IV SEMESTER

MBA 42001-STRATEGIC MANAGEMENT

Course Objective: The objective of this course is to analyze the main structural features of an
industry and develop strategies that position the firm most favorably in relation to competition and
influence industry structure to enhance industry attractiveness, to recognize the different stages of
industry evolution and recommend strategies appropriate to each stage and to appraise the
resources and capabilities of the firm in terms of their ability to confer sustainable competitive
advantage and formulate strategies that leverage a firm’s core competencies.

Learning Outcomes: On completion of the course the student will be able to understand the
importance of strategies in the organizations in the midst of the tough and turbulent competitive
market environment. He will have deep knowledge on the processes of strategy formulation,
strategic analysis, strategy implementation and strategic control.

Unit-I: Introduction: Concepts in Strategic Management, Strategic Management as a process –

Developing a strategic vision, Mission, Objectives, Policies – Factors that shape a company’s
strategy – Crafting a strategy – Industry and Competitive Analysis, Porter’s Five Forces Model.

Unit-II: Environmental Scanning and leadership: Methods. SWOT Analysis – Strategies and
competitive advantages in diversified companies and its evaluation. Strategic Analysis and Choice:
Tools and techniques- BCG Matrix, Space Matrix, GE Model, Grand Strategy Matrix -Strategic
Leadership: Leadership and Style – Key Strategic Leadership Actions - Developing Human
Capital and Social Capital – Balanced Scorecard.

Unit-III: Strategy Formulation : Strategy Framework For Analyzing Competition, Porter’s

Value Chain Analysis, Competitive Advantage of a Firm, Exit and Entry Barriers - Formulation of
strategy at corporate, business and functional levels. Types of Strategies – Tailoring strategy to fit
specific industry – restructuring and diversification strategies – different methods Turnaround
strategy and diversification strategies.

Unit-IV: Strategy Implementation : Strategy and Structure, Leadership, culture connection -

Strategies for competing in Globalizing markets and internet economy – Organizational Values
and Their Impact on Strategy – Resource Allocation – Planning systems for implementation.

Unit-V: Strategy Evaluation and control – Establishing strategic controls - Measuring

performance – appropriate measures- Role of the strategist – using qualitative and quantitative
benchmarking to evaluate performance - strategic information systems – problems in measuring
performance – Strategic surveillance -strategic audit.

REFERENCES:
1 .Vijaya Kumar P,.HittA : Strategic Management, Cengage learning, New Delhi,2010.
2. John A PearceII, AmitaMital: “Strategic Management”, TMH, New Delhi, 2012.
3. Sanjay Mohapatra: “Cases Studies in Strategic Management”, Pearson, New Delhi,2012.
4. Adrian Haberberg&Alison: Strategic Management, Oxford University Press, New Delhi, 2010.
5 .P.Subba Rao: “Business Policy and Strategic Management” Text and Cases, Himalaya
Publishing House, New Delhi, 2011.
6. Appa Rao, Parvatheshwar Rao, Shiva Rama Krishna: “Strategic Management and Business
Policy”, Excel Books, New Delhi, 2012.
 MBA 42002:: ENTREPRENEURSHIP DEVELOPMENT

Course Objective: The objective of this course is to create conceptual understanding of the topic
among the students and comprehend the environment of making of an Entrepreneur and to develop
perspective understanding of startups and MSMEs in the Indian context.

Learning Outcomes:
On completion of the course, the student will be able to have conceptual understanding of the
concept of entrepreneur and entrepreneurship; growth of women and rural entrepreneurship in
Indian context. He would be able to generate ideas and opportunities for business ventures.
Student will have through knowledge of MSMEs. He will be able to recognize various institutions
like Commercial banks, SSIDC, CII, FICCI and ASSOCHAM.

Unit – I Entrepreneur and Entrepreneurship: Evolution of the Concept of Entrepreneur –

Characteristics of an Entrepreneur – Distinction between an Entrepreneur and Intrapreneur and a
Manager – Functions of an Entrepreneur – Types of entrepreneurs, Concept of Entrepreneurship –
Functions, Problems, Entrepreneurial process – Growth of Entrepreneurship in India – Recent
Trends of Women Entrepreneurship – Meaning of and Need for Rural Entrepreneurship –
Problems and Development of Rural Entrepreneurship.

Unit II Startup Ideas and Opportunity Assessment: Importance of Ideas – Sources of startup
Ideas – Techniques for generating ideas – Steps in potential ideas – Opportunity Recognition-
sources and process – Development of Programmes E – Business Ventures – Importance of
Financial Management – Project Feasibility Study.

Unit – III MSME Enterprises: Definitions, Characteristics – Relationships of MSME –

Relationship with large units – Export Oriented Units - Rationale – Objectives – Scope of Small
Enterprises – Opportunities for an Entrepreneurial career – Role of Small Enterprises in Economic
Development – Causes and Symptoms of Sickness – Cure for Sickness.

Unit IV Project preparation and Financing Ventures: Meaning of and Preparation of Project
– Importance of Report – Content; Guidelines for Report preparation – Network Analysis –
PERT and CPM – Sources of Finance – Concept of working Capital and Estimation – Seed
Capital – Venture Capital.

Unit V Institutional support to Entrepreneurs: Commercial Banks – Other major financial

institutions – Central Level Institutions – KVIC; SIDO; NSIC : National Productivity Council
(NPC); EDII – State Level Institutions – DIC – SFC-state Small Industries Development
Corporation (SSIDC) – Industry Associations – Confederation of Indian Industry(CII) ;
Federation of Indian Chamber of Commerce Industry (FICCI); Associated Chambers of
Commerce and Industry of India (ASSOCHAM)
Suggested Books:

1. Vijay Sathe, “Corporate Entrepreneurship” 1st edition, 2009, Cambridge

2. S.S. Khanka, “Entrepreneurial Development”, 2007, S. Chand & Co. Ltd.
3. Vasanth Desai, “Dynamics of Entrepreneurial Development and Management”, 2007,
HPH,Millenium Edition.
4. Dr. Vasant Desai, “Small Scale Industries and Entrepreneurship”, 2006, HPH.
5. P. Narayana Reddy, “Entrepreneurship – Text and Cases”, 2010, 1st Ed. Cengage Lerning.
6. David H. Hott, “Entrepreneurship New Venture Creation”, 2004, PHI.
7. E – Book, MSME at a glance – English version, Ministry of MSME.
8. Jaynal Ud – Din Ahmed and Abdul Rashid, MSME in India, New Century Publications.
 INTERNAL ELECTIVES

MARKETING Specializations

MBA 42412: Advertising and Sales Promotion

Course Objective: The objective of the course is to provide students with detailed knowledge on
marketing mix.

Outcomes: Understand the concept and process of advertising, impact of varied advertising tools,
think about effective media, Analyze and evaluate sales promotion strategies, Effectiveness of
Direct Marketing to capture the information of target customers

Unit-I

Advertising: Advertising importance, weakness as a promotion tool, types of advertising;

Communication goals: AIDA Model, DAGMAR; advertising agency: Functions, Selecting an
Advertising Agency;advertising budget: objectives, methods

Unit-II

Advertising agencies: Word of mouth advertising, advertising planning, creativity of

advertisement copy, employing the internet for advertising, advertising research, agency-client
interface, functions and types of agencies

Unit-III

Media Management and planning: Types of media, media scheduling decisions, media mix
decisions, media evaluation and selection, media effectiveness, social and ethical aspects of media

Unit-IV

Sales promotion and sales force management: Sales promotion: objectives, types of sales
promotion tools, personal selling: sales personality, retail salesman’s duties, responsibilities and
problems, types of salesmen, AIDAS, training sales personnel, motivating the sales force,
compensating sales personnel

Unit-V

Direct marketing and Public Relations: advantages, techniques, public relations objectives, tools
of public relations, event marketing: Importance, promotion of events.

Reference Books

1. Foundations of Advertising theory and practice S.A Chunawalla, K.C Sethia, Himalaya
Publishing House
2. Sales & Advertisement Management, S.Rajkumar, V.Raja Gopalan, S.Chand Publisher
3. Advertising Management, Jeth Waney, Jain Oxford Publisher
4. Integrated Advertising, Promotion and Marketing communications, Krusti shah, Lon D Souza,
TMH
Publisher
5. Salesmanship and Publicity, Rustom S Davar, Sohrab R Davar, Nusli R Davar
6. Marketing Management, R.S.N Pillai BagavathiS.Chand Publisher
 MBA 42413: RETAILING MARKETING

Course Objectives: Understand the key elements in planning, managing, and executing the retail
marketing mix as they relate to the product, price, distribution, and promotion. Identify the
approaches to and guidelines used to analyze and solve retailers' problems and make decisions in
retail organizations.
Outcome: After completion of the syllabus for retail marketing the students will be able to have a
complete idea on retailing, retail establishments, maintenance of retail establishments, retail store
structure, retailing financial and HR strategies etc.

UNIT-I

Introduction to Retailing: Retailing – Meaning functions – Types of retailers – Services of retailers

– significance of retailing – Multichannel retailing;

UNIT-II

Customer buying behavior – Buying process – Types of buying decisions – Factors influencing the
buying process; Retailing in India - emerging Trends in retailing.

UNIT-III

Retail store locations: Evaluation of specific areas and sites for location – Site Characteristics -
Trade area Characteristics – Estimating Potential sales for a store site; Store design and layout –
Objectives – Space management – Visual merchandising – Atmospherics – Website design -
Elements of store design – Exterior and interior.

UNIT-IV

Retail Marketing strategy: Definition Building a sustainable competitive advantage – Growth

strategies – Strategic retail planning process; Financial strategy: Objectives – Strategic Profit
Model – Setting and measuring performance objectives; Human Resource management in
retailing- significance and strategies.

Unit-V

Retail Pricing – setting retail prices – Price adjustments – Pricing strategies; Retail communication
Mix; Customer relationship Management: The CRM Process – colleting customer data –
Addressing customer data and identifying target customers – developing CRM Programmes;
International retailing – Opportunities and challenges.

Reference Books

1. David Gilbert, Retail Marketing Management, Pearson Education

2. A J Lamba, The Art of Retailing, TMH
3. Hasty and Reardon: Retail Management, McGraw-Hill
4. Diamond ,jay and Gerland Pimtel: Retailing, PHI
 Finance Specializations

MBA 42421 – SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT

Course Objective: Investment analysis and portfolio management course objective is to help
entrepreneurs and practitioners to understand the investments field as it is currently understood and
practiced for sound investment decisions making.

Course Outcomes: Upon Successful completion of the course, students will be able to
 Gain knowledge of Investment,
 Evaluate Risk and return of Financial Securities
 Apply fundamental analysis and technical analysis for financial securities for decision
making
 Construct the portfolios and compare the portfolio return and risk with individual securities
return and risk.
 Become aware of the modern portfolio approach to portfolio construction
 Evaluate the portfolio performance.

Unit-I:
Investment Environment: Concepts of Investment, speculation and Gambling - Types of
investors - Avenues of investment – Objectives of Investment – Investment Process - Financial
Assets – Classification – Shares – Debentures –Innovative Financial Assets. (Theory only)
Unit-II:
Risk and Return:. Meaning and Types of Security Risks: Systematic Vs Non-systematic Risk.
Concept of Return - Measurement of Security Returns – Valuation of fixed income Securities.
(Theory and simple problems)
Unit-III:
Fundamental Analysis: Meaning of Fundamental analysis, Economy, Industry and Company
analysis – Technical analysis. Technical analysis Vs Fundamental analysis. (Theory only)
Unit-IV:
Modern Portfolio Theory: Markowitz Theory – William Sharpe’s Single Index Model – Capital
Asset Pricing Model (CAPM) – Arbitrage Pricing Theory (APT). (Theory and simple problems)

Unit-V:
Portfolio Evaluation: Methods of Portfolio Evaluation – Sharpe’s, Treynor’s and Jensen’s
measures of portfolio performance evaluation. (Theory and simple problems)

Reference Books:

1. Bhalla, V.K., INVESTMENT MANAGEMENT, Sultanchand and Company, New Delhi.

2. Preeti Sing., INVESTMENT MANAGEMENT, Himalaya Publishing House, Mumbai.
3. Ranganathan, INVESTMENT ANALYSIS AND PORTFOLIO MANAGEMENT, (Pearson).
4. Dhanesh Kumar Khatri, INVESTMENT MANAGEMENT AND SECURITY ANALYSIS,
(Macmillan)
5. Chandra P, Managing Investments, TMH.
6. Sharpe, Alexander, Investments, PHI.
7. Alexander, Fundamentals of Investments, Pearson education.
 MBA 42422 :FINANCIAL RISK MANAGEMENT

Course Objective :To understand the operational practices and credit environment and to expose
the students to pricing of loans and mechanism of credit risk in Banks and
Insurance organisations.
Learning Outcomes: On successful completion of the course the student will be able to:
- Identify the risk and understand risk concepts, process and methods of handling risk.
- Analyse the methods and techniques of costing,
- Comprehend the applications of Operating costing and
- Familiarise with the cost management techniques and reports
UNIT - I
Meaning and Definition of Risk – Concepts of Risks : Definition of Perils and Hazards –
Meaning of Uncertainty – Difference between Risk and Uncertainty – Risk Attitude : Causes or
sources of Risks – Classification of Risks – Methods of Handling the Risk – Measuring the cost of
Pure Risk – Risk Management : Definition – Features – Objectives – Significance – Principles –
Process : Planning of Risk – Risk Identification – Risk Ananlysis – Evaluation Process -
Assessment – Advantages – Limitations (Theory and Problems).
UNIT - II
Business Risks : Definition – Causes – Methods of Handling Business Risks – Risk Management
by Individuals – Risk Management by Companies; Entrepreneurial Risk Management –
Concept – Process - Methods of Handling Risk – Environmental Risk Management – Causes-
Process (Theory only).
UNIT - III
Meaning and Definition of Insurance – History of Insurance Business in India – Framework of
Insurance Business - Features of Insurance Contract – Functions – Importance – Essential
Elements of Insurance Business - – Benefits of Insurance – Kinds of Insurance: Life Insurance :
Definition – Classification of Life Insurance Policies – Organisation structure of LIC – Role of
LIC – Calculation of Premium in Life Insurance Policies; History and Growth of GIC : Objectives
– Kinds of Policies – Functions of GIC – Concept of Reinsurance - Impact of Privatisation of
Insurance - IRDA : Role- Powers – Functions and Regulations (Theory and Problems).
Unit – IV
Meaning and Definition of Commercial Banks :History and Growth - Features – Functions –
Regulations – Classification of Banks - Benefits – Limitations – Impact of Privatisation of Banks.
(Theory only).
Unit – V
Risk Management in Insurance and Banks – Operational risks : Principles – Causes – Credit
risk: : Objectives – Causes – Dimensions - BASEL I Committee : Objectives - Benefits – BASEL
II and Three-Pillar Approach : Minimum capital requirement – Supervisory Review Process –
Market Discipline – Key Factors for implementation of BASEL II. (Theory only).

REFERENCE BOOKS
1. Harrington : Risk Management and Insurance, TaTa McGraw Hill publishing House, New
Delhi.
2. George : Principles of Risk Management and Insurance, Pearson Education
3. James Triesehmann, Risk Management and Insurance, Thomson Publications.
4. P.K.Gupta, Insurance and Risk Management, Himalaya Publishing House.
5. Periaswamy, P and Veeraselvam, M., Risk Management and Insurance, Himalaya Publishing
House.
 Human Resource Management Specializations(431 to 433)

MBA&MBA(HRM) 42431: INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Course Objective: The course is designed to enhance the potentials of the student to manage
Human Resource in Multi National Organizations to achieve Business Standards.
Learning Outcomes: On successful completion of the course, the students would be able to
demonstrate the issues related to host, home and third country nationals, assess the international
culture and diversities, understand the Human Resource Management activities with respect to
Multinational corporations and capture the issues in international industrial relations.
Unit - I
Introduction to International Human Resource Management: Concept, Scope and
Significance -Expatriate- Approaches to International Human Resource Management, Differences
between Domestic and International HR Activities; Role of International HR Department - Issues
and Challenges of IHRM, Organizational structure of multinational corporations,
Unit- II
Socio – Culture Contexts: Cultural Factors - Cultural Sensitivity - Culture affects Management
approaches - Cross-cultural Communication - Cross Culture Differences in the Work Place –
Hofstede Cross-Culture theory.
Unit – III
Recruitment and Selection: Concept – sources of Human Resources: Micro level, Macro level,
Modern Sources, Techniques of Recruitment – Centralized Vs Decentralized recruitment –
Selection: The Expatriate System, Reasons for Expatriate failure in foreign assignment - Selection
Techniques for International Assignment: Adaptability to cultural change, Motivation for a foreign
assignment and Leadership ability.
Unit – IV
Training and Development: Need for Global training - Areas of Global Training & Development,
Compensation : Objectives of International Compensation Management - Complexities in
International Compensation Management- - Factors Affecting International Compensation
Management - Approaches to International Compensation Management, Performance
Management: System of performance appraisal – Problems of Performance Appraisal – Measures
for effective Performance Appraisal.
Unit -V
Introduction to International Industrial Relations: Key Issues in International Industrial
Relations - Trade Unions and International Industrial Relations - Conflict Resolution in
Multinational Corporations; Forms of Industrial Democracy to Multinational Corporations –
Regional Integration – NAFTA, EU.
Reference Books
1. Dowling Welch, Schuler, International Human Resource Management Thomson, New Delhi.
2. Anne WilHarzing et al., International Human Resource Management., sage, New Delhi
3. P.SubbaRao, International Human Resource Management, HPH, New Delhi
4. Briscoe, Dennis R., International HRM , Prentice Hall NJ.
5. Torrington, D., International HRM : Think Globally and Act Locally, Hemal Hempstead,
Prentice Hall.
 MBA& (MBA(HRM) 42433 : LABOUR LEGISLATIONS

Course Objective: To have a broad understanding of the legal principles governing the
employment relationship at individual and collective level. To familiarize the students to the
practical problems inherent in the implementation of labour statutes.

Learning outcomes:
After going through various labour laws, students will be conversant regarding conflict
management in legal perspective and judicial system pertaining to labour management relations.

Unit – I: Industrial Jurisprudence: Meaning and Definitions, Sources of Industrial Jurisprudence,

Industrial Jurisprudence Principles Social Justice, Natural Justice, Equity, National Economy,
Dynamism, Constitutional Norms, Welfare, Res Judicata, Laches, Vicarious Liability.

Unit – II: Labour Legislations:Growth, Specific Objectives of labour legislations in India and
Classification of labour legislations, International Labour Organisation (ILO) Writs and appeals
under the Indian Constitution.

Unit – III: The Factories Act, 1948. The Contract Labour (Regulation and Abolition) Act 1970.
The mines Act 1952

Unit – IV: The Plantations Labour Act, 1951, The Dock Workers (Regulation of
Employment) Act 1948, The A.P Shops and Establishments Act 1988.

Unit – V: The Child Labour (Prohibition and Regulation) Act 1986. The Apprentices Act 1961.

Suggested Books
1. Malik, P.L Industrial Law, Eastern Book Company, Lucknow
2. Sharma A.M. Industrial Jurisprudence, Himalaya Publishing House, New Delhi
3. Mishra P.N., Labour and Industrial Laws, Central Law Publishing, Allahabad
4. Vaidyanathan, N, IOL Conventions and India, Minverva Associates, Calcutta
5. Goswami, V.G. Labour and Industrial Relations Law, Central Law Agency, Allahabad
6. Agarwal, S.L, Labour Relations Law in India, Mc Milan Company of India Ltd., New
Delhi
7. Sinha, P.R.N, Industrial Relations and Labour Legislations, Oxford and I.B.H Publishing
Co., New Delhi
 IV SEMESTER

MBA(HRM) 42001-STRATEGIC MANAGEMENT

Course Objective: The objective of this course is to analyze the main structural features of an
industry and develop strategies that position the firm most favorably in relation to competition and
influence industry structure to enhance industry attractiveness, to recognize the different stages of
industry evolution and recommend strategies appropriate to each stage and to appraise the
resources and capabilities of the firm in terms of their ability to confer sustainable competitive
advantage and formulate strategies that leverage a firm’s core competencies.

Learning Outcomes: On completion of the course the student will be able to understand the
importance of strategies in the organizations in the midst of the tough and turbulent competitive
market environment. He will have deep knowledge on the processes of strategy formulation,
strategic analysis, strategy implementation and strategic control.

Unit-I: Introduction: Concepts in Strategic Management, Strategic Management as a process –

Developing a strategic vision, Mission, Objectives, Policies – Factors that shape a company’s
strategy – Crafting a strategy – Industry and Competitive Analysis, Porter’s Five Forces Model.

Unit-II: Environmental Scanning and leadership: Methods. SWOT Analysis – Strategies and
competitive advantages in diversified companies and its evaluation. Strategic Analysis and Choice:
Tools and techniques- BCG Matrix, Space Matrix, GE Model, Grand Strategy Matrix -Strategic
Leadership: Leadership and Style – Key Strategic Leadership Actions - Developing Human
Capital and Social Capital – Balanced Scorecard.

Unit-III: Strategy Formulation : Strategy Framework For Analyzing Competition, Porter’s

Value Chain Analysis, Competitive Advantage of a Firm, Exit and Entry Barriers - Formulation of
strategy at corporate, business and functional levels. Types of Strategies – Tailoring strategy to fit
specific industry – restructuring and diversification strategies – different methods Turnaround
strategy and diversification strategies.

Unit-IV: Strategy Implementation : Strategy and Structure, Leadership, culture connection -

Strategies for competing in Globalizing markets and internet economy – Organizational Values
and Their Impact on Strategy – Resource Allocation – Planning systems for implementation.

Unit-V: Strategy Evaluation and control – Establishing strategic controls - Measuring

performance – appropriate measures- Role of the strategist – using qualitative and quantitative
benchmarking to evaluate performance - strategic information systems – problems in measuring
performance – Strategic surveillance -strategic audit.

REFERENCES:
1 .Vijaya Kumar P,.HittA : Strategic Management, Cengage learning, New Delhi,2010.
2. John A PearceII, AmitaMital: “Strategic Management”, TMH, New Delhi, 2012.
3. Sanjay Mohapatra: “Cases Studies in Strategic Management”, Pearson, New Delhi,2012.
4. Adrian Haberberg&Alison: Strategic Management, Oxford University Press, New Delhi, 2010.
5 .P.Subba Rao: “Business Policy and Strategic Management” Text and Cases, Himalaya
Publishing House, New Delhi, 2011.
6. Appa Rao, Parvatheshwar Rao, Shiva Rama Krishna: “Strategic Management and Business
Policy”, Excel Books, New Delhi, 2012.
 MBA(HRM) 42002: ENTREPRENEURSHIP DEVELOPMENT

Course Objective: The objective of this course is to create conceptual understanding of the topic
among the students and comprehend the environment of making of an Entrepreneur and to develop
perspective understanding of startups and MSMEs in the Indian context.

Learning Outcomes:
On completion of the course, the student will be able to have conceptual understanding of the
concept of entrepreneur and entrepreneurship; growth of women and rural entrepreneurship in
Indian context. He would be able to generate ideas and opportunities for business ventures.
Student will have through knowledge of MSMEs. He will be able to recognize various institutions
like Commercial banks, SSIDC, CII, FICCI and ASSOCHAM.

Unit – I Entrepreneur and Entrepreneurship: Evolution of the Concept of Entrepreneur –

Characteristics of an Entrepreneur – Distinction between an Entrepreneur and Intrapreneur and a
Manager – Functions of an Entrepreneur – Types of entrepreneurs, Concept of Entrepreneurship –
Functions, Problems, Entrepreneurial process – Growth of Entrepreneurship in India – Recent
Trends of Women Entrepreneurship – Meaning of and Need for Rural Entrepreneurship –
Problems and Development of Rural Entrepreneurship.

Unit II Startup Ideas and Opportunity Assessment: Importance of Ideas – Sources of startup
Ideas – Techniques for generating ideas – Steps in potential ideas – Opportunity Recognition-
sources and process – Development of Programmes E – Business Ventures – Importance of
Financial Management – Project Feasibility Study.

Unit – III MSME Enterprises: Definitions, Characteristics – Relationships of MSME –

Relationship with large units – Export Oriented Units - Rationale – Objectives – Scope of Small
Enterprises – Opportunities for an Entrepreneurial career – Role of Small Enterprises in Economic
Development – Causes and Symptoms of Sickness – Cure for Sickness.

Unit IV Project preparation and Financing Ventures: Meaning of and Preparation of Project
– Importance of Report – Content; Guidelines for Report preparation – Network Analysis –
PERT and CPM – Sources of Finance – Concept of working Capital and Estimation – Seed
Capital – Venture Capital.

Unit V Institutional support to Entrepreneurs: Commercial Banks – Other major financial

institutions – Central Level Institutions – KVIC; SIDO; NSIC : National Productivity Council
(NPC); EDII – State Level Institutions – DIC – SFC-state Small Industries Development
Corporation (SSIDC) – Industry Associations – Confederation of Indian Industry(CII) ;
Federation of Indian Chamber of Commerce Industry (FICCI); Associated Chambers of
Commerce and Industry of India (ASSOCHAM)

Suggested Books:

1. Vijay Sathe, “Corporate Entrepreneurship” 1st edition, 2009, Cambridge

2. S.S. Khanka, “Entrepreneurial Development”, 2007, S. Chand & Co. Ltd.
3. Vasanth Desai, “Dynamics of Entrepreneurial Development and Management”, 2007,
HPH,Millenium Edition.
4. Dr. Vasant Desai, “Small Scale Industries and Entrepreneurship”, 2006, HPH.
5. P. Narayana Reddy, “Entrepreneurship – Text and Cases”, 2010, 1st Ed. Cengage Lerning.
6. David H. Hott, “Entrepreneurship New Venture Creation”, 2004, PHI.
7. E – Book, MSME at a glance – English version, Ministry of MSME.
8. Jaynal Ud – Din Ahmed and Abdul Rashid, MSME in India, New Century Publications.
 INTERNAL ELECTIVES

MBA(HRM) 42431: INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Course Objective: The course is designed to enhance the potentials of the student to manage
Human Resource in Multi National Organizations to achieve Business Standards.
Learning Outcomes: On successful completion of the course, the students would be able to
demonstrate the issues related to host, home and third country nationals, assess the international
culture and diversities, understand the Human Resource Management activities with respect to
Multinational corporations and capture the issues in international industrial relations.
Unit - I
Introduction to International Human Resource Management: Concept, Scope and
Significance -Expatriate- Approaches to International Human Resource Management, Differences
between Domestic and International HR Activities; Role of International HR Department - Issues
and Challenges of IHRM, Organizational structure of multinational corporations,
Unit- II
Socio – Culture Contexts: Cultural Factors - Cultural Sensitivity - Culture affects Management
approaches - Cross-cultural Communication - Cross Culture Differences in the Work Place –
Hofstede Cross-Culture theory.
Unit – III
Recruitment and Selection: Concept – sources of Human Resources: Micro level, Macro level,
Modern Sources, Techniques of Recruitment – Centralized Vs Decentralized recruitment –
Selection: The Expatriate System, Reasons for Expatriate failure in foreign assignment - Selection
Techniques for International Assignment: Adaptability to cultural change, Motivation for a foreign
assignment and Leadership ability.
Unit – IV
Training and Development: Need for Global training - Areas of Global Training & Development,
Compensation : Objectives of International Compensation Management - Complexities in
International Compensation Management- - Factors Affecting International Compensation
Management - Approaches to International Compensation Management, Performance
Management: System of performance appraisal – Problems of Performance Appraisal – Measures
for effective Performance Appraisal.
Unit -V
Introduction to International Industrial Relations: Key Issues in International Industrial
Relations - Trade Unions and International Industrial Relations - Conflict Resolution in
Multinational Corporations; Forms of Industrial Democracy to Multinational Corporations –
Regional Integration – NAFTA, EU.
Reference Books
1. Dowling Welch, Schuler, International Human Resource Management Thomson, New Delhi.
2. Anne WilHarzing et al., International Human Resource Management., sage, New Delhi
3. P.SubbaRao, International Human Resource Management, HPH, New Delhi
4. Briscoe, Dennis R., International HRM , Prentice Hall NJ.
5. Torrington, D., International HRM : Think Globally and Act Locally, Hemal Hempstead,
Prentice Hall.
 MBA(HRM) 42433 : LABOUR LEGISLATIONS

Course Objective: To have a broad understanding of the legal principles governing the
employment relationship at individual and collective level. To familiarize the students to the
practical problems inherent in the implementation of labour statutes.

Learning outcomes:
After going through various labour laws, students will be conversant regarding conflict
management in legal perspective and judicial system pertaining to labour management relations.

Unit – I: Industrial Jurisprudence: Meaning and Definitions, Sources of Industrial Jurisprudence,

Industrial Jurisprudence Principles Social Justice, Natural Justice, Equity, National Economy,
Dynamism, Constitutional Norms, Welfare, Res Judicata, Laches, Vicarious Liability.

Unit – II: Labour Legislations:Growth, Specific Objectives of labour legislations in India and
Classification of labour legislations, International Labour Organisation (ILO) Writs and appeals
under the Indian Constitution.

Unit – III: The Factories Act, 1948. The Contract Labour (Regulation and Abolition) Act 1970.
The mines Act 1952

Unit – IV: The Plantations Labour Act, 1951, The Dock Workers (Regulation of
Employment) Act 1948, The A.P Shops and Establishments Act 1988.

Unit – V: The Child Labour (Prohibition and Regulation) Act 1986. The Apprentices Act 1961.

Suggested Books
1. Malik, P.L Industrial Law, Eastern Book Company, Lucknow
2. Sharma A.M. Industrial Jurisprudence, Himalaya Publishing House, New Delhi
3. Mishra P.N., Labour and Industrial Laws, Central Law Publishing, Allahabad
4. Vaidyanathan, N, IOL Conventions and India, Minverva Associates, Calcutta
5. Goswami, V.G. Labour and Industrial Relations Law, Central Law Agency, Allahabad
6. Agarwal, S.L, Labour Relations Law in India, Mc Milan Company of India Ltd., New
Delhi
7. Sinha, P.R.N, Industrial Relations and Labour Legislations, Oxford and I.B.H Publishing
Co., New Delhi
 MBA(HRM) 42434: PERFORMANCE MANAGEMENT AND EMPLOYEE
COUNSELLING
Course Objective: This course is designed to assist Human Resources professionals and
operational managers in giving effective performance appraisals that help motivate employees to
achieve higher productivity.
Learning Outcomes:
1.To identification of the Potentials of the Employees skills and abilities.
2.Provides an opportunities the supervisor to give feedback on the performance and its related
behavior.
3. To build/booster morale among the employees And to identified the training needs.
4.To help, define career paths and increase Job satisfaction.
5. To increase Employee retention and accountability

Unit – I
Formats for Scaling and Measurement, Designing Appraisal Form; Potential Assessment,
Performance Planning. Performance Management: Concept and Objectives; Goal setting and
Expectancy Theory; Performance Management Models; Designing Performance Management
System; Designing of PMS in MNC – Aims and Role of PMS, Characteristics of an Ideal PMS,
Linking of Performance Management.

Unit – II
Designing Training Needs Assessment(TNA), Tools, Effective Delivery of Training. Developing
Training Modules including Training Objectives, Lesson plan, and Training Climate, Effective
Delivery of Training; Monitoring Performance; Performance Feedback Performance Review;
Coaching; Mentoring: Performance Management Reward Systems in MNC.

Unit – III
Quality Performance Management- Concept, Definitions and Mechanics; Elements of Team
Building, Team Characteristics and Behaviors , Team Concepts and Norms, Cross Functional
Teams, Coaching.

Unit – IV
Organizational Structure and Employee Motivation and Morale; Learning organizations;
Counseling: Meaning, Need for counseling; Functions of Counseling; Forms of Counseling;
Counseling Process; Counseling Variables; Pre-requisites for Effective Counseling; Skills of an
Effective Counseling.

Unit – V
Quality Circles- Feature Process, Pre-requisites for their Efficiency. Quality Performance
Management in Indian and Western Thought in a Market Era. Performance Management and
Motivation from Global Scenario – Application of Expectancy Model, Reward and Recognition
from Global Perspective.

Reference Books
1.Prem Chand, Performance Management, Macmillin, New Delhi
2.T.V.Rao, Performance Management and Appraisal System Response
3.Dave, Indu, The Basic Essentials of Counseling, Sterling Pub. Pvt., Ltd., New Delhi
4.Carroll, Michal and Watso, Michael, Hand Book of Counseling in Organizations, Sage Pub.,
New Delhi
5.Mabey, Chirstopher and Salamanm Graeme, Stgrategic HRM, Beacon Books, New Delhi
6.Rao T.V., and PAreek, Udai(ed)., Redesigning Performance Appraisal System, Tata McGrew
Hill Pub., New Delhi
7.Neale, Frances, Handbook of Performance Management, Jaico Pub., House, New Delhi
8.Benson, Gray, Stepping Up Performance, Jaico Pu., House, New Delhi
9.Walters, Mike, The Performance Management Handbook, Jaico Pub., House, New Delhi
10.Murphy, Kerin R., and Cleveland, Jeanette N., Understanding Performance Appraisal, Sage,
London
11.David Wade and Ronald Recardo, Corporate Performance Management, Butterworth
Heinemann, New Delhi
12.Kur Verweire etal, Integrated Performance Management, Sage, New Delhi.
Text Book : Perforamance Management Herm……..nnis Pearson Education ,2007
13. Performance Management Systems , UK Sahu,Excel Books
14.The Tale …..Management Hand Book A Berger & Dorothy R.Berger, Tata Mc-Graw Hill

MBA(HRM) 42435
HUMAN RESOURCE MANAGEMENT IN SERVICE SECTOR
Course Objective: The objective is to understand the maintaining and improving the service
quality and performance in service sectors.
Course Outcome:
On completion of this course the students will be able to understand the concept of Service and
application of Human Resource Management in different service sectors.
UNIT I :
Concept of Service: Types of Service, Service Management, Evolving Environment of Services,
Myths about Service, Service as a System, Attitudes towards Service Sector, Reasons for growth
of the Service sector.
UNIT II :
Nature of Service sector: Characteristics of Services, Elements of Customer Service, Components
of Service, Identifying customer Groups, Service Process, Classification of Servicing operating
systems, Balancing Supply and Demand, Challenges for service managers, People and service,
Maintaining and Improving Service Quality and performance.
UNIT III :
Human Resource Management in Service Organizations: Concept, Functions, Utilization,
Development, Environment, Organising HRM Functions in Service Sector, Competencies and
service organizations, Performance Measurement, Empowerment in service organizations,
Managing services across Boundries.
UNIT IV :
Application in HRM in service sector: HRM in Hospitals, Hotels, Insurance and Banking, other
Financial Institutions, Ports and Docks, Managing Salary Levels, Working Conditions, Legal
provisions, Unionism, Problems and Challenges.
UNIT V :
HRM in IT Sector: Software Industry and BPO Sector, Wage Salary Levels, Working
Conditions, Legal Provisions, Unionization, Distribution of Male and Female Workers, Gender
Bias, Problems and Challenges.
Suggested Books
1. Balaji. B., Services Marketing and Management, S. Chand & Co. Ltd., New Delhi.
2. Haksever, Cengiz, Barry Pender, Roberta S.Russel and Robert G.Murdik, Service
Management and Operations, Pearson Education (pte)ltd., New York.
3. Van Dierdonck van woy, Service Management An Integrated Approach, Financial Times/
Prentice hall of India, New Delhi.
4. Goyal.R.C., Human Resource Management in Hospitals. Prentice hall of India, New Delhi.