PGDM SYLLABUS

BATCH 2023-25

TGBS

SYLLABUS

PGDM

Batch 2023 - 2025

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Stakeholders Involved in Designing Study Scheme

Faculty
Member
Internal
/External

Students Recruiters

Feedback

Industry Alumni

Types of Courses

General/Foundation/
Domain Core Domain Electives
Core

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Total Number of Courses

Total Courses FMHO FMHO

Core Domain Domain Total Courses
Core Elective
Sem 1 10 01 1 out of 3 12
Sem 2 08 02 2 out of 4 12
Sem 3 03 03 2 out of 4 08
Sem 4 04 NA NA 04
Total number of courses 36

Total Number of Credits

Total Credits FMHO FMHO

Core Domain Domain Total Credits
Core Elective
Sem 1 28 04 04 36
Sem 2 22 08 08 38
Sem 3 10 12 08 30
Sem 4 16 NA NA 16
Total number of credits 120

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List of courses with credits

Semester 1 (Core)
Course Subject name Core Marks Credits
Code
C101 Business Communication Core 50 2
C102 Marketing Management Core 100 4
C103 Organizational Behaviour Core 100 4
C104 Accounting for Managers Core 100 4
C105 Managerial Economics Core 100 4
C106 Digital Business Transformation Core 50 2
C107 BusinessAnalysis for effective decision making-I Core 50 2
C108 Quantitative Techniques for Decision Making Core 50 2
C109 Self-Management Core 50 2
C110 Campus to Corporate Training – I Core 50 2
CORE (Finance)
F101 Financial Markets, Services & Institutions FIN 100 4
ELECTIVES (Finance) (ANY ONE)
F102 Management of Banks FIN 100 4
F103 Aspects of Taxation FIN 100 4
F104 Marketing of Financial Services FIN 100 4
Value Addition (Finance)
VA-1-F NISM (Mutual Funds) FIN
CORE (Marketing)
M101 Sales and Distribution Management Core 100 4
ELECTIVES (Marketing) (ANY ONE)
M102 Advertising & PR Management MKTG 100 4
M103 Introduction to Social Media Marketing MKTG 100 4
M104 Marketing of Luxury Products MKTG 100 4
Value Addition (Marketing)
VA-1-M Customer Value Management MKTG
CORE (HR)
H101 Organization Structure Theory & Design (OSTD) HR 100 4
ELECTIVES (HR) (ANY ONE)
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H102 Conflict Management and Resolution HR 100 4

H103 Learning & Development HR 100 4
H104 Talent Acquisition HR 100 4

Value Addition (HR)

VA-1-H Leadership & Organizations HR
CORE (Operations)
O101 Logistics and Maintenance Management OPS 100 4
ELECTIVES (Operations) (ANY ONE)
O102 Lean Six Sigma and Total Quality Management OPS 100 4
O103 New Product Development OPS 100 4
O104 World Class Manufacturing OPS 100 4
Value Addition (Operations)
VA-1-O Basics of Supply Chain Management OPS

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Semester I Specialization FMHO

Course Code C101 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Business Communication

Course Objectives
1 To understand and apply communication skills and knowledge effectively to be able to deal with
diverse sets of people
2 To apply a variety of communication deliverables such as assessing an audience, formulating
communication objectives, selecting language and tone, and identifying nonverbal
Behavior for different communication contexts.
3 To execute writing as a tool for thinking and creating memorable oral and professional Written
Communication.

C101 BUSINESS COMMUNICATION (50Marks, 2Credits)

I. Fundamentals of Business Communication
-Importance of Business Communication (Gaining perspective about diverse people &
coordinating with them)
-Small Talk
-Barriers & Channels of Communication
-Art of Listening
-Verbal, Non-Verbal communication (Kinesics)
-Importance of Reading
II. Art of Public Speaking
-Paralanguage (Voice Modulation, Pitch, Speed)
-Body Language
-Audience Analysis
-Content Delivery
-Importance of Pause & Gaze

III. Power Point & Presentation Skills

-Using various aids for creating effective Power Point (Example: Canva)
-Understanding Presentation and various techniques of presenting (Inspiration Talk Like
TED Book)
-Presenting with a group
-Practicing Brief Presentation

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Writing Essentials
IV -Vocabulary & Grammar Basics
-Three-step Writing Process
-Report Writing

V Good Will & Social Media Communication

-Importance of Good Will
-Chat-Etiquette (Drafting appropriate, mindful messages, maintaining decorum on online
platforms)

Reference Text:
1. Understanding Human Communication, Ronald B. Adler; George Rooman, 9th
Edition, Oxford University Press.
2. Lesikar’s Basic Business Communication (8thEdition): Raymond Lesikar; John
D. Petit Jr.; Marie Flatley (Tata McGraw Hill)
3. Effective Business Communication by Murphy, Hildebrandt and Thomas
4. Oxford Guide to Effective Writing and Speaking: How to Communicate
Effectively (3rd Edition) Seely John (Oxford University Press)
5. Report Writing for Business, Raymond Lesikar; John D. Petit Jr, 10thEdition,
Irwin McGraw Hill
6. HBR’S10 Must Reads on Communication
7. Talk like TED-Carmine Gallo

Course COGNITIVE COURSE OUTCOMES

Outcome ABILITIES
CO1 REMEMBERING Able to relate communication models with work
performance
CO2 UNDERSTANDING Able to demonstrate effective communication skills
Within various facets of professional & personal lives
CO3 APPLYING Able to execute the learned communication etiquettes in
Different forms of situations
CO4 ANALYSING Able to analyze ways for using communication as an
Effective tool to attain success
CO5 EVALUATING Able to evaluate self against the standards of effective
Communication

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I Specialization FMHO
Semester
Course Code C102 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Marketing Management

Course Objectives

1 Understand the fundamental terms and concepts that are commonly used in marketing.
2 Communicate and apply the concepts and tools in strategic marketing decisions and effective
implementation
3 Develop competence in market analysis, and decision making relevant to marketing
management required for effective marketing practice
4 To inculcate ability to develop relationships between marketing and other management
functions.

C102 MARKETING MANAGEMENT (100 Marks, 4 Credits)

I. Introduction: Core Concepts - Needs, Wants, Demand, Product, Market, Exchange,
Transactions Orientation towards Market Place Marketing Environment (Micro and
Macro), Marketing Research (Definition and Process) Marketing Mix
II STP Process and Product Decisions – Market Segmentation, Targeting and Positioning,
Product Life Cycle, , New Product Development, Branding Strategies and Packaging
Decisions
III Pricing and Distribution - Decisions Developing Pricing Strategies, Pricing Decisions,
Distribution Strategies, Designing and Managing Marketing Channels.
IV Promotion Decisions - Promotion Mix, Marketing Communication, Advertising
Strategy, Sales Promotion and PR, Personal Selling and Sales Management.
V Strategy and Planning- Introduction to Marketing Strategies, Marketing Plan, Global
Marketing Environment, Entry Strategies in International Marketing
Reference Text:
1. Marketing Management (A South Asian Perspective) by Philip Kotler, Kevin Lane
Keller, Abraham Koshy & Mithileshwar Jha, Pearson Education
2. Rajan Saxena: Marketing Management: Indian Context, Tata McGraw Hill
3. Arun Kumar and Meenakshi N.: Marketing Management, Vikas Publishing
4. Marketing Management – Planning, Implementation and Control by V.S.
Ramswamy and S. Namakumari, McMillian

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Identify the major theories, concepts, terms, models, and
frameworks in Marketing Management
CO2 UNDERSTANDING Understand the implications of marketing management in the
organizations
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CO3 APPLYING Application of the Theories, Models, Principles and Frame works
of Marketing Management in business settings
CO4 ANALYZING Analyse and apply different marketing strategy and plan according to
organisational needs and in alignment with management functions

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Semester I Specialization FMHO

Course Code C103 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Organizational Behaviour

Course Objectives
1 To build good foundation for students to become a successful manager and an effective
employee in complex working environment
2 To understand and design the communication channels and leadership structure
3 To understand why employee behave the way they do and their perspective towards
organization

C103 ORGANIZATIONAL BEHAVIOUR (100 Marks, 4 Credits)

I. Overview- Organisational Behaviour- Concept and Emergence of OB Concept;
Nature and Theoretical frameworks; Disciplines contributing to the field of OB;
Historical Background - Hawthorne Studies, Psychological foundations; Models of
Organisational Behaviour, Challenges and Opportunities for Organisational
Behavior; Ethics and Organisational Behaviour.
II. Intrapersonal Skills- Personality, Learning, Values and Attitudes, Perception,
Learning Behaviourist, cognitive and social learning; Stress at work. Management’s
assumptions about people - McGregor’s Theory X and Theory Y; Chris Argyris
Behaviour Patterns. Motivation - Maslow’s Need Hierarchy, Herzberg’s Two
Factors Theory, Vroom’s Expectancy Theory; Theory of Intrinsic Motivation by
Ken Thomas; Work – Designing for creating motivating Jobs; OB Mod
III. Personality, Attitude and Values–
Attitude- Concept, Components, Functions & Types of Attitude, Factors that
determine attitude, Steps to build a positive attitude, ways to change attitudes of
others and self
Values- Meaning, Value System, Types of Values, Locke’s Value Theory
Personality – Concept, Theories & Determinants of Personality, Holland’s Theory
of Job Fit, Big Five Model, Personality Tests - The Myers - Briggs Type Indicator
(MBTI)
IV Individual Behaviour: Personality, Learning, Values and Attitudes, Perception,
Learning Behaviourist, cognitive and social learning; Stress at work. Management’s
assumptions about people - McGregor’s Theory X and Theory Y; Chris Argyris
Behaviour Patterns. Motivation - Maslow’s Need Hierarchy, Herzberg’s Two
Factors Theory, Vroom’s Expectancy Theory; Theory of Intrinsic Motivation by
Ken Thomas; Work – Designing for creating motivating Jobs; OB Mod.
Group Behaviour: Group Dynamics, Cohesiveness and Productivity; Management
of Dysfunctional groups; Group Decision Making; Organisational Politics.
Leadership - Concept and Styles; Fielder’s Contingency Model; House’s Path -Goal
Theory; Leadership Effectiveness; Sources, patterns
V Inter-personal Behaviour: Interpersonal communication and Feedback;
Transactional Analysis (TA); Johari Window. Managing misbehaviour at work -
Sexual abuse, Substance abuse, cybers lacking, Aggression, and Violence.

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Conflict and Frustration- levels, sources of conflict and types of conflict;

Traditional and modern approaches to conflict; Functional and dysfunctional
conflicts; Resolution of conflict.
Reference Text :
1. Udai Pareek (2011): Understanding Organizational Behaviour, Oxford University
Press
2. Stephen Robbins and Judge Timothy (2005):Organizational Behaviour, Pearson
Education
3. Jit S Chandan (2005): Organisation Behaviour, Vikas Publishing House
4. S .S. Khanka (2010): Organizational Behaviour: Text and Cases, S. Chand
Publications
5. K. Aswathappa (2011): Organizational Behaviour: Text, Cases and Games,
Himalaya Publishing House
6. Harvard Business Reviews & ICFAI Journals

Course Cognitive abilities Course outcomes

Outcome
Highlight the major theories, concepts, terms, models and
CO1 REMEMBERING
frameworks in the field of organizational behavior
Infer the association of organizational behavior from the
CO2 UNDERSTANDING perspective of employees, managers, leaders and the
organization.
Determine basic organizational behavior principles, and
CO3 APPLYING
explore their influence on behavior at the workplace
Appraise critical thinking skills through cracking management
CO4 ANALYSING
case studies and small group exercises.
Reflect self-management style as it relates so persuading and
CO5 EVALUATING
managing behavior in organization systems.

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Semester I Specialization FMHO

Course Code C104 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Accounting for Managers

Course Objectives
1 To acquaint the students with the fundamental principles of financial accounting and
management accounting
2 To enable the students to prepare financial statements to develop analytical abilities to face the
business situations
3 To enable the students to take decisions using management accounting tools in current
Business Environment

C104 ACCOUNTINGFORMANAGERS (100 Marks, 4 Credits)

I. Introduction to Financial Accounting & Management Accounting: Forms of Business
Organizations, Definition of Accounting, Scope, functions & importance, Difference and
similarities between Financial Accounting and Management Accounting. Conventions &
Accounting Concepts, Significant Accounting Standards including IFRS, GAAP

II. Accounting Mechanism: Overview of Double Entry system of book keeping, Overview
of the accounting process leading to preparation of financial statements
including closing and adjustment entries

III Preparation of Financial Statements with Adjustment: ‘T’ format vertical form of
financial statements, Detailed discussion and understanding of various items of financial
statement, Fixed Assets and Depreciation Accounting: Depreciation – Causes – Methods
of Calculating Depreciation – Straight Line Method, Diminishing Balance Method and
Annuity Method

IV Costs and Costing Accounting: Elements of Cost Accounting, Cost Classification, Cost
Sheet, Marginal Costing and Cost – Volume - Profit Analysis,
Computation of the breakeven point, margin of safety and P/V Ratio

V Overview of fund flow statement Funds Flow Analysis: Funds from Operation, Sources
and Uses of Funds, Preparation of Schedule of Changes in Working Capital and Funds
Flow Statements – Uses and Limitations Overview of Internal and External Audit Recent
developments in the field of accounting

Reference Text :
1. S. Jayapandian (2011): Accounting for Managers: Effective Techniques for Decision
Making
2. R. Narayana swamy (2011): Financial Accounting: A Managerial Perspective,
Prentice Hall of India

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3. Ashish Bhattacharya (2010): Financial Accounting for Business Managers,

Prentice Hall of India
4. T. P. Ghosh (2009): Financial Accounting for Managers, Taxmann
5. Ambarish Gupta (2009): Financial Accounting for Managers : An analytical
Perspective, Pearson Education

Course Outcome Cognitive abilities Course outcomes

Familiarize students with the basic concepts of Accounting
CO1 REMEMBERING for Managers

Understand all the theoretical concepts/conventions and

CO2 UNDERSTANDING
standards applicable to record financial transactions in the
books of accounts
Apply the accounting knowledge to perform all the
CO3 APPLYING
necessary calculations while accounting the business
transactions of an organization
Prepare and present various Financial Statements as
CO4 ANALYSING
applicable to the business organizations
CO5 EVALUATING Analyze the financial performance and stability of the
business organization using the necessary financial
statements

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Semester I Specialization FMHO

Course Code C105 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Managerial Economics

Course Objectives
1 To enable the students to understand the theories and principles of economics
2 To enable students to relate the theories learnt to the realistic business scenario
3 To sensitize the students to the multi - faceted environment of business.
4 To improve their ability to operate effectively in the contemporary globalized world as
managers or entrepreneurs.

C105 Managerial Economics (100 Marks, 4 Credits)

I. Introduction to Managerial Economics - Economic Systems, Principles of managerial
economics, Integration with other managerial decision-making process, Tools and analysis
of optimization, role of Government, Competition Vs Cooperation. Relationship with other
management subjects.
Case Study 1

II. Demand and Supply Analysis: Definition of demand, Law of demand and its determinants
and exceptions, movement along the demand curve and shift in demand curve. Demand and
supply relationship. Definition of supply, Law of supply, Movement along the supply curve
and shift in supply curve, Factors affecting supply, Market equilibrium and pricing, floor
price and ceiling price. Application of demand and supply analyses: Concepts of elasticity,
degree, determinants & types, practical implication, Relationship of Revenue and elasticity
of demand, Demand forecasting and its use in demand. Qualitative and Quantitative
interpretation of demand techniques-model specification using regression and OLS.
Case Study 2

III. Introduction to Consumer Behaviour, Utility, Cardinal approach, Ordinal approach,

Consumer’s equilibrium using Indifference curve analysis and Consumer surplus,
Application of Indifference curve analyses.
Case Study 3
IV Analyses of Production, Costs and Revenues: Production functions, Law of Variable
proportions, returns to scale and economies of scale. Producers’ surplus- Costs, Isoquants,
least cost combination types of costs, short run costs and long run cost, Revenue Analysis
–TR, AR and MR, and break-even analysis
Case Study 4

V Market structures and Decision making: Market types, characteristics, Perfect competition
features, Price determination and equilibrium in the short run and the long run, Monopoly
- features, equilibrium condition, Price discrimination. Monopolistic competition- features,
Oligopoly - Cartels as one of the features of Oligopoly, Game theory-types, static and
dynamic games-Pricing Strategy, Sustainability business model- Circles of Sustainability.
Case Study 5

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Reference Text:
1. Paul Samuelson, William Nordhaus (2010): Economics, Nineteenth Edition, McGraw
Hill Publication
2. N. Gregory Mankiw (2020): Principles of Micro Economics, Ninth Edition, Cengage
Learning
3. Managerial Economics – Suma Damodaran – Oxford Publications
4. Managerial Economics – Joel Dean
5. Economic Survey by Ministry of Finance, Government of India

Course Cognitive abilities Course outcomes

Outcome
Understand the principles of managerial economics to optimize
CO1 REMEMBERING decision-making processes across various economic systems and
business contexts.
Analyze consumer behaviour using indifference curve analysis
CO2 UNDERSTANDING
and apply insights to develop effective strategies.
Evaluate demand and supply dynamics, elasticity, and
CO3 APPLYING
forecasting to inform pricing and other business strategies
Carry out production, cost, and revenue analysis to operate
CO4 ANALYSING effectively in the contemporary globalized world as managers
or entrepreneurs

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Semester I Specialization FMHO

Course Code C106 Type General Core
Marks & Credit 50 Marks, 2 Credits LTP
Course Title Digital Business Transformation

Course Objectives
1 To introduce the various tools used by the businesses for creation of a digital presence
2 To teach the students as to the of leveraging major technology advances to significantly
transform a business and an industry in the marketplace
3 Understand the need and potential impact of digital, and learn to adapt to this fast-changing
environment
4 Explore emerging technologies like IoT, Blockchain, AI/ML,etc

C106 Digital Business Transformation (50 Marks, 2 Credits)

I. Introduction: Introduction to Digital Business Transformation, Case Studies on
digital business transformation (Netflix, LEGO, etc.), How technology has and will
continue to impact businesses and job roles
II. Python for Managers-I: Why Python Programming, Data Types and Operators,
Control Flow, building basic applications
IV. Data Analytics: Introduction to Data, How Data Analytics Drives Digital Business
Transformation, The Role of Data Science in Effective Digital Transformation
V. Application of Data Analytics: How data analytics can be applied across various
domains in finance, marketing, Human Resources and Operations
VI. Emerging and disruptive technologies: Internet of Things, Blockchain,
Cryptocurrency, ChatGPT and other disruptive and emerging technologies and its
applications
Reference Text:
I. Leading Digital: Turning Technology into Business Transformation by George
Westerman, Didier Bonnet, and Andrew McAfee
II. HBR's 10 Must Reads on Leading Digital Transformation (with bonus article "How
Apple Is Organized for Innovation" by Joel M. Podolny and Morten T. Hansen) by
Harvard Business Review (Author), Michael E. Porter (Author), Rita Gunther
McGrath (Author), Thomas H. Davenport (Author), Marco Iansiti (Author)
III. HBR Guide to Data Analytics Basics for Managers (HBR Guide Series) by by
Harvard Business Review
IV. Data Analytics for Absolute Beginners by Oliver Theobald (Author)

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To introduce and understand the various tools used by the
businesses for creation of a digital presence

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CO2 UNDERSTANDING To understand the major technology advances to significantly

transform a business and an industry in the marketplace.

CO3 APPLYING To realise the need and potential impact of digital,and learn
to adapt to thisfast-changing environment
CO4 ANALYSING To explore emerging technologies like IoT,Blockchain,
AI/ML

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Semester I Specialization FMHO

Course Code C107 Type General Core
Marks&Credit 50Marks, 2Credits LTP
Course Title Business Analysis for effective decision making

Course Objectives
1 To upskill the student’s basic current affairs knowledge for the overall development
2 To develop thinking and decision-making abilities
3 To understand the macro and micro economic and political linkages around the world

C107 Business Analysis for effective decision making-I (50Marks, 2Credits)

I. Basics of Newspaper Analysis:
Learn about the structure of newspapers to understand the various sections and areas in
which the overall current affairs are bifurcated.
II. Overview of Economy:
Explore how to evaluate the stability and progress of an economy over time by analyzing
the key economic indicators. These include gross domestic product (GDP), employment,
inflation or deflation, and the balance of trade.
III. Environmental Scanning:
Understanding the process of gathering information about the events and their relationship
with the internal and external environment of the organizations which helps the
management to find out the future prospects of business organization.
IV Industry/Sector Analysis:
Learn to assess the economic and financial condition of a given industry/sector of the
economy to be able to provide a judgment about how efficiently companies in the sector
can perform.
V General Awareness:
Explore the different miscellaneous areas including editorials, opinions, stock screeners,
etc.
Reference Text:
1. Economic Times/Financial Express/Business Standard, etc.
2. Finshots app, Live Mint app, Economic Times app
3. Money Control, Economic Times website
4. YouTube news channels like CNBC, Times Now, etc.

Course COGNITIVE COURSE OUTCOMES

Outcome ABILITIES
CO1 REMEMBERING Students will remember facts, figures pertaining to
economy
CO2 UNDERSTANDING Students will be able to understand the environment
(domestic and international-political and economic)
around them

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CO3 APPLYING Students will be able to use the current affairs knowledge
in problem solving
CO4 ANALYSING Students will be able to use the knowledge of current
Affairs in analyzing the challenges of industry/sector

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Semester I Specialization FMHO

Course Code C108 Type General Core
Marks & Credit 50 Marks, 2Credits LTP
Course Title Quantitative techniques in Decision Making

Course Objectives
1. This course will equip students to Understand Elementary data analysis for Business Decision
making
2. To understand various variables and relationship amongst them to enhance decision making for
dynamic business environment
3. To understand various statistical methods and models & apply to take meaningful decisions

C108 QUANTITATIVE TECHNIQUES IN DECISION MAKING ….(50 MARKS, 2

CREDITS)
I. Module I:
Introduction to Statistics: meaning, scope, importance and limitations, applications of
inferential statistics in managerial decision-making. Analysis of data: source of data,
collection, classification, tabulation, depiction of data by charts, frequency tables,
meaning of raw data and grouped data

II. Module II:

Measures of Central tendency: Arithmetic, weighted, geometric mean, median and
mode. Measures of Dispersion: Range, Quartile deviation, Mean deviation, Standard
deviation Coefficient of variation, Skewness and Kurtosis.

III. Module III:

Introduction to Sampling and Hypothesis Testing: Concept and definitions, point
estimation and interval estimation, Formulation of null and alternate hypothesis, Type I
and type II errors and their relationship, determining level of significance, power of tests,
sum of t-test, F-test, Z-test and chi square test
IV Module IV:
Correlation Analysis: Significance, types, Methods of correlation analysis: Scatter
diagrams, Graphic method, Karl Pearson’s correlation co-efficient, Rank correlation
coefficient, Properties of Correlation. Regression analysis: meaning, application of
regression analysis, difference between correlation & regression analysis, regression
equations, standard error and Regression coefficients.

Reference Text:
1. Sharma J K - Business Statistics (Pearson Education)
2. Gupta S C - An Introduction to Statistical Methods (S. Chand)
3. Earshot L- Essential Quantitative Methods for Business Management and Finance
(Palgrave, 2001)
4. Levin Rubin- Statistics for Management (Pearson)
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Course Cognitive abilities Course outcomes

Outcome
Remember quantitative and statistical tools used in business
CO1 REMEMBERING decision making
CO2 UNDERSTANDING Apprehend different statistical models used in Business.
CO3 APPLYING Apply knowledge to undertake critical decisions.
Analyze data using various sources of information for decision
CO4 ANALYSING
making
CO5 EVALUATING Using analytics in practice and writing research reports

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Semester I Specialization FMHO

Course Code C109 Type General Core
Marks & Credit 50 Marks, 2 Credits LTP
Course Title Self-Management

Course Objectives
1 To enhance awareness on TGBS Values
2 To Develop Mindfulness
3 To create awareness on human values to embrace the change

C109 SELF MANAGEMENT (50 Marks, 2 Credits)

I. Know Yourself
II. Capacity Building
III. What We Consume
IV Thought Management
V Productivity Quotient, Intellectual Quotient, Emotional Quotient, Consciousness Quotient
VI Power of Habits
VII Choice of Words
Reference Text:
1. The Value of You - Christopher D. Connors
2. On Managing Yourselves, Clayton M.
3. Discover your Authentic Core Values - y Marc Alan Schelske
4. The power of Self - Management: Pride & Professionalism for successful career: Michael,
Henry, Cohen: EBSCO - ebooks

Course Cognitive abilities Course outcomes

Outcome
REMEMBERING& True Identity of " who am I" to lead teams and applying the qualities
CO1 & power on self and others to accomplish goals
APPLYING
CO2 UNDERSTANDING The importance of leading self first to impact teams
Witness to day to day events and activities as a detached observer
CO3 APPLYING
and not as a victim
CO4 ANALYSING Effectively & efficiently manage situations being a solution provider
To cultivate greater flexibility contributing towards self managed
CO5 EVALUATING
teams

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Semester I Specialization FMHO

Course Code C110 Type General Core
Marks & Credit 50 Marks, 2Credits LTP
Course Title Campus To Corporate-1 (C2C-1)

Course Objectives
1 To understand one’s true self for enhanced performance in Interviews
2 To learn the vital concepts of Personality Development for Overall Impact
3 To project a confident self during Company Processes
4 To master the art of Effective Body Language, Grooming & Etiquette to create positive first
impressions during interviews.

C110 CAMPUS TO CORPORATE (50 Marks, 2 Credits)

I. Know Your self
-Understanding competencies
-Employer Centric Skill Assessment
-Understanding Industry & its requirements in the New Era

II. Personality Development & Corporate Etiquette

-Appearance (Corporate Grooming)
-Behavior (Projecting a winning body language)
-Communication (Effective & Impactful)
-Corporate Etiquette (Code of Conduct & Mannerism)

Presenting Self
III. -Resume Writing
-Elevator Pitch (Voice Note, VCV Storytelling, Pitching, Self-Introduction -1 Min)
-PI script
-Group Discussion

Personal interviews & Meeting

IV -Types of Interviews
-Stages of Interview Prep
-Types of Meeting
-Etiquettes of participating in a formal meeting:
(Do’s & Don’t s, formal interaction, and mannerism)

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Reference Text:
1. Personality Development and Soft Skills, Barun Mitra, 2nd Edition
2. Corporate Communication: Principles and Practice: Jethwaney Jaishri, 2012, Oxford
University Press
3. Oxford Guide to Effective Writing and Speaking: How to Communicate Effectively
(3rd Edition) Seely John (Oxford University Press)

Course COGNITIVE COURSE OUTCOMES

Outcome ABILITIES
CO1 Remember the dos and don'ts of various selection
REMEMBERING
processes
CO2 Understand the relevance of first impressions, impactful
UNDERSTANDING communication, confidence, and exuberance
CO3 Apply the concepts of Personality Development &
APPLYING
Corporate Etiquette
CO4 Analyze the profiles and the selection processes to
ANALYSING positively convert the opportunities in the industry
CO5 Evaluate the performance and overall professional conduct
EVALUATING to ensure holistic development

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Semester I (Finance)
Course Subject name Domain Marks Credits
Code
CORE (Finance)
F101 Financial Markets, Services & Institutions FIN 100 4
ELECTIVES (Finance) (ANY ONE)
F102 Management of Banks FIN 100 4
F103 Aspects of Taxation FIN 100 4
F104 Marketing of Financial Services FIN 100 4
Value Addition (Finance)
VA-1-F NISM (Mutual Funds ) FIN

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Semester I Specialization Finance

Course Code F101 Type Core
Marks &Credit 100 Marks, 4 Credits LTP
Course Title Financial Markets, Services and Institutions

Course Objectives

1 To make students understand the Indian Financial System, types of financial markets in India,
investment banking and various instruments.

2 To understand the concepts and fundamentals used in Foreign Exchange Market and Derivatives.

3 To understand the fixed income market, the different instruments and concepts related to it.

F 101 FINANCIAL MARKETS, SERVICES AND INSTITUTIONS (100 Marks, 4 Credits)

I. Concept of Finance, Nature & role of Financial system, structure of Indian Financial Market,
Composition – Primary & Secondary markets
Indian Financial System at Present
Equity and Debt market, Stock Exchanges and Derivatives

II. Capital and money market, Components of Capital market, Components of Money market,
Regulatory and promotional institutions
Banking and non-banking Financial Intermediaries
Overview of RBI’s Monetary policies

III. Mutual funds Structure, regulations of Mutual funds and Regulatory framework, MF types,
Investments, schemes and Practical calculation of NAV
Other financial services (Non-banking services) - Concepts
Merchant banking, investment banking, lease financing, factoring and forfeiting, Venture
capital, Credit card, Credit rating and Project Finance

IV Foreign exchange market

Balance of payment, Spot rate, Floating Rate etc.
Determinants of currency movements,
Participants in foreign exchange market
V Derivatives, Products, futures, forwards, options and swaps
Concepts of Speculation, hedging and arbitrage
Government securities market
Types of bonds, Computation of different yields

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Reference Text:
1. Clifford Gomez (2010): Financial Markets, Institutions, and Financial Services, PHI
Publisher
2. N K Gupta and Monika Chopra (2010): Financial Markets, Institutions and Services,
An e Books Pvt. Ltd
3. L. M. Bhole (2010): Financial Institutions and Markets, Tata Mc Graw Hill
Education
4.Frederic S. Mishkin and Stanley Eakins (2017): Financial Markets and Institutions

Course Cognitive Abilities Course Outcome

Outcome
To Remember concepts of Indian Financial System, Services,
CO1 REMEMBERING and Markets
To Understand structure of Indian Finacial market and its
CO2 UNDERSTANDING working pattern
To Apply knowledge gained for calculating risk and return on
CO3 APPLYING various financial products
To Analyse the functions of the different Financial institutions
CO4 ANALYSING and instruments
To critically evaluate different financial instruments transacted
CO5 EVALUATING in the financial system.

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Semester I Specialization Finance
Course Code F102 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Management of Banks

Course Objectives
1. To Understand the Concepts and Fundamental of Banking
2. To understand the history, structure and growth of Banking in India
3. To understand different products and services provided by Banking Institutions in India.
F102 MANAGEMENT OF BANKS (100 Marks,4 Credits)
I. Introduction to Banking - History of Banking, Banking reforms - Narasimham
committee reforms.
Structure of banks in India - Commercial Bank, Cooperative Bank, Regional Rural
Banks.
II. Role and Functions of Bank
A. Deposits- Know your Customer (KYC) norms, Different deposits product - Features
and Functions

B. Credit - Various credit products, Modes of creating charge over securities

( Hedge, Hypothecation, Lien, etc)

C. Other Services- Other Banking services like Mobile Banking, Internet Banking and
Online payment system through Bank application.

D. Retail Assets and Retail Liabilities

III. Banking Accounts - Regulatory requirements as per Banking Regulation Act, 1949,
Understanding different components of Banks Annual Reports (Bank Balance sheet
and Profit and loss Account), Different Banking ratios and their Importance
IV Risk Management in Banks - Different types of risks faced by Banks, Risk
Management process, Asset Liability Management, Base I, II, and III implementation
in banks. NPA Management- Reasons, impact on Banking performance, Measures
taken to minimize NPA

V Treasury and funds management in banks - Integrated Treasury management -

Concepts and Functions

Reference Text :
1. P. N. Varshney(2009): Banking Law and practice, Sultan Chand and sons
2. Vasant Desai (2006): Banks and Institutional management, Himalaya Publishing
House.
3. K. C. Shekar and Lekshmy Shekar: Banking theory and practice, Vikas publishing
House.
4. H. R. Machiraju: Modern Commercial Banking, New age International Pub.
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Course Cognitive abilities Course outcomes

Outcome
Students should have ability to remember different Banking
CO1 REMEMBERING
products and their functions.
Students should have ability to understand various types of risks in
CO2 UNDERSTANDING
banks and risk management process
Students should have ability to apply knowledge of Banking
CO3 APPLYING
Operations
CO4 ANALYSING Students should have ability to analyze Banks Financial statements
Students should have ability to evaluate banks performance
CO5 EVALUATING
through various indicators.

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Semester I Specialization Finance

Course Code F103 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Aspects of Taxation

Course Objectives
1 To develop an understanding of the provisions of income - tax law
2 To develop an understanding of goods and services tax law
3 To acquire the ability to apply such knowledge to make computations and address application -
oriented issues.

F103 ASPECTS OF TAXATION (100 Marks, 4 Credits)

I. Basic Concept, Residential status and scope of total Income
II. Head of Income and the provisions governing computation of income under different
heads: -
i) Salaries
ii) Income from house property
iii) Profits and gains of business or profession
iv) Capital gains
v) Income from other sources
III. Deductions from gross total income - General provisions
IV Computation of total income and tax liability of individuals: -
i) Income to be considered while computing total income of individuals
ii) Procedure for computation of total income and tax liability of individuals
V GST
i) GST Laws: An introduction including Constitutional aspects
ii) Levy and collection of CGST and IGST
Reference Text:
1. Taxmann
2. Students Guide to Income Tax – Monica singhania and Vinod Singhania
3. Students Guide to Indirect Tax Laws – Monica Singhania and Vinod Singhania

Course Cognitive abilities Course outcomes

Outcome
Understand various basic concepts / terminologies related Direct and
CO1 REMEMBERING
Indirect Tax
Demonstrate how tax planning can be done with the deductions and
CO2 UNDERSTANDING
exemptions available under the Income Tax and GST Act
Learn to calculate Income Tax and GST Liability of an
CO3 APPLYING
individual/corporate entity using various forms and returns
Analyze the taxation rules and calulations as applicable for the
CO4 ANALYSING
different forms of businesses
Design, Develop and Create computation of different direct and
CO5 EVALUATING
indirect taxes
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Semester I Specialization Finance

Course Code F104 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Marketing of Financial Services

Course Objectives
1 To Understand and discuss the market environment of financial services and Critically evaluate
marketing initiatives for financial services.
2 Understand and critically discuss the differences between services and product marketing.
3 Understand and discuss the challenges facing financial consumers in financial decision-making.

F104 MARKETING OF FINANCIAL SERVICES (100 Marks 4 Credits)

I. The Role, Contribution and Context of Financial Services and the Marketing Challenges.
Marketing Environment and Strategic Marketing Process for Financial Services. Financial
literacy, capability and Financial Inclusion. The role of technology in financial services.
II. Pricing and price based competition. Developing and managing the financial services
offering. Moral and ethical issues in financial Services marketing practice. Introduction
to Financial Services Asset/Fund based services Fee based services.
III. Banking products and services Loan-based services: retail loans, corporate loans, treasury
products, housing finance, debt syndication, loan securitization. IT-based services: Internet
banking and mobile banking- innovation in banking services.
VI Insurance products and services Concept, principles of insurance, types, major products,
market players. Mutual Fund Products Concept, types of mutual funds, other schemes and
investment plans, REITS, costs involved.
V The Roles of Advertising- Advertising Channels- Promotions- Publicity- The Contribution
of Advertising and Communications to Marketing Programmes of Financial Institutions.
VI Practical aspects of Marketing such as cold calling, persuasion techniques

Reference Text :
I. Marketing Financial Services, by Hooman Estelami, Dog Ear Publishing,
ISBN:1598581899.
II. Andrew, Kenneth. Bank Marketing Handbook
III. Arthur, Mechian. Bank Marketing Management.
IV. Kotler, Marketing Management

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Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING The ability to understand and evaluate the marketing
environment for financial services.
CO2 UNDERSTANDING The ability to appraise and understand financial services
marketing strategies
CO3 APPLYING The ability to apply concepts and theories to real life financial
services marketing;
CO4 ANALYSING Analyse the need and make suggestions for improvement.
CO5 EVALUATING The ability to critically evaluate financial services marketing
activity.

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Semester 1 (Marketing)
Course Subject name Domain Marks Credits
Code
CORE (Marketing)
M101 Sales and Distribution Management MKTG 100 4
ELECTIVES (Marketing) (ANY ONE)
M102 Advertising & PR Management MKTG 100 4
M103 Introduction to Social Media Marketing MKTG 100 4
M104 Marketing of Luxury Products MKTG 100 4
Value Addition (Marketing)
VA-1-M Customer Value Management MKTG

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Semester I Specialization Marketing

Course Code M101 Type Domain Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Sales and Distribution Management

Course Objectives
1 To develop understanding and appreciation of the sales processes in organizations
2 To understand sales force management
3 To make students understand the tasks and responsibilities of each channel member
4 To address the issues, opportunities and strategies in distribution and supply chain

M101 SALES AND DISTRIBUTION MANAGEMENT (100 Marks, 4 Credits)

I. 1.1 Introduction to Sales - The Selling Process, Types and tactics
1.2 After sales issues, How to handle after sales issues
1.3 The Sales Organization - Sales force organization, structures size & specializations
1.4 Benefits and Importance of Selling
Case Study 1
II. 2.1 The Sales Management-Objectives of Sales Management
2.2 Managing Sales Territories
2.3 Sales forecasting, Sales budget and Quotas
2.4 Managing the Sales Force
Case Study 2
III. 3.1 Introduction to Distribution Management- Meaning and Importance of Distribution,
Types of Distribution
3.2 Channel members and types and roles
3.3 Designing the distribution channel
3.4 Managing the Distribution Channel
Case Study 3
IV 4.1 The Channel Management- Selection and Appointment of Channel Members
4.2 Channel Conflict Management
4.3 Channel Members Motivation- Conducting Appraisals of Channel Partners
4.4 Personal relationship in channel management
Case Study 4
V 5.1 Recent trends in Distribution
5.2 Role of technology in distribution
5.3 e-distribution-Meaning and Importance
Case study 5
Reference Texts:
1. Sales & Distribution Management – Krishna Havaldar
2. Sales and Distribution Management, Ramendra Singh
3. Sales and Distribution Management, 6th edition, Richard R. Still, Edward W. Cundiff,
Norman A. P. Govoni, and Sandeep Puri
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Course Cognitive Abilities Course Outcome

Outcome
To provide students with an understanding of the processes
CO1 UNDERSTANDING
involved in Sales & Distribution management
To Examine the elements that enable a sales force to be an
CO2 APPLYING effective component of an organization‘s overall marketing
strategy
To be able to identify & handle challenges that companies face
CO3 ANALYZING in designing, managing, evaluating, and modifying their
distribution and supply chains
Weigh the impacts of various trends in distribution and supply
CO4 EVALUATING
chain dynamics across globe

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Semester I Specialization Marketing

Course Code M102 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Advertising & PR Management

Course Objectives
1. To understand the process of marketing communications.
2. To understand PR and Sales Promotion relevance in advertising
3. To acquaint students with approaches and methods to develop, execute and
evaluate advertising campaigns

M102 Advertising and PR Management (100 Marks, 4 Credits)

I. Introduction to Advertising: Advertising, Advertising campaigns, IMC; Roles and
functions Advertising, Types of advertising, Key Players in the Advertising Process.
Brief History of Indian Advertising; Artificial intelligence in advertising
II. Ethics and Regulation: Advertising Regulation- Social Role of Advertising;
Advertising to Vulnerable sections of Society; Self-Regulation (ASCI) & Legal
Regulation; Legal, Ethical and Social aspects of advertising.
III. Research and Planning in Advertising: Customer Insight and use of Research;
Strategic Planning and Planning Process; Brand Communication Plan; Target
Audiences; Ad Objectives-Advertising as a Communication Model; Ad Exposure
Model; Setting Advertising Objectives; Creative Brief.
IV Media planning, Media Terms; Media Plan & Media Buying; Effectiveness of Media
and ROI. Trends in Media & Media Choices Sales promotion, Point of Purchase, Support
media, Event Sponsorship, Product Placements, Branded Entertainment, Direct
marketing, Personal Selling
V Purpose of PR; Stakeholders for PR – Employees, Investors, Community, Customers,
Media; Public Issue Campaigns, Debates and Crisis Management; PR Ethics, Standards
and Values
Reference Text:
1. W.D. Wells, S. M. (2019). Advertising: Principles and Practice (11th ed.). New Delhi:
Pearson Education India.
2. Belch, G. E., Belch, M. A. & Purani, K .(2017). Advertising and promotion: : An
Integrated Marketing Communications Perspective (SIE). , 9th Edition. New Delhi: Tata
McGraw Hill
3. Clow, K. E. & Baack, D. (2017). Integrated advertising, promotion and marketing
communication. 8th Edition. New Delhi: Pearson Education India.
4. Susan K. Jones, J. Steven Kelly (2020). The IMC Case Book : Cases in Integrated
Marketing Communications,2nd Edition. Jacob’s & Clevenger Case writer’s workshop.

Course Cognitive abilities Course outcomes

Outcome

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CO1 REMEMBERING To be able to understand the concept and tools of Advertising & Public
Relations
CO2 UNDERSTANDING Student will identify the difference between advertising and public
relations and how the same can be used for communicating to customers
CO3 APPLYING Student will be able to develop and demonstrate strategic plans and
planning methods in Advertising and Public Relation
CO4 ANALYZING Ability to plan and execute ethically sound and socially responsible
advertising strategies and public relations campaign

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Semester I Specialization Marketing

Course Code M103 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Introduction to Social Media Marketing

Course Objectives
1 To understand social media basics and relevance in current scenario
.
2 To analyze and choose the appropriate social media for achieving the objectives of the campaign
.
3 To understand both functional and management roles while designing Social Media Marketing
. Strategy

M103 Introduction to Social Media Marketing (100 Marks, 4 Credits)

I. Introduction to social media, how to build a successful Social Media Strategy, Goal
setting, Strategy and implementation, Measure and Improvement
II. Listening to Market, Digital Marketing Trends, branding on the Net, Branding your
Website, Trends in Digital Advertising and you
III. How to build a successful social media strategy? Facebook Marketing- Facebook for
Business-Anatomy of an Ad campaign – Adverts - Facebook Insights, LinkedIn
Marketing – LinkedIn Strategy- Sales lead generation – Content Strategy – LinkedIn
Analytics – Targeting – Ad Campaign
IV Twitter Marketing – Getting started with Twitter – Building a content strategy – Twitter
Ads – Twitter Analytics. Instagram Marketing – Objectives – Content Strategy – Style
guidelines – Hashtags – Videos- Sponsored Ads – Apps – Generate leads
V CTA - Annotation, Cards on Mobile, re-direct Traffic to Website, Post Upload
Enhancements, Live Broadcasting, Managing Playlists, comments and Messages,
Monetization
with Ad sense, paid YouTube Channel, Channel Analytics, Real time Analytics.
Reference Text:
1. Herman, J., Butow, E., Allton, M., Liu, S., Robinson, A. (2020). Ultimate Guide to Social
Media Marketing. United States: Entrepreneur Press.
2. Kerpen, D., Berk, R., Greenbaum, M. (2019). Likeable social media, Third Edition: How to
Delight Your Customers, Create an Irresistible Brand, & Be Generally Amazing on All Social
Networks That Matter. United Kingdom: McGraw-Hill Education.
3. Social Media Marketing All-In-One for Dummies by Jan Zimmerman and Deborah Ng, 2017
4. Socialnomics: How Social Media Transforms the Way We Live and Do Business – Erik
Qualman

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Course Cognitive Abilities Course Outcome

Outcome
REMEMBERING To understand social media basics and relevance in current
CO1
scenario.
UNDERSTANDING Choose the appropriate social media for achieving the objectives of
CO2 the campaign

APPLYING To understand both functional and management roles while designing

CO3
Social Media Marketing Strategy

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Semester I Specialization Marketing

Course Code M104 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Marketing of Luxury Products

Course Objectives
1 To provide students with an understanding of the fundamentals of marketing luxury
products
2 To understand the luxury segment of the market as part of various industries
3 To demonstrate knowledge and understanding of the theory and practice of luxury product
marketing
4 To analyze both internal and external factors impacting the luxury markets and
understanding of contemporary luxury marketing related issues

M104 Marketing of Luxury Products (100 Marks, 4 Credits)

I. 1.1 Introduction - Luxury Concept, Definition and features
1.2 Approaches to the concept of luxury
1.3 History and evolution of luxury
1.4 Principles of luxury product marketing
Case Study 1
II. 2.1 Understanding the concepts of luxury segmentation, targeting and positioning
2.2 Product management for luxury goods
2.3 Pricing of luxury goods
2.4 Distribution of luxury goods
2.5 Promotion of luxury goods
Case Study 2
III 3.1 Specifics marketing and sales rules to be
. applied to luxury products and services
3.2 Theories applied to luxury: Veblen (price, status), Bourdieu
(distinction), Karpik (desingularization)
3.3 The new luxury consumer
3.4 The evolving concept of luxury in the Global consumer market
Case Study 3
IV 4.1 Understanding the Luxury and its changes
4.2 The driving forces changing the perception of Luxury
4.3 The democratization of the Luxury
4.4 The new markets and their opportunities -Opportunity and threats
Case Study 4
V 5.1 The job of the luxury product marketer
5.2 Emerging roles in luxury companies
5.3 Emerging technologies and their impact on luxury marketing
5.4 Problems and challenges in major luxury trades
Case study 5

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Reference Texts:
1. J.N Kapferer: “Kapferer & Bastien, "The Luxury Strategy" (Dec 2008) Kogan Page
2. Michael R. Soloman, Consumer Behavior: Buying, Having, and Being, New Jersey:
Pearson, 2009
3. Luxury Brand Management (A world of Privilege), Michel Chevalier & Gérald
Mazzalovo
4. Kapferer, J.-N, The artification of luxury: From artisans to artists. Business Horizons,
Vol.57(3), 371–380, 2014
5. Singh, Satyendra (2021). Luxury and Fashion Marketing, Routledge

Course Cognitive Abilities Course Outcome

Outcome
To understand both functional and management roles while
CO1 UNDERSTANDING
designing Social Media Marketing Strategy
To understand the luxury segment of the market as part of various
CO2 APPLYING
industries
To demonstrate knowledge and understanding of the theory and
CO3 ANALYZING
practice of luxury product marketing
To analyze both internal and external factors impacting the
CO4 EVALUATING luxury markets and understanding of contemporary luxury
marketing related issues

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Semester 1 (HUMAN RESOURCE)

Course Subject name Core Marks Credits
Code
CORE (HR)
M101 Organization Structure Theory & HR 100 4
Design (OSTD)
ELECTIVES (HR) (ANY ONE)
M102 Conflict Management and Resolution HR 100 4

M103 Learning & Development HR 100 4

M104 Talent Acquisition HR 100 4
Value Addition (HR)
VA-1-H Leadership & Organizations HR

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Semester I Specialization Human Resource

Course Code H101 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Organization Structure Theory and Design

Course Objectives
1. OSTD provide students with the most up-to-date and contemporary treatment of the
way managers attempt to increase organizational effectiveness.
2. To adapt the Organizational changes for the survival in the competitive world which has
become imperative in the current global scenario
3. It is, therefore, very important for students to understand the Organizational Design and
its impact on its survival.

H101 ORGANIZATION STRUCTURE THEORY AND DESIGN (100Marks,4 Credits)

I. Overview-Concepts, Features, Open System Dimensions of Organization
Structure – differentiation, formalization and centralization, Type I, Type II,
Type III and Type IV contributions
II. Organizational Effectiveness-Models of organization effectiveness –Goal attaining
approach, Systems Approach, Strategic Constituency Approach &
Competing values Approach
III. Determinants of organization structure: Strategy – Structure Link, Miles and
Snow’s Model, Miller’s Integrative Framework, Size: Administrative Component,
Technology – Woodward’s study, Thompson’s contribution, Perrow’s framework,
Environment Burns and Stalker: Mechanist and Organic structure, Lawrence and
Lorsch model, Emery Trist Model, Culture –
Definition, types, conditions for cultural change
IV Types of Organizational Structures and Managing Dynamic Process - Learning
Organizations, Virtual Organizations, Boundary less Organizations and Network
Organizations, Conflicts, power & politics, BPR, impact of
Mergers and Acquisitions
V Organizational Design, Change Management and Decision-Making Process
- The strategic role of change., elements of successful change, new products and
services. Technology change, strategy and structure change, Culture change,
Strategies for implementing change, Rational Approach, Bounded rationality
perspective, Organizational decision-making, The learning Organization,
Contingency decision – making perspective, Special decision circumstances

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Reference Text:
1. Stephen Robbins and Mary Mathew (2011): Organization Theory:
Structures, Designs and Application, Pearson Education
2. Richard L. Daft, (2004): Organizational Theory: Change and Design,
Thomson South Western
3. Pradip N. Khandwalla (2005): Organisational Design for Excellence,
Tata McGraw Hill
4. Madhukar Shukla (2009): Understanding Organizations: Organizational Theory
and Practice in India, PHI Learning

Course COGNITIVE COURSE OUTCOMES

Outcome ABILITIES
CO1 REMEMBERING Able to memorize various elements of the Organization Structure
CO2 UNDERSTANDING Integrate understanding of organizational change & design to perform basic
activities in different types of Function in the organization

CO3 APPLYING Apply theories with technology to bring effectiveness in organizations

CO4 ANALYSING Analyze & study relationship among the organizational change, re-design
and organizational effectiveness
CO5 EVALUATING Evaluate the change process and help organization achieve its desired
future state

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Semester I Specialization Human Resource

Course Code H102 Type Elective
Marks& Credit 100Marks, 4Credits LTP
Course Title Conflict Management & Resolution

Course Objectives
1 To familiarize students with the ideas, concepts, and methods of conflict resolution
2 To learn diverse conflict management skills and strategies
3 To impart conflict management skills and techniques to effectively manage conflicts

H102 CONFLICT MANAGEMENT & RESOLUTION (100Marks,4 Credits)

I. Understanding Conflict: Definition, theories, and sources of conflict include values,
interests, and communication. Functional & Dysfunctional Conflict. Opens V’s
hidden conflict Traditional, modern, and integrationist conflicts. Models of Conflict,
Stages of Conflict. Conflict from an organizational and personal perspective. Sources
of Conflict
II. Conflict Management Design: Nature of conflict Management, contingency
approach, Conflict management process, Levels of Conflict – Intra personal
conflict: Frustration, Goal, and Role Conflict. Inter-personal conflict: Workforce
diversity. Personal conflicts, Group conflicts, Labour conflicts, Social and Political
conflicts. Assessing the cost of conflict.
III. Managing Interpersonal Conflict: Thomas conflict resolution approach,
behavioural style and conflict handling, collaboration & conflict resolution, dealing
with difficult subordinates, boss & colleagues, One to One dispute resolution.
IV Managing Team & Organization Conflict: Team conflict - Techniques to resolve
conflicts in team. Organizational Conflict – Strategies to resolve organizational
level conflict. Negotiation – Types of negotiation, Process of negotiation.
V Conflict Resolution process: Facilitating conflict process, Conflict resolution style
questionnaire, Conflict Dynamics Analysis. Conflict exit: Agreements &
Resolution. Organizational framework for conflict resolution. Third party conflict
resolution
V
Reference Text :
1. Eirene Leela Rout & nelson Omiko (2007) Corporate Conflict Management:
Concepts &Skills , Prentice Hall of India pvt. Ltd.

Susan S. Raines (2019) Conflict Management for Managers: Resolving Workplace,

2 Client, and Policy Disputes, Second Edition, Rowman & Littlefield Publishers

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Stephan Proksch (2016) Conflict Management, ISBN-13: 978-3319318837, Springer

3 inc.

Barbara A. Budjac Corvette (2007) Conflict Management: A Practical Guide to

4 Developing negotiation Strategies, ISBN:9788131711996, 8131711994, Pearson
Education

Course COGNITIVE COURSE OUTCOMES

Outcome ABILITIES
CO1 REMEMBERING To be able to define the concepts of Conflict Management
CO2 UNDERSTANDING To be able to comprehend styles & techniques of conflict
management & resolution
CO3 APPLYING To be able to apply the learned models, theories, styles &
techniques in conflicting situations at workplace
CO4 ANALYSING To be able to analyze the impact of adapting skills & strategies
of conflict management
CO5 EVALUATING To be able to evaluate the acquired skills & styles in handling
intra &inter personal conflicts

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Semester I Specialization Human Resource

Course Code H103 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Learning and Development

Course Objectives
1 To Study various concepts, methods & models in the Learning and Development
2 To understand Instructional Design process & its components
3 To design, implement & evaluate training program with high effectiveness

H103 LEARNING AND DEVELOPMENT (100 Marks, 4 Credits)

I. Introduction - Overview of Human Resource Development, Importance,
Training, learning & Development, Nature of Training& learning, Benefits,
Role of Training, Forces Influencing Training, Training Models and Theories.
Need Assessment - Importance, Methods used in Need Assessment,
Competency models, Scope of Need Assessment
II. Designing Training Modules - Factors affecting training design, design theory,
outcomes of design, identification of alternative methods of instructions,
considerations in designing effective training programs Incorporating Learning
Principles, Objectives Setting, Training Methods, Transfer of Training, Planning
and Organizing Conferences, Seminars, webinars & virtual training planning,
etc. Training Administration - Training budget, training calendar
III. Implementation of Training - Types of training, training methods
(presentation methods, hands on methods, group building methods), choosing a
training method, competence of trainer, trainer’s skills, trainer’s styles, trainer
grid, trainer’s roles, do’s and don’ts for trainers
IV E - learning & Use of Technology in Training - Factors influencing transfer
of learning, reasons for evaluating training, Influence of Technology on Training
& Development, Computer Based Training, Developing Effective Online
Learning, Blended Learning, Simulations, Distance Learning, Learning
Management Systems, Technologies for Training, Administration & Support
V Training Evaluation - Evaluation Process, Evaluation Designs, Kirkpatrick’s Model,
Cost Benefit Analysis and ROI, Outcomes used in Evaluation, Training Audit.
Contemporary Issues Training and Development, Training Trends Worldwide –
Learning Organization. Learning Analytics
Reference Text :
1. Nick Blanchard and James Thacker (2004): Effective Training: Systems,
Strategies and Practices, Pearson Education
2. R. K. Sahu (2005): Training for Development, Excel Book
3. Raymond A Noe, Employee Training and Development, Tata McGraw Hills

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Course Cognitive abilities Course outcomes

Outcome
Students will be able to define and explain major theories,
CO1 REMEMBERING models, frameworks and research in the field of Learning and
Development
Students will be able to understand the vitality of Learning for
CO2 UNDERSTANDING
individual & organizational growth
Students will be able to apply the theories and models of training
CO3 APPLYING
and development
Students will be able to analyze the effectiveness of training the
CO4 ANALYSING
employees
Students will be able to evaluate the training implementation and
CO5 EVALUATING
achievement of organizational goals and objective

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Semester I Specialization Human Resources

Course Code H104 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Talent Acquisition

Course Objectives
1. This course provides an understanding of the role of Talent Acquisition in HRM based on
current trends.
2. The aim of the Talent Acquisition is to enhance the knowledge in terms of analyzing job,
hiring decisions and strategies, screening and reference checking.

H104 TALENT ACQUISITION (100Marks,4 Credits)

I. Introduction of Talent Acquisition: definition of Talent Acquisition, Composition of

talent, process of talent acquisition, talent acquisition strategies, Talent acquisition
operational workflow, Effective hiring : Person-Job Fit and Person-Organization Fit
Nature of hiring: regular, temporary, full time, part time, apprentice, contractual, and
outsourcing, Existing post or new post to be created, Need analysis, cost analysis and
job analysis.
II. Job Analysis:Meaning, definition and purpose. Methods of job analysis: job analysis
interviews, job analysis questionnaire, task analysis inventory, position analysis
questionnaire, subject expert workshops, critical incident technique

III. Facilitating staffing decisions

Hiring internally:
Meaning and definition of internal recruitment, Advantages and disadvantages in
terms of cost, time, quality and suitability. Sources of internal recruitment: - circulars,
intranet advertisements, employee referrals, Appointment or promotion, Policy
guidelines and union settlements.
External Hiring:
Meaning and definition of external recruitment. Sources of recruitment:- advertisement,
in newspaper, TV/Radio, Internet, search on the internet, wanted signboards,
consultants, employment exchange, campus recruitment, employee referrals and
unsolicited applications. Advantages and disadvantages of the above sources in terms
of cost, time, convenience, reach of the targeted population, and quality of applicant
pool.

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IV Screening the candidates:

Application Forms: bio-data / resume / curriculum vitae and Weighted application
blanks: meaning definition, purpose, advantages and disadvantages – taking a
Behavioral approach to recruitment: spotting personality patterns, making basic
assumptions, Predicting the future, strategy Vs. Technique, Pinning down what is
needed: targeted interviewing, focusing on behavior, assessing how person performs,
assuming they have been hired. – Identifying the ingredients of success: the winning
candidate’s profile, challenges in the Interview, the starting point, day to day
execution, dealing with people.

V Testing, Reference checking & Appointment orders:

Meaning, definition, purpose, advantages and disadvantages, Ability tests clerical
ability test, mechanical ability test, mental ability test, physical ability test, personality
assessment test, typing test, shorthand test, computer proficiency test
Reference checking:
Meaning, definition and purpose. Verification of character, criminal antecedents,
previous work behavior and education qualifications. Appointment orders Meaning,
definition, and purpose. Contents of appointment letter, hard copy (or soft copy).

Reference text:

1. Heneman, H.G., Judge, T.A., and Heneman, R.L. (2006). Staffing organizations, (5th
ed.). Irwin McGraw-Hill.
2. Talent Management Hand Book, Lance A Berger, Dorothy R Berger, McGraw-Hill,
Edition: 13th

3. Talent management in India: Challenges and opportunities, Hasan,& Singh, Atlantic

Publication

Course COGNITIVE COURSE OUTCOMES

Outcome ABILITIES
CO1 REMEMBERING Students will be able to comprehend the processes, concepts,
terms, models, and research findings in the field of talent
acquisition.
CO2 UNDERSTANDING Understand the framework of Talent Acquisition in the context
of business realities

CO3 APPLYING Able to apply the learned critical areas of Talent Acquisition in
better decision making
CO4 ANALYSING Able to analyze and enumerate the competencies required for
various roles.
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CO5 EVALUATING Students will demonstrate knowledge about how to evaluate

and plan for the various steps in the recruitment, selection and
orientation process.

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Semester 1 (OPERATIONS)
Course Course name Core Marks Credits
Code
CORE (Operations)
O101 Logistics and Maintenance Management OPS 100 4
ELECTIVES (Operations) (ANY ONE)
O102 Lean Six Sigma and Total Quality OPS 100 4
Management
O103 New Product Development OPS 100 4
O104 World Class Manufacturing OPS 100 4
Value Addition (Operations)
VA-1-O Basics of Supply Chain Management OPS

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Semester I Specialization Operations

Course Code O101 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Logistics and Maintenance Management

Course Objectives
1 To gain skills and knowledge in all aspects and issues of logistics
2 Provide students with the principles and practices, knowledge and attributes of a Logistic
professional required in the increasingly complex global business environment
3 Learn theory of Reliability Centered Maintenance RCM, Performance Standards and Failure
Modes

O101 Logistics and Maintenance Management (100 Marks, 4 Credits)

I. Introduction to physical distribution, Logistics Management and its elements,
Modern Concepts in Logistics, Inbound and outbound logistics, Container – types,
Different types of cargo, Packaging and Material Handling
II. Introduction to Multimodal Transport; Carriage By Air Sea, Rail, Road; Types of
Vessels, Operators (Vessel and other), Freight Forwarders and NVOCC, Outsourcing
of Logistics Services
III. Module 3 A: Definition, Nature and Scope of Commercial Geography, Weber’s theory
of Industrial Location, Major logistics routes in India, Major trade routes in world.

Module 3 B: Facilities Maintenance Management, Definitions of Facilities

Management, Scope of Facilities Management, Maintenance System Elements
IV Asset Management: Definition of Asset Management, Capital Asset, Total Cost of
Ownership Management, Asset Management Processes, Developing an Asset
Management Programme
V Cost of Poor Maintenance Quality, Overall Equipment Effectiveness OEE, The Cause
of Failure, The Cost Impact of Failure, The Failure Mechanisms, 14. The
Failure Mechanisms, Operator Equipment Management
Reference Text :
1. Tan Miller, Matthew J. Liberatore - Logistics Management, Publisher(s): Business
Expert Press, ISBN: 9781949443851

2. Joel Levitt - The Handbook of Maintenance Management, Industrial Press Inc., 2009
- Business & Economics

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Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To recall and understand the fundamental concepts and
principles of logistics and maintenance management.
CO2 UNDERSTANDING To develop a deeper understanding of the complexities involved
in logistics and maintenance management.
CO3 APPLYING To apply the acquired knowledge and skills to solve real-world
problems in logistics and maintenance management.
CO4 ANALYZING To analyze and interpret data related to logistics and
maintenance management.
CO5 EVALUATING To evaluate the effectiveness of different logistics and
maintenance management strategies.

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Semester I Specialization Operations

Course Code O102 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Lean Six Sigma and Total Quality Management

Course Objectives
1 Understanding the importance of Quality and Six Sigma in Operations management
2 Learning and applying concepts of Total Quality Management
3 Knowledge of opportunities in the quality profiles of the Operations domain

O102 Lean Six Sigma and Total Quality Management (100 Marks, 4 Credits)
I. Six Sigma Implementation and Management - What is Six Sigma, philosophy, change
imperative, implementing six sigma, timetable, infrastructure, six sigma deployment
and management, six sigma communication plan, six sigma organization roles and
responsibilities, selecting the belts, integrating six sigma
Six Sigma Goals and Metrics - The balances scorecard, measuring causes and effects,
information system, customer perspective, internal process perspective, innovation and
learning perspective, financial perspective, strategy deployment plan, information
system requirements, dashboard design
Creating Customer driven organization - Elements of customer driven organization,
survey and focus groups, calculating the value of retention of customers, Kano Model
of customer expectations, quality function deployment, Six Sigma process enterprise,
using QFD to link six sigma projects to strategies, linking customer demand to budgets
II. DMAIC and DMADV Define phase Problem solving tools - Process mapping, check
sheets, pareto analysis, cause and effect diagrams, 7M tools
Measure phase - Scales of measurement, reliability and validity of data, overview of
statistical methods, principles of statistical process control.
R&R studies for continuous data, attribute measurement error analysis
Analyze Phase - Knowledge Discovery tools, establishing the process baseline, SIPOC,
SPC, types of control chart, short run SPC, EWMA, Process capability analysis
estimating process yield, statistical analysis of cause and effect - testing common
assumptions, regression and correlation analysis, analysis of categorical data, logistic
regression, Non-parametric methods
III. The Improve Phase - useful project management tools and techniques, project charter,
work breakdown structures, feedback loops, performance measures, cost consideration
in project scheduling, project management implementation, reliability and safety
analysis, FMEA, statistical tolerance, Design of experiments - terminology, power and
sample size, design characteristic, types of design
The control Phase - Business process and control planning, using SPC for ongoing
control, DMADV
Gurus of Total Quality Management, awareness, defining quality, Obstacles, quality
council , quality statement

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IV Customer satisfaction - customer perception of quality, feedback, using customer

complaint, service quality, translating need into requirement,
Employee involvement - Motivation, Surveys, Empowerment, Teams, Suggestion
system, recognition and reward, gainsharing, performance appraisal, unions and
employee involvement
Continuous Process Improvement - Juan Trilogy, Improvement Strategies, Types of
problems, PDCA Cycle, problem solving method, Kaizen, Re-engineering
V Performance Measure - Cost of Quality, Malcolm Baldrige National Quality Award,
Rajiv Gandhi National Quality Award, Balance Scorecard, Benchmarking, Quality
Management System, Environmental Management System, Taguchi Quality Engineering
Reference Text :
1. The Six Sigma - Thomas Pyzdek
2. Total Quality Management - Dale H Besterfield, Carol Besterfield

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Understand Lean Six Sigma and Total Quality Management
principles.
CO2 UNDERSTANDING How Lean Six Sigma and Total Quality Management can
improve organizational performance.
CO3 APPLYING Implement Lean Six Sigma and TQM projects using DMAIC
methodology.
CO4 ANALYSING Analyze and interpret data to identify areas for improvement.
CO5 EVALUATING Evaluation of Lean Six Sigma and Total Quality Management to
improve organizational performance.

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Semester I Specialization Operations

Course Code O103 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title New Product Development

Course Objectives
1 Understanding the meaning and significance of new product development
2 To comprehend the idea of the product life cycle.
3 To comprehend the VA/VE idea in the design stage

O103 New Product Development (100 Marks, 4 Credits)

I. Introduction: Product Life Cycle & New Product Development:
Booz Allen & Hamilton's New Product Classification System is required for new
product development.
The process of developing a new product, from ideation to commercialization.

II. Meaning and function of packaging and labeling, as well as primary, secondary, and
shipment packages

Product Life Cycle: Definition and Characteristics, Relevance of PLC, Types of PLC,
and Strategies for PLC Stages

III. Successful product development has the following characteristics: who creates and
develops things, how long it takes and how much it costs, and what problems it faces.

Planning for products, determining consumer needs, developing product

specifications, selecting and testing concepts, creating products, product architecture,
industrial design, and design for manufacturing

IV Establishing aims and goals for the purposes of business. Time-sensitive research,
development, and prototype production

V VA/VE application during the design phase, Case studies on new product development

Reference Text :
1. Moustapha, ‘Concurrent Engineering in Product Design and Development’, New
Age International Publication,Chaturvedi and Mukesh, ‘Managing Innovations and
New Product Development: Concepts and Cases”, Prentice Hall India Learning
Private Limited
2. Prasad , ‘Concurrent Engineering Fundamentals: Integrated Product Development’,
Prentice Hall

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Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Applaud the creation of product concepts that meet consumer
demands
CO2 UNDERSTANDING Market demands must be taken in to account when developing
new products.
CO3 APPLYING Find potential markets for new products, convert ideas to new
products
CO4 ANALYZING Analyze market conditions for new product innovation
CO5 EVALUATING Evaluate performance of a new product in a given market

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Semester I Specialization Operations

Course Code O104 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title World Class Manufacturing

Course Objectives
1 Learn how Japan approaches world-class manufacturing.

2 Consider and discover how Japanese companies reach outstanding production standards.

3 Concentrate on the newest developments at the world's leading industrial facilities

O104 World Class Manufacturing (100 Marks, 4 Credits)

I. Japanese manufacturing philosophy's guiding principles
II. Utilizing techniques like Kaizen, TPM, SMED, 5-S Principles, and housekeeping can
increase overall productivity.
III. Encouraging worker participation in Kaizen, TPM, SMED 5-S principles (examples)
IV Tools for problem solving include TQC Tools for problem solving and TQC Tools for
management.
V Successful Japanese manufacturing, practices, and benchmarking in India

Reference Text :
1. Taichi Ohno, Kaizen, Masaki, Toyota Production Systems
2. Dr. Shrinivas Gondhalekar – Payal Seth, Chroniles of a Quality Detective
3. Robert L. Flood, Beyond TQM

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To recall and understand the fundamental concepts and principles
of World Class Manufacturing.
CO2 UNDERSTANDING To develop a deeper understanding of the principles and practices
of World Class Manufacturing and their relevance in today's
competitive business environment.
CO3 APPLYING To apply the acquired knowledge and skills to solve real-world
problems in World Class Manufacturing.
CO4 ANALYZING To analyze and interpret data related to World Class
Manufacturing, such as production efficiency, quality metrics, and
customer satisfaction.
CO5 EVALUATING To evaluate the financial, operational, and strategic implications of
World Class Manufacturing decisions and their impact on
stakeholders.

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Semester II
Course Code Course Name Core Marks Credits
Semester II (Core)
C201 Human Resource Management (HRM) CORE 100 4
C202 Economic Environment of Business CORE 100 4
C203 Business Research Methods (BRM) CORE 50 2
C204 BusinessAnalysis for effective decision making-II CORE 50 2
C205 Operations and Supply Chain Management CORE 50 2
C206 Financial Planning and Wealth Management CORE 100 4
C207 Campus to Corporate Training – II (including CORE 50 2
Virtual Internship)
C208 Growth Lab CORE 50 2
CORE (Finance)
F201 Analysis of Financial Statements FIN 100 4
F202 Financial Management FIN 100 4
ELECTIVES (Finance) (ANY TWO)
F203 Alternative Investment FIN 100 4
F204 International Finance FIN 100 4
F205 Financial Derivatives FIN 100 4
F206 Management Accounting and Control Systems FIN 100 4
Value Addition (Finance)
VA-2-F Innovative Finance FIN
CORE (Marketing)
M201 Services Marketing Core 100 4
M202 Product & Brand Management Core 100 4
ELECTIVES (Marketing) (ANY TWO)
M203 Retail Management and E-commerce MKTG 100 4
M204 Marketing of Financial Products & Services MKTG 100 4
M205 Neurosciences & Consumer Behaviour MKTG 100 4
M206 Marketing of Non-Profit Organizations MKTG 100 4
Value Addition (Marketing)
VA-2-M Personal Selling Lab MKTG

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CORE (Human Resource)

H201 Compensation and Benefits HR 100 4
H202 Organization Development & Change Management HR 100 4
ELECTIVES (HR) (ANY TWO)
H201 Human Resource Audit HR 100 4
H202 Industrial Psychology HR 100 4
H203 Employer Branding HR 100 4
H204 Cross Cultural Management HR 100 4
Value Addition (HR)
VA-2-H Prevention of Sexual Harassment (POSH) HR
CORE (Operations)
O201 Advanced Supply Chain Management OPS 100 4
O202 Service Operations Management OPS 100 4
ELECTIVES (Operations) (ANY TWO)
O203 Enterprise Resource Planning (ERP) OPS 100 4
O204 Strategic Sourcing and Procurement Management OPS 100 4
O205 Inventory and Materials Management OPS 100 4
O206 Techno Business OPS 100 4
Value Addition (Operations)
VA-2-O Cases/Trends in Operations OPS

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Semester 2(Core)
Course Course Name Domain Marks Credits
Code
C201 Human Resource Management (HRM) CORE 100 4
C202 Economic Environment of Business CORE 100 4
C203 Business Research Methods (BRM) CORE 50 2
C204 Business Analysis for effective decision making-II CORE 50 2
C205 Operations and Supply Chain Management CORE 50 2
C206 Financial Planning and Wealth Management CORE 100 4
C207 Campus to Corporate Training – II (including Virtual CORE 50 2
Internship)
C208 Growth Lab CORE 50 2

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Semester II Specialization FMHO

Course Code C201 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Human resource Management

Course Objectives
1. To understand the basics concepts and framework of Human Resource Management
2. To apply different function of HRM
3. To comprehend with skills of hiring right candidate for right job.
C201 HUMAN RESOURCE MANAGEMENT (100 Marks, 4 Credits)
I. Human Resource Management – Introduction : Nature of HRM, Scope of HRM,
Functions of HRM, Objectives of HRM, Role of HRM, Formulating HR Policies and
Practices, Evolution and Development of HRM, Strategic Human Resource
Management, Nature of SHRM, Global Competitiveness and Strategic HR, Linkage of
Organizational and HR Strategies, Strategic Integration Model
Talent and Competency based HRM: Introduction – Talent and Competency, Types
of Competencies, Competency Framework
II. Human Resource : Recruitment and Selection–Meaning and concept, Job Analysis,
Methods for Collecting Job Analysis Data, Job Design, Factors Affecting Job Design,
Job Characteristics’ Model, Recruitment: Factors Affecting Recruitment, Strategic
Approach to Recruitment, Labour Market, Sources of Recruitment (Social Media,
digital), Recruiting and Diversity Considerations, Role of Psychometric tools in
Recruitment, Current trends in recruitment, Challenges in Recruitment
Selection: Introduction to Selection Process, Selection Procedure, Succession Planning,
Career Planning, Induction Training -Buddy system
Manpower Planning : Human Resource Planning Model, Human Resource Planning
Barometer, The Need of Manpower Planning, HR Planning Process, Benefits of
Manpower Planning , Succession Planning, Employee Resourcing
III. Training And Development – Training & Development, Training & Development
Objectives, Nature of Training, Training and Development–benefits, Training and
development practices, Training need analysis (TNI), Levels of Training Needs,
Management Development Programs, Experimental & Experiential training methods,
Evaluating Training Programs. Training content design (ADDIE), Career Development
and Stages, Ways to enhance career of employees, stay interviews tool of retention.
IV Performance Management System–Performance Management System, Objectives of
Performance Management, Performance Management vs. Performance Appraisal, Pre-
requisites for an Effective Performance Management System, Performance Appraisal,
Transfers, Promotion, Wage & Salary Administration, Wage Boards and Pay
Commission, Wage Incentive, Fringe Benefits, Employees Welfare, Safety and Health
Measures, Grievance Procedures, Redressal of Grievances. .

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V Managing Employee Relations–Theoretical Framework of Employee Relation,

Organizational Entry, Employee Status, employee engagement, Flexible Work
Arrangement, Employee Surveys, Moonlighting case study, Exit Management.
Collective Bargaining :Features, Pre-requisite of Collective Bargaining, Agreement at
different levels, Workers Participation in Management, Objectives for Successful
Participation.
Reference Text :
1. P. Subba Rao (2011): Essentials of Human Resource Management and Industrial Relations:
Text, Cases and Games, Himalaya Publishing House
2. K Aswatappa: Human Resource Management McGraw-Hill
3. Snell/Bohlander, Human Resource Management; Cenage Learning
4. Raymond A Noe, Employee Training and Development, Tata McGrawHills
5. C.B.Mamoria and S.V. Gankar(2007): Personnel Management: Text and Cases, Himalaya
Publishing House

Course COGNITIVE COURSE OUTCOMES

Outcome ABILITIES
CO1 REMEMBERING The Models, Frameworks and Theories are learned.
CO2 UNDERSTANDING Understand the implications of old HRM and New HRM in an
organization from the perspectives of employees, managers, leaders
and the organization
CO3 APPLYING Students comprehend and apply the functions of HRM
CO4 ANALYSING Analyzing the role of individual, groups, managers and leaders in
influencing how people behave and in influencing organizational
effectiveness
CO5 EVALUATING Evaluating the knowledge on measuring the effectiveness of
employee relations.

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Semester II Specialization FMHO

Course Code C202 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Economic Environment of Business

Course Objectives
1 To develop the ability to evaluate the impact of key business environmental factors on businesses
2 To analyze trends and changes in the current global business environment and debate the impact of
globalization
3 To show how business is affected by different types of environments (i.e. economic, political,
social, cultural, financial, technological) in which it operates
4 To improve their ability to operate effectively in the contemporary globalized world as managers or
entrepreneurs.

C202 Economic Environment of Business (100 Marks, 4 Credits)

I. Introduction, Meaning, Nature and Significance of Business Environment, Types of

Business Environment – Internal, External, Micro, Macro Environment
Case Study 1
II Demand and Supply Analysis: Definition of demand, Law of demand and its determinants
and exceptions, movement along the demand curve and shift in demand curve. Demand
and supply relationship. Definition of supply, Law of supply, Movement along the supply
curve and shift in supply curve, Factors affecting supply, Market equilibrium and pricing,
floor price and ceiling price. Application of demand and supply analyses: Concepts of
elasticity, degree, determinants & types, practical implication, Relationship of Revenue
and elasticity of demand, Demand forecasting and its use in demand.
Marginal Utility, Consumer surplus, Market structures and Decision making
Case Study 2
III. Macroeconomic Policies -Money supply, demand for money, credit creation, instruments
of credit control, objectives of monetary policy. Budget, budgetary deficit, fiscal deficit,
and fiscal policy: aims, objectives and efficacy, National Income & its Components,
Public Revenue, Public Expenditure & Public Debt, Fiscal Deficit, Types of Inflation and
Control of Inflation.
Liberalization, Privatization & Globalization (LPG). New Economic Policy, 1991. EXIM
Policy 2013-14
Case Study 3
IV. Financial Environment -Financial System of India. Money Market & Capital Market.
Monetary Policy - Tools for credit control. Structure of the Banking System, RBI and its
functions.
Socio-Cultural Environment, Cultural orientation in international environment.
Case Study 4

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V Structure of the Indian Industry –Public and Private Sector Enterprises, Objectives of
PSUs, Performance, and shortcomings. Private Sector - growth, problems, and prospects.
SSI - Role in Indian Economy. Disinvestments in Indian Public sector Units since 1991.
Industry.
Political Environment, Types of Political Systems, Indian Political System.
Case Study 5
VI Global Environment: WTO, MNCs, TNCs, India’s Global Business Competitiveness,
Technological Environment: Technology & Competitive Advantages, Technology
Transfers, Appropriate Technology & Technology Adaption, Technologies reshaping
international business.
Case Study 6

Reference Text:
1. Paul Samuelson, William Nordhaus (2010): Economics, Nineteenth Edition, McGraw Hill
Publication
2. Ian Worthington, Chris Britton and Ed Thompson, The Business Environment: A Global
Perspective Eighth edition: Pearson Education Limited
3. Anant K Sundaram & Stewart J Black. (2012). International Business Environment. PHI
New Delhi. Eastern Economy
4. Hill, Charles W. L. (2014). International Business. McGraw Hill. New York
5. Economic Survey by Ministry of Finance, Government of India

Course Cognitive abilities Course outcomes

Outcome
Identify & assess the impact of socio-cultural and political factors
CO1 UNDERSTAND
on business operations and international business practices
Apply knowledge of global business environment, technological
CO2 APPLY advancements, and competitive advantages to formulate effective
business strategies.
Analyze the impact of macroeconomic policies on business
CO3 ANALYZE
operations and decision-making in a global economic environment.
Evaluate the influence of financial systems and policies on business
CO4 EVALUATE
performance and investment strategies for informed decision making

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Semester II Specialization FMHO

Course Code C203 Type General Core
Marks & Credit 50 Marks, 2 Credits LTP
Course Title Business Research Methods

Course Objectives
1. To familiarize students with basic of research and the research process.
2. To help students in conducting research work and making research reports.
3. To familiarize students with Statistical packages such as EXCEL, SPSS

C203 BUSINESS RESEARCH METHODS (50 MARKS, 2 CREDITS)

I. Unit 1: Introduction to Business Research Method
Concept of BRM, Nature of BRM, Scope BRM,
Need and Role of Business Research, Characteristic of Research,
Types of Research, the Research Process: An overview, Features of good research study
II. Unit 2: Research problem, Formulation of research hypotheses and research
design
Define research problem, problem identification process, components of research
problem, formulating research hypothesis, contents of research proposal, Concept of
Research Design, Research Design Process, Errors affecting research design
III. Unit 3: Data Collection & Measurement and Questionnaire Design
Introduction to Primary & Secondary data, Methods of primary data collection, Methods
of secondary data collection Types of measurement scales, Concept of Questionnaire
Principles of Designing Questionnaire and Schedule, Limitations of Questionnaire,
Reliability Validity of Questionnaire.
IV Unit 4: Sampling and Data processing
Determination of sample size, Sampling design, Probability and non-probability
sampling techniques, Coding – closed ended and open-ended structured questions,
Descriptive vs. Inferential analysis, Application of testing of hypothesis, Hypothesis
testing of equality of population mean of one population, hypothesis testing of
independence of two attributes and goodness of fit, Analysis of Variance (ANOVA),
Chi square analysis, T-test, Z test, factorial design
V Unit 5: Research Report writing and Ethics in research
Types of research reports, structure of research report, Interpretation of results, Meaning
of research ethics, Clients ethical code, Researchers ethical code, Ethical codes related
to respondents, Responsibility of ethics in research
Introduction to Computerized Statistical Packages (SPSS)
Reference Text:
1. Cooper and Schindler: Business Research Methods, Tata Mc Graw-Hill, 2011
2. Mark Saunders: Research Methods for Business: Pearson Education, 2010
3. C.R. Kothari, (2004): Research Methodology – Methods, 2nd edition. New Age
Publications.

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4. Anil K. Mishra (2012). A Hand-Book of Research in SPSS, 1st edition. Himalayan

Publishing, House, Mumbai

Course Cognitive abilities Course outcomes

Outcome

Have an understanding of various kinds of research, objectives

CO1 REMEMBERING of doing research, research process research designs and
sampling.
Be able to formulate research problem and develop a
CO2 UNDERSTANDING
sufficiently coherent research design.
Have basic knowledge on qualitative, quantitative as well as
CO3 APPLYING
measurement & scaling techniques.
Have a basic awareness of data analysis, including descriptive
CO4 ANALYSING
& inferential measures.
Be able to write & develop independent thinking for critically
CO5 EVALUATING
analyzing research reports.

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Semester II Specialization FMHO

Course Code C204 Type General Core
Marks&Credit 50Marks, 2Credits LTP

Course Title Business Analysis for effective decision making -II

Course Objectives
1 To upskill the student’s basic current affairs knowledge for the overall development
2 To develop thinking and decision-making abilities
3 To understand the macro and micro economic and political linkages around the world

C204 Business Analysis for effective decision Making-II (50Marks, 2Credits)

I. Basics of Newspaper Analysis:
Learn about the structure of newspapers to understand the various sections and areas in
which the overall current affairs are bifurcated.
II. Overview of Economy:
Explore how to evaluate the stability and progress of an economy over time by
analyzing the key economic indicators. These include gross domestic product (GDP),
employment, inflation or deflation, and the balance of trade.
III. Environmental Scanning:
Understanding the process of gathering information about the events and their
relationship with the internal and external environment of the organizations which helps
the management to find out the future prospects of business organization.
IV Industry/Sector Analysis:
Learn to assess the economic and financial condition of a given industry/sector of the
economy to be able to provide a judgment about how efficiently companies in the
sector can perform.
V General Awareness:
Explore the different miscellaneous areas including editorials, opinions, stock
screeners, etc.
Reference Text:
1. Economic Times/Financial Express/Business Standard, etc.
2. Finshots app, Live Mint app, Economic Times app
3. Money Control, Economic Times website
4. YouTube news channels like CNBC, Times Now, etc.

Course COGNITIVE COURSEOUTCOMES

Outcome ABILITIES
CO1 REMEMBERING Students will remember facts, figures pertaining to
economy

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CO2 UNDERSTANDING Students will be able to understand the environment

(domestic and international-political and economic)
around them
CO3 APPLYING Students will be able to use the current affairs knowledge
in problem solving
CO4 ANALYSING Students will be able to use the knowledge of current
Affairs in analyzing the challenges of industry/sector

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Semester II Specialization FMHO

Course Code C205 Type General Core
Marks & 50 Marks, 2 Credits LTP
Credit
Course Title Operations and Supply Chain Management

Course Objectives
1 Knowledge of the main distinctions between supply chain management and operations
2 knowledge of the methods and instruments required to implement supply chain management
3 understanding of the potential for career growth in operations supply chain management

C205 Operations & Supply Chain Management (50 Marks, 2 Credits)

I. Overview of Operations Strategy, Definition of Operations and Production
Management, and Introduction to Operations and Production Management: Origins
and History; influencing factors for operations management; operations management's
goals; Planning, organizing, controlling, manufacturing and non-manufacturing
operations and their classifications, productivity figures, operations planning, and
control are among the duties and responsibilities of operations management.
II. Supply Chain Basics: Definition, Customer's Customer, Supplier's Supplier, Supply
Chain Processes, E-Commerce and Supply Chain, Applications and Impact of Block
Chain, Applications and Impact of AI, Applications and Impact of Industry 4.0
III. Forecasting, the notion of economic order quantity (EOQ), and procurement procedures
serve as an introduction to procurement management.
IV Materials management fundamentals include material handling operations, RFID, SAP,
and warehouse ERP systems are tools and equipment used in industrial material
handling, warehouse management, and automation.
V Supply Chain case studies of Global Supply chains, Green Supply Chain,
Reference Text :
1. Paneer selvam – Production and Operations Management
2. Kale - Production and Operations Management

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Supply chain management is essential in today's corporate
climate.
CO2 UNDERSTANDING Learn to use computer-based supply chain optimization tools.
CO3 APPLYING Demonstrate critical thinking, in managing supply chains
CO4 ANALYZING Analyze and optimize supply chains
CO5 EVALUATING Evaluate supply chain performance

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Semester II Specialization FMHO

Course Code C206 Type General Core
Marks & Credit 100 Marks, 4Credits LTP
Course Title Financial Planning and Wealth Management

Course Objectives
1 To help students understand the process of financial planning.
2 To help students to understand clients currents financial situation and develop a strategy
to help client to achieve his/her financial goals.
3 To introduce students various asset classes and financial products

C206 Financial Planning and Wealth Management (100 Marks, 4 Credits)

I. Module I: Introduction to Financial Planning
The process financial planning, Client interactions, Time value of money
applications - assessment of risks, insurance, inflation, taxation, etc., Personal
financial statements, Cash flow and debt management.
II. Module II: Client Goals, Constraints and Client Education
Client profiling, Goal setting, Types of Goals, Goal prioritization, time dimension,
data gathering, constraints, sample risk tolerance questionnaire
Investment process, return on investment, sources of risk, diversification, market
timing fallacy, asset allocation
III. Module III: Investment Planning
Risk Return Analysis, Introduction to asset classes, debt as an asset class, role of
debt in investing, risks of investing in debt securities, equity as an asset class,
investing in stocks, derivatives and structured products, real estate as an asset class,
mutual fund investment, hedge funds investment, commodities as an asset class, art
as an asset class
IV Module IV: Introduction to Wealth Management

Meaning of Wealth management, Scope of Wealth management, Components of

Wealth management, Phases in Wealth management process, Wealth management
market in India
Personal Financial Statement Analysis: Financial Literacy, Financial Goals and
Planning, Cash Flow Analysis, Building Financial Plans, Life Cycle Management,
Annuities, Use of capital budgeting techniques in personal finance
V Module V: Investment Analysis
Types of Investment Risk, Asset Allocation Strategies (Strategic, Tactical, Life-
cycle based), Active and Passive Investment Strategies, Components of a portfolio.
VI Module VI: Retirement planning
Financial Life Cycle, Wealth creation, Basics of Retirement Planning, Retirement
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other retirement plans, retirement needs analysis, retirement income streams, life
cycle investment advice model
VII Module VII: Role of Insurance in Wealth Management
Types of Insurance, Uses of life insurance, types of life insurance products,
Introduction to general insurance, categories in general insurance, insurance and
risk, fundamental principles of insurance, risk management
Reference Text :
I. Introduction to Financial Planning: Indian Institute of Banking and Finance
II. Wealth Management: Dun and Bradstreet
III. Financial Planning and Wealth Management: Concepts and Practise
IV Understanding Asset Allocation: Victor Canto
V Investment Analysis and Portfolio Management: Prasanna Chandra

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Possess knowledge of financial investment avenues and
their tax implications
CO2 UNDERSTANDING Demonstrate knowledge and understanding with all areas
of the strategic financial planning process
CO3 APPLYING Apply the concept of wealth management and evaluate the
different sources of investment vehicles
CO4 ANALYSING Analyze client profile using investor psychology, need type
and expectation of the clients

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Semester II Specialization FMHO

Course Code C207 Type General Core
Marks & Credit 50 Marks, 2 Credits LTP
Course Title Campus to Corporate-II (C2C-2)

Course Objectives
1 Set goal and gain clarity with respect to job sector preference
2 To nurture creative thinking & innovative skills
3 Build a winning CV
4 Practice situation-based questions and basic personal interview questions

C207 CAMPUS TO CORPORATE -II (C2C-II) (50 Marks, 2 Credits)

I. Goal Setting & Sector Clarity Sessions
- Choosing the sector as per preference
Summer Internship Preparedness
- Company Profile
- Comprehending Job Descriptions & Specification

II. Creativity & Innovative Thinking Skills (Activities driven)

-Generating New Ideas
-Importance of Creativity & Innovation
-Innovation Processes and practices in Companies
Aptitude & CV
III. -Enhanced CV Formation (Revision & Value Addition)
-JD specific skill sets to mention in CV
- Sample CV discussion
-Quantitative/Psychometric/Logical Reasoning

Personal Interview & PI Script

IV - Situation Based Questions (SBQs)
- Revision & Updating Elevator Pitch
- Basic question in a PI
- PI Practice Based Sessions

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Reference Text:
1. A to Z of Interviews, Himalaya Publications
2. The IUP Journal of Soft Skills, IUP Publishing
3. The Art of Innovation – Tom Kelly
4. Design Lead Innovation by Prof Stan Ekman et all

Course COGNITIVE COURSE OUTCOMES

Outcome ABILITIES
CO1 REMEMBERING Remember the dos and don'ts of various selection processes
CO2 UNDERSTANDING Understand the relevance of first impressions, impactful
communication, confidence, and exuberance
CO3 APPLYING Apply the concepts of Personality Development & Corporate
Etiquette
CO4 ANALYZING Analyze the profiles and the selection processes to positively
convert the opportunities in the industry
CO5 EVALUATING Evaluate the performance and overall professional conduct to
ensure holistic development

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Semester II Specialization FMHO

Course Code C208 Type General Core
Marks & Credit 50 Marks, 2 Credits LTP
Course Title Growth Lab

Course Objectives
1 To utilize knowledge of self in order to gain clarity & deeper understanding of business & overall
complexities
2 Self-evaluation of decision and behaviors for success

C208 Growth Lab (50 Marks, 2Credits)

I. Affirmations: Creating the reality you want. Making positive affirmations in a manner to
reinforce positive and only positive self-talk leading to quality outcomes.
II. Power of Habits: Celebrating Being In- dependent. Operating from the state of Being to be
free from becoming dependent on habits, gadgets, patterns, addiction, etc
III Value Alignment: Alignment of personal values with Organization values. Exercising the
values of the Being for harmonious business relationship.
IV Leader as a Coach: Compassionate & inclusive leadership: Encourage two-way
communication and collaboration, giving constructive feedback, being supportive & not
judgmental, create opportunities for growth.
V VUCA Soft Skill Sets: Life Skills: Inner Mastery Outer Impact.
Reference Text:
1. The Value of You- Christopher D. Connors
2. On Managing Yourselves, Clayton M.
3. The power of Self-Management: Pride & Professionalism for successful career:
Michael, Henry, Cohen: EBSCO- eBooks

Course Cognitive abilities Course outcomes

Outcome
True Identity of “who am I” to lead teams and applying the
REMEMBERING
CO1 qualities & power on self and others to accomplish goals

The importance of leading self-first to impact teams

CO2 UNDERSTANDING

Witness to day to day events and activities as a detached observer

CO3 APPLYING
and not as a victim
CO4 ANALYSING
Effectively and efficiently manage situations being a solution
provider
To cultivate greater flexibility contributing towards self-managed
CO5 EVALUATING
teams
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Semester II (Finance)
Course Course Name Core Marks Credits
Code
CORE (Finance)
F201 Analysis of Financial Statements FIN 100 4
F202 Financial Management FIN 100 4
ELECTIVES (Finance)
F203 Alternative Investment FIN 100 4
F204 International Finance FIN 100 4
F205 Financial Derivatives FIN 100 4
F206 Management Accounting and Control Systems FIN 100 4
Value Addition (Finance)
VA-2-F Innovative Finance FIN

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Semester II Specialization Finance

Course Code F201 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Analysis of Financial Statements

Course Objectives
1. To understand the different tools and techniques used in the financial statement analysis
2. Students should learn to do in - depth analysis of the performance of a company
3. To know the impact of business decisions on Financial Statements and its Intrinsic value

F201 ANALYSIS OF FINANCIAL STATEMENT (100 Marks, 4 Credits)

I. Overview of Fundamentals of Financial Statements – Balance Sheet and Profit & Loss
Account analysis using comparative and common size statements, Trend Analysis
II. Assessing Business Performance – Comparative Statement Analysis, Common size
Statement Analysis, Ratios Analysis - Profitability – EPS / ROE / ROCE, Operational
efficiency ratios - Gross Profit, net profit margins, Turnover ratios, Liquidity ratios - Current
Ratio, Acid test ratio, Valuation ratios – P / E multiple, Price to book value, EV / EBDITA
multiple, Capitalization ratios - Debt Equity, Debt to Assets, Du - point Analysis
III. Cash Flow Analysis – Measuring and analyzing operating, Financing and Investment
Cashflows, Cashflows and the life cycle state of a company, Cash flows and financial
flexibility (linkages to dividend policy and over retention of profits)
IV Free Cash Flows to Equity / Firm – Computation of Free cash flows to the firm and equity
V Forecasting FCFE / FCFF and Security Valuation
Reference Text :
1. Prasanna Chandra : Financial Management, Tata McGraw Hill
2. M. Y. Khan and P. K. Jain : Financial Management, Tata McGraw Hill
3. I. M. Pandey : Financial Management, Vikas Publishing House
4. Aswath Damaodaran : Damaodaran on Valuation
5. Security Analysis for Investment and Corporate Finance, John, Wiley & Sons

Course Cognitive abilities Course outcomes

Outcome
Learn about the various techniques used in financial statement
CO1 REMEMBERING
analysis
Measures the financial health of a company in specific industry
CO2 UNDERSTANDING
sector using ratio analysis
CO3 APPLYING Measures the financial health of a company using cash flow analysis
Calculate the intrinsic value of the firm using FCFF and FCFE
CO4 ANALYSING
models
Will be able to evaluate the impact of business decisions on Financial
CO5 EVALUATING
Statements and Intrinsic value of the company

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Semester II Specialization Finance

Course Code F202 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Financial Management

Course Objectives
1. To help the students to develop cognizance of the importance of Financial Management in corporate
valuation
2. To enable students to describe how people analyze the corporate leverage under different conditions
and understand why people valuate different corporate in different manner.
3. To Discuss various financial analysis tools
F202 FINANCIAL MANAGEMENT (100 Marks, 4 Credits)
I. Introduction to Finance, Time Value of Money - Role of Finance Function, Principles of
Financial Management, Scope, Rationale, Techniques, Practical Applications of
Compounding and Present Value Techniques
II. Cost of Capital - Concept, Explicit and Implicit Costs, Cost of Debt – Redeemable and
Perpetual, Cost of Preference Shares – Redeemable and non-redeemable, Cost Equity –
Dividend and CAPM Approach, Cost of Retained Earnings Overall Cost of Capital (WACC)
– Assignment of Weights (Historical and Market)
III. Development of Funds:
a. Time value of money – concept and importance of time value, lump sum & annuity,
compounding and discounting, sinking fund, loan amortization, effective annual interest rate.
b. Capital Expenditure decisions – concept of capital expenditure, techniques to evaluate
capital investment decision, DCF techniques - NPV, IRR, PI, Non DCF technique – payback
period, ARR, cash flow estimations.
c. Working capital management - estimation of working capital, nature and factors affecting
working capital requirement, management of cash, inventory and receivables
IV Financial Analysis –
a. Application of financial ratios in decision making and financial analysis through leverages
, Operating , Financial and combined Leverage –
b. Algebraic and Graphic Approach , EBIT – EPS (Indifference Curve) Analysis
c. Capital Structure – Concept, theories of relevance and irrelevance Net Income / Net
Operating Income Approach, Modigliani – Millar Hypothesis , Traditional Approach
Optimum Capital Structure – factors and determinants
V Management Of Profits - Concept and Forms of Dividend , Determinants of Dividend
policy Dividend Theories of relevance (Walter and Gordon) and irrelevance (Miller-
Modigliani), and Limitations, EVA, MVA, bonus shares, stock split, share buyback
VI Sources of Term Finance – equity shares, preference shares, term loans, debentures,
reserves, venture capital, private equity. Cost of Capital-concept of cost of capital, cost of
equity, preference share, debt, retained earnings, weighted average cost of capital
Reference Text :
1. Financial Management by I M Pandey
2. Financial management by Khan & Jain
3. Financial Management by Prasanna Chandra

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Course Cognitive abilities Course outcomes

Outcome
Familiarize students with the various Financial Decisions for Financial
CO1 REMEMBERING
Management
Develop the ability to measure and compare the various costs and
CO2 UNDERSTANDING
benefits attached to the Financial Decisions
Apply the various Theories, Approaches, Processes and Methods of
CO3 APPLYING
evaluating the financial proposals of a Business Organization
Analyze the impact of various Financial Alternatives on the Wealth
CO4 ANALYSING
Maximization /Valuation of the firm

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Semester II Specialization Finance

Course Code F203 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Alternative Investments

Course Objectives
1 To understand the difference between alternative investments and traditional investments
2 To evaluate different types of alternative investment instruments, their suitability, risks,
returns and strategies for investors and prospective investors.
3 To calculate risk and returns on hedge funds, private equity, real estate and commodities.
4 To be familiar with regulatory environment governing alternative investments in India

F203 ALTERNATIVE INVESTMENTS (100 Marks, 4 Credits)

I. Introduction to Alternative Investment: Role of alternative investment in strategic asset
allocation process, trends in alternative investment, comparison between Alternative
investment and Traditional investment, alternate investments like Currency, Art, Wine,
Stamp, Automobiles, Antiques, Alternative Investments Rules and Regulations in India
II. Private Equity: Types, Terminologies, Control Mechanism, Venture Capital Investments,
Buyout Investments, Private Equity Valuation Methodologies, Buyout Valuation Issues,
Structure and Fees, Exit routes, Corporate Governance
III. Hedge Funds: Introduction to Hedge Funds, Types, Strategies, Due Diligence, Fee
structure
IV Commodities: Introduction to Commodities, Terminology, Types, Characteristics,
Cash Market and Derivative Market, Indian scenario, Regulatory issues
V Real Estate: Introduction, Forms, Types, Real Estate Appraisal / Valuation techniques,
Lease Structures, Terminal Value, Publicly Traded Real Estate Securities – REIT, REOC,
MBS, Mortgage REIT- Characteristics, Advantages, Disadvantages, Valuation
Techniques
VI Crypto Currency - Introduction to Crypto Currency, How it started? characteristics,
different Crypto currencies traded presently ICO, Crypto trading exchanges, Global
Outlook towards Crypto currency, India’s Stand on Crypto currency till date, Dark side/
loopholes of Crypto currency

Reference Text :
1. Alternative Investments: Instruments, Performance, Benchmarks, and Strategies by H.
Kent Baker, Greg Filbeck Published by John Wiley & Sons, 2013
2. Alternative Investments: A Primer for Investment Professionals By Donald R. Chambers
Keith Black CFA Nelson J. Lacey Published by Research Foundation Books, March 2018
3. CFA Course material – Level 1 , 2, 3
4. Certified Alternative investor - NISM Module study material

Course Cognitive abilities Course outcomes

Outcome
Describe various categories of alternative investments -
CO1 REMEMBERING
characteristics, types, advantages, disadvantages
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CO2 UNDERSTANDING Explain Regulations regarding alternative investments

Applying the knowledge of valuation on various categories of
CO3 APPLYING
alternative investments
Analyze and comparative analysis of hedge funds, real estates and
CO4 ANALYSING
other alternative investment avenues
Evaluate potential benefits of Alternative investment in portfolio
CO5 EVALUATING
management

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Semester II Specialization Finance

Course Code F204 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title International Finance

Course Objectives
1 To familiarize students with international financial transactions
2 To familiarize the students with the operational aspects of foreign exchange markets
3 To make the students understand about various international foreign exchange market

F204 INTERNATIONAL FINANCE (100 Marks 4 Credits)

I. Nature & scope of International Finance: Role of International financial institutions, Role
of International Credit rating agencies, Issues in overseas funding choices. International
monetary system : gold standard, Bretton woods system and European monetary system,
SDRs and Smithsonian agreements
II. Foreign exchange markets and Forecasting of Foreign Exchange rate - Types of exchange
rates regime, Factors affecting foreign exchange rates, Role of participants, Foreign
Exchange Management Act, 1999, Role of Reserve Bank of India in management of
foreign exchange, Forecasting exchange rates, Spot rates, Forward rates, Cross rates
III. Parity relationships and Forex management –Fisher effect, Transaction exposure,
translation and Economic exposure – Absolute and relative purchasing power parity,
Interest rate parity and linkages with the forward markets, Calculations of forward rates,
Currency futures & options, Currency Swaps- Problems and numerical, Types of
exchange risks, Hedging.
VI International Financial Markets and Instruments – Methods of raising resources in foreign
markets, External Commercial Borrowings, Foreign / Euro Bonds, Depository Receipts
(ADRs / GDRs), Disintermediation, Deregulation, ADRS, GDRs, Samurai Bonds ,
Eurobonds, CPs, MTNs, FRNs and Euro deposits
V Balance of Payment (Structure and Equilibrium) and International trade finance -
Definition, components, disequilibrium, measures to correct disequilibrium, the
Transactional dimension of International Trade, Letters of credit, Bills of Exchange, Pre
and Post shipment Credit, Forfeiting, Factoring, International Banking Services, EXIM
Bank Finance, ECGC Insurance Exchange Rate Theories: Purchasing Power Parity
Purchasing power parity Absolute purchasing power parity & relative purchasing power
parity
Reference Text :
I. International Financial Management by P. G. Apte, TMH Publication, 4th Edition
II. International Finance Management, 2 Jeff Madura, Thomson Publication, 7th Ed.
III. Multinational Financial Management, by Alan C. Shapiro, Wiley India, 8th Ed
IV. Siddaiah, international finance management – An Anlytical Framework
V. Moosa, International Finance, An analytical approach

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Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING DESCRIBE the major theories, concepts, terms, models,
frameworks and findings in International Finance
CO2 UNDERSTANDING EXPLAIN the implications from the perspectives of
employees, managers, leaders related to International
Finance
CO3 APPLYING APPLYING the models and theories of international
finance to understand the deals in foreign market
CO4 ANALYSING ANALYSE the various international deals and how does it
take place
CO5 EVALUATING EVALUATE the process of trade finance and various stretegies
adopted by companies for International Finance.

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Semester II Specialization Finance

Course Code F205 Type Elective
Marks & Credit 100 Marks, 4Credits LTP
Course Title Financial Derivatives

Course Objectives
1 To understand the analytical aspects of derivative products and the practical applications of risk
management tools in various contexts
2 Equip with the ability to apply stock market basics to Indian Derivative market
3 To equip the students with the fundamental understanding of valuation, analysis and
Application for hedging, speculation and arbitrage for Financial Derivatives

F205 Derivatives and Risk Management (100Marks, 4 Credits)

I. Introduction to Derivatives-Application of Derivatives for Risk Management
&Speculation (Leveraging), Basic Terms & properties of Options /Futures /Forwards,
Introduction to Currencies /Commodity/interest rate futures/Swaps
II. Futures & Forwards- Pricing& Valuation of Futures/Forwards, Risk Management
Using Futures
III. Mechanics & Properties of Options-Boundary Conditions for options, Put-call
Parity and its interpretation, Options sensitivity to the Underlying, Volatility, Strike
price ,Interest rate, Time to expiration
IV Basic Option Strategies-Trading, Directional Strategies (Anakedcall/Put/Bull
Call/Spread etc), Economic Rationale
V Understanding Options -Delta/Theta/Vega &Gamma risks of options, understanding
option Greeks for various trading strategies (volatility & Directional Spreads), Delta/
Dynamic Hedging and relating the cost of Delta hedging with the option price
determined by Black& Scholes Model.
Swaps: Currency and Interest rate swaps, fixed and floating rate swaps.
Reference Text :
1. Derivatives & Risk Management, RajivSrivastava,4thEdition, Oxford Publication
house
2. Futures and Option Markets, John C. Hull, Pearson Education
3. Risk Management& Derivative, Rene M. Stulz , Cengage
4. Future and Options- Vora and Bagri, McGraw-Hill Education (India) Pvt Limited

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Demonstrate critical thinking, analytical and problem solving skills in
the context of derivatives pricing and hedging practice
CO2 UNDERSTANDING Demonstrate an understanding of pricing forwards, futures and
options contracts
CO3 APPLYING Apply these instruments in managing the risk of investing and
hedging activity at the individual and the corporate level

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CO4 ANALYSING Analyze and price diverse derivatives products to generate an optimal
risk management strategy

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Semester II Specialization Finance

Course Code F206 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Management Accounting and Control

Course Objectives
1 Use management accounting information to recommend appropriate decisions
2 Understanding Factors regarding decision making using cost accounting
information
3 Build budgets and analyst variances to control, support planning and decision-
making

F206 Management Accounting and Control (100 Marks, 4 Credits)

I. Understanding of Cost and Managerial Accounting, How Management
Accounting supports decision making - pricing, performance evaluation,
contracting, product planning, budgeting, Difference between Financial
Accounting and Management Accounting
II. Cost Classification and its use in decision making - Prime costs, overheads,
variable costs, fixed costs, mixed costs, step variable costs, factory Costs, cost
of production, cost of sales, Cost sheet and estimated cost sheet
III. Managerial application of CVP relationship: Cost-Volume-Profit Analysis and
Break-Even Analysis
IV Cost-Volume-Profit Analysis, Decision on introduction of new product and
service-feasibility study-profit analysis and break-even analysis
V Decision making involving Relevant Costing, Demand Analysis and Strategic
Decisions using game theory, Pricing Decisions
VI Relevant Costing, Introduction of a new product without replacing other
products in the product line using relevant costing
VII Classification of Costs as Direct and Indirect Costs, Overhead absorption under
traditional method and under ABC method
VIII Overhead absorption under Activity Based Costing – Application, Application
in manufacturing set up; ascertainment of cost
IX Job-order Costing & Process Costing, Segment analysis and understand the
concept of allocated costs, Cost allocation: Departments, Concepts of Joint-
products and By-products
Reference Text :
1. Management Accounting: Text, Problems and Cases by M.Y. Khan and P.K.
Jain
2. A Textbook of Cost And Management Accounting by M N Arora

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Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To utlize management accounting information to recommend
appropriate decisions
CO2 UNDERSTANDING To understand the factors regarding decision making using cost
accounting information
CO3 APPLYING To analyse and develop budgets and analyst variances to control,
support planning and decision-making

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Semester II (Marketing)
Course Course Name Core Marks Credits
Code
CORE (Marketing)
M201 Services Marketing Core 100 4
M202 Product & Brand Management Core 100 4
ELECTIVES (Marketing)
M203 Retail Management and E-commerce MKTG 100 4
M204 Marketing of Financial Products & Services MKTG 100 4
M205 Neurosciences & Consumer Behaviour MKTG 100 4
M206 Marketing of Non-Profit Organizations MKTG 100 4
Value Addition (Marketing)
VA-2 Personal Selling Lab MKTG

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Semester II Specialization Marketing

Course Code M201 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Services Marketing

Course Objectives
1 To acquire an in - depth knowledge of key concepts of Services Marketing
2 To identify current challenges in services industry
3. Apply services marketing concepts and frameworks to formulate valuable solutions for
service issues
4. Develop a customer service-oriented mindset and appreciate the importance of
customer satisfaction and service recovery.
M201 SERVICES MARKETING (100 Marks, 4 Credits)
I. Introduction to Services - Meaning & Nature of Services; Classification of Services; Factors
Responsible for the Growth of Service Sector, Challenges faced by service sectors, Service
sector beyond 2020 (Indian, Asian & Global Perspective) Consumer versus Industrial
Services. GAPS Model – (Customer, Knowledge, Policy, Delivery, Communication)

II. Services Marketing Mix - Introduction to the 7 Ps of Services Marketing Mix; Product -
Service Continuum; Service products bundled with tangible products; Service Life Cycle
Product/ Place (Distribution) – Distribution Strategies for Services; Challenges in
distribution of Services; Role of Internet in distribution of Services.
Promotion - Promotion objective for Services; Personnel Selling, Advertising and Sales
Promotion; Role of Relationship Marketing in promoting services.
Pricing - Factors involved in pricing a service product.
III. People - The key role of service employees in a service business; Services marketing triangle;
Service profit chain, Concept of Service encounter – Moment of Truth; Training and
development of employees; Motivation and empowerment.
Physical evidence - Nature of physical evidence; Importance of physical evidence in services;
Tangibilizing through physical evidence; Service scapes
IV Process - Service as a process & as a system, Customer role in services Self Service
Technologies, – Customer Service.
Concept and Importance of quality in Services; How customers evaluate service
performance, Service Quality Models Parasuraman – Zeithaml - Bitner (PZB) Gaps Model,
SERVQUAL, and SERVPERF – Gronroos model.
V STP of services in Modern Era
Customer Satisfaction & Service Quality - Monitoring and Measuring customer satisfaction,
Order taking and fulfillment; Service Guarantee – Handling complaints effectively; Defects,
Failures and Recovery. Physical and Digital Channels for Services, IMC, Impact of Service
escape on Customer Experience Global Outreach of Services and Service Firms
Legal Aspects of Services Marketing
Technology & Service Strategy - Service and Technology, Impact of Technology on Service
Firms, Emerging Service Sectors in India & Globally. Applying technology to service settings,
e-services
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Reference Text:
1.Valarie Zeithaml and Mary Bitner (2011): Services Marketing: Integrating Customer focus across
the Firm, Tata McGraw Hill
2.Christopher Lovelock (2011): Services Marketing: People, Technique and Strategy
3.Pearson Education
4.S. S. Gupta and M.K. Rampal (2002): Services Marketing, Galgotia Publication
5.Ardian Payne and Malcolm Mcdonald (2006): Marketing plans for Service Business a Complete
Guide, Butterworth
6.Helen Woodruff (1997): Services Marketing, Macmillan Publication

Course Cognitive abilities Course outcomes

Outcome
CO1 UNDERSTANDING To acquire an in - depth knowledge of management of Services
To identify current challenges in services industry and integrate
CO2 ANALYZING
management skills for solutions.
Apply services marketing concepts and frameworks to formulate
CO3 APPLYING
valuable
Develop a customer service-oriented mindset and appreciate the
CO4 EVALUATING
importance of

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Semester II Specialization Marketing

Course Code M202 Type Domain Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Product And Brand Management

Course Objectives
1 To provide a comprehensive overview of Product Management, Brand management and New
Product Development
2 To provide the theoretical and practical understanding of already existing brands and its problems
3 To develop a fundamental understanding of how to build, measure, and manage product and
brand success
4 To provide application - based insights of various aspects of product and brand development

M202 PRODUCT AND BRAND MANAGEMENT (100 Marks, 4 Credits)

I. Introduction - Concept, Scope, Importance of Product Management & its role in
Contemporary Marketing Environment, New Product Development, Product Life Cycle,
Product Characteristics and Classifications, Product Hierarchy, Product Mix, Product
Strategies
Case Study 1
II. Brands & Brand Management, Customer Based Brand Equity, 22 Laws of Branding,
Brand Elements
Case Study 2
III. Brand Differentiation & Positioning, Brand Perceptual Mapping, Choosing Brand
Elements to build brand equity, Communication Brief
Case Study 3
IV Brand Architecture, Brand Portfolio, Brand Hierarchies, Corporate Branding, Brand
Extensions
Case Study 4
V Integrated Marketing Communications to Build Brand Equity, Leveraging Secondary
Brand Associations, Developing a Brand Equity Measurement, Measuring sources of
Brand Equity, Brand Concept mapping
Case study 5
Reference Texts:
1. Kevin Lane Keller: Strategic Brand Management, Pearson Prentice Hall
2. Russell Winer and Donald Lehmann (2005): Product Management, Tata McGraw Hill
3. Kirti Dutta (2012): Brand Management, Oxford Publications
4. David A. Aaker (2001): Strategic Market Management, John Wiley and Sons
5. Jean - Noel Kapferer (2003): Strategic Brand Management, Kogan Page

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Course Cognitive Course Outcome

Outcome Abilities
Understanding the fundamental concepts of product and brand
CO1 UNDERSTAND
development and management.
Interpreting variables that drive the success of brands and product lines
CO2 APPLY
and the interrelationships among these variables.
To analyze the various brands strategies and how they are implemented by
CO3 ANALYZE organisations
Demonstrate functional proficiency in synthesizing and evaluating
CO4 EVALUATE
brand strategies and tactics

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Semester II Specialization Marketing

Course Code M203 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Retail Management and Ecommerce

Course Objectives
1. To provide insights on retailing and prepare students for careers in the area of organized
retailing
2. To Understand latest trends and practices in E-Commerce and its application in Various Sectors
3. To provide insights on various emerging platforms in Business

M203 Retail Management and Ecommerce (100 Marks, 4 Credits)

I Introduction to world of Retailing: Economic, Social, Legal, Ethical, Significance and
Opportunities. Trends in retailing, Wheel of Retailing, and Retailer’s Characteristics.
Types of Retailers, Technological Advancements in Retail
II Retail Market Strategy: Planning and development, Target Market and Retail Formats,
Building Sustainable Competitive Advantage, Strategic Retail Planning Process and
Business Operations.
III Merchandise Planning: Category Management, Sales Forecasting and Assortment
Planning Process. Buying Merchandise: Branding Strategies, Sourcing Decisions and
Vendor Management. Pricing strategies: Objectives, Pricing Calculations and
Approaches, Price Adjustments. Retail Communication Mix
IV Ecommerce- Meaning, Features of E-commerce, Categories of E-commerce,
Advantages &Limitations of E-Commerce, Traditional Commerce &E-Commerce
Ecommerce Environmental Factors: Economic, Technological, Legal, Cultural &
Social, Factors Responsible for Growth of E-Commerce, Issues in Implementing E-
Commerce, Myths of E-Commerce Impact of E-Commerce on Business, Ecommerce
in India
V E-Business: Meaning, Launching an E-Business, Different phases of Launching an E-
Business, Issues Relating to Privacy and Security in E-Business
Electronic Payment Systems: Features, Different Payment Systems: Debit Card,
Credit Card, Smart Card, E-cash, E-Cheque, E-wallet, Electronic Fund Transfer.
Reference Text:
1. Levy, M., Weitz, B., & Grewal, D., (2018). Retailing Management (10th Edition),
McGraw Hill.
2. Berman, B. & Evans, J. R. (2018). Retail Management A Strategic Approach (13th
Edition). – Pearson.
3. Sinha & Uniyal (2018). Managing Retailing 3rd Edition, Oxford

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Course Cognitive Course Outcome

Outcome Abilities
To understand the concept and related terms in retailing and E
CO1 UNDERSTAND
commerce
Student will be able to comprehend the ways retailers use marketing
CO2 APPLY
tools and techniques to interact with their customers
Student will be able to identify the various formats of retail and
CO3 ANALYZE
operations-oriented policies, methods, and procedures for the same
Student will be able to demonstrate an understanding of retailing in
E-commerce by analyzing branding and pricing strategies,
CO4 EVALUATE
determining the effectiveness of market research and assessing the
effects of disintermediation

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Semester II Specialization Marketing

Course Code M204 Type Domain Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Marketing of Financial Products & Services

Course Objectives
1 To understand marketing concepts and principles relevant to Financial Products & Services.
2 To interpret and apply marketing concepts and principles to the unique challenges and opportunities in
Financial Services.
3 To analyze, compare, and contrast aspects of strategies employed in the Financial Services market in
customer and competitive contexts.
4 To demonstrate functional proficiency in synthesizing and evaluating broad strategies and tactics for the
Financial Services market.

M204 Marketing of Financial Products & Services (100 Marks, 4 Credits)

I. Introduction to Financial Services Marketing: Meaning, Nature and Types of Services, Types of Financial
Products and Services, Services Marketing Management Process, Growing Importance of Financial
Service Sector in India, Challenges of Marketing Financial Services.
Case Study 1
II. Financial Services Marketing Mix - A: Service Design and Development of New Financial Products and
Services, Strategic Market Planning in Financial Services, Segmenting the Financial Consumer, Pricing
of Financial Products and Services,
Case Study 2
III Financial Services Marketing Mix – B: Service Blueprinting, Distribution of Financial Products and
Services, Promoting Financial Products and Services, Integrated Services Communication Mix, Physical
Evidence and Servicescape, Role of Employee and Customer in Financial Service Delivery, Customer
Retention Strategies.
Case Study 3
IV Understanding Consumer Behavior in Financial Services: Consumer Decision Making in Financial
Services, Customer Expectations and Perceptions, Defining and Measuring Service Quality and
Customer Satisfaction in Financial Services, SERVQUAL, House of Quality, GAPs Model, Service
Recovery.
Case Study 4
V Contemporary Issues in Financial Services Marketing: Regulations governing Financial Services
Marketing, Ethical issues in the marketing of Financial Services, Introduction to Marketing Analytics in
Financial Services.
Case study 5
Reference Texts:
Estelmi H., Marketing Financial Services, Dog Ear Publication
Zeithaml V. A., Bitner M. J., Gremeler, D.D and Pandit, A., Services Marketing, McGraw Hill Education.
Nargundkar, Rajendra, Services Marketing Text and Cases, McGraw Hill Education.
Lovelock C. H., Wirtz, J. and Chatterjee, J., Services Marketing: People, Technology, Strategy, Pearson
Education.
Hoffman, K. D. & Bateson, J. E.G., Marketing of Services, Cengage Learning India Pvt. Ltd., New Delhi

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Course Cognitive Abilities Course Outcome

Outcome
To understand marketing concepts and principles relevant to Financial
CO1 UNDERSTAND
Products & Services
To interpret and apply marketing concepts and principles to the unique
CO2 APPLY
challenges and opportunities in Financial Services
To analyze, compare, and contrast aspects of strategies employed in the
CO3 ANALYZE
Financial Services market in customer and competitive contexts
To demonstrate functional proficiency in synthesizing and evaluating
CO4 EVALUATE
broad strategies and tactics for the Financial Services market.

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Semester II Specialization Marketing

Course Code M205 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Neurosciences and Consumer Behaviour
Course Objectives
1 The course deals with the behavioral aspects of marketing management
2 It explains how the markets, consumers behave under circumstances and how the cultural,
social, personal and psychological factors influence their behavior.
3 The course should enable students to develop marketing strategies that are consumer based
and create and enhance customer value

M205 Neurosciences and Consumer Behaviour (100 Marks, 4 Credits)

I Consumer Behaviour - Concept, Scope, Importance and Interdisciplinary nature; Role of
consumer behavior in marketing strategy; Impact of digital revolution on consumer
decision making. & 7O’s of Consumer Behaviour
Organizational Buying Behaviour - Organizational Buying v/s Individual Buying,
Factors Affecting Organizational Buying, Buying Center Concept
II Models of consumer behaviour and their marketing implications: The economic
model, Learning model, Psychoanalytic model, sociological model, Howard Seth Model
of buying behaviour, The Nicosia Model, The Engel – Kollat - Blackwell Model, Decision
Making Model
III Individual Determinant of Consumer Behaviour: Perception: Internal and external
factors affecting perception, Gestalt Psychology, subliminal perception, Consumer
Imagery, Attitudes: Concepts and Models and Theories of attitude Motives/ Drives/
Motivation - Definition, Difference between Motives & Drive, types of motives, Theories
of motivation. Personality: Meaning, nature, definition and characteristics, Theories of
Personality, Self-image and self-concept, VALS model and segmentation Social
Processes - Demographics, Social Class & Culture, reference Groups, Consumer
Behaviour External Influences on Consumer Behaviour: Social Class: concept of social
class, social class stratification in India New SEC / NCAER, classification of the society,
Influence of social class on purchase behaviour and External Demographics
IV Consumer Decision Making, After Sales & Related Issues – Consumer Decision Making,
Diffusion of Innovation & Opinion Leaders, Consumer Satisfaction, Relationship
Marketing - Situational Influences, Problem Recognition, Information Search, Evaluation
and Selection, Decision Rules, Post Purchase Process, Diffusion of Innovation, Outlet
Selection and Choice
V Ethics & Application: - Consumerism, Market Segmentation, Consumer Behaviour in On
Line
Neuromarketing and Applications: - Introduction to Neuromarketing, Techniques for
registering human brain activity and biometric measures, Eye-tracker, electrodermal
response and electroencephalography and their advantages and disadvantages for different
tools in consumer research. Neural networks influence on shaping persuasion and human
decision-making. Human neuroscience to predict consumer behavior. Ethics of
neuromarketing. Aberrant consumer behaviour.

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Reference Text:
1. Consumer Behaviour - Ramanuj Majumdar
2. Consumer Behaviour, Loudon & Della Bitta, 14th edition Tata McGraw Hill
3. Del Hawkins (2011): Consumer Behaviour: Building Marketing Strategy, Tata
McGraw Hill
4. Consumer Behaviour Text & Cases, Satish Batra & S. H. H. Kazmi
5. Consumer Behaviour in Indian Perspective - Suja R. Nair

Course Cognitive Abilities Course Outcome

Outcome
To recall & describe various models, theories & concepts of
CO1 REMEMBERING
Consumer Behaviour & Neurosciences
To describe & explain the behavioural pattern of consumers
CO2 UNDERSTANDING
in today’s scenario with changing trends
To apply the concepts in understanding of consumers buying
CO3 APPLYING
behaviour
To use good marketing strategies accordingly to convince &
CO4 ANALYZING
satisfy consumer
To recommend & use the models for serving consumer as per
CO5 EVALUATING
their requirements

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Semester II Specialization Marketing

Course Code M206 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Marketing of Non-Profit Organization

Course Objectives
1 To understand the use of marketing concepts, theories and practices as applied to non-profit
organizations.
2 To obtain skills and abilities to use the specific technologies to develop socially-oriented
campaigns and products, to evaluate their effectiveness
3 To develop fundraising campaigns for various social groups
4. To understand the advocacy v/s lobbying and the concept of CSR and the policy framework
of CSR under the Companies Act of 2013

M206 Marketing of Non-Profit Organization (100 Marks, 4 Credits)

I Introduction: - Meaning of nonprofit marketing. Adoption of marketing approach,
Dimensions of non-profit marketing (planning, positioning, communications, resource
attraction).
Types of nonprofit organizations: NPO in India, Mission and strategy of nonprofit
organizations. Services of nonprofit organizations. Best practices of non-profit
organizations, Stakeholders of Nonprofit Organizations, Marketing Research for
Nonprofit Organizations
II Advocacy & Fund Raising in non-profit organization: Meaning, steps in building
support for advocacy, advocacy tactics: lobbying, Coalition Building, outreach to media,
educating policy makers on issues, educating public on policy issue, building relationship
with policy maker. Distinctive characteristics of advocacy groups, Steps in crafting an
advocacy plan, steps in engaging policy makers for lobbying, advocacy v/s lobbying,
Evaluating advocacy.
Fund Raising: meaning, Principles of fundraising, Fund raising cycle, The fund raising
pyramid and donor life cycle. Government Grants & Schemes (major & minor)
III Promotion & Branding of Non-Profit Organization: STP of non-profit organizations:
Strategic of non-profit organization, Product mix & Pricing mix in non-profit organization,
Budgeting, cost effective marketing mix, Cost Management, Product or offer in NPO
Pricing Objectives & Strategies in NPO
IV Designing a nonprofit marketing plan:
Organization’s mission & vision, goals & strategies. Definition of audience, mapping
messages, determining messages. Definition of target audience. Conducting needs research.
Choice of tools: marketing mix. Social marketing mix. Definition of budget, price, timeline
and resources. Measurement and tracking results. Offers in nonprofit marketing.

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V Corporate Social Responsibility in Innovations & Ethics in NPO: Corporate social

responsibility: Policy framework for CSR in India, Section 135 of Companies Act 2013, Role
of CSR committee on Boards Code of Ethics in non-profit organization, hierarchy of ethical
values in non-profit organization, careers in CSR. Non-Governmental Organization (NGO):
Meaning of Non-Government Organization
(NGO), Difference between Voluntary Organization & NGO, Steps of Voluntarism, Types
of NGO: advocacy of chosen cause, Small or Grassroots NGO, Mother NGO, National NGO,
corporate NGO, Global NGO’s
Reference Text:
1. Philip Kotler & Alan R Anderson, Strategic Marketing for nonprofit organization, 07th
Edition, 2008, Prentice Hall.
2. B.R., Nanda, NGO Management, 2010, Surendra Publications, New Delhi
3. Sahu Pani, Non- Governmental Organizations Development Actors, 2010, Himalaya
Publishing, New Delhi
4. Snehlata Chandra, Guidelines for NGOs Management in India, 2003, Kanishka Publishers,
Distributors, New Delhi

Course Cognitive Abilities Course Outcome

Outcome
To understand the use of marketing concepts, theories and
CO1 REMEMBERING
practices as applied to non profit organizations
To acquire skills and abilities to use the specific technologies to
CO2 UNDERSTANDING develop socially-oriented campaigns and products, to evaluation
their effectiveness
CO3 APPLYING To develop fundraising campaigns for various social groups
To understand the advocacy v/s lobbying and the concept of CSR
CO4 ANALYZING and the policy framework of CSR under the Companies Act of
2013

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CORE (HR)
Course
Course Name Domain Marks Credits
Code
H201 Compensation and Benefits HR 100 4
H202 Organization Development & Change Management HR 100 4
ELECTIVES (HR)
H203 Human Resource Audit HR 100 4
H204 Industrial Psychology HR 100 4
H205 Employer Branding HR 100 4
H206 Cross Cultural Management HR 100 4
Value Addition (HR)
VA-2-H Prevention of Sexual Harassment (POSH) HR

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Semester II Specialization Human Resource

Course Code H201 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Compensation and Benefits

Course Objectives
1. The course is designed to familiarize the students with the basic concepts, techniques, and tools of
compensation structure.
2.It will promote understanding of the employees’ compensation with reference to reward and
recognition.
3.To study various aspects of Law, Income tax and salary structure.

H201 COMPENSATION AND BENEFITS (100 Marks, 4 Credits)

I. Overview - Meaning, Human Resource Philosophy and Approach for an organization
- Matching Compensation with Core Values, Compensation theoretical dimension,
economic and behavioral; Importance of Compensation & Benefits, C&B Function
and challenges, designing the pay model strategic Compensation plan; wage and
salary administration at the micro and macro level. Wage Theories
II. Rewards & Recognition: Concept of Reward Management, Developing Reward
Policies, Reward Strategy, Developing Total Reward Approach, Reward Management
in Service Sector, Methods of Rewarding of Sales Personnel - Pay - Commission -
Pay and Commission Factors affecting Reward Management Policies in Service
Sector, Process of Designing a Successful Reward Strategy, Indirect benefits Job
Evaluation, Grading and Compensation Structure: Concept of Salary Structure,
Salary Progression, Methods of Payment, Limitations of Job Related Compensation,
Best practices in compensation structure, Competency based Compensation (Broad
pay bands and 360 degree feedback)
III. Cost to Company - Types of Compensation, Arriving at CTC of an employee /
candidate – costing elements, designing a salary offer. Elements of CTC (Basic, PF,
DA, PT, allowances etc.), CTC structure, CTC elements and taxability, executives
compensation plan and packages.
IV Salary Structures & Surveys - Understanding salary ranges, conducting
remuneration surveys, benchmarking, arriving at a comparator, target position,
understanding median, percentile, ageing of market data, working of salaries for
various category of employees, Benefit Programs, Preparation of Salary Proposals,
Converting Remuneration, Survey Results into a Salary Proposal, Preparation of
Salary Structures and Full and Final Settlements of Employees

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V Practical Aspects of Laws - Overview and Understanding PF, ESI, Gratuity,

Superannuation, Bonus, etc. Income Tax - Overview and Understanding Income Tax,
calculations of Income tax and deductions. Equity Compensation Plans - Objectives of
equity Compensation, types of Stock Plans, valuing stock grants, SEBI guidelines,
taxability of stock options, Wage Boards and new amends - Pay Commissions -
Compensation Management in Multi - National organizations.

Reference Text :
1. Dipak Kumar Bhattacharyya (2011): Compensation Management, Oxford University Press
2. B. D. Singh (2008): Compensation and Reward Management, Excel Book

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Memorize and elucidate the compensation theories and models.
Able to associate by interpreting the implications of
CO2 UNDERSTANDING
Compensation strategy on business outcome
Students will be capable of executing compensation theories in
CO3 APPLYING
developing C & B structure
Attribute mind maps that enables to analyze and develop
CO4 ANALYSING
compensation and Benefit Plans
Assess and validate to comprehend the industry Benchmark and
CO5 EVALUATING
develop compensation plan

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Semester II Specialization Human Resource

Course Code H202 Type Core (HR)
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Organization Development and Change management

Course Objectives
1 To make students aware of the significance of organizational development process in changing
. business scenario
2 To prepare students for applying suitable OD interventions
.

H202 ORGANIZATION DEVELOPMENT AND CHANGE MANAGEMENT

(100 Marks, 4 Credits)
I. Introduction - Definition, History, Four stems of OD, values and ethics in OD
Underlying assumptions and values of Organizational Development Foundations of OD
- Models & theories, Systems Approach. Managing the OD Process - Diagnosis –
Marvin Six Box Model, Action Component, Program management Component &
Parallel learning
II. Action Research and OD - Features of Action Research, Models of Action Research.
Organizational Change and Diagnosis: Change and Diagnostic models - Kurt Lewin
Model, dialogic and diagnostic models. OD Process: models
III. OD Intervention - Classifying and Sequencing OD interventions. Individual
Interventions – Sensitivity / T - lab, Visioning - Collage, Career Planning - Career
Anchor Analysis & Gestalt Approach, diagnostic activity.
IV Team Interventions - Formal Group Diagnostic Meeting, Inter dependency Exercise,
Process Consultation & Responsibility Charting, Intergroup and Third party
Interventions - Intergroup Team Building Interventions, Third Party Peacemaking&
Organizational Mirroring
V Comprehensive Interventions - Future Search Conference, Beckhard’s Confrontation
Meeting, Stream Analysis, Grid OD & Schein’s Culture Analysis, Appreciative
Enquiry. Structural Interventions - Job Characteristics Model, MBGO & CMBO. Role
focused Intervention – RAT & RNT. Role of an OD consultant - Role, Skills and
competencies
Reference Text :
1. Wendell L. French and H.C. Bell (2006): Organization Development: Behavioural
Science Interventions for Organization Improvement, Pearson Education
2. Wendell L. French, H.C. Bell and Robert A. Zawacki (2006): Organisation
Development and Transformation, Tata McGraw Hill
3. Donal R. Brown and Donald Harvey, (2006): An Experiential Approach to Organization
Development, Pearson Education
4. S. Ramanarayan and T.V. Rao (2007): Organizational Development: Interventions and
Strategies, Sage Publications

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Course Cognitive abilities Course outcomes

Outcome
Recognize various OD Models and strategies for further
CO1 REMEMBERING
corporate practices
Students will be able to identify the problem lies in the
CO2 UNDERSTANDING organization in terms of performance through learning of
Diagnosis process
Students will be able to choose and apply appropriate OD
CO3 APPLYING
interventions (strategy) to enhance organizational performance
analyze implications of OD intervention to strengthen
CO4 ANALYSING
functioning of work places
CO5 EVALUATING Evaluate the change management processes in organization.

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Semester II Specialization Human Resource

Course Code H203 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Human Resource Audit

Course Objectives
1. To provide basic concepts of HR audit
2. To learn various techniques required for implementing HR Audit
3. To understand and learn HR scorecard in terms of HR Audit

H203 HUMAN RESOURCE AUDIT (100 Marks, 4 Credits)

I. INTRODUCTION: Overview of an Organization, HRD and HR Audit, Elements
of HRD and Good HR Practices, Evolution of HR Audit, Components of HRD
Audit, Objectives of HR Audit, Approaches and Benefits of HR Audit, Role of HR
Audit in an organization, new trends in HR Audit.
II. Human Resource Development Audit: HRD Strategies, HRD Structures, HRD
Culture and Values, HRD Systems, HRD Competencies, Effectiveness of HR audit
as an Intervention, HR Audit and Business Linkages
HR Scorecard and Audit: Introduction and Scorecard design, Approach to HR
Scorecard, Reason for implementing HR Scorecard, Measuring HR effectiveness,
Understanding the business context of HR, Maintaining HR scorecard and
framework, Balanced Scorecard
III. Audit Methodology: Individual Interview, Group Interview, Workshop Method,
Questionnaire, Observation, Analysis of secondary data, Analysis of reports,
records, manuals and other published results,
IV Areas for HR Audit: Identifying the HR audit goal, Define the Audit team, Need
for HR Audit, Audit of HR Planning, Audit of HR Development, Audit of
Training, Audit of Industrial Relations, Audit of Managerial Compliance, Audit of
HR Climate, Audit of Corporate Strategies, Audit of Employee Turnover.
V HR Audit Process: Audit of HR function, planning questions, collecting data,
Analyzing the Audit Data, Interpretation, Assessing the ability for change (HR
Audit Cycle), Post Audit steps
Reference Text :
1. HRD Audit – Evaluating the Human Resources Function for Business Improvement
by T. V. Rao, Sage Publication
2. 2500 Scorecard in HR Audit – T. V. Rao

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Course Cognitive abilities Course outcomes

Outcome
Describing concepts of HR in an Organization and HR Scorecard
CO1 REMEMBERING
framework
CO2 UNDERSTANDING Implication of HR Audit Scorecard in an Organization
MAKE USE OF the concepts and framework of Audit and apply
CO3 APPLYING
the same when building the HR Audit Scorecard
Analyzing the aspects of HR Audit Scorecard keeping in mind the
CO4 ANALYSING
various HR Systems
Evaluate the HR Audit Score card as per the Organization and
CO5 EVALUATING
reorient the required aspects for business improvement

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Semester II Specialization Human Resource

Course Code H204 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Industrial Psychology

Course Objectives
1. To understand the history of Industrial Psychology
2. To learn about the various concepts in the industry and how the issues were resolved
3. To understand and learn about the evolution happening in the industrial scenario

H204 INDUSTRIAL PSYCHOLOGY (100 Marks, 4 Credits)

I. Introduction of Industrial Psychology & its basic concepts: History of Industrial
Psychology Major Fields of Industrial Psychology, scope of Industrial
Psychology, Basic concepts of Industrial Psychology
II. Employee Selection and recruitment – Evaluating the effectiveness of recruitment
strategies Psychological testing, conducting competency based interview, Job search
skill : Writing resume, cover letter, surviving in interview process, Reference &
Testing
Job analysis & Job Evaluation - Writing good job description, preparing &
conducting job analysis, using job analysis methods
III. Motivation – Intrinsic Vs. Extrinsic, Developing factors contributing to the
motivation
Performance evaluation & counseling – Fair Employment Practices, Why to do
Performance Appraisal, Objective, Subjective, or Judgmental Performance Appraisal
Techniques, Performance Appraisal Methods, Ways to Improve
Performance Appraisal, Post-Appraisal Interview & counseling
IV Psychological aspects of labour relations – Communication, Union Management
relationship, Industrial conflict, Worker involvement, measurement of morale
Factors affecting morale, Methods reducing monotony, Absenteeism & turnover.
Work Stress – Occupational Health Psychology, Physiological Effects of Stress
Individual Differences in Responding to Stress, work-Family Balance Stressors in
the Work Environment, Stress-Management Programs, Employee welfare
Programs

V Supervision & Leadership – The Quality of Modern Leadership, Leadership

Theories and Leadership Styles, The Role of Power and the Role of Expectations,
Leadership Functions, Characteristics of Successful Leaders,
Pressures and Problems of Leaders Diversity Issues in Management
The Organization of the Organization – The Bureaucratic Organizations of the

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Past, High - Involvement Management and Employee Participation, Total Quality

Management Organizational Change & Development, Organizational Culture,
Informal Groups : The Organization within the Organization, Technological
Change and Organizational Structure, Working condition & human factors
Reference Text :
1. Berry, L. M. (1998), reprint 2010. Psychology at work: An introduction to
Industrial and Organization Psychology. N. Y. McGraw - Hill International
Editions.
2. Aamodt, M. G. (2007). Industrial and organizational Psychology: An applied
approach. US: Thomson & Wadsworth.
3. Industrial - Organizational Psychology. N.Y.: McGraw-Hill 7. Pandit, R.,
Kulkarni, A. V. & Gore, C. (1999)
4. P. K. Ghosh & M. B Ghorpade - Industrial Psychology

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Will be equipped with Leadership theories and styles in
an organization
To understand the changes happened in the industrial
CO2 UNDERSTANDING
world and also to foresee the future changes
Apply the aspects of Industrial Psychology through case
CO3 APPLYING
studies
CO4 ANALYSING Analyzing the individual and Organizational behaviour
Evaluating the effect of Industrial psychology in
CO5 EVALUATING
corporate world

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Semester II Specialization Human Resource

Course Code H205 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Employer Branding

Course Objectives
1 To gain an understanding of the significance of employer branding.
2 To understand the importance of retaining and attracting talent in the Organization
3 To utilize the developments in employer branding on a local and sector-specific level for
organizational growth

H205 EMPLOYER BRANDING (100 Marks, 4 Credits)

I. Introduction, Meaning, Overview, Employer Branding Evolution, Employer
Branding in India. Objectives – Birth of an idea, Changing Needs and
Aspirations of Employees, Awakening of Investors, the People Management
Challenge the role of leadership.
II. Brand fundamentals Benefits – Functional Benefits. Emotional Benefits. Higher
Order Benefits, Brand Values and DNA. Brand Personality. Brand
Positioning and Differentiation. Brand Hierarchy. Brand Vision and Brand
Reality. Brand Management and Development. Brand Consistency and
Continuity. Brand Development, Balance Score Card.

III Employer Brand management - Big Picture: Policy, External Reputation,

. Internal Communication, Senior Leadership. Corporate Social Responsibility,
Internal Measurement System, Service Support. Local Picture: Practice,
Recruitment and Induction, Team Management, Performance Appraisal.
Learning and development, Reward and Recognition, working Environment,
The Key Responsibilities of Employer Brand Management, Durability of the
Employer Branding concept

IV Employer Brand Positioning & Management: Brand Identity, Employer Brand

Proposition, and Employee Value Proposition, Employer Brand Management
(External Reputation, Internal Communication, Internal Measurement Systems,
Team Management, Performance Appraisal, Learning and Development,
Reward and Recognition).

Reference Text :
1. Hatch MJ and Schiltz M. (2008) Taking Brand Initiative: How Companies Can
Align Strategy, Culture, and Identity Through Corporate Branding:
2. Jossey -Bass. Graeme M. and Hetrick S. (2006) Corporate Reputations, Branding
and People Management. H (2009) The employer brand: Keeping faith with the deal:
Gover Publishing

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3. Simon Burrow and Richard Moseley The Employer Brand: Bringing the Best of
Brand Management to People at Work

4. B Anand Rao Employer Branding Concepts and cases

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To define the concepts of Employer Branding evolution
Outline various employer brand management techniques &
CO2 UNDERSTANDING
demonstrate the same
CO3 APPLYING Make use of the learned concepts in attracting & retaining talent
CO4 ANALYSING Deconstruct role of leadership & people management
Formulate approaches to reorient individual, team, managerial
CO5 EVALUATING
and leadership behavior in order to achieve organizational goals

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Semester II Specialization Human Resource

Course Code H206 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Cross Cultural Management

Course Objectives
1. To introduce the key concepts and main theoretical frameworks of culture
2. To introduce how cultural differences may impact the management of individuals, teams
and organizations.
3. To introduce effective human resource management practice in the multinational

H206 CROSS CULTURAL MANAGEMENT (100 Marks, 4 Credits)

I. Organizational Culture and Organization Change: Definition, Concept,
Element, Definitions and Models of Culture, Theories of Culture. Organizational
Culture, Dimensions of Culture and their influence, problem caused by cultural
differences, organization culture as External and Internal variables, types of
culture, application of culture in the workplace, Global Business Environment and
Cross Cultural Management ,change of organizational culture, the Role of
Regional, Industry, Corporate and Professional Cultures, Organizational Change,
Transactional & transformational change, theories of organizational change,
managing change across borders
II. Diversity and organizational culture: Definition, concept, culture and diversity,
methods to ensure cultural diversity, importance of diversity, barrier to cultural
diversity, diversity management, approaches to workplace diversity Leadership
and Cross - Cultural Teams, Cross Cultural Communication & Negotiation.
III. Basic Cross - culture Management & Negotiation: Definition and concepts,
cross cultural issue and theories, cross cultural variables, understanding cross
culture differences, Cross Culture: Analysis, HRM, Training, Performance
Management, Decision making, communications, Negotiation, managing CCT on
virtual platform.
IV Globalization and Culture: Definitions of Globalization, Globalization and
culture, Globalization and cross-cultural contexts, Intercalation of Globalization
and culture, Cultural Impact on Globalization, Globalization challenges for
managing Organizational behavior, Globalization and the organizational purpose
and values.
V Technology and culture in organization: Technology Management,
Sociological issues in technology management, economic issue in technological
change, technology and culture issues, Technology and Human Resource issue,
Cross – culture Influence and Technology, the Culture Aspect of Technology
Reference Text:
1. Cross–Cultural Management, Text and Cases by Dipak Kumar Bhattacharyya

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2. Thomas, David C., Peterson, Mark F., Smith, Peter Bevington, The Handbook of
Cross-Cultural Management Research, Sage e-Reference (Online service), Sage
Publications, inc.

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Defining & understanding cultural differences
Interpreting relevant knowledge, skills, and abilities. To be
CO2 UNDERSTANDING presented with cross - cultural Management problems in
multinational organizations.
Articulating theoretical frameworks in analyzing culture
CO3 APPLYING
and related management problems
Distinguishing critical and creative solutions for cross -
CO4 ANALYSING
cultural management problems.
Moderating the preparation and validate structured
CO5 EVALUATING
presentations and Reports

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Semester II (Operations)
Course Course Name Domain Marks Credit
Code
CORE (Operations)
O201 Advanced Supply Chain Management OPS 100 4
O202 Service Operations Management OPS 100 4
ELECTIVES (Operations)
O203 Enterprise Resource Planning (ERP) OPS 100 4
O204 Strategic Sourcing and Procurement 4
Management OPS 100
O205 Inventory and Materials Management OPS 100 4
O206 Techno Business OPS 100 4
Value Addition (Operations)
VA-2-O Cases/Trends in Operations OPS

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Semester II Specialization Operations
Course Code O201 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Advance Supply Chain Management

Course Objectives
1 Understanding concepts of Advanced supply chain management
2 Applying concepts of SCM in real world

3 Fulfilling leadership roles in Supply chains

O201 Advance Supply Chain Management (100 Marks, 4 Credits)

I. Introduction to Supply Chain - Supply Chain visualization, Service level and
product characteristic, supply chain views, financial flow, why is supply chain
complicated, Types of data in supply chain, data from suppliers, data from
production, data from sales and customers. data from stocks, analytics types
Use of Python in Supply Chain - Data Structures, list, arrays, importing data in
python, sub setting data frames, conditions, writing functions, mapping, for loops

II. Statistic - Measure of Centrality & spread, mean, median, mode, correlation,
correlation of continuous variables, correlation of plots, correlation threshold,
detecting outliers, Linear Regression, Importance of distribution in supply chain,
Chi square test
Use of Python - Manipulation and data cleaning, dropping duplicates, conversion,
filtrations, imputation, indexing, slicing, group by, dropping levels, the proper
form, pivot tables, join, working with datetime, line plot, matplotlib, seaborn, line
plot, scatter plot, bar plot, count plot, distribution plot, boxplot, histogram, pair
plot,
III. Segmentation - pareto law, multi criteria segmentation, ABC analysis in excel and
in python, multi criteria ABC analysis with store or department level, supplier
segmentation, value indexing
Forecasting - Qualitative and Quantitative Forecasting, Optimistic and Pessimistic
Forecasting, Time components, regression in python, product classifications,
demand classification, holidays, coefficient of variation squared, preparing for
average demand interval, durations, coerce durations.
Time Series - Accuracy measures, ARIMA Models, exponential smoothing in
python

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IV Supply Chain simulations, optimization, problem formulation, transportation

problem
Inventory - Inventory Types, EOQ, EOQ with discounts, EOQ with sensitivity,
EOQ with lead time, Variability in supply chain, demand lead time and sigma
demand lead time, calculating avg daily demand safety stock calculation,
segmentation of data for service levels, Reorder point, leadtime variability
Invenotry policies, Periodic Review demonstration, base stock demonstration,
base stock policy, Min Max Policy, S & Q policy, periodic policy, Hybrid policy
Seasonal Invenotry - seasonal products, point of maximum profits, data table,
critical ratio
V Consumer Behavior and Pricing - Pricing mechanism, price response function,
point of maximum profit, logistic regression, logit for looping
Multi product optimization - competing products, relation among products,
multi-variate regression, multinomial choice model, markdowns
Machine Learning - Decision Tree, overfitting, Kmeans, Elbow spree, KNN,
Lassor Grid Search, Grid Search, Confusion matrix, random forest
Reference Text :
1. Supply Chain Management - Janat Shah
2. Essential of Supply Chain Management - Michael Hugos
3. Data Analytics using Python - Bharti Motwani

Course Cognitive abilities Course outcomes

Outcome

CO1 REMEMBERING Supply chain management involves demand planning,

inventory management, transportation, and supplier
management.

CO2 UNDERSTANDING Python programming can be used to automate supply chain

management practices.

CO3 APPLYING Develop Python scripts and applications to automate

supply chain management.

CO4 ANALYSING Analyze supply chain data to identify patterns and trends.
CO5 EVALUATING Evaluation of supply chain management practices and
technologies to improve organizational performance.

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Semester II Specialization Operations
Course Code O202 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Service Operations Management

Course Objectives
1 To introduce management students to the fundamentals of service operations
2 To introduce many elements that are crucial for obtaining operational competitiveness in
operations in the service sector.
3 To discuss operational decision-making and strategic analysis

O202 Service Operations Management (100 Marks, 4 Credits)

I. Understanding the services economy involves understanding global
developments in the services sector, shifting competitiveness paradigms, and the
relationship between services and the manufacturing continuum. Services'
increasing importance in manufacturing enterprises is a result of recent
manufacturing trends.

II. Creating a broad vision for the entire service system and comprehending service
strategy service operation case study. Pricing Techniques for Services
III. Service Positioning & Implications for Service Delivery Design: Customer
Divergence, Customization, and Degree of Contact; Service Blue Printing, Service
Enhancement Using the Internet Case: ITC eChoupal, and Performance Issues in
Service Systems
IV Queuing theory applications in service systems, the concept of capacity, capacity
building strategies, capacity vs. system performance
V Simulation as a tool for service design, Mumbai's services supply chain
Dabbawalas', Moral Conduct in Service Operations; Impact of Covid and work
from home culture on the service industries
Reference Text :
1. Prof. Robert Johnston - Service Operations Management Paperback
2. Robert Johnston, Graham Clark, Michael Shulver - Service Operations
Management: Improving Service Delivery 4th Edition

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Recollect that Service and Operations Management is
a management function.
CO2 UNDERSTANDING Understanding Operational Capability affects
decision making and options in Business Strategy.
CO3 APPLYING Apply skills required to determine and optimal
service inventory management policy
CO4 ANALYZING Analyze operations in a service organization
CO5 EVALUATING Evaluate service operations of an organization

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Semester II Specialization Operations

Course Code O203 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Enterprise Resource Planning

Course Objectives:
1. Understanding basic concepts of ERP systems for manufacturing or service companies,
and the differences among (Material Requirement Planning) MRP, MRP II, and ERP
systems
2. Thinking in ERP systems : the principles of ERP systems, the major components, and the
relationship among these components.
3. In-depth knowledge of major ERP components, including material requirements planning,
master production scheduling, and capacity requirements planning

O203 Enterprise Resource Planning (100 Marks, 4 Credits)

I. Introduction to ERP - Evolution of ERP, What is ERP?, Reason for the growth of ERP,
advantages of ERP, Why do many ERP implementation fail?, Why are ERP packages
being used now?, Enterprise Systems in Organizations, Management Pyramid with
Information Requirements, Information Silos, Business Processes and ERP, ERP System
Components, e-Business and ERP, System Benefit and Limitation of ERP, Business
Benefit and Limitation of ERP, Software Extension and Trends
ERP as Business Enabler - Scope for MRP-I, MRP-II, Need for ERP, ERP Life Cycle,
How ERP Improves Productivity of Business Processes

II. System Integration - Functional Silos,Vertical Silos, Evolution of Information System in

Organization, System Integration, Steps in Integrating System, ERP role in System
Integration

Enterprise System Architecture - Components of Enterprise System Architecture, Benefits

of ERP Modules, Layered Architecture, 3 tier Architecture, Web Service Architecture,
Service Oriented Architecture, Cloud Architecture
ERP and related technologies - Limitation of ERP System, Business Process Re-
Engineering, Management Information System, Decision Support System, Executive
Information System, Data Warehousing, Data Mining, OLAP
Software and Vendor Selection - Steps of ERP purchase process, Vendor Research,
Contract Management and License Agreement Software - SAP Lumira and Tableau
III. ERP Manufacturing Process - DRP, JIT and Kanban, CAD/CAM, Product Data
Management (PDM), Benefits of PDM, Make to Order and Make to Stock, Assemble to
Order, Engineer to Order, Configure to Order
Implementation Strategies - Third Party Products, Vanilla Implementation

Software - Microsoft Dynamics

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IV Development Life Cycle - System Development Life Cycle, Traditional Life

Cycle, System Development Life Cycle Phases, Rapid System Development
Life Cycle Approach, ERP implementation plan and methodology, Traditional
ERP Life Cycle
Organizational Change and Business Process Re-Engineering - Organizational
Project Management Maturity Model (OPM3), Four R’s of Process
Global, Ethics and Security Management - Outsourcing, Software as a service,
Ethics, Ethical Principle, Green Computing, Sox Impact on privacy and
security
V ERP - with CRM, with SCM, and ERP with Project Management
Reference Text :
1. Enterprise Resource Planning -Alexis Leon
2. Enterprise System for Management - Luvai F Motiwalla, Jeff Thompson
3. Enterprise Resource Planning - K Ganesh, Sanjay Mohapatra, P Sivakumar

Course Cognitive abilities Course outcomes

Outcome

CO1 REMEMBERING To recall and understand the fundamental concepts

and principles of Enterprise Resource Planning.

CO2 UNDERSTANDING To develop a deeper understanding of the

complexities involved in ERP implementation.

CO3 APPLYING To apply the acquired knowledge and skills to

implement and configure an ERP system in a
business environment.

CO4 ANALYSING To analyze and interpret data related to ERP system

performance, such as system utilization, user
adoption, and data accuracy.

CO5 EVALUATING
To evaluate the financial, operational, and strategic
implications of ERP decisions.

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Semester II Specialization Operations

Course Code O204 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Strategic Sourcing & Procurement Management

Course Objectives
1 Understanding the concepts of Sourcing and Procurement
2 Thinking on various legal and ethical issue of sourcing and procurement.
3 Understanding on negotiation, contract types and transport used

O204 Strategic Sourcing & Procurement Management (100 Marks, 4 Credits)

I. Purchasing and Supply Management - Supply Management terminology,
operational vs strategic contribution of supply, direct and indirect contribution of
supply, strategic purchasing management, strategic components
Supply Organisation - MSME, Supply activities and responsibility, supply teams

II. Procurement Management - Types of agreement, Contract Types, Termination,

Breach, Procurement Documents, Procurement Performance, Claims
administration, Make or Buy analysis, Bidder Conference, Risk and Contract type,
waiver, Product Validation, Source selection criteria, weighting system, screening
system, incentives, procurement audit, privity, qualified seller list, target price,
sharing ratio, ceiling price, Point of total assumption, letter of intent, Non
disclosure agreement, Force majeure

III. Purchasing Contracts and Negotiations - Negotiation framework, Negotiation

planning, Power in negotiation, Concessions, Negotiation tactics: trying to reach
agreement, Win-win negotiation, International negotiation, Comprehensive global
negotiation skills and enhanced cultural understanding, Impact of electronic media
on negotiations, Contract Management, Long-term contracts in alliances and
partnerships
Sourcing Policies and Procedures - Procurement categories, Raw Materials,
Components, Semi-Finished Products, Finished Products, MRO items, Product
support Items, Services, Capital Equipment, Purchasing policies

IV Stores Manangement - stockyards, internal layout, detailed planning of layout, types

of stores, special storage facilities, planning storage equipment, handling equipment,
security
Transport - Fleet management, vehicle scheduling, maintenance and security,
facilities of maintenance, security, container, unitisation and palletisation,
mechanical aids to loading and offloading, loading and unloading equipment
available on vehicles, road vehicle design and road planning, Road haulage,
Operating cost of Own fleet, Rail Freight, Air freight, Physical distribution

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V Supplier selection, evaluation and relations - Decision trees, information sources,

standard information request, single versus multiple sourcing, manufacturer versus
distributor, geographical location of sources, Evaluating potential sources, measuring
supplier performance, evaluation methods, supplier ranking, supplier relations,
partnerships
Global Supply Management - Incoterms, Regional Trading Agreements e-
Procurement - EDI
Legal and ethics - authority of buyer and seller, e- commerce and law, intellectual
property laws,

Reference Text :
1. Project Management Professional - Rita Mulcahy
2. Purchasing and Supply Management - Johnson, Leenders and Flynn
3. Purchasing and Supply Chain Management - Michael Quayle

Course Cognitive abilities Course outcomes

Outcome

CO1 REMEMBERING To recall and understand the fundamental concepts and

principles of Strategic Sourcing and Procurement.

CO2 UNDERSTANDING To develop a deeper understanding of the complexities

involved in procurement.

CO3 APPLYING To apply the acquired knowledge and skills to develop and
implement effective procurement strategies and tactics.

CO4 ANALYSING To analyze and interpret data related to procurement

performance, such as supplier performance, spend analysis,
and contract compliance.

CO5 EVALUATING To evaluate the financial, operational, and strategic

implications of procurement decisions.

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Semester II Specialization Operations
Course Code O205 Type Electives
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Inventory and Materials Management

Course Objectives
1 To learn and apply concepts of Inventory Management
2 To impart knowledge on Materials Management importance.
3 To understand the various functions of Materials Management

O205. Inventory and Materials Management (100 Marks, 4 Credits)

I. Inventory Management–Raw Materials–Finished Goods, Norms for Inventory–
Relevant Cost–Ordering Cost–Inventory Carrying Cost–Understocking–
Overstocking Cost.
II. Materials Management–Concept–Organizing for Materials Management–Need for
Adopting Materials Management Concept

III. Materials Handling–Importance–Salient Principles–Case Analysis for Materials

Handling problems–Selection of Materials Handling System–Modern Handling
Equipment.
IV Store Keeping and Ware Housing Management–Organization of Store Room–The
Warehouse Store Room and Warehouse Planning Layout of storages Areas
Materials Records–Lab Control.
V Vendor Rating - Vendor Management - Purchase Department - Responsibility -
Buyer Seller Relationship - Value Analysis - Iso Types

Reference Text :
1. P.Saravanavel and S.sumathi, Production and Materials Management,
Margham publications, 2015

2. M.M Verma, Materials Management, Sultan Chand Publications,2012

3. Inventory Management, Gopalakrishnan & Sundaresan.

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Concepts of Inventory and material management
CO2 UNDERSTANDING Understanding store operations, vendor management and
warehouse management
CO3 APPLYING Applying Inventory, material and cost management
principle to real world business scenarios
CO4 ANALYZING Analyze inventory stocks
CO5 EVALUATING Evaluate performance of inventory management
techniques used

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Semester II Specialization Operations

Course Code O206 Type Electives
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Techno Business

Course Objectives
1 Understanding the various stakeholders and project influencers
2 Technology enabled business application
3 Knowledge of Manufacturing and Industry 4.0

O206 Techno Business (100 Marks, 4 Credits)

I. The business organisation, its stakeholders and the external environment,

II. Financial systems, procedures and related IT applications, Accounting and

reporting systems, compliance, control, technology and security, The application
and impact of Financial Technology (FinTech) in accountancy and audit, The
application and impact of Operations Technology (OpTech) in Logistics and
supply chain (E.g. SAP and other ERP)

III. Internal controls, authorisation, security of data and compliance within business,
Fraud and fraudulent behaviour and their prevention in business, including money
laundering,

IV Technological factors: ) Explain the potential effects of technological change on

the organisation structure and strategy - Downsizing, Delayering, Outsourcing

V Manufacturing 4.0, Industry 4.0, Application of IOT in Business, Application of

Bloackchain in Business
Reference Text :
1. “The Future is faster than you think: How converging Technologies are
transforming business, industries and our Lives” by Peter H. Diamandis and
Steven Kotler.
2. “The Age of Surveillance Capitalism: The fight for a human future at the new
frontier of power”by Shoshana Zuboff.
Relevant articles from futurist thinkers and technology publications (eg:
Singularity hub, Wired)

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Course Cognitive abilities Course outcomes

Outcome

CO1 REMEMBERING To recall and understand the fundamental concepts and

principles of Techno Business.

CO2 UNDERSTANDING To develop a deeper understanding of the complexities

involved in the integration of technology and business
processes.

CO3 APPLYING To apply the acquired knowledge and skills to

identify and evaluate the potential of technology-
enabled business models.

CO4 ANALYSING To analyze and interpret data related to technology-enabled

business models, such as web analytics, social media
analytics, and market trends.

CO5 EVALUATING To evaluate the financial, operational, and strategic

implications of technology-enabled business decisions.

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SEMESTER III - FMHO (Core)

SEMESTER III
C301 Business Policies and Strategic Management CORE 100 4
C302 Summer Internship Project CORE 100 4
C303 Business Laws and Regulations CORE 50 2
Value Addition (Core)
VA-3 Campus to Corporate Training – III CORE
CORE (Finance)
F301 Corporate Valuation and Restructuring FIN 100 4
F302 Security Analysis and Portfolio Management FIN 100 4
F303 Financial Analytics FIN 100 4
ELECTIVES (Finance)
F304 Project Finance in Emerging Economies FIN 100 4
F305 Commodities Market FIN 100 4
F306 Behavioural Finance and Fixed Income Securities FIN 100 4
F307 Financial Risk Management FIN 100 4
CORE (Marketing)
M301 Sales & Negotiation Skills Core 100 4
M302 Marketing Planning & Strategy Core 100 4
M303 Marketing Research & Analytics Core 100 4
ELECTIVES (Marketing)
M304 Customer Relationship Management MKTG 100 4
M305 B2B Marketing MKTG 100 4
M306 Marketing to the Base of the Pyramid MKTG 100 4
M307 Marketing in a Virtual World MKTG 100 4
CORE (HR)
H301 Labour Laws & Industrial Relations HR 100 4
H302 Competency & Performance Management HR 100 4
H303 Human Resource Metrics and Analytics HR 100 4
ELECTIVES (HR)
4
H304 Strategic & Global Human Resource Management HR 100
H305 Talent Management & Development HR 100 4
H306 Human Resource Planning & Development HR 100 4
H307 Human Resource Information System HR 100 4

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CORE (Operations)
O301 Operations Strategy OPS 100 4
O302 Project Management OPS 100 4
O303 Supply Chain Management Analytics OPS 100 4
ELECTIVES (Operations)
O304 Supply Chain Management Digital Transformation OPS 100 4
O305 Operational Effectiveness OPS 100 4
O306 Logistics Policies in India and Supply Chain Finance OPS 100 4
O307 System Design and Business Dynamics OPS 100 4

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SEMESTER 3 - FMHO (Core)

Course Course Name Domain Marks Credit
Code
C301 Business Policies and Strategic Management CORE 100 4
C302 Summer Internship Project CORE 100 4
C303 Business Laws and Regulations CORE 50 2
Value Addition (Core)
VA-3 Campus to Corporate Training – III CORE

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Semester III Specialization FMHO

Course Code C301 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Business Policies and Strategic Management

Course Objectives
1. Understand the process of strategy formulation & implementation and importance of
Business policies
2. Apply concepts, tools and principles of strategy formulation for competitive analysis
3. Formulate business strategy for organizational effectiveness and competitiveness
4. Evaluate the implication of alternative strategic action for appropriate decisions

C301 Business Policies and Strategic Management (100 Marks, 4 Credits)

I. Introduction & overview of Business Policies, Importance of Business Policies,
Factors Considered and Steps involved in framing Business Policies;
Importance of Strategic Management, Schools of thought in Strategic Management
Benefits and Risks of Strategic Management
Case Study 1
II. Dimensions and Levels of Strategy
Standard Components of Strategic Management Model
Porter’s Five Forces Model
Generic Strategies and Value Chain Analysis
Motives for Diversification, Types of Diversification, Business Portfolio Analysis and
Growth Strategies
Case Study 2
III. Corporate Social Responsibility and Business Ethics In Strategy Formulation
Ethics in Business Decisions
Differential Firm Performance
Core Competencies as the Base for Competitive Advantage
Case Study 3
IV BCG Matrix
7 S Framework-Structure, System and People
Traditional Organizational Structures
Creating Agile Organizations
Case Study 4
V Strategic Leadership
Organizational Culture and Its Impact on Strategies
Establishment of Strategic Control
Corporate Governance
Case study 5

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Reference Texts:
1. Pierce & Robinson, “Strategic Management: Formulation, Implementation &
Control”,
9th Ed, Tata McGraw – Hill, New Delhi
2. David Fred R, “Strategic Management: Concepts & Cases”, 10th Ed, Pearson –
Prentice
Hall, New Delhi
3. Cherunilam Francis, “Strategic Management: A Book on Business Policy &
Corporate
Planning”, Himalaya Publishing House, Mumbai, 2008
4. Hit, Ireland, Hoskisson & Manikutty, “Strategic Management: A South – Asian
Perspective”, 9th Ed, Cengage Learning, Delhi
5. Thomson, Strickland, Gamble & Jain, “Crafting & Executing Strategy”, 14th Ed,
Tata McGraw – Hill, New Delhi

Course Cognitive Abilities Course Outcome

Outcome
Understand the process of strategy formulation &
CO1 UNDERSTANDING
implementation and importance of Business policies
Apply concepts, tools and principles of strategy formulation for
CO2 APPLYING
competitive analysis
Formulate business strategy for organizational effectiveness
CO3 ANALYZING
and competitiveness
Evaluate the implication of alternative strategic action for
CO4 EVALUATING
appropriate decisions

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Semester III Specialization FMHO

Course Code C302 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Summer Internship Project (SIP)

Course Objectives
1. To give industry exposure with intention to relate theory with practice

C302 SUMMER INTERNSHIP PROJECT (SIP) (100 Marks, 4 Credits)

I. Summer Internship Project: At the end of second semester each student shall
undertake a Summer Internship Project (SIP) for 8 weeks.
II. The student shall submit a written structured report based on work done during
this period on the basis of suggested guidelines and research methodology.
III. SIP may be a research project – based on primary / secondary data or may be an
operational assignment involving working by the student on a given task / assignment /
project / etc. in an organization / industry.
IV The student shall submit TWO hard copies & one soft copy of the project report in
Semester III.
V The Institute will conduct an internal viva - voce for evaluation of the SIP. The
external viva - voce will be conducted by industry expert.
Reference Text :
1. Industry Inputs
2. Guidelines for Structure of Project Report

Course Cognitive abilities Course outcomes

Outcome
Describe the major concepts, terms, models, frameworks,
CO1 REMEMBERING hypothesis, literature reviews, research findings and give
recommendations in the field of business
Able to understand the organization’s value system and
CO2 UNDERSTANDING
give learning outcomes
Apply knowledge of management theories and team -
CO3 APPLYING
work
Apply analytical abilities to the organization’s operations
CO4 ANALYSING
under review
Formulate approaches to correlate with the prevailing business
CO5 EVALUATING environment and industry requirements and
contribute to the organization where working

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Semester III Specialization FMHO

Course Code C303 Type General Core
Marks & Credit 50 Marks, 2 Credits LTP
Course Title Business Laws and Regulations

Course Objectives
1. Develop a deeper understanding of the legal factors & laws influencing Indian business
organizations.
2. To analyze relevance of business law to individuals and businesses in regards to IT Act,
2000 and IPR
3. Identify the fundamental legal principles in Companies Act and Partnership Act
4. Examine the importance of basic strategies that can be used to solve legal problems under
Consumer Protection Act, 1986

C303 Business Laws and Regulations (100 Marks, 4Credits)

I The Indian Contract Act - Nature and kinds of Contracts, Concepts related to
offer, Acceptance and Consideration, Principles Governing Capacity of Parties
and Free Consent Legality of Objects, Performance and Discharge of Contract,
Breach of Contract and its Remedies
II The Companies Act- Formation, Memorandum and Articles of Association,
Meeting and Resolutions, Prospectus and Winding up of Company
III Laws of Partnership: Characteristics and Nature of Partnership, Types of
Partnership, Registration and Dissolution of Firm
IV Laws of Information Technology, IPR and RTI Digital Signature, Types of Cyber
Crimes, Laws relating to Copyrights, Patents and Trade Marks. Right to
Information Act: Background, Objective, Scope, Suo Motu, Format of
Application
V Consumer Protection Act 1986 Consumer and Consumer Disputes, Consumer
Protection Council, Consumer Disputes and Redressal Agencies.
Reference Text:
1 Business Law - P. C. Tulsian
2 Mercantile Law - N. D. Kapoor
3 Company Law - Avtar Singh

Course Cognitive abilities Course outcomes

Outcome
Correlate the legal issues and problems with applicable act under
CO1 REMEMBERING the course
Apply Legal Problem -solving skills and concepts including
CO2 UNDERSTANDING
diagnosing a problem
Determine the need for planning factual investigation, identifying
CO3 APPLYING
and formulating relevant legal theories, generating alternative
solutions and strategies developing and implementing a plan of
action

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Formulate approaches to correlate with the prevailing business

CO4 EVALUATING environment and industry requirements and
contribute to the organization where working

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Semester III (Finance)

Course Course Name Domain Marks Credits
Code
CORE (Finance)
F301 Corporate Valuation and Restructuring FIN 100 4
F302 Security Analysis and Portfolio Management FIN 100 4
F303 Financial Analytics FIN 100 4
ELECTIVES (Finance)
F304 Project Finance in Emerging Economies FIN 100 4
F305 Commodities Market FIN 100 4
F306 Behavioural Finance and Fixed Income Securities FIN 100 4
F307 Financial Risk Management FIN 100 4

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Semester III Specialization Finance

Course Code F301 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Corporate Valuation and Restructuring

Course Objectives
1 To equip students with the necessary theoretical understanding and hands-on experience
related to valuation.
2 To enable the students to value a firm using various valuation models in both typical and
exceptional circumstances.
3 To apply the valuation techniques for developing project financing, equity research, M&A
models, etc.

F301 Corporate Valuation and Restructuring (100 Marks 4 Credits)

I. Review of Financial and Management Accounting through case studies,
Intermediate financial accounting, Borderline and exceptional cases to the general
principles of accounting
II. Overview of capital investment, Net Present Value, Internal Rate of Return,
Economic Value Added, Terminal Value, Enterprise Value v/s Equity value
III. Capital Financing overview, the business and funding lifecycle, Capital Structure,
Weighted Average Cost of Capital, Capital Stack, Sources and types of equity,
Private Equity and Venture capital – Overview
IV Uses of Debt, Assessing debt capacity, Senior v/s subordinated debt, Mezzanine
Financing, Debt v/s equity – Tradeoffs,
V Overview of valuation Approaches to valuation, valuation process, uses of
valuation , Approaches to Valuation, Discounted Cash flow, Estimating Inputs,
Discount Rate, Gordon Growth model, Dividend discount model, Two stage and
three stage models, H model
VI Valuation of Intangibles-Valuation of business brands, human resource capital,
Intangible assets etc.
VII Comparable company analysis, Using Comparable company information to assess
acquisition opportunities, precedent transaction analysis
VIII Guidelines for developing budgets, Forecasting techniques, Utilizing variance
analysis for budget tracking, Applying budget tool and techniques
IX Financial Modelling – Best practices, Modelling assumptions sheets and the
financial statements, Building an excel model from scratch, Scenario analysis,
Sensitivity analysis, Dashboards and data visualization
X Exploring various types of models – Manufacturing setup, M&A modelling, Real
Estate Modelling, Leveraged Buyout Modelling, Project Financing
XI Valuation multiples – EV/Revenue multiple, EV/EBITDA and EV/EBIT
multiples, EV/Capital Employed and Return on Capital Employed, EV/Free Cash
Flow multiple, P/E Ratio, P/B Ratio, P/FCFE Ratio, Uses of multiples
XII Mergers and Acquisitions, steps to the acquisition process, Types of buyers,
Acquisition valuation and analysis, Issues to consider during deal structuring,
book building and road shows
XIII Overview of Corporate Restructuring – Need for restructuring, Various forms of

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restructuring viz Mergers, Acquisition, Amalgamation, Slum sale, spinoff, split off
demerger, Asset Acquisition, Merger and Acquisition –Types of Merger and
Acquisition ,Reasons behind the success and failure of Merger and Acquisition
deal, Takeovers
Reference Text:
I. Valuation: Step-by-Step Exercises and Tests to Help You Master Valuation by
McKinsey & Company Inc.
II. Corporate Valuation and Value Creation by Prasanna Chandra
III. Dark Side of Valuation: The Valuing Young, Distressed, and Complex Businesses
by Damodaran Aswath

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING DESCRIBE the concepts and frameworks in Corporate
Valuation and Restructuring
CO2 UNDERSTANDING EXPLAIN the differences between the various types of
valuation methods
CO3 APPLYING APPLYING the concepts of corporate valuation by
developing financial models
CO4 ANALYSING ANALYSE the existing business cases and reports related
to Valuation
CO5 EVALUATING EVALUATE the process and bring out the results for the
same.

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Semester III Specialization Finance

Course Code F302 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Security Analysis and Portfolio Management

Course Objectives
1 To know the need for continuous valuation and review of the portfolio with different methods
2 To understand the factors affecting the prices of different assets and to create an optimum
portfolio based on given risk conditions
3 To learn fundamental analysis & technical to forecast price movements based and
Forecasting methods

F302 SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT

(100 Marks, 4 Credits)
I. SECURITY ANALYSIS:
- Fundamental Analysis- Economic, Industry and Company Analysis
- Technical Analysis- Dow Theory, Charts and patterns, Market Indicators
- Market Efficiency and Security Market Indices: Three forms of efficient
market, Index construction and Rebalancing.
II. PORTFOLIO MANAGEMENT: AN OVERVIEW:
- Portfolio approach to investing.
- Types of investors and distinctive characteristics and needs of each.
- Steps in the portfolio management process.
- Mutual funds and other pooled investment products.
- Historical Development of Investment Management
- Overview of financial markets in India.
III. BASICS OF PORTFOLIO PLANNING
- Reasons for a written investment policy statement (IPS);
- major components of an IPS;
- risk and return objectives for a client; distinguish between the willingness
and the ability(capacity) to take risk in analyzing an investor’s financial risk
tolerance;
- Investment constraints and their implications for the choice of portfolio
assets; explain the specification of asset classes and Asset Allocation.
IV PORTFOLIORISKANDRETURN:
- Major return measures and their appropriate uses.
- Mean, variance, and covariance (or correlation) of asset returns based on
historical data.
- Characteristics of the major asset classes that investors consider in forming
portfolios. Risk aversions and its implications for portfolio selection.
- Portfolio standard deviation. Effect on a portfolio's risk of investing in assets
that are less than perfectly correlated.
- Minimum-variance and efficient frontiers of risky assets and the global
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V PORTFOLIO CONSTRUCTION:
- Modern Portfolio Theory
- CAPM (Concept of CAL, CML and SML)
- Sharpe Index Model
- Arbitrage Pricing Theory
VI PORTFOLIO EVALUATION:
- Concept of Portfolio Evaluation and Revision
- Sharpe ratio, Treynor ratio, M2,and Jensen’s alpha Calculation and
Interpretation
Reference Text :
1. Security Analysis And Portfolio Management 6th Edition by Fischer,
PEARSON INDIA
2. Prassana Chandra(2010):Investment, Analysis and Portfolio Management,Tata
McGraw Hill
3. Frank Reilly and Keith Brown(2010): Investment, Analysis and Portfolio
Management, Cengage Learning
4. Security Analysis and Portfolio Management, P. Pandian, Vikash Publishing
5. CFALevel1Curriculum– Portfolio Management

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Describe the concepts of fundamental &Technical aspect of
portfolio management, including return and risk
measurement, and portfolio planning and construction
CO2 UNDERSTANDING Explain the concept of optimal portfolio, investor's utility,
CAPM, Sharpe Ratio, Portfolio Construction
CO3 APPLYING Apply modern portfolio theory including CAPM, SML and
Efficient Market Hypothesis for Portfolio Management
CO4 ANALYSING Measure the performance of the portfolio using various tools
and EMH, Risk and Return Analysis of the Portfolio
CO5 EVALUATING Evaluating Portfolio by Sharpe Index, Treynor Index,
Jensen's measure

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Semester III Specialization Finance

Course Code F303 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Financial Analytics

Course Objectives
1 To help the students understand the need to data science and analytics skills in the current business
environment
2 To provide students a greater appreciation, both conceptual and technical of the uses of analytics
3 To apply the knowledge learnt by developing analytical model to solve financial and other
business-related problems

F303 Financial Analytics (100 Marks 4 Credits)

I. Introduction to Financial Analytics: Definition, relevance and scope financial
Analytics, recent trends in financial analytics
II. Review of the fundamental concepts of Python for Managers: Why Python
Programming, Data Types and Operators, Control Flow, building basic applications
III. Intermediate Python Programming – I: Lists, dictionaries, loops, functions, object-
oriented programming
IV. Intermediate Python Programming – II: Introduction to NumPy and pandas,
visualization with matplotlib, applying python in statistics and finance
V. Intermediate Python Programming – III: Introduction to matplotlib, scikit-learn,
seaborn, and other important libraries for analytics
VI. Data Analytics: Data Preparation and Data Cleansing
V. Statistical Analysis for Data Analytics: Applications of statistical analysis in data
analytics, Review of basic statistical analysis techniques related to data analytics
VI. Data Visualization: Communicating with data, Visuals, data boards and stories,
Chart Types, Focusing Attention, Good vs bad visuals, Design Principles/
VII. Applying Finance to Data Science. Case Studies and Projects in Financial
Analytics: Fraud detection, Loan, and credit card default detection, choosing the right
demographics for loan sanctioning using analytics, stock market and investment
analysis using python, etc.

Reference Text :
I. Business Analytics: The Science of Data-Driven Decision Making by U. Dinesh
Kumar
II. Business Analytics by James R. Evans
III. Data Analytics using Python by Bharti Motwani

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To understand the need to data science and analytics skills in the
current business environment
CO2 UNDERSTANDING To explore the conceptual and technical of the uses of analytics in
the field of management
CO3 APPLYING To apply the knowledge learnt by developing analytical model to
solve financial and other business-related problems

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Semester III Specialization Finance

Course Code F304 Type Elective
Marks & Credit 100Marks, 4Credits LTP
Course Title Project Finance in Emerging Economies

Course Objectives
1 To help the students understand the key differences between Corporate Finance, Project
Management and Project Finance
2 To understand the project financing avenues, structures, and their evaluation
3 To understand various risks associated with project financing and its control

F304 Project Finance in Emerging Economies (100Marks, 4 Credits)

I. What is Project Finance, Definition and Basic Characteristics, Development of
Project Finance, Elements of a Project-Finance Structure, Examples of Project-
Finance Structures, Why Use Project Finance?
II. Project Development and Management, Sponsors and Other Investors, Project
Development, The Role of Advisors, Joint-Venture Issues, The Project Company,
Public Procurement
III. Sources of Project Financing, Creation of SPV: Meaning, Functions, Need and
process, Appraisal of Projects
IV. Macro-Economic Risks, The Time Value of Money, Interest-Rate Risks, Inflation,
Foreign-Exchange Risks, Refinancing Risk
V. Regulatory and Political Risks, Projects and Politics, Change in Law, Investment
Risks, Wider Political Risks, ‘Sub-Sovereign’ Risk, Government Support
Agreement, Political-Risk Insurance and Guarantees
VI. Project-Finance Loan Documentation, Lenders’ Term Sheet, Construction Phase—
Drawdown of Debt, Operating Phase—Control of Cash Flow, Reporting
Requirements, Debt Reduction and Prepayment, Lenders’ Security, Conditions
Precedent, Representations and Warranties, Covenants, Permissions, Waivers and
Amendments, Events of Default, Lenders’ Decision-Making Process, Inter creditor
Issues, Governing Law and Jurisdiction, Debt Refinancing, Secondary Equity Sale
VII. Public-Sector Financial Support, Indirect Public-Sector Financial Support, Direct
Public-Sector Financial Support, Mezzanine Debt, Standby Financing, Refinancing
after Project Completion, Gap Financing, Policy Banks, Credit Guarantee Finance,
Capital Grant, Viability-Gap Funding, Part-Construction of the Project,
Complementary Investment, Full Debt Guarantee, First-Loss Debt Guarantee,
Pari-Passu Debt Guarantee, Debt Underpinning, Minimum Revenue Guarantee
(‘MRG’), Tariff Subsidy, Public-Sector Project Company, Guarantee Funds
VIII. Sectorial projects - Real estate, Construction, power, infrastructure projects

Reference Text :
1. Project And Infrastructure Finance: Corporate Banking Perspective by Vikas
Srivastava and V. Rajaraman
2. Project Finance in Theory and Practice: Designing, Structuring, and Financing
Private and Public Projects by Stefano Gatti
3. Corporate and Project Finance Modelling: Theory and Practice by Edward Bodmer

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Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To understand the key differences between Corporate Finance,
Project Management and Project Finance
CO2 UNDERSTANDING To analyse and explore the project financing avenues,
structures, and their evaluation
CO3 APPLYING To analyse the various risks associated with project financing
and its control

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Semester III Specialization Finance

Course Code F305 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Commodities Markets

Course Objectives
1. To understand the dynamics of world commodities markets
2. To understand the ecosystem of Indian commodities markets
3. To acquaint learners with the trading, clearing and settlement mechanism in commodities
market

F305 COMMODITIES MARKET (100 Marks, 4 Credits)

I. Introduction to Traditional Investments-Basics, Introduction to Alternate
Investments - Commodity markets – concepts, terminologies, Commodities
Exchange in India and abroad
● History
● Commodities Traded in
● Volumes of operation
● New developments
II. Commodity Derivative Market -Spot, Forwards, Futures – Meaning, Purpose etc.
– Theory and Practical
Overview of Regulatory environment governing Commodity Markets - Forward
Market Commission (FMC), Agricultural Produce Market Commission Act
(APMC) etc.
III. Overview of major commodities traded in the world
IV Basics of Trading –
● Procedures - Types of Orders, Time Conditions
● Participants – Traders, Speculators, Arbitrageurs,
● Clearing and Settlement – Types of Clearing members and Settlement
procedures
V Issues / Challenges / Scams in Commodity Markets in India
Reference Text:
1. Guide to Indian Commodity Market – By Jitendra Gala and Ankit Gala published
by Buzzing Stock Publishing House, 2007
2. A Beginner’s guide to Indian Commodity Futures Markets - By Neeraj Mahajan
&Kavaljit Singh from Madhyam Publication, 2015

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Course Cognitive abilities Course outcomes

Outcome
Describe the terminologies used in the commodity market
CO1 REMEMBERING

Explain various Commodity market products in India

CO2 UNDERSTANDING

Apply the knoledge of regulators and stretegies for different

CO3 APPLYING
types of derivatives
Analyzing various products and stretegies for trading in
CO4 EVALUATING
commodity derivatives

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Semester III Specialization Finance

Course Code F306 Type Elective
Marks & Credit 50 Marks, 2 Credits LTP
Course Title Behavioral Finance

Course Objectives
1. To introduce the student to the new field of behavioral finance and apply main concepts in
decision making process of individual investors, corporate and financial market level.
2. To help the students to understand various biases and heuristics and thereby analyzing
behavioural aspects of individuals and corporate decision makings
3. Gain an understanding of financial market anomalies and discover the impact of uncertainty
on decision making and market movements.

F306 BEHAVIOURAL FINANCE (50 Marks, 2 Credits)

I. Introduction – Concept, rationality, scope, objectives and assumptions of
behavioural finance. Comparison of behavioural finance and standard finance.
Concept of cognition and cognitive information perception. Investment decision
cycle and judgment under uncertainty. Psychology, heuristics and bounded
rationality.
II. Theories in Behavioural Finance – Expected utility theory, Prospect theory and
Regret theory, Anchoring, Mental accounting, Gambler’s fallacy, Herd behaviour,
Overconfidence, Hyperbolic discounting and other behavioural biases. Allais and
Ellsberg’s Paradoxes. Anomalies in financial market.
III External Factors and Investor Behavior: Weather, Emotions, and Financial
Markets: Sunshine, Geomagnetic Activity.
IV Behavioral Corporate Finance: Introduction. Behavioral factors and Corporate
Decisions on Capital Structure, Dividend Policy, Capital Budgeting and Merger and
acquisition Neurophysiology of risk - taking. Personality traits and risk attitudes in
different domains.
Reference Text :
1. Behavioural Finance by Prasanna Chandra
2. Behavioural Finance by Joachim Goldberg, Rüdiger von Nitzsch
3. Behavioural Finance by Ranjit Singh

Course Cognitive abilities Course outcomes

Outcome
Able to remember the impact of various behavioural aspects
CO1 REMEMBERING on investment decisions and Utility/preferences and
functioning of financial markets

Understand the impacts of external factors on investor

CO2 UNDERSTANDING behavior, risk perception and attitudes

Identify and apply psychological concepts to financial markets

CO3 APPLYING
and financial decision - making

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CO4 ANALYSING Analyze the behavioural factors and traits while investing in
capital markets
Evaluate the behavioural factors and understand the investing
CO5 EVALUATING pattern

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Semester III Specialization Finance

Course F306 Type Elective
Code
Course Title FIXED INCOME SECURITIES

Course Objectives
1 To understand various fixed income securities existing in the financial markets.
2 To understand the valuation of fixed income securities
3 To be aware of the risks associated with investing in fixed income securities.

F306 FIXED INCOME SECURITIES (50 Marks & 2 Credits)

I. Overview of the Indian debt market: Meaning and features of debt securities, Role of
debt market, importance of debt market, concept of fixed income securities, Types of
fixed income securities, risk associated with fixed income securities. Role of credit rating
agencies. Understand the classification of fixed income securities based on various
criteria such as issuer, maturity, coupon, currencies, embedded options, etc. Short Term
Fixed Income Securities: Commercial Papers, Certificates of Deposits, Treasury Bills
II. Bond Mathematics and Valuation: Time value of money, price-yield relationship,
Fixed cash flows, yield measures. Duration and Convexity of Bonds – Meaning,
Measuring duration and convexity.
III. Overview of Bond Management Strategies – Active and Passive Management
Strategies, Assets Liability Management
IV. Term structure of interest rates – yield curve and term structure, relationship between
spot and forward rates. Interest Rate Futures, Interest Rate Options, Interest rate swaps.
Reference Text:
CFA Institute Level 1: Fixed Income Securities and Derivatives
M. Kannadhasan : Fixed Income Securities: Valuation and Risk Management
GARP Institute Level 1: Risk Management and Valuation

Course Cognitive abilities Course outcomes

Outcome
Students can differentiate between various fixed income securities.
CO1 REMEMBERING

Students can understand valuations of different fixed income

CO2 UNDERSTANDING securities as per the requirements of the industry

They can analyze the impact of macroeconomic and microeconomic

CO3 APPLYING
factors on fixed income securities

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Semester III Specialization Finance

Course Code F307 Type Elective
Marks & Credit 100 marks LTP
Course Title Financial Risk Management

Course Objectives
1 To study about the risk and its classification and its process
2 To ensure better understanding of the various mechanisms to measure different types of
risks
3 To study the various techniques of risk management in banks, insurance and fund
management companies

F307 Financial Risk Management (100 Marks, 4 Credits)

I Understanding Risk and its Classification:
Concept of risk, building blocks of risk management process, problems and challenges
that can arise in the risk management process, evaluate and apply tools and procedures
used to measure and manage risk, describe and differentiate between key classes of risk,
explain how each type of risk can arise and access the potential impact of each type of
risk on an organization
II How to firms manage financial risks?
Different strategies a firm can use to manage its risk exposure, relationship between risk
appetite and firm’s risk management decisions, advantages and disadvantages of hedging
risk exposures and explain challenges that can arise when implementing a hedging
strategy, how to hedge operational and financial risks including pricing, foreign currency
and interest rate risk, impact of risk management tools
III The Governance of Risk Management:
Changes in corporate risk governance as a result of 2007-09 financial crises, roles and
responsibilities of the board of directors in risk governance, interdependence of
functional units within a firm, roles and responsibilities of a firm’s audit committee.
Credit Risk Transfer Mechanisms: different types of credit derivatives, transfer of
credit risk with its advantages and disadvantages, mechanism that firms can use to help
mitigate credit risk

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IV Enterprise Risk Management and Future Trends

Concept of ERM, cost benefit analysis of ERM, Implementation of ERM program and
important dimensions of ERM program
V Risk Management in Financial Markets and Products
Identify the various categories of risk faced by Banks, Insurance Companies and Fund
Management Companies
Case Studies in Risk management

Reference Text:
1. Financial Risk Management, Authors Vivek and P.N.Asthana, Azad Singh Kalher,
Himalaya Publishing House
2. Financial Risk Management, Dun & Bradstreet - Tata McGraw – Hill Professional
3. Schweser Notes of FRM

Course COGNITIVE COURSE OUTCOMES

Outcome ABILITIES
CO1 REMEMBERING REMEMBER the different types of risks and their impact

CO2 UNDERSTANDING UNDERSTAND the different ways of managing financial

risk
CO3 APPLYING APPLYING knowledge about different tools in managing
credit risk and its governance
CO4 ANALYSING ANALYSE enterprise risk management process and its
implementation
CO5 EVALUATING EVALUATE the ways of managing risk at banks,
insurance and fund management companies with the help
of case studies

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Semester III (Marketing)

Course Course Name Domain Marks Credits
Code
CORE (Marketing)
M301 Sales Negotiation Skills MKT 100 4
M302 Marketing Strategy MKT 100 4
M303 Marketing Research & Analytics MKT 100 4
ELECTIVES (Marketing)
M304 Customer Relationship Management MKT 100 4
M305 B2B Marketing MKT 100 4
M306 Marketing to the Base of the Pyramid MKT 100 4
M307 Marketing in a Virtual World MKT 100 4

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Semester III Specialization Marketing

Course Code M301 Type Domain Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Sales Negotiation Skills

Course Objectives
1. To comprehend and value the skills and competencies needed to be an effective sales negotiator
2.To implement sales negotiations that result in a 'win-win' situation for both your customer as well as
your organization
3.To understand negotiation dynamics and how to prepare for uncertainty
4.To gain an understanding of common negotiation problems and execute optimal approaches to
dealing with a wide range of scenarios.

M301 Sales Negotiation Skills (100 Marks, 4 Credits)

I. Introduction to Negotiation - Concept, Aspects of negotiation, Potential benefits of

successful negotiation skills, Consequences of poor negotiation skills, Importance of
Negotiation in Sales
Case Study 1

II. Understanding Negotiating Strategies, Most common negotiating strategies, Distributive

and integrative tactics of negotiation, Cultural implications of negotiation strategies
Case Study 2

III. Negotiating Behaviour and Personality Types, Understanding differing behaviour- how
to adapt your behaviour to suit the negotiation, Understanding personality types and
how they influence negotiations- how to identify and negotiate with each personality
type, Understanding body language and non-verbal cues
Case Study 3

IV Key stages of any negotiation- Prepare, Debate, Bargain, Close, Planning your
negotiation, Bargaining skills, Elements of a great negotiation
Case Study 4

V Negotiation Success, How to achieve a successful close, The importance of a win-win

scenario, Closing out the negotiation process positively and productively, Use of
emotional intelligence (EQ) skills - importance of EQ and conflict resolution
Case study 5

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Reference Texts:
1. Managing Conflict & Negotiation by B. D. Singh – Excel Books
2. Getting to Yes by Roger Fisher & William Ury –Random House
3. Negotiation Handbook by P. J. Cleary – Printice Hall of India
4. ABC’s of Selling Skills by Charles M. Futrell–McGraw Hill
5. How to Handle Conflict & Confrontation by Peg Pickering – Natl Press
Publications

Course Cognitive Abilities Course Outcome

Outcome
Understanding about different styles of negotiation and
CO1 UNDERSTANDING how they can negotiate constructively with colleagues,
suppliers and customers
Students will be able to utilize methods of negotiations
CO2 ANALYZING
in different business contexts.
Evaluate the Elements of "Win-Win" Approach to
CO3 EVALUATING
Negotiation

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Semester III Specialization Marketing

Course Code M302 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Marketing Strategy

Course Objectives
1 Understanding elements involved in making marketing decisions, including product, price,
promotion and place decisions to create a marketing mix.
2 Acquire an overview on the unique challenges faced by marketing managers in the dynamic
business environment.
3 Develop insights into how differences in economic, cultural, social, political, and legal
environments can affect marketing decisions

M302 Marketing Strategy (100 Marks, 4 Credits)

I. Introduction to Marketing Strategy - Marketing Strategy – Overview - Strategy
Components and Classification, Market Orientation, Designing Marketing Strategy,
Implementing & Managing Marketing Strategy Integrating Marketing Strategy with
the Firm’s other Strategies and Resources,
II. Market Situation Analysis / Marketing Environment Analysis - Marketing
Situation Analysis – Internal & External Environment Analysis - 5 Cs Analysis,
SWOT Analysis, Value Chain Analysis, PESTEL Analysis, GAP Analysis, Resource
Based analysis
III. Product and service Strategy and Strategic Branding: Offering portfolio;
Modifying offering mix and rationalization; Life cycle concept; Brand equity and
strategic brand management process; Analyzing competitive landscape
IV Channel strategy and Management: Capitalizing on internet driven growing
distribution channels; Dual distribution and multi-channel marketing; Distribution
Strategy - Designing of Channel Systems, Managing Multi - channel Systems
Strategic Role of Distribution, Channel Role of Distribution Strategy
V Pricing strategy and Competition Analysis: Pricing considerations; Product line
pricing; New offering pricing strategy; Pricing and competitive interaction.
Porter’s 5 Forces Model for Competitive Environment, Porter’s Generic Strategies -
Targeting in Different Market Environments, Understanding Competitive Moves and
Postures

Reference Text :
1. Kumar, N. (2004). Marketing as Strategy. Massachusetts: Harvard Business School
Publishing
2. Orville C. Walker, Harper Boyd and Jean - Claude Larreche, (2003): Marketing Strategy:
Planning and Implementation, Tata McGraw Hill
3. David W. Cravens and Nigel F. (2006): Strategic Marketing: Text & Cases, Tata McGraw
Hill
4. Kerin, R. A., and Peterson, R. A., (2011).Strategic Marketing Problems; Cases and
Comments, 12th Ed, Dorling Kindersley

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Course Cognitive Abilities Course Outcome

Outcome
Understand the importance of brand management and learn
CO1 REMEMBERING
strategies for brand positioning and communication
Apply critical thinking skills to analyze complex marketing
CO2 UNDERSTANDING situations, conduct market research, and evaluate marketing
opportunities
Gain knowledge of key marketing metrics and use data-driven
CO3 APPLYING
insights to evaluate and improve marketing performance
Create comprehensive marketing plans aligned with
CO4 ANALYZING organizational objectives, incorporating market segmentation,
target market identification, and product positioning

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Semester III Specialization Marketing

Course Code M303 Type Core
Marks & Credit 100 Marks, 4Credits LTP
Course Title Marketing Research & Analytics

Course Objectives
1 Develop analytical abilities and research skills among the students.
2 Present marketing information to garner and maintain the attention of marketing decision
makers.
3 Understand the technical and ethical issues linked with the research process

M303 Marketing Research & Analytics (100 Marks, 4 Credits)

I. Introduction: Importance and Role of research in Marketing; the marketing
research industry; Approaches to Marketing intelligence. Types of Market research;
research approaches; significance of Market research, Role of analytics in
marketing, Current trends and industry practices
II. Marketing Research Design: Data Collection, Primary and secondary data;
Questionnaire Design and issues; Interviews; Comparative and non-comparative
attitude measurement scaling techniques, sampling design: Sampling procedure,
types of sampling, sample size determination.
III. APPLICATIONS OF ANALYTICS IN MARKETING: Market segmentation,
Customer profiling/segmentation using Hierarchical clustering K-means clustering,
Customer churn analysis, Market mix models, Market Basket Analysis (MBA), RFM
Analysis, Market share analysis
IV Data Management and Loss Function: Cross-Industry Standard Process for Data
Mining Customer base analysis, Performance analysis, Contribution analysis,
Migration Analysis Time Series Analysis and Forecasting and Loss functions
V Reporting the Results and Ethical Issues in Marketing Research: Preparing
Marketing research reports and presentation: written report, format of the report,
common problems in preparing reports, Ethical issues related to clients, respondents,
sampling, questionnaire design, reporting.
Reference Text:
1. Naresh K Malhotra, Satyabhushan Dash, (2009). Marketing Research- An Applied
Orientation, 5/e, Pearson Education, New Delhi.
2. Donald S. Tull, Del I. Hawkins, (2009). Marketing research –Measurement &
Method, PHI Private Limited, New Delhi.
3. Donald R. Cooper, Pamela S Schindler, (2007). Marketing Research-Concepts and
Cases. Tata McGraw-Hill Publishing Company Limited, New Delhi.
4. Williams, T. A., Anderson, D. R., Sweeny, D. J., Camm, J. D., Cochran, J. J., Fry,
M. J., & Ohlmann, J. W. (2020). An Introduction to Management Science -
Quantitative Approaches to Decision Making. Delhi: Cengage Learning India
Private Limited.

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Course Cognitive Abilities Course Outcome
Outcome
Understand various research methods and techniques to gather
CO1 REMEMBERING
marketing data for decision-making purposes
Analyze and interpret marketing data using statistical tools and
CO2 UNDERSTANDING techniques to derive meaningful insights and actionable
recommendations
Critically evaluate research findings and assess their
CO3 APPLYING implications for marketing strategy development and
implementation
Develop research plans and design studies to address marketing
CO4 ANALYZING research objectives, including sampling methods, data
collection instruments, and research protocols

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Semester III Specialization Marketing

Course Code M304 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Customer Relationship Management

Course Objectives
1 The course deals with the behavioral aspects of marketing management
2 Learn the wide array of capabilities offered by CRM tools for business functions
3 The course should enable students to develop understanding of importance of consumer
relationship
4. Understand the project approach to implementing CRM, and to assess its
Performance.

M304 Customer Relationship Management (100 Marks, 4 Credits)

I. Introduction :- Concept and Evolution of CRM, CRM Goals , CRM Capabilities,
CRM Architecture, Applications of CRM, Developing CRM strategy, CRM Goals
7 Customer Touch points
II. CRM in marketing operation, Automation of sales function, Advertising and
campaign management, Customer service and support, Call centre and contact
management
III. Application of CRM :- Process to Implement CRM, 4C’s (Elements) of CRM
Assessing readiness for CRM, CRM project management, Audit and performance
monitoring, Evaluating ROI on CRM
IV Analytical CRM:- Managing customer information and data, Data mining,
warehousing and filtering, Business intelligence and collaborative CRM, Customer
lifetime value
V CRM in E- Business:- Partner relationship management, SMEs for CR, Legal
aspects of CRM, Global aspects of CRM
Reference Text :
1. Payne, Adrian, Handbook of CRM- Achieving Excellence in Customer
Management, Butterworth- Heinemann, Oxford
2. Dyche, Jill, The CRM Handbook: A Business Guide to Customer Relationship
Management, Pearson Education
3. Greenlers, Paul, CRM at the Speed of Light, TATA McGraw Hill
4. Anderson, Kristin, Carol J Kerr, Customer Relationship Management, TATA
McGraw H

Course Cognitive Abilities Course Outcome

Outcome
To recognize trends based on current research related to
CO1 REMEMBERING
CRM
To understand major influences on relationship building,
CO2 UNDERSTANDING
the individual customer make up
CO3 APPLYING Understanding of the analytics to be used in CRM

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Semester IIII Specialization Marketing

Course Code M305 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Business to Business Marketing

Course Objectives
1 Describe the applications, challenges and the dynamic environment of B2B marketing,
including the unique nature of organizational buying behaviour.
2 Design strategies and structures to effectively serve the B2B market
3 Apply a systematic approach to problem solving and decision making in business marketing
organizations through the use of case studies.

M305 B2B Marketing (100 Marks, 4 Credits)

I. Business and Consumer marketing-A contrast, the value chain, Trends and changes
in Business marketing. Fundamentals of business markets, Organizational buying
process
II. Perspectives on the Organizational Buy - Classifying customers, Organizations
and Markets, Types of organizational customers and their unique characteristics of
Commercial enterprises, Government, and Institutional Markets. Organizational
buying and buying behavior: The nature of buying, organizational buying process-
A process flow model.
III. Customer relationship management strategies for business markets:
Developing emotive connects in B2B marketing, Buyer seller connector, New
generation value added partnerships roles in B2B Marketing, Managing buyer
seller relationships, Gaining a customer relationship advantages.
IV Segmenting the Business Market and Demand Analysis: Segmenting, Targeting
and Positioning. Value based segmentation. A model for segmenting the
organizational Market. Organizational demand analysis, determining market and
sales potential, Sales forecasting methods.
V Managing, Technology Innovation and Marketing Mix- Managing Innovation
and New product development process. Pricing in Business-to-Business Marketing.
Pricing basis, managing price as part of Marketing Strategy, Managing pricing
tactics, Direct & Indirect channels, Selection & Motivation of channel members.
B2B Advertising, Trade shows, Personal selling, Key account management.
Managing service for Business Markets, Ethics as strategy in B2B selling.
Reference Text
1. Hutt, Michael,D., Speh, Thomas, W.(2018). Business marketing management. 12th
Edition, Cengage Learning.
2. Zimmerman, A., & Blythe, J.(2020). Business to Business Marketing, A Global
Perspective, 3rd Edition, Taylor Francis Ltd.
3. Daniel Michel, Business to Business Marketing, Anebooks Michael H. Morris, Industrial
and Organisational Marketing
4. Krishna K. Havldar, Industrial Marketing, Tata McGraw Hill

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Course Cognitive Abilities Course Outcome

Outcome
Able to understand the applications, challenges and the
CO1 REMEMBERING dynamic environment of B2B marketing, including the
unique nature of organizational buying behaviour
Design strategies and structures to effectively serve the B2B
CO2 UNDERSTANDING
market
Apply a systematic approach to problem solving and
CO3 APPLYING decision making in business marketing organizations
through the use of case studies.

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Semester III Specialization Marketing

Course Code M306 Type Elective
Marks & Credit 100 Marks, 2 Credits LTP
Course Title Marketing to the Base of the Pyramid

Course Objectives
1 To analyze the various concepts, paradigms and perspectives of BoP markets
2 To build strong foundation on the geographic, demographic, economic, cultural and
behavioral characteristics of BoP
3 To critically assess and evaluate opportunities and challenges of BoP

M306 Marketing to the Base of Pyramid (100 Marks, 4 Credits)

I. BOP – An Untapped Market, Market at the Base of Pyramid (BOP) in India- Size
and Scope, Emerging Profile of BOP in India, Bop Consumers, Producers and
Entrepreneurs, Conducting Marketing Research in BOP Markets

II. New Product Development for BOP Markets, Segmentation, Targeting, Positioning
strategies for products for BOP

III. Marketing Mix for BOP, PLC Strategy, Product Classification and Strategies,
Challenges of Marketing to BOP Consumers

IV Importance of Branding Decisions, Packaging and Labeling, Pricing Strategies,

Promotional Strategies
V Consumption and Marketing Practices in BOP Contexts: Few Challenges,
Constraints in Bop Marketing and Strategies to Overcome Constraints, Alternative
Market Initiatives at BOP-Ethical Issues, BOP and Innovations

Reference Text:
1. London,T.&Hart,S., Next Generation Business Strategies for the Base of the
Pyramid: New Approaches for Building Mutual Value, Pearson
2. Kandachar,P.& Halme,M ., Sustainability Challenges and Solutions at the Base of
the Pyramid: Business, Technology and the Poor , Routledge
3. Rangan,V.K., Quelch,J.A., Herrero,G.&Barton B, Business Solutions for the
Global Poor : Creating Social and Economic Value, Jossey-Bass
4. C. K. Prahalad, The Fortune at the Bottom of the Pyramid: Eradicating Poverty
Through Profits, Prentice Hall

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Course Cognitive Abilities Course Outcome
Outcome
To analyze the various concepts, paradigms and
CO1 REMEMBERING
perspectives of BoP markets
Students build strong foundation on the geographic,
CO2 UNDERSTANDING demographic, economic, cultural and behavioural
characteristics of BoP
Able to critically assess and evaluate opportunities and
CO3 APPLYING
challenges of BoP

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Semester III Specialization Marketing

Course Code M307 Type Domain Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Marketing in a Virtual World

Course Objectives
1 To provide a comprehensive overview of businesses in Virtual World
2 To understand the role of leading technologies in emerging strategies for the Virtual World
3 To understand methods used to build, measure, and manage business in the Virtual World
4 To provide application-based insights for a Marketing plan for businesses in a Virtual
World

M307 Marketing in a Virtual World (100 Marks, 4 Credits)

I. Introduction - Concept, Scope, Importance. Comparing and Contrasting Real and
Virtual Retail, Drivers of Virtual business, Business model strategy in e-tailing,
Process Integration, Mobile marketing, Mobile technology, M-banking, Inbound
Marketing
Case Study 1
II. Scaling up a Virtual Business, Product & Pricing strategies in the Virtual World,
Two-sided platforms and its Marketing, Marketing of Innovative new products
Case Study 2
III. Marketing in Access economy, Payment models in Virtual World, Social Media
Marketing for Brands,D2C Marketing
Case Study 3
IV Viral Propagation in Virtual World, P2P Marketing, Integrating digital marketing
strategy with Organization structure, Product & Service design, Performance
metrics
Case Study 4
V Voice enabled Technology, Use of AI & ML in CRM, IoT driven Businesses,
Other emerging technologies
Case study 5
Reference Texts:
1. Schwab, K. (2017). The Fourth Industrial Revolution. Portfolio Penguin
2. Finlay, S. (2017). Artificial Intelligence and Machine Learning For Business (2nd
ed). Relativistic
3. Puthussery, A. (2020). Digital Marketing: An Overview. Notion Press
4. Kerpen, D., Berk, R., Greenbaum, M. (2019). Likeable social media, Third
Edition: How To Delight Your Customers, Create an Irresistible Brand, & Be
Generally Amazing On All Social Networks That Matter. United Kingdom:
McGraw-Hill Education
5. Herman, J., Butow, E., Allton, M., Liu, S., Robinson, A. (2020). Ultimate Guide
to Social Media Marketing. United States: Entrepreneur Press

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Course Cognitive Abilities Course Outcome

Outcome
To provide a comprehensive overview of businesses in
CO1 REMEMBERING
Virtual World
To understand the role of leading technologies in emerging
CO2 UNDERSTANDING
strategies for the Virtual World
To understand methods used to build, measure, and manage
CO3 APPLYING
business in the Virtual World
To provide application-based insights for a Marketing plan
CO4 ANALYSING
for businesses in a Virtual World

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Semester III (HR)

Course Course Name Domain Marks Credits
Code
CORE (HR)
H301 Labour Laws & Industrial Relations HR 100 4
H302 Competency & Performance Management HR 100 4
H303 Human Resource Metrics and Analytics HR 100 4
ELECTIVES (HR)
H304 Strategic & Global Human Resource Management HR 100 4
H305 Talent Management & Development HR 100 4
H306 Human Resource Planning & Development HR 100 4
H307 Human Resource Information System HR 100 4

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Semester III Specialization Human Resource

Course Code H301 Type Core (HR)
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Labour Laws and Industrial Relations

Course Objectives
1. To learn the basic concepts and frameworks of human resource management (HRM)
2. To understand how to maintain and develop healthy relations between employees &
employers.
3. To create understanding of Labour and Industrial Relations

H301 HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS

(100 Marks, 4 Credits)
I. Factories Act 1948 – Preliminary: Short Title, Extent And Commencement., The
Inspecting Staff, Health, safety, welfare of the workers inside factories, working
hours, minimum age to work, leave with pay, Special provisions.

Payment of Wages Act 1936: Preliminary, Responsibility for payment of wages ,

Fixation of wage-periods , Wages to be paid in current coin or currency notes ,
Deductions in wages, Maintenance of registers and records, Inspectors & penalty.

Minimum Wages Act 1948 : Definitions, Fixing of minimum rates of wages,

Procedure for fixing and revising minimum wages, Advisory Board, Composition of
committees, Wages in kind, Fixing hours for a normal working day & overtime,
Maintenance of registers and records, Inspectors, General provision for punishment
of offences.
II. Workmen’s Compensation Act.1923: Preliminary, Workmen's Compensation,
Commissioners, Rules.

Payment of Bonus Act 1965: Definitions, Scope 7 Coverage, Establishments to

include departments, undertakings and branches, Eligibility for Bonus, Rights of
employer & employee, payment of minimum &maximum bonus.
III Gratuity Act.1972: Preliminary, Controlling authority, Payment of gratuity, Power
. to exempt, Nomination, Determination of the amount of gratuity, Powers of
Inspectors, Recovery of gratuity, Penalties, Protection of gratuity.

Provident Fund Act & Misc Provision Act.1952: Preliminary, Employees’

Provident Fund Schemes, Contributions and matters which may be provided for in
Schemes, Modification of Scheme, Mode of recovery of moneys due from employers,
Fund to be recognised under Act 11 of 1922, Protection against attachment, Priority
of payment of contributions over other debts, Employer not to reduce wages, etc.,
Inspectors, Penalties
IV Industrial Relations
The Industrial Employment (Standing Orders) Act, 1946 - Terms, submission,
Conditions and certification of standing orders, model standing orders.
The Industrial Disputes Act, 1947 - Objectives, terms, authorities under the Act

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along with their duties and powers, strikes and lockouts, lay - offs and retrenchments,
unfair labour practices
The Trade Union Act, 1926 - Objectives, terms, registration, rules, cancellation of
registration, rights and liabilities of a registered T U, (Sec up to 28)
The Bombay Industrial Relations Act - Objectives, authorities under the Act,
overview of sections 4 to 112
V The Shops and Establishments Act - Objectives, interpretations, Registration,
Rights of the employers and employees, Sec – 8 to 42
Maternity Benefit Act - Objectives, interpretations, Registration, Rights
Role of HR in legal compliance - Some of the judgments of SC, practicability of
compliances and calculations w.r.t ESI, PF, PT, Gratuity and Bonus
Reference Text :
1. Taxmann (2011): Labour Laws, Taxmann Publications
2. B. D. Singh (2007): Labour Laws for Mangers, Excel Books
3. P. Subba Rao (2011): Essentials of Human Resource Management and Industrial
Relations: Text, Cases and Games, Himalaya Publishing House
4. K Aswatappa: Human Resource Management McGraw - Hill

Course Cognitive abilities Course outcomes

Outcome
Able to summarize the critical functions under Labour Laws
CO1 REMEMBERING
& IR
Identify the process adopted in HR functions & relate it with
CO2 UNDERSTANDING
practical situations
Illustrate & demonstrate the knowledge of Industrial Relations
CO3 APPLYING
& HR to undertake effective decisions
Compare & contrast application of HR decisions basis on
CO4 ANALYSING
understanding of IR
Assess real life situation in work settings & apply learning to
CO5 EVALUATING
attain effective decisions.

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Semester III Specialization Human Resource

Course Code H302 Type Core (HR)
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Competency and Performance Management

Course Objectives
1. To make the students comprehend the concept and importance of competence
2. To gain insight into the process and models of competency mapping and use of assessment
centers
3. To equip the students about performance management system& it’s application

H302 COMPETENCY AND PERFORMANCE MANAGEMENT………….. (100

Marks, 4 Credits)
I. Introduction to Competency - Competency – Meaning, history & types of
competencies. Competency Management and Competency Mapping, Concept of
Competency and Competence, Competence v/s Competency, Types of
Competencies, Benefits and Limitations of Implementing Competencies
Developing Competency- Achievement motivation, communication, human
relations, goal setting, personal effectiveness etc. Competency Development,
Competency Mapping and Steps in Competency Mapping , Developing a
Competency Model - Competency Description and Levels, Designing
competencies dictionary
II. Competency based Application - Selection, Succession planning, Development
and career pathing, Pay, HRIS. Behavioral Event Interview - Implementation
Techniques, problems and Challenges. Behavioral Event Interview-
Implementation Techniques, problems and Challenges.
Competency Mapping and Assessment Centers - Measuring and Mapping
Competencies, Assessment Centers, history, Tools used in Assessment Centers,
Assessors-Selection and training, methodology for assessment centre, Report of an
Assessment Centre, Use of Output of Competency Assessment in organizations
and Development Planning based on the output, Context and Relevance of
Competencies in Modern Organizations.
III. Performance Management and Performance Appraisal - Overview,
Objectives, Process, Methods, Forms & Formats, Issues and Problems, Job
Description, Employee role. Conceptual Approach to Performance Management,
Determinants of Job Performance, Goal setting, KRA, KPI’s, Components of
Effective Performance, Performance Management Cycle
IV Planning for Performance - Setting Performance Objectives, Understanding
Values and Behaviour, Individual Development Planning (how to write an IDP and
track it) Coaching and Feedback & Reviewing performance (self assessment).
Understanding common reasons for poor performance and developing
improvement measures, Performance Management and Reward Systems
V Performance Management, Development & Reviews - Performance
Management Process, Formal Performance Reviews, Completing Self
Assessments and Participating in the performance review discussions (appraisal

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communication). Process and Documentation of Performance management,

Measuring Performance & Performance Improvement Plan formats - Measurement
issues - Types of measures, Concept of Bell Curve, Ratings and rating errors.
Performance Management in Action - Counseling, legal and ethical perspectives
in Performance Management
Reference Text :
1. Management; a competency based approach By: Hellriegel Don.
2. T. V. Rao and Gopal Mahapatra (2004): 360 degree Feedback and Performance
Management; Excel books
3. R. K Sahu (2007): Performance Management System, Excel books
4. Handbook of Organizational performance : behaviour analysis & Management
By: Johnson Merle C.
5. The handbook of competency mapping By: Sanghi Seema.

Course Cognitive abilities Course outcomes

Outcome
Able to recognize and memorize concept of Competency
CO1 REMEMBERING and Performance Management, its relevance to modern
Organizations.
Capable enough to Summarize and interpret the
CO2 UNDERSTANDING Competency and performance management practices in
the Industry
Determine and execute the theories of Competency and
CO3 APPLYING
Performance Management
Distinguish and integrate skills to analyze and develop
CO4 ANALYSING
competency and performance Management processes
Moderate and review a customized competency and
CO5 EVALUATING performance management plan as per the need of the
organization

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Semester III Specialization Human Resource

Course Code H303 Type Core (HR)
Marks & Credit 100Marks, 4Credits LTP
Course Title Human Resource Metrics and Analytics

Course Objectives
1 To find out the right HR analytics and Matrices
2 To provide training knowledge and Implementation of HR Matrices and Analytics
3 To manage & take data driven decisions by extracting meaningful data

H303 HUMAN RESOURCE METRICS AND ANALYTICS (100Marks,4 Credits)

I. HR Metrics Overview: Concepts, Objectives, Historical evolution of HR metrics,
explain how and why metrics are used in an organization
II. Designing effective Metrics: Deciding what metrics are important to your
business, HR metrics design principles, approaches for designing HR metrics, The
Inside-Out Approach, The Outside-In Approach, Align HR metrics with business
strategy, goals and objectives, Link HR to the strategy map, Creating levels of
metrics measures
III. HR efficiency measures HR Effectiveness measures HR value / impact measures
IV Building HR functions metrics: Workforce Planning Metrics, Recruitment
Metrics, Training & Development Metrics, Compensation & Benefits Metrics,
Employee relations & Retention Metrics
V HR Analytics Overview, What HR Analytics, Importance of HR Analytics,
Translating HR metrics results into actionable business decisions for upper
management (Using Excel Application exercises, HR dashboards).
Reference Text:
1 Dr. Pillai Subramaniyam, HR Matrices and Analytics, Oxford business review
2 Peter S. Hawkings, Study on HR Matrices and Analytics, Harward publication

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To define & describe HR Metrics & role of analytics
Explain the implications of metrics & analytics on decision
CO2 UNDERSTANDING
making
CO3 APPLYING Apply &utilize HR Metrics and Analytics in real situations
Examine different HR efficiency measures for better
CO4 ANALYSING
application
Develop HR metrics that results into actionable business
CO5 EVALUATING
decisions

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Semester III Specialization Human Resource

Course Code H304 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Strategic and Global Human Resource Management

Course Objectives
1. This course provides an understanding of the role of human resource management (HRM)
in international contexts.
2. The aim of the Global Human Resource Management (GHRM) is to create awareness of
cross cultural sensitivities among managers globally and hiring of staff across geographic
boundaries.

H304 STRATEGIC AND GLOBAL HUMAN RESOURCE MANAGEMENT

(100 Marks, 4 Credits)
I. Strategic Management of Human Resource – Concepts, HR Strategy, Evolution
of SHRM, Factors, Strategic fit, SHRM approaches Strategic HRP – Business
Strategy and HRP, Significance, Objectives, HRP process, Special Challenge:
HRP and outsourcing. Change Management Processes in Organization – Role
of HRM in managing organizational change and transformation, Role of HRM in
managing culture change. HR strategy and Role - Sectoral Context
II. Strategic Approach to Manpower Acquisition – Recruitment and Selection:
External and Internal influences on staffing, Recruitment Sources and Methods,
New approaches to recruitment, Staffing process, Strategic recruitment and
selection. Strategic Approach to Training & Development of Human
Resources- Need, Significance, Linkage between business strategy and training,
New developments in training and development
III. Strategic Talent Management - Define talent, Role of HR, Challenges, Talent
Retention, Developing employee’s knowledge and skills. HRM in
Multinationals– Defining IHRM, Difference between international and domestic
HRM, Difference between domestic and international managers, Developing
international HR strategies, Types of international employees, issues and barriers.
Integrating Human Resource Strategies with corporate strategies; Human
Resource Management as an approach to organisation design and the role of HRM
in organisation management, Corporate Ethics, Values and SHRM, Competencies
of HR Professional in a SHRM Scenario, Evaluating the Effectiveness of SHRM,
IV Business Internationalization and IHRM Approaches – Globalization and
HRM, Stages of Internationalization of business, Approaches to IHRM,
Ethnocentric, Polycentric and Regio - centric organization, Global strategy,
Competencies required in international managers. Culture - Basics of culture,
Organisational Culture in MNC’s – Defining Organizational Culture,
Limitations of organizational structure and culture, Organizational culture and
technology, Types of organizational cultures, Strategy and organization culture
V Expatriate Recruitment & Selection – Sources of global employees, Advantages
and disadvantages of HCN and PCN, Types of international staffing policy,
Expatriate failures, Recruitment method, Factors in expatriate selection, Recent

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trends in staffing, Selection techniques. Expatriate Training & Development –

Training strategies, Expatriate training, HCN and TCN training, Emerging trends.
The role of expatriate training, components of effective pre-departure training,
developing staff through international assignments International Compensation
Management - Objectives, Compensation philosophy, Theories, Compensation
strategy, Components, Issues in international compensation, Performance
Management: Introduction, performance management of International employees,
performance appraisal of International employees
Reference Text :
1. Tanuja Agarwala (2007): Strategic Human Resource Management, Oxford
University Press
2. Pulak Das (2011): Strategic Human Resource Management: A Resource Driven
Perspective, Cengage Learning
3. Gary Dessler amd Biju Varkkey (2011): Human Resource Management, Pearson
Education
4. V.V.Ramani (2007): Effective Talent Management , ICFAI University Press
5. Lance A Berger and Dorothy Berger: The Talent Management Handbook, Tata
McGraw Hill
6. Peter Dowling and Denice Welch (2004): International Human Resources
Management: Managing People in Multinational Context, Thomson South
Western
7. Betty Punnett, (2004): International Perspectives on Organizational Behavior and
Human Resource Management, Prentice Hall of India
8. S. C. Gupta (2008): International Human Resource Management: Text and Cases,
Macmillan Publication
9. Nina Jacob (2004): Intercultural Management, Kogan Page
10. S. K. Bhatia and Poonam Chaudhary (2003): Managing Cultural Diversity in
Globalization: Key to Business Success of Global Managers Insight and
Strategies, Deep and Deep Publication
11. John B. Cullen: Multinational Management – A Strategic Approach, Thomson
South
12. International Human Resource Management, Peter Dowling and Denice Welch,
Cengage Learning
13. International Human Resource Management, Tony Edwards, Pearson Education
14. Global Human Growth Model, M.N Rudrabasavaraj, Himalaya
15. International Human Resource Management, Monir Tayeb, Oxford

Course Cognitive abilities Course outcomes

Outcome
Able to comprehend models & process in the field of
CO1 REMEMBERING
strategic Human Resource Management & Global HRM
Explain implications of Strategic HRM & Global HRM
CO2 UNDERSTANDING from the perspectives of employees, managers, leaders and
the organization.

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Able to apply the learned critical areas of SHRM &

CO3 APPLYING
Global HRM in better decision making
Students will be able to analyze the role of human
CO4 ANALYSING resources on a global platform to accomplish
organizational goals and objectives
Students will be able to evaluate critical decision at
CO5 EVALUATING national & global level while becoming a Strategic
Business Partner

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Semester III Specialization Human Resources

Course Code H305 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Talent Management & Development

Course Objectives
This course will help in strategic planning to acquiring talent to performance
1 management and succession planning.

This course teaches the elements of talent management within a framework of current
2 application, to help students better understand talent management techniques and learn to
use them in a profitable way.

H305 Talent Management & Development (100Marks,4 Credits)

I. Building Blocks for Talent Management: Talent v/s Knowledge Workers,

Talent Value chain, Talent Management – Overview (History, Scope, Need,
Challenges & Opportunities, Benefits), Focus Areas in Talent Management, Key
processes of Talent Management, Building Blocks of Effective Talent
Management Framework (Josh Bersin, Deloitte)
II. Talent Management Strategy and Models of Talent Management: Role of HR
in talent management: Strategic HR Business Partner Model, Talent Management
Models, Three Drivers of Talent Management Strategy, Mapping Business
Strategies and Talent Management Strategies, Steps in Implementing Talent
Management Strategy, Talent Management Best Practices in organizations, Talent
Management Programs in organizations (Case discussions), Effective Talent
Management Systems / Tools.

III. Manpower Planning and Talent Acquisition: Manpower Planning, Talent

Acquisition Process and Workflow, Talent Acquisition Maturity Model (Bersin
by Deloitte), Recruitment Cycle for Employee / Contract and Metrics, Latest
Trends in Sourcing candidates, Talent Acquisition Strategies, Best practices in
Talent Acquisition in Industries
Technology Adoption in Talent Acquisition, Case discussions.

IV Talent Engagement: Challenges, Levels of Employee Engagement, X Model of

Employee Engagement, Rule of David Tong, Talent Engagement Strategies, Best
practices in Talent Engagement in Industries, Surveys/Tools to measure Talent
Engagement, Case discussions.

V Other Talent development Essentials:

Various 9 Box Grids in Talent Management (Practitioner’s Guide) with examples,
Strategic Accountability approach in developing the workforce, Performance
Management System Overview, Succession Management Process, Designing

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Succession Planning program, Compensation and Rewards strategies for effective

Talent Management.

Course COGNITIVE COURSE OUTCOMES

Outcome ABILITIES
CO1 REMEMBERING Conduct analysis, measures and prepare reports to make
better decisions

CO2 UNDERSTANDING Understanding each of the building blocks in Talent

Management

CO3 APPLYING Applying learners with the models, strategies, and

practices
CO4 ANALYSING Analysing the Talent Management Process

CO5 EVALUATING Developing knowledge on measuring the effectiveness of

Talent Management initiatives

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Semester III Specialization Human Resources

Course Code H306 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Human resource Planning & development

Course Objectives
This course presents a thorough and systematic coverage of issues related to Human
1
resource planning and development.
This course will help the students to think strategically and integrate the activities of HR
2
with the organization’s goals.

H306 HUMAN RESOURCE PLANNING &DEVELOPMENT (100Marks,4 Credits)

Introduction to HRD: Definition, Relationship between HRM &HRD, Functions

of HRD, HRD Climate, Roles & Competencies of HRD professional Aligning HRD
with corporate strategy, the evolution of the HRD theory, shift from training to
Learning, Interventions to informal workplace training, Model of Employee
Behavior and Employee Influence.
I.
Work System of Human Resource Planning & Development: Human Resource
Planning and procurement techniques, Work planning and role analysis, Work
review and feedback, Trends in performance management and feedback, The Role
& Theories of Learning and HRD, Learning and Instruction, Different theories of
learning, Learning strategies and style.
Human Resource Planning (HRP): Definition, Objectives, Need, Importance and
the Process in HRP, Problems in HRP Process, Design and Resign of Work
II. Systems: Design of work systems, Job rotation, Redesign of work systems,
Strategic work redesign in Action, Mergers and Acquisitions, understanding
change, Managing Change.
HRD Needs: Purpose of Assessment, Different level of Need Assessment (i.e.
Personal/task/Organizational/Strategic), Prioritizing HRD needs, A systematic
approach to Training need Assessment, Training & HRD process model.
III
Designing Effective HRD programs: Defining the objectives of the HRD
.
interventions., Make –versus –buy decision, Selecting the Trainer, preparing a
lesson Plan, selecting training methods, Preparing training materials, Scheduling
HRD Programs.
Training Delivery methods: Various On-Job Training methods, Different Off the
Job/Classroom Training approaches, Computer based training program and others,
Implementing the Training Programs, HRD Program evaluation, Purpose of HRD
Evaluation, Models and frameworks of evaluation, Accessing impact of HRD
IV
Programs, Different approaches for evaluation, Stakeholder/Business approaches
like; ROI, HREI, Human Capital measurement and HR Profit Centre, Utility
analysis etc. The training Evaluation Process, Data Collection for HRD evaluation
Ethical issues concerning Evaluation.

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Global Perspectives of HRD Implications of Globalization on HRD, Current and

future International trends in HRD, Cultural Diversity Management, HRD and
Knowledge Management
HRD Applications: Management Development and Management,
V education/Training Socialization& orientation of Employees, Employee
Counselling and wellness Services, Coaching and performance management-
Competency, Mapping Assessment centres, Career planning and development,
Succession Planning and Career Management, Employee skills and technical
training (Basic Workplace Competencies, Basic Skill /literacy program,
Interpersonal Skill training, Professional developments and Education etc)

Course COGNITIVE
COURSE OUTCOMES
Outcome ABILITIES
Contribute to the development, implementation, and
CO1 REMEMBERING evaluation of employee recruitment, selection, and retention
plans and processes.
Understand current competencies and skills and existing
CO2 UNDERSTANDING
gaps in human resources
Manage own professional development and provide
CO3 APPLYING leadership to others in the achievement of ongoing
competence in human resources professional practice
Analyze business environment to anticipate Human
CO4 ANALYSING
Resource requirement / Competencies.
Evaluate human resource planning techniques and models
CO5 EVALUATING
being developed and adapted globally.

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Semester III Specialization Human Resource

Course Code H307 Type Elective
Marks & Credit 100Marks, 4Credits LTP
Course Title Human Resource Information System

Course Objectives
1 To understand the concepts & designs under Human Resource Information Systems
2 To gain a practical insight on the systems consideration in the design of human resources
information system
3 To develop & acquire skills for setting up of an HRIS structure, leveraging in effective
decision making

H307 HUMAN RESOURCE INFORMATION SYSTEM (100Marks,4 Credits)

I. Introduction to Human Resource Management and Human Resource Information
Systems: Evolution of Human Resource Management and Human Resource
Information Systems: The Role of Information Technology, Database Concepts
and Applications in Human Resource Information Systems, Systems
Considerations in the Design of an HRIS: Planning for Implementation
II. Determining Human Resource Information System’s Needs: Human Resource
Information Systems Needs Analysis, System Design and Acquisition, HR Metrics
and Workforce Analytics, Cost Justifying Human Resource Information Systems
Investment
III. Resource Information Systems Implementation and Acceptance: Human Resource
Information Systems Project Management, Change Management: Implementation,
Integration and Maintenance of the Human Resource Information Systems
IV Human Resource Information Systems Applications: Human Resource
Administration and Human Resource Information Systems, Talent Management 1:
Job Analysis and Human Resource Planning, Recruitment and Selection in an
Internet Context, Training and Development: Issues and Human Resource
Information Systems Applications, Performance Management, Compensation,
Benefits, Payroll and the Human Resource Information Systems, International
Human Resource Management
V Special Topics in Human Resource Information Systems: Information Security and
Privacy in Human Resource Information Systems, The Future of Human Resource
Information Systems: Emerging Trends in Human Resource Management and
Information Technology
Reference Text:
1 Human Resource Information Systems- Basics, Application, Future and Direction
by Dr. Michael Kavanagh and Dr. Mohan Thite
2 Human Resource Information System by P.K.Gupta and Sushil Chaabra Human
Resource Management by Gary Dessler, Pearson Publication

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Course Cognitive abilities Course outcomes

Outcome
Able to define the concepts, models of Human Resource
CO1 REMEMBERING
Information System
Able to compare & contrast the HRIS design & analytics
CO2 UNDERSTANDING
for successful execution
CO3 APPLYING Able to apply the learned models & design of HRIS
Able to devise strategies for HRIS implementation under
CO4 ANALYSING
various functions of HR
Able to summarize the application of HRIS that aids in
CO5 EVALUATING
effective decision making

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Semester III (OPERATIONS)

Course Course Name Domain Marks Credits
Code
CORE (OPERATIONS)
O301 Operations Strategy OPS 100 4
O302 Project Management OPS 100 4
O303 Supply Chain Management Analytics OPS 100 4
ELECTIVES (OPERATIONS)
O304 Supply Chain Management Digital Transformation OPS 100 4
O305 Operational Effectiveness OPS 100 4
O306 Logistics Policies in India and Supply Chain OPS 100 4
Finance
O307 System Design and Business Dynamics OPS 100 4

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Semester III Specialization Operations

Course Code O301 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Operations Strategy

Course Objectives
1 To comprehend the function of operations strategy in the firm's overall business strategy
2 To comprehend how the operating strategy interacts with other crucial business functions,
3 To locate and assess various operations strategy approaches around the world

O301. Name of the Course (100 Marks, 4 Credits)

I. Operations and its importance: An Introduction to Operations Strategy
operational planning, An overview of the operations strategy's content The matrix
of operations strategy
II. Overview of operational performance - Objectives for operational performance a
compromise, Operational and targeting focus
Strategy for Process of Operations - Sustainable Alignment, Alignment that
endures over time, formulation method and results, Analysis for formulation,
alignment models for formulation, The difficulties in developing an operations
plan

III. The overall degree of operational capacity, or capacity strategy size and quantity
of locations, Change in capacity, Strategic importance of product and service
development, organizational capacity for product service development, The
process of developing products and services, Considering market demands when
developing products and services Developing products and services from the
standpoint of operations resources
IV Supply Network Strategy: Do or buy when choosing an outsourcing partner?
Partnership-based supply, supplier and network partnerships, and conventional
market-based supply Network activity, network administration development and
improvement as part of an improvement strategy, Choosing the course,
Performance mapping for importance Creating operational capabilities and putting
them into use
V Process engineering Scale and scalability in strategy, as well as each technological
component's capacity Automation level and analytical content the extent of the
linkage or connectedness The matrix of products and processes A review of
process technology
Operation Process putting strategy into practice Meaning, The strategic context for
the purpose Process: the methodological context, Entry Point: the organizational
context the context of project management for delivery, Operational context for
participation

Reference Text :
1. Nigel Slack and Michael Lewis (2010) : Operations Strategy, Pearson Education
2. Sara L. Beckman, Donald Barry Rosenfield, Operations Strategy, McGraw – Hill
Higher Education
3. Global Operations Strategy : Fundamentals and Practice : Springer; 2013 edition

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Course Cognitive abilities Course outcomes
Outcome
CO1 REMEMBERING To be able to recall operational and capacity-
management ideas
CO2 UNDERSTANDING To understand adjustments to be made to a changing
operations strategy
CO3 APPLYING To implement plans for process technology strategy as
a team
CO4 ANALYSING Analyze operational strategies
CO5 EVALUATING Evaluate impact of Operational strategy post their
implementation

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Semester III Specialization Operations

Course Code O302 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Project Management

Course Objectives
1 Understanding the project management framework
2 Applying various financial concepts for executing project management
3 Time and Risk management through technology

O302. Project Management (100 Marks, 4 Credits)

I. Project Management Framework - Operation vs Project, Program Management,
Project Management, Portfolio Management, Organisational Project Management,
Project Management Office, Constraints, Organisation Structure, Project
Environment, Project Life Cycle
Project Management Processes - Process Chart
II. Integration Management - Project Management Plan, Project Charter, Corrective
Action, Preventive action, Defect Repair, Change Control Board, Cost Benefit
Analysis, NPV, IRR, Payback Period, Present Value, Economic Value added,
Opportunity Cost, Sunk Cost, Law of Diminishing returns, Working capital,
depreciation
Scope Management - Work Break Down Structure, WBS Dictionary, Work package,
activity, Product Scope, Project Scope, Decomposition, Control Account, Product
Analysis, Verified deliverables, Data collection techniques, Requirements
categories
III. Time Management - Schedule Compression, Activity list, Network Diagram, Critical
path, Float, Three-point estimation, Monte Carlo, Bar Chart, Milestone Chart,
schedule model, Schedule Management Plan. Resource optimisation, Resource
Break Down structure, Reserve Analysis, Padding, Analogous estimating,
Parametric Estimation, Heuristics, GERT
Cost Management - Earned Value Measurement, Analogous Estimating, Bottom-up
estimating, parametric estimating, cost management plan, contingency reserve,
management reserve, cost risk, Value Analysis, Cost of quality, ROI, Discounted
cashflow.
` IV Risk Management - Inputs to Risk Management, Risk response strategies,
Probability and impact matrix, fallback plans, watch list, risk owner, residual risk,
secondary risk. types of risk, sensitivity analysis, risk audit, SWOT Analysis, risk
appetite, risk triggers, risk tolerance, risk threshold, decision tree, risk averse, risk
factors
Stakeholder Management - Stakeholder - management process, analysis, register,
expectation, engagement, power and interest grid, salience model

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V Human Resource Management - various role, Human Resource Plan, Staffing
Management plan, recognition and reward system, team building, conflict
resolution techniques, responsibility assignment matrix, motivation theory, Halo
effect, expectancy theory, multi criteria decision analysis
Communication Management - Communication Management Plan, performance
reporting, Communication - models, types, technology, channels, methods, Control
of Communication, Rules of meeting, communication blockers
Reference Text :
1. Project Management Professional - Rita Mulcahy
2. Project Management Planning and Control - Albert Lester

Course Outcome Cognitive abilities Course outcomes

CO1 REMEMBERING Remembering project management framework
CO2 UNDERSTANDING Understanding the methods involved for
multiple resource allocation
CO3 APPLYING Applying the techniques of project management
in various PM softwares
CO4 ANALYSING Analysing the time management of projects
CO5 EVALUATING Evaluating the efficiency of communication
maintained through the project execution

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Semester III Specialization Operations

Course Code O303 Type Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Supply Chain Management Analytics

Course Objectives
1 Articulate the philosophy and approach in data-driven Supply Chain Management.
2 Understand the important role of change management, develop key skills to implement
new business solutions and processes
3 To learn how to gather data, where to gather data, and what are the common ways data is
gathered
O303. Supply Chain Management Analytics (100 Marks, 4 Credits)
I. Introduction to Supply Chain Analytics: Overview of supply chain management
and analytics, Key concepts and terminology
Data Collection and Management: Data sources and types, Data collection
methods, Data cleaning and preparation
Descriptive Analytics: Data visualization and exploration, Descriptive statistics,
Introduction to Python for data analysis
II. Predictive Analytics: Regression analysis, Time series forecasting, Introduction to
R for predictive analytics
Prescriptive Analytics: Optimization models and techniques, Linear programming,
Integer programming
Inventory Management: Inventory control models, Safety stock and reorder point,
Economic order quantity
III. Transportation and Logistics: Transportation optimization, Routing and scheduling,
Network design
Warehousing and Distribution: Warehouse layout and design, Order picking and
packing, Cross-docking
Supplier Management: Supplier selection and evaluation, Supplier performance
measurement, Contract management
IV Risk Management: Risk identification and assessment, Risk mitigation strategies,
Business continuity planning
Multicriteria Decision Making:
Facility location and warehousing decision:
V Demand Planning and Forecasting: Demand forecasting techniques,
Collaborative planning, forecasting and replenishment (CPFR),
Sales and operations planning (S&OP)
Supply Chain Performance Measurement: Key performance indicators (KPIs),
Balanced scorecard, Benchmarking
Supply Chain Strategy and Design: Supply chain strategy development, Supply
chain network design, Global supply chain considerations
Emerging Trends and Technologies: Blockchain and supply chain, Internet of
Things (IoT) and supply chain, Artificial intelligence and machine learning in
supply chain

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Reference Text :
1. Supply Chain Analytics – TAS Vijayaraghavan

2. Supply Chain Analytics - Concepts, Techniques and Applications, by Kurt Y. Liu -

Springer
3 Supply Chain Analytics Using data to optimize supply chain processes – Peter W
Robertson
4 Supply Chain Analytics – Strategies, Model and Solution - Rabindranath
Bhattacharya, Anindita Mitra Bhattacharyya

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To recall and understand the fundamental concepts and
principles of Supply Chain Management Analytics.
CO2 UNDERSTANDING To develop a deeper understanding of the complexities
involved in supply chain management.
CO3 APPLYING To apply the acquired knowledge and skills to develop
and implement effective supply chain analytics strategies
and tactics.
CO4 ANALYZING To analyze and interpret data related to supply chain
performance, such as inventory levels, transportation
costs, and order fulfillment rates.
CO5 EVALUATING To evaluate the financial, operational, and strategic
implications of supply chain decisions and their impact
on stakeholders.

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Semester III Specialization Operations

Course Code O304 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Supply Chain Management Digital Transformation

Course Objectives
1 Understanding the conceptual framework for industry 4.0
2 Analysing supply chain analytics through Big Data
3 Digital Supply Chain in fields of retail, textile, food and maritime

O304. Name of the Course (100 Marks, 4 Credits)

I. Conceptual framework for industry 4.0 - First three industrial revolution, Industry
4.0 Framework, Globalization and liberalization and their impact on supply
chains, Digitization of logistics and challenges in logistics 4.0, inventory control
system, MRP, MRP II, ERP
Supply Chain Analytics technology for big data - Introduction to analytics,
necessity for big data in SCM, Features of SCM analytics, opportunities and
application for supply chain analytics, tools for supply chain analytics, supply
chain analytics method, SC challenges in adopting in big data analytics, future of
SC analytics
Big data in procurement - macroenvironment, critical success factors for
procurement, procurement cycle, supporting solutions, application of the model
II. Managing Suppliers - Supply Network, The Supply Base, supplier development,
supplier selection, procurement, restructuring outsourcing, supplier relationship
management
Digitalization in production and warehousing in food supply chain, Automotive,
international shipping and maritime logistics digitalization
III. Transforming the contemporary supply chain - uncertainty, crafting
responsiveness in fulfillment, supply chain cost, information technology, global
value chain, segmentation
Digital Supply Chain - reshaping of retail value chain, platform based retail
ecosystem, digitization in textile and clothing sectors
IV Internet of Things and Cyber - Physical system in SCM, challenges, change in
business model and production process
Fuzzy decision making in SCM
Machine Learning in SCM - Machine learning algorithms according to learning
types
Augmented Reality in SCM
Blockchain in SCM - Block Chain in Supply Chain and Logistic, SWOT analysis
for adoption of Block chain technology
V Incorporating Emerging Economies in the supply chain - Mature economies,
emerging economies, integrated supply chain, business model for supply chain
integration, global supply chain finance
Management of Digital Transformation in SCM - roles of Human in Industry 4.0,
Smart and Sustainable greeen SCM

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Reference Text :
1. Big Data Anlytics in SCM - Simon James Fong, Amir H Gandomi
2. Logistic 4.0 Digital Transformation of Supply Chain Management - Turan Paksoy,
Sadia Samar Ali
3. Supply Chain Transformation - Amiya K Chakravarty
4 The Digital Supply Chain -Bart L MacCarthy, Dmitry Ivanov

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING Remembering the conceptual framework of industry 4.0
CO2 UNDERSTANDING Understanding the supplier’s relationship and moving from
contemporary supply chain
CO3 APPLYING Applying supply chain analytics through Big Data
CO4 ANALYSING Analysing the technology aspect of Supply chain
CO5 EVALUATING Evaluating emerging economies in supply chain

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Semester III Specialization Operations

Course Code O305 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Operational Effectiveness

Course Objectives
1 To expose the student of Management to operations principles

2 To understand basic operating principles in product and service industry

To be able to apply different analytical techniques of operations Management in

3
different industry sectors

O305 Operational Effectiveness (100 Marks, 4 Credits)

I. Introduction of Operation Effectiveness - What is Operational Effectiveness?,
Differences between manufacturing and service organisation, Operations
Management Decision, Historical development, Todays OM Environment, OM
across the organisation.
Operation strategy and competitiveness - Role of Operation Strategy, developing
a business strategy,strategic role of technology, productivity, Operations strategy
within OM, Operations strategy across the organization
Product Design and Process Selection - Product Design, Product Design
Process, Factors impacting Product design, process selection, designing
processes, process performance metrics, linking product design and process,
technology decision, designing services, product design and process selection
within OM and across organisation
II. Break Even Analysis, Capacity Planning - making capacity planning decision,
decision trees, location analysis, making location decision, capacity planning
within OM and across orgnaistion.
Layout Planning - Types of layout, designing process layout, special cases of
process layout, designing product layout, group technology layout, facility
layout within OM and across organisation
Transportation - North West, Least Cell, Vogel
III. Work System Design - Designing a work system, Job design, methods analysis,
the work environment, work measurement, setting standard times,
compensation, learning curves, work system design within OM and across
organisation
Inventory Management - How companies use their inventory, Objectives of
Inventory Managemnent, relevant inventory cost, ABC inventory classification,
inventory record accuracy, inventory in service organisation, determining order
quantities, Mathematical models for determining order quantity, why companies
dont always use the optimal order quantity, justifying smaller order quantities,
determining safety stock levels, periodic review system, single period inventory
model, Inventory management within OM and across organisation

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IV Aggregate planning - role of aggregate planning, types of aggregate plans,

aggregate planning options, evaluating the current situation, developing aggregate
plan, aggregate plans for companies with tangible products, aggregate plans for
service companies with non tangible products, aggregate planning within OM and
across the organisation
Resource Planning - ERP, Evolution of ERP, benefits of ERP, cost of ERP system,
material planning systems, MRP, types of demand, objective of MRP, MRP
inputs, MRP explosion process, comparison of lot size rules, the role of capacity
requirements planning, resource planning within OM and across organisation
V Scheduling - high volmer operations, low volume operations, scheduling work,
how to sequence jobs, measuring performance, comparing priority rules,
sequencing job through two work centers, scheduling bottlenecks, theory of
constraints, scheduling for service organisation, developing a workforce schedule,
scheduling within OM and across organisation.
Spreadsheet Modeling, Introduction to Optimization, Waiting line models, master
scheduling and rough cut capacity planning
Reference Text :
1. Operation Management - Nigel Slack
2. Production and Operation Management - SN Chary
3. Operation Management - Reid and Sanders

Course Cognitive abilities Course outcomes

Outcome

CO1 REMEMBERING Understand operations management concepts and

principles.

CO2 UNDERSTANDING Understanding the complexities of managing operations

effectively.

CO3 APPLYING Develop and implement effective process designs

and improvement strategies.

CO4 ANALYSING Identify areas for improvement and optimize process

performance.

CO5 EVALUATING Evaluation of operational strategies to improve

organizational performance and impact on stakeholders.

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Semester III Specialization Operations

Course Code O306 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Logistics Policies in India and Supply Chain Finance

Course Objectives
1 To know and learn the different rules and regulations applicable to logistics in India
2 To understand the implication of the rules and regulations on the logistics operations
3 To familiarize the students with impact of GST and the potential of NLP 2022 and Supply
Chain Finance

O306 Logistics policies in India and Supply Chain

Finance) (100 Marks, 4 Credits)
I. Multimodal Transportation of Goods Act, 1993, Carriage by Road Act, 2007,
The Warehousing (Development and Regulation) Act, 2007
II. The Railways Act, 1989, The (Indian) Bills of Lading Act, 1856, The Carriage of
Goods by Sea Act, 1925, The Merchant Shipping Act, 1958
III. The Marine Insurance Act, 1963, The Carriage by Air Act, 1972
IV Impact of GST on Logistics, National logistics policy (NLP) 2022
V Supply Chain Finance: Inventory valuation method, Activity Based Costing,
Working Capital, Cost systems, Cash to Cash Cycle, Connecting supply chain
transactions to financial statements
Reference Text :
1. Gargi Rajvanshi - Transportation Law, LexisNexis Publication
2. Dr. S.R. Myneni - Transportation Law – 1 January 2022, New ERA law
publication
3. Albert Badia - Shipping and Commercial Case Law, Marge Publishing

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To recall and understand the fundamental concepts and
principles of logistics policies and supply chain finance.
CO2 UNDERSTANDING To develop a deeper understanding of the complexities
involved in logistics policies and supply chain finance
CO3 APPLYING To integrate of policies and finance decisions into supply
chain operations and processes.
CO4 ANALYZING To analyze and interpret data related to logistics policies
and supply chain finance, such as transportation costs,
inventory costs, and financing costs.
CO5 EVALUATING To evaluate the financial, operational, and strategic
implications of logistics policies and supply chain
finance decisions and their impact on stakeholders.

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Semester III Specialization Operations

Course Code O307 Type Elective
Marks & Credit 100 Marks, 4 Credits LTP
Course Title System Design and Business Dynamics

Course Objectives
1 Introduction to system dynamics modeling for the analysis of business policy and strategy
2 Develop systems thinking by representing and assessing dynamic complexity
3 Explain the value of Systems Dynamic approach in business today

O307 System Design and Business Dynamics (100 Marks, 4 Credits)

I. Introduction to System design, steps in system design processes: developing
stakeholder expectations, technical requirements, logical decompositions, and
design solutions. System Design Strategy
II. Introduction: Purpose and concepts of system dynamics, Steps in System
Dynamic Modeling
III. System Dynamics Tools Part 1: Building a model
IV System Dynamics Tools Part 2: Problem definition and model purpose; building
theory with causal loop diagrams
V Hands on with a Simulation Problem, Challenges for System Dynamics and
Discussion
Reference Text :
1. Sterman, J. Business Dynamics: Systems Thinking and Modeling for a Complex
World. McGraw-Hill / Irwin, 2000. ISBN: 9780072389159.
2. Professor John Sterman, Business Dynamics: Systems Thinking and Modeling
for a Complex World (Int'l Ed) (TMHE IE OVERRUNS)

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To recall and understand the key elements of systems
thinking, the various types of system models, and the
different levels of analysis in a system.
CO2 UNDERSTANDING To develop a deeper understanding of the complexities
involved in system design and business dynamics, including
the relationships between system elements.
CO3 APPLYING To apply the acquired knowledge and skills to develop and
implement effective system designs and business strategies.
CO4 ANALYZING To analyze and interpret data related to system design and
business dynamics, such as system inputs, outputs, and
feedback loops.
CO5 EVALUATING To evaluate the effectiveness of system design and business
strategies on organizational performance.

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Semester IV

Total Number of Courses 04 NA NA 04

Total number of credits 16 NA NA 16

ALL SPECIALIZATION (FMHO)

Semester IV
C401 International Business CORE 100 4
C402 Entrepreneurship Management CORE 100 4
C403 Business Ethics and Corporate Social Responsibility CORE 100 4
C404 Dissertation Project CORE 100 4

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Semester IV Specialization FMHO

Course Code C401 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title International Business

Course Objectives
1 To develop the fundamental understanding of an international business environment, and the
strategies adopted by companies
2 To create awareness of the cultural diversity of a country and its influence in a company’s business
strategy
3 To develop the ability to apply concepts, principles, and theories to various business scenarios

C401 International Business (100 Marks, 4 Credits)

I. Analyzing International Businesses – I: Selection of an international company (preferably
an international group that consists of an Indian subsidiary or vice versa. The company
should be a publicly listed entity)
II. Analyzing International Businesses – II: Brief Discussion of the selected company
III. Culture and Business: Culture and Its Impact on International Marketing Activities,
Elements of Culture, Technology and Material Culture, Language, Aesthetics, Education,
Religion, Attitudes and Values, Social Organization
IV. Analyzing International Business – III: Familiarizing with the regulatory norms of the
country, the financial disclosure practices and the how culture influences business
strategies
V. Analyzing International Business – IV: Presentations (Finance students to present the
marketing aspects of the company, Marketing students to cover the financial disclosures
and analyze the business performance, HR students to discuss the operational strategies
and Operations students to focus on the HR strategies of their selected company)
Reference Text:
I. International Business: Competing in the Global Marketplace: Charles W. L. Hill , G.
Tomas M. Hult, et al.
II. International Trade Finance: Indian Institute of Banking & Finance
III. International Marketing: Phillip R. Cateora, R. Bruce Money, et al.

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To develop the fundamental understanding of an international
business environment, and the strategies adopted by companies
CO2 UNDERSTANDING To create awareness of the cultural diversity of a country and its
influence in a company’s business strategy
CO3 APPLYING To develop the ability to apply concepts, principles, and theories to
various business scenarios

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Semester IV Specialization FMHO

Course Code C402 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Entrepreneurship Management

Course Objectives:
1 To explore and experience the joy of creating unique solutions to market opportunities
2 To create and exploit innovative business ideas and market opportunities
3 To enable students to relate market opportunities to a business plan
4 To build a mindset focusing on developing novel and unique approaches to market opportunities

C402 ENTREPRENEURSHIP MANAGEMENT (100 Marks, 4 Credits)

I Entrepreneurial Perspective: Concept of Entrepreneur, Introduction Entrepreneur &
Entrepreneurship, Theories of Entrepreneurship, Entrepreneur v/s intrapreneur. Types of
Entrepreneur Leadership & Management in an Entrepreneurial Business, Personality of
an Entrepreneur
Idea Generation, Innovation and Entrepreneurship
II Entrepreneur v/s intrapreneur, Entrepreneurial models- Indian v/s global Analysis of
Business Opportunities in different sectors of economy at National & Global levels Legal
issues for Entrepreneur: Intellectual property rights: Copyrights, Trademarks, Trade
secrets, Patents.

III The Entrepreneurial Environment, dynamic role of Small Business Industry in Economic
Development. Policy Perspectives in India to promote Entrepreneurship EDP -
Government support & Schemes – Agencies for supporting Entrepreneur Growth –
SIDBI, SSIDC, EXIM BANK etc.
Analysis of Business Opportunities in different sectors of economy at National & Global
levels. Quick Start Routes to establish an Enterprise (Franchising, Anciliarising, BPO &
Acquisitioning) Support Organizations for an Entrepreneur and their Role
Legal framework for starting a Business industry in India. Program New Venture
expansion – strategies and issues

IV The Enterprise Launching: Exploring Business Opportunity – Idea Generation, Idea

Evaluation, Feasibility Analysis – Financial, Marketing, HR, . Sources of Finance – short
term, Long Term, Venture Capital Product/Project Identification, Building the business
plan- Feasibility study: Setting up of Small business enterprises. Basic financial
statements, Managing Cash Flows, Preparation of projected financial statements,
Applications of Business ratios, Sources of finance: Debt and Equity. HRM in Small
business: Importance of HRM, HRD, Industrial relations, labour laws, pollution control
laws.

V Start Up, Ventures Translating Business Model in to Start up – Gaining Market

Intelligence, Developing & Validating Business Model, Execution Institutions

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supporting small business enterprises: Introduction, Central level institutions, state level
institutions, other agencies.

Reference Text:

1 Bygrave, W., & Zacharakis, A. (2017) Entrepreneurship, 4th Edition (3rd Edition is ok
too) Wiley.
2 Eric, Reis (2017) The Start-up Way: How Entrepreneurial Management Transforms and
Drives Growth

Course Cognitive abilities Course outcomes

Outcome
CO1 REMEMBERING To understand the concept & Theories that can be used for
developing entrepreneurial mindset.
CO2 UNDERSTANDING To create and exploit innovative business ideas and market
opportunities
CO3 APPLYING To enable students to relate market opportunities to a business
plan & create unique solutions to market opportunities
CO4 ANALYSING To build a mindset focusing on developing novel and unique
approaches to market opportunities
CO5 EVALUATING To be able to build good business plan contributing in the
development & for getting grants & permission for of various
funding schemes

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Semester IV Specialization FMHO

Course Code C403 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Business Ethics and Corporate Social Responsibility

Course Objectives
1. To understand the Business Ethics and to provide best practices of business ethics
2. To learn the values and implement in their careers to become a good manager.
3. To develop various corporate social Responsibilities and practice in their professional life
4. To Imbibe the ethical issues in corporate governance and to adhere to the ethical codes.

C403 BUSINESS ETHICS AND CORPORATE SOCIAL RESPONSIBILITY

(100 Marks, 4 Credits)
I. Business Ethics:
● Importance
● Business Ethics in different organizational contexts,
● Globalization and Sustainability
● Government, regulation and business ethics
II. Normative Ethical theories, descriptive ethical theories, western modernist ethical
theories, Indian perspective on ethics, Models of ethical decision making, Individual
and situational influences on ethical decision making, Business ethics management
and standards of ethical behavior
III. Ethical issues, marketing and the consumer, Sustainable consumption, Ethical issues
and competitors, Sustainability and Business relationship, Civil society and business
ethics, Corporate citizenship and Civil society, corporate citizenship and regulation,
Environment and Business ethics
IV CSR:
● Definitions,
● Theories of CSR,
● Evolution of CSR,
● Global timeline of CSR,
● Stakeholder approach, Stakeholder dialogue, Management of Stakeholder dialogue,
● CSR in India,
● Environmental Aspect of CSR: Environmental Issues for India and the world(Global
Warming, Waste Disposal & Pollution) and CSR Efforts of Indian Companies for
mitigation of these problems
V CSR Activities, Planning of CSR activities, CSR Design and Implementation,
Corporate social performance, Measurement of CSR: Sustainability indexes,
Corporate Governance and its theories, Sustainable development, Corporate
Sustainability and CSR, Future of CSR
Reference Text :
1. W. H Shaw, Business Ethics
2. S.A. Sherlekar, Ethics in Management, Himalaya Publishing House, 2009.
3. Madhumita Chatterji, Corporate Social Responsibility, Oxford University Press.
4. Michael Blowfield and Alan Murray, Corporate Responsibility, Oxford University
Press.

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Course Cognitive abilities Course outcomes
Outcome
DESCRIBE the important theories, models, frameworks,
CO1 REMEMBERING
regulation in the field of Business Ethics and CSR.
UNDERSTAND values, norms and beliefs, ethical codes and
CO2 UNDERSTANDING
rights and duties of a stakeholder in business environment.
APPLY and incorporate the concept of Business Ethics and
CO3 APPLYING Corporate Social Responsibility (CSR) into business
decisions.
ANALYZE and explain ethical issues that are found in
CO4 ANALYSING corporate governance and shareholder relationships, Analyze
CSR initiatives
EVALUATE how decisions are actually made in business
CO5 EVALUATING
ethics and CSR

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Semester IV Specialization NA
Course Code C404 Type General Core
Marks & Credit 100 Marks, 4 Credits LTP
Course Title Dissertation Project

Course Objectives
1. To give industry exposure with intention to relate theory with practice

C404 DISSERTATION PROJECT (100 Marks, 4 Credits)

I. Dissertation is an integral part of the management curriculum. At the end of third
semester, each student shall undertake a dissertation project.
II. The student shall submit a written structured report at the end of Sem. IV based on
work done during this period on the basis of suggested guidelines, literature review
and research methodology.
III. The topics of the projects are identified on the basis of industry requirements and
current issues with a focus on relevance to the respective domain such as finance,
marketing, HR and Operations. While working on dissertation projects, students
apply theoretical knowledge for the practical implementation through hands-on
experience.
IV The student shall submit TWO hard copies & one soft copy of the project report in
Semester IV. The Institute will conduct an internal viva-voce for evaluation of the
Dissertation project.
V The external viva-voce will be conducted by industry expert.
Reference Text :
1. Industry Inputs
2. Guidelines for structure of Project Report

Course Cognitive abilities Course outcomes

Outcome
Remember business concepts, terms, models, frameworks,
CO1 REMEMBERING
hypotheses, literature reviews, research findings.
Able to understand the organization’s value system and
CO2 UNDERSTANDING
give learning outcomes
CO3 APPLYING Apply knowledge of management theories and team – work
Apply analytical abilities to the organization’s operations
CO4 ANALYSING
under review
CO5 EVALUATING Develop strategies to meet business and industry needs.

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