DR B R AMBEDKAR NATIONAL INSTITUTE OF TECHNOLOGY

DEPARTMENT OF HUMANITIES AND MANAGEMENT

Teaching Scheme for MBA

Syllabi for MBA Courses

Phone no. 0181-269301 website: www.nitj.ac.in

 Department of Humanities and Management

Vision

To stand distinct and create its own niche in terms of transformation of young minds into
excellent leader-managers who are capable of creating and enhancing the value for both business
and society.

Mission

The mission of the department is to demonstrate and strive for continuing excellence in
imparting business education by offering Master of Business administration (MBA) and Post
Graduation Diploma Programme in Management. These programmes aim at:

 Developing and sensitizing the strong sense of morals and ethics in students that would
help them practice management with great courage, conviction and confidence.
 Developing business acumen with entrepreneurial focus based on resolve, ingenuity and
tolerance for risk and ambiguity.
 Developing and enhancing leadership qualities in students necessary to become potential
change champions for bringing dramatic change in the organizations.
 Enhancing capabilities in terms of envisioning, analyzing, quick decision-making,
futuristic thinking, probing, strategizing and creative thinking.

Values

 We work together with utmost commitment and candidness. Integrity is the centrifugal
force that acts on all activities of the department.
 We have strong commitment towards both business and society.
 We believe in team spirit, synergy and systems thinking so as to achieve the distant
vision of the institute as a whole.
 We respect all and embrace diversity.
 We understand that learning is a continuous long-term process and there is no short cut to
success.
 We believe in cooperation and compete with ourselves only.
 We always endeavour for giving great experiences to all those who associate with us in
any manner.

We understand that there is nothing like ‘bad experience’ because every experience gives you a
learning opportunity
Programme Outcomes (MBA)

 The students will be capable of taking quick decisions in different aspects of

management.
 The students will be able to demonstrate strong leadership qualities necessary for
becoming change champions.
 The students will be able to scan changing environmental conditions in a comprehensive
and holistic manner.
 The students will be able to develop strong behavioural competencies necessary for
becoming team player.
 The students will develop and enhance intrapreneurial qualities.
 The students will be able to develop strong analytical abilities and carry out research and
consultancy in different areas of management to deal with management decision
problems.

Programme Outcomes (Post Graduate Diploma in Management)

 The students should develop basic managerial acumen and skills.

 The students will have basic understanding about main functional areas of management.
 The students will be able to develop reasonable analytical abilities.
 Objectives of Master of Administration (MBA) Programme (PEO)

Management education in India has come a long way. However it has remained predominantly as a
derivative of western management education system. No significant steps have been taken so far to
Indianize the management education in the country. Instead, there is a greater need to increase its
horizon other areas besides large-scale industry. Management so far has largely remained large-
industry oriented. Therefore, management education so far has been considered elitist. Hence there is
only miniscule percentage of people who have harnessed their management education to their dreams
of establishing organizations. There is still a huge gap between demand and supply of management
graduates even though there is a mushrooming of management institutes in the country.
Department of Humanities and Management Dr B R Ambedkar National Institute of Technology
intends to offer Master of Business administration programme in a thoughtful way with a strong
concern to benefit the sectors that have largely remained unmanaged. The pace of industrial
development in Punjab has remained relatively low during the past many years. But now the state is
striving for rapid and progressive industrial growth. The department will endeavour to facilitate the
regional industry in terms of improving their operational efficiencies, better financial planning and
distinct market positioning. The management programme of the department will encourage the
students to take the projects concerning the contemporary issues of the local industry. It will not only
help the local industry but will also provide challenging opportunities to the students to have first-
hand experience to take on the issues relating to the industry that is still naive. It will help such
industrial units to get rid of their long-lasting nebulous state.
The department has a special plan for establishing ‘Case Research Centre’ that will be a platform for
the students to connect with the industrial organizations and society in general. The students will
write cases on the latest issues of the industry and changing consumption patterns that will be further
discussed and analysed in students’ forums. At present, management students in majority o the
business schools are still given case studies of west or that are written by the leading schools of the
world. Its access is limited to only few leading schools of the country. The case research centre will
facilitate and train students to develop innovative approaches to tackle latest industrial issues and will
enhance their development into confident and versatile managers. The cases so written will not be
helpful to the students of the department but will also be available on-line for all other business
schools of the country.
 Teaching Scheme for MBA Programme (2019)

Semester I

S.No Subject Name Teaching Load Credits

Proposed L T P
HM-501 Principles and Practices of 3 0 0 3
Management
HM-503 Organizational Behaviour 3 0 0 3
HM-505 Management Accounting 3 0 0 3
HM-507 Statistical Methods for Managers 3 0 0 3
HM-509 Managerial Economics 3 0 0 3
Total Credits 15

Semester II

S. No. Subject Name Teaching Load Credits

Proposed L T P
HM-502 Business Ethics 3 0 0 3
HM-504 Financial Management 3 0 0 3
HM-506 Human Resource Management 3 0 0 3
HM-508 Marketing Management 3 0 0 3
HM-510 Research Methodology 3 0 0 3
Total Credits 15

6-8 Weeks Summer Internship

Semester III

S.No. Subject Name Teaching Load Credits

Proposed L T P
HM-511 Corporate Management and Strategy 3 0 0 3
HM-513 Legal Aspects of Business 3 0 0 3
HM-515 International Business 3 0 0 3
HM*** Major Specialization Elective 1 3 0 0 3
HM*** Major Specialization Elective 2 3 0 0 3
HM*** Minor Specialization Elective 1 3 0 0 3
HM-601 Summer Internship Presentations 3
Total Credits 21
Semester IV

S. No Subject Name Teaching Load Credits

Proposed L T P
HM-512 Operations Management 3 0 0 3
HM-514 Information Technology in 2 0 2 3
Management
HM-516 Entrepreneurship Development and 3 0 0 3
Management
HM *** Major Specialization Elective 3 3 0 0 3
HM*** Major Specialization Elective 4 3 0 0 3
HM*** Minor Specialization Elective 2 3 0 0 3
HM-600 Research Project 3
Total Credits 21

Specialization Electives

Marketing Human Resource Financial

Management Management Management
Consumer Strategic Human Working Capital
Behaviour Resource Management)
(HM-517) Management (HM-525)
(HM-521)
Marketing of Industrial Relations Management of
Services and Labour Laws Financial Services
(HM-523) and Institutions
(HM -519) (HM-527)

Modern Marketing International Investment and

Practices Human Resource Portfolio
Management Management
(HM-518) (HM-522) (HM-526)
Retail and Supply Organizational Derivative and
Chain Management Change and Risk Management
(HM-520) Development (HM-528)
(HM-524)
 Principles and Practices of Management

HM-501 [3 0 0 3]

Course Objectives

1. To familiarize with management theory, evolution, approaches and contemporary

concepts of management.
2. To familiarize with the process of different management functions.

Course Contents

Management: Nature, Concept, Evolution of Management Thought. Management Thinkers and

historical foundation of learning organizations. Management skills and roles. Environment of
management. Important management functions: planning, types of plans, organizing, directing,
leadership, coordination and controlling. Decision making: types of decisions, process,
techniques and tools. Communication: types, process and barriers. Organization structure and
design: types, authority, responsibility, centralization versus decentralization, line and staff
functions, and span of control .

Course Outcomes

1. The students will have a basic understanding and knowledge of management functions
and organizations that they can use in their profession.
2. The students will be capable of taking quick decision-making by managing
organizational resources.

Reference Books

1. Harold Koontz and Heinz Weihrich (2007), Essentials of Management: An International

Perspective, New Delhi, McGraw-Hill.
2. Stephen P Robbins, David A. Decanzo (2001), Fundamentals of Management, New
Delhi, Pearson Ed.
3. Robbins S.P., Management, Prentice-Hall of India Ltd., New Delhi, 9th Edition
4. Richard L Daft, Manangement, 5th Ed. Thomson.
 Organizational Behaviour

HM-503 [3 0 0 3]

Course Objectives

1. To understand different concepts and theories of both individual and group behaviour.
2. To gain knowledge about leadership models, organizational culture, management of
conflicts and stress.

Course Contents

Organizational behavior (concept, contributing disciplines, evolution and role), theories of OB,
challenges and opportunities to OB. Learning, beliefs, values, attitude, and perception.
Personality development, determinants, measurement. Motivation concept and theories.
Interpersonal behaviour and transactional analysis. Job satisfaction. Emotions and moods.
Intelligence measurement and approaches, IQ tests. Group dynamics and work teams.
Organizational culture and climate. Organizational conflicts and management. Stress
management. Work force diversity and cross-cultural organizational behaviour. Organizational
justice and whistle blowing.

Course Outcomes

1. The students will be able to adjust quickly in multicultural environment.

2. It will help the students to adapt and get seamless fit in the organizational culture.
3. The students will be able to demonstrate strong leadership qualities and become capable
of becoming potential change champions.

Reference Books

1. Robbins, SP and Judge TA (2013) Organizational Behavior (15th Ed), Pearson.

2. Fred Luthens (2010), Organizational Behavior (12th Ed), McGraw Hill Education.
3. Nelson, DL and Quick, JC (2012) “Organizational Behavior: Foundations, realities &
challenges” (8th Ed.) New Delhi: Cengage Learning.
4. Uma Sekaran (2004), Organisational Behaviour, McGraw Hill Education.
 Management Accounting
HM-505 [3 0 0 3]

Course Objectives:

The course attempts to build potential to use appropriate accounting tools and techniques of
accounting for analyzing financial statements and helping in managerial decision making.

Course Contents:
Introduction to Management Accounting: Introduction, Meaning, role, functions and
framework of Management accounting and Tools of Management Accounting .Distinction
between Management Accounting, Financial Accounting and cost accounting. Tools of
Financial Analysis: trend analysis, common size statements, comparative statements, Ratio
analysis, Cash flow statements and funds flow statements. Cost Accounting: Meaning,
Objectives, Scope and Classification of costs, Marginal Costing –Concept of Marginal Cost;
Marginal Costing Vs Absorption Costing; Cost-Volume-Profit Analysis; Break-Even Analysis;
Assumptions and its practical applications for managerial Decision making with special
reference to pricing, make or buy decisions, selection of Sales-Mix. Standard Costing and ion,
Variance Analysis. Budgetary Control- Types of Budgets Master budget, , Zero Base Budget,
Participative Budget and Performance Budget. Price Level Accounting, Human Resource
Accounting, responsibility centres and Transfer Pricing. Target Costing, Kaizen costing, Activity
based costing, Life Cycle Costing, business process re-engineering, The Balanced Scorecard,
Value Added Concept, benchmarking, Economic value added, Market value added.

Course Outcomes: After the completion of the course, the student will be able to:

1. Analyse and interpret financial statement for business decisions.

2. Take analytically rational business decision based on costing and other contemporary
accounting practices.
Reference Books

1. Drury, C., Management Accounting for Business Decisions, Thomson Learning: London.
2. Sharma, R.K. and Gupta, S.K., Management Accounting, 9th Edition, Kalyani
Publishers: New Delhi.
3. Atkinson, A., Kaplan, R., Matsumura, E.M. and Young, S., Management Accounting 5th
Edition (International), Pearson Education.
4. Horngren, C., Sundem, G., Stratton, W., Schatzberg, J. and Burgstahler, D., Introduction
to Management Accounting, 14th Edition (International), Pearson Higher Education.
 Statistical Methods for Managers

HM-507 [3 0 0 3]

Course Objective

1. To understand different statistical concepts for estimation and hypothesis testing

2. To statistically measure and infer different parameters

Course Contents

Grouping and displaying of data, Measures of central tendency and dispersion, probability
distributions; Binomial, Poisson, Normal, the Central Limit Theorem, Sampling and sampling
distributions, Estimation, Hypothesis testing; t, z and f testing, one sample and two sample
testing, chi square, simple regression and correlation, index numbers, decision tree analysis.
Course Outcomes

1. The students will be able to do numeric summarization and measure different parameters
statistically.
2. The students will be able to develop and test hypotheses.
3. The students will also be able to make inference from statistical indicators.

References Books:
1. Richard I Lewin and David S Rubin (2012), Statistics for Management, 7th edition,
Pearson
2. David M. Levine, David F. Stephan, and Kathryn A. Szabat (2017), Statistics for
Managers, 8th edition, Pearson
3. Robert Stine and Dean Foster (2015), Statistics for Business: Decision Making and
Analysis, 2nd edition, Pearson
 Managerial Economics

HM-509 [3 0 0 3]

Course Objectives
1. To gain knowledge about different micro and macro aspects of economics.
2. To understand the complex relationships and intricacies of different economic variables.
3. To understand the micro and macro implications of economic policies and decisions.
Course Contents
Basic Economic concepts, Decision making under risk and uncertainty. Concept of utility,
demand and supply, elasticity of demand and supply, Demand forecasting. Production function
in short and long run: law of diminishing marginal returns, isoquant-isocost approach.
Economies of scale. Shapes of different cost curves in short and long run. Price-output
determination in perfect competition, monopoly, monopolistic competition and oligopoly.
Macroeconomics: national income, business cycle, fiscal policy, monetary policy, price indices,
inflation, theories of international trade.
Course Outcomes
1. The students will able to understand different terms and concepts of economics.
2. The students will gain proficiency in understanding the changes in economic
environment and their impact both at micro and macro levels.

Reference Books
1. Carl E Case, Ray C Fair and Sharon E Oster (2017), Principles of Economics, Pearson
2. John Sloman, Dean Garratt and Alison Wride (2014), Economics, 9th edition, Pearson.
3. Christopher R Thomas, S Charles Maurice and Sumit Sarkar (2010), Managerial
Economics, 9th edition, McGraw Hill Publication.
4. H L Ahuja (2017), Managerial Economics, 9th edition, S Chand Publishing.
 Business Ethics

HM-502 [3 0 0 3]

Course Objectives

1. To understand the concept of ethics and its relevance in business and society.
2. To familiarize students with ethical principles and different ethical aspects.

Course Contents

Nature and essence of ethics, relationship between business and society, corporate social
responsibility, stakeholder theory, corporate accountability and citizenship, ethical theories,
developing moral capital, employees and business ethics, consumers, suppliers and business
ethics, competitors and business ethics, environment and ethics, IT and ethics, government ,
regulation and business ethics.

Course Outcomes

1. The students will be able to understand moral aspects of business.

2. The course will enhance critical thinking and promote ethical considerations in business
decision-making.
3. The course will increase the sensitivity of the students towards employees, consumers,
environment and society in general.

Reference Books
1. Manuel G. Velasquez (2012), Business Ethics, Pearson.
2. Andrew Crane and Dirk Matten (2015), Business Ethics, 4th edition, Oxford University
Press.
3. S Manikutty (2016), Being Ethical, Penguin .
4. A C Fernando (2013), Business Ethics: An Indian Perspective, Pearson.
 Financial Management
HM-504 [3 0 0 3]

Course Objectives:

The objective of this course is to acquaint the students regarding various accounting concepts,
conventions and take financial decisions

Course Contents:
Meaning of Accountancy, bookkeeping and Accounting, Accounting Process, Objectives
for accounting, Differences between book-keeping and accounting Users of accounting
information, Limitations of Accounting, Accounting Concepts, Conventions and
Principles. Accounting Standards - Scope and functions of Accounting Standards Board -
International Financial Reporting System, Preparation of Final Accounts
Financial Management: Objectives - Functions and Scope - Evolution - Interface of Financial
Management with Other Functional Areas, Sources of Long-Term Finance, Raising Long-term
Finance: Venture Capital, Initial Public Offering, Public Issue by listed companies, Rights Issue,
Preferential allotment, Private placement, Term Loans Valuation of Securities: Concept Of
Valuation - Bond Valuation - Equity Valuation: Dividend Capitalization Approach and Ratio
Approach -Valuation of Warrants and Convertibles. Introduction to Risk and Return: CAPM and
Dividend Capitalization Model. Time Value of Money, Annuity, Perpetuity and Growing
Perpetuity. Basics of Capital Expenditure Decisions: The Process of Capital Budgeting - -
Appraisal Criteria, Analysis of Project Cash Flows: Cash Flow Estimation - Identifying the
Relevant Cash Flows - Cash Flow Analysis - Replacement, Cash Flow Estimation Bias -
Evaluating Projects with Unequal Life - Adjusting Cash Flow for Inflation., Capital Rationing.
Leverage: Measuring and analyzing the implications of Leverage - Operating Leverage,
Financial Leverage and Total Leverage. Capital Structure Policy, Determinants of Capital
Structure Decision Variations in Capital Structures, EBIT / EPS Analysis and ROI / ROE
Analysis. Capital Structure Theories, Dividend Policy: Traditional Position - Walter Model -
Gordon Model - Miller-Modigliani Position - and Rational Expectations Model, working capital
management.

Course Outcomes:
After the completion of the course, the student will be able to:
1. Decide appropriate capital structure of a firm by minimizing cost of capital of the firm.
2. Take appropriate dividend decision, financing decision and working capital decisions for
a firm.

Reference Books
1. Khan M.Y, and Jain P.K., Financial Management, Tata McGraw Hill, New Delhi.
2. Pandey, I.M., Financial Management, Vikas Publishing House, Delhi.
3. Chandra, Prasanna, Financial Management, Tata McGraw Hill, Delhi.
 Human Resource Management

HM-506 [3 0 0 3]

Human resources are the most important resources of any organization without which other
resources are meaningless. In many industries, human resources provide sustainable competitive
advantage. In knowledge economy and information age, their importance has increased than ever
before. In this perspective, the course in human resource management is being offered with
following objectives:
Course Objectives
1. To learn about basic understanding about human resources, their importance and their
management.
2. To understand the key elements of human resource management.
3. To understand the key and emerging issues of human resource management in the
changing business scenario.
Course Contents
Meaning and nature of human resource management (HRM), line and staff aspects of HRM,
trends shaping HRM, operating and managerial functions of HRM, system approach to HRM,
job analysis, personnel planning, recruitment, selection, psychological tests, interviews,
placement and induction, talent management, training and development, performance appraisal,
employee retention, career development and management, compensation and financial
incentives, benefits and services, managing employee relations, ethics, employee rights and
disciplines, labour relations and collective bargaining, industrial dispute act, employee health,
safety and welfare, factory act, HR as a profit centre, Green HRM, HR scorecard, managing
diversity and global HR resources.
Course Outcomes
1. The students would be able to understand the basic framework and dimensions of human
resource management.
2. The students would be able to understand how human resources are required to be
managed differently from all other resources.
3. The students would also learn how human resources can be better synchronized thorough
systemic thinking to give overall synergetic outcomes and serendipitous results.

Reference Books:

1. Gary Dessler, Human Resource Management, 15th Edition, Pearson.

2. George W Bohlander and Scott A Snell (2016), Principles of Human Resource
Management, Cengage.
3. C.B. Mamoria and VSP Rao, Personnel Management, 13th Edition, Himalaya Publication.
4. Edwin B Flippo, Personnel Management, 6th Edition, Tata McGraw Hill Education.
 Marketing Management

HM-508 [3 0 0 3]

Course Objectives

1. To provide an experienced-based approach to marketing theory and its practical

application.
2. To gain insights into new and contemporary marketing practices.

Course Contents

Introduction to the Concept of Marketing, basic concepts, recent changes in marketing, role in
marketing. Forces in the market-place: demographic, economic, natural, technological, political-
legal and social-cultural environment, techniques for environmental scanning. Concept of
customer value, the value delivery process, the value chain. Elements of a marketing plan:
designing the business mission statement, setting marketing plan objectives, conducting a
situation analysis (SWOT Analysis). Product life cycle – strategic implications; New product
development and consumer adoption process. Factors affecting price determination; Pricing
Methods and Techniques. Marketing research and information systems. Consumer buying
behaviour, organizational buying behaviour. Market segmentation, targeting and positioning.
Market mix components for products and services. Types of Distribution Channels;
Distribution channel intermediaries. Marketing performance and control. Global issues in
marketing. Case studies
Course Outcomes

1. The course will increase an ability to understand and develop the marketing mix for an
organization.
2. The students will be able to apply the introduced conceptual frameworks, theory and
techniques to various marketing contexts.

Reference Books

1. Saxena R (2008), “Marketing Management”, Tata McGraw-Hill, 3rd Edition, 8th reprint.
2. Kotler P., “Marketing Management”, Pearson Education, 11th Edition.
3. Ramaswamy V.S. & Namakumari S., “Marketing Management”, McMillan India Ltd.
4. Kurtz & Boone, “Principles of Marketing”, Thomson, 12th Edition.
5. Cinzkota & Kotabe, “Marketing Management”, Thomson, 2nd Edition.
 Research Methodology

HM-510 [3 0 0 3]
Course Objective

1. To understand different research tools and techniques for carrying out business research
2. To develop analytical abilities of the students

Course Contents

Overview of Research, Research and its types, identifying and defining research problem and
different types of research designs. Methods of data collection (primary and secondary),
questionnaires and schedules, Sampling methods, sampling distribution, scaling and testing of
hypothesis, correlation and regression including multiple regression, hypothesis development
and testing. parametric and non-parametric testing. Reliability and validity of scales, multivariate
analysis techniques regression analysis, factor analysis, ANOVA, discriminant analysis, cluster
analysis, multidimensional scaling. Conjoint Analysis and Structural Equation Modeling. Report
preparation.

Course Outcomes

1. The students will be able to carry out business research by applying appropriate tools and
techniques of research.
2. It will enhance students’ analytical abilities in terms of both inductive as well as
deductive research.
3. The students will be able to apply theory into practice and at the same time will be able to
conceptualize observations and experiences.

Reference Books

1. N K Malhotra, Imad B Baalbaki and Nada Nasr (2013), Marketing Research: An Applied
Orientation, Pearson education.
2. W.G. Zikmund, John C Carr, A Adhikari, M Griffin and Barry J Babin (2012), Business
Research Methods, 8th Edition, Cengage.
3. Krishnaswami, K.N., Sivakumar, A. I. and Mathirajan, M. (2013), Management Research
Methodology, 9th edition, Pearson Education.
 Corporate Management and Strategy
HM-511 [3 0 0 3]

Course Objectives:
This course helps students to combine strategic and managerial approach towards various
decisions of management
Course Contents:
Strategic Management: Introduction, Strategic Management, Need, scope, key features
and importance of strategic management, Strategic decision-making. Process of strategic
management and levels at which strategy operates. Role of strategists. Defining strategic intent:
Vision, Mission, Business definition, Goals and Objectives. Environmental Appraisal and
environmental scanning techniques- ETOP, QUEST and SWOT (TOWS),. Porters’s five forces
model, building Strategic Advantage Profile, Methods and techniques used for organizational
appraisal (Value chain analysis, Financial and non financial analysis, historical analysis, Industry
standards and benchmarking, Balanced scorecard and key factor rating). Identification of Critical
Success Factors (CSF).
Corporate level strategies-- Stability, Expansion, Retrenchment and Combination strategies.
Corporate restructuring. Concept of Synergy. Mergers & Acquisitions, Types of Strategic
Alliances and Business Decisions. Corporate Restructuring. Business level strategies—
Porter’s framework of competitive strategies; Conditions, risks and benefits of Cost leadership,
Differentiation and Focus strategies. Location and timing tactics. Concept, Importance, Building
and use of Core Competence. Strategic Analysis and choice—Corporate level analysis (BCG,
GE Ninecell, Hofer’s product market evolution and Shell Directional policy Matrix).Strategy
Implementation and its Stages, Leadership and corporate culture, Values, Ethics and Social
responsibility. Operational and derived functional plans to implement strategy. Integration of
functional plans. Strategic control and operational Control. Organisational systems and
Techniques of strategic evaluation., , Reasons for Strategy Failure and Methods to
Overcome,
Business Continuity Plan, Relevance and Importance of BCP, BCP and its Influence on
Strategic Management, Contingency Planning

Course Outcomes: After the completion of the course the student will have
1. Interpret internal and external business environment and formulate strategies
2. Analyse and interpret business level strategies and corporate level strategies
Reference Books
1. Kazmi A. ‘Business Policy & Strategic Management’ Tata McGraw Hill
2. Thomson & Strickland ‘Strategic Management: Concept & Cases’ Tata McGraw Hill
3. S. Reddy, Strategic Management by Himalaya Publication
4. Johnson & Scholes ‘Exploring Corporate Strategy’ Prentice Hall India
5. Jauch&Glueck ‘Business Policy & Strategic Management’ Tata McGraw Hill
 Legal Aspects of Business

HM-513 [3 0 0 3]

Course Objective

1. To familiarize with different legal aspects of business

2. To understand legal framework for business

Course Contents

Law of contract, offer and acceptance, consideration, free consent, capacity to contract, legality
of object, performance of contract and discharge of duties, breach of contract, quasi contracts.
Indemnity and guarantee, bailment and pledge, contract of agency. Sale of goods, conditions and
warranties, transfer of property, rights of unpaid seller. Law of partnership. Negotiable
instruments, Law of insurance. GST, Company Law, nature and kinds of companies,
memorandum and article of association, prospectus, share capital and shares.

Course Outcomes

1. The students will have knowledge about legal framework for business.
2. The students will have knowledge about different types of business laws relating to
general contract act, special types of contracts, companies act and other miscellaneous
legal aspects.

References Books:
1. Kapoor, N.D. and Abbi Rajni (2018), Elements of Mercantile Law, Sultan Chand &
Sons, New Delhi.
2. Kuchhal, M.C. and Kuchhal V. (2018), Business Law, Vikas Publishing House, New
Delhi.
3. Tulsian, P.C. and Tulsian B. (2018), Business Law, Tata McGraw-Hill Publication New
Delhi.
 International Business

HM-515 [3 0 0 3]

Course Objectives:

To prepare students with the knowledge, analytical ability, and management perspectives and
skills needed to provide leadership to organizations competing in a world increasingly
characterized by diversity in the workforce, rapid technological change, and a fiercely
competitive global marketplace.

Course Content:

Introduction to International Business, Elements of International Business, Globalisation,

International Trade theories and their application: Introduction, Why do nations trade,
Theories of International trade- mercantilism, Absolute advantage, Comparative
advantage, Heckscher- Ohlin, Product life cycle theory and Porter’s diamond model.
Indian and International Business Environment: Introduction, Economic Environment,
Political Environment, Demographic environment, Legal Environment. Country Culture.
Foreign Investments- Types and Motives: Foreign investments, types of foreign
investments, motives, Regional integration: Introduction, Overview of Regional
Integration, Types of Integration, Regional Trading Arrangements, India and Trade
Agreements, Global trade institutions: Introduction, World trade organization (WTO),
International Labour Organisation (ILO), International Financial Management:
Introduction, Overview, Components, Scope of International Financial Management,
International Marketing: Introduction, scanning international markets, mode of entering
into potential markets, Global Marketing Strategies, , International Strategic
Management: Introduction, Strategic Management, Strategic Planning, Strategic
Management Process, Ethics in International Business: Corporate Governance, Code of
conduct for MNCs.Finance and International Trade: Introduction, understanding
payment mechanism, Documentation in International Trade, Financing Techniques,
Export Promotion Schemes, Export and Import Finance.

Course Outcomes: After the completion of the course, students will be able to
1. Acquire a comprehensive foundation in the fundamentals of business, the global
environment in which they will function.
2. Describe current conceptual and theoretical models, issues, and concerns in international
business
3. Apply current business practices to the management of international businesses.
Reference Books:
1. International Business: Environments and Operations, John D. Daniels, Pearson
Education.
2. International Business: The Challenges of Globalization, John J. Wild, Pearson
3. International Business: Competing in the Global Marketplace, Charles W.L. Hill,
McGraw- Hill International Edition
4. MBA Fundamentals International Business, Rajesh Iyer, Kaplan Publishing
 Operations Management
HM-512 [3 0 0 3]
Course Objectives
1. To understand different aspects of operations management and operations research
2. To familiarize with different issues relating to operations such as constraints, resource
planning, quality control and optimization.
Course Contents
Operations Management, production function, productivity, services operations, manufacturing
operations. Facility location layout: site selection, design and process. Production planning and
scheduling; loading, sequencing and monitoring. Inventory management techniques, Just-In-
Time approach, theory of constraints. Project management, critical path method, PERT,
statistical quality control, total quality management, quality circles, KAIZEN, six sigma, ISO
9000 standards. ERP modules and implementation. Linear Programming, Transportation models,
assignment models, queuing decision models.
Course Outcomes
1. The students will be able to become effective operations managers with clear
understanding of different costs at the cost center.
2. They will be able to take appropriate measures in terms of increasing both efficiency and
effectiveness by increasing output, reducing costs and enhancing quality.
3. They will be able to make effective decisions using management science techniques.

Reference Books
1. Elwood S Buffa and Rakesh K Sarin, Modern Production and Operations Management,
8th edition, Wiley.
2. Jay Heizer, Barry Render, Chuck Munson and Amit Sachan (2017), Operations
Management, 12th edition, Pearson.
3. Hamdy A Taha, Operations Research, 8th edition, PHI.
4. Bernard W Taylor III, Introduction to Management Science, 12th edition, Pearson.
 Information Technology in Management

HM-514 [2 0 2 3]

Course Objectives

1. To familiarize students different applications of information technology in management

2. To enable students in identifying and implementing IT solutions on management issues.

Course Contents

Use of computers in management applications. Information systems and managerial decision-

making. Requirements for decision support. DSS Architecture. Decision modeling and analysis,
Data warehousing, access, mining and knowledge management. Database system: purpose of
database system, view of data, relational databases, database architecture, transaction
management. Artificial intelligence, Management Information System. Managing technological
change.

Course Outcomes

The students will be able to understand, develop and execute IT solutions in management
decision making.

Reference Books

1. Elmasri Ramez and Navathe Shamkant B, Fundamentals of Database Systems, Pearson,

5th edition.
2. Kahate Atul, Introduction to Database Management Systems, Pearson, Ist edition.
3. Delen Dursun, Sharda ramesh, and Turban Efraim, Decision Support and Business
Intelligent Systems, Pearson, 9th edition.
4. Firestone Joseph M and McElroy Mark W, Key Issues in the New Knowledge
Management,
5. Taylor and Francis.
 Entrepreneurship Development and Management

HM-516 [3 0 0 3]

Course Objectives

1. To familiarize with basics of entrepreneurship

2. To generate the spirit of entrepreneurship

Course Contents

Entrepreneurial mind for entrepreneurial society, Entrepreneurship vs unemployment,

fundamentals of entrepreneurship, entrepreneurial development in emerging markets,
entrepreneurial leadership, intrapreneurship, creativity, innovation and business ideas, ideas to
opportunity, the entrepreneurial process, entrepreneurial support system, planning small scale
industry. business plan, intellectual property rights, human resource plan, recruitment, selection,
placement and induction, training and development, marketing plan, operation and production
plan, venture team, insights from financial statements, financing venture; role of financial
institutions and micro finance, launching a venture, managing growth, from start-up to going
public. Women entrepreneurship, rural entrepreneurship. Sickness in small sector; reasons and
rehabilitation.

Course Outcomes

1. The students will be able to develop and demonstrate entrepreneurial abilities both at
work place and at their ventures.
2. The students will be able to manage their own enterprises effectively through creative
thinking, innovation and leadership.

Reference Books:

1. Arya Kumar (2012), Entrepreneurship, Pearson.

2. H Nandan (2013), Fundamentals of Entrepreneurship, PHI.
3. Jeffry A Tommons and Stephen Spinelli (2009), New Venture Creation, Tata McGraw
Hill.
4. Sangeeta Sharma (2016), Entrepreneurship Development, PHI.
 Consumer Behaviour

MB-517 [3 0 0 3]

Course Objectives

1. To update key terms, definitions, and concepts used in the study of consumer behaviour.
2. To gain insights of consumer behaviour concepts to develop better marketing programs
and strategies to influence those behaviours.

Course Contents

Consumer Behaviour: introduction, determinants of buying behaviour, framework of buying

behaviour, information gathering and evaluation, perceptual mapping, value perceptions and
positioning. Consumer’s satisfaction. Role of Consumer’s personality. Consumer’s motivation,
learning, attitude and memory. Situational determinants of buying behaviour. External
influences (family, social class, reference groups, culture) on buying behaviour. Consumer
research.

Course Outcomes

The course will increase the understanding about the many aspects of consumer behaviour and its
applications in marketing.

Books

1. Louden David and Della Bitta Albert J, Consumer Behavior, , McGraw Hill.
2. Kapoor Ramneek, Consumer Behaviour: Text and Cases, , Tata McGraw Hill Education,
Ist edition.
3. Schiffman Leon and Kanuk Leslie, Consumer Behavior, Pearson Education, 10th Edition.
4. Wright Malcolm, East Robert and Vanhuele Marc, Consumer Behaviour: Applications in
Marketing, Sage Publications, first edition,
 Modern Marketing Practices

HM-518 [3 0 0 3]

Course Objectives

1. To update marketing proficiency with new concepts of marketing

2. To gain insights into new and contemporary marketing practices

Course Contents

Digital marketing, e-marketing, direct marketing, green marketing, customer relationship

management, consumer loyalty, experiential marketing. Marketing through omni-channels,
managing consumer confusion, consumer co-creation, strategic marketing, international
marketing and export management. Social Marketing.

Course Outcomes

The course will increase the horizon of marketing practices. The students will be able to practice
transformational marketing by learning new aspects of value addition and value delivery.

Reference Books:

1. Ian Dodson (2016), The Art of Digital Marketing, Wiley.

2. Kerry Smith and Dan Hanover (2016), Experiential Marketing, Wiley.
3. Robert Dahlstrom, Green Marketing Management, Cengage Learning.
4. Gerald Albaum, Edwin Duerr and Jesper Strandskov, International Marketing and Export
Management, 5th edition, Pearson.
5. David Meerman Scott, The New Rules of Marketing and PR, John Wiley and Sons.
6. Nancy R Lee and Philpi Kotle, Social Marketing, 5th edition, Sage.
7. Philip Kotler, Hermawan Kartajaya and Iwan Setiawan (2017), Marketing 4.0 Moving
from Traditional to Digital, John Wiley and Sons.
 Marketing of Services

HM-519 [3 0 0 3]

Course Objectives

1. To understand the nature and scope of services marketing in present business scenario.
2. Identify challenges of managing service firms in the modern world including cultural
implications.

Course Contents

Introduction to services marketing. Consumer behaviour in services (including consumers’

expectations and experience management). Delivering quality services (including SERVQUAL).
Customer satisfaction measurement. Developing sustainable service models. Demand
management in services. Service promotion service delivery, and service pricing. Physical
evidence in services. Relationship marketing and loyalty programmes. Role of employees in
services.

Course Outcomes

1. The course will develop insights into emerging trends in the service sector in a
developing economy like India.
2. The students will be able to tackle issues involved in services marketing and challenges
facing in traditional commercial marketing, e-marketing and non commercial
environments.

Reference Books

1. Apte Govind, Services Marketing, Oxford University Press, First edition.

2. Lovelock Christopher H, Services Marketing: People, Technology, and Strategy,
McGraw Hill Publication, 7th edition.
3. Srinivasan R, Services Marketing-The Indian Context, PHI, 3rd edition.
4. Zeithaml Valarie A, Bitner Mary Jo, Gremler Dwayne D and Ajay Pandit, Services
Marketing, McGraw Hill Publication, 6th edition.
 Retail and Supply Chain Management

MB-520 [3 0 0 3]

Course Objectives

1. To teach the basic principles and different aspects of retail and supply chain management.
2. To understand the different issues and problems in retail and supply chain management.

Course Contents

Retailing- Introduction, Definition of Retailers, Origin of Retailing, Scope of Retailing,

Retailing Scenario: An Overview, Retailing: Importance and Success Factors, Retail
Formats, non store retailing, retail marketing strategies (6 Ps), Case studies. Recent
trends in retaining. E- retailing, The Basics of Supply Chain Management- Introduction,
Definition of Supply Chain Management, Evolution of the Concept of Supply Chain
Management, Key Drivers of Supply Chain Management, Problems in SCM, Three
Components of SCM, Demand Management, Demand Forecasting. Supply Chain
Benchmarking- Introduction, Understanding the Benchmarking Concept, Benchmarking
Process. Recent Trends in Supply Chain Management, New Developments in Supply
Chain Management, Outsourcing Supply Chain Operations, Economic order quantity, Just
In Time, Lean Supply chain management, Kanban system, The Role of E -Commerce in
Supply Chain Management, Green Supply Chain Management, case studies.

Course Outcomes
1. The course will help students to understand the structure of supply chains and the
different ways through which supply chains can become competitive in the market.
2. It will also helpful to understand the trends recent in retailing and analyze the importance
of the term “value creation” in the field of retailing.

Reference Books:

1. Simchi-Levi, David, Kamisnsky, Philip, and Simchi-Levi, Edith, Designing and

Managing the Supply Chain: Concepts, Strategies and Case Studies, 3nd Edition,
Irwin/McGraw Hill, 2008.
2. Berman, B. R., & Evans, J. R. (2010). Retail Management: A Strategic Approach (11th.
Boston, MA: Prentice Hall.
3. Levy, M., Weitz, B. A., & Grewal, D. (2012). Retailing management (Vol. 6). New York,
NY: McGraw-Hill/Irwin.
4. Fernie, J., & Sparks, L. (Eds.). (2018). Logistics and retail management: emerging issues
and new challenges in the retail supply chain. Kogan page publishers.
5. Ogden, J. R., & Ogden, D. T. (2005). Retailing: integrated retail management. Boston,
MA: Houghton Mifflin.
6. Hugos, M. H. (2018). Essentials of supply chain management. John Wiley & Sons.
 Strategic Human Resource Management

HM-521 [3 0 0 3]

Course Objectives

1. To gain knowledge about strategic aspects of Human Resource Management

2. To gain knowledge about strategies specific to different aspects of HRM

Course Contents

Concept of strategic human resource management. Future of HR, HR strategies, strategic role of
HR, strategic HRM in action, human capital management strategies, high performance strategies,
employee resourcing strategies, knowledge management strategies, talent management
strategies, development strategies and reward strategies. Employee engagement and work life
balance. HR Scorecard.

Course Outcomes

1. The students as HR managers will be able to use human resource development and
management as a part of strategy.
2. The students will be able to craft and implement strategies relating different aspects of
HRM.
3. The students will be able to develop and use the human capital as a competitive resource
of sustainable competitive advantage.

Reference Books

1. Michael Armstrong, Strategic Human Resource Management, 4th edition, Kogan Page.
2. Catherine Truss, David Mankin and Clare Kelliher (2012), Strategic Human Resource
Management, Oxford.
3. Gary Rees and Paul E Smith (2014), Strategic Human resource Management, Sage.
 International Human Resource Management

HM-522 [3 0 0 3]

Course Objectives

1. To gain knowledge about international aspects of human resource management

2. To gain insights into global HR issues, practices and strategies.

Course Contents

Cultural context of HRM, standardization versus localization, path to global status of HRM.
International human resource management in cross-border mergers, acquisitions and alliances,
international staffing, international performance management, international career and talent
management, international compensation management, international industrial relations,
international trends and future challenges.

Course Outcomes

The course will increase the horizon of HR practices particularly in multinational and
transnational companies dealing with Human Resource Management across different countries
and culture.

Reference Books:

1. Peter J Dowling, Marion Festing and Allen D Engle (2017), International Human
resource Management, 7th edition, Cengage Learning.
2. K Aswathappa and Sadhna Dash (2017), International Human Resource Management 2nd
edition, McGraw Hill Education.
3. Charles M Vance and Yongsun Paik, Managing a Global Work Force, 3rd edition,
Routledge.
 Industrial Relations and Labour Laws

HM-523 [3 0 0]

Course Objectives

1. To familiarize students with legal aspects of HR

2. To familiarize with employees’ rights and obligations

Course Contents

Different approaches to industrial relations. Relationship between labour, management and state.
Roles of different participants. Contemporary issues in industrial relations. Workers’
participation in management. Collective bargaining. Strikes and lockouts. Trade Unions Act,
1926, Standing Orders Act, 1946. Industrial Dispute Act, 1947. Employee Provident Fund (and
Misc. Provisions) Act, 1952. Workmen Compensation Act, 1923. Payment of Wages Act, 1936.
Minimum Wage Act, 1948. Employee state Insurance Act, 1948. Payment of Gratuity Act, 1972.
Child Labour (Prohibition and Regulation) Act, 1986. Payment of Bonus act, 1965. Factories Act
1948. Apprentices Act, 1961.

Course Outcomes

The students will be able to make clear understanding about employees’ rights and obligations
under the legal framework.

Reference Books

1. Gupta C B, Tripathi P C and Kapoor N D, Industrial Relations and Labour Laws, Sultan
Chand and Sons, 4th edition.
2. Monappa Arun, Nambudiri Ranjeet and Selvaraj Patturaja, Industrial Relations and
Labour Laws, MGH-India, 2nd edition.
3. Srivastava S C, Industrial Relations and Labour Laws, Vikas Publishing, 6th edition.
 Organizational Change and Development

HM-524 [3 0 0 3]

Course Objectives

1. To understand the dynamics of organizational change and development

2. To gain knowledge about the determinants of change

Course Contents

Organizational capacity for change, change readiness of organizations, elements of human

capital; organizational trust, change champions. Social infrastructure; systems thinking,
communication systems, culture. Leading change, building a structure for change. Developing
and implementing strategy for change. Creating guiding coalitions, embedding change in culture,
overcoming barriers to change. Organizational renewal through innovation. OD models.

Course Outcomes

1. The students will be able to become change agents in their respective organizations.
2. They will be proactively able to take change initiatives and implement successfully.

Reference Books:

1. John P Kotter and W Chan Kim (2011), HBR’s 10 Must Reads on Change Management,
HBR Publishing.
2. W Warner Burke, Organizational Change: Theory and Practice, 4th edition, Sage
Publishers.
3. Thomas G Cummings and Christopher G Worley, Organizational Development and
Change, 10th edition, Cengage Learning.
 Working Capital Management

HM-525 [3 0 0 3]

Course Objectives: to provide students with the knowledge that examines financial decisions
that affect the value of the firm in the short run mainly based on current assets and current
liabilities

Course Content:

Objectives of Working Capital (Conservative vs Aggressive Policies), Static vs Dynamic View

of Working Capital - Factors Affecting the Composition of Working Capital, Operating Cycle
Approach to Working Capital and Cash Management. Inventory Management: Nature of
Inventory and its Role in Working Capital - Purpose of Inventories - Types and Costs of
Inventory -Inventory Management Techniques - Pricing of Investments Receivables
Management: Purpose of Receivables - Cost of Maintaining Receivables - Credit Policy
Variables (Credit Standard, Credit Period, Cash Discount, Collection Program), Credit
Evaluation - and Monitoring Receivables. Cash Management Models: Baumol Model and Miller
and Orr Model, Simulating a Cash Budget Financing Current Assets: Behaviour of Current
Assets and Pattern of Financing -Accruals - Trade Credit - Provisions - Short-Term Bank
Finance - Public Deposits, Commercial Paper – Factoring.

Course Outcomes: After the completion of the course, students will be able to

1. Identify and summarize the essential theories and concepts of modern working capital
Management.
2. Constitute a comprehensive introduction to basic concepts of working capital
management

Reference Books

1. Bhalla V K, Working Capital Management: Text and Cases, Anmol Publications, 13

edition.
2. Bhattacharya Hrishikes, Working Capital Management-Strategies and Techniques, PHI,
2nd edition.
3. Soni Anita, Working Capital Management Principles and Techniques, Neha Publishers.
 Investment and Portfolio Management

HM-526 [3 0 0 3]

Course Objectives: To acquaint the students with the working of security market and principles
of security analysis; and to develop the skills required for portfolio management so as to be able
them to take investment decisions.

Course Content:

Introduction: Concepts of investment, Objectives of investment, various alternatives of

investments, Investment vs speculation. Financial Markets: Primary Markets and secondary
markets. Introduction to Primary Market, Primary Market Design and its Role, Types of Offers
in the Primary Market, Major Eligibility Guidelines for the issuers in Primary Market, Secondary
Market : Introduction, Major players, Trading and settlement Mechanism, Types of orders, Stop
Loss, Trading on Margin and how margin works, Short Selling Price freeze, Market Wide
Circuit breaker, Insider Trading, Odd lot Trading, Bulk Deals, Block Deals, Arbitrage
Opportunity in the market. Risk and Return: Concept, types and measurement of risk and return.
Security analysis: Fundamental Analysis: International Environment: Global Economy
Overview, Global Markets, Global Market and Indian Market Inter linkages. Economic Analysis:
GDP, Fiscal Policy, Monetary Policy and Liquidity, Inflation, Interest Rate , Unemployment,
Individual Savings, Domestic corporate Tax Rate, Balance of Trade. Industry Analysis Industry
Life Cycle. Company Analysis,Technical Analysis: Introduction, Critical Appraisal of Dow
theory, Different Types of charts, Concept of trend, Trend lines: support and resistance,
Importance of Volume, Reversal Patterns, Continuation Pattern, Moving averages, other market
indicators, Portfolio Management: Meaning, Importance and Approaches of Portfolio
Management, Portfolio analysis, Portfolio evaluation and revision techniques. Portfolio theory:
Markowitz Model, Capital Asset Pricing Model, Single-index model, Arbitrage Pricing theory.
Market Efficiency and Behavioral Finance.

Course Outcomes: After the completion of the course, students will be able to

1. Analyse security risk return profile and construct an efficient portfolio

2. Maximise portfolio return, revise portfolio based on fundamental and technical analysis

Reference Books

1. ChandraPrasanna, Investment & Portfolio Management, Tata McGraw Hill, 4th edition.
2. Jordan Ronald J and Fischer Donald E, Security Analysis and Portfolio Management,
PHI, 6th edition.
3. Pandian Punithavathy, Security Analysis and Portfolio Management, Vikas Publishing,
2nd edition.
4. Ranganatham M and Madhumathi R, Security Analysis and Portfolio Management,
Pearson education, 2nd edition.
 Management of Financial Services and Institutions
HM-527 [3 0 0 3]

Course Objectives: To provide students with conceptual and pragmatic frameworks of issues
confronting Managers of Financial Institutions and various financial services in the economy.

Course Content:

Indian financial system, Indian financial market and its structure, financial assets and their role in
economic development. Money market and capital market. Secondary Market System and
Regulations in India, Primary Market System and Regulations in India, Bond Market in India:
Government Bond Market and its Interface with Capital Market, Debt Market in India Interface
between | Stock Market and Bond Market Establishment of RBI and its functions. Different types
of commercial banking. Non-Banking Financial Companies, International Market and Financial
Services (IMF, WB, Asian Development Bank), International financial markets, financial assets,
and services.
Depository Concept, participants, functioning, benefits, depository systems in India,
Dematerialization and Rematerialization. Mutual funds and AMCs - Concept, origin and growth
of mutual funds, Constitution & management of MFs , NAV and pricing of mutual fund units.
Recent trends in mutual funds in India. Credit rating- the concept and objective of credit rating,
various credit rating agencies in India and International credit rating agencies, factors affecting
credit rating & procedural aspects. Venture capital - concepts and characteristics of venture
capital, venture capital in India, guidelines for venture capital. Debt Securitisation: Meaning,
Features, Scope and process of securitisation. Factoring - Development of factoring types &
importance, procedural aspects in factoring, financial aspects, prospects of factoring in India.
Plastic Money - Concept and different forms of plastic money - credit and debit cards, pros and
cons. Credit process followed by credit card organisations. Factors affecting utilisation of plastic
money in India.
Course Outcomes: After the completion of the course, students will be able to

1. Comprehend the structure and contribution of financial market, financial structure

and financial assets.
2. Understand the functioning of various financial services in the Indian economy
Reference Books

1. Khan M Y, Financial services, McGraw Hill Publication,7th edition.

2. Manchiraju H R, Indian financial system, Vikas Publication, 4th edition.
3. Mudra Jeff, Financial Markets and Institutions, Cengage Learning, 9th edition.
4. Padmalatha Suresh, Management of Banking and Financial Services, Pearson Education,
2nd edition.
5. Srivastava R M, Management of Indian Financial Institution, Himalaya Publication, 9th
edition.
 Derivative and Risk Management

HM-528 [3 0 0 3]

Course Objectives: To provide a basic understanding of financial derivatives as well the

application of derivatives, trading mechanism, uses as hedging instruments, risks involved and
legal, controlling and regulatory framework.

Course Content:

Derivatives: objectives, types, instruments, and roles in financial risk. Forward contract, future
contract. Options (pricing models, taxation, and strategies). Financial swaps: types, advantages,
interest rates, currency swaps. Hedging with money market, currency options and speculations.
Regulatory framework (SEBI guidelines for derivative trading). Clearing House operations and
Risk Management Procedures, Issues related to monitoring and surveillance by Exchanges and
Regulator Commodities derivatives markets. Commodity Options on Futures and its mechanism,
internationally traded Commodities based ETFs.
Course Outcomes: After the completion of the course, students will be able to

1. Equip with the ability to apply stock market basics to Indian Derivative market. ,
2. Learn valuation, analysis and application for hedging, speculation and arbitrage for
Financial Derivatives. ,
3. Learn the mechanics, valuation and trading strategies of derivative market; develop their
own trading strategies in the volatile market

Reference Books

1. Apte P G, International Financial Management, Tata McGraw- Hill Publication, 6th

edition.
2. Das Satyajit, Derivatives Products and Pricing, John Wiley and Sons, 3rd edition.
3. Das Satyajit, Risk Management and Financial Derivatives, McGraw Hill
4. Gupta S L, Financial Derivatives: Theory and Concepts & Problems, PHI, Ist edition.
5. Hull John C, Introduction to Futures and Options Market, PHI, 2nd edition.Kolb Robert
W and Overdahl James A, Financial Derivatives: Pricing and Risk Management, John
Wiley & Sons