Various methods of data collection: Survey method
– observation - content analysis - focus group method – Interviews - Participatory Rural Appraisal
- Projective techniques; Census Vs. sample survey; Probability and Non—probability sampling
techniques; Estimation of sample size; Types of measurement scale; Classification of scales;
Criteria of a good measurement; Measurement error; Questionnaire design
Data Analysis and Interpretation (SPSS orientation) - Editing; Coding; Classification and
tabulation of data; Descriptive analysis: Averages – Proportions – Dispersions - Cross-tabulation;
inferential analysis: ANOVA – Correlation – Regression - Factor analysis - Cluster analysis -
Hypothesis testing: Concepts’- steps in hypothesis testing; Parametric and non-parametric analysis
Report Writing - Types of Business Reports; Layout of research reports; Citations; foot-notes,
end-notes; References Vs. Bibliography, APA style of referencing, Plagiarism.

References:
1. Bryman, A., & Bell, E. (2011). Business Research Methods, 3rd Edn. United Kingdom:
Oxford University Press.
2. Zikmund, W. G., Carr, J.C., Adhikari, A., & Griffin, M. (2013). Business Research
Methods; A South-Asian Perspective, 8th Edn. New Delhi: Cengage Learning India Pvt.
Ltd.
3. Saunders, M., Lewis, P. & Thornhill, A. (2011). Research Methods for Business Students,
5th Edn. New Delhi: Pearson Education Ltd.
4. Cooper, D. R. & Schindler, P. S. (2010). Business Research Methods. New Delhi: Tata
McGraw Hill Education Private Limited.
5. Sekaran, U. (2013). Research Methods for Business: A Skill-Building Approach, 4th Edn.
USA: John Wiley and Sons Inc.

Page | 20
Additional Reading:
1. Malhotra, N. K. & Dash, S (2011). Marketing Research: An Applied Orientation, 6th Edn. New
Delhi: Pearson Education.

MGA-612: International Business Management

Course Objectives: The objective of this course is to enable the students to understand and
appreciate the key issues in the international business environment and also to be acquainting them
with concepts and procedures pertaining to the international transactions.
Course Contents:
Introduction to IBM: Historical Perspective of International Business, Nature, Scope, Importance
and Approaches to International Business, Social and Cultural Environment of International
Business, Economic and Technological Environment of International Business, Political and Legal
Environment of International Business and Geographic and Demographic Environment of
International Business
Absolute Cost Advantage Theory, Comparative Cost Advantage Theory, Hecksher-Ohlin Theory,
Product Life Cycle Theory and Porters Diamond Model, Exporting, Licensing and Franchising and
Mergers, Acquisition and Collaboration
Economic Integration and EEC, NAFTA and ASEAN, SAARC and SAPTA, GATT, Establishment
of WTO and Uruguay Round, Organization Structure of WTO, TRIPS and TRIMS, WTO and Anti-
Dumping Measures, India and WTO, DOHA Declaration Objectives, Functions and Organization
Structure of IMF, Objectives, Functions and Organization Structure of World Bank, IDA, IFA and
MIGA, Nature and Functions of Foreign Exchange, Fixed and Floating Exchange Rates,
Determination of Foreign Exchange Rates and Purchasing Power Parity Theory and Balance of
Payment Theory
Meaning of Free Trade, Advantages and Disadvantages of Free Trade, Meaning of Protection
policy, Advantages and Disadvantages of Protection Policy
Meaning, Types and Effects of Tariffs, Meaning, Types and Effects of Quotas, Meaning, Structure,
Types of Balance of Payments and Causes for Disequilibrium in Balance of Payment and also its
Remedies

References:
1. Charles.W.H.Hill., International Business (competing in the global market places)., TATA
Mc GRAW Hill., Fifth Edition., 2005.
2. Charles.W.H.Hill & Arun Kumar Jain.,International Business (competing in the global
market places)., TATA Mc GRAW Hill., Fifth Edition., 2006.

3. Francis Cherunilam., International Business Environment., Himalaya Publishing House,

First Edition., 2003.

Page | 21
 4. Mithani D.M., Money, Banking, International Trade and Public Finance, Himalaya
Publishing House., Fifth Edition., 2004.

MGA-614: Business Communication

Nature and scope of communication; Non-verbal communication; Business writing; Business
reports and proposals; Careers and resumes; Effective listening; Business presentations and public
speaking; Conversations; Interviews; Meetings; Group discussions; Persuasive strategies in
business communication.

Prescribed textbook: Raman, M., & Singh, P. (2013). Business communication. New Delhi:
Oxford University Press.

FINANCE AREA
SEMESTER III

MGA-FN-701: Financial Statement Analysis

Overview of financial statements analysis: Business analysis – Financial statements as the basis of
analysis – Financial statement analysis preview;
Financial reporting and analysis: Reporting environment – Nature and purpose of financial
accounting – Accruals as the cornerstone of accounting – Fair value accounting – Introduction to
accounting analysis;
Analyzing financing activities: Leases – Postretirement benefits – Off-balance sheet financing –
Shareholders’ equity;
Analyzing investing activities: Introduction to current assets – Inventories – Introduction to long-
term assets – Plant assets and natural resources – Intangible assets;
Analyzing investing activities, intercorporate investments: Equity method accounting – Business
combinations – Derivative securities – The fair value option;
Analyzing operating activities: Income measurement – nonrecurring items – revenue recognition –
deferred charges – supplementary employee benefits – interest costs – income taxes;
Cash flow analysis – Statement of cash flows – Analysis implications of cash – Analysis of cash
flows – Specialized cash flow ratios;
Return on invested capital and profitability – Importance of return on invested capital –
Components of return on invested capital –Analyzing return on net operating assets – Analyzing
return on common equity;

Page | 22
Prospective analysis – The projection process; Credit analysis – Liquidity and working capital –
Operating activity analysis of liquidity – Additional liquidity measures; Capital structure and
solvency – Basics of solvency – Capital structure composition and solvency – Earnings coverage;
Equity analysis and valuation – Earnings persistence – Earnings-based equity valuation – Earning
power and forecasting for valuation.
References:
1. Brealey, R., Myers, S., Allen, F., & Mohanty, P. (2014). Principles of Corporate Finance
(11th ed.). New Delhi: Mc Graw Hill Education (India) Private Limited.
2. Ross, S. A., Westerfield, R. W., Jaffe, J., & Kakani, R. K. (2014). Corporate Finance (10th
ed.). New Delhi: Mc Graw Hill Education (India) Private Limited.
3. Parasuraman, N. R. (2014). Financial Management - A Step-by-Step Approach (1st ed.).
New Delhi: Cengage Learning India Private Limited.

MGA-FN-703: Financial Markets

Understanding the capital market : Need for capital market reforms in India – Indian capital market
reforms – Financial institutions – Capital market in India – Secondary market – Stock exchanges –
Stock index – Dematerialisation – Members of the stock exchange – Trading mechanism –
Settlement system – Perfection in capital market – International capital market;
Understanding primary market : Primary market for equity – Pricing of issues – Methods for pricing
issues – Intermediaries to an issue – Market strategies for new issues;
Long term finance : Share capital – Preference shares – Debentures and bonds – Retained earnings
– Eurobonds – Foreign bonds – Depository receipts – External commercial borrowings –
Government subsidies and sales tax deferments and exemptions;

Asset-based financing , Leasing and Hire Purchase: Meaning of leasing – Rationale for leasing –
Types of leasing – Advantages and disadvantages of leasing – Evaluating a financial lease –
Accounting for lease – Hire purchase;
Derivatives: Hedging future risk – Regulation of derivatives in India – Types of derivatives –
Forward contracts – Futures – Options – Warrants – Swaps – Swap options – Securitization;
Venture capital: Venture capital – Venture capital versus traditional funding – features of venture
capital – The venture capital process – Different types of venture capital funds – Venture capital in
India – Exit strategies for venture capital;
International corporate finance: International trade finance – Understanding international trade –
Evolution of the international monetary system – The World Bank – The International Monetary

Page | 23
Fund – Foreign Exchange Markets – Foreign exchange rates – Foreign exchange exposure –
International financing – The Euro.
References:
1. Saunders, A and Cornett, MM (2015). Financial Markets and Institutions, Mc Graw Hill
publications(India), New Delhi.
2. Bhole L M and Mahakud, J (2015), Financial Institutions and markets, Mc Graw Hill
publications (India), New Delhi.
3. Mishkin, F S and Eakins, S G (2011). Financial markets and Institutions, Pearson Education
4. Guruswamy, S. Fundamentals of Financial Markets and Institutions
5. Fabbozi, F. g., Modigliani, F. P. and Jones, F. J (2016)

MGA-FN-705: Corporate Valuation

An Overview: Context of Valuation; Approaches to Valuation; Features of the Valuation Process;
Corporate Valuation in Practice; Importance of Knowing Intrinsic Value.
Enterprise DCF Model: Analyzing Historical Performance; Estimating the Cost of Capital;
Forecasting Performance; Estimating the Continuing Value; Calculating and Interpreting Results.
The Cost of Capital: Weighted Average Cost of Capital (WACC); Cost of Equity; Estimating the
Equity Beta of an Unlisted Company; Cost of Debt and Preference; Target Weighs to Determine
the Cost of Capital; Weighted Average Cost of Capital.
Other DCF Models: Equity DCF Mode: Dividend Discount Model; Equity DCF Model: Free
Cash Flow to Equity (FCFE) Model; Adjusted Present Value Model; Economic Profit Model;
Applicability and Limitations of DCF Analysis.
Relative Valuation: Steps Involved in Relative Valuation; Equity Valuation Multiples; Enterprise
Valuation Multiples; Choice of Multiple; Best Practices Using Multiples; Assessment of Relative
Valuation.
Other Non-DCF Approaches: Book Value Approach; Stock and Debt Approach; Strategic
Approach to Valuation; Guidelines for Corporate Valuation.
Advanced Issues in Valuation: Valuation of Companies of Different Kinds; Valuation in Different
Contexts; Loose Ends of Valuation; Valuation of Intangible Assets.
Case Studies in Valuation: Bharat Hotels Company; Bharat Heavy Electricals Limited (BHEL);
Valuation in the Merger of TOMCO and HLL; Bhoruka Power Corporation Limited; Valuation in
the Merger of ICICI with ICICI Bank; Sasken Communication Technologies; Valuation of Infosys
Brand.
References:
1. Graham, B. (2014) The intelligent Investor: A Book of Practical Counsel, Wiley and Sons
Incorporated.
2. Koller T., Goedhart, (2015) Valuation: Measuring and managing the value of the
companies, John Wiley and Sons, New York.

Page | 24
 3. Damodaran, A.(2012) The dark side of Valuation: Valuing young, distressed and complex
business

SEMESTER IV

MGA-FN-702: Portfolio Management

Overview: A Broad Map of the Territory; Investment Versus Speculation; Investment alternatives
and Their Evaluation; Financial Markets; Portfolio Management Process; Approaches to
Investment Decision Making; Common Errors in Investment Management; Qualities for Successful
Investing; Proverbial Investment Wisdom.
Securities Market: The Battlefield: Participants in the Securities Market; Primary Equity Market;
Secondary Equity Market (Stock Market); Trading and Settlement; Buying and Selling Shares;
Buying on Margin and Short Sale; Stock Market Quotations and Indices; Sebi and Future
Challenges; Stock Market Abroad; Should Trading Be Regulated?; Government Securities Market;
Corporate Debt Market; Money Market.
Risk and Return: Two Sides of the Investment Coin: Return; Risk; Measuring Historical Return;
Measuring Historical Risk; Measuring Expected (Ex Ante) Return and Risk.
Portfolio Theory: The Benefits of Diversification: Diversification and Portfolio Risk; Portfolio
Return and Risk; Measurement of Co-movements in Security Returns; Calculation of Portfolio
Risk; Efficient Frontier; Optimal Portfolio; Riskless Lending and Borrowing; The Single Index
Model.
Capital Asset Pricing Model and Arbitrage Pricing Theory: The Risk Reward Relationship:
Capital Asset Pricing Model (CAPM); Inputs Required for Applying CAPM; Empirical Evidence
on Capital Asset Pricing Model; Arbitrage Pricing Theory and Multifactor Models; Stock Market
as a Complex Adaptive System.
Efficient Market Hypothesis: The Collective Wisdom: Random Walk and Search for Theory;
Forms of Efficient Market Hypothesis.
Bond Prices and Yields: Figuring out the Assured Returns: Bond Characteristics; Bond Prices;
Bond Yields; Risks in Bonds; Rating the Bonds; The Yield Curve; Determinants of Interest Rates;
Analysis of Convertible Bonds; Bond Portfolio Management; The Passive and Active Stances;
Interest Rate Risk; Passive Strategies; Immunization: A Hybrid Strategy; Active Strategies; Interest
Rate Swaps; CAPM, Efficient Market Hypothesis, and Bond Portfolio Management.
Portfolio Management: Investment Policy and Strategy: The Grand Design: Specification of
Investment Objectives and Constraints; Quantification of Capital Market Expectations; Asset
Allocation: Strategic Asset Allocation; Asset Allocation in Response to Evolving Market
Conditions; Equity Portfolio Management Strategies; Bond Portfolio Management Strategies.

Page | 25
Portfolio Management: Implementation and Review: The Specific Moves: Selection of Securities;
Portfolio Execution; Portfolio Revision; Performance Evaluation; Fama Measure of Net Selectivity;
Performance Attribution.
References
1. Fischer D E(2002), Security analysis and portfolio management, Pearson publications.
2. Gruber, MJ, Brown S J, Goetz Mann , W N, Elton, E J (2010) Modern portfolio theory and
investment management analysis John Wiley and Sons: Canada.
3. Bodie, Z Kane, AMarcus, A J and MohantyP(2015) Investments, Mc Graw Hill
publications(India), New Delhi.

MGA-FN-704: Strategic Financial Management

Corporate Finance: Logic of Shareholder Wealth Maximization; Limitations of the Shareholder
Wealth Maximization Principle; Stakeholder Theory; Enlightened Value Maximization; Corporate
Social Responsibility; Creation of Shared Value; Triple Bottom Line.
Performance Measurement and Analysis: Comprehensive Value Metrics Framework; Non-
Financial Measures; Balanced Scorecard; Stock Market Performance; Performance Excellence
Awards; Understanding the Nature of Company Performance.
Strategy and Business Model: Concept of Strategy; Corporate Strategy; Diversification and Value
Creation; Business Level Strategies; Business Model; Innovative Strategies and Business Models.
Link strategy to organizational controls and performance measurement and management.
Overview of International Exchanges like NASDAQ, LSE, futures and options market.
Capital Allocation: Strengthening the Links Between Strategy and Capital Budgeting; Bridging
the Gulf Between Strategic Planning and Financial Analysis; Investment in Capabilities; Real
Options; Investment Timing Strategy; Management of Capital Projects; Disciplining the Capital
Budgeting Process for Small Ticket Items; The Post-Audit.
Strategic Financing Decisions: Capital Structure and Value in a Perfect World; Imperfections and
Capital Structure; Signaling Theory; Tools for Developing and Effective Capital Structure; Mergers
and acquisition and corporate restructuring.
Behavioral finance: Introduction to Behavioral finance Investment speculation and gambling;
Multi-disciplinary thinking, Sense and nonsense in modern corporate finance. Psychology of
investments, Rationality and irrationality in investing. Human misjudgments. Investing styles-
Graham Dodd and Warren Buffet, Cases in value investing, Investment decisions under uncertainty.
Corporate Risk Management: Evolution of Corporate Risk Management
Risk Management Framework: Risk Mitigation Measures; Risk Transfer Mechanisms; Financial
Engineering and Corporate Strategy; Guidelines for Risk Management; Case Studies in Risk
Management.
Corporate Governance: Divergence of Interest; Types of Corporate Governance Mechanisms;
Key Principles of Good Corporate Governance; Corporate Governance Around the World; Board
of Directors; Auditing; Investor Communication; Incentive Compensation.

Page | 26
Value Based Management: Methods and Key Premises of VBM; Marakon Approach; Alcar
Approach; Mc Kinsey Approach; Stern Stewart Approach (EVA® Approach); BCG Approach;
Lessons from the Experiences of VBM Adopters.
References:
1. Sridhar (2016) Strategic Financial Management, SPD: New Delhi.
2. Goel, M. (2016) Strategic Financial Management, Wiley publishers New Delhi.
3. Hill, R. A. (2016) Strategic Financial Management. Brookroon.com
4. Weaver, S. C and Weston. F (2016) Strategic Financial Management: Application of
Corporate Finance.

MGA-FN-706: International Financial Management

Managing Global Operations - Supply Chains and Working Capital Management: Overview
of Working Capital Management; Using and Financing Operating Current Assets; The Cash
Conversion Cycle; The Cash Budget; Cash Management and the Target Cash Balance; Cash
Management Techniques; Inventory Management, Receivables Management, Accruals and
Accounts Payable (Trade Credit); Managing Short-term Investments, Short-term financing and
bank loans.

Multinational Financial Management: Multinational, or Global, Corporations; Multinational

versus Domestic Financial Management, Exchange Rates, Exchange Rates and International Trade;
The International Monetary System and Exchange Rate Policies; Trading in Foreign Exchange,
Interest Rate Parity; Purchasing Power Parity; Inflation, Interest Rates, and Exchange Rates,
International Money and Capital Markets; Multinational Capital Budgeting; International Capital
Structures, Multinational Working Capital Management.

References:

1. Cheol S. Eun, Bruce G. Resnick. (2004). International Finance (3rd ed.). McGraw-Hill/Irwin
2. Jeff Madura. International Financial Management (13th ed.). New Delhi, India: Cengage
publishers.
3. David K. Eiteman, Arthur I. Stonehill., Michael H. Moffett. Multinational Business Finance
(14th ed.). New Delhi, India: Pearson Education
4. Ross, S.A., Westerfield, R.W., & Jordan, B.D. (2014). Fundamentals of Corporate Finance
(9th ed.). New Delhi, India: McGraw Hill Education (India) Private Limited.
5. Brealy, R.A., Myers, S.C., Allen, F., & Mohanty, P. (2012). Principles of Corporate Finance
(10th ed.) New Delhi, India: McGraw Hill Education (India) Private Limited.

Page | 27
 HUMAN RESOURCE MANAGEMENT AREA
SEMESTER III

MGA-HR-701: Performance Management

Conceptual Framework of Performance Management
Performance management process; Introduction to Performance Management, Dimensions of
Performance Management Objectives of performance management system, Benefits of
Performance Management; Historical development in India; Performance management and
performance appraisal; Linkage of performance management system with other HR practices.
Performance Management Process
Performance Diagnosis & Strategic Performance Management Life Cycle, Performance Appraisal
& other HRM Functions. setting of performance criteria, process of setting performance criteria,
methodologies of performance planning, process of performance planning, barriers to performance
planning-organizational & individual, competency mapping & its linkage to performance planning.
Performance managing & its process. Challenges ahead in performance management systems
Managing Performance
Performance appraisal, objectives of performance appraisal, process of appraisal, type of
performance appraisal, Characteristics of effective performance metrics, different methods of
performance appraisal, Performance management documentation; Performance management audit.
Obstacles in appraisal, Designing appraisal for better results, Performance Appraisal interview,
Potential Appraisal.
Alternative Sources of Appraisal – MSF (Multi Source Feedback)/360 degree, Development or
Assessment Centers. Performance Appraisal Methods, under an MBO (Management By
Objectives) Program, the BSC (Balanced Score Card).
Implementing performance management
Strategies for effective implementation, Top management commitment, developing a performance
oriented work culture. Factors affecting the effective use of performance management.
Performance Monitoring: Concept, DSMC/ATI model, Process of Performance monitoring, On-
going Mentoring & protégé development, mentoring benefits to managers.
Ethics in performance management
Ethical Performance Management Defined, Objectives and Significance of Ethics in performance
Management, Ethical issues and dilemmas in Performance Management, Ethical Strategies in
Performance management.

Page | 28
References:
1. Robert.L. Cardy, Brian Leonard., (2011). “Performance Management – Concepts, Skills and
Exercises”, 2/e, PHI publishers.
2. Richard.S. Williams., (2003). ‘Managing Employee performance – Design and
implementation in organization’, Thomson learning.
3. Kohli, A.S., & Deb.T., (2009). Performance management. New Delhi: Oxford University
Press.
4. Cardy, Robert L., Leonard, Brain (2008). Performance Management; Concept skills and
exercises, PHI

MGA-HR-703: Industrial Relations and Labour Legislations

Industrial Relations
Approaches to employee relations: Dunlop`s system framework; Theoretical perspectives; Unitary;
Pluralistic; Radical; Trusteeship.
Contemporary issues in industrial relation: Technological change and IR; IR in the emerging
scenario; Future trends.
Role of trade union in modern industrial society of India: Effects of liberalization on Indian trade
union; Philosophies and objectives of major Indian trade union federations; Future trends.
Legal framework of collective bargaining: Negotiating technique and skills; Drafting of an
agreement.
Grievances and disciplinary handling: Nature and causes of grievance; Grievance procedure;
Managing discipline.
Law related to the industrial relation:
Industrial dispute Act of 1947; Definition of industry; Authorities under the Act; Strikes and
lockouts; Lay off and retrenchment;
Trade union Act of 1926; Registration of Trade Union, General Fund, Political fund of the Trade
Union.
Law related to the social security:
Employee’s compensation Act of 1923; Employers’ liability for compensation, method of
calculating wages, medical examination.
Employee state insurance Act of 1948; Dependent, medical benefit council, contributions, benefits,
adjudication of disputes.
Employee’s provident funds and miscellaneous provisions Act of 1952; Employees provident
scheme and authorities, employees’ pension scheme; employees deposit linked insurance scheme.

Page | 29
 Maternity benefit Act of 1961; Employment of woman during pregnancy is prohibited, right to
payment of maternity benefit, payment of medical bonus, deduction of wages.
Payment of gratuity Act, 1972; Continuous service, payment of gratuity, exemption of employer
from liability in certain cases.
The sexual harassment of women at workplace (Prevention, Prohibition and Redressal) Act, 2013;
Constitution of Internal and local complaints committee, complaint, inquiry into complaint, duties
of employer.
Law related to the conditions of service and employment:
Factories Act of 1948; Health, safety, welfare, working hours of adults, annual leave with wages.
Industrial Employment (Standing Orders) Act, 1946; Submission of draft standing orders,
Conditions for certification of standing orders, register of standing orders.
Karnataka Shops and Establishment Act, 1954; Registration of establishments, hours of work,
annual leave with wags, employment of children and women.
Law related to the wages:
Payment of bonus Act, 1965; Computations of surplus, set off, set on, payment of minimum and
maximum bonus.
Payment of wages Act of 1936; payment of wages and deductions from wages.
Payment of Minimum wages Act 1948; Fixing minimum rate of wages, minimum rate of wages,
procedure for fixing and revising minimum wages.
References
1. Kumar, H. L. (2015). Practice and Procedure of Labour Laws with Model Forms (3 ed.).
Universal Law Publishing Co, Delhi.
2. Misra, S. N. (2014). Labour and Industrial Law (27 ed.). Central Law Publications, Delhi.
3. Ghosh, P., & Nandan, S. (2015). Industrial Relations and Labour Laws (1 ed.). Mcgraw Hill
Education, Delhi.
4. Venkataraman, C. S. (2013). Industrial Relations (16 ed.). OXFORD University Press, New
Delhi.

MGA-HR-707: HR Analytics

Conceptual Framework of HR Analytics

Introduction to Business Analytics, Need for Analytics, Use of Analytics in business. Emerging
role of HR Analytics in HR, Evolution of Analytics, HR Analytics Value Proposition. HCM:
21Model.
Metrics and Analytics

Page | 30
HR Metrics, Concepts, Objectives, Designing effective Metrics, Choice of important metrics.
HR Metrics Design, Design approaches to HR metrics, Inside-Out Approach, Outside-In Approach
Metrics alignment with business strategy, goals and objectives, Creating levels of metrics measures,
HR efficiency measures, HR Effectiveness measures.
Building HR functions metrics
Workforce Planning Metrics, Recruitment Metrics, Training & Development Metrics,
Compensation & Benefits Metrics, Employee relations & Retention Metrics, BSC, HR Scorecard,
Measuring Employee Engagement.

Trends in Quantitative HRM

Development of HR dashboard Translating HR metrics results into actionable business decisions
for upper management, Predictive Modeling in HR: Employee retention and turnover; workforce
productivity and performance; scenario planning.
Statistical tools for HR Analytics
Predictive Analytics-Multivariate analysis -Introduction to SPSS-Exploring Data-Data analysis
using SPSS (hands on training)- Introduction to Factor Analysis and SEM analysis.
Statistical software used for HR analytics: MS-Excel, IBM- SPSS, IBM-AMOS.

Reference Books
1. Jac Fitz- enz, John R. Mattox (2014) Predictive analytics for Human Resources, Wiley.
2. Kirsten Edwards, Dr Martin R. Edwards (2016) Predictive HR Analytics: Mastering the HR
Metric Kogan Page Publishers
3. Soundararajan, Ramesh, and Kuldeep Singh. (2016) Winning on HR Analytics: Leveraging
Data for Competitive Advantage. SAGE Publications India.

SEMESTER IV

MGA-HR-702: Learning and Development

Introduction to Employee learning and Development
Learning, Meaning and significance, the forces influencing working & learning theories-
reinforcement theory, social learning theory, goal theories, need theories, expectancy theories, adult
learning theory, pedagogy and andragogy, information processing theory. The basic
principles of learning, The Learning Process, Mental and Physical Processes, The Learning Cycle,
Instructional Emphasis for Learning Outcomes.
Training & Learning
Introduction, relationship, meaning, designing effective training, forces influencing working &
learning, training practices, strategic training and training needs assessment. Transfer of learning:

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introduction, training design, work environment characteristics influencing transfer, organizational
environments encouraging transfer, implementation of the training programme.
Training Needs Analysis:
Meaning and significance of training needs, types of needs, components of needs, data collection,
analysis and interpretation. Meaning and significance of training design and development,
principles of training design, design process, identifying the training objectives, determining
structure, content, duration, method, learning activities.
Training Methods
Traditional training methods: presentation methods, hands-on methods, group building methods.
Choosing training methods. E-learning & use of technology in training, technology & multimedia,
computer-based training, developing effective online learning, blended learning, simulations,
simulations, mobile technology & training methods, intelligent tutoring systems, distance learning,
technologies for training support, learning management systems, systems for training delivery.
Outward bound methods
Meaning and significance of outward bound learning (OBL) methods, process of OBL, risk, safety
and ethical issues. Training aids.
Training Evaluation
Meaning, Reasons for Evaluating Training and significance of training evaluation, Donald
Kirkpatrick’s Evaluation Model, return on investment in Training, Types of Evaluation Designs,
Considerations in Choosing an Evaluation Designs, determining ROI, determining costs, measuring
human capital & training activity.
Executive development/ Management development
Need, factors affecting MDP, methods, process, administration, delivery, costing & pricing,
Company Strategies for Providing Development, Increased Use of New Technologies for Learning,
Increased Demand for Learning for Virtual Work Arrangements, Increased Use of Training
Partnerships & Outsourcing Training,
Contemporary issues in Learning & Development
The future of learning & development: introduction, learning for virtual work arrangements, focus
in content & use of multiple delivery methods, capturing & sharing intellectual capital, increased
use of true performance support, performance analysis & learning for business enhancement, use
of training partnerships & outsourcing training, training & development from a change model
perspective, key issues in implementing change.

References:
1. Noe, Raymond A, and Amitabh Deo Kodwani, (2012), Employee Training and
Development, 5th edition, New Delhi, Tata McGraw-Hill.

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 2. Naik, G Pandu, (2007), Training and Development: Text, research and Cases, New Delhi
Excel Books.
3. Thorne, Kaye, and David Mackey, (2008), Everything you ever needed to know about
training, London and Philadelphia, Kogan Page.
4. Gupta., B.L (2011). Management Training and Development, New Delhi Vrinda
Publications.
5. Rolf Lynton & Udai Pareek., (2011). Training & Development, New Delhi, Sage
Publications.

MGA-HR-704: International Human Resource Management

Internationalization of HRM:
Socio-Cultural Context Global Business Environment, Human and Cultural variables, Cross
cultural differences and managerial implication; cross cultural research methodology and Hofstede
study, National Culture & HRM, Business imperatives and other non-cultural influences on HRM.

International HRM: Institutional Contexts: National and International Institutions, National

institutions & HRM – Political economic system, Government, Economy, Trade Unions,
Employers’ Associations, Legal Systems, Industrial Relations Laws, Social Hierarchy & Class
System; International Institutions & HRM- International Labour Organisation, European Union
Definition, Reasons for going global, approaches, difference between domestic & international
HRM, internationalisation of HRM: Socio-cultural context, organisational dynamics & IHRM:
Role of culture in International HRM, organisational process in IHRM, linking HR to international
strategies, challenges of IHRM
Recruitment, Selection & Staffing in International Context:
International managers-parent country nationals, third country nationals, host country nationals,
third country nationals, advantages & disadvantages of different selection methods, different
approaches to multinational staffing decisions, recruitment methods using head-hunters, cross-
national advertising, e-recruitment; selection criteria & techniques, use of selection tests, interview
for international selection, international staffing issues.
Performance Management:
A conceptual background, constraints in global attainment, performance management cycle,
models, performance & appraisal in IHRM appraisal of expatriate, third & host country employees,
issues & challenges in international performance management, country.

Training & Development in International Context:

Context backdrop of international training, current scenario in international training &
development, training & development of international staff, types of expatriate training, HCN

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training, Career Development, repatriate training, developing international staff & multinational
teams, knowledge transfer in multinational companies.
International compensation & Labor Relations:
Forms of compensation & factors that influence compensation policy, key components of
international compensation policy, key components of international compensation, approaches to
international compensation, compensation practices across the countries, social security systems
across the countries, global compensation: emerging issues
References:
1. Briscoe, D. R., Schuler, R. S., & Ibraiz, T. (2015). Internatioal Human Resource
Management: Policies and Practices for Multinational Enterprises (5 ed.). London:
Routledge.
2. Dowling, P. J., Festing, M., & Engle, A. D. (2013). Interantional Human Resource
Management (6 ed.). New Delhi: Cengage India.
3. Thomas, D. C., & Lazarova, M. B. (2013). Essentials of International Human Resource
Management: Managing People Globally (1 ed.). New Delhi: Sage Publications.

MGA-HR-708: Compensation Management and Benefits

Introduction:
Compensation meaning, objectives, nature of compensation, types of compensation, compensation
responsibilities, Organizational Culture and Compensation: Issues of Alignment, compensations
philosophies, compensation approaches, decision about compensation, compensation: base to pay,
individual vs team rewards, perception of pay fairness, compensation as a strategy for attracting &
retaining employees
Compensation Management:
Strategic compensation planning, determining compensation, development of a base pay system:
job evaluation systems, the compensation structure- wage & salary surveys, the wage curve, pay
grades & rate ranges, preparing salary matrix, broad banding. Theories of Wages
Variable Pay & Executive compensation:
Strategic reasons for incentive plans, administering incentive plans, individual incentive plans-
piecework, standard hour plan, bonuses, merit pay, group incentive plans-team compensation, gain
sharing incentive plans, enterprise incentive plans-profit sharing plans, stock options, executive
compensation: elements of executive compensation & its management, Executive Compensation
versus Compensation for other Groups of Employees, The 3 P’s of Compensation, Designing the
Executive Compensation Package. Pay Plans for Special Groups: Sales Personnel/Technical and
Professional Personnel Dearness Allowance - Concept, Computation of CPI.
Employee Benefits and Allowances:
Benefits: meaning, strategic perspectives on benefits-goals for benefits, benefit need analysis,
funding benefits, benchmarking benefit schemes, nature & types of benefits, employee benefits
programs- security benefits, retirement security benefits, health care benefits, time-off benefits

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References:
1. Berger, L. A., & Berger, D. R. (2015). The Compensation Handbook (6 ed.). New York:
McGraw Hill Professional.
2. Bhattacharya, D. K. (2009). Compensation Management (1 ed.). New Delhi: Oxford
University Press.
3. Milkovich, G., Newman, J., & Venkataratnam, C. S. (2009). Compensation Management (9
ed.). New Delhi: Tata McGraw Hill.
4. Compensation Management in a Knowledge Based World (10th edition) Richard
Henderson, Pearson

MARKETING AREA

SEMESTER III

MGA-MR-701: Sales, Distribution and Supply Chain Management

Course Objective: The focus of the course is to enable the students to understand the importance
of developing a professional approach towards sales and distribution management and the relevance
of supply chain management in achieving marketing objectives.
Course Contents:
Introduction to Sales Management, history of sales, role and importance of sales, functions of sales
management, sales strategy, careers in sales
Organising the sales force- types of sales organizations, determining the kind of sales force and size
of the sales force, organising the sales efforts - functions and qualities of sales executives,
salesmanship, and recent developments in field sales.
Recruiting, selecting and training the sales force, directing the sales force - time and territory
management, sales territories and sales quotas,
Compensating sales force, sales force performance, motivating the sales force, controlling the sales
force, field sales force, reporting and evaluating the sales force, sales presentation techniques and
Sales Force Automation.
Sales forecasting – Importance, various methods of forecasting
Logistics of distribution, structure and strategy, design of channel system and distribution systems,
channel management - policies, information systems, assessing channel performance etc., logistics
management - key logistics activities viz., customer services, inventory management, warehousing
and materials handling.
Understanding the supply chain concepts, supply chain performance, designing the distribution
network in a supply chain. Channel conflicts and resolution.
Managing the supply chain – issues regarding information technology and the supply chain. Bull
whip and Effect in Supply Chain, Internet selling, ERP and how it reduces bull whip effect.

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References:
1. Tapan K Panda, S. S. (2012). Sales and Distribution Management (Second ed.). New Delhi,
India: Oxford University Press.
2. Gupta, S. L. (2010). Sales and Distribution Management (2nd ed.). New Delhi: Excel Books.
3. Richard R Still, C. W. (2011). Sales Management: Decision, strategy and cases (5th ed.). New
Delhi: Pearson India.
4. Agarwal, D. K. (2013). Textbook of Logistics and Supply Chain Management (2nd ed.).
Mc Millian Publishers India.
5. Sunil Chopra, P. M. (2012). Supply Chain Management (4th ed.). New Delhi: Pearson
Publishers.

MGA-MR-705: Services Marketing

Course Objective:
The course deals with the conceptual framework in marketing of services and challenges faced by
marketing managers in the services marketing. It also covers the relevance of customs relationship
in marketing, products and services.
Course Contents:
Introduction to services marketing: Characteristics of services, services marketing mix; Key
competitive trends in service industry.
Conceptual framework: Gaps Model; Consumer behavior in services.
Customer expectations of services; Customer perceptions of services, strategies for influencing
customer perceptions, understanding customer expectation through marketing research.
Building customer relationship through segmentation and retention strategies, service Recovery
strategies.
Services design and standards: Service design process, blue print of the service process, customer
defined service standards.
Delivering and performing service: Employee’s roles in service delivery, delivering service through
intermediaries, customer’s role in service delivery, delivering services through technology, self -
service technologies in services.
Managing demand and capacity, yield management, waiting line strategies.
The role of advertising, personal selling and other communication strategies; Pricing of services;
Physical evidence.
Introduction to CRM: CRM in Marketing, CRM in e-Business, Analytical CRM and planning and
managing CRM programmes. emerging concepts in CRM, CRM Strategy, Implementing CRM,
Relationship Management in B2B Commerce, CRM in services and e-CRM.
References
1. Valarie A Zeithaml, Mary Jo Brinter, Dwayne D.Grembler and Ajay Pandit. Services
Marketing, Mc Graw Hill Education (India) Private Limited, 6th edition.
2. Christpoher H Lovelock , Jochen Wirtz and Jayanta Chatterjee. Services Marketing: People,
Technology, Strategy. Pearson Education Inc.,New Delhi, 7th edition.

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 3. Christian Gronroos. Services Management and Marketing a CRM Approach, 3rd edition
John Wiley,India.
4. Francis,Buttle. Customer Relationship Management: Concepts and
Technologies. Routledge; 3 edition.

MGA-MR-707: Marketing Analytics

Using Excel to Summarize Marketing Data

Slicing and Dicing Marketing Data with PivotTables, Excel Charts to Summarize Marketing
Data, Excel Functions to Summarize Marketing Data, summarizing monthly sales-force ranking.

Market Segmentation
Cluster analysis, Collaborative Filtering, Using classification trees for segmentation
Pricing Analytics
Pricing, Estimating Demand Curves and Optimize Price, Price Bundling, Non Linear Pricing and
Price Skimming & Sales, Revenue Management
Forecasting
Simple Regression and Correlation, Multiple Regression to Forecast sales, Modelling Trend and
Seasonality, Ratio to Moving Average Method, Winter’s Method and using neural networks to
forecast sales.
Customer Valuation and Conjoint Analysis
Conjoint Analysis, Logistics Regression, Discrete Choice Analysis, Customer Value Analysis,
Customer Lifetime Value, Customer Value using Monte Carlo Simulation and Marketing Decision
Making.
Retailing, Advertising and Promotion Analytics
Market Basket Analysis and Lift, Market Basket Analysis and Lift, Allocating Retail Space and
Sales Resources, Promotion Analytics, Measuring the effectiveness of Advertising.
Digital marketing and Social media analytics
Web analytics, Networks, Viral Marketing, Text Mining, Pay per click online advertising.

Reference Books
1. Wayne L. Winston (2014), Marketing Analytics- Data driven techniques with Microsoft@
excel@, Wiley.
2. Sandhya Kuruganti and Hindol Basu (2015), Business Analytics: Applications to Consumer
Marketing, McGraw Hill Education; First edition

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 SEMESTER IV

MGA-MR-702: Integrated Marketing Communication

Course Objective:
This is an intensive module on advertising and sales promotion management. This is intended to
help students to understand different dimensions of advertising and sales promotion policies,
methods, and strategies.
Introduction to advertising and IMC, Evolution of advertising; Role of IMC in marketing process;
marketing mix; promotional mix. Advertising business - agencies; clients; suppliers.
Sales promotion; direct marketing; public relation, subliminal advertising, surrogate advertising,
online advertising, transformational advertising. Public Relation as a tool of promotion
Developing advertising Strategy - marketing & consumer behavior; link product to market; ad
research; ad planning; how ad works.
Creativity in advertising - creative strategy, process; creative execution; developing & producing
ad campaigns for different media.
Media planning & strategy - different media types & characteristics; media buying; media planning
& selection.
Ad effectiveness study - memory test; persuasion test; pre test; post test; communication test
References:
1. George E. Belch and Michael A. Belch: Advertising and Promotion – 6th Edition, Irwin
McGraw Hill International, 2007.
2. B. David A. Aaaker, Rajeev Batra & John G. Myers: Advertising Management, PHI, Ed.5,
2007.
3. Jefkins F.: “Public Relations”, Heinman, N Y.
4. Manendra Mohan: Advertising Management, Tata McGraw Hill Publishing, Ed.1, 2007.
5. Allen O’ Guinn and Semenik, “Advertising and Integrated Brand Promotion”, 4ed,
CENGAGE, 2006.
6. Anand Bhasker Holla; Planning for power advertising, Ed 1, 2005; Response, New Delhi.
7. Patrica Persons, Ethics in public relations, Ed 1, 2005; Kogan Page, London.
8. Raju Batra & Others; Advertising management, Ed 5, 2007, Prentice Hall India, New Delhi.

MGA-MR-704: Brand Management

Introduction to brand management: Understanding brand and its elements, Strategic brand
management process.
Developing a brand strategy: Customer based brand equity, brand positioning, and brand mantra

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Brand resonance and brand value chain: Building a strong brand, building brand communities,
value chain
Designing and implementing brand marketing programs to build brand equity: Choosing
brand elements; Designing marketing programs; Leveraging brand association.
Measuring and interpreting brand performance: Conducting brand audit; Measuring sources of
brand equity.
Designing and implementing brand architecture strategies: Defining brand potential; Brand
portfolios and hierarchies; Brand architecture; Brand extensions.
Digital media and branding: Digital consumer behavior, Content marketing, Paid media, Owned
media and Earned media.
References:
1. Keller, K. L., Parameswaran, M. G., Jacob, I. (2015). Strategic Brand Management (4th
ed.). Noida, India: Pearson Prentice Hall Publication.
2. Rowles, D., (2014). Digital Branding (1st ed.). UK: Kogan Page Limited.
3. Stokes R., (2014). E-marketing (5th ed.). South Africa: Quirk e-Marketing (Pvt) Ltd.

MGA-MR-708: Consumer Behaviour

Course Objective: The course aims at providing insight into significance of consumer behaviour,
consumer decision-making process under various situations and to analyze the various internal and
external factors affecting the behaviour of the consumers and evaluate their implications.
Course Contents:
Introduction to consumer behaviour, application of consumer behavior knowledge to marketing,
understanding consumers and market segments,
Environmental influences on consumer behavior, viz., cultures, subcultures, social class, life styles,
etc., Influence of group on consumer behavior - social groups, reference groups, family etc. Personal
influence and diffusion of innovations and their marketing implications.
Individual determinants of consumer behavior, viz., personality, self-concept, motivation,
involvement, Information processing - perception and perceived risk, learning and memory,
Attitudes, Changing Attitudes, Purchase processes; Problem recognition, Information search,
Evaluation, Purchase and Post purchase.
Consumer behavior models, Consumerism, consumer safety, choice, redress, environmental
concerns and green marketing, consumer rights and responsibilities.
References:
1. Leon Schiffman and Lesli Lazar Kanuk, Consumer Behaviour, 2007.
2. Keith C. Williams, Behavioural Aspects of Marketing, Heinmann London.
3. David L. Loudon and Albert J. Della Bitta, Consumer Behaviour, 4/e, McGraw Hill, 2005.
4. K Satish Batra and S H H Kazmi, Consumer behavior, Ed 2, Excel Publishers, New Delhi.

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 OPERATIONS MANAGEMENT AREA
SEMESTER III

MGA-OP-701: Service Operations Management

Introduction to Service Operations Management: Understanding Services – Role, Growth and
Opportunity. The Nature of Services – Service classification, characteristics. Developing a Service
Strategy.
Designing the service enterprise: New Service Development - Service Positioning & Implications
for Service Delivery Design. Service Encounter. The front office and Back office.
Tools for managing services: Site selection for Services. Technology in Services. Analyzing the
service - process analysis in services.
Improving Delivery System: Managing Service Experience. Service quality. Service Recovery -
Approaches.
Service supply relationships – Supply chain management and managing service relationships, social
media in service, Globalization of services.
Managing Service Operations – Matching supply and Demand: Managing capacity and demand,
Yield management - concept and applications. Managing waiting lines.

References
1. Fitzsimmons, J., Fitzsimmons, M., & Bordoloi, S. (2014). Service Management:
Operations, Strategy, Information Technology (8th ed.). New York, USA: McGraw Hill
Publication.
2. Metters, R. Metters, K. K., Pullman, M. and Walter, S. (2006). Successful Service
Operations Management, (2nd ed.). New Delhi, India: Cengage Learning.
3. Johnston, R., Clark, G. & Shulver, M. (2012). Service Operations Management: Improving
Service Delivery, (4th ed.). New Delhi, India: Pearson.

MGA-OP-703: Supply Chain Management

Introduction to SCM: Basic concepts of SCM; Supply chain types; Process view; Decisions in
supply chain; Goals of supply chain- efficiency and responsiveness; supply chain drivers and
metrics.
Demand forecasting in supply chains: Forecasting methods – qualitative methods, time series
analysis and causal hypotheses; training on using software packages to forecast demand;
coordinating issues-bullwhip effect; continuous replenishment; vendor managed inventory;
collaborative planning forecasting and replenishment.

Page | 40
Inventory management: types; Inventory planning; Inventory costs; Choosing an inventory model-
single period (news vendor) model; Multi-period models- continuous review and periodic review
model; Choosing order quantity- EOQ model, EOQ extensions; Reorder point fixation; managing
uncertainty in supply chain– safety inventory; Selective inventory control techniques.
Logistics management: Modes of transportation and performance characteristics; Design options
for transportation network and their trade-offs; Tailored transportation; Risk management in
transportation; Role of IT; Packaging and warehousing; Outsourcing logistics- 3PL, 4PL; Reverse
logistics.
Designing the supply chain network: Designing the distribution network; Design considerations;
factors influencing distribution; Design options; Network design in the supply chain; global supply
chain networks- offshoring and on shoring; sourcing decisions in supply chain, supplier selection,
outsourcing, total cost of ownership, sourcing portfolio; Alignment of the incentives, Supply chain
contracts; risk management, sustainability and green supply chain.
References
1. Chopra, S. & Meindl, P. (2015). Supply Chain Management: Strategy, Planning, and
Operation (6th ed.). Prentice Hall.
2. Christopher, M. (2011). Logistics & Supply Chain Management (4 ed.). Pearson Education.

MGA-OP-705: Operations Strategy

Course content:
Operations strategy: concepts and framework; competing with operations; enterprise architecture
and operations strategy; value chain dynamics and operations decisions.
The resource view: capacity sizing and investment; capacity timing and expansion; capacity types
flexibility; capacity location and network strategy.
The process view: strategic sourcing; demand and revenue management; risk management &
operational hedging.
Technology strategy: To lead or to follow; strategies for new markets and existing markets, learning
and improvement; the learning curve, Risk in innovation, Disruptive technologies, organizing for
innovation
References:
1. Van Mieghem, J. A., & Allon, G. (2015). Operations Strategy: Principles and Practice (2nd
ed.). Belmont, MA: Dynamic Ideas.
2. Slack, N., & Lewis, M. (2008). Operations Strategy, (2nd ed.). Pearson Education Limited.
3. Beckman, S.L., & Rosenfield, D.B. (2008): Operations strategy. Competing in the 21st
century. Boston: McGraw-Hill/Irwin.

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 SEMESTER IV

MGA-OP-702: Project Management

Introduction to Project Management: Overview, importance, characteristics of projects, project life
cycle, role of project manager, SDLC, drivers of project management.
Organizational strategy and project selection: The strategic management process, need for project
portfolio management system, classification of project; Selection criteria, financial and non-
financial criteria, applying a selection model, managing the portfolio system.
Organization Structure and Culture: Project management structures, organizing projects within
functional organization, organizing projects as dedicated teams, organizing projects within a matrix
arrangement; Organizational culture, implications of organizational culture for organizing projects.
Defining the project: Defining the project scope, establishing the project priorities, creating work
break down structure, integrating the WBS with the organization, coding the WBS for the
information system.
Estimating project times and costs: Factors influencing the quality of estimates, methods for
estimating project times and costs, types of costs.
Developing a project plan: Developing a project network, constructing a project network, network
computation process, critical path method (CPM), project evaluation and review technique(PERT).
Managing Risk in Project: Risk management process, decision making under risk and uncertainty.
Project closure: Types of project closure, post implementation evaluation, initiating the
retrospective review.

References:
1. Clifford, F, Gray., Erik,W,Larson., & Gautam, V, Desai.(2014). Project Management: The
Managerial Process. McGraw Hill Education (India) Private Limited, 6th edition.
2. Pannerselvam,P.,& Senthilkumar, R.(2103).Project Management. PHI Learning Private
Limited, New Delhi.

MGA-OP-704: Total Quality Management

Introduction to quality management: Concept of quality; brief history; Strategic implications;
Dimensions of product and service quality; Attributes and variables; costs of quality.
Principles and philosophies of quality management: Overview of the contributions of quality gurus;
Continuous improvement; Kaizen; PDSA cycle; Lean philosophy and 5S principles.

Page | 42
Quality control and quality assurance: Concept of quality control; concept of process variation;
acceptance sampling; attributes and variable sampling plans; OC curves; producer and consumer
risk, quality indices for acceptance sampling plans.
Statistical process control and process capability: Statistical process control; Control charts for
variables and attributes; Process capability; Training on SPC using statistical software package.
Tools and techniques for quality management: Quality control tools; Business process
reengineering; six sigma; QFD; Andon; Jidoka and Poka-yoke; quality circles.
Quality Management Systems: ISO standards - 9000 and 14000 family; FMEA; Quality awards-
Deming prize; Malcolm Balridge award; Benchmarking and auditing.

References:
1. Evans, J. R. & Lindsay, W.M. (2014). Managing for Quality and Performance Excellence,
(9th ed.). Kentucky, USA: Cengage Learning.
2. Besterfield, D.H., Urdhwareshe, H., Besterfield. M., Besterfield, C., Urdhwareshe, U., &
Besterfield, G.H., (2011). Total Quality Management. (3rd ed.). New Delhi: Pearson India
3. Gryna, F.A., Chua, R.A., & Defeo, J.A., (2006). Juran's quality planning and analysis for
enterprise quality. (3rd ed.). New York, USA: McGraw-Hill.

PROGRAMME ELECTIVES
SEMESTER III

MGA-PE-701: Business Analytics

Introduction to Data Science and Business Analytics, Scope and Business Applications of
Analytics, Overview of Business Analytics Process, Statistical Analysis and Data Visualization for
Analytics, Introduction to Data Visualisation using Tableau. Data Mining Techniques for
Analytics: Prediction, Classification, Association, and Cluster Analysis; Evaluating and Assessing
Performance of Analytical models, Ethical issues in analytics and reporting. Analytics and
Competitive Advantage, Enhancing Analytical Capabilities in Organisations.
References:
1. Shmueli Galit, Patel Nitin R, Bruce Peter C (2016), Data Mining for Business Analytics
Concepts, Techniques and Applications in Microsoft Office Excel with XLMiner, Third
Edition, Wiley

MGA-PE-703: Global Business Strategy

Introduction to global strategic management, Phases of global strategy, Internationalization

Page | 43
Vs Global Strategy, Business models and global strategy of global strategy-Drivers of global
strategy, Global Business Environment and its impact on Multinational firm, Making choice of
country selection, - applications of porters diamond model, Limitations of the model. Linkage
between global business environment and industry environment-Industry evolution, Five Forces
Model and its shortcomings, Strategic Group Model, How global strategy is shaped by the
competition.
Positioning Vs Resource based perspective, Resource audit and VRIO framework, Strategic
Advantage Profile, Value chain analysis. Sources of competitive advantage- The process of
internationalization- Entry strategies of MNC’s . International strategic alliances (SA), partnership
and cooperation-selection of alliance partners, Cost leadership, Differentiation and Focus,
Integrated strategy Vs stuck in the middle strategy.
Headquarters level strategy-selection of control mechanisms, diversification strategies, global
sourcing strategy, vertical integration strategy, enveloping a global market portfolio matrix.
Global structures and designs, Management of change in a global context Management of
innovation and knowledge, managing knowledge transfer across the firm, global R&D networks.
References:
1. J. George Frynas, Kamal Mellahi, “ Global Strategic Management”, Second Edition, South
East Asia Edition, Oxford University Press, New Delhi.
2. Gupta, A., Govindarajan, V., Wang, “The Quest for Global Dominance”, 2008,
Josey Bass.
3. Verbeke, A, “International Business Strategy”, Cambridge, First Edition, India, New Delhi
4. Peng, “Global Strategy”, 3rd Edition, Thomson South Western.

MGA-PE-705: Entrepreneurship
Origin of Entrepreneurship, Myths about Entrepreneurship, Institutes of thoughts, Economies of
Entrepreneurship, Types of Entrepreneurship, Creativity and Innovations, Opportunity
Identification, Legal issues and Business start-up, Entrepreneurship Development and Support
services, Project Report and Contents, Managerial functions of Entrepreneurs, Understanding
Finance and Marketing, Successful vs Failures, Forms of Business, Defining own business,
Business plans, Business structures, Business registrations, Successive plans of entrepreneurs,
Managing Family business

References:
1. Bruce R. Barringer,R.D. ( 2015), Entrepreneurship: Successfully Launching New
Ventures( Fifth Edition), Pearson Higher Education.
2. Desai V. ( 2014) The Dynamics of Entrepreneurial Development and Management ( Fifth
Edition), Mumbai, India: Himalaya Publishing House Pvt Ltd.
3. Roy Rajeev ( 2015), Entrepreneurship ( Second Edition), Oxford Higher Education

Page | 44
 SEMESTER IV

MGA-PE-702: Foreign Language

FRENCH: Communicative and task-oriented approach will be adopted to introduce the learners to
French as a foreign language. The emphasis is on spoken, communicative French to be used in real
life situations. The other skills - pronunciation, reading comprehension, listening comprehension,
writing and grammar will also be dealt with.

GERMAN: Communicative and task-oriented approach will be adopted to introduce the learners
to German as a foreign language. The emphasis is on spoken, communicative German to be used
in real life situations. The other skills - pronunciation, reading comprehension, listening
comprehension, writing and grammar will also be dealt with.

MGA-PE-704: Management of Stress and Emotions, Yoga, and Meditation

Introduction to stress management: Concept of stress; Approaches to stress; Potential sources of
stress in individuals and organizations; Individual differences; Consequences of stress; Managing
stress for self, for subordinates and in organization; Occupational stress management; Measurement
and evaluation of workplace stress; Preventive stress management in organizations.
Emotion Management: Emotional Intelligence (EI); Importance of EI; Domains of EI; EI and
conflict management; EI and career success; Advantages and disadvantages of EI; The emotional
brain: What are emotions for; Anatomy of emotional hijacking; The nature of EI: Self-awareness;
Slaves of the passion; The master aptitude; The social arts; Emotional intelligence applied: Intimate
enemies; managing with heart; mind and medicine; Window of opportunity: The family crucible;
Trauma and emotional relearning; Emotional literacy: Cost of emotional illiteracy; Instituteing the
emotions.
Yoga and meditation: Yoga and meditation in stress management and emotional wellbeing;
relaxation techniques; Workplace Spirituality; Spiritual quotient.
References
1. Goleman, D. (2009). Emotional Intelligence: Why It Can Matter More Than IQ. A &C
Black.
2. Robbins, S. P., Judge, T. A., & Vohra, N. (2013). Organizational Behaviour (15th ed.).
Dorling Kindersley (India) Pvt. Ltd.

MGA-PE-706: Corporate Sustainability and Environmental Management

Course Objective: - The objective of the course is to enable the Management Students to
understand the importance of social responsibility and ethical values in sustainability and growth
of Business.

Page | 45
Course contents:
Understanding corporate social responsibility – Objective of Business, Need for social
responsibility corporate social responsibility on different perspectives.
Role of government, Role of NGO’s, Role of educational institutions Role of Media.
Sustainability and Its Challenges. Relationship between Capitalism and sustainability- efforts to
measure sustainability.
Importance of Business ethics, ethical decision making in personal and professional context
managerial roles in ethical decision making.
References:
1. Corporate social responsibility- Madhumitha Chattergy Oxford University Press New
Delhi (2011)
2. Business Ethics – Laura P.Hartman, Joe Desjardins Mc, Graw Hill Education Pvt. Ltd
Delhi (2013)
3. Corporate Social Responsibility – C V Baxi, Ajith, Prasad, Excel Books (2005)
4. Ethical Choices in business – R C Shekar
5. Response Books, New Delhi (2005)

MGA-PE-708: Digital Marketing

Introduction to Digital Marketing: Understanding digital marketing landscape; business models
and strategies
Digital Consumer Behavior: Consumer Psychology; Consumer Decision Journey; Creating
Digital Moments of Truth;
Digital Marketing Channels: Display Advertising; Website design and development; Search
Advertising; Search Engine Optimization; Social Media Marketing; Mobile Marketing; Video
Marketing; E-mail Marketing; Content Marketing; Google AdSense; Affiliate Marketing.
Digital Strategy and Planning: P-O-E-M framework; Market Research; Segmentation, Targeting,
Differentiation and Positioning strategies; e-Marketing Plan; Online Reputation Management.
Evaluating Performance and Opportunities: Web and Social Media Analytics, Multi-channel
Attribution Models, Campaign Measurement and Tracking.
Social and Regulatory Issues: Privacy Concerns, Cyber Security and Intellectual Property.

References:
1. Gupta, S (2019). Digital Marketing. New Delhi, India: McGraw Hill Education Private Ltd.
2. Maity, M (2017). Internet Marketing. New Delhi, India: Oxford University Press
3. Dodson, I (2017). The Art of Digital Marketing. New Delhi, India: Wiley India Private Ltd.
4. Greenberg, E., Kates, A. (2014). Strategic Digital Marketing. New Delhi, India: McGraw
Hill Education Private Ltd.
5. Strauss, J., Frost, R. (2014). E-marketing (7th ed.). New Delhi, India: Prentice Hall India
Private Ltd.

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