GRAPHIC ERA UNIVERSITY

DEPARTMENT OF DISTANCE EDUCATION

PROGRAM – MBA

CURRICULUM STRUCTURE AND EVALUATION SCHEME

MBA SEMESTER I
TEACHIN
WEIGHTAGE:
COURSE MODULE G
EVALUATION
PERIODS
Componen MS ES
Code Title Credits L T P CW Total
t E E
MBA- Principles and Practice of CC 4 4 - - 25 25 50 100
D101 Management
MBA- Managerial Economics CC 4 4 - - 25 25 50 100
D102
MBA- Financial Accounting CC 4 4 - - 25 25 50 100
D103
MBA- Business Statistics CC 4 4 - - 25 25 50 100
D104
MBA- Human Resource CC 2 2 - - 25 25 50 100
D106 Management
Total 18 18 - - 500

MBA SEMESTER II
TEACHING WEIGHTAGE:
COURSE MODULE PERIODS EVALUATION

Credit MS
Code Title Componen L T P CW ESE Total
s E
t
MBA- Marketing Management CC 4 4 - - 25 25 50 100
D201
MBA- Financial Management CC 4 4 - - 25 25 50 100
D203
MBA- Research Methodology CC 4 4 - - 25 25 50 100
D204
MBA- Management Accounting CC 4 4 - - 25 25 50 100
D205
MBA- Management Information CC 2 2 - - 25 25 50 100
D206 System
Total 18 18 - - 500

GEU DDE MBA Program Syllabi 1

 MBA SEMESTER III

COURSE MODULE TEACHING WEIGHTAGE:

PERIODS EVALUATION
Code Componen Credits L T P CW MS ESE Tota
Title
t E l
MBA- 4 4 - - 25 25 50 100
Legal Aspects of Business CC
D302
Major 1 FIN/MKT/HRM CC 4 4 - - - - 100
Major 2 FIN/MKT/HRM 4 4 - - 25 25 50 100
CC
Major 3 FIN/MKT/HRM 4 4 - - 25 25 50 100
CC
MBA- 2 2 - - 25 25 50 100
Project PJ
D306
18 18 - - 500

SPECIALISATION
IIIRD SEMESTER
FINANCE
1. MBA-D 303 (F) Financial Services
2. MBA-D 304 (F) Security Analysis & Portfolio Management
3. MBA-D 305 (F) International Finance
HUMAN RESOURCE
1. MBA-D 303 (H) Human Resource Planning and Development
2. MBA-D 304 (H) Labor Laws
3. MBA-D 305 (H) Human Resource Information System and Analytics
MARKETING
1. MBA-D 303 (M) Marketing Strategy and Competitive Analysis
2. MBA-D 304 (M) International Marketing
3. MBA-D 305 (M) Marketing Research

GEU DDE MBA Program Syllabi 2

 MBA IV SEMESTER

COURSE MODULE TEACHING WEIGHTAGE:

PERIODS EVALUATION
Code Componen Credits L T P CW MS ESE Tota
Title
t E l
MBA- 4 4 - - 25 25 50 100
Strategic Management CC
D401
MBA- Entrepreneurship & Small 4 4 - - 25 25 50 100
CC
D402 Business Management
Major 1 FIN/MKT/HRM 4 4 - - 25 25 50 100
CC
Major 2 FIN/MKT/HRM 4 4 - - 25 25 50 100
CC
Major 3 2 2 - - 25 25 50 100
FIN/MKT/HRM CC
18 18 - - 500

GEU DDE MBA Program Syllabi 3

 SPECIALISATION IVth SEMESTER

FINANCE
1. MBA-D 404 (F) Financial Derivatives
2. MBA-D 405 (F) Corporate Tax Planning
3. MBA-D 406 (F) Banking Management
HUMAN RESOURCE
1. MBA-D 404 (H) Corporate Leadership
2. MBA-D 405 (H) Performance and Compensation Management
3. MBA-D 406 (H) Counseling Skills for Managers
MARKETING
1. MBA-D 404 (M) Digital Marketing
2. MBA-D 405 (M) Product and Brand Management
3. MBA-D 406 (M) Customer Relationship Management

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 4

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 5
Course Name: Masters of Business Administration

Subject Name: Principles and Practices of Management

Subject Code: MBA - D101

1. Pre-Requisite Normal graduation level knowledge

2. Subject Area General Management
3. Credits: 4
4. Course Objective:Theaim of the course is to exposethe students to the basic concept
of management and four functions of management in contemporary business
environments: planning, organizing, leading, and controlling.
5. Learning Outcomes:
On successful completion of this course the student will be able to:
i. Understand why managers are important to organisations and explain the value
of studying management.
ii. Discuss and communicate the management evolution and observe and evaluate
the influence of historical forces on the current management practices.
iii. Identify and evaluate social responsibility and ethical issues involved in
business situations.
iv. Understand four functions of management: planning, organizing, leading, and
controlling.
v. Integrate management principles into management practices.

6. Course Details
Sl.No. CONTENT CHAPTERS
TO BE
MADE
1. INTRODUCTION TO MANAGEMENT AND INTEGRATIVE 4
MANAGEMENT ISSUES
Managers and Organizations, The Historical roots of Contemporary
Management practices, Skills and Management Levels, Importance
of studying management, Managing in global environment,
managing diversity, managing social responsibility and ethics,
managing change and innovation.Mangers as decision makers- the
decision making process, types of decision making and decision
making conditions, decision making styles, effective decision
making in today’s world
2. PLANNING AND CONTROLLING 4
Nature and purpose of planning, Setting Goals and Developing
Plans, Contemporary Issues in Planning; Strategic Management-
Strategic Management process.Introduction to controlling, tools for
measuring organizational performance, contemporary issues in
control; Managing Operations- the role of operations management,

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 6

 Value chain and its importance, Current issues in managing
operations.

3. ORGANISING 4
Organisational structure, Mechanistic and Organic structures,
Contingency factors affecting structural choice, traditional
organizational designs, contemporary organizational designs,
flexible work arrangements, todays organizational design
challenges; Managing Human Resources.
4. LEADING 4
Managers and communication- nature and functions of
communication, Interpersonal and organizational communication,
affect of technology on managers communication, communication
Issues in todays organizations; Motivation- Early theories of
motivation, contemporary theories of motivation, current issues in
motivation; Managers as leaders, early and contemporary leadership
theories, contemporary views on leadership.
TOTAL 16

7. Suggested Books:

1. Schermerhorn, J.R., Bachrach, D.G. (2016), Exploring Management, 5thEdition, Wiley

2. Koontz, H. &Weihrich, H. (2012) Essentials of Management: An International and
Leadership Perspective, 9thEdition, Tata McGraw-Hill.
3. Rao, P.S. & Kumar, V.J. (2010), Management, 1stEdition, Himalaya Publishing House.
4. Daft, R.L. &Marcic, D. (1998), Understanding Management, 2nd Edition, The Dryden
Press.

MBA - D102: MANAGERIAL ECONOMICS

1. Course Objective: To familiarize students with the fundamentals of Economics, and

their application in Business Decisions related to Demand, Supply, Production, Cost,
Pricing and Strategy.

2. Learning Outcomes:

After completing this course, student will be able to:

i. Identify the different goals and constraints that firms face, along with the
interaction of various entities in the Circular flow of Income in an Economy

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 7

 ii. Analyze situations and take decision using fundamental principles of
managerial economics like Opportunity cost, Marginal and Incremental
Analysis, Time perspective, etc.

iii. Understand how prices are determined in markets, the interplay of demand and
supply forces, how market participants benefit in the form of consumer surplus
and producer surplus, and what are the consequences of government
intervention

iv. Understand Central problems of an Economy related to What, How and For
whom to produce, and the role of Economics in solving these problems
through its concepts and tools

v. Measure elasticity of a good or service and leverage the same for pricing
and profit decisions
vi. Understand production process and functions in the short, medium and long run
vii. Understand how decisions are based regarding expansion, diversification, etc
viii. Derive the equilibrium conditions for cost minimization and profit
maximization

ix. Understand economies of scale, diseconomies of scale, economies of scope,

and cost complementarities, and how each affects the cost of production

x. Understand the basic market models of perfect competition, monopoly,

monopolistic competition, and oligopoly, along with emerging hybrid models,
and how price and output are determined in each model

xi. Understand various concepts of economics at micro & macro level, relate
them to Business &Management, and apply the economic way of thinking
to business decisions

3. Course Outline:

CONTENT
Unit

INTRODUCTION TO ECONOMICS & FUNDAMENTALS OF

DEMAND & SUPPLY
Introduction to Economics, Basic concepts and principles, Circular

1. flow and Central Problems, Managerial Economics, Nature and scope of

Managerial Economics, Fundamental principles of Managerial
Economics.Concept of Utility, Law of Diminishing marginal utility; Demand
& Supply: Demand & Supply functions, Law of Demand/Supply, Demand &
Supply interplay, Elasticity.

DEMAND, PRODUCTION AND COST ANALYSIS

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 8

 2. Indifference curves – PCC, ICC and Engel Curves. Production Possibility
Frontier, Production function, Law of Variable

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 9

 Proportions, Isoquant Analysis, Laws of Returns to scale, Cost
Concepts - Types of production related costs, Cost – Output
relationship, Short run & long run cost, Economies & Diseconomies
of Scale, Break-even point.

MARKET STRUCTURE & PRICING PRACTICES

Types of market structures – Perfect & imperfect Competition

3. (Monopolistic Competition, Oligopoly and Monopoly), Pricing and

Equilibrium (short run and long-run) in Different Market Structures. Emerging
trends and market forms.

MACROECONOMICS
Understanding concept of National Income, Real and Nominal GDP,

4. GNP, NDP and NNP. Basic Aggregate Demand and Supply interplay, Money
supply; Inflation, Business Cycles, Monetary and fiscal policy and measures;
Balance of Payments and Foreign Exchange.

Suggested Readings:
a) Dean, J. (2009). Managerial Economics, PHI.

b) Salvatore, D. (2010). Managerial Economics in a Global Economy, Oxford

University Press.
c) Samuelson, P. &Nordhaus, W. (2011). Economics, TMH.
d) Petersen, C. H., Lewis, W. C., & Jain, S. K. (2006), Managerial Economics, 4th
Edition, Pearson.
e) Ahuja, H.L. (2008). Managerial Economics, S. Chand.

Graphic Era University

Programme Name - MBA

1. Course Name: Financial Accounting
2. Course Code: MBA-D 103
3. Credits: 04

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 10

 4. Semester: I
5. Pre-Requisite: Basic knowledge of Accounting
6. Course Objective: To familiarize students with the fundamentals of Accounts, and
their application in Business Decisions related to financial decision making and
Balance sheet.
7. Course Outcomes:
i. To make them Understand about IAS ( Indian Accounting Standards)
ii. To teach Different kinds of books of accounts
iii. To appraise deeply about financial Analysis of the company through various ratios
this will be helpful from stock market point of view.
iv. To give In-depth knowledge of assets valuation.
8. Course Outline:

Sl. CONTENT
CHAPTE
No
R
.
INTRODUCTION TO FINANCIAL ACCOUNTING
ConceptsandConventionsofAccounting-
1. thelanguageofbusiness;Accounting:an 4
InformationSystem,UsersofAccountinginformation,AccountingStandards
: An overview

BASIC ACCOUNTING PROCEDURE

2. AccountingEquation,TransactionsandtheireffectsonAccountingEquation, 4
Classification of Accounts, Assets, Liabilities, Owners Equity, Revenues
and Expenses, Double-Entry system of accounting, Capital revenues

BOOKS OF ACCOUNTS
3. Journal and its sub divisions, Ledger and Trial Balance, cash book and its 4
types- single, double and triple column cash book

FINANCIAL STATEMENTS AND ANALYSIS

Final accounts with Adjustments and depreciation of fixed assets and
4. methods of depreciation. The tools of analysis, Horizontal 4
Analysis,Vertical Analysis, Trend Analysis, Ratio Analysis, Funds Flow
and Cash Flow Analysis.

TOTAL 16

Suggested Readings

1. Shukla, M. C., Grewal, T. S., & Gupta, S. C. (2010). Advanced Accounts, S. Chand.
2. Anthony, R. N., Hawkins, D. F., & Merchant, K. A. (2009). Accounting: Text and Cases,
TMH.
3. Maheswari, S. N. (2012). Financial Accounting, 4th Edition, Vikas Publishing House.
4. Bhattacharyya, A. K. (2010). Essentials of Financial Accounting, PHI

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 11

5. Gupta, A. (2010). Financial Accounting for Management: An Analytical Perspective,
Pearson Education.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 12

 MBA - D104: BUSINESS STATISTICS

1. Objective: To familiarize students with the fundamentals of statistics, and their

application in Business Decisions

2. Course Outcomes: Upon completion of the subject, students will be able to:

i. Translate data to graphical representations

ii. Understand properties of the discrete Probability distribution.
iii. Select appropriate statistical techniques for summarizing and displaying
business data.
iv. Analyze and draw inferences from business data using appropriate statistical
methods
v. Work out trend values and index number

3. Details of the Course

Unit
CONTEN
T
No.

INTRODUCTION& UNIVARIATE STATISTICS

1. Definition of statistics, characteristics, function, importance, limitation, use of

statistics in functional area of management, Measures of Central Tendency,
Measures of Dispersion, Skewness & Kurtosis

BIVARIATE STATISTICS
2. Correlation- Scatter Diagram, Karl Pearson’s Coefficient of Correlation, S Rank
Correlation;
Concurrent Deviation; Regression- Method of Least Squares, Method of Regression
Coefficient, Properties of Regression Coefficient

THEORY OF PROBABILITY

3. Classical and Axiomatic Approaches, Basic Theorems- Addition, Multiplication-

Conditional and Baye’s Theorem, Random variables and concept of Probability
Distribution. Theoretical
Probability Distributions: Binomial, Poisson, and Normal,

TESTING OF HYPOTHESIS

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 13

 4. HypothesisFormulation:TypesofErrorsinFormulationofHypothesis,NullandAlternatehy
pothesis:Test.Ttest, Chi Square, F‐test and Z Tests, Analysis of Variance

TOTAL

4. Suggested Readings:

a) Sharma, J. K. (2011). Business Statistics, Pearson Publication.

b) Levin,& Rubin. (2012.) Statistics for Management, 7th Edition,
Pearson Publication.
c) Gupta, S. C. &Kapoor, V. K. (2013). Fundamentals of
Mathematical Statistics, S. Chand.

d) Goon, Gupta, &Dasgupta. (2001). Fundamentals of Statistics, The

World Press.

e) Medhi, J. (2007). Statistical Methods- An Introductory Text, New

age International.

Programme Name - MBA

Course Name: Human Resource Management

Course Objective: To familiarize students with the fundamentals and practices of Human
Resource Management, and their application in Organisation
Learning Outcomes:
1. Gain an understanding of key terms, theories/concepts and practices within the field
of human resource management
2. Effectively manage and plan key human resource functions within organizations
3. Examine current issues, trends, practices, and processes in HRM
4. Contribute to employee performance management and organizational effectiveness
5. Identify and analyze problems in the field of HRM and be able to provide solutions.
CONTENT Chapter to
Sl.No. be Made

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Concept, Nature and Scope of Human Resource Management, Evolution of
1 HRM, System Approach to HRM, HRM in Indian Context, Overview of 4
Human Resource Development, Overview of Strategic Human Resource
Management

HUMAN RESOURCE PLANNING AND DEVELOPMENT

Human Resource Planning - HR planning process, Job analysis and design:

2 job description and job specification, Recruitment: methods of recruiting. 4
Selection: Concept/Objectives/Procedures, Type of Tests and Interviews;
Induction, Orientation and Placement, Training and development, importance
and methods, Management Development Methods (Overview) - In Basket
Training, Sensitivity Training, Simulations, Managerial Grid Training,

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 14

 Computer-based Training, Career planning and development: concept, career
planning, and problems in career planning, succession planning.

REWARDING HUMAN RESOURCES

Performance Appraisal – Concept/Objectives/Uses; Overview of Appraisal

Methods (Rating, Ranking, Critical incident, 360 degree, Behavioral
3 Anchored Rating Scale (BARS), Forced Ranking, Balanced Score Card, 4
Management by Objectives (MBO)etc); Problems in Performance Appraisals;
Promotion and Transfer. Compensation: objectives, components of
motivation, compensation decisions, methods of payment, issues in
compensation administration, and employee retirement benefits and services

EMPLOYEE RELATIONS AND CURRENT HR TRENDS

Overview of trade unions, collective bargaining, Managing employee

4 discipline: approaches to discipline, and legal challenges, Promoting safety 4
and health: causes of job accidents, problems of safety standards, Employee
Turnover and Attrition; Employee Retention, Employee Engagement;
Overview of HR Accounting and Audit, Global HRM Practices

Total 16

Suggested Readings:

a) Dessler, G. &Varkkey, B. (2009). Human Resource Management, 11th Edition,

Pearson.
b) Aswathappa, K. (2010). Human Resource Management, 6th Edition, TMH.
c) Gomez-Mejia, Balkin&Cardy (2010). Managing Human Resources, 6th Edition, PHI.
d) Rao, V. S. P. (2010). Human Resource Management, 3rd Edition, Excel Books.
e) Rao, P. S. (2009). Personnel & Human Resource Management, 4th Edition, HPH.
f) Ivancevich, John M. (2013).Human Resource Management; McGraw-Hill Education

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 15

 MBA – D201: MARKETING MANAGEMENT

Objective: To familiarize students with the fundamentals of Marketing, and their

application in Business Decisions related to Demand, Supply, Production, Cost, Pricing
and Strategy.

1 Course outcomes:
a. State the role and functions of marketing within a range of organisations.

b. Describe key marketing concepts, theories and techniques for analysing a variety of
marketing situations.

c. Identify and demonstrate the dynamic nature of the environment in which marketing
decisions are taken and appreciate the implications for marketing strategy
determination and implementation.
d. Use written formats to communicate marketing outcomes.

e. Apply the introduced conceptual frameworks, theory and techniques to various

marketing contexts.

f. Analyse the relevance of marketing concepts and theories in evaluating the impacts of
environmental changes on marketing planning, strategies and practices.

g. Demonstrate the ability to carry out a research project that explores marketing
planning and strategies for a specific marketing situation.

h. Demonstrate the ability to justify marketing strategies and advocate a strategically

informed position when considering marketing plan implementation.

2 Details of the Course:

Sl.No. CONTENT

INTRODUCTION TO MARKETING
Nature and scope of Marketing Management, Marketing process,
1. Marketing environment, Marketing Challenges, Marketing in

21stcentury, Marketing Planning and Marketing Competitiveness,

Developing marketing strategies and plans

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 16

 DESIGNING A CUSTOMER-DRIVEN STRATEGY
Consumer Buying Behaviour, Organizational Buying Behaviour,
2. Identifying Market Segments and Targets, Branding, Creating Brand
Equity,Crafting the Brand Positioning. Overview of social media
marketing

PRODUCT & PRICING DECISIONS

Product: Concepts of Product, Product Planning & Policy, New

Product Development, Test Marketing, Product Life Cycle, Product

3. Mix Decisions, Packaging and Labeling Decisions. Price: Objectives

of Pricing, Pricing Policies, Pricing Methods, Managing Price
Changes.

3. Suggested Readings:

1 Kotler, P., Keller, Koshi&Jha (2012). Marketing Management, Pearson

Education.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 17

 2 Saxena, R. (2009). Marketing Management.TMH.
3 Kotler& Armstrong (2012). Principles of Marketing.Pearson/PHI.
4 Solomon, (2010). Marketing Real People Real Choices. Pearson Education.

5 Ramaswamy V. S. &Namakumari (2011). A Text Book of Marketing Management.

Macmillan.
Graphic Era University

Programme Name - MBA

1. Course Name: Financial Management

Course Objective: To familiarize students with the fundamentals of fund management,

Debt-Equity management and their applications in Business Decisions related to
utilization, generation and allocation of funds.

Course outcomes:

i. to give everybody the ability and confidence to tackle common financial problems in
practice,

ii. to provide adequate preparation for future finance classes, especially the advanced
corporate and investment problems

iii. In this course, students will enhance their knowledge and understanding of financial

management. Through class discussion, informal study groups, and formal group.

Finally, financial markets are globally integrated and we will discuss many cases and
examples involving international companies,

Course Outline:

Unit CONTENT

1 INTRODUCTION

Natureandscope,Financefunctions,financialobjectives,rolesand
responsibilitiesof
thefinancemanager,introductiontoIndianfinancialsystem,So
urcesoffinance:Equity capital, debenture, Preference

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 18

 capital and term loans, Timevalueofmoney, Cost of capital

2 CAPITAL BUDGETING

Introduction,projectappraisal,techniques,Determinationofcashf
lowstreams,CapitalrationingandconflictsinNPVandIRR,Ca
pitalbudgetingunderriskanduncertainty
3 FINANCIAL STRUCTURE AND DIVIDEND POLICY

Leverage:Operating,financialandcombinedleverage,Capitalstru
cture:Theoriesof
capitalstructure(Netincomeapproach,netoperatingincomeap
proach,MMapproach, Traditional approach),
Determinantsof capital structure, EBIT-EPS
relationship.Introduction to dividend;
formsofdividend,stabilityofdividends,theoriesofdividendpo
licy
(RelevanceandIrrelevancetheories),determinantsofdividend
decision,implicationofbonus issue, rights issue, share split
and buy back of shares.
4 WORKING CAPITAL MANAGEMENT

Concept,Significance,Operatingcycle,Estimation,Risk-

returnTradeoff,Determinants, Workingcapitalpolicies
andworkingcapital financing.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 19

Suggested Readings:

(a) Khan & Jain (2008). Financial Management,15thEdition, TMH.

(b) Pandey, I. M. (2006). Financial Management, 9th Edition, Vikas Publishing.
(c) Kothari, R. (2005). ContemporaryFinancialManagement, Macmillan.
(d) Brigham & Houston (2004). Fundamental of Financial Management, 10th Edition,
Harcourt

(e) Chandra, P. C. (2008). Financial Management, 7th Edition, TMH.

Graphic Era (Deemed to be University)

Course Name : Master of Business Administration

Subject Name:Research Methodology Course Code: MBA D-203
1. Pre Requisite: None
2. Subject Area: Decision Science
3. Objective: The objective of this course is to introduce students to methods of research and
to develop a range of skills to facilitate independent research based learning and the
interpretation of research findings
4. Learning Outcomes: Upon completion of the subject, students will be able to:
i. Be able to formulate research questions and develop a sufficiently coherent research
design.
ii. Be able to assess the appropriateness of different kinds of research designs and
methodology, for instance in terms of their appropriateness, transparency and quality.
iii. Apply a range of quantitative and / or qualitative research techniques to business and
management problems / issues.
5. Details of the Course
Unit No. CONTENT Chapters
1. INTRODUCTION:
Concept, nature, scope & Limitation of Research Methodology Types of 4
Research, Types of Variables, Research Questions & Objectives

2. RESEARCHPROCESS ,DESIGN AND DATA COLLECTION

METHODS
4
Research Process, Concept and types of Research Design–Exploratory,
Descriptive and Experimental, Data Collection Methods:‐Primary Data:
Secondary Data
3. SAMPLINGDESIGN,SCALINGTECHNIQUESANDQUESTIONNAIR
EDESIGNINGSampling: Need and Concept, Sampling Design Process,
Types of Sampling–Probability and Non‐Probability Sampling; Sample 4
Design Procedures of determining sample size. Measurement: Meaning and
Approaches; Types of Scales, Scaling Techniques:‐Comparative and Non
Comparative
4. DATATABULATION,ANALYSISAND REPORT WRITING
Questionnaire Designing, Fieldwork and tabulation of Data Processing and 4
analysis of data,Purpose (Research Application) and Types of Research
Report; Structure of Research Report; Report Writing, Use of Tables and

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 20

 Figures.

Total 16

6. Suggested Readings:

(a) Cooper & Schindler, (2004). Business Research Methods, 8th Edition, TMH.
(b) Malhotra, N. (2012). Marketing Research, 6th Edition, Pearson.
(c) Sekaran, U. (2011). Research Methods for Business, 5th Edition, Wiley.

MBA-D204 Management Accounting

Objective: The objective of this course is to expose the students to the concepts, tools and
techniques applicable in the field of accounting.

Course Outcome: Upon successful completion of this course students will be able:

a. To have a thorough understanding of the role and function of management accounting

in achieving the objectives of an organisation.

b. Critically analyse and provide recommendations to improve the operations of

organisations through the application of management accounting techniques.

c. Demonstrate the need for a balance between financial and non-financial information
in decision making, control and performance evaluation applications of management
accounting.

d. Evaluate complex ideas and tolerate ambiguity in managerial and organisational

problem-solving.

Details of the course:

Unit CONTENT
No

Nature, scope and importance of management accounting;

1. difference
between financial accounting and management accounting;
difference

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 21

 between cost accounting and management accounting.
Classification
of cost, cost control, and cost reduction.

Concept of budget and budgetary control; objectives, merits,

2. and
limitations of budget administration; cash and flexible budgets,
zero-
base budget. Installation of budgetary control system.
Concept and
approaches to responsibility accounting. Steps involved in
responsibility centres and their types;

3. Concepts of standard cost and standard costing; advantages,

limitations, and applications; Variance Analysis: material
variance;
labour variances and overhead variance.

Concept of marginal costing, differential costing and

4. absorption
costing. Use of above costs in decision making; make or buy,
change
of product mix, pricing and determination of shut-down point.
Cost–
Volume–Profit (CVP) Analysis, Break even analysis, key factor
and
utility of CVP analysis.

2. Suggested Books:

Year of
S.No Name of Books Publication

Khan and Jain, Management Accounting, 3/e , TMH,

1. New Delhi. 2003

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 22

 Maheshwari S.N. Cost and Management Accounting.
2. Vikas 2005
Publishing House

Horngren, Charles T. Introduction to Management

3. Accounting. 2003
Pearson/ PHI.

Anthony Robert N. &Govindrajan, Vijay. Management

4. Control 2005
System.TMH.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 23

 MBA-D402Information Systems Management

Course Objective: The objective of this course is to introduce the students to the Management
Information Systems and its application in organizations. The course would expose the students
to the managerial issues relating to information systems and help them identify and evaluate
various options in Management Information Systems.

Learning Outcomes:

i. To Present statistical findings orally to audience

ii. To Distinguish between descriptive and inferential statistics and their uses

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 24

iii. Differentiate between good and bad data presentation
iv. Develop an intuitive feel for statistical techniques and their appropriate applications
v. Distinguish between descriptive and inferential statistics and their uses.

Course Outline:

Sl.No. CONTENT

1. INTRODUCTION TO MANAGEMENT INFORMATION

SYSTEM:

Course Introduction; Proliferation of Information Systems in

Organizations; Data, information and its attributes; Types of
Decisions and information; Meaning and Role of Information
Systems; Constituents of MIS; Classification of Information Systems:
Transaction Processing System (TPS) – Office Automation System
(OAS) – Management Information System (MIS) – Decision Support
System (DSS) and Group Decision Support System (GDSS) – Expert
System (ES) – Executive Support System (ESS).

2. INFORMATION SYSTEMS FOR STRATEGIC

MANAGEMENT: BUSINESS INTEGRATION

Strategic Role of Information Systems. Integrating Information

Systems with Business Strategy, Value Chain Analysis, and Strategic
Information Systems Framework, Planning for Information Systems
Business Application Planning; Nolan Stage Model in MIS.

3. DEVELOPING INFORMATION SYSTEMS:

System concepts, Types of System, System Development Process,

Approaches to System Development, System Analysis of the existing

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 25

 system and of new requirement, Structured System analysis and
Design. System Implementation, System maintenance, Introduction to
MIS Risks, System Evaluation, IT Procurement Options – Make or
Buy decisions, Outsourcing as an Option for IS Procurement.

4. APPLICATION OF INFORMATION SYSTEMS IN BUSINESS

AND EMERGING CONCEPTS & ISSUES:

Enterprise Resource Planning, Supply Chain Management, Customer

Relationship Management, Dealer Information Systems, Key issues in
implementation.

5. Business Intelligence and MIS, Tools and Techniques of BI.

Introduction to Data Warehousing; Types of Datawarehouse; Data
Mining and its Applications

Suggested Readings:

(a) Laudon, K., Laudon, J., &Dass, R. (2010). MIS: Managing the Digital Firm,
Pearson.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 26

 (b) O’Brien, J., A., Marakas, G. M., &Behl, R. (2010). Management Information
Systems, TMH.
(c) Goyal, D. P. (2007). Management Information Systems, Macmillan.

(d) Turban, E., McLean, E., &Wetherbe, J. (2001). Information Technology for
Management: Making Connections for Strategic Advantage. John Wiley.
(e) Jawadekar, W. S. (2004). Management Information Systems, TMH.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 27

 Programme Name – MBA
1.Course Name: LEGAL ASPECTS OF BUSINESS
2. Course Code: MBA D 301

Semester: II

3. Pre-Requisite: Nil
4. Course Objective: To familiarize students about the legal environment impacts on business
in India.
5. Learning Outcomes:
i. Analyze the functions of the Indian legal system.
ii. Describe how the general legal environment impacts on business in India.
iii. Describe the basic legal structures that constitute businesses and the law that regulates
businesses and the business environment.
iv. Understand the meaning and nature of law & Classification of law.
v. Identify legal issues and provide potential solutions to legal problems within the
business environment.

6. Course Details
SNo CONTENT Credit
LAWS OF CONTRACT (THE INDIAN CONTRACT ACT, 1872)
Concept of Contract, Offer and Acceptance; valid contracts and its
1. essential elements; void Agreements; classification of contracts;
Quasi contract; performance of contract; discharge of contract; 04
remedies for breach of contract. Special Contracts: Indemnity,
Guarantee, Bailment, Pledge, and agency.
THE SALE OF GOODS ACT, 1930
Nature of Contract of Sale; Formation of Contract of Sale, Agreement to
2. Sell, Conditions and Warranties, Transfer of Property in Goods,
Performance of the Contract of Sale, Remedies for Breach, Unpaid
04
Seller and his rights, rights of buyers, Sale by Auction.
THE NEGOTIABLE INSTRUMENTS ACT, 1881
Definition, Features and types of negotiable instruments; Methods of
negotiation of Instruments; holder and holder in due Course;
3. Endorsement and delivery of a negotiable Instrument; Presentation
of Negotiable Instrument. Banker and Customer: An introduction; 04
Crossing of a cheque; Types of crossing; Bouncing of cheques;
Obligations of Banker and Customer; Dishonour and discharge of
negotiable instruments.
THE COMPANIES ACT
An Overview; Nature and kinds of Companies; Formation of a
4. company; MOA & AOA, Shares & Debentures, Company 04
Management; Doctrine of Ultra Vires & Doctrine of Indoor
Management, Company Meetings, Liquidation of company.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 28

 TOTAL 16

7. Suggested Readings:

(a) Kumar, R. (2013). Legal aspects of Business (3rd Edition),Cengage Learning.

(b) Singh, A. (2012). Business Law: Principles of Mercantile Law (9th Ed.), Eastern Book Co.
(c) Kuchhal, M. C. (2012). Business Law, (8th Ed.), Vikas Publishing.
(d) Kapoor, N. D. (2013), Elements of Mercantile Law, (15th Ed.). S. Chand.
(e) Pathak, N. (2010). Legal Aspects of Business. (5th Ed.) TMH.
Avtar Singh (2015), Company Law, (16th Ed.) EBC

MBA – D303 (F) Financial Institutions & Markets

Course Objective: This course is designed to introduce and analyze the structure,
operations and functions of the financial markets and financial institutions. Its main
objectives are to provide an overview of the major financial markets and financial
institutions and to prepare the students for the next level of finance course.

Learning Outcomes:

i. Understand the role financial institutions and financial markets in the economy.

ii. Understand the regulations and structure of financial institutions.

iii. Explain the structure and functions of domestic financial market.

iv. Analyze the role of financial services institutions in the economy.

v. Critically evaluate the use of financial instruments in investment decision.

vi. Discuss the significance of stock exchanges in the economy.

Course Details

Sl.No. CONTENT

1 FINANCIAL MARKETS

Financial System and Financial Markets- Meaning, Functions, Structure,

Classification of Financial, Markets, Money Market, Call money Market,
Govt. Securities Market. Capital Market, Debt Market, Primary and

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 29

 Secondary Market, Distinction between Primary market and Secondary
market, Interlinking Financial Market- Indian and Global Financial Markets.

2 FINANCIAL INSTITUTIONS

Broad Categories- Special Characteristics, Money Market Institutions; Kinds

of Money Market Institutions, Capital Market Institution; Kinds of Capital

Market Institutions, Indian Financial Institutions: Commercial Banks-Roles,
Functions, Regulations, Public Sector, Private Sector and Foreign Banks,
Development Banks: IFCI, IDBI, SFCs ,NABARD, RRBs, SIDBI, Non-
Banking Financial Institutions(NBFCs), Insurance Companies- Public and
Private, Regulatory Authority.

3. STOCK EXCHANGES

Stock Exchanges, Introduction, Benefits and Limitations, Functions,

Constitution, control, Prudential Norms, Trading Mechanism in Stock
Exchanges, SEBI Regulations, Sensitive Indices, Investor Services, Grievance
Redressal Measures, Stock Exchanges in India.

4. FINANCIAL SERVICE INSTITUTIONS

Financial Services Institutions, Functions and Structure Introduced, Clearing

Corporation of India Ltd, Discount and Finance House of India Ltd, Securities
Trading Corporation of India Ltd., Credit Rating Agencies, Depository
services. Venture Capital

5 FINANCIAL INSTRUMENTS

Financial Instruments; Meaning and Definition, Types; Commercial Papers,

Certificate of Deposits, Treasury Bills, Commercial Bills, Equity Shares,

Preference Shares, Debentures, Warrants and Convertibles, Depository
Receipts, Mutual Funds, Savings Accounts, Annuities Valuation of Financial
instruments.

1. Suggested Readings:

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 30

 1. S Gurusamy, Financial Markets and Institutions, Thomson.

2. Gordon &Natrajan, Financial Markets and Services, Himalaya Publishing House.

3. R.M. Srivastava, Management of Indian Financial Institutions,

Himalaya Publishing.

4. L M Bhole, Financial Institutions and Markets, TMH.

5. Meir Kohn, Financial Institutions and Markets, Oxford.

MBA-D 304 (F) Security Analysis and Portfolio Management

1. Course Objective: The objective of this course is to expose the students to the concepts,
tools and techniques applicable in the field of security analysis and portfolio
management.

2. Learning Outcomes

At the end of this course students should be able to:

1. Analyze and evaluate financial markets, how securities are traded, mutual funds,
investment companies, and investor behavior.

2. Construct optimal portfolios and illustrate the theory and empirical applications
of asset pricing models.

3. Explain macro and industry analysis, equity valuation, financial statement analysis
and technical analysis.

4. Analyze bond prices and yields and fixed-income portfolios.

5. Explain what options and futures are and their use as hedging instruments.

6. Characterize the implications of the market efficiency evidence on active portfolio

management.

3. Course Outline:

Sl. CONTENT
No.

1. OVERVIEW OF INVESTMENT AND MARKET

Overview of Capital Market: Market of securities, Stock Exchange and

New Issue Markets - their nature, structure, functioning and limitations;

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 31

 Trading of securities: equity and debentures/ bonds. Regulatory
Mechanism: SEBI and its guidelines; Investor Protection, Saving,
investment, speculation. Type of investors, Aim & Approaches of security
analysis.
2. RISK AND RETURN ANALYSIS

Risk & Return: Concept of Risk, Component & Measurement of risk,

covariance, correlation coefficient, measurement of systematic risk. EMH

(Efficient Market Hypothesis) and its implications for investment decision.
Valuation of securities.
3. FUNDAMENTAL AND TECHNICAL ANALYSIS OF EQUITIES

Concept of intrinsic value. Objectives and beliefs of fundamental analysis:

Economy - Industry-Company framework, Economic analysis and
forecasting. Theory of Technical analysis, points and figures chart, bar
chart, Confidence index, Moving average analysis,. The market
mechanism: testable hypothesis about market efficiency.
4. MODERN PORTFOLIO THEORY

Asset allocation decision. Dominant and Efficient portfolio – simple

diversification, Markowitz diversification model, Selecting an optimal
portfolio – Sharpe single index model. CAPM, Process of portfolio
management. Passive Investment Management: Index Funds and
Exchange-Traded Funds. Arbitrage pricing theory.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 32

 5. PORTFOLIO PERFORMANCE EVALUATION

Portfolio revision – Active and passive strategies and formulating plans to

revise portfolio. Creating a portfolio, periodical review and managing a
portfolio.

Suggested Readings:

a) Prasanna, C., (2005). Investment Analysis and Portfolio Management (2nd Ed.).
TMH.
b) Reilly, (2008). Investment Analysis & Portfolio Management (8th Ed.). Cengage
Learning.
c) Fisher & Jordan, (2007). Security Analysis & Portfolio Management (6th Ed.).
Pearson.
d) Gibson, R. C. (2008). Asset Allocation. McGraw Hill.
e) Malkiel, B. G. (2007). A Random Walk Down Wall Street (9th Ed.).Norton and
Company.
Graphic Era University

Programme Name - MBA

1. Course Name: International Finance
2. Course Code: MBA 306 (F)
3. Contact Hours: 45 L: 03 T: 0 P: 0
4. Examination Duration (Hrs): Theory 03 Practical 0
5. Relative Weightage: TA 25MTE 25 ESE 50
6. Credits: 03
7. Semester: III
8. Pre-Requisite:
9. Course Objective: To familiarize students with concept and importance of international
financial system and investment decisions.
10. Learning Outcomes:
i. Understand the international financial environment and concept of foreign exchange
market.
ii. Gain knowledge on global investment opportunities and analysis of different sources.
iii. Critically evaluate the factors of global financial decision for a firm.
iv. Examine the techniques of foreign exchange risk management.
v. Assess the exchange rate determination.
11. Course Details

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 33

Sl. CONTENT CHAPTERS
No.

1 INTERNATIONAL FINANCIAL SYSTEM & MARKET FOR 4

FOREIGN EXCHANGES

GrowingImportanceofInternationalFinance&GlobalFinancialEnvironm
ent,
InternationalMonetarySystem&EvolvementofFloatingRateRegime,For
eign
ExchangeMarkets,Spot,Forward,SwapMarkets,CurrencyFutures&Opti
onMarket, Foreign Exchange Market in India.
AnIntroductiontoExchangeRates,Inter-
Bank&MerchantsRates,Determinantsof ExchangeRates.

2. INTERNATIONALPARITYCONDITIONS 4

InternationalParityconditions,PurchasingPowerParity,InterestRate
Parity&ConceptofCoveredinterestArbitrage,BalanceofPayment,Exchan
geRate Forecasting.

3. MANAGING FOREIGN EXCHANGE RISK 4

TypesofForeignExchangeExposure&Risk,TransactionRisk,Transaction
Risk&OperatingRisk;CorporateapproachtoCurrencyRiskManagement
&Hedging
Philosophy;ManagementofTransactionExposure,Internal&Contractual
Hedge;
StrategicManagementofOperatingExposure;InterestRateRiskManagem
ent,Interest Rate Swaps, Futures & Forward Rate Agreements.

4. INTERNATIONAL INVESTMENT AND FINANCING 4

EuroCurrencyMarket;FinancingtheGlobalFirms,Availability&CostofCa
pital;SourcingEquityGlobally,ADRs/GDRs,
etc.;InternationalDebtMarket,Structuring
InternationalDebt;ForeignInvestmentDecisions,FDI&PortfolioInvestme
nt; International Trade Finance.

TOTAL 16

Suggested Readings:

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 34

a) Apte, P G. (2011). International Financial Management, 6th Edition, Tata Mc-Graw
Hill.

b) Eitman (2007). Multinational Business Finance, 10th Edition, Stonehill, Mofett

Pearson.

c) Madhu, Vij (2003). International Financial Management, 3rd Edition, Excel Books.

d) Sharan, V. (2012). International Financial Management, 6th Edition, PHI

MBA-D 304 (H) Human Resource Planning and Development

1. Course Objective: To help students to understand the concepts, methods and

procedures involved in human resource planning process.

2. Learning Outcomes:

i. Explain the strategic role and importance of HRD in organizations.

ii. Critically evaluate and apply concepts of Human Resource Planning.
iii. Demonstrate a practical knowledge of the HRD implementation process.

3. Course Details

Sl.No. CONTENT

1 INTRODUCTION TO HUMAN RESOURCE PLANNING

Concept, Importance, objectives, Types of HR plan, Approaches, Factors

affecting Human Resource Planning, Role of IT in HRP (HRIS)

2 PROCESS & FUNCTIONS OF HRP

HRP Process, Models and Techniques of HR Demand and Supply

Forecasting, Relation between HRP and other HR Functions, Succession

Planning, Evaluation of HRP.

3. INTRODUCTION TO HRD

Concept & Role of HRD, HRD Matrix, HRD Mechanism, HRD

interventions, Roles & Competencies of HRD Professionals, Challenges in

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 35

 HRD, Aligning HRD with Organizational culture & Climate

4. HRD PROCESS & ACTIVITIES

Assessing HRD needs, Designing Effective HRD Programs, Implementing

HRD Programs, Evaluating effectiveness of HRD Programs, Action
Learning, Assessment& Development Centers.

5 HRD PRACTICES & TRENDS

Coaching, Mentoring, Employee counseling, competency mapping, Balanced

Scorecard, Appreciative Enquiry, HRD in Career Development, Integrating
HRD with Technology, Emerging trends in HRD.

4. Suggested Readings:

a) Bhattacharya, Dipak Kumar – Human Resource Planning, Excel Books.

b) T.V. Rao, Human Resource Development Oxford IBH Publication
c) T. V. Rao. Future of HRD. McMillan Publishers.

d ) Aswathapa, K. Human Resource and personnel management Text & Cases,

TMH.

e) DeSimone& Harries – Human Resource Development – Thomson Learning

f) Werner J. M., &DeSimon, R. L. Human Resource Development.

Southwestern

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 36

 Programme Name – MBA (DISTANCE LEARNING PROGRAM)
Course Name: Labor Laws

Course Code: MBA D 304(H)

Semester: III
Course Objective: To familiarize students with the fundamentals of Industrial Relations,
methods to avoid industrial conflict and develop harmonious relations etc.
Learning Outcomes:
i. Analyze the degree to which forms of human difference shape a person’s
experiences of, and perspectives on, work
ii. Analyze a contemporary global issue in labor & employment relations from a
multidisciplinary perspective
iii. Analyze issues of social justice related to work across local and global contexts
iv. Demonstrate an understanding of the perspectives, theories, and concepts in the
field of labor welfare
Course Outline:

Block. Contents Four chapters to be added

No.
1 Laws relating to Wages
4
Payment of Wages Act, 1936
Minimum Wages Act 1948
2 Laws relating to Monetary Benefits
4
Payment of Bonus Act, 1965
Equal Remuneration Act, 1976
3 Laws Relating to Working Conditions
4
Factories Act, 1948
Contract Labor Act, 1970
4 Laws for Labor Welfare and Social Security –I
The Workmen’s Compensation Act, 1923
4
The Employee’s State Insurance Act, 1961
Employees Provident Fund Act 1952

Total Credits 16

1. Suggested Readings
a) Malik, S. (2011). P L Malik’s Industrial Law Volume1, 23rd Edition, Eastern Book
Company.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 37

 b) Malik S. (2011). P L Malik’s Industrial Law Volume2 23rd Edition, Eastern Book
Company
c) Mishra, SN, Labour Laws, Central Law Publications

Programme Name - MBA

Course Name: HRIS AND ANALYTICS
Course Code: MBA-D303(H)
Semester: III
1. Pre-Requisite: Basic Knowledge of Human Resource Management
2. Course Objective: To provide the students understanding of concepts, tools and
techniques of HRIS and Analytics that could be applied to make evidence –based
decisions.
3. Learning Outcomes:
i. Discuss the role of HRIS in making administrative decisions
ii. Describe the importance and potential uses of HR Analytics in measuring human
resources and how it drives an organization’s performance
iii. Employ measurement and analytical techniques around intangibles and identify ways
to benchmark performance and create standards
iv. Demonstrate the ability to use predictive modeling techniques
v. Demonstrate how to connect HR results to business results
4. Course Details:
Sl. CONTENT Chapter to
No. be Made
1. Unit I- Introduction to IS 4
Introduction to Computer Based Information Systems: Concepts,
Characteristics and Classification – Information System: Role,
Functions & Types – Organisations and Information Systems -
System Development – Managerial Decision Making - Information
Systems and Business Strategy
2. Unit II – HRIS PLANNING AND APPLICATION 4
H.R.I.S Planning & Designing, Hardware & Software of H.R.I.S.
Implementation–Planning, Installation, Modification, Acceptance
Tasking- Maintaining & Enhancing H.R.I.S.Application of HRIS in
Employment Management, Compensation, Benefit, Training &
Development, HRP, Grievance Redressal, Occupational Health &
Safety and Payroll.
3 Unit I11 - Introduction to HR Analytics: 4
Evolution of HR Analytics; HR Metrics and HR Analytics; Intuition
versus analytical thinking; HRIS and data sources; Analytics
frameworks like LAMP,HCM:21(r) Model. Creating business
understanding for HR initiatives: Workforce segmentation and search
for critical job roles; Statistical driver analysis – association and
causation; Linking HR measures to business results; choosing the
right measures for scorecards; Identifying and using key HR Metrics

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 38

 4 Unit IV – Forecasting and Predictive Modelling 4
Forecasting budget numbers for HR costs: Workforce planning;
training and development and measuring the value and results of
improvement initiatives; optimizing selection and promotion
decisions, Predictive modelling in HR: Employee retention and
turnover; workforce productivity and performance; scenario planning

TOTAL 16

1. Suggested Readings:

1. Jaiswal& Mittal. Management Information System. Oxford University Press.

2. Vincent R. Ceriello, Human Resource Management System –Strategies, Tactics and
Techniques, Lexington.
3. Michael J. Kavanagh, Mohan Thite, Richard D. Johnson (2014). Human Resource
Information Systems. Sage.
4. Fitz-enz, J., & Mattox, J. (2014). Predictive Analytics for Human Resources. Wiley.
5. Phillips, J., & Phillips, P.P. (2014). Making Human Capital Analytics Work:
Measuring the ROI of Human Capital Processes and Outcomes. McGraw-Hill.
6. Lahey, D. (2014). Predicting Success: Evidence-Based Strategies to Hire the Right
People and Build the Best Team. Wiley.
7. Director, S. (2014). Financial Analysis for HR Managers: Tools for Linking HR
Strategy to Business Strategy. Pearson FT Press.
8. Sesil, J.C. (2013). Applying Advanced Analytics to HR Management Decisions:
Methods for Selection, Developing Incentives, and Improving. Pearson FT Press.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 39

 Graphic Era University

Programme Name - MBA

1. Course Name: Marketing Strategy & Competitive Analysis
2. Course Code: MBA 303(M)
3. Contact Hours: 45 L: 3 T: 0 P: 0
4. Examination Duration (Hrs): Theory 03 Hours Practical
5. Relative Weightage: TA 25MTE 25 ESE 50
6. Credits: 03
7. Semester: IV
8. Pre-Requisite: Understanding of Marketing Management.
9. Course Objective: To familiarize students with the fundamentals of Competitive
environment and strategies of marketing. After overview of crucial fundamentals of
marketing strategies in first three units, students shall learn to apply these fundamentals in
various sectors like FMCG, BFSI and E-Commerce.
10. Course Outline:
Sl.No. CONTENT CONTACT
HOURS
1. INTRODUCTION AND STRATEGIC ANALYSIS 10
Strategic Market Management, Marketing and Its Role in Strategy,
Segmentation, External Analysis: Scope of Customer Analysis,
Identifying Competitors—Customer-Based Approaches, Competitor
Analysis— Competitive Intelligence, Understanding Competitors,
Competitor Strengths and Weaknesses, The Competitive Strength Grid
2. MARKET ANALYSIS, STRATEGIC UNCERTAINTY AND 8
INTERNAL ANALYSIS
Dimensions of a Market/Submarket Analysis, Actual and Potential
Market or Submarket Size, Market and Submarket Growth, Market and
Submarket Profitability Analysis, Dealing with Strategic Uncertainty,
— Assessing the Impact of Strategic Uncertainties, Scenario Analysis,
Performance Measurement Beyond Profitability, Financial Performance
and Profitability, From Analysis to Strategy
3. CREATING ADVANTAGE AND MARKETING WARFARE 12
STRATEGIES
Sustainable Competitive Advantage and its pivotal role in strategic
marketing planning, Models of portfolio analysis, Market attractiveness
and business position assessment, Porter’s three generic competitive
strategies, BCG’s growth-share portfolio matrix, Strategies for market
leaders, Strategies for market challengers, Strategies for market
followers, Strategies for market nichers
4. MARKETING STRATEGIES IN REAL ESTATE, FMCG AND 8
PHARMA
Innovators Advantage, Overview of Real Estate, FMCG and Media &
Entertainment Industries in Indian context, Integration of Marketing
Strategies - Application in Real Estate, FMCG and
Media/Entertainment sectors, Marketing to the bottom of the pyramid

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 40

 5. MARKETING STRATEGIES IN E-COMMERCE, BFSI, MEDIA 7
& ENTERTAINMENT
Creating New Business Arenas, Overview of Pharma, E-Commerce and
BFSI Industries in Indian context, Integration of Marketing Strategies -
Application in Pharma, E-Commerce & BFSI sectors
TOTAL 45

Learning Resources:
a) Ranchhod&Gurau(2012). Marketing Strategies, A contemporary approach,
Pearson India.
b) David A Aaker (2011). Strategic Market Management, Wiley.
c) Xavier (2010). Strategic Marketing, Response Books,
d) Pride and Ferrell(2010). Marketing: Planning, Implementation, Control. Cengage,
e) Kerin&Peterson(2012). Strategic marketing problems: Cases & Comments.
Pearson

Programme Name – MBA

Course Name: Marketing Research

Course Code: MBA D306 (M)
Semester: III
Pre-Requisite: Business Research Methods and Business Statistics.

Course Objective: The objective of this course is to introduce students to methods of

research and to develop a range of skills to facilitate independent research based learning
and the interpretation of research findings.

Learning outcomes:

i. Display problem analysis skills and an ability to translate a management problem

into a feasible research question.
ii. Demonstrate a working knowledge of the concepts and methods of marketing
research.
iii. Locate and identify information sources relevant to solving marketing problems;
iv. Evaluate the marketing research process;
v. Demonstrate skill to decide which multivariate techniques must be used for
analyzing and interpreting marketing research data using available statistical
Software

1. Course Outline:
Block CONTENT Chapters
No. to be made

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 41

 1. INTRODUCTION TO MARKETING RESEARCH
Definition of Marketing Research, Classification of Marketing
Research, Role of Marketing Research, Marketing Research 4
Industry, Role of Marketing Research in MIS and DSS, Ethics in
Marketing Research, Marketing Research Process, Research Design
Formulation, Overview of Data Collection Methods and Sampling
Theory
QUESTIONNAIRE DESIGNING AND APPLICATION
Questionnaire Design and Construction, Steps involved in
2. Questionnaire Construction, Questionnaire Designs, Attitude 4
Measurement, Types of Scales for Attitude Measurement.
3. APPLICATIONS OF MARKETING RESEARCH-I
Introduction to SPSS, Logistic Regression for Classification and
Prediction, Cluster analysis for identifying market segments, Factor 4
Analysis for data reduction, Conjoint analysis for Product research.
Discriminant analysis for Classification,
4. APPLICATIONS OF MARKETING RESEARCH-II 4
Advertising research, Market and Sales Analysis, Test Marketing,
Pricing Research, Brand Equity Research, Promotion research,
Consumer Behavior Research, Distribution Research. Role of the
Report, Type of Reports, Contents of the reports.
TOTAL 16

Suggested Readings
a) Nagundkar R - Marketing Research
b) Boyd West Fall - Marketing Research- Text and Cases
c) D A Aader and G S Dey - Marketing Research
d) Churchill - Marketing Research - Methodological Foundation Tull and Hawkins
e) Malhotra - Marketing Research

MBA-D305(M) International Marketing

1. Learning outcomes:

i. understand and assess the challenges of turbulent business environments

ii. be able to evaluate and design strategies in such environments either in

marketing, international business and/or technology management fields and in
their intersection

iii. be able to apply relevant business skills

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 42

 iv. be able to choose relevant additional knowledge and skills to support subject-based
expertise and international readiness

v. be able to conduct and report on an independent scientific research project

vi. be able to utilise strong analytical skills and apply tools required for professional
practices

vii. be able to develop a global, innovative, market-oriented and ethical mindset

2. Course Outline

Sl.No. CONTENT

1. Introduction to International Marketing

Nature Scope, Significance of International Marketing International

Marketing Distinguished from Domestic Marketing, Exporting,

International Trade & International Business, International

Marketing Management Process an Overview.

2. International Product/ Market Selection and Entry

ModesSelection of Products & Selection of Market, a brief on
Various Modes of Entry into International Markets , MNCs and
Setting up Wholly Owned Subsidiary.

3. International Product Planning and Pricing

Product in International Context, Standardization vs. Adoption

Decision, Other Considerations; Packaging, after Sales Services,
Factors Influencing Price, Pricing Methods and Process, Price
Quotations & Related Considerations

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 43

 4. International Distribution and Promotion

Types and Functions of Foreign Distribution Channels Selection of

Middlemen, Distribution Logistics Transportation, Warehousing
Decisions, International Advertising, Branding, Selection of Media,
Selection of Agency & Measuring Advertising Effectiveness.

5. International Marketing Environment

Geographic, Demographic, Economic, Politic, Legal, Socio-cultural

Environments & their Nature and Effect on International Marketing
Operations, International marketing and the current WTO regime

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 44

Learning Resources

1. Phillip R. Cateora, John L. Graham and PrashaqntSalwan (2008). International

Marketing, 13/e, Tata McGraw Hill, New Delhi.
2. Rakesh Mohan Joshi (2005). International Marketing. OxfordUniversity Press, New
Delhi.

3. Masaaki Kotabe and Kristian Helen (2005). Global Marketing Management. John
Wiley & Sons, New York.
4. Warren J. Keegan (2007). Global Marketing Management, 7/e. Pearson Education,
New Delhi.
Johny K. Johansson (2008). Global Marketing, 4/e. Tata McGraw Hill, New Delhi
MBA – D401 Strategic Management

1. Course Objective: To familiarize students with the fundamentals of Strategic

Management. To give a holistic perspective of an enterprise, critical from the point
of view of top executives.

2. Learning Outcomes:

i. Able to formulate and implement strategic plans

ii. Generate and evaluate strategic alternatives

iii. Understand and apply the key tools of strategic management.

3. Course Details

Sl.No. CONTENT

INTRODUCTION TO STRATEGIC MANAGEMENT

The concept of strategy, Strategy as the art and science of creating value,
Deliberate vs. emergent Strategy, Strategic choices, Levels of strategy,
1
Strategy Vocabulary: intent, vision, mission, goals, objectives, Policies,
Procedures. Strategic fit, Strategic managementprocess, Limitations of
strategic management

ANALYZING THE EXTERNAL AND INTERNAL ENVIRONMENT

Overview & Analysis of External Environment: PESTEL, ETOP, Porter’s 5-

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 45

 2 Forces Model, Overview and Analysis of Internal Environment: Types of
Resources, Capabilities & Core Competencies, VRIO analysis, SWOT
Analysis

SUSTAINABLECOMPETITIVEADVANTAGE&VALUE

CREATION

The notion of core competence, distinctive competency, sustainable

3.
competitive advantage and profitability, Static vs. Dynamic Competitive
Advantage, Industry life cycle, Value-Chain Analysis, The role of innovation,
Competencies as barriers to change

STRATEGIC FORMULATION & ANALYSIS

Business Level Strategy: Cost Leadership, Differentiation & Focus Strategy,

Grand Strategies – Growth/Expansion, Stability & Retrenchment, Strategic
4.
analysis at corporate level: BCG Matrix, GE Nine Cell Planning Grid, Hofer’s
Product Market Evolution, Shell’s Directional Policy Matrix, Mc Kinsey's 7s
Framework.

STRATEGY IMPLEMENTATION AND EVALUATION

Project and Procedural implementation, Corporate Performance & Corporate

5 Governance; Corporate Social Responsibility & Ethics, Operations Control
and Strategic Control, Benefit and Limitations of control Techniques;
Organizational systems and techniques of strategic evaluation.

4. Suggested Readings:

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 46

 a) Hunger J David, Wheelen L Thomas, (2011), Essentials of Strategic Management,
5/e, Pearson.

b) John. A. Pearce II, Richard.B. Robinson Jr, AmitaMital, (2008), Strategic

Management – Formulation, Implementation and Control, 1/e, Tata McGraw-
Hill, New Delhi.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 47

 c) William F. Glueck, Lawrence R. Jauch, Business policy & Strategic Management,
McGraw Hill.

d) Thompson A Jr, A.J. Strickland, (2008), Strategic Management, Tata McGraw-Hill

Publishing, New Delhi.
e) Kazmi, AzharStrategic Management & Business Policy – TMH

MBA-D402 Entrepreneurship and Small Business Management

1. Course Objective: The course aims at providing the students with a basic framework for
understanding the process of entrepreneurship and developing capabilities in creation,
development and operation of entrepreneurial ventures. The students will be imparted with
the necessary skills for managing and facilitating growing business ventures.

2. Learning Outcomes:

i. Ability to recognize a business opportunity that fits the individual student.

ii. Demonstrate the ability to provide a self-analysis in the context of an entrepreneurial

career.

iii. Students will be better prepared to succeed in small business, whether as owners,
managers or junior employees.

iv. As an established business owner or manager, they will further grow those talents. It
can lead to a career in sales, senior management, customer service, product development
and many other areas.

v. Understand the development of entrepreneurship as a field of study and as a profession.

3. Course Details
Sl.No. CONTENT

INTRODUCTION TO ENTREPRENEURSHIP
Definition, Role and Expectations; Entrepreneurial styles and types;

1 Characteristics of an entrepreneur; Promotion of entrepreneurship – role of

socio-cultural, economic and political environment; Growth of
entrepreneurship in India; Constraints for the promotion of entrepreneurial
culture; Entrepreneurial Revolution

BUSINESS MODELS

Entrepreneurial Competencies; Developing competencies; Entrepreneurial

leadership characteristics; McClelland’s theory of motivation in

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 48

 2 entrepreneurship; BRIE Model; Timmons model of entrepreneurial process;
Creation and generation of wealth through ideas, creativity and innovation,
Silicon Valley; creation, concept &model, Startup India Initiative.

SMALL BUSINESS AND CORPORATE ENTREPRENEURSHIP

Micro, Small and Medium Enterprises- Scope & Role in Economic

3. Development, The Environment of Small Business, Risk & Failure,

Resolutions for Success, corporate entrepreneurship- Intrapreneurship;
Corporate Risk Management, Managing for sustainability, The organizational
Life Cycle, Changing Entrepreneurial Roles

WOMEN AND RURAL ENTREPRENEURSHIP

Growth of women entrepreneurship in India; Business opportunities for

women in different sectors, Policy support for women Entrepreneurs, Need for

4. Rural Entrepreneurship, NGO’s & Rural Entrepreneurship, Need for

developing Agri-preneurship, Opportunities & Challenges involved in
developing Agri-preneurship.
EXISTING SUPPORT FOR ENTREPRENEURS
Institutional Finance to Entrepreneurs, Institutional Support to Entrepreneurs,

5 Role of various government agencies at National and State level for

development and support of entrepreneurship; Government policy for small
scale enterprises, Sickness in small enterprises

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 49

4. Suggested Readings:

a) Entrepreneurship Development- Dr. S.S.Khanka

b) Entrepreneurship: New Venture Creation – David H. Holt.

c) Entrepreneurship- Rajeev Roy

d) Entrepreneurship – Hirsch Peters

e) The Culture of Entrepreneurship - Brigitte Berger.

f) Dynamics of Entrepreneurship Development – Vasant Desai.

g) Business Maharajas – Gita Piramal

h) Business Legends – Gita Piramal

i) Connecting the Dots- Rashmi Bansal

MBA D404 (F)Financial Derivatives

Course Objective: The objective of this course is to explore the use of basic types of
derivative instruments in the context of financial risk management by firms and financial
institutions.

Course Outline:

S.No. CONTENT

1. FINANCIAL DERIVATIVES

Introduction, Definition of Financial Derivative, Features, Types of

Derivatives, Basic Financial Derivatives, History of Derivatives
Market, Use of Derivatives, Critiques of Derivatives. Traders in
Derivative Markets, Factors contributing to the growth of Derivatives,
Financial Derivatives Market in India.

2. FUTURE MARKET, CONTRACTING & PRICING

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 50

 Introduction, Financial Future contracts, Specifications of a Futures
Contract, Advantages and Disadvantages of Future contracts Types of
Financial Future Contracts, Evolution of Futures Market in India,
Operators/Traders in Future Market, Functions and growth in Future
Market, Future Market trading Mechanism, The Clearing House,
Theories of Future prices, Hedging Concepts – Long, Short, Cross.

3. FORWARD AND FUTURE MARKET: PRICING AND

TRADING MECHANISM

Introduction, Forward contract, Features of Forward contract,

Classification of Forward Contracts, Advantages and disadvantages of
Forward Contract, Payoff from Forward Contract, Trading
Mechanism of Forward Contracts, Forward Contracts vs. Future
Contracts.

4. SWAPS

Introduction, Concept, Nature, Evolution and Functions of SWAPs,

Major Types of Swaps; Interest Rate SWAPS; Concept, features,

types and Valuation of Interest Rate SWAPs, currency SWAPs, Debt-
Equity SWAPS

5. FINANCIAL OPTIONS

Options; Introduction, concept and Types, Distinction between option

and futures contracts, option valuation, Determinants of option
pricing, Black–Scholes option pricing model, Binomial Option
pricing model, Trading with option; Spread, Types of Spread,
Straddle, Strangles, Hedging with option,

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 51

Suggested Readings
a) Vohra, N. D. & Bagri, B. R. Futures and Options, TMH

b) David A. Dubofsky& Thomas, W. Miller J. R. Derivatives: Valuation and Risk

Management, Oxford.
c) Kumar. Financial Derivatives, PHI.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 52

 d) Marshall &Bansal, Financial Engineering, a complete guide to Financial Innovation,
PHI.
e) Mishra, Bishnupriya, Debasis S. Derivatives and Risk Management, Excel Books.

MBA- D405 (F) Corporate Tax Planning

Course Objective: This paper gives an insight about the tax structure of Indian Economic
System, various tax aspects related to functional and operational management of business
concerns.

Learning Outcomes: This paper strengthens the knowledge of students from the practical
application perspective. After studying this paper, the students will be able to understand the tax
planning and issues related to corporate taxation.

Course Outline:

Sl.No. CONTENT

1. INTRODUCTION
Basic concepts, Residential Status & Income exempt from tax from
Companies point of view, Deductions relief, rebates, and exemption.

2. TAX PLANNING FOR BUSINESS

Profit & gain of business and professions, allowable expenditure on

companies point of view, Set off & carry forward of losses.

3. CORPORATE TAX IN INDIA

Tax Deduction and Collection at Source, Capital gain and Tax planning,
Taxation of companies.

4. TAX PLANNING FOR BUSINESS RESTRUCTURING

Tax planning for Business Restructuring (Amalgamation, Demerger,

conversion of sole proprietary business into company, conversion of firm
into company, foreign companies and foreign collaboration), Advance
payment of tax and penal interest.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 53

 5. OTHER TAXES
Basic knowledge/ understanding of Wealth Tax, Fringe benefit
Tax, Securities Transaction Tax, Banking Cash Transaction Tax.

Suggested Readings

1. Singhania, Vinod (2014). Corporate tax Planning & Business Tax Procedure with case
studies (18th Edition), Taxman Publication.
2. Lall, Vashisht (2012). Direct Tax: Income Tax, Wealth Tax and Tax Planning
(30thEdition), I K International Publishing House Pvt. Ltd
3. Agrawal, K. K, (2007). Direct Tax Planning and Management (5th Edition), Atlantic.
4. Ahuja, Girish, & Ravi Gupta (2011). Corporate Tax Planning and Management (1st
Edition), Bharat Law House, Delhi.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 54

 MBA D406 (F) Banking Management

Course Objective: To prepare students to exploit opportunities being newly created in the field
of Banking due to Globalization, Privatization and Liberalization, through adequate basic
understanding about the Banking, and Other related financial services, among the students. To
give adequate exposure to the operational environment in the field of the Banking, Insurance and
Other related financial services.

Learning Outcome:

i. Describe the dimensions of baking products.

ii. Describe the general structure of Indian banking system.

iii. Design hedging strategies to manage Non Performing Assets in banking.

iv. Evaluate the economic environment and the impact of governmental economic
policies on consumers and banking institutions.

v. Describe the impact that financial innovation, advances in technology, and changes in
regulations has had on the structure of the Banks and banking industry.

1. Course Outline:

Sl.No. CONTENT

1. STRUCTURE AND ROLE OF INDIAN BANKING SYSTEM

Structure of Indian Banking System, Brief Introduction of Central
bank, Commercial banks, Cooperative banks, Regional, Rural Bank,
Local Area Banks:, Role of banking system in the economic growth
and development.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 55

 2. BANK DEPOSITS, NOMINATION, DEPOSIT INSURANCE
AND OTHER BANKING SERVICES

Kinds of Deposits (Demand Deposits, Term Deposits Hybrid

Deposits / Flexi Deposits), Non-Resident Accounts, Joint Accounts,
Nomination ,Closure of Deposit Accounts Deposit Insurance Fund-
based Services (For Business, For Individuals) Non-Fund-based
Services (For Business, For individuals) Money Remittance Services
(Demand Draft / Banker’s Cheque / Pay Order NEFT, RTGS, SWIFT

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 56

 Banking Channels.

3. NPA AND SECURITIZATION

Non-Performing Assets and it classification, NPA Provisioning

Norms, SARFAESI Act (Securitization, Asset Re-construction,
Enforcement of Security Interest, Central Registry, Resolution of
Disputes, Debt Recovery Tribunal (DRT), Appellate Tribunal.

4. BSEL, REGULATORY FRAMEWORK OF BANKS

Bank for International Settlements, Basel Accords, Anti-Money

Laundering and Know Your Customer (Money Laundering,
Terrorist Financing, Know Your Customer (KYC), Customer
Risk Categorization (CRC), Customer Identity and Due
Diligence). Banking Ombudsman Scheme, 2006

5. BANKING SECTOR REFORMS & INNOVATIONS

Rationale and objectives of reforms, Banking beyond banking

[Payment Banks, Small Banks,etc] Technology for value
creations [Internet Banking, Mobile Banking etc]. Rural Banking

Suggested Readings:

1. IIBF, Principles and Practices of Banking, Macmilian Publication

2. H.R Machiraju, Modern Commercial Banking, New Age International Publisher

3. Gopal, V. S., &Sumathi, Gopal, (2005) Principles and Practices of Banking and
Insurance, Himalaya Publications.

4. Satyadevi, C. (2010) Financial Services Banking & Insurance, S. Chand Group

Punishers.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 57

 5. Agarwal, O. P., Innovations in Banking and Insurance. Himalaya Publications

6. S Gurusamy, Banking Theory : Law & Practice, TMH

7. Banking Sector Module ( Study Material NSE)

Graphic Era University

Programme Name - MBA

1. Course Name: Corporate Leadership
2. Course Code: MBA 404 (CM)
3. Contact Hours: 45 L: 3 T: 0 P: 0
4. Examination Duration (Hrs): Theory: 03 Hours Practical
5. Relative Weightage: TA 25MTE 25 ESE 50
6. Credits: 03
7. Semester: IV
8. Pre-Requisite: Organizational Behavior
9. Course Objective: To make students understand the history of leadership and current
leadership styles and tactics. In addition, students will understand how leadership
models are put into practice personally, locally, and globally.
10. Learning Outcomes:
a. Develop a range of leadership skills and abilities such as effectively leading
change, resolving conflict, and motivating others
b. Exhibit the ability to work effectively with those different from themselves
c. Develop critical and reflective thinking abilities
d. Exhibit the ability to demonstrate effective leadership behaviour
11. Course Details:
Sl.No. CONTENT CONTACT
HOURS
1. INTRODUCTION & LEADERSHIP THEORIES 12
Concept of Leadership, Leadership Vs Management, Role of
Leadership, Attributes of effective leaders, Leadership
Effectiveness; Trait theories, Behavioral Approach theories,
Contingency / Situational approaches to leadership;
2. LEADERSHIP STYLES; CONTEMPORARY THINKING & 12
WRITING
Leadership styles; Charismatic and Transformational leadership; 4Es
of leadership (Welch), Level 5 leadership (Collins). Review of
books & articles - Seven habits of highly effective people,
Leadership & one minute manager, What makes a leader (Goleman),
What leaders really do (Kotter)
3. LEADERSHIP SKILLS AND TACTICS 7
Persuasion skills, Motivational skills, Conflict resolution skills,
Leadership tactics – Power and Influence, Model of effectiveness

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 58

 and Influence.
4. LEADING LEARNING ORGANIZATIONS & DEVELOPING 7
PERFORMANCE TEAMS
Effective leadership behavior; Participative Leadership, Delegation
and Empowerment; Creating and leading learning organizations;
Coaching style; Developing performance teams;
5. STRATEGIS LEADERSHIP BY EXECUTIVES 7
Strategic leadership by executives, How leaders influence
Organizational performance, Ethical Leadership; Leading Change,
Disruptive Innovation.
TOTAL 45

Suggested Readings:

a) Garry Yukl (2009). Leadership in Organizations (7th Ed), Pearson Education

b) J.R. Bhatti (2007). Total Quality Leadership (Concept Values, Ethical Philosophy
and Role Model), New Age International Publishers.
c) Bombay Chamber of Commerce and Industry, Value Based Leadership- A
Compendium of Lectures on Leadership(2001-2002), 2001-2002.
d) Fred Luthans. Organizational Behaviour.
e) James McGregor Burns (2010). Leadership. HarperCollins.
f) Stephen P Robbins (2013). Organizational Behaviour (Latest Ed.). Pearson: New
Delhi

Course Name: Masters of Business Administration

Subject Name: Performance and Compensation Management

Subject Code: MBA-D 405 H

1. Pre-Requisite Normal graduation level knowledge

2. Subject Area Human Resource Management
3. Credits: 4

4. Course Objective: To familiarize students with the fundamentals of performance and

compensation management and their application in rewarding performance and designing
compensation package.

5. Learning Outcomes:
i. Develop the performance criteria for different levels of job
ii. Develop and Execute the performance appraisal process
iii. Illustrate different ways to strengthen the pay-for-performance link.
iv. Design the compensation plan wrt different levels of job.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 59

v. Exhibit the understanding of different theories related to wage/salary determination

6. Course Details:
Sl.No. CONTENT Chapters
to be
made
1. INTRODUCTION 4
Performance, Performance Dimensions, Performance Management –
Importance, Objectives, Conceptual Framework of performance
Management, Approaches to Measuring Performance, Prerequisites of
Performance Management System, Factors Affecting Success of
Performance Management.
2. PERFORMANCE MANAGEMENT PROCESS 4
Performance Planning, Performance Execution, Performance
Appraisal, Performance Monitoring, Methods of Performance
Appraisal, Performance Improvement Model, Modern performance
measurement frameworks: Six Sigma, Performance Prism, HR
Scorecard; Performance Audit.
3. INTRODUCTION TO COMPENSATION MANAGEMENT 4
Components of Compensation: Monetary & Non-Monetary, Definition
of Reward System, Objectives of Compensation, Performance-based
pay, Skill-based pay, Competency based pay; Compensation –
Individual based & team-based; Incentives; Gain sharing plans; Profit
sharing plans and Cafeteria plan Theory of Wage Determinants, Types
of Wages, Wage Policy, Economic Theories and Employee
Compensation, Behavioural theories related to wages; Employee’s
acceptance of wage level.
4. WAGE & SALARY MANAGEMENT 4
Determinants for Formulating wage structures, Designing
Compensation System,Executive Compensation, Employee benefits;
Stock option plans; Employee pension; Factors affecting Executive
compensation Job Evaluation: Process, Concepts of minimum wage,
Pay Commissions, Designing pay ranges and bands; Salary
progression curves; Pay structure in practice: Basic salary, DA,
Allowances, Bonus; Fringe benefits.
TOTAL 16

7. Suggested Readings:

1. DewakarGoel (2008).Performance Management and Compensation Management.

PHI: New Delhi.
2. Kohli& Deb (2009). Performance Management. Oxford Publications: New Delhi.
3. Martocchio, J. J. (2009). Strategic Compensation: A Human Resource Management
Approach (3rd Ed.). Pearson Education: New Delhi.
4. Aguinis, H. (2007). Performance Management. Pearson Education.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 60

 5. Rao T.V. (2007). Appraising and Developing Managerial Performance. Excel Books.
6. Bhattacharya, D. K. (2009). Compensation Management. Oxford Publications: New
Delhi.

Graphic Era University

Programme Name – MBA

1. Course Name: Counseling Skills for Managers
2. Course Code: MBA 406 (H)
3. Contact Hours:45 L: 3 T: 0 P: 0
4. Examination Duration (Hrs): Theory Practical
5. Relative Weightage: TA 25MTE 25 ESE
6. Credits: 3
7. Semester: IV
8. Pre-Requisite: None
9. Course Objective: The objective is to familiarize students with basic understanding of
counseling and to enable them learn how to be fully present with people, how to maintain
an effective working alliance, and how to assist clients to work through their issues and
concerns so that there is effective change.
10. Learning Outcomes:
i. To explain the difference between counseling, guidance and psychotherapy
ii. To explain the different approaches of counseling
iii. To describe counseling skills and process at workplace
iv. To list out the effective use of counseling skills to facilitate organizational
development.

11. Course Details

Sl.No. CONTENT CONTACT
HOURS
1 Unit 01- Introduction to Counselling 8

Meaning, Functions and Type of Counselling, Goals of Counseling Emergence and

Growth of Counseling Services; Approaches to counseling; Counseling Skills, Verbal &
Non- Verbal communication, Listening Barriers
2 Unit 02- Counselling Process 10
Beginning, Developing and terminating a counseling relationship and follow up,
Counseling Procedures, The Counseling Environment, Intake, Referral procedures,
Guidelines for effective counseling

3. Unit 03- Counselling Skills 10

Counselor’s Attitudes and Skills of Counseling, Understanding client’s
behavior, Role conflicts in counseling- dilemmas of a manager
counselor,Counseling Therapies- Insight Oriented Therapy, Behavior Therapy.

4. Unit 04- Application of Counselling Skills 10

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 61

 Changing behavior through counseling- using rewards, providing mode, role
playing, relaxation activities. Organizational application of counseling skills-
changes management, downsizing, managing diversity, crisis, mentoring.

5 Unit 05- Ethical Issues in Counselling (7 Hours) 7

Need of Counseling Cell in the Organization,PerformanceCounseling: Conditions
required for effective counseling: Tips for effective counseling, Ethics in
counseling.

12. Suggested Readings:

1. Kavita Singh (2007).Counseling Skills for Managers.PHI Learning.

2. PremvirKapoor (2011).Counselling and Negotiation Skills for Managers. Wiley
publications
3. S. NarayanaRao (2013).Counseling & Guidance. McGraw Hill
4. Jeffrey A Kotter, Counseling theories and practices, Cengage Publishing, New Delhi.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 62

 Graphic Era University

Programme Name - MBA

1. Course Name: Digital Marketing
2. Course Code: MBA 404(M)
3. Contact Hours: 45 L: 3 T: 0 P: 0
4. Examination Duration (Hrs): Theory 03 Hours Practical
5. Relative Weightage: TA 25MTE 25 ESE 50
6. Credits: 03
7. Semester: IV
8. Pre-Requisite: Understanding of Marketing Management.

9. Course Objective: To familiarize students with the fundamentals of digital marketing

including understanding social media, mobile marketing & ethical issues in digital
marketing.
10. Course Outline:

Sl.No. CONTENT CONTACT

HOURS
1. INTRODUCTION TO SOCIAL MEDIA MARKETING 10
Introduction to Digital Marketing, Social media marketing, Online PR
& Reputation Management, Case study, Viral Marketing, Social Media
Marketing Measurement (Objectives, Metrics, ROI, KPI), How to build
a brand with Facebook, How to build a brand with Twitter, How to
build a brand with LinkedIn, Use of Blogs, Podcast, Microblogging,
RSS, Wikis, Social Media Dashboards for IM.
2. DIGITAL MARKETING 8
Building an effective website for DM; Importance of Meta Description;
Log Files, Page tagging and hosted solutions ; Working Mechanism of
Search Engines: Google, MSN, Yahoo, Bing; IM through Search
Marketing, Display Advertisements (PPC), Google AdWords, Adsense,
Search Engine Optimization (SEO), Search Engine Result Page
(SERP); External vs Internal Search, IM Intelligence ; Web Analytics:
Google Analytics and tools.
3. E-MAIL MARKETING & MOBILE MARKETING 12
Using E-Mail as an effective tool of IM, Legal implications of E-Mail
Marketing; The new mobile landscape; Mobile advertising using WAP
and APP, Mobile Ad networks and their usage; QR Codes, Integrated
Marketing Campaign Planning – traditional, internet, mobile.
4. E-COMMERCE 8
Internet Retailing, Consumer channels and B2B e-Commerce;
Application of CRM in IM; Application of Big Data in Internet
Marketing.
5. GLOBAL CASE STUDIES AND ETHICAL ISSUES 7
Traditional Offline Businesses in the Online World – Cases: Netflix,
Amazon, Gramophone Company of India, Expedia; Common Snares in

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 63

 Online Marketing; Ethical and Legal Issues; Internet of the future:
“Customerization”.
TOTAL 45

Learning Resources
a) Social Media Marketing, The next generation of business engagement by David
Evans
b) Social Media Marketing, Strategies for engaging in Facebook, Twitter and other
social media by Liana “Li” Evans
c) Ryan, Damian & Jones, Calvin , Understanding Digital Marketing (2012) ,
Publisher: Kogan Page, Edition: 1st, ISBN: 978-0-7494-6427-1
d) Curious Digital Marketer 2.0 published by AgencyFaqs

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 64

 Graphic Era University

Programme Name - MBA

1. Course Name: Product & Brand Management
2.Course Code: MBA 405(M)
3.Contact Hours: 45 L: 3 T: 0 P: 0
4.Examination Duration (Hrs): Theory 03 Hours Practical
5.Relative Weightage: TA 25MTE 25 ESE 50
6.Credits: 03
7.Semester: IV
8.Pre-Requisite: Understanding of Marketing Management.

9.Course Objective: It would include: a framework for product management structure in

an organization; an overview for the need for introducing new products; the importance
of an innovation policy; new product strategy, a productive new product development
process; market appraisal for opportunity identification; the design process, a focus on
importance of the consumer, product positioning, testing and improving new products to
meet competition, product introduction and profit management.
10. Learning outcomes:
i. Compare and contrast the elements of a managing a product and managing a brand
ii. Critique the different measures of brand equity, including brand salience
iii. Assess and develop differing brand and product portfolio management strategies.

11. Course Outline:

Sl.No. CONTENT CONTACT

HOURS
1. CONCEPTS OF PRODUCT MANAGEMENT 8
Defining competitive set - Category Attractiveness Analysis,
Competitor Analysis, Customer Analysis, Corporate Strategy and
Product Positioning, Product line Decisions, Product Lifecycle &
Marketing Strategies
2. PRICING AND NEW PRODUCT DEVELOPMENT 8
Pricing Strategy, Channel Strategy, Push & Pull Strategies, Line
Extension, New Product Forecasting, New Product Development
and the Techniques of Idea Generation and Screening, Concept
Development and Testing, Test Marketing, Launching and Tracking
New Product Programmes

3. INTRODUCTION TO BRAND MANAGEMENT & 10

CRAFTING OF BRAND ELEMENTS
Brand-concept: Nature and Importance of Brand; Types of brands,
Strategic Brand Management Process; Brand Identity perspectives,
Brand identity prism, Consumer Brand Knowledge, Concepts of
Brand Equity, Tools for Building Brand Equity, Leveraging Brand

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 65

 Equity, Measurement of Brand Equity, Aaker’s BE Model,
Designing marketing programs to build brand Equity, customer
based brand equity.

4. BRAND STRATEGIES, PERSONALITY AND IMAGE 10

Brand Assets and liabilities, Brand Loyalty, Measures of Loyalty,
Branding strategies – product, line, range and umbrella branding,
Brand Personality: Definition, Measures and Formulation of Brand
Personality; Brand Image dimensions, Stages of Concept
Management for functional, symbolic and experiential brands.
5. BRAND POSITIONING AND EXTENSION 9
Brand Positioning: Concepts and Definitions, 3 Cs of positioning,
Brand positioning and differentiation strategies, Repositioning,
Celebrity Endorsements, Brand Extension; Managing brands over
time, Brand reinforcement, brand revitalization, managing global
brands, Branding in different sectors
TOTAL 45

Learning Resources

a) Jean-Noël Kapfer (2008). The new strategic brand management(4th Ed.).Kogan Page.
b) Donald Lehmann and Russell Winer(2005) “Product Management”(4th Ed.). Tata
McGraw Hill, New Delhi.
c) Jock Busuttil (2015). Practioner Guide to product management.Grand Central
Publishing.
d) Cook (2011). Product Management: Value, Quality, Cost, Price, Profit and
Organization, Springer.

MBA-D304(M) Customer Relationship Management

1. Course Objective: To familiarize students with the fundamentals of Customer

Relationship Marketing, dimensions of Technology in CRM and their application in
Marketing
2. Learning outcomes:
i. Demonstrate the basic knowledge of CRM practices in business
ii. Analyze different customer relationships and the CRM of a company
iii. Write and plan customer loyalty programs in real business situations
iv. Awareness of key CRM software and database packages
3. Course Outline:

S.No. CONTENT

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 66

 1. INTRODUCTION

CRM – Definition, Evolution and scope; Transactional Marketing vs.

Relationship Marketing; Emerging trends in Marketing; Enablers for
Growth of CRM; Types of CRM: Operational, Collaborative and
Analytical CRM; Types of Customers & relationship styles;
Customer Lifecycle Management; Integrating CRM into strategic
business planning; Customer-centricity vs. product centricity

TYPES OF CUSTOMERS AND CUSTOMER VALUE

Customer Segmentation & Selection of Profitable customer segments;

2. Customer Satisfaction and Customer perception & expectation of

Quality; Customer value: Concept & Characteristics, Types of
Customer Value: Economic, Functional & Psychological Value;
Meaning & Dimensions of Customer Lifetime Value; Challenges
faced by managers in measuring customer value; Traditional
marketing metrics and Primary customer-based metrics

3. NEEDS-BASED DIFFERENTIATION & CUSTOMER

LOYALTY

‘Needs-based segmentation’ vs. ‘traditional benefits-based

segmentation’, Role of ‘needs differentiation’ to build customer
value, Strategic Implications of needs-based differentiation: Issues
faced by firms in executing CRM across customers of different social
strata, Customer Equity and its key drivers; Customer Loyalty -
Customer Acquisition, Retention and Loyalty, types of loyalty
programs; Causes of failure of some loyalty programs, Designing
effective loyalty programs

4. TECHNOLOGY DIMENSIONS IN CRM

E-CRM in Business - Features, Advantages, Technologies,

Functional Components; Database Management - Database
Construction, Data Warehousing, Architecture; Data Mining -
Characteristics, Meaning, Significance, Advantages, Tools and
techniques; Call Center, Multimedia Contact Center, Important CRM
software

5. ORGANIZING FOR CRM IMPLEMENTATION

CRM readiness & maturity assessment - CRM vision, senior CRM

sponsorship, Employee engagement, training and development,
budgeting; Issues to be considered in implementing CRM globally

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 67

Learning Resources

a) Peelen, Ed (2006). Customer Relationship Management. Pearson

b) Zikmund, William G. et al. (2008). Customer Relationship Management: Integrating

Marketing Strategy and Information Technology, John Wiley.

c) Sheth, Jagadish N. et al.(2007). Customer Relationship Management: Emerging

Concepts, Tools & Applications. Tata McGraw Hill.

d) Zikmund WG and Michael D’Amico (2001). Marketing – Creating and Keeping

Customers in an e- Commerce world, 7/e. South – Western / Thomson Learning.

GEU MBA Program Syllabi [Effective from Academic Session 2017-19] 68