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FACULTY OF MANAGEMENT STUDIES (FMS)

(An ISO 9001:2015 Certified)

SCHEME OF EXAMINATION
AND
COURSE OF STUDY

For

MASTER OF BUSINESS ADMINISTRATION (MBA)

(Under Choice Based Credit System)

Session: 2020 onwards

(Semester: I - IV)

GURUKULA KANGRI VISHWAVIDYALAYA, HARIDWAR- 249404

"Deemed to be university u/s 3 of UGC Act 1956"
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Hours per Evaluation Subject

C/ Subject Subject Title week Scheme Total
GE/ Code Internal ES
FC Cre Assessment E
L P/ T dit CT TA
CS
M.B.A. I Year
Semester – I
C MBA – C101 Vedic Management 3 - - 3 20 10 70 100
C MBA – C102 Managerial Economics 3 - - 3 20 10 70 100
C MBA – C103 Business Law 3 - - 3 20 10 70 100
C MBA – C104 Management Process & Organisational 3 - - 3 20 10 70 100
Behaviour
C MBA – C105 Quantitative Methods 2 - 1 3 20 10 70 100
C MBA – C106 Business Communication 2 1 3 20 10 70 100
C MBA – C107 Accounting For Managers 2 - 1 3 20 10 70 100
C MBA – C108 Computer Applications in Management 2 1 - 3 20 10 70 100
24 TOTAL 800
Semester – II
C MBA – C201 Business Environment 3 - - 3 20 10 70 100
C MBA – C202 Management Science 2 - 1 3 20 10 70 100
C MBA – C203 Research Methodology 3 - - 3 20 10 70 100
C MBA – C204 Human Resource Management 2 1 - 3 20 10 70 100
C MBA – C205 Financial Management 2 1 - 3 20 10 70 100
C MBA – C206 Marketing Management 2 1 - 3 20 10 70 100
C MBA – C207 Production and Operations Management 2 1 - 3 20 10 70 100
C MBA – C208 Indian Ethos and Human Quality 3 - - 3 20 10 70 100
Development (HQD)
24 TOTAL 800
M. B.A. II Year
Semester – III
C MBA – C301 Summer Project (Viva) - 3 - 3 20 10 70 100
C MBA – C302 Project Management 3 - - 3 20 10 70 100
C MBA – C303 Management Information System 3 - - 3 20 10 70 100
C MBA - C304 Strategic Management 3 - - 3 20 10 70 100
DSE MBA-E--- Group I Elective I 2 1 - 3 20 10 70 100
DSE MBA-E--- Group I Elective II 2 1 - 3 20 10 70 100
DSE MBA-E--- Group II Elective I 2 1 - 3 20 10 70 100
DSE MBA-E--- Group II Elective II 2 1 - 3 20 10 70 100
24 TOTAL 800
Semester – IV
C MBA – C401 Dissertation (Specialization)* - 6 - 6 40 20 140 200
C MBA – C402 Business Analytics 2 1 - 3 20 10 70 100
C MBA – C403 Entrepreneurship Development 3 - - 3 20 10 70 100
DSE MBA-E--- Group I Elective III 2 1 - 3 20 10 70 100
DSE MBA-E--- Group II Elective III 2 1 - 3 20 10 70 100
18 TOTAL 400
TOTAL CREDITS 90 G. TOTAL 2800
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L=Lecture P=Practical CS=CaseStudy CT=Class Test TA=TeacherAssessment ESE=End

semester Examination C=Core Paper DSE=Discipline Specific Elective
LIST OF DISCIPLINE SPECIFIC ELECTIVES(DSE) III & IV SEMESTER

Note: Student can take any Two of the following groups/specialization each having two papers with
the conditions that a minimum of 10 students are in a group.

Group: MARKETING
MBA – E301/401 Sales Management
MBA – E302/402 Advertising Management
MBA – E303/403 Marketing of Services
MBA – E304/404 Rural Marketing
MBA – E305/405 International Marketing Management

Group: FINANCE
MBA – E306/406 Management of Financial Services
MBA – E307/407 Taxation
MBA – E308/408 Investment Management and Financial Engineering
MBA – E309/409 Working Capital Management
MBA – E310/410 Management of Banks

Group: HUMAN RESOURCES

MBA – E311/411 Industrial Relations
MBA – E312/412 Human Resource Development
MBA – E313/413 Labour Laws
MBA – E314/414 Competency Mapping and Development
MBA – E315/415 Organisational Change and Development

Group: INFORMATION TECHNOLOGY

MBA – E316/416 Information System Analysis and Design
MBA – E317/417 Technology Management
MBA – E318/418 E-Business
MBA – E319/419 Information Security and Cyber Laws in Business
MBA – E320/420 E-Governance

Group: PRODUCTION AND OPERATIONS MANAGEMENT

MBA – E321/421 Logistics and Supply Chain Management
MBA – E322/422 Total Quality Management
MBA – E323/423 World Class Manufacturing
MBA – E324/424 Managing Technology and Innovation
MBA – E325/425 Production Planning and Control

Group: SMALL BUSINESS & ENTREPRENEURSHIP MANAGEMENT

MBA – E326/426 Start-up Studies
MBA – E327/427 Small Business Environment and Management
MBA – E328/428 New Enterprise Management
MBA – E329/429 Ethics and Business Governance
MBA – E330/430 Legal Aspects of Business

Group: INTERNATIONAL BUSINESS

MBA – E331/431 International Trade Practices, Procedures and Documentation
MBA – E332/432 International Financial Management
MBA – E333/433 International Financial System and Markets
MBA – E334/434 India’s Foreign Trade Policy
MBA – E335/435 International Brand Management
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Group: ORGANIZATIONAL BEHAVIOR

MBA – E336/436 Organizational Structure, Design and Change
MBA – E337/437 Corporate Leadership
MBA – E338/438 Stress Management
MBA – E339/439 Groups and Teams in Organizations
MBA – E340/440 Change Management
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MASTER OF BUSINESS ADMINISTRATION (MBA)

The M.B.A. course aims at providing inputs to the students relevant to the business, industry and trade
so that they can function in different organizations and face the challenges arising there from. The
course not only aims at providing knowledge and skills in different areas of management, but also
provides inputs necessary for the overall development of the personality of the students.

The structure of the course is designed in a way that students have to study the core courses from
different functional areas of management that are made compulsory. Later on, specializations are
offered in functional areas where the students can opt for two specializations out of the eight offered:
Marketing, Finance, IT, HR, Production and Operations Management, Small Business and
Entrepreneurship Management, Organizational Behaviour and International Business. Right from the
beginning of the course, the focus is on providing relevant inputs through case discussion/ analysis,
simulation games, role plays etc. keeping in mind the current business scenario.

Broadly, the course is of two years divided into four semesters, first two semesters having eight papers
of 40 sessions each of one-hour duration. The third and fourth semesters contain a combo of core
papers and discipline specific elective papers.There is a system of dual specialization. The students
will have to opt for two functional areas for their specialization, having four papers (TWO in third
semester and TWO in the fourth semester) from discipline specific electective groups 1 and 2.
Summer Training of 6/8 weeks is compulsory for every student pursuing the course, which they have
to undergo between second and third semester. Dissertation and Viva are the integral part of the
course.

EVALUATION OF PAPERS:

Every paper/course will carry maximum marks of 100 (70 marks for semester examination and 30
marks for internal assessment, as per rules). Internal Assessment will consist of two components (i)
Class Test (20 marks) (ii) Teacher Assessment (10 marks).

The question paper shall consist of two sections (Sec.-A and Sec.-B ). Sec.-A shall contain 10 short
answer type questions out of which any 5 have to be answered carrying 6 marks each. Sec.-B shall
contain 8 long answer type questions of 10 marks each and student shall be required to attempt any
four questions. Examiners can give case study( case based questions) in lieu of two questions(case
study of 20 marks). Questions shall be uniformly distributed from the entire syllabus. The previous
year paper/model paper can be used as a guideline and the syllabus should be strictly followed while
setting the question paper.

SUMMER TRAINING AND ITS PROJECT REPORT:

1. At the end of second semester examination, every student of MBA will undergo industrial
training in any manufacturing, service, financial organization or a NPO. The training will be of 6
to 8 weeks duration.

2. During the training, the student is expected to learn about the organization and analyse/suggest
solutions of a live problem. The objective is to equip the student with the knowledge of actual
functioning of the organization and problems faced by them for exploring feasible solutions and
suggestions.

3. During the course of training, the organization (where the student is undergoing training) will
assign a problem/project to the student.

4. The student, after the completion of training will submit a report to the Faculty/Department,
which will form the part of third semester examination. However, the report must be submitted
latest by 31st August during third semester.

5. The report (based on training and the problem/project studied) prepared by the student will be
known as Summer Training Project Report. The report should ordinarily be based on primary
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data. It should reflect in depth study of micro problem, ordinarily assigned by the organization
where student undergoes training. Relevant tables and bibliography should support it. One
comprehensive chapter must be included about the organization where the student has undergone
training. This should deal with brief history of the organization, its structure, performance
products/services and problems faced. This chapter will form part I of the Report. Part II of the
Report will contain the study of micro research problem. The average size of Report ordinarily
will be 70 to 100 typed pages in standard font size (12) and double spacing. One report, duly
typed on A-4 sized paper in the hard bound (paper back) form is to be submitted to the
Faculty/Department for evaluation and other shall be retained by the student after getting both the
reports duly forwarded by Head and Dean of the Faculty.

6. The Report should have one certificate duly signed by the Reporting Officer of the organization
where the student has undergone training and this certificate is to be countersigned / forwarded by
the Head and Dean of the faculty before submission in the department.

7. Evaluation of report and Viva shall be conducted by both external and internal examiner with
external evaluation of 70 marks and internal evaluation of 30 marks.

8. A late fee of Rs. 1000 will be paid by the student, if he/she fails to submit the report by 31st
August.

DISSERTATION AND ITS REPORT

In fourth semester, candidates will have to submit a Research Project Report on a problem/topic (from
the Specialization areas) assigned by the Department under the supervision of a faculty member of the
department. The research project report will carry 200 marks. Evaluation of report and Viva shall be
conducted by both external and internal examiner with external evaluation of 140 marks and internal
evaluation of 60 marks.The report will contain the objectives, scope of the study, significance of
study, research methodology, results, interpretation, conclusions and recommendations. It will contain
relevant review literature, charts, diagrams and bibliography. A certificate of the Supervisor and the
Head of the Department certifying the authenticity of the report shall be attached therewith. The
student will submit three copies of the report to the Head of the program. The average size of Report
ordinarily will be 100-125 typed pages in standard font size (12) and double spacing. One report, duly
typed on A-4 sized paper in the hard bound (paper back) form is to be submitted to the
Faculty/Department for evaluation and other shall be retained by the student after getting both the
reports duly forwarded by Head and Dean of the Faculty.

NOTE :
1. Students having more than 70% marks (Agregate) in previous semesters can only take
Dissertation.Students who have Job/Training offers from reputed organizations can also take/do
dissertation.
2. Students doing dissertation shall study only two core subjects. Dissertation field work shall start
after completion of courses( Core Subjects) in the first month of IV th semester.( Latest by 28 th
February)
3. Students not doing dissertation shall study FOUR Subjects(TWO CORE + TWO ELECTIVES)
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MBA I Year MBA-C101 Semester-I

Vedic Management
Time Allotted Marks Allotted Marks Allotted Maximum Total Credits Maximum
for End for Internal for End Semester Marks (MM) Hours
Semester Assessment Examination
Examination (ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OB JECTIVE: The basic purpose of this course is to develop an insight into ancient Indian tradition of
vedic management.
 Introduction to Vedas, ManuSmriti: Code of ideal human conduct, Management Practices from
Kautilya’s Arthashastra (9 hours)
 Purusarthas (Absolute Attainments), The Role of a Manager, Leadership: an Indian vision–Qualities
of a leader, Lessons taught by Indian Scriptures.Case study1: Organisational Leadership. (8 hours)
 Self-management, Management of Men and Motivation-as viewed in Vedic Philosophy, Managerial
and Corporate Excellence. (6 hours)
 Business Ethics, Managing Ethics, Ethical Decision-Making, Indian Ethos for Management, Value-
Oriented Holistic Management. Corporate Ethics. Case Study2: Ethical Dilemma, Case Study3:
Sahara India. (9
hours)
 Theory of Karma Siddhanta, Gita and the Art of Successful Management, Individual Discipline,
Family and Social Discipline, National Discipline. (8 hours)
SUGGESTED READINGS:
1. Chakravarty, A. E. (2001). The Geeta And The Art of Successful Management .Harper Collins
Publishers India Pvt. Ltd, New Delhi.
2. Dave, N. V. ( 2003). Vedanta and Management. Deep & Deep Publications Pvt. Ltd. New Delhi.
3. Dwivedi, R.S. (2000). Corporate Excellence (The Eternal Quest)..Macmillan India Limited. New
Delhi.
4. Ganeshdas,A. S.(1996). Dharma Ratnam. Roop Nagar. Sadhubela Foundation. New Delhi.
5. Murthy, C.S.V. (2006). Business Ethics (Text and Cases). Himalaya Publishing House. New Delhi.
6. Ranganathananda ,Swami. (2000). Human Values in Management ( 3rd ed.). Bhartiya Vidya Bhawan.
Mumbai.
7. Sharma, R. N. (1998). Manusmriti. Chaukhamba Sanskrit Pratishthan, New Delhi.
8. Sherlekar, S. A. (1998). Ethics in Management. Himalaya Publishing House, New Delhi.
9. Vaidya, C.V. (2005). History of Sanskrit Literature. Parimal Publications. New Delhi.
10. Anubhavananda, S., & Kumar, A. (2017). Ethics in Management (Insights from Ancient Indian
Wisdom).NewDelhi: Ane Books Pvt.Ltd.
11. Case Study 1: Anubhavananda, S., & Kumar, A.(2017). Ethics in Management (Insights from
Ancient Indian Wisdom). (PP:331-343), NewDelhi: Ane Books Pvt.Ltd.
12. Case Study 2: Murthy, C.S.V. (2015). Business Ethics:Text and Cases. (PP:594-595), Mumbai:
Himalaya Publishing House.
13. Case Study 3: Sharma,J.P. (2018). Corporate Governance:Business Ethics and CSR. (PP:590-616),
NewDelhi: Ane Books Pvt.Ltd.

NOTE: The list of cases, specific references and books including recent articles will be announced in
the class by concerned teacher from time to time.
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MBA I MBA-C102 Semester-I

Year
Managerial Economics
Time Allotted Marks Marks Allotted Maximum Total Maximum
for End Allotted for for End Semester Marks Credits Hours
Semester Internal Examination (MM)
Examination Assessment (ESE)
3 Hrs. 30 70 100 03 40
(20+10)

OB JECTIVE: The objective of this course is to acquaint the participants with the concepts and
techniques used in economic theory and to enable them to apply this knowledge in bus iness decision.making.
Emphasis is given to changes in the nature of business firms in the context of globa lization.

 Concepts and Techniques of Managerial Economics, Nature of Bus iness decision.making,

Marginal Analys is. (8 hours)
 Theory of Demand: Demand Function, Income and Substitution Effects, Revealed Preference approach
and Demand Forecasts, Production and Cost, Returns to Scale, Cost Curves and Break.Even Analysis.
Case Study 1: Shopping centre Europa– when threats become opportunities (8 hours)
 Theory of Firm.Profit Maximization, Sales Maximization, Market Structure, Perfect Competition,
Monopoly, Oligopoly, Non.Price Competit ion. (8 hours)
 Macro Economics : Aggregates and Concepts.GNP and GDP, Aggregate Consumption, Gr oss
Domestic Savings, Gr oss Domestic Capital Formation. (8 hours)
 Balance of Payments, Money Supply, Monetary Policy, Fiscal Policy, Concept and Measurement of
National Income, Determination of National Income . Case Study 2: Economics behind the
internationalization of Biocon India Ltd. (8 hours)

SUGGESTED READINGS:
1. Adhikary, M., (2001). Business Economics. Excel Books, New Delhi.
2. Peters, Lewis & Jain, (2008). Managerial Economics. Prentice Hall,New Delhi.
3. Dwivedi, D.N., (2009). Managerial Economics. Vikas Publishing House Pvt Ltd,New Delhi.
4. Gupta, G.S., (2001). Managerial Economics. Tata McGraw Hill Education, New Delhi
5. Keat, P., & Young, P.K., (2008). Managerial Economics. Prentice Hall,New Delhi.
6. McGuigan, J.R., & Moyer, R.C., (2007). Managerial Economics;Application, Strategies, and Tactics.
South.Western College Publication,USA.
7. Case Study 1: Ieva Kvedaravičienė, Lilija Vilkanciene, (2013) "Shopping centre Europa – when threats
become opportunities", Emerald Emerging Markets Case Studies, Vol. 3 Issue: 6, pp.1-5,
https://doi.org/10.1108/EEMCS-06-2013-0076 Permanent link to this document:
https://doi.org/10.1108/EEMCS-06-2013-0076
8. Case Study 2: Palakh Jain, (2013) "Economics behind the internationalization of Biocon India Ltd",
Emerald Emerging Markets Case Studies, Vol. 3 Issue: 7, pp.1-20, https://doi.org/10.1108/EEMCS-08-
2013-0163 Permanent link to this document: https://doi.org/10.1108/EEMCS-08-2013-0163

NOTE: The list of cases, specif ic references and books including recent articles will be announced in the
class by concerned teachers from time to time.
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MBA I MBA-C103 Semester-I

Year
Business Law
Time Allotted Marks Allotted Marks Allotted for Maximum Total Credits Maximu
for End Semester for Internal End Semester Marks m Hours
Examination Assessment Examination (ESE) (MM)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: The objective of this course is to acquaint the participants with the concepts and
techniques used in economic theory and to enable them to apply this knowledge in bus iness
decision.making. Emphas is is given to changes in the nature of business firms in the context of globa
lization.

 Contract Act, 1872 Definition of a Contract and its essentials, Formation of a valid Contract - Offer and
Acceptance, Consideration,Capacity to Contract, Free consent, Legality of object, Discharge of a
Contract by performance, Impossibility and Frustration, Breach, Damages for breach of a contract,
Quasi contracts, Contract of Indemnity and Guarantee. (8 hours)
 Partnership Act, 1932 Definition of Partnership and its essentials, Rights and Duties of Partners : Types
of Partners, Minor as a partner, Doctrine of Implied Authority, Registration of Firms, Dissolution of
firms. Case Study1: Feixiang to FOTILE: growth of a family business. (8 hours)
 Sale of Good Act, 1930 Definition of a Contract of Sale, Conditions and Warranties, Passing of
Property, Right of Unpaid Seller against the Goods, Remedies for Breach. (8 hours)
 Negotiable Instrument Act, 1881 Definition and characteristics, Kinds of negotiable instruments,
Promissory Note, Bill of Exchange and Cheques,Holder and Holder in due course, Negotiation,
Presentment, Discharge from Liability, Noting and Protest,Presumption, Crossing of Cheques,
Bouncing of Cheques. (8 hours)
 Companies Act, 1956 Nature and Definition of a Company, Registration and Incorporation,
Memorandum of Association, Articles of Association, Prospectus, Kinds of Companies, Directors:
Their powers and duties, Meetings, Winding up. Addons in companies act 2013 Case Study2: A new
business model to Chinese style agricultural industrialization (8 hours)

SUGGESTED READINGS:
1. Gulshan J.J. (2014). Business Law Including Company Law. New Age International Publisher,
New Delhi.
2. Kuchhal M.C. (2014). Business Law. Vikas Publication, New Delhi.
3. Avtar Singh.(2012). Principles of Mercantile Law. Eastern Book Company,Lucknow.
4. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/20450621211312910.
5. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/20450621211312956.

NOTE: The list of cases, specif ic references and books including recent articles will be announced in the
class by concerned teachers from time to time.
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MBA I MBA-C104 Semester-I

Year
Management Process And
Organisational Behaviour
Time Allotted Marks Allotted Marks Allotted for Maximum Total Credits Maximu
for End Semester for Internal End Semester Marks m Hours
Examination Assessment Examination (ESE) (MM)
3 Hrs. 30 (20+10) 70 100 03 40
OB JECTIVE:The objective of this paper is to familiarize the student with basic management concepts
and behavioral processes in the organisation.
 Evolution of Management Thought, Systems and Contingency approach for understanding
organisations.
(8 hours)
 Managerial Processes, Skills and Roles in an Organisation, Soc ial Respons ibility of Business.(8 hours)
 Understanding and Managing Individual Behavior- Personality, Perceptions, Values, Attitudes,
Learning, Work Motivation, Individua l Decision making and pr oblem solving. Case Study 1: Equity
in Academia. (8 hours)
 Understanding and Managing Group Processes- Interpersonal and Group Dynamics, Group
Decision Making. Case Study 2: Group Dynamics: A Difficult Task Force. (8 hours)
 Leadership and Influence Process, Understanding and Managing Organisational System,
Organisational Design and Structure, Work Stress and Stress Management. Case Study 3: Managing
Stress and Worklife Balance, Stress takes its toll. (8 hours)

SUGGESTED READINGS:
1. Koontz, H. &Wechrich ,H.( 1995) .Management. McGraw Hill, New York.
2. Luthans F. ( 1995). Organizational Behaviour . McGraw Hill, New York.
3. Robbins S.P(1996) Management, , New Jersey, Englewood C liffs, Prentice Hall Inc.
4. Robbins S.P(1996).Organizational Behaviour ;7th ed. Prentice Hall of India , New Delhi.
5. Singh, Dalip(2000).Emotional Inte lligence at Work, , Sage Publications, Delhi.
6. Staw ,B.M .,Englowed, Cliffs(1995). Psychological Dimensions of Organizational Behaviour ; 2nd
Ed. Prentice Hall Inc.. New Jersey.
7. Stoner J.( 1996.).Management; 6th ed. Prentice Hall of India, New Delhi.
8. Udupa, Yoga ,K.N, Mohan ( 2000).Stress and its Management. Motilal Banarasi Das, Varanasi.
9. Case Study 1: Aithal, P.S. (2016-2017). Organization Behaviour. Chapter-8, Case 6, Equity in
Academia. Organizational Change And Development : Spooked by Computres. Institute of
Management Studies, Manglore-575001.pp. 17-18
10. CaseStudy2:
http://college.cengage.com/business/moorhead/organizational/6e/students/cases/index.html
11. CaseStudy3:
http://college.cengage.com/business/moorhead/organizational/6e/students/cases/index.html

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
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MBA II MBA-C105 Semester-I

Year
Quantitative Methods
Time Allotted for Marks Allotted Marks Allotted for Maximum Total Maximum
End Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination (ESE)
3 Hrs. 30(20+10) 70 100 03 40
OBJECTIVE: The objective of this paper is to make the students familiar with some basic statistical tools and
linear programming technique. The main focus however is on their applications in business decision making.

 Mathematical basis of Managerial Decision-Concepts, steps in decision theory, Matrices- Addition,

subtraction, Multiplication, Inverse of Matrices by cramer’s Rules, Frequency Distribution and their
Analysis. (7hours)
 Probability Theory and Probability Distributions- Binomial, Poisson, Normal distribution. (6hours)
 Correlation and Regression Analysis- Karl Pearson’s coefficient of correlation, Rank correlation, Simple
regression, Test of Hypothesis —t, Z and chi square tests, F- test, Case Study1- Statistics work -
Loveland computers (simple regression and correlation related) Regression (12hours)
 Analysis of Time Series: Components of a Time Series, Determination of secular Trend and Seasonal
Variations in business data, Least Squares Method as a Tool for Forecasting. Case Study2- Statistics at
work- Loveland computers(time series) (8hours)
 Linear Programming—Basic Concepts Formulation, Graphical Methods, Simplex Methods. (7hours)

SUGGESTED READINGS:
1. Anderson, D.R., Sweeney, D.J., Williams, T.A., Camm, J.D., Cochran, J.J., Fry, M.J., & Ohlmann, J.W.,
(2013). Quantitative Methods for Business. Cencage Learning, New Delhi.
2. Beri,G.C. (2005). Business Statistics. Tata McGraw Hill, New Delhi.
3. Brandimarte, P., (2012). Quantitative Methods: An Introduction for Business Management. John Wiley &
Sons,USA.
4. Curwin, J., & Slater, R., (2008). Quantitative Methods for Business Decisions. Thomson Learning,
London.
5. Dewhurst, F. (2006). Quantitative Methods for Business and Management. McGraw Hill, New Delhi.
6. Curwin, J., & Slater, R., (2004). Quantitative Methods: A Short Course. Thomson Learning, London.
7. Keller, G.(2009) Introduction to Statistics. Cengage Learning, New Delhi
8. Levine, D.M, Kribbeil ,T. C, Berenson.M and Vishawanath, P.K.(2011). Basic Statistics: A First Course.
Pearson Education. New Delhi.
9. Levin, R.I., & Rubin, D.S., (2009). Statistics for Management. Pearson Education Inc, New Delhi.
10. Sharma, J.K. (2007). Business Statistics. Pearson Education. New Delhi.
11. Sharma, J.K., (2009). Quantitative Techniques for Managerial Decisions. Macmillan Publishers India Ltd,
New Delhi.
12. Case Study 1. Richard I. Levin and David S. Rubin(1995). Statistics for Management, Sixth Edition, Hall
of Indi Private Limited, New Delhi
13. Case Study 2. Richard I. Levin and David S. Rubin(1995) .Statistics for Management, Sixth Edition, Hall
of Indi Private Limited, New Delhi

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
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MBA I Year MBA-C106 Semester-I

Business Communication
Time Allotted for End Marks Allotted for Marks Allotted for Maximum Total Maximu
Semester Internal End Semester Marks (MM) Credits m Hours
Examination Assessment Examination (ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: The Course is aimed at equipping the students with the necessary concepts, techniques and skills
of communication to inform others and to inspire and motivate them to get their cooperation in the performance
of their jobs. Students are encouraged to follow these skills as self-study and self-driven process.

 Introduction, Importance, Role and Process of Business Communication, Verbal and Non Verbal
Communication, Effective Communication, Directions of Communication and Barriers to Communication.
Case Study1: Profile of an Effective Communicator. (8 hours)
 Individual Communication.Letters and Memos, Group Communication.Circulars and Notices, The Process of
Writing Commercial letters.Routine Requests & Replies, Claim & Adjustment letter. (8 hours)
 Meetings.Agenda and Notice, Press Release, Seminars & Conferences, Group Discussions, Public Speaking,
Legal Issues in Communication , Public Relations. (8 hours)
 Negotiation Skills, Presentation Skills, Writing a Business Report, Resume and Job Application letter, The
Job Interview. Case Study2: The Presentation Effect. (8 hours)
 Electronic Communication, Fax, E.mail, Internet and Multimedia, Office Administration and Management,
Business Etiquette. (8hours)

SUGGESTED READINGS:
1. Baugh, Frrayer & Thomas (1995). How to write first class Business Correspondence. MacGraw Hills,
New Delhi.
2. Borg J, (2008). Body Language. (7 easy lessons to master the silent language).Pearson Education,New
Delhi.
3. Chaturvedi, P.D. & Chaturvedi, M. (2004). Business Communication (Concepts, Cases and Applications),
Pearson Education, New Delhi.
4. Hudson, R.H.,(2006). Business Communication. 5th Edition. Jaico Publishing House, Mumbai.
5. Kitty Locker & Kaczmarek (2010). Business Communication, Building Critical Skills. McGraw.Hill, New
Delhi.
6. Krishna Mohan & Meera Banerji (2000). Developing Communication Skills. Macmillan India Ltd, New
Delhi.
7. Lesikar, R.V., Flatley, M.E., Rentz, K. and Pande, N. (2008). Business Communication:Making
Connectionsin a Digital World;11th Edition. Tata McGraw.Hill, New Delhi.
8. Murphy Herta A & Peck (1997). Effective Business Communications.Tata McGraw Hill, New Delhi.
9. Chopra, R .K. & Chopra, A. (2009). Office Management. Himalaya Publishing House, New Delhi.
10. Ober,S.(2007). Contemporary Business Communication. PHI, New Delhi.
11. Treece, Malra, (1994). Successful Business Communication.Allyn and Bacon, Boston.
12. Case Study 1:Chaturvedi, P. D., & Chaturvedi, M. (2013). Business Communication: Skills, Concepts,
and Applications. PP 1-6. New Delhi: Dorling Kindersley (India) Pvt. Ltd.
13. Case Study 2:Chaturvedi, P. D., & Chaturvedi, M. (2013). Business Communication: Skills, Concepts,
and Applications. PP 240. New Delhi: Dorling Kindersley (India) Pvt. Ltd

NOTE:The list of cases,specific references and books including recent articles will be announced in the
class by concerned teacher from time to time.
 13 | P a g e

MBA I Year MBA-C107 Semester-I

Accounting for Managers
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The basic purpose of this course is to develop an insight of Postulates, Principles and
Techniques of accounting and utilization of financial accounting information for planning, decision
making and control.
• Financial Accounting . Concept, Importance and Scope, Generally Accepted Accounting Principles,
Recording of Financial transactions. Journals, Ledger, Cash book, Subsidiary books, Trial balance,
Adjustments and Rectification of errors. (8 hours)
• Revenue Recognition and measurement, matching of revenue and expenses: Inventory pricing and
Valuation. Long term assets and Depreciation Accounting Preparation of Financial Statements: Profit
and Loss account, Balance Sheet and related concepts. (8 hours)
• Management Accounting . Concept, Need, Importance and Scope, Accounting Ratios: Meaning,
Significance and Limitation. Classification, Computation and Interpretation of Liquidity Ratios,
Leverage Ratios, Activity/Turnover Ratio and Profitability Ratios. Case Study1: Details of project M/S
Swarupa Bamboo Works. (8 hours)
• Techniques of Financial Analysis: Meaning and need, Preparation and Interpretation. Cash flow analysis.
Concept, Preparation & Interpretation, Budget and Budgetary Control, Zero.BaseBudgeting. Case
Study2: Investing in brewpub: a capital budgeting analysis. (8 hours)
• Human resources accounting, Inflation accounting, Replacement of machinery, NPV, Payback period,
Internal Rate of return, International accounting standards. (8 hours)

SUGGESTED READINGS:
1. Bhattacharyya, D. (2010). Management Accounting.Pearson education India,NewDelhi.
2. Kumar, G.A. (2010). ManagementAccounting.Pearson Publication, NewDelhi
3. Kuppapally, J. J. (2008). Accounting for Managers. Prentice Hall of India, NewDelhi.
4. Lucey T. (2003). ManagementAccounting.Cengage LearningEMEA.
5. Mathur, S.B. (2010). Management Accounting.Tata McGraw Hills, NewDelhi.
6. Noreen,Brewer And Garrison (2011). Managerial Accounting For Managers. Tata McGraw Hill
Education.
7. Noreen, E.W. (2011). Managerial Accounting For Managers. Tata McGraw Hill, NewDelhi
8. Pandey, I.M. (2006). ManagementAccounting.Vikas Publishing House,NewDelhi.
9. Schatzberg, J. (2010). Introduction to Management Accounting. Pearson Publication, NewDelhi.
10. Case Study 1: http://www.scdl.net/downloads/samplecsfin.pdf
11. Case Study 2
https://nebula.wsimg.com/98959ad3e517da1fd3b2599897591449?AccessKeyId=A83663472B839EC
DD54B&disposition=0&alloworigin=1

NOTE:The list of cases, specific references and books including recentarticles will be announced in the
class by concerned teachers from time to time.
 14 | P a g e

MBA I Year MBA-C108 Semester-I

Computer Applications In
Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: The purpose of this paper is to develop a basic understanding of computers & management
information system and their use in the business organizations. The students are required to know only
basics of hardware and software.

 Evolution of Computers, Computer Generations, Basic Computer organization, Classification of

Computers. Lab (1 hour) (7 hours)
 Input Devices, Processor and Memory Hierarchy. Read Only Memory. Ram, Rom and CPU
Interaction. Types of Secondary Storage Devices. Magnetic Tape. Magnetic Disk. Types of Magnetic
Disks, Optical Disk. Magneto-Optical Storage Devices. Universal Serial Bus, Mass Storage Devices,
Output devices . Lab (1 hour) (7 hours)
 Computer Software, Application Software Packages. Basics of Word Processing package (MS.Word),
Spreadsheet Package (MS.Excel), Presentation Graphics Package (MS.PowerPoint), Basics of
PageMaker Basics of CorelDraw, Adobes Photoshop. Lab (1 hour) (7 hours)
 Business Data Processing – Definition, Data Storage, Hierarchy, Standard Methods of Organizing
Data, Database Management System, Computer Networks (LAN and WAN only) Computer Security:
Computer Security. Malicious Programs. Cryptography. Digital Signature. Firewal. User Identification
and Authentication. Data Backup and Recovery. Lab (1 hour) (7 hours)
 Internet-Brief History, Web page, Website Browsers, URL, Hypertext, IS Web server applicatione-
mail Instant messaging, Internet telephony, Video conferencing, Role of IT in Business, Information
Systems-Introduction, Definition and Categories. Lab (1 hour) (7 hours)

SUGGESTED READINGS:
1. Goel, A. (2010). Computer Fundamentals. Pearson Education, New Delhi.
2. Leon, A., & Leon, M. (2005). Principles of IT. Vikas Publishing House Pvt. Ltd. New Delhi.
3. Madan, S. (2011). Student’s Guide to IT. Taxmann Allied Services Pvt. Ltd, New Delhi.
4. Madan, S.(2006). Introduction to Essential Tools. Mayur Paperbacks,Noida.
5. Murthy, C.S.V. (2001). Management Information Systems – Text & Applications. Himalaya
Publishing House, New Delhi.
6. McLeod, Raymond, Schell, & George, P. (2007). Management Information System (10th ed.). Pearson
Education Inc, USA..
7. Prasad,L.M. & Prasad,Usha. (2010). Management Information Systems. Sultan Chand & Sons, New
Delhi.
8. Rainer, Turban & Potter. (2005). Introduction to Information Technology. John Wiley & Sons
Inc.USA.
9. Sinha, P. K., & Sinha, U. (2004). Computer Fundamentals (3rd Ed). BPB Pulications, New Delhi.

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teacher from time to time.
 15 | P a g e

SECOND SEMESTER
MBA I Year MBA-C201 Semester-II
Business Environment
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OB JECTIVE: The primary objective of this course is to acquaint the students with emerging globa l
trends in bus iness environment.
 Economic Systems: Globalization of Indian Economy, Aspects of Human Development,
Introduction to International Business, Modes of International Business, Absolute
advantage, Comparative advantage, theory of Country size. (8 hours)
 The Business Environment: The Economic and Political Envir onment, The Human and
Cultural Environment , Trade and Investment—Governmental Influence on Trade and
Investment, Determination of Trading Partner’s Independence, Interdependence and
Dependence, Country Evaluation and Selection, Scanning for Alternatives, Countr y Comparison
Cons iderations, Tools for Compar ing Countr ies, Diversification vs. Concentration Strategies,
Investment Proposal Evaluation. Case Study 1: Industrial relations in Botswana – workplace
conflict: behind the diamond sparkle. (8hours)
 Marketing: Market size analysis , Product Policy, Pricing Promotion and Distribution, Finance:
Internal Sources of Funds, Globa l Cash Management, Financing International Trade, R isk
Management and Financia l Aspects of the Investment Decisions, Multinational Accounting and
Tax Functions: Factors Influencing the Development of Accounting, Transactions in Foreign
Currency, Translating of Foreign Currency, Financial Statements, Taxation of Fore ign, source income,
Double.Tax Treaties (8 hours)
 Human Resource Management: Management Qualif ications and Characteristics, International
Managerial Transfers, Management Recruitment and Selection, Internationa l Development of
Managers, Training, Market Differences. Production: Production and Export Strategies, Forms of Fore
ign Involvement. (8 hours)
 Regional B locks : Cross – National Cooperation and Agreement, GATT and UNCTAD, Trading B
locks — EC, NAFTA, East Asia, Special Trading Arrangements of Trading B locks w ith
Developing Countries, Monetary Block, International Business Diplomacy: Negotiating an
International Business, Issues in Asset Protection, Multilateral Settlements, Consortium Approaches,
External Relations Approach. Case Study 2: Going international through successful partnerships: the
case of GIAS. (8 hours)
SUGGESTED READINGS:
1. Alworth , &Julian, S.(1988). The Finance, Investment & Taxation Decisions of Multinationals. Basil &
Blackwell. London.
2. Bhalla ,V.K. (1990). World Economy in 90’s ; A Portfolio Approach.:Anmol Publications.,New Delhi.
3. Daniel, J.D. & Radebangh. (2001). International Business..A.Wesley, NY,USA
4. Eiteman, D.K .,& Stonchill, A.I.(1992). Multinational Business Finance.A.Wesley, NY,USA
5. Kreinin ,Mordechel, E.H.(1979). Internationa l Economics, Brace, USA.
6. Rugman, A. M.(1979). International Diversif ication & the Multinational. Lexington Books, Tor onto.
7. Case Study1: Motsomi Ndala Marobela, "Industrial relations in Botswana – workplace conflict:
behind the diamond sparkle", Emerald Emerging Markets Case Studies, (2011)
, https://doi.org/10.1108/20450621111170649
8. Case Study 2: Yamen Koubaa, Rym Srarfi Tabbane, Manel Hamouda, (2013) "Going international
through successful partnerships: the case of GIAS", Emerald Emerging Markets Case Studies, Vol. 3
Issue: 1, pp.1-10, https://doi.org/10.1108/ EEMCS-11-2012-0193 Permanent link to this document:
https://doi.org/10.1108/EEMCS-11-2012-0193

NOTE: The list of cases, specif ic references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 16 | P a g e

MBA I Year MBA-C202 Semester-II

Management Science
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE:The objective of this paper is to familiarize the students with the principles and practice of
Management Science
 Management Science: Basic Concepts and its role in decision making, Applications of Management
Science in Business Organizations, Introduction to Linear Programming, Non-Linear Programming,
Graphical and Simplex Method. Case Study1: Kiwanis Pancake Day– a service operations
management. (8 hours)
 Assignment Models: Mathematical Formulation of Assignment Fundamental theorems, Hungarian
Method for Assignment Problem, Unbalanced Assignment Problem, Variations in Assignment
Problem. (8 hours)
 Mathematical Formulation, Metric form Transportation Problem, Feasible Solution, Basic Feasible
Solution and Optimum Solution, Moving towards Optimum Solution.Solution by N.W. Corner Rule,
Least Cost Method & Vogel’s Approximation Method. Case Study2: Bharat Tobacco: vendor
selection and vendor rating. (8 hours)
 Simulation: Definition, Types, Uses, Limitations & Phases of Simulation, Even Type, Monte Carlo
Simulation, Application of Simulation, Decision Theory: Types, Components of Decision Making,
Decision Models, Decision Making under Uncertainty, Decision Tree Analysis. Case Study3:
Customer asset management at DHL in Asia. (8 hours)
 Queuing Theory: Waiting Line Models, Inventory Management, Job Sequencing, Project Management
by PERT and CPM.Game theory: Characteristic of Game Theory, Minimax Criterion & Optimal
Strategy. Theoretical Introduction to Gamification. (8 hours)

SUGGESTED READINGS:
1. Barry, Render, Ralph, M. & Michael, E., Hanna(2011).Quantitative Analysis, PHI, New Delhi.
2. Budnik ,Frank, S., Dennis, Mcleavey & Richard, Mojena (2003). Principles of Operations Research.
All India
3. Traveller Booksheller, New Delhi,
4. Gupta, R. K. (2010).Operation Research. Krishna Prakash Media, Meerut.
5. Sharma, J. K.(2009). Operations Research.Theories and Applications. Macmillian India Ltd., New
Delhi.
6. Sharma, S. D.(2007). Operation Research. Kedarnath & Co. Meerut.
7. Taha, H. A.( 2008). Operation Research.An Introduction. Mc.Millan, New York.
8. Andrew Tiger, Robert Howard, (2011) "Kiwanis Pancake Day – a service operations management
case study", Emerald Emerging Markets Case Studies, Vol. 1 Issue: 4, pp.1-5,
https://doi.org/10.1108/20450621111186147
9. Monica Singhania, Gagan Gandhi, (2013) "Bharat Tobacco: vendor selection and vendor rating",
Emerald Emerging Markets Case Studies, Vol. 3 Issue: 2, pp.1-8, https://doi.org/10.1108/EEMCS-02-
2013-0019
10. Jochen Wirtz, Indranil Sen, Singh Singh, (2011) "Customer asset management at DHL in Asia",
Emerald Emerging Markets Case Studies, Vol. 1 Issue: 1, pp.1-6,
https://doi.org/10.1108/20450621111117413
Case Study1: Kiwanis Pancake Day– a service operations management
Case Study2: Bharat Tobacco: vendor selection and vendor rating.
Case Study3: Customer asset management at DHL in Asia
NOTE: The list of cases, specific references and books including recentarticles will be announced in the class
by concerned teachers from time to time.
 17 | P a g e

MBA I Year MBA-C203 Semester-II

Research Methodology
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: The objective of this course is to develop the research skills of the students in
investigating the business problems with a view to arrive at objective findings, interpretation of data and
conclusions of their investigation in the form of systematic reports.
 Research in Management: Definitions, Meaning, Scope and Objectives of Research, Different
Approaches to Research – Scientific Methods and Non scientific Methods; Types of Business
Research; The Research Process; Ethics in Business Research. (8 hours)
 Formulation and Definition of Business Research Problem; Formulation of Research
Hypotheses.Business Research Design – Meaning and Formulation; Research Design Classification
– Exploratory Research Design (Secondary Data & Qualitative Research), Descriptive Research
Design (Survey & Observation) and Causal Research Design (Experimentation). (8 hours)
 The Sampling Design Process; Types of Sample Design – Probability and Non.probability
Sampling Designs; Size of Sample; Sampling Errors; Concept of Measurement and Scaling;
Important Scaling Techniques. Case Study 1: Attitudes Towards Technology and Lifestyle
(8 hours)
 Questionnaires and Observation Forms; Questionnaire Design Process; Collecting Primary Data
through Observations, Semi.structured Interviews, In.depth Interviews and Questionnaire;
Processing of Research Data Editing, Coding, Classification and Tabulation. Case Study 2:
Telephonic Survey in South India (8hours)
 Basic Data Analysis – Overview of Univariate, Bivariate and Multivariate analysis, Descriptive
Statistics; Univariate Statistics – Hypotheses Testing; Bivariate Analysis – Test of Differences and
Measures of Association; Multivariate Analysis, Importance of the Report & Presentation; Business
Report Format; Report Writing. (8hours)
SUGGESTED READINGS:
1. Beri,G.C.(2008). Marketing Research. Tata McGraw Hill, New Delhi.
2. David, J. L., Ronald, S., Rubin.(1994). Marketing Research. PHI Learning Pvt. Ltd, New Delhi.
3. Donald R.C. & Pamela, Schindler(2010). Business Research Methods. McGraw Hill, New Delhi.
4. Kothari C.R.(2009).Research Methodology. Vishwa Prakashan, New.Delhi
5. Madan P., Paliwal V., Bhardwaj. R.(2010). Research Methodology.Global Vision Publishing House,
New Delhi.
6. Malhotra, N.K.(2008).Marketing Research – An Applied Orientation.Pearson Education, New Delhi
7. Panneerselvam, R .(2004).Research Methodology. PHI Learning Pvt. Ltd, New Delhi.
8. Saunders, Lewis & Thornhill (2003).Research Methods for Business Students. Pearson Education.
9. Tripathi P.C.(2002). Research Methodology.Sultan Chand & Co.,New.Delhi.
10. Wilkinson & Bhandarkar (2003).Methodology & Techniques of Social Research. Himalaya
Publishing House, New Delhi.
11. Zikmund, W. G., Babin, B. J., Carr ,J. C., Adhikari, A. & Griffin, M.(2017).Business Research
Methods: A South-Asian Perspective. Cengage Learning India Pvt. Ltd, New Delhi.
12. Case Study1: Zikmund, W. G., Babin, B. J., Carr ,J. C., Adhikari, A. & Griffin, M.(2017).Business
Research Methods: A South-Asian Perspective. Cengage Learning India Pvt. Ltd, New Delhi.
Case Study 2: Telephonic Survey in South India

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 18 | P a g e

MBA I Year MBA-C204 Semester-II

Human Resource Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: In a complex world of industry and business organizational efficiency is largely dependent
on the contribution made by the members of the organization. The objective of this course is to sensitize to
the various facets of managing people and to create an understanding of the various policies and practices
of human resource management.
 Concepts, Nature ,Scope and significance of HRM, Evolution , Human Resource Management in a
Changing Environment. (8 hours)
 Human Resource Planning, Factors effecting HRP, Process of Human Resource Planning, Demand
and Supply Forecasting. (8 hours)
 Job analysis, Recruitment & Selection, Induction, Transfer, Promotion, Whistle Blowing, Demotions
and separations. Case study1: A “hotel within a hotel” in Bangkok. (8 hours)
 Training and Development, Performance Appraisal and Potential Appraisal, Job Evaluation, Wage and
salary administration. (8 hours)
 Employee Welfare, Grievance Management and Employee Empowerrment, Counselling, Safety and
Health, Collective Bargaining; Case study2: Anand Automotive Limited: leadership development
process for creating strategic impact. (8 hours)

SUGGESTED READINGS:
1. Ashwathappa, K. (2011). Human Resource Management: Text & Cases. Tata McGraw Hill, New
Delhi.
2. Amos, L.T., Ristow, A., Ristow, L & Pearse, J.N. (2008). Human Resource Management. Juta & Co.
Ltd, Cape Town.
3. Armstrong, M. (2008). Strategic Human Resource Management: A Guide to Action. Kogan Page Ltd,
London.
4. Banfield, P., & Kay, R. (2012). Introduction to Human Resource Management. Oxford University
Press, New York,
5. Bhardwaj, Rajul(2012). Human Resource Management. D.P.S, Publishing House,New Delhi.
6. Kumar, R. (2011). Human Resource Management: Text & Cases. I.K International Publishing House
Pvt. Ltd, New Delhi.
7. Mathis, L. R., & Jackson, H.J. (2011). Human Resource Management: Essential Perspective.
South.Western Cengage Learning, USA.
8. Price, A. (2011). Human Resource Management. South Western Cengage Learning, USA.
9. Martin, J. (2009). Human Resource Management. Sage Publication, California.
10. Case study1: https://www.emeraldinsight.com/doi/full/10.1108/20450621211291860
11. Case study2: https://www.emeraldinsight.com/doi/full/10.1108/EEMCS-02-2013-0013

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 19 | P a g e

MBA I Year MBA-C205 Semester-II

Financial Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this paper is to familiarize the students with the principles and
practice of Financial Management.
 Concepts of Financial Management: Nature, Objective & Scope of Financial Management,
Techniques of Financial Management, Time Value of Money. (8 hours)
 Capital Budgeting: Nature and features of capital budgeting decisions, Evaluation Techniques, Cost
of Capital. Cost of Different Sources of Capital, Weighted Average Cost of Capital significance of
cost ofcapital. Case Study1: Case Of Agthia Group. (8 hours)
 Leverages & Capital Structure: Operating, Financial & Combined Leverages, Indifference Point,
CapitalStructure. Approaches to Capital Structure, Optimum Capital Structure. (8 hours)
 Working Capital Management: Concept of working capital Determinants, Computation by Current
Assets and Current Liability Method, Working Capital Financing, Inventory
ManagementTechniques. Case Study2: M/S Vithal Enterprise (8 hours)
 CVP analysis and Dividend policy: Cost Volume Profits Analysis, Dividend Polices. Determinants
and Models of Dividend Policy. (8 hours)

SUGGESTED READINGS:
1. Brigham E.F. & Ehrhardt C.M. (2008). Financial Management. Cengage Learning, Mason USA.
2. Chandra P.(1997). Financial Management.Tata McGraw Hill, NewDelhi.
3. Chandra P.(1997). Fundamentals of Financial Management, Tata McGraw Hill, NewDelhi.
4. Horne V. & James C. (1997). Financial Management and Policy.Prentice Hall Inc., NewDelhi.
5. Khan, J. (2012). Basic Financial Management. Tata Mcgraw Hill, NewDelhi.
6. Madura J. (2011). International Financial Management.Cengage Learning, MasonUSA.
7. Pandey I. M. (2004). Financial Management. Vikas Publishing House (P) Ltd, NewDelhi.
8. Paramasivam, C. And Subramaniam, T.(2018). Financial Management.New Age International
Publisher.
9. Richard A B. (1996). Principles of Corporate Finance.Tata McGraw Hill, NewDelhi.
10. Tyagi, C.L. and Tyagi, M.(2003). Financial and ManagementAccounting. Atlantic Publication, New
Delhi.
11. CaseStudy1:https://nebula.wsimg.com/80ac192c668bd78189e53fa809d5ff19?AccessKeyId=A8366
3472B839ECDD54B&disposition=0&alloworigin=1
12. Case Study 2::http://www.scdl.net/downloads/samplecsfin.pdf

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 20 | P a g e

MBA I Year MBA-C206

Marketing Management Semester-II
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The purpose of this course is to develop understanding of the underlying concepts,
strategies and issues involved in the marketing of products.
 Nature and scope of marketing, Marketing Environment: Concept; Need for Study; Major Elements
and their Impact on Marketing Decisions, critical role of marketing in organization/Society,
Marketing planning and research, Customer Value, Holistic Marketing. (7 hours)
 Understanding Consumer and Industrial Markets: Demand measurement and Forecasting, Theories
of Consumer Behaviour; Various Buying Roles in Family; Types of Buying Behaviour;
Consumer Decision.Making Process in Buying segmentation, Bases of Segmenting Consumer
Markets; Market Selection Strategies; Targeting and positioning Consumer and Industrial
Market.Case Study1: Maruti Ertiga launch in India by new category creation (9 hours)
 Product Decisions: Product mix, Product life cycle, New product development,Banding and
Packaging decisions, Pricing methods and strategies, Promotion decisions—Promotion mix,
Advertising and Personal selling, Channel management—selection, co.operation and conflict
management, Vertical marketing systems, Organizing and implementing marketing in the
Organization, Gandola management. Case Study 2: Managing natural gas business: a case of Bharat
Natural Gas Company Limited (9 hours)
 Evaluation and Control of Marketing Efforts: Scope, Steps, Designing, Tools and Techniques of
marketing controller, The marketing controller concept, Organizing & Implementing marketing
programs (7 hours)
 New Issues in Marketing: Globalization, Consumerism, Green marketing,Legal, Ethical and Social
Aspects of Marketing: Consumerism; Consumer Protection Measure in India; Recent Developments
in Consumer Protection in India, Rural marketing, e.marketing, retailing (8 hours)

SUGGESTED READINGS:
1. Kotler, P. & Keller, K.L. (2015). Marketing Management (15th Global Edition). New Delhi: PHI.
2. Kotler, Philip & Armstrong, G.(2016). Principles of Marketing. New Delhi: PHI.
3. Neelamegham, S. (2000). Indian Cases in Marketing. New Delhi: Vikas Publishing House.
4. Palmer. (2015). Introduction to Marketing.London: Oxford University Press.
5. Paliwoda, S. & Andrews, T. (2012). Marketing Management in Asia. UK: Routledge.
6. Singh,V.K. & Sharma, N. (2015). Mini Cases & Caselets for Would Be Managers. Germany: Lambert
Academic Publishing.
7. Winer, R. & Dhar, R. (2013). Marketing Management. New Delhi: Pearson.
8. Etzel, M. J., Bruce, J., W., Stanton, W. J., & Pandit, A. (2010).Marketing (14th ed.). New Delhi: Tata
McGraw-Hill.
9. Kotler, P., Keller, K., Koshy, L., & Jha, M. (2009). Marketing Management:A South Asian Perspective
(13th ed.). New Delhi: Pearson.
10. Case Study 1: https://www.emeraldinsight.com/doi/full/10.1108/EEMCS-08-2012-0147
11. Case Study 2: https://www.emeraldinsight.com/doi/full/10.1108/20450621211214450

NOTE:The list of casesspecific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 21 | P a g e

MBA I Year MBA-C207 Semester-II

Production and Operations
Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: This course is designed to acquaint the students with decision making in planning,
scheduling and control of Production/Operation function and the effective acquisition, storage and flow
of materials in both manufacturing and service organizations so as to achieve total productivity

 Managing Operations: Nature and scope of Production and Operations Management. (8 hours)
 Planning (Designing) the Conversion System: Designing of Products, Services & Processes, Facility
Location, Type of Manufacturing Systems and Layout. Case study1: Coping with capacity
expansion: Go-Goal Hydro's panache (8 hours)
 Organizing the Conversion System: Job Design, Production and Operation standards and Work
Measurement, Scheduling System, Aggregate Planning for Production and Services. (8 hours)
 Controlling the Conversion Process: Inventory Control, MRP, Purchasing. (8 hours)
 Modern Operation Systems: Introduction to modern management system— JIT, KANBAN, FMS,
TQM—Quality Control, Quality Assurance and Total Quality. Case study 2: Enabling excellence in
operations through technological innovation (8 hours)

SUGGESTED READINGS:
1. Adam,Ebert, & Ronald .J. (1992). Production and Operation Management.Concepts, Models &
Behaviour, PHI, New Delhi
2. Aswathappa, K., & Bhat,Shridhara.K. (2011). Production and Operations Management.TMH, Delhi.
3. Baff,E.S.( 1993). Modern Production Management. John Willey, New York.
4. Charry, S.N.( 2005). Production and Operation Management.Concepts Methods and Strategy. PHI,
New Delhi .
5. Chase, B., Richard, Shankar, R., Jacobs, F.R., Aquilano, N.J.(2009).Operations and Supply
Management.TMH, Delhi.
6. Garg, Ajay(2011).Production and Operations Management.TMH, Delhi.
7. Madan, Pankaj.( 2010).Production and Operation Management. New Delhi.
8. Mahadevan, B.(2004). Operations Management; Theory and Practices. Pearson Education, Delhi.
9. Martinich, J.S.(1997). Production and Operations Management. John Wiley and Sons, New York.
10. Pannesseluam, R.(2009). Production and Operations Management. PHT, Delhi.
11. William. J. S. (2009), Operation Management. TMH, New Delhi
12. Case Study1: Saroj Koul Mayank Arora, (2012)."Coping with capacity expansion: Go-Goal Hydro's
panache", Emerald Emerging Markets Case Studies,Vol. 2 Iss 2 pp. 1 – 11.
http://dx.doi.org/10.1108/20450621211228392
13. Case Study2: Meeta Dasgupta, (2011),"Enabling excellence in operations through technological
innovation", Emerald Emerging Markets Case Studies,Vol. 1 Iss 2 pp. 1 – 22.
http://dx.doi.org/10.1108/20450621111151767

NOTE:The listof cases,specificre ferences and books including recent articles will be announced in the
class by concerned Teachers from time to time.
 22 | P a g e

MBA I Year MBA-C208 Semester-II

Indian Ethos and Human
Quality Development
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: This course is designed to acquaint the students with Indian Ethos and Human Quality
Development
 Business Ethics:Introduction, Business Ethics and Management, Business Ethics and Moral
Obligations; Indian Heritage in Business Management:Values and Ethics; Requisites for Ethics
globally, Work Ethics, Corporate Management,Secular versus Spiritual Values in Management.
(9 hours)
 Environmental Concerns and Corporations,Ethical Issues related with Funds, Advertisement and
Marketing; Case Study1: Satyam Computers Ltd. (9 hours)
 Relevance of Values in Management; Gandhian Approach in Management and Trusteeship; Social
Values and Political Environment. (8 hours)
 Corporate Social Responsibility; Corporate Governance; Report of the Kumar Mangalam Birla
Committee on Corporate Governance; Role of Media in Ensuring Corporate Governance; Case
Study2: Reebok India Company. (8 hours)
 A Holistic Management System; Work Ethos (Indian Ethos for Management). Case Study3: Metro
turns to Bhagvad Gita for Management Lessons. (6 hours)

SUGGESTED READINGS:
1. Bhatta, S.K. Business Ethics & Managerial Values.
2. Dave, Nalini V: Vedanta and Management, Deep and Deep Publication 1997.
3. Chakraborty, S.K.: Foundation oof Managerial Work-Contributions from Indian Thought, Himalaya
Publication House, Delhi 1998
4. Chakraborty, S.K.: Managerial Effectiveness and Quality of Work life – Indian Insights, Tata McGraw
Hill Publishing Company, New Delhi – 1987
5. Chakraborty, S.K.: Management by Values, Oxford University Press 1991.
6. Sherlekar, SA, Ethics in Management, Himalaya Publishing House.
7. Agarwal, T. & Chandorkar, N. (2018). Indian Ethos in Management. Mumbai: Himalaya Publishing
House.
8. Murthy, C.S.V. (2015). Business Ethics: Text and Cases. Mumbai: Himalaya Publishing House.
9. Vasishth, N. & Rajput, N. (2016). Business Ethics and Values. New Delhi: Taxman Publications
Pvt. Ltd.
10. Case Study1: Sharma, J.P. (2018). Corporate Governance: Business Ethics and CSR, 548-585, New
Delhi: Ane Books Pvt. Ltd.
11. Case Study2: Sharma, J.P. (2018). Corporate Governance: Business Ethics and CSR, 585-590,
New Delhi: Ane Books Pvt. Ltd.
12. Case Study3: Vasishth, N. & Rajput, N. (2016). Business Ethics and Values. 43-44, New Delhi:
Taxman Publications Pvt. Ltd.

NOTE: The list of cases, specif ic references and books including recent articles will be announced in the
class by concerned teachers from time to time.

THIRD SEMESTER
MBA-C301 SUMMER PROJECT

SUMMER TRAINING AND ITS PROJECT REPORT:

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1. At the end of second semester examination, every student of MBA will undergo industrial
training in any manufacturing, service, financial organization or a NPO. The training will be of 6
to 8 weeks duration.
2. During the training, the student is expected to learn about the organization and analyse/suggest
solutions of a live problem. The objective is to equip the student with the knowledge of actual
functioning of the organization and problems faced by them for exploring feasible solutions and
suggestions.
3. During the course of training, the organization (where the student is undergoing training) will
assign a problem/project to the student.
4. The student, after the completion of training will submit a report to the Faculty/Department,
which will form the part of third semester examination. However, the report must be submitted
latest by 31st August during third semester.
5. The report (based on training and the problem/project studied) prepared by the student will be
known as Summer Training Project Report. The report should ordinarily be based on primary
data. It should reflect in depth study of micro problem, ordinarily assigned by the organization
where student undergoes training. Relevant tables and bibliography should support it. One
comprehensive chapter must be included about the organization where the student has undergone
training. This should deal with brief history of the organization, its structure, performance
products/services and problems faced. This chapter will form part I of the Report. Part II of the
Report will contain the study of micro research problem. The average size of Report ordinarily
will be 70 to 100 typed pages in standard font size (12) and double spacing. One report, duly
typed on A-4 sized paper in the hard bound (paper back) form is to be submitted to the
Faculty/Department for evaluation and other shall be retained by the student after getting both the
reports duly forwarded by Head and Dean of the Faculty.
6. The Report should have one certificate duly signed by the Reporting Officer of the organization
where the student has undergone training and this certificate is to be countersigned / forwarded by
the Head and Dean of the faculty before submission in the department.
7. Evaluation of report and Viva shall be conducted by both external and internal examiner with
external evaluation of 70 marks and internal evaluation of 30 marks.
8. A late fee of Rs. 1000 will be paid by the student, if he/she fails to submit the report by 31st
August.

MBA II Year MBA-C302 Semester-III

Project Management
 24 | P a g e

Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE:Project management is about systematically incorporating the voice of the customer, working
concurrrently on all aspects of the project with multi-functional teams and implementation of specific tools
and techniques. This course aims to provide learning to address issues of project management including
strategic, financial, design, and feasibility with a holistic approach by interfacing other relevant subjects that
helps in completion of a project.

 Introduction: Definitions, Classification, Need and Importance of Project Management, Project risk,
Concepts and Characteristics of Project, Project plan, Tools and techniques of project management,
Project management life Cycles and uncertainty.
Project Planning: Project Planning, Need of Project Planning, Roles, Responsibility and Team Work,
Risk Management, Cost Benefit Analysis, Feasibility study, Project Planning Process, Work
Breakdown Structure (WBS).
Case Study1: A Day in the Life
Case Study(Assignment1): (a) Manchester United Soccer Club (WBS)
(b) Sharp Printing
(9hours)
 Project Organization: Various Forms of Project Organizations, Project Organization Charting,
Organization Human Resources, The Project Manager, The Project Team, Project Team Pitfalls,
Project Contract Management, Types of Contracts.
Case Study2: Franklin Equipment Ltd.
Case Study(Assignment2): Mattson Project
(9hours)
 Project Financing: Project Cost Estimation, Sources of Finance, Resource Allocation, Cost Forecasts,
Multiple Project and Constraints, Project Closure.
Case Study3: Aurora Project
Case Study(Assignment3): Case Bujagali Dam Project
(6hours)
 Project Implementation and Monitoring: Project Resource Requirements, Type of Resources, Multi-
project Resources scheduling, Resources Allocation method, Project Monitoring and control, Project
network Technique.(PERT and CPM), Planning for Monitoring and evaluation, Project Management
Information System, Project Scheduling. Time Constrained and Resource Constrained Scheduling,
Project Communication, Project Audits, Post Project Reviews.

Case Study4: TCS

Case Study(Assignment4):The Critical Chain Project Management (CCPM) Dilemma
(9hours)

 Project Direction and Control: Project Direction, Project Execution, Project Termination, Termination
Procedure and Strategies, Project Control Process, Features of Future Indian Projects.
Case Study5: Politics, Institutions and project Finance: The Dabhol Power Project /Launch and
Closure of Indian Cement Plant
Case Study (Assignment5): Enrol and The Dabhol Power Company/Launch and Closure of Indian
Cement Plant
(7hours)

SUGGESTED READINGS:
1. Beenet, P. L.& Kathyn. (1995). Project management.for 21st century. Pearson education, New Delhi.
2. David, I. Cleland. (1999). Project management. McGraw Hill International Edition, USA
3. Dennis lock. (2001). The essentials of project management.Grower, USA.
4. Gray,C., & Larson,E. (2010). Project Management.Tata McGraw Hill, New Delhi.
25 | P a g e

5. Gopalakrishnan,P. (1993). Project management. New Delhi,India:McMillian India Ltd, New Delhi.
6. Harry, Naylor. (1987). Project Management. Pearson Publication, New Delhi.
7. Prasanna, C. (2008). Project Management. Tata McGraw Hill, New Delhi.
8. Desai, V. (2018). Project Management. Himalaya Publishing House Pvt. Ltd, Mumbai.
9. K. Nagarajan (2005). Elements of Project Management. New Age Interntional Publications, New
Delhi.
10. Clifford F. Gray, Erik W. Larson, Gautam V. Desai (2014). Project Management The Managerial
Process.McGraw Hill (Indian) Education, New Delhi.
11. Nagarjan, K. (2017). Project management.New Age International Publishers.
12. Chandra (2014). Projects. McGraw Hill Education (Indian) Private Ltd.
13. Bhavesh P. (2010). Project Management. Vikas Publishing House Pvt. Ltd., Noida.
14. Case Study (Assignment 1b): (https://www.scribd.com/doc/100384582/Case-Sharp-Printing-
Assignment
15. Case Study 2: https://www.bartleby.com/essay/Case-Study-of-Franklin-Equipment-Ltd-
PKBFPPBZRFA.
16. Case Study 3: https://www.ugllimited.com/en/case-studies/current/aurora.
17. CaseStudy5:https://hbsp.harvard.edu/search?N=&Nrpp=10&Ntt=Politics%2C+Institutions+and+proj
ect+Finance%3A+The+Dabhol+Power+Project+case+study
18. CaseStudy(Assignment5):https://hbsp.harvard.edu/search?N=&Nrpp=10&Ntt=The+Dabhol+Power
+Project+case+study

NOTE: The list of cases, specific references and books including recentarticles will be announced in the
class by concerned teachers from time to time.

MBA II Year MBA-C303 Semester-III

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Management Information
System
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OB JECTIVE: The objective of the course to develop the bas ic understanding of the decis ion support
system and management infor mation system for business organization.

 Importance of MIS, Concept of Management Infor mation Systems, Definition of MIS, Nature and
Scope of MIS, Structure and Classif ication of MIS. Case Study1: Information Systems at Tata
Motors.(8 hours)
 System Development Stages, System Development Approaches– Lifecycle, Waterfall and
Prototype Approach, Definition of System, Kinds of Systems
(8 hours)
 Concept of Decision.Making, Simon’s Mode l of Decision.Making, Decis ion Support system,
Relevance and Scope of DSS, Characteristics and Capabilities of DSS, Components of DSS.
(8 hours)
 Conceptual Model of a DSS, Database Management System (DBMS), Mode l base Management
System (MBMS) and Dialogue Generation Management System (DGMS). (8
hours)
 Group Decision Support System ( GDSS), Components of GDSS, DSS Generators, DSS Tools,
Compar ison between MIS and DSS. Case Study2: Video Surveillance at Jindal Steel.
(8 hours)

SUGGESTED READINGS:
1. Goyal, D. P. (2006). Management Information Systems – Managerial Perspectives ( 2nd Ed.) Macmillan
India Ltd, New Delhi.
2. Janakiraman,V.S.,& Sarukesi,K.(1999). Decision Support Systems. Prentice Hall of India Pvt,
Ltd..New Delhi.
3. Leod, Raymond ,& Me. JR.( 1993). Management Information Systems. Macmillan Publis hing
C ompany..NewYork.
4. Murthy, C.S.V. (2001). Management Information Systems– Text & Applications. Himalaya Publishing
House.New Delhi.
5. Marakas(2003). Decision Support Systems . Pearson Education.,New Delhi,.
6. Tur ban, Efrain. ( 1988). Decision Support & Export Systems.Management Perspective. New
York,USA:Macmillan Publis hing Company. Mumbai.
7. Theierauff, Robert ,J.(1982). Decision Support System for effective planning..Prentice Hall, New Delhi..
8. Case Study 1:DE, R. (2016). MIS: Managing Information Systems in Business Government and
Society.PP 5-6. New Delhi: Wiley India Pvt. Ltd.
9. Case Study 2:DE, R. (2016). MIS: Managing Information Systems in Business Government and
Society. PP 127-128. New Delhi: Wiley India Pvt. Ltd.
NOTE: The list of Cases and specific references including recent articles will be announced in the class.
 27 | P a g e

MBA II Year MBA-C304 Semester-III

Strategic Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OB JECTIVE: The Objectives of this course is to develop a holistic perspective of enterprise, critical
from the point of view of the top executives.

 The nature of corporate strategy, Value of corporate strategy, Levels of strategy, Process of
Strategic Management, Strategic Management in different contexts, Role of different strategists(8
hours)
 Defining the Company Mission, Corporate Philosophy, Corporate Governance and Strategy,
Strategy and Ethics.
(8 hours)
 The External Environment ana lys is, Industry Analysis, organizational analysis during industry
evolution, Globa lization and Industry structure. Case study1: A tough choice. (8
hours)
 Formulating corporate strategies, Business level Strategies, Functional Strategies, Strategic choice,
Strategy in the Global Environment.
(8 hours)
 Implementing strategy, Designing organizational. structure, Designing strategic control systems,
Strategic leadership, Structure and control to strategy, Implementing Strategic change, Technology
Strategy. Case study2: Satya Bharti School Program: the kaizen way. (8
hours)

SUGGESTED READINGS:
1. Charles, W.L.H., & Gareth, R. J. (2012). Strategic Management Theory – An Integrated
Approach.USA: South Western Cengage Publishing, USA.
2. David, F. R . (2012). Strategic Management A Competitive Advantage Approach Concepts. Prentice
Hall, New Delhi.
3. Jayarathnam, M. (2007). Business Policy and Strategic Management. Mumbai,India:
Himalaya Publishing House, New Delhi.
4. Gerry, J., & Kevan, S. (2009). Exploring Corporate Strategy. Prentice Hall of India,New Delhi.
5. Singh.S.P. (2004). Corporate Strategy. AITBS. New Delhi.
6. Srinivasan.(2007). Strategic Management: the Indian Context. New Delhi,India: Prentice Hall of
India,New Delhi.
7. Case Study 1: Nataliya A. Kravchenko Svetlana A. Kuznetsova, (2012),"A tough choice",
Emerald Emerging Markets Case Studies, Vol. 2, Iss 7 pp. 1 – 10.Permanent link to this document:
http://dx.doi.org/10.1108/20450621211284624.
8. Case Study 2: Jyoti Kainth, (2012),"Satya Bharti School Program: the kaizen way", Emerald
Emerging Markets Case Studies, Vol. 2 Iss 8 pp. 1 – 13.Permanent link to this document:
http://dx.doi.org/10.1108/20450621211292382.

NOTE: The list of cases and specific references including recent articles will be announced in the class.
28 | P a g e

FOURTH SEMESTER
MBA-C401 DISSERTATION

DISSERTATION AND ITS REPORT

In fourth semester, candidates will have to submit a Research Project Report on a problem/topic (from
the Specialization areas) assigned by the Department under the supervision of a faculty member of the
department. The research project report will carry 200 marks. Evaluation of report and Viva shall be
conducted by both external and internal examiner with external evaluation of 140 marks and internal
evaluation of 60 marks.The report will contain the objectives, scope of the study, significance of
study, research methodology, results, interpretation, conclusions and recommendations. It will contain
relevant review literature, charts, diagrams and bibliography. A certificate of the Supervisor and the
Head of the Department certifying the authenticity of the report shall be attached therewith. The
student will submit three copies of the report to the Head of the program. The average size of Report
ordinarily will be 100-125 typed pages in standard font size (12) and double spacing. One report, duly
typed on A-4 sized paper in the hard bound (paper back) form is to be submitted to the
Faculty/Department for evaluation and other shall be retained by the student after getting both the
reports duly forwarded by Head and Dean of the Faculty.

MBA II Year MBA-C402 Semester-IV

 29 | P a g e

Business Analytics
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE:Analytics is the scientific process of deriving business insights from raw data to support
decision making. This course aims to provide a basic introduction to the use of analytical techniques to
solve business problems, and how a business organization can create a competitive advantage by
leveraging on data derived from its multiple business processes.

 Business analytics: introduction, types of analytics, characteristics of analytics, business analytics,

and business intelligence; business analytics process and its relationship with decision making
process; Advantage of business analytics: informed decisions, creating competitive advantage, key
attributes of analytical competitors, OLAP and OLTP.
Case Study 1: Sabre Helps Its Clients through Dashboards and Analytics.
Case Study (Assignment 1): Nationwide Insurance Used BI to Enhance Customer Service. (8
hours)
 Analytical methods and models: Descriptive analytics-overview of its tools and techniques, role in
business analytics process and its importance in business decision making.
Assignment: Questions related to Descriptive Analytics.
SPSS Assignment: Converting ungrouped data into grouped data and find out its measures of central
tendency. (8
hours)
 Business analytics in action: applicability and importance of business analytics in different areas
financial analytics, human resource analytics, marketing analytics, CRM, health care analytics, supply
chain analytics, sport analytics and analytics for Government and non profit organization.
Case Study 2: Analyzing Athletic Injuries.
Case Study (Assignment 2): Eliminating Inefficiencies at Setro Children’s Hospital. (8
hours)
 Developing analytics: kinds of statistics, statistical tests, big data and its analyst, important analytics
softwares, Job opportunities in business analytics, skills required for analytics, data analytics for
modern engineers and scientists, IoT.
Class Assignment: ANOVA.
SPSS Assignment: t-test and Chi-Square. (8
hours)
 Predictive analytics- data modeling, types of data model, data modeling technique, basics of data
mining and machine learning environment; Prescriptive analytics: basics of its tools and modeling,
role in business analytics process, model based decision making.
Case Study 3: Text Mining for Patent Analysis
Case Study (Assignment 3): Harnessing Analytics to Combat Crime: Predictive Analytics Helps
Delhi Police Department Pinpoint Crime and Focus Police Resources. (8
hours)

SUGGESTED READINGS:
1. Davenport,H., Harris J.G. (2007), Competing on Analytics: The New Science of Winning, Harvard
Business Review Press, USA.
2. Davenport H., Harris J.G. and Morison R.(2010). Analytics at Work: Smarter Decisions, Better
Results,Harvard Business Review Press, USA.
3. SchniederjansM.J., SchniederjansD.G. and Starkey C.M. (2014). Business Analytics Principles,
Concepts, and Applications with SAS: What, Why, and How, FT Press Analytics, New Jersey.
4. Provost F., Fawcett T. (2013). Data Science for Business: What you need to know about data mining
and data-analytic thinking, O'Reilly Media, Canada.
 30 | P a g e

5. Siegel E. (2013). Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die, Wiley,
New Jersey.
6. Fitz-enz J. and Mattox J. (2014). Predictive Analytics for Human Resources, Wiley and SAS Business
Series, New Jersey.
7. Maisel L. and Gokins G.(2014). Predictive Business Analytics: Forward Looking Capabilities to
Improve Business Performance, Wiley, New Jersey.
8. Granville V. (2014). Developing Analytic Talent: Becoming a Data Scientist, Wiley Publishers,
Indiana
9. Watson M. , Nelson D. and Cacioppi P.(2013) Managerial Analytics: An Applied Guide to Principles,
Methods, Tools, and Best Practices, FT Press Analytics, New Jersey.
10. Prasad R.N. and Acharya S. (2018). Fundamentals of Business Analytics, Wiley Publishers, New
Delhi
11. Turban, E., Sharda, R., &Delen, D. (2014). Business intelligence and analytics: systems for decision
support. Pearson Higher Ed, England.
12. Case Study1: https://www.chegg.com/homework-help/questions-and-answers/application-case-11-
sabre-helps-clients-dashboards-analytics-sabre-one-world-leaders-trave-q26618322
13. Case Study(Assignment1): https://www.coursehero.com/file/22692809/Nationwide-Insurance-Used-
BI-to-Enhance-Customer-Service/
14. Case Study2: https://www.chegg.com/homework-help/questions-and-answers/analyzing-athletic-
injuries-athletic-activity-prone-injuries-inju-ries-handled-properly-te-q25624717
15. Case Study3: https://www.chegg.com/homework-help/text-mining-patent-analysisa-patent-set-
exclusive-rights-gra-chapter-7.1ac-problem-2qd-solution-9780133868906-exc

NOTE: The list of cases, specific references and books including recent articles will be announced in the class
by concerned teachers from time to time.

MBA II Year MBA-C403 Semester-IV

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Entrepreneurship
Development
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: The objective of this course is to expose the students to the growth of entrepreneurship in
developing countries with special reference to India.
 Introduction: Meaning, Nature and Process of Entrepreneurship, Evolution of Entrepreneurship,
Characteristics of Entrepreneurship, Characteristics and Skills of Entrepreneurs, Factors Affecting
Entrepreneurship, Tools of Entrepreneurships, Role of entrepreneurs in Entrepreneurship and
Economic Development, Barriers to Entrepreneurship.
(7hours)
 Types of Entrepreneur, Functions of Entrepreneurs, Role of Entrepreneurs, Competing theories of
entrepreneurship, Tools of Entrepreneurship, Role of Government-Role of Central Government and
State Government in promoting Entrepreneurship, MSMEs policy in India, Support, Objective, Cause
of Entrepreneurial Failure. Case Study1-Social Entrepreneurship with Vedic Wisdom.
(9hours)
 Govt. Policy towards SSI’s, Entrepreneurial behavior and motivation, Difference between Owner-
Manager vs. Entrepreneur, Managers vs. Entrepreneurs, Owner Manager vs. Professional Manager,
Entrepreneur vs. Administrator, Entrepreneur VS Entrepreneurship, Ethics and Social Responsibilities
of Entrepreneurs, Agencies for Policy Formulation and Implementation-District Industries Centers
(DIC), Small Industries Service Institute (SISI), Entrepreneurship Development Institute of India
(EDII), National Institute of Entrepreneurship & Small Business Development (NIESBUD), National
Entrepreneurship Development Board (NEDB)
(9hours)
 Women Entrepreneurship, Constraints for the Development of Women Entrepreneurship, Barriers to
Women Entrepreneurs, Importance of Women Entrepreneurship, Process of Woman Entrepreneurship
Development, Important Women Entrepreneurs of India, Schemes for Women Entrepreneurs,
Entrepreneurial success in rural area, Innovation & entrepreneur, Establishing Entrepreneurs System,
Search for business idea, sources of ideas, idea processing, input requirements. Case
Study2.Sherenman: The Entrepreneur
(7hours)
 Characteristics of Small Scale Business, Scope and Objectives of Small Scale Business, Classification
and Types, Agencies for Financial Support-Role of Commercial banks and financial institutions like
SIDBI, NABARD, SFCs, and other NBFCs, Business Plan Development, raising Funds, Registering
SSI Unit Business Plan: Meaning, Objectives, and Benefits, Business Planning Process, Technical
assistance, marketing assistance, sickness of units and remedial assistance. Case Study3- Darden
Business Publishing (Jonathan Virginia Corporation)
(8hours)

SUGGESTED READINGS:
1. Cliffton, Davis,S.andFyfie,David, E. (1977).Project Feasibility Analysis. John Wiley, New York.
2. Desai.A .N(1990). Entrepreneur& Environment. New Delhi.
3. Drucker,F., Peter (1985). Innovation and Entrepreneurship,S, Heinemann, London.
4. Jain, Rajiv(1984). Planning a Small Scale Industry .A Guide to Entrepreneurs. S. S. Books, New
Delhi.
5. Kumar,S .A. (1990). Entrepreneurship in Small Industry. Discovery, NewDelhi.
6. McClelland,D.C. and Winter.(1969). Motivating Economic Achievement, ,Free Press, NewYork..
7. Udai, Pareek and Rao, Venkateswara (1978). Developing Entrepreneurship–A Hand book on Learning
Systems. Learning Systems, New Delhi.
8. Case Study 1- Amit, Mihir(2018): Case Studies in Management- The Indian Context, New Delhi
9. Case Study 2 Pankaj Madan, (2017) "Social entrepreneurship with vedic wisdom", The CASE
Journal, Vol. 13 Issue: 4, pp.528-545, https://doi.org/10.1108/TCJ-07-2016-0056
 32 | P a g e

10. Case Study 3. Edward D. Hess(2009) . Jonathan Virginia Incorporation, Darden Business Publishing,
University of Verginia.

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.

DESCIPLINE SPECIFIC ELECTIVES(DSE)

Group: MARKETING
 33 | P a g e

MBA II Year MBA-E301/401 Semester-III/IV

Sales Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: The purpose of this paper is to acquaint the students with the concepts, which are helpful in
developing sound sales, distributions policy and in organizing, managing sales forces and marketing
channels.
 Sales Executive as a Coordinator, Sales Management & Control, Sales Control.Formal & Informal,
Theories of Selling. AIDA, Behavioral Equation, Prospecting, Sales Resistance, Closing Sales, Selling
Personal Objectives. Types of Personal Setting Objectives, Analysing Marketing Potential, Sales
Potential, Sales Forecasting & Its Method.
(7 hours)
 Formulating Personal Selling Strategy. Competitive Selling & Personal Selling Strategy, Personal
Selling Objectives & Personal Selling Strategy, Determining the Kind of Sales Personnel, Determining
the Size of Sales Force, Individualizing Selling Strategies to Customers.
(8 hours)
 Recruitment Selection & training of Sales Personnel. Organization for Recruiting, Selecting and
Training, Sources of Sales Force Recruits, The recruiting effort. Pre Interview Screening: Formal
Application Form, The Interview, References, Credit Checks, Psychological Tests, Physical
Examination, Building Sales Training Programs, Defining Training Aims, Deciding Training Contents,
Selecting Training Methods. Case Study1:One life, one chance: Cordlife Sciences India Pvt. Ltd.
Preserving the precious gift. (9 hours)
 Compensation Sales Personnel . Requirements of a Good Sales Compensation Plan, Devising a Sales
Compensation Plan, Types of Compensation Plan, Fringe Benefits, Incentives, Subsidies. (7
hours)
 Controlling Sales Personnel . Standards of Performance, Relation of Performance, Standard to Personal
Selling Objectives, Recording Actual Performance, Evaluating Actual Performance with Standards,
Taking Action . The Dynamic Phase of Control, Controlling Sales Personnel through Supervision.Case
Study 2: Managing word of mouth: the referralincentive programme that backfired
(9 hours)

SUGGESTED READINGS:
1. Charles, F. (2000). Selling. New Delhi: AITBS.
2. Chunawalla, S.A. (2016). Sales Management. New Delhi: Himalaya Publishing House Pvt. Ltd.
3. Cundiff & Govani. (2017).Sales Management. Decisions, Strategies & Cases. New Delhi: PHI.
4. Ingram, T.H., Laforge, R.W. (2015). Sales Management: Analysis and Decision Making. US:
Routledge.
5. Johnston, M.W., & Marshall, G.W.(2013).Sales Force Management: Leadership, Innovation,
Technology. US: Routledge.
6. Ramachandran. (2010).Field Sales Management. New Delhi: Allied Publication.
7. Tracy, B.(2015). Sales Management.US: Amacom.
8. Dalyrimple, D. J. (1995). Sales Management: Concepts and Cases. New York: John Wiley.
9. Jobber, D. (2008). Selling and sales management (7th ed.). New Delhi: Pearson.
10. Case Study 1:https://www.emeraldinsight.com/doi/full/10.1108/20450621211284660
11. Case Study 2:https://www.emeraldinsight.com/doi/full/10.1108/20450621111110519
NOTE:The listof cases,specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.

MBA II Year MBA- E302/402 Semester-III/IV

 34 | P a g e

Advertising Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: The purpose of this paper is to acquaint the students with the concepts, techniques and
give experience in the application of concepts for developing an effective advertising programme.

 Introduction: Concept, Purpose, Functions, Benefits, Needs of Advertising, Ethics in Advertising,

Attributes, Personal Selling, Sales Promotion, Publicity, Propagandas, emerging concepts & issues,
Customer behaviour and advertising: segmentation, motivation analyses, and value proposition.
Advertising Objectives: goals and objectives, DAGMAR. (9
hours)
 Advertising Process: Consumer Psychology, Angle of Communication, Effectiveness of
Advertising, Buyer Behaviour, Speed of Response, Perception of Audience, Strategy Planning &
Organisation. Contribution, Objectives, Strategy, Planning, Levels of Decision Making, Advertising
Situation, Organisation of Advertising. Case Study 1: ABIL’s dilemma: to brand or not to brand in
India
(9 hours)
 Creative Strategy Execution & Judgment: Purchase Proposition, Creative Execution. Visualization,
Ad theme, Ad Copy Writing, Copy Research, Candidness and Creativity, Types of Ad Copy,
Headlines, Slogans, Copy, Illustrations, Layout & Functions of Layout. Case Study 2: Round two:
repositioning the Tata Nano
(9 hours)
 Media Decision: Role of Media, Types of Media, e.Media, Media Related Decisions, Media
Selection, Media Planing, Media Strategy, Media Mix, Media Scheduling, Media Cost, Advertising
& Media Research Decisions.
(6 hours)
 Promotion media & methods: Evaluation of Advertising Effectiveness (What, When & How to
Test) Advertising Objectives and Plans, Area of Assessment, Pre.Placement Evaluation and
Post.Testing, Interpretation of Research Funding, PACT, Principles of Advertising, Govt.
Regulations, Code of Conduct of ASCI, Consumer & Self Regulations, Future of Adverting in India.
Case Study2: Corporate brand building at SRF: Challenge of selecting the brand consultant
(7 hours)

SUGGESTED READINGS:
1. Drewniany, A.& Jerome, J.(2011).Creative Advertising. New Delhi: Cengage Learning.
2. Batra, A.(2011). Advertising Management. New Delhi: Prentice Hall of India.
3. Chunawala, S.A. & Sethia, K.C. (2000). Advertising Theory & Practices. New Delhi: HPH.
4. Clow, K.E. (2013). Integrated Advertising, Promotion and Marketing Communications. New York:
Pearson.
5. MacRury, Hawkin, Hardy & Powell. (2011).Advertising Handbook.US: T&F.
6. Ogilvy, D.(2015).The Unpublished David Ogilvy. London: Profile Books Ltd.
7. Sharma, S. & Singh, R.(2012).Advertising: Planning And Implementation.New Delhi: PHI.
8. Sandage, C. H., Fryburger, V., & Rotzoll, K. B. (1983). Advertising theory and practice.
Homewood: Richard D Irvin.
9. Moriarty, S., Mitchell, N., & Wells, W. (2008). Advertising Principles and Practice (8th ed.). New
Delhi: Pearson Education.
10. Case Study 1:https://www.emeraldinsight.com/doi/full/10.1108/20450621111128583
11. Case Study 2:https://www.emeraldinsight.com/doi/full/10.1108/20450621111187371
NOTE:The listof cases,specificre ferences and books including recent articles will be announced in the
class by concerned teachers from time to time.
 35 | P a g e

MBA II Year MBA-E303/403 Semester-III/IV

Marketing of Services
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The main objective of the course is to help students to learn the various concepts,
motivational techniques and polices of marketing of services.
 Marketing of services: Concept & Issues, Conceptual Framework.Reasons, Characteristics, Type &
Marketing Implication, Significance of Service Marketing, MIS in Service Marketing, Service.
Classification, Services,Encounters and Consumer Satisfaction, Trends in Services Marketing.(8
hours)
 Designing Services Strategy: Service Mission and Market Segmentation, Elements of Service,
Marketing Mix, Designing, Service Market Plan, Service Design, Branding of Services; Distributing
Services – Context and Options; Physical Evidence of a Service, Competitive differentiation;
competitive advantage and value chain analysis. Case Study 1: Customer retention at Hyundai
Motor India Ltd.
(9 hours)
 Marketing of Financial Services: Marketing of Banking Services, Classification of Customers,
Insurance Marketing, Event Management. (7
hours)
 Marketing of Health Services: Health Services in India, Hospital Marketing, ITES, Implementing
Service Marketing.Service Quality Measurement and Improvement of Service Quality; Consumer
Complaint Behavior; Consumer Response to Effective Service Recovery; Principles of Service
Recovery; CRM in Services. Case Study 2: Taj: I will prevail. Exemplifying customer service in
times ofcrisis.
(9 hours)
 Marketing of Selected Services: Professional Service Marketing, Marketing of Public Utilities.
Marketing of Educational Service, Formulation of Marketing Mix in Hotel Industry. Hotel Level
Services & Tourism Services, Pricing Decisions Production, Consultancy Marketing. Marketing
Segmentation in Consultancy Marketing, Contemporary Issues in Services Marketing. (7
hours)
SUGGESTED READINGS:
1. Balaji, B. (2010).Services Marketing And Management. New Delhi: S. Chand Publishing.
2. Kapoor, Paul & Halder (2010). Services Marketing : Concepts and Practices. New Delhi: Mcgraw
Hill.
3. Lovelock, C(2011).Services Marketing. New Delhi:Pearson India.
4. Rao, K.R.(2013). Service Marketing.New Delhi: Pearson India.
5. Srinivasan, R (2014). Services Marketing : The Indian Context. New Delhi: PHI.
6. Verma, H. (2012). Marketing of Services. New Delhi: PHI.
7. Zeithaml, V., Gremler, D., Bitner, M. J., & Pandit, A. (2009). Services Marketing: Integrating
Customer Focus Across the Firm. New Delhi: McGraw Hill.
8. Fisk, R. P., Grove, S. J., & John, J. (2008). Interactive Services Marketing.New York: Houghton
Mifflin.
9. Gronroos, C. (2004). Service Management and Marketing: A Customer Relationship Management
Approach. New York: John Wiley.
10. Case Study 1:https://www.emeraldinsight.com/doi/full/10.1108/EEMCS-06-2013-0078
11. Case Study 2:https://www.emeraldinsight.com/doi/full/10.1108/20450621211304289

NOTE:The listof cases,specificre ferences and books including recent articles will be announced in the
class by concerned teachers from time to time.
 36 | P a g e

MBA II Year MBA-E304/404 Semester-III/IV

Rural Marketing
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of the course is to familiarize the participants with conceptual
understanding of Rural Marketing practices in Indian context.
 Introduction: Meaning -Evolution –Nature and Characteristics of Rural Market –Understanding the
Indian Rural Economy –Rural Marketing Models –Rural Marketing Vs Urban Marketing –Parameters
differentiating Urban & Rural Market -Differences in consumer behavior in Rural and Urban market.

(7 hours)
 Rural Market Research: Sources of Information-Factors influencing rural consumers during purchase
of products –Rural consumer Life style –Approaches and Tools of Marketing Research -Rural
Business Research-Evolution of Rural Marketing Research –Sources and methods of data collection ,
data collection approaches in rural areas, data collection tools for rural market. Limitation and
challenges in rural marketing research, role of rural marketing consulting agencies.Case Study
1:Vinamilk: from local cooperatives to international corporation.
(9 hours)
 Rural Marketing Mix: Rural Marketing Mix –Additional Ps in Rural Marketing –4As of Rural
Marketing Mix –New Product Development for Rural Market –Rural Market Product Life Cycle –
Objectives behind new product launch –New Product development process.
(7 hours)
 Rural Market Brand & Channel Management: Brand Loyalty in Rural Market –Regional Brands Vs
National Brands –Channel Management –Indian Rural Retail Market –Rural Retail Channel
Management –Strategies of Rural Retail Channel Management.Case Study 2:Aavaran: creating niche
through contemporary traditional textiles.
(9 hours)
 Applications and Innovations: Marketing of Consumer products, services, social marketing,
agricultural marketing, rural industry products-Innovation for Rural Market –Marketing Strategies –e-
Rural Marketing –Agricultural Co –operative Marketing –Rural Market Mapping –Corporate Social
Responsibility –Organized Rural Marketing –IT for Rural Development –e-Governance for Rural
India.
(8 hours)
SUGGESTED READINGS:
1. Aggarwal, M. (2011). Consumer Behaviour and Rural Marketing in India. New Delhi: New Century
Publication.
2. Dogra, B. & Ghuman, K. (2009). Rural Marketing. New Delhi: TMH.
3. Kashyap, P. (2016). Rural Marketing. New Delhi: Pearson India.
4. Krishnamacharyulu, C.G. & Ramakrishnan, L. (2011). Rural Marketing Text and Cases. New Delhi:
Pearson Education.
5. Minouti, Kamat & Krishnamoorthy, R. (2013). Co-operatives & Rural Markets. New Delhi: HPH.
6. Rahman, H. (2011).Rural Marketing.New Delhi: HPH.
7. Velayudhan, S. K. (2007). Rural Marketing. New Delhi: SAGE Publication
8. Balram Dogra & Karminder Ghuman,(2009) Rural Marketing, TMH.
9. Sanal Kumar Velayudhan, (2012). Rural Marketing , 2eSage publication.
10. T P Gopalaswamy, Rural Marketing, Environment, problems,and strategies, 3e Vikas Publications,
2016
11. Case Study 1:https://www.emeraldinsight.com/doi/full/10.1108/20450621211228400
12. Case Study 2:https://www.emeraldinsight.com/doi/full/10.1108/EEMCS-Aug-2012-0143
 37 | P a g e

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.

MBA II Year MBA-E305/405 Semester-III/IV

International Marketing
Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: This paper deals with a broad conceptual focus on the marketing management problems,
techniques and strategies necessary to incorporate the marketing concept into the framework of the world
market place. The present course explores those aspects of marketing which are unique to international
business

 Importance and Challenge of International Marketing-Definition of International Marketing:

Domestic Marketing Vs. International Marketing; Categories of International marketing
Involvements; International Marketing Task; Nature of International Marketing Management;
Characteristics of International Marketing Executives. Case Study1: Cilantro Café goes global:
reflections on internationalization in Egypt 2.0.
(8 hours)
 Analysis of International Marketing Environment and Identifying Foreign Markets Political
Considerations and Governmental Influences; Cultural and Social Dynamics; Economic Development
and Geographical Conditions; Competitive Conditions; Legal and Financial Influences, Trends in
WTO, UNCTAD,IMF, WORLD BANK.
(8 hours)
 International Marketing Intelligence and Research-Analysis of World Market; Market analysis;
Purposes and Methods; Marketing Intelligence; International Marketing Research. Ê Planning Entry
and Operations Strategies-Export; Franchise, Joint Ventures; Direct Investment; Multinational
Operations.
(8 hours)
 International Product Policies and pricing decisions-Strategic Considerations in Making Multinational
Product decisions; Alternative Strategies in Multi-national Product Planning; Methodology in Making
Multinational product Decisions. International Pricing Decisions-Price Escalation; International
Transfer Pricing; Pricing Strategy; Factors influencing the Establishment of International Prices;
Export Pricing, Differential Pricing.
(8 hours)
 International Distribution System and Logistics-International Marketing Channel Decisions;
Importance and Scope of Channel Decisions; Channels between Nations; International Physical
Distribution Decisions; Nature of Physical Distribution, Risk management in international marketing,
Institutional set-up for promoters, export assistance. Case Study2: Piping hot dogs: a case of a
Malaysian franchise.
(8 hours)
SUGGESTED READINGS:
1. Brady, D.L. (2011). Essentials of International Marketing. New Delhi: Jaico.
2. Cateora, P.R., Graham, J.L.,Gilly, M.C. (2014). International Marketing. New Delhi: Mcgraw Hill
Education.
3. Cherunilam, F. (2012). International Marketing.New Delhi: HPH.
4. Ghauri, P. & Cateora, P.(2010). International Marketing. New Delhi: TMH.
5. Ilkka, A.R. & Czinkota, M.R.(2013). International Marketing. New Delhi: Cengage Learning.
6. Jain, S. & Moitra, R.(2013). International Marketing.New Delhi: HPH.
7. Jain, S.C. (2014). International Marketing Management. New Delhi: CBS Publishers.
 38 | P a g e

8. Case 1: Menatallah Darrag, Noha El Bassiouny, (2011) "Cilantro Café goes global: reflections on
internationalization in Egypt 2.0", Emerald Emerging Markets Case Studies, Vol. 1 Issue: 3, pp.1-5,
https://doi.org/10.1108/20450621111172403 Permanent link to this document:
https://doi.org/10.1108/20450621111172403
9. Case 2: Sethela June, Asmat-Nizam Abdul-Talib, "Piping hot dogs: a case of a Malaysian
franchise", Emerald Emerging Markets Case Studies, (2011)
, https://doi.org/10.1108/20450621111127421

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 39 | P a g e

Group: FINANCE
MBA II Year MBA-E306/406 Semester-III/IV
Management of Financial
Services
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: The objective of this course is to apprise the students with the concepts and practices of
Merchant Banking and Financial Services.
 Origin, meaning, need, functions and growth of merchant banking institutions in India, steps
involved in the establishment of merchant banking outfit, Nature and scope of financial services,
management of risk in financial services.
(8 hours)
 Merchant Banking Activities, Project counseling, appraisal and financing. Case Study1: Merchant’s
bank (in organization). (8
hours)
 Non Banking Finance companies (NBFCs), Meaning, Types and services rendered by NBFCs, Debt
Securitization, Leasing and hire purchase. Case Study2: Apollo manufacturing corporation. (8
hours)
 Factoring,forfeiting and Bill discounting,Housing Finance and credit rating,Types of credit and
credit regulations.
(8 hours)
 Banking and Insurance, Credit cards, Venture Capital, Forex markets regulation and control. (8
hours)

SUGGESTED READINGS:
1. Batra, G. S., & Bhatia, B. S. (2008). Management of Financial Services. Deep & Deep Publication
PVt. Ltd., New Delhi.
2. Croft, L. (2009). Management & Organization in Finanacial Services. Ane Book India, New Delhi.
3. Gurusamy, S. (2009). Financial Services. (N.D) Prentice Hall of India, NewDelhi.
4. Mcgrill, Ross, (2008). Technology Management in Financial Services. Palgrave Macmillan, New
York.
5. Padmalatha, S. & Justin, P. (2017). Management of Banking and Financial Services. Pearson Editing.
6. Suresh, P. & Paul, J. (2010). Management of Banking and Financial Services, Dorling Kindersley
(India) Pvt. Ltd., New Delhi.
7. Sharma, M. (2008). Management of Financial Institution with Emphasis on Bank & Risk
Management. Prentice Hall of India, New Delhi.
8. Rose, P. S. & Hudgins, S. C. (2005). Bank Management and Financial Services. Tata McGraw Hill,
New Delhi.
9. Tripathy, N. P. (2004). Financial Instruments and Services. Prentice Hall of India, NewDelhi.
10. Case Study 1:https://www.aabri.com/manuscripts/11892.pdf
11. CaseStudy2:https://nebula.wsimg.com/5e5475f0f07950ceabf8c66e12b9fefe?AccessKeyId=A8366347
2B839ECDD54B&disposition=0&alloworigin=1

NOTE: The list of cases, specific reference and books including recent articles will be announced in the
class by concerned teachers from time to time.
 40 | P a g e

MBA II Year MBA-E307/407 Semester-III

TAXATION
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this course is to apprise the students with the concepts and practices of
corporate tax planning & management.

 Basic concepts of Income tax act and New Direct Tax Code 2009, Tax Relief, Tax Refund Tax
avoidance and Tax evasion, Significance and Problem of tax planning, Recognized methods of Tax
Planning , Tax Planning and Tax Management. Case Study 1: Investing in tax-free versus taxable
bonds. . (8
Hours)
 Residential Status and its implications for Tax Planning, Assessment Procedures under Salaries.
(8
Hours)
 House Property, Profits and Gains of Business or Profession, Capital Gains and income from other
Sources. E-filing: Compulsory filing of return based on economic criterion, Forms of return,
Procedure of e-filing. Case Study 2: House property under income tax.
(8 Hours)
 Corporate Tax Planning, Tax Planning for new business, Choice of nature and types of business
location, Tax Planning for financial structure, amalgamation and restructuring, Implication of
avoidance of Double Taxation Agreement. . (8
Hours)
 Basic concepts of GST-Direct and Indirect tax, Pre GST Indirect tax structure in India, Law
regulating GST, Concept of supply-Taxable event, significance of consideration, activities
which are treated as supply under schedule I and II, activities given in negative list,
Significance of expression, relevant to attract GST, types of supply. Levy of GST, basic
charges, inter and intra state supply, GST rates notified for supply of various goods and
services. . (8
Hours)

SUGGESTED READINGS:
1. Agarwal, K. K. (2007), “Corporate Tax Planning”New Delhi:Atlantic Publishers & Distributors.
2. Ahuja, G., & Gupta, R., (2013). Simplified Approach to Corporate Tax Planning and
Management.New Delhi: Bharat Book Depot.
3. Singhania, V.. K. & Singhania, K, (2015).Direct Taxes: Law vand Practice( 54th edition).New
Delhi:Taxmanns Publications.
4. Dr. Pant, Kamal.(2015) Procedure to e- filing of tax . New Delhi : Luxmi Publications
5. Lakhotia, R.N., & Lakhotia, S., (2012). How to Save Income Tax through Tax Planning.New
Delhi.:Vision Books India Ltd.
6. Rajaratnam, S., & Venkataramaiah, B.V., (2012). Tax Planning: Issues, Ideas, InnovationsNew
Delhi: Bharat Book Publishing House.
7. Singhania, M., (2012). Corporate Tax and Dividend PolicyNew Delhi:, Jain Book Depot.
8. Singhania, V., & Singhania, M., (2009). Corporate Tax Planning and Business Tax Procedures.New
Delhi:Taxmanns Publications.
9. Case Study 1:
https://nebula.wsimg.com/37382c20f0c8eb00669d0aefbb63f6c6?AccessKeyId=A83663472B839EC
DD54B&disposition=0&alloworigin=1
10. Case Study 2: http://www.pkmadvisory.com/wp-content/uploads/2016/12/house-property-under-
 41 | P a g e

income-tax.pdf

NOTE:The list of cases,specific references and books including recent articles will be announced in
the class by concerned teachers from time to time

On Line Reading / Supporting Material:

1. Finance Act of the relevany assessment year.

2. CBDT Circuliations.
3. Latest Court judgements for the relevent assessment year

MBA II Year MBA-E308/408 Semester-III/IV

 42 | P a g e

Investment Management
and
Financial Engineering
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this course is to apprise the students with the concepts and practices
of Investment Management.
 Introduction – Securities Market, Mobilization of Savings, Objectives of Investors, Investment
Avenues, Investment Media, Features of an Investment Programme. Difference between Investment and
Speculation
(8 hours)
 Development of Financial System in India, Structure of Financial Markets, Financial Institutions, New
Developments in the FinancialSystem. (8
hours)
 Government Securities- Types, Life Insurance, Kinds of Policies, Procedure for taking a policy,
Investment in Units, Different Unit Schemes, Tax Benefits, Provident Funds, National Saving
Schemes—Post Office Savings and other Alternative Forms ofInvestment.Case Study1: Impact of FDI
on insurance sector of India.
(8 hours)
 Stock Markets in India, Role of New Issues Market, Mechanics of Security Trading in Stock
Exchanges, Kinds of Trading Activity, Listing of Securities, Legal Control of Stock Exchange in India.
(8 hours)
 Derivatives and Latest trading practices, Forward contracts, future contracts, options and other
derivatives, future market and use of futures for hedging, interest rate futures, SWAPS, Black
ScholesAnalysis. Case Study2: Forward premium and forward contracts.
(8 hours)

SUGGESTED READINGS:
1. Avadhani, V.A.(1992). Investment & Securities Market in India: Investment Managemen. New
Delhi.: Himalayan Publication,.
2. Beder,S.T,&Marshall,M.C.(2011).FinancialEngineering:TheEvolutionofProfession.NewJerseyJo
hnWiley & Sons,.
3. Bhalla, V.K. (2008). Investment Management. , New Delhi:S. Chand Publication.
4. Kaptan, S.S. (2001). Investment Management. New Delhi:.Sarup & Sons.
5. Litterman, B. (2004). Modern Investment Management: A Equilibrium Approach. New Jersey:John
Wiley & Sons.
6. Maheshwari, Y. (2008). Investment Management. New Delhi:Prentice Hall ofIndia.
7. Neftci, N. S. (2008). Principles of Financial Engineering. United States:.Academic Press.
8. Ruppert, D. (2011). Statistic & Data Analysis for financial Engineering. NewYork:Springer.
9. Vishwanathan, R. & Krishnamurthy, C. (2009), “Investment Management: A Modern Guide to
Security Analysis and Stock Selection. NewYork:Springer.
10. Case Study 1: http://www.worldscientificnews.com/wp-content/uploads/2015/10/WSN-472-2016-
190-201.pdf
11. Case Study 2:
https://nebula.wsimg.com/2463c30752c14c11e477df3199f855c8?AccessKeyId=A83663472B839EC
DD54B&disposition=0&alloworigin=1

NOTE: The list of cases,specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 43 | P a g e

MBA II Year MBA-E309/409 Semester-III/IV

Working Capital
Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this course is to appraise the student with working capital.
 Introduction to Working Capital: Nature, Scope and Definition of Working Capital, Working Capital
Cycle, Assessment and Computation of Working Capital Requirement, Overview of Working Capital
Management. (8
hours)
 Management of Cash and Marketable Securities, Cash Budget, Flexible budget, Marketable Securities:
Concept, types, reasons for holding marketable securities, Cash Management Practices inIndia (8
hours)
 Management of Receivables: Receivables: Nature & cost of maintaining receivables, objectives of
receivables management, factors affecting size of receivables, policies for managing
accountsreceivables.
(8 hours)
 Inventory: Need for monitoring & control of inventories, objectives of inventory management,
Benefits of holding inventory, risks and costs associated with inventories, Inventory Management:
Minimizing cost in inventory, Techniques of Inventory Management . Classification, order quantity,
order pointetc. Case Study1:Antioack Hardware.
(8 hours)
 Working Capital Financing: Need and objectives of financing of working capital, short term credit,
mechanism and cost.benefit analysis of alternative strategies for financing working capital : Pattern
and sources of Working Capital Financing inIndia. Case Study2 :Working capital management of
Bajaj Auto Ltd.
(8 hours)
SUGGESTED READINGS:
1. Prere, L. (2010). Working Capital Management. USA:Oxford University Press.
2. Bhattacharya, H. (2006). Working Capital Management: Strategies & Techniques. New Delhi:
Prentice Hall of India.
3. Vijaykumar, A. (2006). Working Capital Management. New Delhi: Northen BookCentre.
4. Jain , N. K. (2004). Working Capital Management. New Delhi:Prentice Hall ofIndia.
5. CaseStudy1:https://nebula.wsimg.com/31e7fe0eb2af33d8ae962b1d8edaa6d5?AccessKeyId=A836634
72B839ECDD54B&disposition=0&alloworigin=1
6. CaseStudy2:http://cbsmohali.org/img/Working%20Capital%20Management%20of%20Bajaj%20Aut
o%20Ltd..pdf

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 44 | P a g e

MBA II Year MBA-E310/410 Semester-III/IV

Management of Banks
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this course is to appraise the students with the banking law and practices
and develop an understanding of various laws affecting banks.
 Evolution of banking law, Main provisions of The Banking Regulation Act 1949, The RBI Act 1934,
The Negotiable Instruments Act 1881, Capital Adequacy in Banks. RBI and itsFunctions. Case
Study1: The case of Taiwan’s futures commission merchants.
(8 hours)
 Cheques- Requisite of cheque, crossing and endorsement, Refusal of cheque payment by Bank,
Protection to a paying Banker, The collecting Banker- Duties and legalProtection.
(8 hours)
 Securities for Bank Advances: Forms of securities and precautions taken by Banks in accepting these
Securities. (8
hours)
 Guarantees- Contract of Guarantee and contract of indemnity, Guarantee as Banker‘s Security, Legal
decisions relating to Guarantees, Law relating to Letter of credit, Parties to a Letter of credit, Types of
Letter of credit, writing reports on Bank visits and prevailing practices in Banking- Case studies.

(8 hours)
 Banker Customer Relationship- Special customers including lunatics, Un-discharged Bankrupts
Agents, Executors and Administrators, Partnerships, Joint Stock companies and Trusts, Contemporary
issues in Bank Management -An overview. Case Study2: A case study of ICICI bank.
(8 hours)

SUGGESTED READINGS:
1. Ghosh, A. (2012). Managing Risk in Commercial retail Banking. New Delhi:Wiley.
2. Indian Institute of Banking & Finance (IIBF). (2010). Bank Financial Management.New
Delhi:Macmillan.
3. Indian Institute of Banking & Finance (IIBF). (2010). Principles & Practices of Banking.
NewDelhi:Macmillan.
4. Koch, T. W. & Scott S. (2009). Bank Management. USA :Cengage Learning.
5. Padamalatha, S. And Justin, P.(2017). Management Of Banking And Financial Services. Pearson
Edition
6. Ruozi, R.., & Ferrari, P. (2013). Liquidity Risk Management in Bank Economic & Regulatory Issues,
London. Heidelberg NewYork:Springer.
7. Rose, P.S. & Hudgins, P.S. (2005). Banking Management & Financial Services. NewDelhi: Tata
McGraw Hill.
8. Suresh, P., & Paul, J. (2011). Management of Banking & Financial Services. New Delhi: Dorling
Kindersley (India) Pvt.Ltd.
9. Varshney P.N. (2001). Banking Law & Practice. New Delhi: Sultan Chand &Sons.
10. CaseStudy1:https://nebula.wsimg.com/c02440ba64f00ca8b9d2608d1c29d33b?AccessKeyId=A83663
472B839ECDD54B&disposition=0&alloworigin=1
11. CaseStudy2:https://www.mbaknol.com/management-case-studies/customer-relationship-
management-crm-in-banking-a-case-study-of-icici-bank/
 45 | P a g e

NOTE:The list of cases ,specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.

Group: HUMAN RESOURCES

MBA II Year MBA-E311/411 Semester-III/IV

Industrial Relations
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this course is to acquaint the students with the concepts and practices of
Industrial Relations.
 Industrial Relations, Meaning, Objectives, Scope, Conditions for Good Industrial Relations, Causes of
Poor Industrial Relations, Effects of Poor IR, Suggestions to Improve Industrial Relations, IR in
India, IR in Public Sector. Evolution of Industrial System, Essentials of Modern Industrial System,
Impact of Industrial System. Case Study1: Anhui Xuanjiu Group: creating happiness for employees
(8 hours)
 Industrial Dispute: Forms of Dispute, Causes of Disputes, Methods of Prevention and settlement of
Industrial Disputes. (8
hours)
 Trade Unionism, Nature, Objectives and Functions, Growth and Development of the Trade Union
Movement in India, Problems of Trade Unions, Rights of the Recognized Trade Unions, Essentials for
Success of a Trade Union. (8
hours)
 Collective Bargaining, Structure of Collective Bargaining, Benefits of Collective Bargaining,
Conditions for Successful Collective Bargaining, Collective Bargaining in India, Worker’s
participation in Management. Case Study2: Quota for the employment of disabled people in Russia:
strategies for compliance.
(8 hours)
 Absenteeism, Labor Turnover, Grievance Management. (8
hours)

SUGGESTED READINGS:
1. Dwivedi, R.S. (2002). Industrial Relations in Indian Enterprises.Galgotia Publishing Company,New
Delhi.
2. Lal Das, D.K. (2003). Industrial Relations in India.S. Chand &Co,New Delhi.
3. Monappa, A. (1990). Industrial Relations. McGraw.Hill,New Delhi.
4. Mammoria, C.B., &Mammoria, S. (1997). Dynamics of I.R. in India, New.Himalaya Publishing Co.
Ltd,New Delhi.
5. Sinha, P.R.N., Sinha, I.B., & Shekhar, S.M. (2009). Industrial Relations, Trade Unions, and Labour
Legislation, New Delhi: Pearson Education.
6. Sen, R. (2003). Industrial Relations in India: Shifting Paradigms, Macmillan Publishers Inida.
7. Sarma, A.M. (2005). Industrial Relations: Conceptual and Legal Framework, Himalaya Publishing
House,Delhi.
8. Tripathi, P.C. (2010). Personnel Management and Industrial Relations, 20thEd.Jain Book Depot,New
Delhi.
9. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/EEMCS-12-2012-0209.
10. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/20450621111186165.
 46 | P a g e

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.

MBA II Year MBA-E312/412 Semester-III/IV

Human Resource
Development
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The main objective of the course is to help students to learn the various issues, trends and
training and development in human resources.
 Foundation of Human Resource Development: Introduction to Human Resource Development,
Influence on Employee Behavior, Learning and HRD, Performance and its Determinant, Competency
Mapping, knowledge management.
(8 hours)
 Framework for Human Resource Development: Assessing HRD needs, Designing effective HRD
programs, Implementing HRD programs and Evaluating the HRD programs. Line Managers and HRD.
Case Study1: Talent management and succession planning in emerging Asia. (8
hours)
 Human Resource Development Applications: Employees Socialization and Orientation, Skills and
Technical Training, Coaching, Mentoring and Performance Management, Multi Source Feedback
Systems (MAFs).
(8 hours)
 Employees Counselling and Wellness Sevices, Career Management and Management Development,
Organization and change, HRD and Diversity. Case Study2: Global outsourcing- USTC's entry into
India: HR issues.
(8 hours)
 HRD issues and experience: HRD strategies and experiences of Indian Companies, HRD in Health
Care, Government and Public system, Human Resource Audit. (8
hours)

SUGGESTED READINGS:
1. Haldar, U.,K.(2009). Human Resource Development(1st Ed.). USA:OxfordUniv.Press.
2. Mcgoldrick, J., Stewart, J. & Watson, S. (2012).Understanding Human Resource Development: A
Research.based Approach. New York:Rout ledge Tylor & Francis Group
3. Pareek, U. & Purohit (2009), Training Instruments in HRD & OD. New Delhi:Tata McGraw Hill.
4. Gupta, S. & .Gupta, S. (2008), Human Resource Development.Concepts and
Practices.NewDelhi:DDP.
5. IGNOU(updated). Study Material of HRD (MS-22). New Delhi
6. Rao, T.V. (2008), Readings in Human Resource Development. New Delhi:Oxford& IBH Publishing
Co. Pvt. Ltd.
7. Singh, S. K. (2008), Human Resource Development. New Delhi:AltanticPublisher:New Delhi.
8. Sahu, B. P. (2004). Human Resource Development For Industrial Workers. New Delhi:Mittal
Publications.
9. Werner, J. M. & DeSimone, R. L.(2012). Human Resource Development (5 Ed). New
Delhi:Cengage learning.
10. Wilson, J. P.(2005). Human Resource Development: Learning and Training for Individuals &
Organizations (2Ed). London:.Kogan Page Limited.
11. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/EEMCS-06-2013-0106.
 47 | P a g e

12. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/20450621111149805.

NOTE: The list of cases, specific reference and books including recent articles will be announced in the
class by concerned teachers from time to time.

MBA II Year MBA-E313/413 Semester-III/IV

Labour Laws
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The purpose of this paper is to acquaint the student with various labour laws.
 Introduction, A brief over view of Fundamental Rights and Directive Principles of State Policy,
Factories Act: 1948; Case Study1: Automating attendance recording of contingent labours at a large
construction site.
(8 hours)
 Payment of Wages Act 1936, Payment of Bonus Act. 1936. Payment of Gratuity Act 1972. (8
hours)
 Trade Unions Act 1926. Industrial Dispute Act 1947, Employment (Standing Orders) Act 1947 and
Arbitration Act; Case Study2: Maruti Manesar lockout: the flip side of people management. (8
hours)
 Workmen’s Compensation Act 1923, Employment State Insurance Act 1952, Maternity Benefit Act
1961.
(8 hours)
 Labour policy and laws :Labour Policy of Government of India, ILO and Indian Labour, Case Law.

(8 hours)

SUGGESTED READINGS:
1. Cihon, P. J., & Castagnera, J. O. (2011). Employment and Labour Law. South. Western Conage
Learning, U.S.A.
2. Servais,J. M. (2011). International Labour Law. Kluwer law International. Netherland
3. Blanpain, R., & Baker, J. (2010). Comparative labour law & Industrial relation in Industialised
Market. Kluwer law International. Netherland.
4. Hepple, B. (2005). Labour Law & Global Trade. Hart Publishing Company,Portland.
5. Davis, AC.L (2004). Perspective on labour Law. Cambridge Press, U.K.
6. Blanpain, R.(2001). Labour law Human Rights & social Justice. Kluwer law International,Netherland.
7. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/20450621211294407.
8. Case Study2: https://www.emeraldinsight.com/doi/pdfplus/10.1108/EEMCS-02-2014-0042

NOTE: The list of cases, specific reference and books including recent articles will be announced in the
class by concerned teachers from time to time.
 48 | P a g e

MBA II Year MBA-E314/414 Semester-III/IV

Competency Mapping and
Development
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this course is to appraise the student with competency mapping and
development.
 History & Origin of Competency , Reasons for Popularity of Competency, Views Against
Competency, Definitions.
(8 hours)
 Skill, Knowledge &Motive ,Trait& Self Concept ,Iceberg Model of Competency, Traits of
Competency. Case Study1: Talent management at Telekom Malaysia Berhad.
(8 hours)
 Threshold Competencies ,Differentiating Competencies, Generic or Key Competencies, Functional or
Technical Competencies ,Leadership or Managerial Competencies. (8
hours)
 Determining the objective &Scope ,Clarifying Implementation Goals & Standards ,Create an Action
Plan, Define Performance, Effectiveness Criteria . Identify a Criterion Sample ,Data Gathering &
Interim Competency Model. Case Study2: The perception of employer value propositions and the
contrast between Dutch and Chinese graduates: A case study of TNT.
(8 hours)
 Leadership and managerial competency models , Delphi Technique ,Competencies &Generic
Indicators ,360 Degree Feedback . HR Generic Competency Model ,Supervisory Generic Competency
Model.
(8 hours)

SUGGESTED READINGS:
1. Decenzo , D.A., & Robbins, S.P.(2005).Human resource management.John Wiley & Sons, USA.
2. Hall, Calvin S.et al .(1998).. Theories of Personality. Wiley Publication.USA.
3. Newstrom,J.W.,& Keith, D.( 2003).Organizational Behaviour – Human Behavior at work. Tata
McGraw Hill. New Delhi.
4. Parek, U., & Khanna, S.(2011).Understanding Organizational Behaviour. Oxford University
Press.,USA.
5. Pareek , U., & Lynton, R.P. (1990).Training for development. Vistaar Publications. New Delhi.
6. Robert , N. L. (2009).Human Relations in Organizations: Applications and Skill Building (6th ed.).
India: McGraw Hill Education,New Delhi
7. Stephen, R. Et al. (2006). Training in Interpersonal Skills – tips for managing People at work. Pearson,
New Delhi.
8. Whetten, &Cameron.(2002).Development Management Skills(7th Ed.).Prentice Hall, New Delhi
9. Whetten &Cameron.(2007).Development Management Skills; 7th Ed. Pearson PHI,New Delhi.
10. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/20450621111110645.
11. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/20450621111117125.
 49 | P a g e

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.

MBA II Year MBA-E315/415 Semester-III/IV

Organizational Change and
Development
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: To familiar with interventions,and components of organisations
 Organizational Development: Concept; Foundations of Organizational Development; Planned
Organizational Change. (8
hours)
 Organizational Diagnosis; Feedback and Organizational Development, Achieving organizational
improvement with organizational development; Case Study1:ABC Development Organization.

(8 hours)
 OD Interventions: Team. Building Interventions; Personal, Interpersonal and Group Process
Interventions; Conditions for successful OD interventions. (8
hours)
 Organizational Transformation; OD Consultant: Role and Skills, Value and Belief Systems of
Change Agent; Case Study2: Anglo Gold Ashanti: the dawning of a new age.
(8 hours)
 Operational Component of OD: Diagnostic Component, Action.Taking Component and Process
Maintenance Component. The Future of OD and New Perspectives. (8
hours)
SUGGESTED READINGS:
1. Burton, R.M. (2004). Strategic Organizational Diagnosis and Design: The Dynamics of Fit, Kluwer,
Boston.
2. Clayton, A.P. (2011). The Practice of Organizational Diagnosis: Theory & Methods, New York:
Oxford University Press, USA.
3. Lippit, G. (2006). Organization Renewal: Achieving Viability in a Changing World, Appleton.
Century, Crofts.
4. Rao, M.G., & Rao, V.S.P. (1999). Organization Design, Change & Development, Discovery
Publishing House, New Delhi.
5. Singh, K. (2009). Change Management, Excel Books India, New Delhi.
6. Wendell, L.F., Cecil, H., & Bell, J. (2006). Organizational Development: Behavioral Science
Interventions for Organization Improvement, Mishawaka: Better World Books, New Delhi.
7. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/EEMCS-07-2013-0132.
8. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/20450621211289476.

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 50 | P a g e

Group: INFORMATION TECHNOLOGY

MBA II Year MBA-E316/416 Semester-III/IV

Information System Analysis
And Design
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: This course is for the students of MBA program, who are specializing in Information
Technology. It aims at acquainting these students with tools techniques of planning, analyzing, designing,
implementing and maintaining Information system.
 Types of Information, Need for a Computer based Information System, Management Structure,
Management and Information Requirements, Qualities of Information. Case Study1: Hotel
Stay Cool. (8
hours)
 Overview of Design of an information System, The Role and Tasks of a System Analyst, Attributes of
a System Analyst, Tools used by System Analyst, Approaches to System Development (JAD & RAD).

(8 hours)
 Information Sources, Interview Techniques, Questionnaires, Other Methods, System Requirement
Specification, Data Requirements, Modularizing Requirement Specifications, Cost benefit Analysis,
Payback Period, Feasibility Report. Case Study2: System Requirement specificatio: An Illustrative
case. (8
hours)
 Symbols used in Data Flow Diagrams (DFDs), Describing a System with a DFD, Conventions in
Developing DFDs, Levelling of DFDs, Logical and Physical DFDs, Process Specification Methods,
Structured English. (8
hours)
 Control in Information Systems, Audit of Information Systems, Testing of Information Systems,
Security of Information Systems.
(8 hours)
SUGGESTED READINGS:
1. Arthur, M.L. (2008). Analysis and Design of Information Systems (3rd Ed.). Springer.Verlag London
Ltd, London.
2. Dixit, J. B.,& Kumar, R. (2007). Structured System analysis and Design. Laxmi Publications (P) Ltd,
New Delhi.
3. Rajaraman, V. (1991). Analysis and Design of Information System. PHI, New Delhi.
4. Shelly, G. B., Rosenblatt, & Harry J. (2012). System Analysis and Design (9th Ed.). Cengage
Learning,New Delhi.
5. Whitten, J. L., Bentley, L. D.,& Dittman ,K. C. (2004). Systems Analysis and design Methods.Tata
McGraw Publishing Company Limited, New Delhi.
 51 | P a g e

6. Case Study1: Goel, D. P., (2012). Management Information System. 2nd Ed (2), New Delhi: Mc
Millan Publishers, 20-21
7. Case Study2: Goel, D. P., (2012). Management Information System. 2nd Ed (2), New Delhi: Mc
Millan Publishers, 264-278.

NOTE: The list of cases, specific references and books including recentarticles will be announced in the
class by concerned teachers from time to time.

MBA II Year MBA-E317/417 Semester-III/IV

Technology Management
Time Allotted for End Marks AllottedMarks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: To develop an integrated approach to technology management through life cycle of
technology.

 Process and perspectives of technology management, scanning, acquisition, assimilation, absorption,

business strategy and technology strategy adaptation, critical factors in managing technology,
improvement and planning. (8
hours)
 Technology life cycle and forecasting, technology transfer,technology development: Management of
R&D, product design and development, commercialisation of R&D, R&D manufacturing. marketing
interface, R&D project management. Case Study1: Enabling excellence in operations through
technological innovation. (8
hours)
 Technology development and competitiveness, technology and business strategy. (8
hours)
 Technology innovation and creative transformation in the knowledge age; critical trajectories,
Technology entrepreneurship, assessing the need, market dynamics.
(8 hours)
 IPR, technology and role of government; International protocols. treaties, standards; International
comparisons of technology management. Case Study2: Vodafone Egypt (A): the investment
decision.
(8 hours)
SUGGESTED READINGS:
1. Khalil, T.(2009). Management of Technology: The Key to Competitiveness and Wealth
Creation.International Edition. Tata McGraw.Hill, New Delhi.
2. Langlois, S. L. (2008). Technocrime: Technology,Crime and Social Control. Willan Publishing.
3. Sherif, H. and Khalil, T.(2007). New Direction in Technology Management.Elsevier Publisher
4. Thamhain, H. J., (2005). Management of Technology: Managing Effectively in Technology Intensive
Organisations. 2nd Ed.John Wiley and Sons, New Delhi.
5. Megantz, R.C.(2002). Technology Management: Developing and Implementing Effective Licensing
Programs”, John Wiley and Sons, New Delhi.
6. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/20450621111151767
7. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/20450621111110456

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 52 | P a g e

MBA II Year MBA-E318/418 Semester-III/IV

E-Business
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The key to competing in the digital economy is business model innovation that exploits
the powerof business webs. Information Technology (IT) is becoming the main driving force in every
sector of the Indian economy. To manage public affairs for the benefit of the citizens, the Governments at
the National, State and local levels, are increasingly adopting e.Government technologies in public service
delivery.

 Electronic Commerce. Technology and prospects, Introduction, Economic Potential, Incentive and
Mechanics of E.commerce, Internet Commerce architecture. (8
hours)
 Internet based E.commerce Issues problems and prospects. E.commerce and Internet, benefits of
Internet for E.commerce, Impediments & issues, Development of Technology of EDI, Internet & the
WWW. Case Study1: m-Junction.
(8 hours)
 Overview of e.Government and e.Governance, National Egovernance Plan (NeGP), e.Governance
Project Management Practices, Models of e.Governance Projects.
(8 hours)
 Payment Systems & Security . Role of Payment, Real world Payment Systems, Smart Cards, On line
Credit Card Payment, Electronic Cheques and Funds, Transfer Security Design, EDI Security
Concept, Security Mechanisms, Internet Security, Achieving Application Security, Authentication.
Case Study 2:E-commerce capabilities of a Ghanaian used car retailer
(8 hours)
 E.Commerce Issues & Opportunities in Implementation and Role of Government . Commercial Issues,
Infrastructure Issues, Social and cultural issues, Role of Govt. and Policy Recommendations,
Overview of TCP/IP Protocol, Information Technology Act 2000 and Emerging trends in E-
Commerce. (8 hours)

SUGGESTED READINGS:
1. Bagga, R.K. & Gupta P. (2009). Transforming Government: e.Governance Initiatives in India, ICFAI
Press, Hyderabad
2. Diwan, Parag & Sharma, Sushil (2005). E –commerce. A Manger’s Guide to E.Business, Excel Books,
Delhi.
3. Forouzan, B. A.(2007). Cryptography And Network Security.Tata McGraw Hill,New Delhi.
4. Gupta, M.P., Kumar P., & Bhattacharya, J.(2004). Government Online, 2004, Tata McGraw.Hill,New
Delhi.
 53 | P a g e

5. Kalakota,R. & Maricia.(1996). Frontiers in eCommerce.Addison Wesley, NY,USA.

6. Kalakota,R. & Robinson,M.(1999). e.Business. Road Map for Success .Addison Wesley, NY,USA
7. Kalakota& Robinson (2004) . eBusiness 2.0:Road Map for Success, Pearson Education, New Delhi
8. Richard, H.(2006) . Implementing and Managing e.Government. Sage Publication, New Delhi.
9. Winfield G., Treese, & Lawrance C. S. (1998). Designing Systems for Internet Commerce. Addison
Wesley,USA.
10. Case Study1: m-Junction. (2016). MIS in business environment and security, Mumbai: Wiley
Publishers. 277-279.
11. Case Study 2:E-commerce capabilities of a Ghanaian used car retailer
https://www.emeraldinsight.com/doi/full/10.1108/20450621211214496

NOTE: The list of cases, specific reference and books including recent articles will be announced in the
class by concerned teachers from time to time.

MBA II Year MBA-E319/419 Semester-III/IV

Information Security and
Cyber Laws in Business
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: This course will assist students in their career preparation as information system security
managers. The course would enable the students to articulate current and developing legal issues in the
information assurance field, Analyze and interpret how relevant case and statutory law has been applied to
legal problems in information assurance; also, to identify and articulate legal issues in the discipline not
adequately covered by current law. Topics will include such issues as Indian and international jurisdiction,
computer security, intellectual property, electronic commerce, information privacy, freedom of expression,
and cyber crime.
 Basics of Information Technology, Basics of Indian Legal System, Overview of IT Law, Cyber Law in
India, I.T Act, 2000 . Introduction and its application, Relevant amendments in all other law,
Constitutional protection under Cyber law, Freedom of speech and expression, Human Rights
violations, Revisiting industrial and Labour Laws, E.Media and Print Media. Case Study1: The
Stuxnet Worm.
(8 hours)
 The Law of Contract, Construction of Electronic contracts, Issues of security, Employment Contracts,
Consultant Agreements, and Digital Signature. (8
hours)
 Crime : Meaning & Concept, Rights and liability.Civil, Criminal and tortuous, Offences. concept and
Legal parameters, under I.T Law, Offences.detection and investigation, Offences and
punishments.global scenario, Rights & liabilities of Intermediaries, Overlapping between IPC & ITA.
(8 hours)
 Understanding Copy right in information, Technology, Legal issues in Internet and Software Copy
right, Patents ,Trade Marks & Data Base. Case Study2: Unique Indentification Number In India.
(8 hours)
 Concept of Jurisdiction, Indian context of Jurisdiction, Information Technology Amendment Bill,
2006, Information Technology Rules.
(8 hours)
SUGGESTED READINGS:
1. Baxi,P.N.,& Suri ,R.K. (1994). Cyber and E.Commerce laws. Bharat Pub House. New Delhi.
2. John R.Vacca. (2005). Computer Forensic : Computer Crime Scene Investigation, Charles River
Media, USA.
3. Nandan, K.(2009). Law relating to Computers, Internet and e-Commerce. Universal Law Publishing,
New Delhi.
54 | P a g e

4. Raheja, R., & Ahmed, S.( 2001). : A Guide to Information technology( Cyber law and E. Commerce).
Capital Law House ,New Delhi.
5. Singh,R.,& Singh,G. S.(2004). Cyber Space & The Law Issues & Challenges.Nalsar
University,Hydrabad.
6. Rodney D Ryder (2007). Business Process Outsourcing, Date Protection and Information Security.
Wadhwa & Co, NewDelhi.
7. Jozgaao,S.V.(2000). Computer Contracts and Information Technology Law. India:Wadhawa & Co,
New Delhi.
8. Sharma, V. (2007). Information Technology: Law & Practice (2nd Ed). Delhi, India: Universal Law
Publisher.
9. Singh,Y.(2010). Cyber Laws Justice. India:Universal Law Publishing Co., New Delhi.
10. Case Study1: De, Rahul, (2016). MIS in business environment and security, Mumbai: Wiley
Publishers. 215-217.
11. Case Study2: Unique Identification Number in India. (2016). MIS in business environment and
security, Mumbai: Wiley Publishers. 277-279.

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 55 | P a g e

MBA II Year MBA-E320/420 Semester-III/IV

E-Governance
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: To Understand the different models of e-governance, and to describe the e-governance
projects at the Union and State Government levels. Finally to understand the benefits and reasons for the
introduction of e-governance at the local level.
 E-Governance Meaning, Nature, Definition and Scope of E-Governance- Domains- Taxonomy -
Current StatusIndian and Global Foundations- Citizen Centric Government- E-Government
ServicesDifferentiation of G2C, G2B, G2B, G2E - Four Stages of E-Governance (8
hours)
 Models in E-Governance E-Governance Maturity Model - 6C Model - Concept of Public Private
Partnership- Technology Frame work for E-governance - E-governance and Good Governance -
Benefits and Reasons for the Introduction of E-Governance – Current Status.
(8 hours)
 E-governance at Union and State level National E-Governance Plan - Central Mission Mode Projects-
State Mission Mode ProjectsIntegrated Mission Mode Projects - Implementation Strategy -
Components – National EGovernance Plan Programme Management Unit - Major E-governance
Projects: Gyandoot, Warna, E-choupal, E-Bhoomi, E-Governance in Nioda City, Raj Nidhi, Raksha
Bhoomi. Case Study1: Transparency and effective e-Governance: a case of telecentres in the
Indian State of Karnataka
(8 hours)
 E-Governance at Local Level E-Sewa (Electronic Citizen Services) - E-governance in Rural Local
Bodies - Urban Local Bodies- E-Management of Development Projects at Rural and Urban local
bodies (JNNURM) - Effective Service Delivery through E-Governance - Transparency and
Accountability at Grassroot Level.
(8 hours)
 Issues and Challenges of E-governance Cyber Security – Surveillance - Cyber Crimes - Socio-
Economic Issues - Digital Divide - Capacity Building - Socio-Political implications of E-Governance -
Issues of integration – Networking with NGOs, CBOs - Government resource planning and process re-
engineering - Government Process Re-engineering - Best Practices and Lessons from other E-
governance reengineering projects. Case Study2: A “Big Bath” in China: accounting and corporate
(8 hours)

SUGGESTED READINGS:
1. Ashok Agarwal (Ed.), Goverance - Case Studies, University Press India Pvt. Limited, Hyderabad,
2007.
2. B Srinivas Raj, E-Governanace Techniques – Indian and Global Experiences, New Century
Publications, New Delhi, 2008.
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3. Subhash Bhatnagar, Unlocking E-Government Potentital – Concepts, Cases and Practical Insights,
Sage, New Delhi, 2009.
4. G Desai, Information Growth and Economic Growth, Rawat Publications, Jaipur, 2005.
5. RP Sinha, E-Governance in India, Initiatives and Issues in India, Center for Public Policy, 2006.
6. Y.Parthasaradhi et.al., E-governance and Indian Society, Kanishka, New Delhi, 2009.
7. B.C.Smith and D.C .Pitt Computer Revolution and Public Administration, Palgrave, 2007
8. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/TG-12-2016-0092
9. Case Study 2:https://www.emeraldinsight.com/doi/full/10.1108/20450621111110663

NOTE: The list of cases, specif ic reference and books inc luding recent articles will be announced in the
class by concerned teachers from time to time.
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Group :PRODUCTION AND OPERATIONS MANAGEMENT

MBA II Year MBA-E321/421 Semester-III/IV

Logistics and Supply Chain
Management
Time Allotted for End Marks Allotted
Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: To make students aware of logistics and supply chain management and its current issues.

 Introduction to Logistics and Supply Chain: Evolution, Nature and concepts, function and
contribution, Supply Chain Models, Integration with other functional areas of management. Case
Study1: Economic Zones World (EZW) – supply chain strategy
(8 hours)
 Demand Forecasting, Inventory Management, Functions of Warehousing and Distribution centers

(8 hours)
 Value Chain and Value delivery system,Transportation, docking strategy,protective packaging, order
processing. (8
hours)
 Material handling, purchasing and sourcing Case Study2 :Implementing strategic stock to improve
humanitarian aid response. (8
hours)
 Contemporary Issues in SCM:Measuring performance in supply chain, Role of IT in SCM, Green
SCM; Reverse Logistics.
(8 hours)

SUGGESTED READINGS:
1. Agrawal, D.K., (2003). Textbook of Logistics and Supply Chain Management. Macmillan, New Delhi.
2. Chopra Sunil & Meindell. P. (2010). Supply Chain Management. Pearson Pub., New Delhi.
3. Chrisopher, M & Richard Irwin.(2005). Logistics and Supply Chain Management.PHI, New Delhi.
4. Gattorna, J.(1994). The gower handbook of logicstics and distribution management. Gower press,
USA.
5. Gattorna, J. & Walter, D. (1996). Supply Chain Management: Managing The Supply
Chain.Macmillan, New Delhi.
6. Harmon. R,. (1993). Reinventing the Warehouse; World Class Distribution Logistics. Free press,
USA.
7. Lambert, R and Stock.R .(1994). Strategic Physical Distribution Management. Irwin, USA.
8. Madan P and Anand P(2012). Supply Chain Management. Global Academic Publisher, New Delhi.
9. Thomas .F.(1992).Customer Driven Strategies.Oliverwight Publication, New Delhi.
10. Case Study1: Balan Sundarakani , (2011)," Economic Zones World (EZW) – supply chain strategy ",
Emerald Emerging Markets Case Studies, Vol. 1 Iss 1 pp. 1 – 5. Permanent link to this document:
http://dx.doi.org/10.1108/20450621111097588
11. Case Study2: JoakimKembro, (2012),"Implementing strategic stock to improve humanitarian aid
response", Emerald Emerging Markets Case Studies, Vol. 2 Iss 7 pp. 1 – 6. Permanent link to this
document: http://dx.doi.org/10.1108/20450621211284642

NOTE: The list of cases, specific references and books including recent articles will be announced in
the class by concerned teachers from time to time.
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MBA II Year MBA-E322/422 Semester-III/IV

Total Quality Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OB JECTIVE: The objective of this course is to acquaint the students with basics of Total Quality (TQ)
from design assurance to service assurance, to give emphasis on International Quality Certif ication Systems
– ISO 9000 and other standards and their applicability in design manufactur ing qua lity control and
services, to closely inter link management of quality, reliability and maintainability f or total product
assurance and to focus on quality of services in contemporary environment.
 Total Quality and Organizational change, Basic Concept of Total Quality (TQ), Evolution of Total
Quality Management, Components of TQM. Case Study1: Customer Servicemen.
(8 hours)
 How to implement TQM, pitfalls in operating TQM, Reengineering to change, Employee
Involvement, Teams and Groups.
(8 hours)
 Statistical Process control and Improvement, Statistical quality control, manufacturing to specification
versus manufacturing to reduce variations. Case Study2: The human factor in 5S implementation:
perspectives from Poland. (8
hours)
 Total Productive Maintenance (TPM), Quality Audits, Lead Assessment and ISO.9000 Standards, Six
Sigma. (8
hours)
 Total Quality of Services, Total Quality and ERP, TQM and World Class Manufacturing. (8
hours)

SUGGESTED READINGS:
1. Bank, J.(1992). The Essence of Total Quality Management. Prentice Hall, New Delhi.
2. Carruba, Eugene. R & Gorden, Ronald, D.( 1991). Product Assurance Principles. Integrating Design
Assurance & Quality Assurance. McGraw Hill,New York.
3. Dale, B. G.ed.(1999). Managing Quality.PHI, New Delhi.
4. Feigenbaum, A.V. (1991). Total Quality Control, McGraw Hill, New Delhi.
5. Grant, Eu.gene, L. & Leavenworth, Richards(1991). Statistical Quality Control. McGraw Hill, New
York.
6. Ireson, W.G. & Coombas, C.P.( 1988). Hand book of Reliability Engineering & Management.
McGraw Hill, New York.
7. Juran, J.M.ed.(1988). Quality Control Handbook. McGraw Hill, New York.
8. Lochner, Robert. H.,Matar, Joseph, E.( 1990). Designing for Quality. Chapman & Hill, London.
9. Madan, P. (2006). Total Quality Management. Krishna Prakashan.Delhi.
10. Pike, John & Barnes, Richard.( 1994). TQM in Action. Chapman & Hill,London.
11. Case Study1: Wieslaw Urban Agnieszka Mazurek , (2011)," The human factor in 5S implementation:
perspectives from Poland ", Emerald EmergingMarkets Case Studies, Vol. 1 Iss 3 pp. 1 – 8. Permanent
link to this document:http://dx.doi.org/10.1108/20450621111163322.
12. Case Study2: Krzykowski, B. (2008). Customer Servicemen. Quality Progress.Vol 41(6) pp. 30–
34.http://asq.org/qic/display-item/index.html?item=24480

NOTE: The list of cases, specif ic reference and books inc luding recent articles will be announced in the
class by concerned teachers from time to time.
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MBA II Year MBA-E323/423 Semester-III/IV

World Class Manufacturing
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE:To make students aware of manufacturing practices and current world class manufacturing
trends.

 Manufacturing’s role in corporate strategy, New emerging paradigm in manufacturing, manufacturing

flexibility, value creation, dependability, quality;cost and innovation;analysis and enhancement of the
manufacturing advantage. (8
hours)
 Gaining Competitive Edge through WCM: Meaning of WCM and its models, Philosophy and
Practices of WCM, Quality in WCM.
(8 hours)
 Manufacturing technology strategies, its Systems and Tools for WCM: vertical integration,sourcing
and outsourcing;organization focus and manuf.strategy, selecting ,developing and exploiting manu.
Overview of Systems and Tools, Information Management Tools, Material Processing and Material
Handling Tools, Assessment of Manufacturing Systems and Tools. Case Study1: Enabling
excellence in operations through technological innovation
(8 hours)
 Manufacturing infrastructure development. Monitoring World Class Performance. Implementation of
WCM, Need for Performance Management, Monitoring and Controlling Performance Tools. (8
hours)
 The Indian Scenario of WCM: Competitiveness and Performance of Indian Manufacturers, Objectives
and Strategies, Use of IT in WCM. Case Study2: Entrepreneurship and engineering: the triumph of
All India Warehousing Private Ltd (8
hours)
SUGGESTED READINGS:
1. Hill and Hills (1993). Manufacturing Strategy, McGraw Hills,New Delhi.
2. Sahay, Saxena and Ashish Kumar (2000). World Class Manufacturing.A Strategic Perspective.
Macmillian,New Delhi.
3. Todd, Jim.(1995). World Class Manufacturing.McGraw Hill,New Delhi.
4. Miltenmurg, John.(1995). Manufacturing Strategy, 1st Edition: How to Formulate and Implement a
Winning Plan (Manufacturing & Production)., Productivity Press. Chennai.
5. Kim, Hua ,Tan &Matthews, Rupert.(2009). Operations Strategy in Action: A Guide to the Theory and
Practice of Implementation. Edward Elgar Publishing, UK.
6. Case Study1: Meeta Dasgupta, (2011),"Enabling excellence in operations through technological
innovation", Emerald Emerging Markets Case Studies,Vol. 1 Iss 2 pp. 1 – 22. Permanent link to this
document:http://dx.doi.org/10.1108/20450621111151767.
7. Case Study2: Ankush Guha Saroj Koul , (2013)," Entrepreneurship and engineering: the triumph of All
India Warehousing Private Ltd ",Emerald Emerging Markets Case Studies, Vol. 3 Iss 4 pp. 1 – 8.
Permanent link to this document:http://dx.doi.org/10.1108/EEMCS-06-2013-0073

NOTE: The list of cases, specif ic reference and books inc luding recent articles will be announced in the
class by concerned teachers from time to time.
 60 | P a g e

MBA II Year MBA-E324/424 Semester-III/IV

Managing Technology andc
Innovation
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: This course intends to introduce the innovation process and its management; to provide
insights into the process to be followed in order to manage technological change; to explore the effects of
technology on the work force and the quality of work life. Technology and innovation are value drivers and
that management decisions should be anchored in the fundamental objective of the creating competitive
advantage.

 Technology: Definition and Characteristics, Management of Technology, Two contemporary

perspectives in Management, Key concepts.Technological Environment.Environment and
Technological Environment, Actors in the Technological Environment, Changes in the Technological
Environment, Major current developments in the Technological Environment. Case Study1:
Emerging Technologies, UAE (8 hours)
 Innovation. Overview of the Dynamics of Technological Change, Concept of Innovation, Innovation
Dynamics at the firm level, Technology Evolution, Characteristics of Innovative Firms. Process of
Technologies Change.Diffusion – Concept of Diffusion, Dynamics of Diffusion, A model of
Innovation Adoption, Factors that Drive the Process of Diffusion, Influence of Environmental Trends
on Diffusion.
(8 hours)
 Competitive Domains, Competitive consequences of Technological Change, Technological
Characteristics of Competitive Domains. Process Innovation, Value chains and Organization.Drivers
of change in value chain, Modes of Value chain configuration, Value chain configuration and
Organizational characteristics, Design of work and careers, Influence of Environmental Trends. Case
Study2: Enabling excellence in operations through technological innovation
(8 hours)
 Introduction, Mapping Technology Environment, Mechanism for Data Collection, Analytic tools,
Managing Environmental Analysis in Organizations.Technology Strategy. Overview.Technology
Business Connection, Technology Strategy: Definition, The key Principles Underlying Technology
Strategy, Technology Strategy Types, A frameworks for formulating Technology Strategy. (8
hours)
 Evolution of Technology Appropriation Principles, 3G Approach for the Appropriation of
Technology, Productivity of In. House R&D.Organizing for Innovation.Organizational Mechanism for
Innovation, Principles & Process of organizing, Characteristics of continuously innovative
organizations, Role of Leadership.
(8 hours)
SUGGESTED READINGS:
1. Burgelman R. A., Christensen C. M., & Wheelwright S. C.(2004). Strategic Management of
Technology and Innovation. Tata McGraw Hill Education Pvt. Ltd, New Delhi.
2. Nord, W.,& Tucker, S. (1987). Implementing routine and Radical Innovations. Lexington Books,
USA.
3. M.E. Porter.(1985). Competitive Advantage. Free Press, NY.
4. Makridakis. S. (1989). Forecasting Methods for Management, Wiley. Inter Science, USA
5. Maidique, eds M.A.(2008). Strategic Management of Technology & Innovation. Homewood.
6. Singh V.K. and Madan P.(2014). Managing Innovations, McGrawhill.
7. Pritchett, Price.(1994). New Habits for a Radically Changing World. Pritchett & Associates, USA
61 | P a g e

8. Rogers, E. M.(1995). Diffusion of Innovation. Free Press,NY.

9. Rao, A.S. (1994). Managing of Technology Change.Global Business Press, USA.
10. Edosomwan, J. A.(1989). Integrating Innovation and Technology Management.John Wiley & Sons,
USA.
11. Steele, L.W. (1989). Managing technology. The Strategic View.McGraw Hill, New Delhi.
12. Case Study1: JawahithaSarabdeen Kamal Jaafar, (2011),"Emerging Technologies, UAE", Emerald
Emerging Markets Case Studies, Vol. 1 Iss 1 pp. 1 – 4. Permanent link to this document:
http://dx.doi.org/10.1108/20450621111110276
13. Case Study2: Meeta Dasgupta, (2011),"Enabling excellence in operations through technological
innovation", Emerald Emerging Markets Case Studies,Vol. 1 Iss 2 pp. 1 – 22. Permanent link to this
document: http://dx.doi.org/10.1108/20450621111151767.

NOTE: The list of cases, specific references and books including recent articles will be announced in
the class by concerned teachers from time to time.
 62 | P a g e

MBA II Year MBA-E325/425 Semester-III/IV

Production Planning and
Control
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: To understand the various components and functions of production planning and control
such as work study, product planning, process planning, production scheduling, Inventory Control.  To
know the recent trends like manufacturing requirement Planning (MRP II) and Enterprise Resource
Planning (ERP)..

 Introduction Objectives and benefits of planning and control-Functions of production control-Types of

production job- batch and continuous-Product development and design-Marketing aspect - Functional
aspects- Operational aspect-Durability and dependability aspect-aesthetic aspect. Profit consideration-
Standardization, Simplification & specialization-Break even analysis-Economics of a new design. (8
hours)
 Work Study Method study, basic procedure-Selection-Recording of process - Critical analysis,
Development - Implementation - Micro motion and memo motion study - work measurement -
Techniques of work measurement - Time study - Production study - Work sampling - Synthesis from
standard data - Predetermined motion time standards.
(8 hours)
 Product Planning And Process Planning Product planning-Extending the original product information-
Value analysis-Problems in lack of product planning-Process planning and routing-Pre requisite
information needed for process planning- Steps in process planning-Quantity determination in batch
production-Machine capacity, balancing- Analysis of process capabilities in a multi product system
(8 hours)
 Production Scheduling Production Control Systems-Loading and scheduling-Master Scheduling-
Scheduling rules-Gantt charts-Perpetual loading-Basic scheduling problems - Line of balance - Flow
production scheduling- Batch production scheduling-Product sequencing - Production Control systems-
Periodic batch control- Material requirement planning kanban – Dispatching-Progress reporting and
expediting-Manufacturing lead time-Techniques for aligning completion times and due dates. Case
Study1: Bharat Tobacco: vendor selection and vendor rating
(8 hours)
 Inventory Control And Recent Trends In PPC- Inventory control-Purpose of holding stock-Effect of
demand on inventories-Ordering procedures. Two bin system -Ordering cycle system-Determination of
Economic order quantity and economic lot size- ABC analysis-Recorder procedure-Introduction to
computer integrated production planning systems- elements of JUST IN TIME SYSTEMS
Fundamentals of MRP II and ERP. Case Study2: Health Pharma: managing supply chain:Need of
ERP system (8 hours)

SUGGESTED READINGS:
1. Samson Eilon, “Elements of Production Planning and Control”, Universal Book Corpn.1984
2. Elwood S.Buffa, and Rakesh K.Sarin, “Modern Production / b Operations Management”, 8th Ed.
John Wiley and Sons, 2000. 3. Kanishka Bedi, “ Production and Operations management”, 2 nd
Edition, Oxford university press, 2007.
3. Melynk, Denzler, “ Operations Management – A value driven approach” Irwin Mcgrawhill.
4. Norman Gaither, G. Frazier, “ Operations Management” Thomson learning 9th edition IE, 2007
5. K.C.Jain & L.N. Aggarwal, “Production Planning Control and Industrial Management”, Khanna
Publishers, 1990.
6. S.N.Chary, “Theory and Problems in Production & Operations Management”, Tata McGraw Hill,
1995.
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7. Upendra Kachru, “ Production and Operations Management – Text and cases” Excel books 1st
edition 2007.
8. Case Study1: Monica Singhania Gagan Gandhi , (2013)," Bharat Tobacco: vendor selection and vendor
rating ", Emerald EmergingMarkets Case Studies, Vol. 3 Iss 2 pp. 1 – 8. Permanent link to this
document:http://dx.doi.org/10.1108/EEMCS-02-2013-0019
9. Case Study2: Surajit Ghosh Dastidar Rahul Thakurta Anusha Sreeram , (2012),"Health Pharma:
managing supply chain", Emerald Emerging MarketsCase Studies, Vol. 2 Iss 6 pp. 1 – 5. Permanent link
to this document:http://dx.doi.org/10.1108/20450621211275156

NOTE: The list of cases, specif ic reference and books inc luding recent articles will be announced in the
class by concerned teachers from time to time.
 64 | P a g e

Group: SMALL BUSINESS AND ENTREPRENEURSHIP MANAGEMENT

MBA II Year MBA-E326/426 Semester-III/IV

Start-up Studies
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: Understand different forms of business organisations, the environments in which
businesses operate and business functions such as marketing, operations and finance • appreciate the role
of people in business success.
 Understanding Business Activity, Classification of Start-ups businesses Enterprise, business growth
and size, Types of business organisation, Business objectives and stakeholder objectives (8 hours)
 People in business, Motivating workers, Organisation and management, Recruitment, Selection and
training of workers, Internal and external communication. (8 hours)
 Operations management, Production of goods and services, Costs, scale of production and break-
even analysis, Achieving quality production, Location decisions (8 hours)
 Financial information and decisions, Business finance: needs and sources, Cash-flow forecasting
and working capital, Income statements, Balance sheets, Analysis of accounts. Case Study1:
Financing technology startups: an entrepreneur's dilemma (8 hours)
 External influences on business activity. Case Study2: Ommune IT Solutions: make or break
(8 hours)

SUGGESTED READINGS:
1. Hall, Jones and others, Business Studies, AS (AQA) 4th edition, (2008), Causeway Press. ISBN
978-1-4058-9220-9
2. Reierson, V. (Ed.). (1995). Start your business: A beginner's guide. Oasis Press.
3. Stolze, W. J. (1997). Start Up Financing: An Entrepreneur's Guide to Financing a New Or
Growing Business. Career PressInc.
4. Ries, E. (2011). The lean startup: How today's entrepreneurs use continuous innovation
to create radically successful businesses. Random House LLC.
5. Singh V.K. and Madan P.(2014) Managing Innovations, McGrawhill.
6. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/20450621211311560
7. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/20450621211311597

NOTE: The list of cases and specific references including recent articles will be announced in the class.
 65 | P a g e

MBA II Year MBA-E327/427 Semester-III/IV

Small Business Environment
And Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OB JECTIVE: The objective of this course is to expose the students about the growth of SSI’s and how
it’s managed in India.

 Definition of Small Business, Steps for Starting Small Bus iness, Sma ll Bus iness in I ndian Envir
onment . Economic, Socia l, Political, Cultura l and Legal, Policies Governing small Scale units , Industr
ial Polic ies and Strategies Relating to Small Scale Sector. (8
hours)
 Technological Know how and Appropriate Technology, Quality Circles and Productivity, Linkage
between Small and Big Business. Case Study1: Twiga Hosting Ltd – providing affordable
information and communication technologies services to small and medium enterprises
(8 hours)
 Special Problems in Management of Small Business.Finance, Marketing, Production and
Personnel, Sickness in the Small Sector, Reasons and Remedies. (8
hours)
 Modernization of Small and Village Industr ies, Training Programs and Consultancy Services,
Incentives and Subsidies. Case Study2: VNFPP Ltd: using holistic marketing in a small enterprise
context.
(8 hours)
 Explor ing Export Possibilities, Institutions Assisting Export Promotion of Small Bus iness in I ndia,
Export Promotion Councils, Global Prospective of Small Business in Selected Countr ies. (8
hours)

SUGGESTED READINGS:
1. Abrahamjon & Royce. L & Pickle (1990), Small Bus iness Management. John Wiley, New York.
2. Batra, G. S. (2002). Development of Entrepreneurship.Deep & Deep Publications, New Delhi.
3. Desai Vasant (2004). Dynamics of Entrepreneurial Development and Management. Himalayan
Publishing House,New Delhi.
4. Desai Vasant (1995). Small Scale Industr ies and Entrepreneurship. Himalayan Publishing
House,New Delhi.
5. Gupta, C. B., Srinivasan, N. P.(2000). Entrepreneurial Development.Sultanchand & Sons., New
Delhi.
6. Papola, T. S. (1982). Rural Indust ialization Appr oaches and Potentials. Himalayan Publishing
House,New Delhi.
7. Vepa, Ram, N. (1983). How to Success in Small Industr ies.Vikas Publication, New Delhi.
8. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/20450621111197163
9. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/20450621211294399

NOTE: The list of cases and specific references including recent articles will be announced in the class.
 66 | P a g e

MBA II Year MBA-E328/428 Semester-III/IV

New Enterprise Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OB JECTIVE: The objective of this course is to expose the students to the managerial aspects of new
enterprise and to help them to understand the working of these enterprises and measure, evaluate their
performance and efficiency.
 Entrepreneurship and its role in economic development, Problems of industrialization in
Underdeveloped countr ies with special reference to India. (8
hours)
 Industr ial policy, Regulation and control of Industr ies in I ndia, Mechanics of setting of new
enterprises – size and location, optimum units – its meaning and determinants, size of industr ial units
of India. Case Study1: FieldTurf Tarkett India: challenges and opportunities in new markets
(8 hours)
 Theory of industr ial location factors determining the industr ial location, Regiona l distr ibution of
industr ial activity in India.
(8 hours)
 Recent trends in the localisation of industria l activity in India: Regiona l planning of industr ia l
activity in India, Feasibility studies : Technical, Marketing and f inancia l, Manageria l problems of
New Enterprise, Production Purchasing. Case Study2: “Eldorado” family: the survival and
succession plan
(8 hours)
 Financing labour and marketing problems, Facilities provided by different Institutions and Agencies in
India, financ ing facilities for new enterprises, marketing and other facilities. (8
hours)
SUGGESTED READINGS:
1. Drucker, Peter (2012). Innovation and Entrepreneurship. East – Elsevier, USA.
2. Gupta, C. B. and Srinivasan (1997). Entrepreneurial Development in India. Sultan Chand. New Delhi.
3. Hisrich, Robert, D., Petors, Micheal, P.( 2010). Entrepreneurship.TMH, New Delhi.
4. Holt, David. H., Englewood Cliffs (1992.). Entrepreneurship – New Venture Creation. Prentice Hall
Inc.New Jersey.
5. McClelland, D. C. and Winter, D. G.( 1969). Motivating Economic Achievement.Free Press, New
York.
6. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/20450621111195660
7. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/EEMCS-11-2012-0197

NOTE: The list of cases, specif ic references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 67 | P a g e

MBA II Year MBA-E329/429 Semester-III/IV

Ethics and Business
Governance
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40

OBJECTIVE: To Inculcate the moral knowledge of Business Governance to the budding managers.

 What is Ethics, Nature and scope of Ethics, Facts and value, Ethical subjectivism and Relativism,
Moral Development (Kohlberg’s 6 stages of Moral Development), Ethics and Business, Myth of a
moral business. Decision making (Normal Dilemmas and Problems): Application of Ethical theories
in Business (i) Utilitarianism (J.Bentham and J.S. Mill), (ii) Deontology (I. Kant) Virtue Ethics
(Aristotle). Economic Justice: Distributive Justice, John Rawls Libertarian Justice (Robest Nozick).
Case Study1: A “Big Bath” in China: accounting and corporate governance
(8 hours)
 Characteristics of Free and Perfect competitive market, Monopoly oligopoly, Ethics in Advertising
(Truth in Advertising). Finance: Fairness and Efficiency in Financial Market, Insider Trading, Green
Mail, Golden parchate. HR: Workers Right and Duties: Work place safety, sexual harassment, whistle
blowing. (8
hours)
 Origin and Development of Corporate governance, Theories underlying Corporate Governance (Stake
holder’s theory and Stewardship theory, Agency theory, Separation of ownership and control,
corporate Governance Mechanism: Anglo‐American Model, German Model, Japanese Model, Indian
Model, OECD, emphasis on Corporate governance, Ethics and Governance, Process and Corporate
Governance (Transparency Accountability and Empowerment. Case Study2: “Doing” the act:
Lenovo and corporate reputation
(8 hours)
 Role of Board of Directors and Board Structure, Role of Board of Directors, Role of the
Non‐executive Director, Role of Auditor. Role of Government, Corporate governance in India.
(8 hours)
 Introduction to Patents, Designs, Trademarks & Geographical Indications. (8
hours)
SUGGESTED READINGS:
1. Francis & Mishra. (2009). Business Ethics. TMH, New Delhi.
2. Fernado. (2009). Corporate governance. PHI ,New Delhi. Murthy C.S.V(2004). Business Ethics and
Corporate Governance.HPH, New Delhi.
3. Mishra, J.P. (2009). An Introduction to Intellectual Property Rights. Paper back, New Delhi.
4. Mallin .(2007). Corporate Governance,. Oxford , USA.
5. Mathur, U.C.(2005). Corporate Governance & Business Ethics. MacMillan, New Delhi.
6. Prabakaran.S.(2010). Business Ethics & Corporate Governance. EB, New Delhi.
7. Paliwal, Manisha.(2007). Business Ethics. Newage International press. New Delhi.
8. Patyrick, J. A. & Quinn, J. F. (1997). Management Ethics, Response Publishing, New Delhi.
9. Sherlekar,.(1998). Ethics in Management. Himalaya Publishing, New Delhi.
10. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/20450621111110663
11. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/20450621211299547

NOTE: The list of cases, specific references and books including recent articles will be announced in
the class by concerned teachers from time to time.
 68 | P a g e

MBA II Year MBA-E330/430 Semester-III/IV

Legal Aspects of Business
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OB JECTIVE:. To develop an awareness of the legal framework within which business operates in India
and to give to the students the basic understanding of some of the important legal aspects of business.

 The Contract Act, 1871 Nature and classification of contracts - Essential elements of a valid contract
Offer and Acceptance - Consideration - Capacities of Parties Provisions relating to free consent, void
agreements Provisions relating to performance and discharge of contract Breach of contract - Meaning
and remedies
(8 hours)
 Contract Act, 1872 Contracts of Indemnity - Meaning, nature - Right of Indemnity Holder and
Indemnifier Contracts of Guarantee - Meaning, Nature and Features - Types of Guarantee - Provisions
relating to various types of Guarantee 15 Surety and Co-surety - Rights and Liabilities - Discharge of
surety from his liability Agency - Agent and Principal - Creation of Agency - Classification of Agents -
Relationship between Principal and Agent - Agent's authority - Revocation and Renunciation - Rights,
Duties and Liabilities of Agent and Principal - Termination of Agency. Case Study1: The changing
landscape for Chinese small business: the case of “Bags of Luck” .
(8 hours)
 Sales of Goods Act, 1930 Contract for Sale of Goods - Meaning - Essentials of a Contract of Sale -
Formalities of a Contract of ale Provisions relating to conditions and Warranties Provisions relating to
transfer of property or ownership Provisions relating to performance of Contract of Sale - Rights of
Unpaid Seller – Rules as to delivery of goods.
(8 hours)
 The Negotiable Instruments Act, 1881 Negotiable Instruments - Meaning, Characteristics, Types, Parties
- Holder and holder in Due Course Negotiation and Types of Endorsements 4.3 Dishonour of
Negotiable Instrument - Noting and Protest Liability of parties on Negotiable Instrument.
(8 hours)
 The Companies Act, 1956 Company - Definition, Meaning, Features and Types of companies
Incorporation of a company - Memorandum of Association, Articles of Association and Prospectus
Share Capital. Case Study2: Tax me not: Vodafone's plea to India
(8 hours)

SUGGESTED READINGS:
1. P. P. S. Gogna, Mercantile Law, S. Chand & Co. Ltd., India, 11th Edition, 2010.
2. Dr. Vinod, K. Singhania, Direct Taxes Planning and Management, 2008.
3. Pathak, A. (2010). Legal Aspects of Business, 4th Edition, Tata McGraw Hill, 2007.
4. Richard Stim, Intellectual Property- Copy Rights, Trade Marks, and Patents, Cengage Learning, 2012.
5. V. S. Datey, Taxman Publication, 21st Edition, 2009 1. Business Laws - Balchandani
6. Case Study1: https://www.emeraldinsight.com/doi/full/10.1108/20450621111126783
7. Case Study2: https://www.emeraldinsight.com/doi/full/10.1108/20450621211298089
NOTE: The list of cases and specific references including recent articles will be announced in the class.
 69 | P a g e

Group: INTERNATIONAL BUSINESS

MBA II Year MBA-E331/431 Semester-III/IV

International Trade
Practices, Procedures and
Documentation
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this paper is to acquaint the students with the trade practices,
procedures and documentation of international trade.

 EXIM Operations and Documentation: Trade operations and documentation;

Documentation areas and dimensions; Nature and characteristic features of Exim documents;
EDI and documentation. EXIM Policy Framework: Legal framework, Policy overview –
Facilities and restrictions; Getting started in export business.
(8 hours)
 Foreign Exchange Facilities and Regulations: Legal framework in India FEMA. Origin and
objectives, Main provision of FEMA; Other relevant acts .International Trade Terms:Trade
contract and trade terms; Trade terms and need forst and ardization; INCO terms. Export
Payment Terms: Credit risk management and payment terms; Main features of payment terms.
Advance payment, open account, documentary collection, documentary credit– Documentary
collection –DP and DA process and operation; Letter of credit and parties involved; Process of
opening and advising LC, Types of LC; Process and operation; UCPDC.Major clauses;
Consignment sale.Case Study1: Cross rate in foreign exchange.
(8 hours)
 Trade Finance: Sources and schemes of trade finance; Pre and post.shipment export credit
schemes and methods of financing; Packing credit advance details; Post.shipment advance;
Import financing. Transit Risk Management: Nature of transit risk; Contract of cargo insurance
Parties involved – Insurer/assured, Insurance policy and certificate; Cargo loss claims –
Procedure and documentation. Credit Risk Management: Export credit insurance – Concept and
importance; Role of Export Credit Guarantee Corporation (ECGC); Covers issued by ECGC;
Financial guarantees; Coverage of commercial and political risks– procedures and
documentaryrequirements. (8 hours)
 Central Excise Clearance: Excise duty – Definition, rationale, stages of levying and collection;
Meaning of manufacturing; Type of duties; Legal framework – Central Excise Act and Rules,
Central Excise Tariff Act; Valuation; Options of refund and movement in bond– Rules 12, 13
and 14 Procedures and documentaryrequirements.Case Study2: documentary credit: M/S Auto
India. (8
hours)
 Customs Clearance of Export and Import Cargo: Legal framework – Introduction to Customs
Act1962;. Introduction to Customs Tariff Act 1975; Introduction to Foreign Trade (Development
and Regulations) Act 1992; Valuation and types of duties and Harmonized System of
Nomenclature; Documentation requirements and document processing; Physical examination of
goods; EDI and customs operations. Duty Drawback: Concept and rationale; Procedure and
documentation. Import Policy and Export Promotion: Duty exemption schemes; Import of capital
goods; Export, trading star trading, super star trading house policy and procedures;
EoU’s/EPZs/SEZs schemes and procedures. (8
hours)

SUGGESTED READINGS:
1. Bhalla,V.K.andRamu,S.(2001).InternationalBusinessEnvironmentandManagement,5thed.Anmol,
 70 | P a g e

Delhi.
2. Desai, H.B. (1988).Indian Shipping Perspectives. AnupamPublications,Delhi.
3. GovernmentofIndia.(2012).HandbookofImport.ExportProcedures.GovernmentofIndia,NewDelhi.
4. Paras, Ram,( 1995). Export What, Where and How. Anupam Pub, NewDelhi.
5. CaseStudy1:https://nebula.wsimg.com/c4e596dc12fc8b554ce2435a30ae7995?AccessKeyId=A8366
3472B839ECDD54B&disposition=0&alloworigin=1
6. Case Study 2: http://www.scdl.net/downloads/samplecsib.pdf

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.

MBA II Year MBA-E332/432 Semester-III/IV

International Financial
Management
 71 | P a g e

Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this paper is to acquaint the students with the financial
management problems of the multinational corporations and prepare them to tackle these problems.

 Introduction: Complexities and issues in financial decisions of a multinational firm: Foreign

investment decisions: Exchange rate movement and decision to invest: Foreign direct
investment theories and strategies: Green field investment vs. Acquisitions and mergers.
International Capital Budgeting: Multinational considerations and calculation of cash flows;
Adjusted present value approach: Cost capital: Assessment and management of
politicalrisks.Case Study1: High rise in Ho Chi Minh City.
(8 hours)
 International Portfolio Management: Decision to invest in portfolio: International CAPM;
Identification of optimum portfolio.International Project Financing: Concepts, types techniques
and key elements; Capital structuredecision.
(8 hours)
 International Working Capital Management: Cash management; Receivables and inventory
management. (8
hours)
 Currency and Interest Rate Risk Management: Exposure and risk; Transaction, translation and
real operating exposure; interest rate risk assessment andmanagement.Case Study2: foreign
exchange exposure and management: case study of two large multinational.
(8 hours)
 International Accounting Foreign currency translation; Multinational transfer pricing and
performance measurement; International Taxation: Key elements and issues; International tax
environment; Bilateral treaties and taxheavens. (8
hours)

SUGGESTED READINGS:
1. ApteP.G..(1998)MultinationalFinancialManagement,Tata.McGrawHill,NewDelhi,.
2. Baker J.C.( 2000). International Finance: Management, Markets and Institutions, Prentice Hall,
Englewood Cliffs,.Company, NewDelhi.
3. Eiteman, David K., Arthur Stonehill and MichealH.(1998).Moffett, Multinational
BusinessFinance,Addison.Wesley Publishing Company,New Delhi.
4. Eun,CheolandBruceResnick.(1998)InternationalFinancialManagement,McGrawHill,NewYork.
5. Kevin,S.(2009), Fundamentals Of International Financial Management. PHI Learning.
6. Levi, Maurice.( 1996) International Finance, McGraw Hill Inc., NewYork.
7. Madura,Jeff,InternationalFinancialManagement.(2000.)SouthWesternPublishingCompany,Cinci
nnati.
8. Rathore&Shirin.(1994)InternationalAccounting,PrenticeHallofIndiaPvt.Ltd.,NewDelhi.
9. Seth, A.K.(2000) International Financial management, Galgotia Publishing, NewDelhi.
10. Shapiro,AllenC.(2009)MultinationalFinancialManagement,JohnWiley&Sons,NewDelhi.
11. Sharan, V.( 2000.) International Financial Management, Prentice Hall of India Pvt. Ltd.,
NewDelhi.
12. Case Study 1: https://www.emeraldinsight.com/doi/abs/10.1108/20450621211312947
13. CaseStudy2:https://www.researchgate.net/publication/279647700_Foreign_Exchange_Exposure_and
_Management_Case_study_of_two_large_Multinationals

NOTE: The list of cases, specific references and books including recent articles will be
announced in the class by concerned teachers from time to time.
MBA II Year MBA-E333/433 Semester-III/IV
 72 | P a g e

International Financial System

and Markets
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this paper is to provide students knowledge of international financial
system, markets and operations, and also to acquaint them with the macro environment in which the
international financial transactions are conducted.
 Introduction to International Financial System: International Monetary System: Features and
requirements; System of exchanging currencies – From Bretton Woods system to free float and
convertibility; Pegging of currencies –target zone arrangement; European monetary system;
Internationalliquidity. (8
hours)
 Foreign Exchange Markets and its Activities: Exchange rate quotations and practices; Foreign
exchange market activities; Arbitraging, hedging and speculation. Case Study1 :Currency Arbitrage
(8 hours)
 Exchange Rate Determination: Exchange rate determination in spot and forward market –
Interest rate parity (IRP), purchasing power parity, Fisher open equation Monetary and portfolio
balance approaches; Short run demand and supply theory, BOP theory, and growth theory;
Forecasting exchange rate. Case Study2: Analyzing the balance of payment position of India.
(8 hours)
 International Financial Markets and Instruments: Changing scenario; International capital and money
market instruments; International development banking; Euro – currency markets; International
securities markets and instruments .Bond and notes market; equity market, GDR, ADR, EDR and
IDR; Integration of financial markets and approach; Role of financial intermediaries;
Financialswaps.(8 hours)
 International Debt Problem: Problem of debt servicing and developing countries(with special
reference to India).
(8 hours)

SUGGESTED READINGS:
1. Apte, P. G.( 1998). Multinational Financial Management, Tata.McGraw Hill, NewDelhi.
2. Baker, J.C.( 1998). International Finance: Management, Markets and Institutions. Prentice
Hall,NeDelhi.
3. Eitemean, David K., Arthur Stone.hill and Michael H. Moffett, (1998). Multinational Business
Finance. Addison.Wesley Publishing Company, USA.
4. Levi & Maurice ( 1996). International Finance, McGraw Hill Inc., NewYork.
5. Kevin,S.(2009), Fundamentals Of International Financial Management. PHI Learning.
6. Seth, A.K. (2000). International Financial Management, Galgotia Publishing Company, NewDelhi.
7. Shapiro,AllenC. (1995). MultinationalFinancialManagement,PrenticeHallIndiaPvtLtd.,NewDelhi.
8. Sharan, V. (2000) International Financial Management, Prentice Hall of India Private Ltd.
NewDelhi.
9. CaseStudy1:https://nebula.wsimg.com/86614b44134ed2231231d1ac8a7f2b5a?AccessKeyId=A8366
3472B839ECDD54B&disposition=0&alloworigin=1
10. CaseStudy2:https://www.researchgate.net/publication/318529330_Analyzing_the_Balance_of_paym
ent_position_of_India

NOTE: The list of cases, specific references and books including recent articles will be announced
in the class by concerned teachers from time to time.
 73 | P a g e

MBA II Year MBA-E334/434 Semester-III/IV

India’s Foreign Trade Policy
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: To acquaint the students with recent trends in India’s foreign trade, management and
policy related issues in foreign trade in the globalcontext.

 India’s Foreign Trade: India’s Foreign Trade in the Global Context, Structure and Equilibrium of
India’s Balance of Payments, Recent Trends in India’s foreign trade, DirectionalPattern.
(8 hours)
 Major export commodities: Thrust area commodities their trends problems and prospects, Major
competitors, Major Import Commodity Groups, Trade Control inIndia.Case Study1: Analysis of trade
before and after the WTO:a case study of India. (8
hours)
 Foreign Trade Regulations: Foreign Trade (Development and Regulation) Act, Import and Export
Control Orders, Import and Export Licensing System, Exchange Control in India, Blanket Permit
System, Import Substitution and Export Promotion Policies, Export Incentives: Financial and Fiscal,
Deferred Payment System and the Role of EXIM Bank ofIndia.Case Study2: Financing the foreign
trade: the case of an Indian textile exporter. (8
hours)
 Export Credit & Promotion: Export Credit Insurance, Infrastructure support for Export Promotion,
Export promotion Councils, Commodity Boards/Product Export Development Authorities, Specific
ServiceInstitutions. (8
hours)
 Role of State Trading Organizations: Role of State Trading Organizations in Foreign Trade, Export
Processing Zones, Export Oriented Units and Export and Trading House Schemes, Multilateralism
and Bilateralism in India’s International Business. (8
hours)

SUGGESTED READINGS:
1. Bhalla,V.K.(2010).,International Business Environment and Management 12thed. Anmol
publication, NewDelhi.
2. Bhashyam,S.,(1998).Export Promotion in India: The Institutional Infrastructure. Common wealth
Pub., NewDelhi.
3. Government of India. (2012). Foreign Trade Policy & Handbook of Procedures. Government of
India.
4. Khanna, Sri, Ram(1986). Export Marketing in India’s New Manufactures. University of Delhi,
NewDelhi.
5. Jain, S. K., (1988). Export Performance and Export Marketing Strategies. Common wealth Pub.,
New Delhi.
6. Nayyar Deepak (1960). India’s Exportand Export Policies in the1960s,. Cambridge University
press, USA.
7. Case Study 1:https://www.emeraldinsight.com/doi/abs/10.1108/EEMCS-08-2014-0201
8. Case Study 2: https://www.ripublication.com/gjfm-spl/gjfmv6n8_17.pdf

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
 74 | P a g e

MBA II MBA-E335/435 Semester-III/IV

Year
International Brand
Management
Time Allotted for Marks Allotted for Marks Allotted for Maximum Total Maximum
End Semester Internal Assessment End Semester Marks (MM) Credits Hours
Examination Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: To provide a comprehensive knowledge of International Brand Management in the
context of intensifying competition between brands in the global landscape.
 Concept of a brand, classification of brands, Brand Vs product, Brand Vs Trademarks, evolution of
brand, brand perspectives, branding challenges and opportunities, concept of brand equity.
Programme. Case Study1: ABIL's dilemma: to brand or not to brand in India
(8 hours)
 Brand development – Extension, rejuvenation, re-launch product Vs Brands, The brand equity concept
, establishing a brand equity concept, identity and image, brand leveraging & brand performance-
establishing a brand equity management system, measuring sources of brand equity and consumer
mind set, co- branding, celebrity endorsement.
(8 hours)
 Designing and implementing brand strategies: brand product matrix, brand hierarchy, brand
extensions, advantage and disadvantages of brand extension, evaluation of brand extension, managing
brands over time, reinforcing brands, revitalizing brands, and adjustment to the brand portfolio.
(8 hours)
 Rationale for going international, making brands to go global, need of geographical extensions of
brands, opportunities of global branding, consumers & globalization, conditions favoring global
brands, organizing for a global brands, advantages and disadvantages of global marketing.
(8 hours)
 Global consumer based brand equity, global brand positioning, building global customer based brand
equity, similarities and differences in the global branding landscape, steps in global brand building,
marketing infrastructure for global branding, brand partnership, global & local control, balanced
standardization Vs customization, implantation of global brand equity measurement system, leverage
brand elements. Case Study2: Corporate brand building at SRF: challenge of selecting the brand
consultant (8
hours)
SUGGESTED READINGS:
1. Jean Noel, Kapferer. (2011). Strategic Brand Management, Kogan Page, London.
2. Kevin Lane Keller. (2010). Building, Measuring and Managing brand equity Prentice Hall. London
3. Y.L.R. Murthy. (2008). Brand Management, Vikas Publishing House, Meerut.
4. Subrato Sen Gupta. (2012).Brand Positioning, Tata McGraw Hill, Mumbai.
5. Chunawala. (2008). Compendium of Brand Management , Himalayan Publishing House, New Delhi.
6. Harsh. V. Verma. (2010). Brand Management, Excel books. Meerut.
7. Dr. S.L. Gupta. (2012). Brand Management Text & cases ( an Indian perspective) Himalayan
Publishing House, New Delhi.
8. Case Study1: Sonal Sisodia, Nimit Chowdhary, (2011) "ABIL's dilemma: to brand or not to brand in
India", Emerald Emerging Markets Case Studies, Vol. 1 Issue: 1, pp.1-11,
https://doi.org/10.1108/20450621111128583 Permanent link to this document:
https://doi.org/10.1108/20450621111128583
9. Case Study2: Jaydeep Mukherjee, Mukund Trivedy, (2011) "Corporate brand building at SRF:
challenge of selecting the brand consultant", Emerald Emerging Markets Case Studies, Vol. 1 Issue: 4,
 75 | P a g e

pp.1-18, https://doi.org/10.1108/20450621111201257 Permanent link to this document:

https://doi.org/10.1108/20450621111201257
NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
Group: ORGANIZATIONAL BEHAVIOR

MBA II Year MBA-E336/436 Semester-III/IV

Organizational Structure, Design
and Change
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The basic purpose of this course is to develop the concept of organisational structure in the
students. It aims to develop and intimate understanding of the organisational environment, culture and the
process of organisational change.
 Concept of Organisational Structure; Determinants of Organisational Structure, Why do Structures
Differ? Types of Organisational Structure, Work Systems and People. Case Study 1: Organisational
Design: A Structural Straitjacket at Wild Wear. (8
hours)
 Determinants of Organisational Design; Parameters of Organisational Design; Emerging
Organisational Design.
(8 hours)
 Organisation and Environment; Organisational Strategy; Power and Conflicts in Organisation. (8
hours)
 Organisational Decision.Making and Strategy formulation; Organisational Culture; Organisational
Failure. Case Study 2: Managing Global and Workforce Diversity: Culture shock. (8
hours)
 Organisational Change; Organisational Learning and Transformation, Process of Organisational
Change. (8
hours)
SUGGESTED READINGS:
1. Basil, D.C. & Cook, C.W. (1997). The Management of Change, McGraw Hill, Michigan.
2. Miles, R.E. (1978). Organizational Strategy, Structure and Process. New York: McGraw Hill, New
Delhi
3. Nilakant, V., & Ramnarayan, S. (1998) Managing Organizational Change, Response Books, New
Delhi.
4. Paton, R.A., & McCalman, J. (2008). Change Management: A Guide to Effective Implementation,
Sage Publication Lt, New Delhi.
5. Rao, M.G., & Rao, V.S.P. (1999). Organization Design, Change & Development, Discovery
Publishing House, New Delhi.
6. Singh, K. (2009). Change Management, Excel Books India. Thornhill, A., Lewis, P., Millmore,
M., & Saunders, M. (2000). Managing Change: A Human Resources Strategy Approach,
Harlow.Pearson Education, New Delhi.
7. Sinha, J.B.P. (2009). Culture & Organizational Behaviour. Sage Publications Pvt. Ltd, New Delhi.
8. Srivastava, S.K., & Kumari, P. (2011). Organizational Behaviour: A Comprehensive Study. New
Delhi: Global Vision Publishing House, New Delhi.
9. Harigopal, K. (2006). Management of Organizational Change: Leveraging Transformation,
Response Books, New Delhi.
10. Hersey, P.H., Blanchard, K.H., & Johnson, D.E. (2012). Management of Organizational
Behaviour, Prentice Hall, New Delhi.
 76 | P a g e

11. CaseStudy1:http://college.cengage.com/business/moorhead/organizational/6e/students/cases/index
.html .
12. CaseStudy2: http://college.cengage.com/business/moorhead/organizational/6e/students/cases
NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.

MBA II Year MBA-E337/437 Semester-III/IV

Corporate Leadership
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this course is to impart the leadership qualities in the students.

 Corporate Leadership: Concept and Styles of Leadership; Leadership Traits; Theories of Leadership:
Trait, Behavioral and Contingency Theories; Leadership Effectiveness. Case Study1: Leadership
Models and Concepts, Right Boss, Wrong Company (8
Hours)
 Managerial Communication: Types, Objectives, Models, Process, Importance; Understanding Barriers
to Communication and Ways to Handle and Improve Barriers. Presentation Skills – Its Purpose in
Business World. Non.verbal Communication
(8 Hours)
 Power and Politics: Meaning of Power and Politics; Bases of Power; Managing with Power; Where
does power come from? Types of Power. Case Study2: Leadership and Influence Process, The
Struggle for Power at Ramsey Electronics.
(8 Hours)
 Team Leadership: Leader / Follower Relations, Team Leadership and Self.Managed Teams,
Enhancing Morale and Motivation. Time management.
(8 Hours)
 Ethics in Leadership, Strategic Leadership, Emerging Trends in Corporate Leadership, Developing
Leadership for Tomorrow, Mechanisms for Leadership Development. (8
Hours)

SUGGESTED READINGS:
1. Hughes, R. (2005). Leadership: Enhancing the Lessons of Experience, McGraw Hill., New Delhi.
2. James, M.G. (2010). Leadership.Harper.Perennial,New York.
3. Northouse, P.G. (2007). Leadership: Theory & Practice, Sage Publications, California.
4. Northouse, P.G. (2013). Leadership: Theory & Practice. Sage Publication, USA.
5. Sadler, P. (2003). Leadership. Kogan Page Publishers, UK.
6. Topping, P. (2005). Managerial Leadership, McGraw.Hill, New Delhi.
7. Weiss, T., & Kolberg, S. (2003). Coaching Competencies and Corporate Leadership, CRC Press,
NewYork.
8. Western, S. (2008). Leadership: A Critical Text. Sage Publications, London.
9. Yukl, G.A. (2007). Leadership in Organizations. Pearson Education Limited, New Delhi.
10. CaseStudy1:http://college.cengage.com/business/moorhead/organizational/6e/students/cases/index.html
.
11. CaseStudy2:http://college.cengage.com/business/moorhead/organizational/6e/students/cases/index.html
.

NOTE: The list of cases, specific references and books including recent articles will be announced in the
class by concerned teachers from time to time.
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MBA II Year MBA-E338/438 Semester-III/IV

Stress Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this course is to make students aware of stress and its management
techniques.
 Meaning; Nature of Stress; Occupational Stressors: Role Stress, Managerial Stress; Sources and
Causes. Case Study 1: Managing Stress and Worklife Balance, Stress Takes its Toll.
(8 hours)
 Stress and Personality: Behavioral and Situational Modifiers; Stress Motivation and Performance.

(8hours)
 Managerial Implications of Stress: Leadership Styles in Stressful Situations and non-stressful
situations; Decision making and Stress. Case Study 2: More than Paychecks.
(8hours)
 Sources of Stress: Individual Stressors, Group Stressors, Organisational Stressors; Physical,
psychological and Behavioral indicators of stress.
(8hours)
 Stress Management Techniques: Coping with Stress; Individual Coping Strategies, Organisational
Coping Strategies, Relaxation Techniques.
(8hours)
SUGGESTED READINGS:
1. Cranwell, J., & Abbey, A. (2005). Organizational Stress, Palgrave Macmillan, USA.
2. Clayton, M. (2011). Brilliant Stress Management: How to Manage Stress in Any Situation.Prentice
Hall, New York
3. Greenberg, J.S. (2008). Comprehensive Stress Management, McGraw Hill, New Delhi.
4. Herbert, B. (2006). Stress Management: Techniques for Easing and Preventing Stress, Harvard
Health Publications, USA.
5. Lehrer, P.M., Woolfolk, R.L., & Sime, W.E. (2007). Principles and Practice of Stress Management,
Guildford Press, New York
6. Quick, J.C. (2013). Preventive Stress Management in Organizations, Washington DC: American
Psychological Association, USA
7. Sutherland. V.J. & Cooper, C.L. (2000) Strategic Stress Management: An Organizational Approach,
London: Macmillan Business, New Delhi.
8. Short, E. (2001). Strategic Stress Management: An Organizational Approach, Emerald Group
Publishing Limited, UK
9. Turkington, C. (1997). Stress Management for Busy People, McGraw Hill, New Delhi.
10. Case Study 1: Aithal, P.S. (2016-2017). Organization Behaviour. Chapter-8, Case 9, Managing
Stress And Worklife Balance : Stress Takes Its Toll. Organizational Change And Development :
Spooked by Computres. Institute of Management Studies, Manglore-575001.pp. 21-22
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11. Case Study 2: Aithal, P.S. (2016-2017). Organization Behaviour. Chapter-8, Case 5,More than
Paycheck. Institute of Management Studies, Manglore-575001.pp. 16-17

NOTE: The list of cases, specific references and books including recent articles will be announced in the class
by concerned teachers from time to time.

MBA II Year MBA-E339/439 Semester-III/IV

Groups and Teams in
Organizations
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE: The objective of this course is to make students aware of groups and teams in organisations.

 Group Dynamics: Dynamics of formal groups, Dynamics of Informal groups; Group performance
factors: Composition, size, norms, conformity, group cohesiveness; Helping and hindering roles in
groups; Group process: Group roles, group communication, group leadership, group conflict;
Managing groups in organisation.
(8hours)
 Teams: Types of teams; Stages of team development; Team roles; Team effectiveness; Team
building: Approaches; Analysis of interpersonal relationship: Transactional analysis.Case Study 1:
Using Teams In Organization: Teams At Evans RV Wholesale Supply And Distribution Company
(8hours)
 Conflict: Conflict process; Transition in conflict thoughts; Types and sources of conflict;
Management of conflict: Approaches (modes and Tactics); Negotiation: Towards conflict resolution,
conflict prevention.
(8hours)
 Organisational culture: Concepts of organisational culture; Characteristics of culture; Types of
culture; Functions of culture; Formation of organisational culture: The working group, the style of
leadership of the manager, the organisational characteristics; Learning culture; Measuring culture;
Communicating culture; Managing diversity in the global work culture. Case Study 2: Managing
Global And Workforce Diversity:Culture Shock.
(8hours)
 Power and Politics: Bases of power (coercive and persuasive); Dependency: The key to power;
power tactics; Power in groups: Coalitions; Multiplying power in organisations; Strategies of
acquiring power; Nature of organisational politics; Political frame of decision making; Factors
contributing to political behavior: Individual factors and organisational factors.
(8hours)
.SUGGESTED READINGS:
1. Harris, P.R. (2004). Managing cultural difference; 6th Ed. Elsevier, New Delhi.
2. Hersey, P.H., Blanchard, K.H., & Johnson, D.E. (2012). Management of organizational behavior.
Prentice Hall, New Delhi.
3. Luthans, F. (2010). Organizational Behavior; 12th Ed. McGraw Hill, New York.
4. Robbins, S.P. (2007). Organizational behavior; 12th Ed. Prentice Hall, New York.
5. Srivastava, S.K., & Kumari, P. (2010). Organizational Behavior: A comprehensive study; 1st Ed.
Global Vision Publishers, New Delhi.
CaseStudy1:http://college.cengage.com/business/moorhead/organizational/6e/students/cases/index.
html Case Study 2: Managing Global And Workforce Diversity:Culture Shock.
 79 | P a g e

Note: The list of cases, specific references and books including recent articles will be
announced in the class by concerned teacher from time to time

MBA II Year MBA-E340/440 Semester-III/IV

Change Management
Time Allotted for End Marks Allotted Marks Allotted for Maximum Total Maximum
Semester for Internal End Semester Marks (MM) Credits Hours
Examination Assessment Examination
(ESE)
3 Hrs. 30 (20+10) 70 100 03 40
OBJECTIVE:. To teach relevant, practical and applicable change management skills to equip students to
proactively engage with change processes in the workplace

 Introduction to change concepts Understanding behavior change challenges Ego defences and
creating change Deutchman’s 3R Change Model. Case study 1 : Organization Change And
Development: Spooked by Computers.
(8hours)
 Strategic renewal: incremental and transformational Effecting change at Grand Union Employee
behavior Triggers for change.
(8hours)
 Kurt Lewin and organisational change Organisational development and effectiveness Resistance to
change Organisational diagnosis .Case Study 2: Dimensions Of Organization Structure:Changing
The Rules At Cosmo Plastics
(8hours)
 Organisational dialogue and organisational silence Communicating change to stakeholders
Communications strategy and measures of justice Communicating bad news to stakeholders
(8hours)
 Managing personal transitions The Social Readjustment Ratings Scale Change Transition Model
Stages of psychological reaction to change. Facilitating employee change transitions change
intervention styles Effective helping behaviors Orbit Newspapers case review. Case Study 3:
Humanized Robots.
(8hours)
SUGGESTED READINGS:
1. Spector, B. (2007), Implementing Organizational Change, Pearson Prentice Hall, Upper Saddle
River, New Jersey.
2. Herold, D.M. and Fedor, D.B. (2009), Leading Change Management, Kogan Page, London.
Deutschman, A. (2007), Change or Die, Harper, New York.
3. Hayes, J. (2010), The Theory and Practice of Change Management, Palgrave Macmillan, London.
4. Case Study 1: Aithal, P.S. (2016-2017). Organization Behaviour. Chapter-8, Case 17,
Organizational Change And Development : Spooked by Computres. Institute of Management
Studies, Manglore-575001.pp. 32-33
5. Case Study 2 : Aithal, P.S. (2016-2017). Organization Behaviour. Chapter-8, Case 2, Humanized
Robots. Institute of Management Studies, Manglore-575001.pp. 12-13
6. Case Study 3: (2016) Case Studies & Term Papers. Instutute of Distance & Open Learning,
University of Mumbai

NOTE:The list of cases and specific references including recentarticleswill be announced in theclass.
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