STE 2023- 25 School of Management

MBA

School of Management

Master of Business Administration

Scheme of Teaching and Evaluation (STE)

Batch: 2023-2025
STE 2023- 25 School of Management
MBA

Vision and Mission – CMRU

Vision and Mission – SOM

Programme Educational Objectives

Programme Outcomes (POs)

Program Specific Outcomes (PSOs)

Category-wise and Semester-wise Credits Distribution

Credit Structure
Programme Structure
Legend
I Semester
II Semester
III Semester
IV Semester

Interdisciplinary Courses

Skill Enhancement Courses

Graduate Requirement

First Semester Syllabus

Second Semester Syllabus

Glossary
STE 2023- 25 School of Management
MBA

Vision and Mission – CMRU

Vision

To nurture creative thinkers who will drive positive global change

Mission

● To offer multi, inter and cross-disciplinary modular programmes with technology-enabled teaching-
learning processes.
● To focus on research-led teaching and learning in an innovative and interdisciplinary learning
environment; to create critical thinkers.
● To create leaders for a knowledge-based economy, with ethical demands of a society base.
● To engage talented intellectual capital with strong faculty diversity in knowledge and experience.
● To ensure transformation of learning into positive behavior of students.

Vision and Mission – SOM

Vision

To be a leading management school, emphasizing innovation and creativity in teaching, training and research for
the ‘world we want’.

Mission

● To offer a need-based management education with focus on the global business environment.

● To deliver interdisciplinary courses in Management and allied areas with emphasis on application of
analytics and other emerging areas.

● To assist organizations in solving management problems through knowledge creation and application.

● To disseminate knowledge in contemporary areas of management.

STE 2023- 25 School of Management
MBA

Program Educational Objectives (PEOs)

PEO1: Graduates will be competent with comprehensive business management knowledge to help them be
business leaders and managers.

PEO2: Graduates will be equipped with professional competence to do higher studies, research, lifelong learning
for continuous growth and development.

PEO3: Graduates will demonstrate the required conceptual, analytical, technical, entrepreneurial and human
relation skills to be effective management professionals as ethical and responsible citizens.

Program Outcomes (POs)

Graduates will be able to:

PO1: Demonstrate advanced business acumen, which will enable them to understand the key business functions
and organizational resources for efficient business management in a globalized environment.

PO2: Apply the entrepreneurial, analytical, managerial skills for effective business management.

PO3: Develop skills to be a life-long learner for a globalized business and knowledge society in future using both
classroom and online courses with Swayam and MOOCs.

PO4: Address naturalization with social responsibility issues, including business ethics, cultural diversity,
environmental concerns and sustainable development.

Program Specific Outcomes (PSOs)

Graduates will be able to:

PSO1: Demonstrate analytical skills applying business analysis, data management and diagnostic problem-
solving skills to support management decision-making.

PSO2: Ability to integrate business knowledge and management techniques to aid planning and control in a
changing business environment.

PSO3: Enrich knowledge and skill and develop the right attitude and required values to be a management
professional to drive global change.

PSO4: Display leadership competencies in implementing, coordinating and inspiring subordinates to manage
change.
 STE 2023- 25 School of Management
MBA

Credit Structure
Category I Sem II III IV Total % of
Sl. Sem Sem Sem Total
No Credits

1 Core Course 21 12 6 6 45
48

2 Internships 6 6 6

3 Capstone Project / 6 6 6
Dissertation

4 Electives - Specialization 12 9 21 22

5 General Elective 3 3 6 6

6 MOOC - Specialisation 3 3 3

7 Community Service 2 2 2

8 Research Publication 2 2 2

9 Online course 2 3 5 5

Total 21 24 23 28 96 100
 STE 2023- 25 School of Management
MBA

Programme structure

I Semester

Course Code Course CMRU CMRU AICTE School/ Contact Credit

Category Subcategor Category Hours/ Distribution
y Dept. Week
L-T-P-C

Program Core

6ECON5011 Managerial Economics Foundation FC CC SOM 4 2-0-1-3

6ACCT6011 Accounting for Managers Foundation FC CC SOM 3 3-0-0-3

Dynamics of Human
6MGMT5011 Foundation FC CC SOM 3 3-0-0-3
Behaviour

Information System and

6ANLT6011 Foundation FC CC SOM 4 2-0-1-3
Business Analytics

6MKTG5011 Marketing Management Foundation FC CC SOM 3 3-0-0-3

6STAT6011 Business Statistics with R Foundation FC CC SOM 4 2-0-1-3

Human Resource
6HRMT5011 Foundation FC CC SOM 3 3-0-0-3
Management

Community Service - I CS - - DCCC 02 0-0-1-1*

GCSCD1011
(COS- I)*

TOTAL 21 + 1*

Career Preparedness Programme DCCC

GPSBD1101 (CPP) 1 (Oral and Written PS - - 2 NA
Communication (OWC)) (Offline)

Internship- I (CIP) of 2 credits to be carried out between I and II Semester break. The corresponding 2 credits will be
reflected in the IV Semester.

*The Community Service-I (COS-I) of 30 hours has to be carried out in the I Semester. The corresponding 1 credit and
the CIE will be reflected in the IV Semester.
** Semester is of 15 weeks

II Semester
 STE 2023- 25 School of Management
MBA

Course Code Course CMRU CMRU AICTE School / Contact Credit

Category Subcategory Category Hours/ Distribution
Dept. Week
L-T-P-C

Program Core

International Business Foundation FC CC SOM 3 3-0-0-3

6MGMT5031
Management

6MGMT5041 Business Research Methods Foundation FC CC SOM 4 2-0-1-3

6FINC5031 Financial Management Foundation FC CC SOM 3 3-0-0-3

Operations Research for

6OPSM6011 Foundation FC CC SOM 4 2-0-1-3
Managers

XXXXX6XX1 Discipline Specific Elective – 11 Elective DSE DSE SOM 3/4 3-0-0-3/
2-0-1-3
XXXXX6XX1 Discipline Specific Elective – 12 Elective DSE DSE SOM 3/4 3-0-0-3/
2-0-1-3
XXXXX6XX1 Discipline Specific Elective – 21 Elective DSE DSE SOM 3/4 3-0-0-3/
2-0-1-3
XXXXX6XX1 Discipline Specific Elective – 22 Elective DSE DSE SOM 3/4 3-0-0-3/
2-0-1-3
Community Service - I (COS- CS - - DCCC 02 0-0-1-1*
GCSCD1011
I)*

Community Internship 0-0-2-2**

Foundation Internship CC 4**
Program † (CIP)

Total 24 + 3*

Career Preparedness Programme DCCC

GPSBD1171
(CPP) 2 :Career Essentials (CES)
PS - - 1 NA
(Online)

† Internship I - Community Internship Program (CIP) credits are reflected in the IV Semester

Internship- II (SIP) of 4 credits to be carried out between II and III Semester break. The corresponding 4 credits will be
reflected in the IV Semester.
*The Community Service-II (COS-II) of 30 hours has to be carried out in the II Semester. The corresponding 1 credit
and the CIE will be reflected in the IV Semester.
** Semester is of 15 weeks
 STE 2023- 25 School of Management
MBA

III Semester

Credit
CMRU CMRU AICTE School/ Contact
Course Code Course Hours/ Distribution
Category Subcategory Category Dept. Week L-T-P-C

Program Core

Strategic Analysis and

6MGMT5051 Foundation FC CC SOM 3 3-0-0-3
Management

6OPSM6021 Operations Management Foundation IC CC SOM 3 3-0-0-3

6XXXX5XX1 General Elective Elective GE GE SOM 3 3-0-0-3

Discipline Specific Elective – SOM

XXXXX7XX1 Elective GE DSE 3 3-0-0-3
13 - (MOOC)

Discipline Specific Elective – SOM

XXXXX7XX1 Elective GE DSE 3/4 3-0-0-3/
14 2-0-1-3

Discipline Specific Elective – SOM

XXXXX7XX1 Elective GE DSE 3/4 3-0-0-3/
23 2-0-1-3

Discipline Specific Elective – SOM

XXXXX7XX1 Elective GE DSE 3/4 3-0-0-3/
24 2-0-1-3

xxxxx Ethics & Values Foundation FC AECC Online 2 2-0-0-2

Summer Internship Program 0-0-4-4**

† (SIP)
Foundation Internship CC SOM 8**

Total 23+4*

Career Preparedness Programme

DCCC
GPSBA1021 (CPP) 3 : Prepare for Aptitude Tests CS - - 2 NA
- I (PAT PG I/II) (Offline)
 STE 2023- 25 School of Management
MBA

† Internship II - Summer Internship Program (SIP) credits are reflected in the IV Semester

IV Semester

Credit
CMRU AICTE School/ Contact
Course Code Course CMRU Category Hours/ Distribution
Subcategory Category Dept.
Week L-T-P-C

Program Core

Legal Environment of
6MGMT5061 Foundation FC CC SOM 3 3-0-0-3
Business

Leadership and Capacity

6MGMT5071 Foundation FC CC online 3 3-0-0-3
Building

Total Quality
6OPSM5031 Foundation FC AECC SOM 3 3-0-0-3
Management

6XXXX6XX1 General Elective Electives IC GE SOM 3 3-0-0-3

Research Publication SOM 4 0-0-2-2

Internship I
6INTS6010 Internship I (CIP) Foundation CC SOM 04* 0-0-2-2
(CIP)

Internship II
6INTS7010 Internship II (SIP) Foundation CC SOM 8* 0-0-4-4
(SIP)

6CAPS7010 Capstone Capstone DSE SOM 0-0-6-6

Capstone Project

Community Service - I CS - - DCCC 02* 0-0-1-1

(COS- I)*

Community Service - CS - - DCCC 02* 0-0-1-1

II(COS- II)*
 STE 2023- 25 School of Management
MBA

Total 28

† The credits of Internship I - Community Internship Program (CIP) taken up after the I Semester and reflected in the
IV Semester results
†† The credits of Internship II - Summer Internship Program (SIP) taken up after the II Semester and reflected in the
IV Semester results
* The credit of Community Service - I (COS-I) / Community Service - II (COS-II) of 30 hours each that was carried out in
the I and II Semesters respectively is reflected in the IV Semester.
** Semester is of 15 weeks

General Elective Courses:

Semester Course Code Course Academia-Industry Interface

6MGMT5081 Doing Business in Emerging Markets Industry facing course

III
6MGMT5091 Social Entrepreneurship

6OPSM5041 Project Management

6OPSM6051 Management Control System

IV
6OPSM6061 Technology Management

DISCIPLINE SPECIFIC ELECTIVE COURSES:

A) Specialization: Finance

Semester Course Code Course Academia-Industry Interface

Investment Analysis and Portfolio

3FINC6191
Management
II
3FINC6201 Financial Markets and Intermediaries

6ANLT6081 Financial Modeling and Analytics Industry facing course

6FINC7011 International Financial Management

III 6FINC7021 Project Finance Management

6TAXN7011 Indian Tax System

STE 2023- 25 School of Management
MBA

B) Specialization: Marketing

Semester Course Code Course Academia-Industry Interface

6MKTG6081 DTC Marketing

II 6MKTG6031 Retail Management

6MKTG6041 Digital Marketing

Integrated Marketing Communication and

6MKTG7051 Brand Management
III
6MKTG7091 Neuro Marketing

6ANLT7091 Marketing Analytics Industry facing course

C) Specialization: Human Resource Management

Semester Course Code Course Academia-Industry Interface

6HRMT6081 Competency mapping

II

6HRMT6031 Employee Relationship Management

Performance and Compensation

6HRMT6092 Management

6ANLT7101 Human Resource Analytics Industry facing course

STE 2023- 25 School of Management
MBA

III International Human Resource

6HRMT7061 Management

6HRMT7071 Talent Management

D) Specialization: Digital Marketing

Semester Course Code Course Academia-Industry Interface

6MKTG6021 B2B Marketing

II 6MKTG6031 Digital Innovation and Transformation

6MKTG6041 Digital Marketing

Search Engine Optimization and Search

6DMKG7011 Engine Marketing
III
6DMKG7021 Social Media Marketing

XXX Digital Marketing Analytics Industry facing courses

E) Specialization: Supply Chain Management

Semester Course Code Course Academia-Industry Interface

6SCMT6011 Logistics Management

II 6SCMT6021 Inventory and Warehousing Management

6SCMT6031 Supply Chain Performance Management

6SCMT7041 Procurement and Contract Management Industry facing courses

STE 2023- 25 School of Management
MBA

III 6SCMT7051 Supply Relationship Management

6SCMT7061 Sustainable Supply Chain Management

F) Specialization: Business Analytics

Semester Course Code Course Academia-Industry Interface

6ANLT6021 Data Science Using Python

II 6ANLT6031 Advanced Business Analytics Using SPSS Industry facing course

6ANLT6041 Data Visualisation Using Tableau

6ANLT7051 Application of R-tool

III 6ANLT7061 Social Media Analytics

6ANLT7071 AI & Machine Learning

Add-on Course (AC): Value added course/Certificate course/Paid course

Add-on Course (AC) : AC is a choice or an option for the candidate to choose from a broad category of courses offered
by the school during the I to IV semester of MBA.

Minimum of four Add-on courses to be completed by the students. AC will be conducted for 30 hours.

Certificates will be issued to the students who complete the course successfully.

1. Advanced Excel
2. Power BI
3. Tally
4. Data analysis using SPSS
5. Entrepreneurship Lab
6. Emerging Technologies in Business
7. Industry 4.0
8. Marketing 4.0
9. Artificial Intelligence for Business Decisions
10. Startup Management
11. Emotional Intelligence for managerial effectiveness
12. Personality Development
13. Digital Entrepreneurship
14. Enterprise Resource Planning (ERP) Courses

MOOCs:
 STE 2023- 25 School of Management
MBA

Study Webs of Active Learning for Young Aspiring Minds (SWAYAM: www.swayam.gov.in) is India’s national
Massive Open Online Course (MOOC) platform, designed to achieve the three cardinal principles of India’s Education
Policy: access, equity, and quality.

The University Grants Commission (Credit Framework for Online Learning Courses through Study Webs of Active
Learning for Young Aspiring Minds) Regulations, 2021 have been notified in the Gazette of India, which now
facilitates an institution to allow students to learn through the online platform.

The School of Management, CMR University has adopted SWAYAM or NPTEL platform Courses for the benefit of
the students. The courses are also developed as per the pedagogy stated in the AICTE regulations.

During the III Semester, Management students are required to study one MOOC course as a part of a specialization
course.

The Course needs to be selected from swayam or NPTEL platform with the approval of the concerned faculty incharge.
The faculty incharge will monitor the progress of the students throughout the course period.

The active learners who obtain the certificate will be given the secured marks and credits in the marks card.

The students who fail to complete the MOOC examination, the faculty in-charge, will take up the responsibility of
conducting CIE and SEE at the college .

Online Course:

During the III & IV Semester, Management students are required to study one online course as a part of a management
programme.

The approved course from the school needs to be selected with the approval of the concerned faculty incharge. The
faculty incharge will monitor the progress of the students throughout the course period.

The active learners who obtain the certificate will be given the secured marks and credits in the marks card.

The students who fail to complete the online examination, the faculty in-charge, will take up the responsibility of
conducting CIE and SEE at the college .

I Semester

6ECON5011: MANAGERIAL ECONOMICS

A. Course Framework

Credits: L-T-P-C: 2-0-1-3 Syllabus Version: 2

Contact Hours / Week: 04 (1 credit for Total Contact Hours: 45 Level: 500
Infographics)

Prerequisite: (If applicable) Nil

 STE 2023- 25 School of Management
MBA

Course Learning Objectives:

CLO1: Illustrate the fundamentals of managerial economics and its relationship with other Management subjects
CLO2: Explain the applications of theories of consumer behavior in Management
CLO3: Understand the production function, costs, and revenue
CLO4: Illustrate how price and output get determined under a different market structure
CLO5:Present an overview of macroeconomics

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Understand managerial economics and its relationship with other management subjects. (Level 2)
CO2: Apply consumer behavior theories and concepts in solving numerical problems. (Level 3)
CO3: Analyze the production function, costs, and revenue. (Level 4)
CO4: Analyze how price and output get determined under a different market structure. (Level 4)
CO5: Evaluate the current macroeconomic situation. (Level 5)

PO:PO1/PO2/PO3 PSO: PSO1/PSO2

B. Syllabus

Module:1:Introduction Hours:07

Introduction to economics: basic terminologies; definition of Economics, Micro and macroeconomics, Environmental Economics,
Positive and Normative Economics,

Managerial Economics- Nature and Scope of Managerial Economics - Principles of managerial economics, Economic Systems-
Managerial Economics, and other disciplines.

Module:2:Theory of Consumer Behavior Hours:13

Definition of demand, Law of demand and its determinants and exceptions, movement along the demand curve, and shift in demand
curve. Demand and supply relationship. Definition of supply, Law of supply, Movement along the supply curve and shift in the supply
curve, Factors affecting supply, Market equilibrium and pricing, floor price, and ceiling price. Application of demand and supply
analysis

Concepts of elasticity, degree, determinants & types, practical implication, Relationship of Revenue and elasticity of demand,
Demand forecasting, and its use in demand. Qualitative and Quantitative interpretation of demand techniques-model specification
using regression and OLS.

Consumer Behavior (Application) Introduction to Consumer behavior, Utility, Cardinal approach, Ordinal approach, Consumer’s
equilibrium using Indifference curve analysis and Consumer surplus, Application of Indifference curve analyses.

Module:3: Analyses of Production, Costs, and Revenues Hours:07

 STE 2023- 25 School of Management
MBA

Production functions, Law of Variable proportions, returns to scale, and economies of scale. Producers surplus- Costs, Isoquants,
least cost combination types of costs, Short run costs and long-run cost, Revenue Analysis –TR, AR, and MR,

Break Even Analysis – Meaning, Assumptions, Determination of BEA, Limitations, Uses of BEA in Managerial decisions (with
simple Problems).

Module:4: Market Structure and Decision-Making Hours:09

Market types, characteristics, Perfect competition features, Price determination and equilibrium in the short run and the long run,
Monopoly - features, equilibrium conditions, and Price discrimination. Monopolistic competition- features, Oligopoly Collusive and
Non-Collusive models, Game theory types, static and dynamic games-Pricing Strategy. Case study

Module:5: Overview of Macroeconomics Hours:09

Concepts: GDP, GNP, NDP NNP & PCI- Factors include and exclude from GDP calculation and various methods of National Income
Measurement: Production Income & Expenditure Method calculations. Nominal GDP & Real GDP(Calculations)

contribution of sectors(Primary, secondary & tertiary) to National income and employment; balance of payments, economic growth,
and sustainable development. Globalization: dimensions and Driving Forces.

Inflation: Meaning- types- causes & consequences.

Business cycle.-Phases of the business cycle.Causes and Remedies

Concept of Profit and major theories of Profit, Dynamic surplus theory, Risk and Uncertainty, Bearing theory, and Innovation theory.

C. References

● Salvatore, D. Managerial Economics Principles and Worldwide applications, New York:

Oxford University Press New Delhi.
● Mankiw, N. Gregory. Principles of microeconomics. New Delhi: Thomson
● Geetika. Ghosh. Piyali. And Choudhari, P. R. Managerial Economics. (2 nd ed.). New
Delhi, India: McGraw Hill Higher Education.
● Trivedi M.L. Managerial economics - Theory and applications. New Delhi: TATA
MC Graw Hill.
● Managerial Economics A problem-solving approach, Nick Wilkinson, Cambridge

D. Mode of Assessment

IAT / CCE & SEE

CCE 1 : Case Study Analysis =10 marks

CCE 2 : MCQ = 10 marks

CCE 3 : Presentation = 10 marks

 STE 2023- 25 School of Management
MBA

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Section No of No of Questions to Marks / Total Marks for Revised Bloom's

Questions be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C 3 2 15 30 L3, L4, L5

F. CO-PO-PSO Mapping

CO PO PSO

1 2 3 4 1 2 3 4

1 * *

2 * *

3 * *

4 * *

5 * * *
STE 2023- 25 School of Management
MBA

6ACCT6011: ACCOUNTING FOR MANAGERS

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 2
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Knowledge of Fundamentals of Accounting
Course Learning Objectives:
CLO1: To understand the accounting fundamentals that are prerequisites in the accounting field.
CLO2: To develop an understanding of the accounting standards and their role to prepare financial statements.
CLO3: To study various problems on financial statements as per Schedule III.
CLO4: To study various accounting and ratio analysis problems.
CLO5: To develop the understanding of the accounting for Not-for-Profit Organizations.
Course Outcomes: On successful completion of the course, Students will be able to,

CO1: To understand the basic concepts of accounting. (L2)

CO2: To understand the accounting standards and the role in the preparation of financial statements. (L2)
CO3: To understand the preparation of financial statements as per Schedule III. (L3)
CO4: To perform correct and meaningful financial statement analysis of simple to moderate complexity. (L4)
CO5: To understand the preparation of financial statements for Not-for-Profit Organizations. (L3)
PO: PO1/PO2/PO4 PSO: PSO1/PSO3
B. Syllabus
Module:1: Introduction to Accounting Hours:05
Basic framework of accounting-meaning, objectives, purposes of accounting, users and uses of accounting
information, accounting concepts & principles, Capital and Revenue expenditures and receipts
Module:2: Accounting Standards in Financial Reporting Hours: 10
STE 2023- 25 School of Management
MBA

Role and Importance of International Accounting Standards( IndAS) in Financial Reporting, Ind AS 1-Disclosure
of Accounting Policies, Fundamental Accounting Assumptions, Ind AS 2-Valuation of Inventories, Measurements
of Inventories, Ind AS 4-Contingencies and Events occurring after the Balance Sheet Date, Adjusting and Non-
adjusting events, IAS 5-Net Profit or Loss for the Period, Prior Period Items and Changes in Accounting Policies,
Ind AS 9-Revenue Recognition, Ind AS 10-Property, Plant and Equipment, Ind AS 13-Accounting for
Investments.
Module:3: Preparation of Financial Statements Hours: 10
Explanation of items of Statement of Profit and Loss, Balance Sheet, Depreciation account, Preparation of
Statement of Profit & Loss as per Schedule III, Preparation of Balance Sheet as per Schedule III, Cash flow
statements, Operating Activities, Investing Activities, Financing Activities, Notes to accounts.
Module:4: Analysis of Financial Statements Hours: 12
Meaning of Financial Statement Analysis, Techniques of Financial Statement Analysis, Purpose of Financial
Statement Analysis, Preparation of Comparative and Common size statements, Ratio analysis- Current Ratio,
Liquid Ratio, Debt to Equity Ratio, Total Assets to Debt Ratio, Proprietary Ratio, Interest Coverage Ratio,
Inventory Turnover Ratio, Gross Profit Ratio, Net Profit Ratio.

Module:5:Understanding the basic concept of costing and cost accounting

Hours: 8
Definition of costing and cost accounting, Types of costing methods, merits and demerits , Standard costing and
Marginal costing techniques, merits and demerits and simple problems, Break even point and margin of safety, etc.
C. References
1. ICAI Study Materials
2. Analysis of Financial Statements - T.S.Grewal’s
3. New ISC Accountancy – D K Goel and Rajesh Goel
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Business Simulation =10 marks

CCE 2 : MCQ = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)
 STE 2023- 25 School of Management
MBA

Section No of No of Questions to Marks / Total Marks for Revised Bloom's

Questions be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C 3 2 15 30 L3, L4

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
CO PO PSO
1 2 3 4 1 2 3 4

1 * *
2 * *
3 * *
4 * *
5 * *

6MGMT5011: DYNAMICS OF HUMAN BEHAVIOUR

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 2
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 500
Prerequisite: (If applicable)
Course Learning Objectives:
CLO1: To give insights on the managerial functions and their importance for the organization's progress.
CLO2: To enable students to evaluate the importance of understanding individual differences at the workplace.
CLO3: To enable students to evaluate the impact of job satisfaction on the workplace.
CLO4: To impart the knowledge of leadership and motivational theories for equipping them to become potential
managers.
CLO5: To analyze the organizational culture and conflict management at an executive level for contributing to
achieving organizational performance.

Course Outcomes: On successful completion of the course, Students will be able to,
 STE 2023- 25 School of Management
MBA

CO1: Develop appropriate management functions for any sector. (L4)

CO2: Examine the importance of OB to influence individual and group behavior. (L2, L3)
CO3: Analyze the impact of job satisfaction on organizations. (L3)
CO4: Design strategies to motivate and influence the subordinates as a leader. (L4)
CO5: Choose a sound organizational culture for desired organizational performance. (L3)
CO6: Apply the concept of management and organizational behavior for managing Human Resource successfully. (L3)

PO: PO1/PO2/PO3/PO4 PSO: PSO1/ PSO2/PSO3/ PSO4

B. Syllabus
Module :1: Managerial Functions Hours: 11
Management Functions, Planning -concept, significance, types; Organizing -concept, principles, theories, types of
organizations, authority, responsibility, power, delegation. Decentralization; Staffing, Directing, Coordinating, Decision
making, Control -nature, process, and techniques. Challenges of managing 21st century corporations/organizations.
Social Responsibility of Managers

Case Study
Module :2: Individual Behavior: Personality, Perception and Learning Hours: 9
OB - Importance of OB, Models of OB.
Personality – Foundations of Individual Behaviour, Theories of Personality, Personality traits, Type ‘A’ and ‘B’,
Determinants of Personality, Relevance of Personality to managers.
Perception: Importance of Perception, Factors involved in Perception, The Perceptual Process, Barriers to perceptual
accuracy, Applications in Organisations.
Learning: Importance of Learning, Theories of learning, Principles of Learning, Shaping as managerial Tools. Case
Study

Module :3: Attitudes, Values and Job Satisfaction Hours: 7

Attitude: Sources and Types of Attitude, Factors affecting change of attitude, measurement of attitude, Cognitive
Dissonance Theory. Job related attitudes.
Values: Importance, Source and Types of Values, Application of Values in Organisations.
Job Satisfaction: Job analysis, Job description, job specification, Causes of Job Satisfaction, Impact of Satisfied and
Dissatisfied employee on the workplace.
Case Study
Module :4 : Group Dynamics, Motivation and Leadership Hours: 11
Group Dynamics: Classification and nature of groups, Stages of group development, Group properties, Group vs
Team.
Leadership: Leadership styles and Leadership Theories-Trait, behavioural, situational theories, case studies.
Motivation: Process and Significance of Motivation, Early Theories of Motivation and Contemporary Theories of
Motivation, Application of Motivation theories in Organisations.
Research Article: Motivation in Organisational Behavior: History, advances & Prospects by Kanfer & Chen
Module :5 : Organisation Culture and Change Hours: 7
 STE 2023- 25 School of Management
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Organisational Culture: Types, need for Organisational Culture, building positive organisational culture.
Organisational Change: Factors influencing Organisational Change and Strategies to overcome resistance towards
Organisational Change. Theories of change management, Organisational Climate, Difference between Climate &
Culture. Employee stress: forms, causes, implications, approaches to stress management.
Module system by Industry Expert: 10 marks assessment will be conducted and it will be posted as per the CIE
component
C. References
Text Books:
1. Organisational Behavior – Stephen Robins, Timothy A. Judge, Neharika Vora., 16th Edition, Pearson.
2. Management, Robbins and Coulter, Prentice Hall of India, 11th edition.
References:
1. Understanding Organisational Behaviour by Udai Pareek and Sushama Khanna, 4E Paperback.
2. Management Principles, P.Subba Rao Text and Cases, HPH, Edition
3. Essentials of Management, Koonts and Heins Weihrich, McGraw Hill
4. Principles of Management, Gilbert, McGraw Hill, 11th edition
D. Mode of Assessment
IAT / CCE & SEE
CCE 1 : Case study =10 marks

CCE 2 : Research Article = 10 marks

CCE 3 : Industry Expert Assessment = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks for Revised Bloom's

Section
Questions be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4
STE 2023- 25 School of Management
MBA

Compulsory Case Study not exceeding

500 words. The Case study should cover L3, L4
concepts related to at least two modules.
C 30 30
3 questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping
6ANLT601

CO-PO-PSO Mapping
PO
PSO
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4 * * *
5 * * * *

6ANLT6011: INFORMATION SYSTEMS AND BUSINESS ANALYTICS

A. Course Framework
Credits: L-T-P-C: 2-0-1-3 Syllabus Version: 2
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) - Basic Knowledge of Computers and Applications like Windows, MS-
Office, File Explorer
- Knowledge of Fundamental Statistics
Course Learning Objectives:
STE 2023- 25 School of Management
MBA

CLO1: Understand how Information Systems (IS) support business strategy, processes and real-time applications in
an organization.

CLO2: Correlate how information systems can be used to make effective business decisions and sustain
competitive advantage.

CLO3: Assess the relationship among business data, data management, Database, Data warehouse, Data mining
and Business Intelligence.

CLO4: Understand the concepts, needs and methods of Business Analytics.

CLO5: Comprehend various types of data including Big Data and how analytical techniques can be applied in a
structured way to gain insight.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Explain why knowledge of Information Systems is important for Management Professionals and identify areas
of IS knowledge that they need. (L2)
CO2: Provide components of the real-world Information System comprising Hardware, Software, Data, and Network
as resources to perform input, processing, output, storage and control activities that transform data resources into
Information Products. (L3)
CO3: Distinguish the purpose of several software packages for end-user productivity and collaborative computing.
(L3)
CO4: Apply appropriate analytical methods to make effective decisions based on data. (L4)
CO5: Interpret quantitative results/solutions represented by various visualization techniques and identify appropriate
courses of action for a given situation, whether a problem or an opportunity. (L4)

PO: PO1/PO2/PO3 PSO: PSO1/PSO2/PSO3

B. Syllabus
Module :1: Foundation Concepts Hours : 9
Foundation Concepts in Information Systems, Role of IS in Business, Trends in Information System, types of
Information System, Managerial challenges of Information Systems, Technology concepts - Competing with
Information Technology, Current trends in Hardware and Software, Input and Output technologies, Storage trade off,
RFID, Factors to be considered while purchasing Hardware - Application and System Software, factors to be
considered while making software decisions; Impact of Hardware and Software on managing Information System -
Systems Development Life Cycle- Phases of System Development Life Cycle- implementation challenges
Case #1 : The role of Information Technology in Business success
Case #2 : Gaining the required Competitive edge
Module :2: Data Management Hours : 9
Technological foundation of Database Management, Evolution of Big Data and its impact on DBMS- Database
structures and Models, Managing data resources, Data Warehouse (OLAP, OLTP) and Data mining process; the
Networked Enterprise, Business value of Telecommunications, Internet revolution, Types of Telecommunications,
Wireless Technologies and Software.
Case #3: Data Mining for Business Decisions
Case #4: Automating Bus Travel Industry
Module :3: e-Business Systems Hours : 9
STE 2023- 25 School of Management
MBA

e-Business systems, Cross functional applications, Functional Business Systems- e-CRM- e-SCM, Enterprise
Resource Planning, trends in ERP, Electronic Commerce technologies, types of business models in e-commerce, e-
Commerce applications and issues, Decision Support System, components of Decision Support System, Executive
Information System, Artificial Intelligence technologies in business, Crypto currency.
Case #5: Unified Financial Reporting and ‘One Version of Truth’
Case #6: Making of eGurucool.com
Case #7: Connecting India village by village
Module :4: Introduction to Business Analytics Hours : 9
Definition, evolution, impacts and challenges, types and applications of Business Analytics, data for Business
Analytics, Data sets and Databases, Metrics and Data classification; Analytical methodology, Problem solving with
analytics, Analytics technology, Big Data, types and sources of big data, Applications of big data in real-time.
Case#8: Business Intelligence for Financial Services
Case #9: Oracle Big Data for Enterprise

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it will be posted as
per the CIE component.
Module :5: Descriptive Analytics for Managers Hours: 9
Data Visualization, Dashboards, Creating charts using Excel, Statistical methods for summarizing
data, Frequency Distribution, Excel Histogram tool, Exploring data using Pivot table, Descriptive Statistics
measures - Measures of Location, Measures of Dispersion, Measures of Association, Excel Descriptive Statistics
tool, Statistical thinking in business decisions.
Case #10: Perform exercises using Basic and Advanced Features and function of MS Excel
C. References
Text Books:

1. Management Information System , James A O'Brien , 10th Edition, Tata McGraw-Hill Edition
2. Business Analytics, James Evans, 2nd Ed. Pearson Education Limited
References:

1. Fundamentals of Information Technology, Leon, Alexis, 2nd edition, Vikas Publishing house. Pvt. Ltd.
2. Management Information System, 12th Edition, Laudon, Kenneth., et al, Pearson publications, New Delhi.
3. Managing Information Systems in Business, Government and Society in India, Rahul De, Wiley India Pvt
Ltd, ISBN: 9788126520190
D. Mode of Assessment
IAT / CCE & SEE
CCE 1 : Case study =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

 STE 2023- 25 School of Management
MBA

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Section No of No of Questions to Marks / Total Marks for Revised Bloom's

Questions be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C 3 2 15 30 L3, L4

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
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*
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* *
5

6MKTG5011: MARKETING MANAGEMENT

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 500

Prerequisite: (If applicable)

 STE 2023- 25 School of Management
MBA

Course Learning Objectives:

CLO1: To induce the core marketing concept to the management students
CLO2: To sensitize the implication of marketing environment on the marketing strategies
CLO3: To enable the students to identify the bases for the segmentation and analyze the positioning Strategies
CLO4: To equip students with Marketing Mix strategies
CLO5: To expose the students with the new trends in the marketing arena.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Understand the fundamental concepts of marketing and its importance. (L2)
CO2: Demonstrate clear understanding of Consumers Buying Behavior. (L3)
CO3: Analyze the impact of Micro and Macro environmental factors on Marketing Decisions. (L4)
CO4: Evaluate & conceptualize the Distribution and Channel strategies. (L5)
CO5: Develop & Design Promotional Strategies. (L5)
PO: PO1/PO2 PSO: PSO1/PSO2/PSO3
B. Syllabus

Module: 1: Introduction to Marketing Management Hours: 9

Introduction to Marketing: Needs, Wants, Demands, Products, Exchange, Transactions, Market, Marketing,
Production Concept, Product Concept, Sales Concept, Marketing Concept, Societal Marketing Concept, Indian
Marketing Environment-Analysing Macro and Micro environment- Market Segmentation and Targeting-
Identification of Market Segments, Consumer and Institutional/corporate Clientele, Segmenting Consumer
Marketing, Segmentation Basis, Selecting Target Markets, Developing and Communicating a Positioning Strategy.
Case Study
Module: 2: Product Management Hours: 9
Product Life Cycle, PLC as a tool for Marketing Strategy, Constituents of a Product, Core Product, Augmented
Product, Differentiated Products, Potential Product, Product Line, Product Mix, Product line decisions, Brand
decisions. New Product Development: Classification of new products, New product development- Idea Generation,
Idea screening, concept testing, business analysis, market testing, commercialization.
Case Study
Module: 3: Pricing Strategy Hours: 7
Objectives of Pricing, Factors Affecting Price Decisions, Methods of pricing, selecting the final price adopting price,
initiating the price cuts, imitating price increases, responding to Competitor’s price changes.
Case Study
Module: 4: Distribution Strategies Hours: 9
Channel Decisions- function and flows, channel levels. Types of retailers, trends in retailing, the growth and trends
in wholesaling, Modern trends in distribution, SCM- Concept and Meaning. Sales force Objectives, Sales force
structure and size, Sales force Compensation, Sales force and sales agency, Advantages and disadvantages. Recent
trends in distribution: DTC Marketing- sales driven to product, Digital & people focused.
Case Study

Module: 5: Promotional Strategies Hours: 11

 STE 2023- 25 School of Management
MBA

Role of Marketing Communication, Developing Effective Communication, Marketing Communication Mix,

Managing the Integrated Marketing Communications process, Managing Mass Communication, Advertising and
Sales promotion, Word of mouth, Public relations and Direct Marketing.

New trends in Marketing: IT & Online Marketing, Green Marketing, BOP Marketing, Digital Marketing & SEO,
Marketing Analytics, Affiliate Marketing, Rural Marketing, Customer Database Marketing, Managing PR, ATL and
BTL Activities, OTT & CTV, Chatbot Marketing, AI in Marketing,

Case Study
C. References
1. Marketing Management- South Asian Perspective - Philip Kotler, Koshy and; Jha – Pearson Publication
2. Marketing Management - Ramaswamy and Namkumari – 5th edition – Mc Graw Hill Publication.
3. Marketing Management by Tapan Panda, 2ndEdition
4. Marketing Management – Concepts Cases, Challenges and trends by M. Govida Rajan, 2nd
Edition PHI Publications
5. Marketing Management- Global Edition, By Kotler and Keller, 15e, Pearson
D. Mode of Assessment
IAT / CCE & SEE
CCE 1 : Case study =10 marks

CCE 2 : Project - based learning = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation
1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Section No of No of Questions Marks / Total Marks for Revised Bloom's

Questions to be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C Compulsory Case Study not exceeding 30 L3, L4, L5

500 words. The Case study should
cover concepts related to at least two
modules. 3 questions based on the
30
case study, each carrying 10 marks –
to be compulsorily answered.
 STE 2023- 25 School of Management
MBA

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
PO PSO
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5 * *

6STAT6011: BUSINESS STATISTICS WITH R

A. Course Framework

Credits: L-T-P-C: 2-0-1-3 Syllabus Version: 1

Contact Hours / Week: 4 Total Contact Hours: 45 Level: 600

Prerequisite: (If applicable) Basics in Statistics

Course Learning Objectives:

CLO1: To comprehend the fundamentals of statistical analysis in the R environment.

CLO2: To analyze data for exploration using Descriptive and Inferential Statistics.

CLO3: To explain Probability and Sampling Distribution; and creative application of Linear Regression in
multivariate context for predictive purpose.
Course Outcomes: On successful completion of the course, Students will be able to,
 STE 2023- 25 School of Management
MBA

CO1: Describe critical terminologies, concepts and techniques employed in statistical analysis. (L2)

CO2: Solve a wide variety of problems using probability and probability distributions. (L3)

CO3: Illustrate a variety of hypothesis tests to aid decision making. (L4)

CO4: Use R programming language to code in RStudio IDE to perform basic tasks on vectors, matrices and data
frames. (L3)
PO: PO1/PO2/PO3/PO4 PSO: PSO1/PSO2

B. Syllabus

Module:1: Descriptive Statistics Hours: 12

Types of Data, Nominal, Ordinal, Scale and Ratio, Classification of data, Representation of data -Bar Chart
and Box Plot, Histogram, frequency curves, Ogives, Measures of Central Tendency, Mean, Mode and Median,
Measures of Variability, Range, Standard Deviation, Skewness and Kurtosis, Standard Error of Mean

Module:2: Probability, Probability & Sampling Distribution Hours:11

Experiment, Sample Space and Events, Classical Probability, General Rules of Addition, Conditional
Probability, General Rules For Multiplication, Independent Events, Bayes’ Theorem, Discrete Probability
Distributions: Binomial, Poisson, Continuous Probability Distribution, Normal Distribution & t-distribution,
Sampling Distribution and Central Limit Theorem.Correlation and Regression – Types of Correlation, Scatter
plots, Simple Linear Regression.

Module 3: Statistical Inference and Hypothesis Testing Hours: 12

Analysis of Relationship, Positive and Negative Correlation, Perfect Correlation, Correlation Matrix, Scatter
Plots, Simple Linear Regression, R Square, Adjusted R Square, Testing of Slope, Standard Error of Estimate,
Overall Model Fitness, Assumptions of Linear Regression, Multiple Regression, Coefficients of Partial
Determination, Durbin Watson Statistics, Variance Inflation Factor.

Module 4: Introduction to R Programming Hours: 10

R and R Studio, Logical Arguments, Missing Values, Characters, Factors and Numeric, Help in R, Vector to
Matrix, Matrix Access, Data Frames, Dataframe Access, Basic Data Manipulation Techniques, Usage of
various apply functions – apply, lapply, sapply and tapply, Outliers treatment.

C. References
 STE 2023- 25 School of Management
MBA

1. Ken Black, Business Statistics, New Delhi, Wiley.

2. Lee, Cheng. et al., Statistics for Business and Financial Economics, New York: Heidelberg Dordrecht.
3. Anderson, David R., Thomas A. Williams and Dennis J. Sweeney,Statistics for Business and
Economics, New Delhi: South Western.
4. Waller, Derek,Statistics for Business, London: BH Publications.
5. Levin, Richard I. and David S. Rubin,Statistics for Management, New Delhi: Prentice
D. Mode of Assessment

IAT / CCE & SEE

CCE 1 : MIP - Data analysis using statistical tools =30 marks

E. Scheme of Evaluation

1.Continuous Internal Evaluation (CIE) Scheme: 50 Marks

Components Average of Internal Tests Average of CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Section Number of Number of Questions to Marks/ Question Total Marks for the Bloom’s (Modified)
Questions be attempted Section Taxonomy Level

A 7 5 4 20 L2

B 7 5 10 50 L3, L4

C 3 2 15 30 L3, L4

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
CO PO
PSO
 STE 2023- 25 School of Management
MBA

1 2 3
4 1 2 3 4
1 * *
* *
2 * *
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6HRMT5011: HUMAN RESOURCE MANAGEMENT

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 500
Prerequisite: (If applicable)
Course Learning Objectives:
CLO1: To provide insight about Human Resource Management and how important it is for an organisation.
CLO2: To equip students to prepare statement of Job Description and Job Specification
CLO3: To provide knowledge how recruitment and selection processes are undertaken in organizations.
CLO4: To give in-depth knowledge about compensation planning, performance appraisal, and auditing in an
organisation.
CLO5: To prepare students to understand the challenges of HRM.

Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Appreciate the importance of human resource management as a field of study and as a central
management function. (L2)
CO2: Develop a job description and Job specification for a particular job. (L3)
CO3: Perform the recruitment and selection activity in the organization. (L3)
CO4: Design the compensation system of the organisation; evaluate the performance of the employees. (L5)
CO5: Analyze the challenges of HRM to create a healthy working environment. (L4)
PO: PO1/PO2/PO3/PO4 PSO: PSO1/ PSO2/ PSO3/PSO4
B. Syllabus
Module :1: Introduction to Human Resource Management Hours: 9
 STE 2023- 25 School of Management
MBA

Conceptual foundation of HRM, Scope of HRM, Objectives, HR Philosophy, Policies, Practices, Functions and
importance of HRM, Competencies of HR manager, Changing role of HR manager, Recent trends in HRM.
Models of HRM, Human Resource Management in India. HR as a Factor of Competitive Advantage.
Case Study
Module :2: Human Resource Planning Hours: 9
Job analysis - Job description and specifications, Job design, Job characteristic approach to job design, Job
evaluation, Assessing Human resource requirements, Human resource planning - Tools and Techniques and
methods of Human Resource planning, HR supply forecasting, factors influencing HRP, work load analysis.
Case Study
Module :3: Recruitment, Selection and Training Hours:9
Nature of recruitment, Factors affecting recruitment, Recruitment process, Sources of recruitment (internal and
external), Employee selection, Basic selection model, process of employee selection, Psychological tests for
selection, Interviewing, Selection in new type of organisations, Placement and Induction, Methods of Training,
An overview of Training and Development.
Case Study
Module :4: Compensation Management and Performance Management System Hours: 9
Compensation Management - Components of employee and Executive compensation, Factors affecting employee
compensation; Employee incentive schemes, and Recent trends in compensations management, Performance
Management System - Concept, Objectives, Importance and Traditional and Modern Methods, Potential
Appraisal, Future of performance management system.
Case Study
Module :5: Challenges in HRM and Industrial Relations Hours: 9
Changing scenario of HRM, Challenges faced by HR managers, Nature of employee relations, Industrial relations,
Resolution of industrial disputes, Employee grievance, Trade unions and their relevance. Impact of HRM
practices on organisational efficiency.
Case study
Module system : Industry Expert : 10 marks assessment will be conducted and it will be posted as per the CIE
component
C. References
Text Books:
1.D'Censo, David A., Stephen P. Robbins, and Susan L. Verhulst, Human Resource Management, John Wiley
and Sons, New Delhi., 12th edition.
2.Gomes-Mejia, Luis R., D. B. Balkin, and R. L. Cardy, Managing Human Resources, Prentice Hall, New
Jersey.n 8th edition.
3.Dessler, Garry, Human Resource Management, Prentice Hall of India., 14thedition,
4.Jennifer Lewis, Human Capital Management, Create space Independent Publication
D. Mode of Assessment
IAT / CCE & SEE
CCE 1 : Case study =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : MCQ = 10 marks

E. Scheme of Evaluation
STE 2023- 25 School of Management
MBA

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total

Marks
Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks Revised Bloom's

Section
Questions be attempted Question for the Section Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not exceeding

500 words. The Case study should cover L3, L4, L5
concepts related to at least two modules.
30 30
3 questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
PO PSO
CO
1 2 3 4 1 2 3 4
1 * *

2 * *

3 * *

4 * * *

5 * *
 STE 2023- 25 School of Management
MBA

6MGMT5021: MANAGERIAL COMMUNICATION

A. Course Framework
Credits: L-T-P-C: 2-0-1-3 Syllabus Version: 1
Contact Hours / Week: 3 (1 hour for class room activity) Total Contact Hours: 45 Level: 500
Prerequisite: (If applicable)
Course Learning Objectives:
CLO1: To explain the importance of relevant elements in creating written messages, including headings, lists,
indentation, bullet points, paragraph length, and color.
CLO2: To compose meticulously crafted and logically coherent email messages.
CLO3: To elucidate the significance of application letters and emphasize the importance of aligning them with the
criteria specified in the job description.
CLO4: To understand the overall idea and retrieve specific pieces of information from documents related to
management.
CLO5: To practice good written, oral, and interpersonal business etiquette skills.
CLO6: Interact with others members in a group discussion with accuracy, fluency and clarity
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Read and retrieve essential pieces of information from documents related to managerial assignments. (L2)
CO2: Prepare written documents (email, letters, proposals reports etc.) relevant to business communication. (L3)
CO3: Interact with fellow members in group discussion, presentations, business meetings etc. in both routine and
non-routine situations. (L3)
CO4: Create an effective brand definition of self through a combination of verbal and visual means. (L4)
CO5: Contribute effectively to meetings and seminars within your own area of work and give effective. (L3)
PO: PO1/PO2 PSO: PSO1/PSO2/PSO4
B. Syllabus
Module :1: Introduction Hours: 11
Meaning & Definition, Role, Classification, Characteristics of successful communication, Purpose,
Communication Process, Importance of communication in business management, Communication structure in
organization, Communication in conflict resolution and crisis. Communication and negotiation, Communication
in different cultures.
Module :2: Oral Communication Hours: 9
Meaning, Principles of successful oral communication, Barriers to communication, Conversation control,
Reflection and Empathy - two sides of effective oral communication. Modes of Oral Communication, Listening
as a Communication Skill, Nonverbal communication.
Case study
Module :3: Written Communication Hours: 9
 STE 2023- 25 School of Management
MBA

Purpose & Clarity in writing, Principles of effective writing, Systematic Approach in writing process, The
3X3 writing process for business communication- Pre writing, Writing, Revising, Specific writing features,
Coherence, Contemporary Business Communication.
Essay Writing
Module :4: Business Letters, Reports and Meeting Documentation Hours: 7
Business Letters and Reports - Introduction to business letters, Types of Business Letters, Writing routine and
persuasive letters, Positive and Negative messages, Writing Reports - Purpose, Kinds and Objectives, Organising
& Preparing- short and long reports, Writing Proposals - Structure & Preparation, Writing memos, Media
Management - The press release, Press conference, Media interviews.
Meeting Documentation: Notice, Agenda, and Resolution & Minutes.
Business letters composition
Module:5: Presentation Skills, Negotiation Skills, Group Communication and Employment
Communication Hours: 9
Presentation skills -Introduction to presentation, Various Elements of presentation, Designing & Delivering,
Presentations in a business context, Advanced Visual Support in business.
Negotiation skills – Negotiation, Nature and need, Factors affecting negotiation, Negotiation process steps,
Strategies in Negotiation.
Group Communication –Meetings, Planning meetings, Objectives, participants, timing, venue of meetings
Employment Communication – Introduction, Composing Application Messages, Writing CVs, Group
discussions, Interview skills Impact of Technological Advancement on Business Communication, Technology-
enabled Communication, Communication networks - Intranet, Internet, E-mails, SMS, Teleconferencing,
Videoconferencing.
Presentations and Roleplays
C. References
1. Effective Technical Communication - Ashraf Rizvi M, TMH.
2. Business Communication - Sehgal M. K & Khetrapal V, Excel Books.
3. Business Communication – Krizan, Merrier, Jones, 8/e, Cengage Learning.
4. Basic Business Communication – Raj Kumar, Excel Books.
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : GD (Group Discussion) = 10 marks

CCE 2 : Roleplay = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)
STE 2023- 25 School of Management
MBA

No of No of Questions to Marks / Total Marks Revised Bloom's

Section
Questions be attempted Question for the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

Compulsory Case Study not exceeding

500 words. The Case study should cover L3, L4
concepts related to at least two modules.
C 30 30
3 questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
PO PSO
CO
1 2 3 4 1 2 3 4
1 * *

2 * *

3 * *

4 * *

5 * *
 STE 2023- 25 School of Management
MBA

II Semester

6MGMT5031: INTERNATIONAL BUSINESS MANAGEMENT

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 500
Prerequisite: (If applicable)
Course Learning Objectives:
CLO1: To ascertain students to the changing global business environment and enable understanding of political, economic,
social and cultural factors impacting international business, which will help in ensuring students learn skills to manage
change in the global
CLO2: To comprehend the different methods of participating in global business and how selecting the appropriate entry
mode contributes to attaining business leadership.
CLO3: To understand the roles and importance of various multilateral trade bodies, forums and institutions and
documentation requirements for export and import of goods and services
CLO4:To recognize the different functions of management – viz. marketing, HR, operations and finance – in the context of
global business

Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Assess the role of environmental factors in international business management and use environmental scanning as a
decision-making tool. (L4)
CO2: Choose the suitable mode of entry after evaluating the strategic, market and trade implications. (L2)
CO3: Evaluate the influence of multilateral institutions on worldwide trade, navigate the evolving business landscape, and
effectively oversee the process of exporting and importing goods. (L4)
CO4: Manage effectively different functions in global organizations to create value for stakeholders. (L3)

PO: PO1/PO2/PO4 PSO: PSO1/ PSO2/ PSO3

B. Syllabus
Module :1: Introduction to International Business, its environment and theories Hours: 11
Global Economy – Changing dimensions; Participants in International Business; Criticisms of Globalisation; Drivers of
Globalisation;
International Business Environment - Cultural, Political-legal and Economic factors
International Trade Theories -Mercantilism; Adam Smith’s Theory of Absolute advantage; Ricardo’s Theory of
Comparative Advantage; Heckscher Ohlin Theory; Product Life Cycle Theory; Porter’s National Competitive Advantage
Theory
Case: Death of a dream – A case study of Nokia manufacturing in India
 STE 2023- 25 School of Management
MBA

Module : 2 Role of Government and Multilateral Agencies in International Business Hours: 9

Governmental Influence on International Trade - Instruments of Trade Policy; Government Intervention in Trade; Trade
Barriers
Cross-National Cooperation and Agreements - GATT; WTO; Regional Economic Integration; Economic & Political
reasons for integration; Important Trade Blocks
Foreign Exchange Market & International Monetary System - Functions and Nature; Economic Theories of Exchange rate
determination; Exchange rate forecasting; Currency convertibility; The Gold Standard; The Bretton Woods System; Fixed
vs Floating Exchange rates; IMF & World Bank
Module :3: International Business Strategy Hours: 9
Strategy of International Business - Industry Structure; Value creation, Profiting from global expansion; Strategic choices
Country Evaluation & Selection - Scanning Vs Detailed Analysis; Collecting & Analysing Data; Study of Emerging
Markets
Entry decisions - Entry Modes; Strategic Alliances; Foreign Direct Investment
Case: Bharti Airtel in Africa
Module :4: Emerging Markets Hours: 6
Definition and Classification; Unique risks in emerging markets – institutional voids, infrastructure gaps; Factors
influencing entry mode choice in emerging markets; Entering into Emerging markets
Case: Diageo- Innovating for Africa

Module system delivered by Industry Expert - 10 marks assessment will be conducted and it will be posted as per the CIE
component
Module :5: International Business Functions Hours: 10
Export Import Management - India’s EXIM Policy, EXIM Institutional Framework in India, Managing imports & Exports –
Documentation, Mode of Payment, Incentives etc.
Global HR Management - Organisation of International Business; Staffing Policy
Global Marketing Management – Product Attributes, Distribution Strategy, Communication Strategy;
Global Production & Logistics Management - Factors that determine where to produce, Make or Buy decisions;
Financial Management in International Business - Investment Decisions, Financing Decisions, Global Money Management,
Managing Forex Risk
Case : How Gillette innovated and improved its market share in India
Project: Scanning/ Evaluation of Countries & Designing a suitable Entry Strategy

C. References
Text Books:
1. International Business: Charles W L Hill, Thomas Hult & Rohit Mehtani/ McGraw Hill/11e
2. International Business – By John Daniels, et al – Pearson 16/ e
3. International Business: Michael R Czinkota et al/ Cengage/ 7e
4. International Business: John J Wild & Kenneth L Wild/ Pearson/ 8e
References:
1. Operating in Emerging Markets: Luciano Ciravegna , Robert Fitzgerald & Sumit Kundu/ Pearson
2. Breakout Nations: Ruchir Sharma
3. The Rise and Fall of Nations: Ruchir Sharma
4. Export Import Policy of India
D. Mode of Assessment
 STE 2023- 25 School of Management
MBA

IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions Marks / Total Marks for the Revised Bloom's

Section
Questions to be attempted Question Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

Compulsory Case Study not

exceeding 500 words. The Case L3, L4
study should cover concepts related
C to at least two modules. 3 questions 30 30
based on the case study, each
carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping
CO-PO-PSO Mapping
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 STE 2023- 25 School of Management
MBA

6MGMT5041: BUSINESS RESEARCH METHODS

A. Course Framework
Credits: L-T-P-C: 2-0-1-3 (1 credit field survey) Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 500
Prerequisite: (If applicable)
Course Learning Objectives:
CLO1: Understand the relevance and role of Business research.
CLO2: Learn the processes used in formulating research problems and develop working hypotheses.
CLO3: To facilitate them develop insights about basic concepts of research designs and methodology aimed at solving
business problems.
CLO4: Use appropriate data collection methods and statistical tools for analysing business data.
CLO5: To familiarize the students with concepts, tools and techniques of the methodology of Business research and
generation of reports.

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Understand the basic framework of the research process. (L2)

CO2: Understand the nature of research problems and identify the research gaps. (L2)

CO3: Identify the different methods of research designs used for making effective business decisions. (L3)

CO4: To apply qualitative and quantitative techniques including survey construction, data processing and analysis. (L3)

CO5: Design and present an effective business research report. (L4)

PO: PO1/PO2/PO3 PSO: PSO1/PSO2/PSO3

B. Syllabus
Module :1: Introduction to Research Hours: 9
Meaning, Objectives, Types of Research, Scope of research, Research process, Characteristics and Criteria of Good
Research, Applications of research in functional areas of business, Emerging trends in business research, Research
methods vs Research Methodology.
Module :2: Formulation of Research Problem and Literature Review Hours: 9
Research problem, Meaning, Defining and Formulating the Research problem, Steps in identifying a research problem,
Literature Review, Concept, Identifying research gaps, References, Hypothesis - null and alternate, types of errors,
characteristics of Good Hypothesis, Formulation and Development of working hypothesis. Types of variables.
Module :3: Research Design and Methods of Data Collection Hours: 12
Meaning, Need for Research Design, Important concepts relating to Research design, Types of Research Design.
Exploratory, Descriptive, Experimental and Diagnostic and Survey research design.
Criteria for Questionnaire Designing; Types of Questionnaires; Questionnaire design procedure, Pilot test, validity and
reliability of Questionnaire. Primary and Secondary data collection:
Classification of data sources, Evaluation Criteria for Survey Methods, Advantages and Limitations of Primary And
Secondary data. Qualitative methods, Focus group method, Personal Interview Method and Projective Techniques.
Module :4: Sampling Techniques and Data Analysis Hours: 8
 STE 2023- 25 School of Management
MBA

Sampling, Concept of Sample and Target population, Sample frame, Characteristics of a Good Sample, Sampling design
Process; Types - Probability and Non-Probability sampling designs, Determination of sample size. Techniques of Data
Collection, Data Collection Instruments.
M Measurement in research, measurement scales-Nominal, Ordinal, Interval and Ratio scales. Measurement errors and
their sources. Scaling-meaning, Attitude scaling techniques- Likert scale, Thurstone scale, Summated rating scale. Data
Processing and Analysis, Basic Concepts- Descriptive and Inferential statistics.
Module :5 : Research Report Writing Hours: 7
Types of Research Report, Report structure, Report Writing: Report Formulation, Layout, Structure and Language of the
Report, Guidelines for effective documentation and visual representation (Graphs) and Thesis – Bibliography. Research
ethics- Meaning, Definition, Ethical issues, Ethical principles of research, and Plagiarism.
(Ten marks for preparation of a research synopsis/proposal)
C. References
1. Panneerselvam, R: Research Methodology, 2nd Edition, Prentice Hall of India, New Delhi.
2. O.R.Krishnaswamy; Research methodology in Social Sciences, HPH.
3. Donald R Cooper, Pamela S Schindler, JK Sharma, “ Business Research Methods”, Mc GrawHill
4. Torchim W., Donnelly. J., and Arora K.(2016): Research Methods: The concise
Knowledge Base, Cengage Learning
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Research-based learning = 30 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions Marks / Total Marks for Revised Bloom's

Section
Questions to be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3

C 3 2 15 30 L3, L4

F. CO-PO-PSO Mapping
 STE 2023- 25 School of Management
MBA

CO-PO-PSO Mapping
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6FINC5031: FINANCIAL MANAGEMENT

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 4 Total Contact Hours: 45 Level: 500

Prerequisite: (If applicable)

Course Learning Objectives:

CLO1: To make students understand the concepts of financial management.

CLO2: To appreciate the techniques of time value of money.
CLO3: To take appropriate financial measures in minimizing the risks and maximizing returns.
CLO4: To know the various capital budgeting techniques for investment decisions.
CLO5: To understand the need for proper working capital management and dividend decisions
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Understand the application of principles of financial management and organisation structure in a company. (L2)
CO2: Impart the time value of money in valuation of securities. (L3)
CO3: Understand and focus on financial discipline and capital structure in organizations. (L3)
CO4: Appreciate new methods of financing, investing, operating and business decisions. (L3)
CO5: Assess appropriate measures related to working capital and dividend decisions in organizations. (L4)
PO: PO1/PO2/PO3 PSO: PSO1/PSO2/PSO3
B. Syllabus

Module :1: Introduction to Financial Management Hours: 8

 STE 2023- 25 School of Management
MBA

Concept of business finance, Goals & objectives of financial management, Sources of financing – Long Term: shares,
debentures, term loans, lease & hire purchase, retained earnings, public deposits, bonds (Types, features & utility), Short
Term: bank finance, commercial paper, trade credit & bills discounting, Internal: Retained earnings.

Module :2: Time Value of Money and Capital Budgeting Hours: 12

Concept of time value of money, Compounding & discounting; Future value of single amount & annuity, present value
of single amount & annuity; Practical application of time value technique.

Capital budgeting - Nature and significance, techniques of capital budgeting – Pay Back Method, Accounting rate of
return, Internal Rate of Return, Net Present Value (DCF) and profitability index.

Module :3: Financing Decisions Hours: 10

Introduction, Meaning of Capital Structure, Factors influencing Capital Structure, Optimal Capital Structure,
Capitalisation, Computation & Analysis of EBIT, EBT, EPS and Leverages.

Module :4: Working Capital Management Hours: 12

Introduction: Components of Current Assets and Current Liabilities, Concepts of Working Capital, Objective of
Working Capital Management, Need for Working Capital, Operating Cycle, Determinants of Working Capital,
Approaches for Working Capital Management, Estimation of Working Capital.

Cash Management: Introduction, Meaning and Importance of Cash Management, Motives for Holding Cash, Objectives
of Cash Management, Models for Determining Optimal Cash Needs, Cash Planning, Cash Forecasting and Budgeting.

Inventory Management: Introduction, Role of Inventory in Working Capital, Characteristics of inventory, Purpose of
Inventory, Costs Associated with Inventories, Inventory Management Techniques, Importance of Inventory
Management Systems.

Receivable Management: Introduction, Costs Associated with Maintaining Receivables, Credit Policy Variables,
Evaluation of Credit Policy.

Module :5: Valuation of Bonds and Shares and Dividend Decisions Hours: 10

Valuation of Bonds and Shares: Introduction, intrinsic value, book value, Valuation of Bonds, Valuation of Shares.

Dividend Decisions: Introduction, Traditional Approach, Dividend Relevance Model, Miller and Modigliani Model,
Stability of Dividends, Forms of Dividends, Stock Split.

Module system by Industry Expert - 10 marks assessment will be conducted and it will be posted as per the CIE
component
C. References
 STE 2023- 25 School of Management
MBA

1. Prasanna Chandra – Financial Management – Theory & Practice – Mc Graw Hill Education – Ninth Edition.
2. I M Pandey - Financial Management. - Vikas Publishing House – Eleventh Edition.
3. S N Maheshwari - Financial Management, Sultan Chand & Sons.
4. G. Sudarshan Reddy- Financial Management -Theory and Practice-Himalayan Publishing House – Third
Edition.
5. Dr.Alice Mani – Financial Management – Sapna Book House.

D. Mode of Assessment

IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : MCQ = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 CCE Total

IATs Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Total Marks
No of No of Questions Marks / Revised Bloom's
Section for the
Questions to be attempted Question Taxonomy
Section

A L2, L3
7 5 4 20

B L3, L4
7 5 10 50

C L3, L4
3 2 15 30
 STE 2023- 25 School of Management
MBA

F. CO-PO-PSO Mapping:

CO-PO-PSO Mapping
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6OPSM6011: OPERATIONS RESEARCH FOR MANAGERS

A. Course Framework
Credits: L-T-P-C: 2-0-1-3 Syllabus Version: 2

Contact Hours / Week: 4 Total Contact Hours: 45 Level: 600

Prerequisite: (If applicable) Understanding of Basic Mathematics.

Course Learning Objectives:

CLO1: To understand basic mathematical tools and techniques for solving complex business problems.

CLO2: To explain the role of descriptive statistics and associate the different aspects of probability, probability
distributions and decision theory with business problems and hence solve them for better decisions.

CLO3: To describe various operation research techniques to get optimum solutions in business problems.

CLO4: To compare the projects based on different aspects of project management techniques and to classify the
replacement techniques based on time value of money.

CLO5: To apply the operation research tools and techniques in Game theory and Simulation and hence study their
practical utility.

Course Outcomes: On successful completion of the course, Students will be able to,
 STE 2023- 25 School of Management
MBA

CO1: Apply suitable optimization techniques and software like LINDO/LONGO in solving managerial problems. (L3)
CO2: Apply the fundamental concept of OR to solve queueing theory and sequencing problems. (L2, L3)
CO3: Design a suitable technique (CPM/PERT) in managing projects and use an appropriate replacement model to
make better decisions. (L4)
CO4: Assess and judge the applications of Game Theory and Simulation in solving complex business problems. (L5)

PO: PO1/PO2/PO3 PSO: PSO1/PSO2/PSO3

B. Syllabus

Module :1: Introduction to Operations Research Hours: 12

Operations Research: Meaning-scope-phases of OR-models in OR-characteristics and advantages of good OR model-
tools and techniques in OR.
Linear Programming: Meaning, Problem formulation, Product mix and various managerial applications and
Graphical method of problem solving and its interpretation, Simplex method.
Sensitivity Analysis – Obtaining the Optimality and Feasibility Ranges using the LP model, Feasibility Ranges
obtained from LINDO/LINGO.
Transportation and Assignment problems: Meaning, Nature and Scope of transportation and assignment models,
Methods of allocation, Different methods for finding initial basic solution – VAM, NWCM, LCM and concept of
Degeneracy. Assignment problems: Traveling Salesman problem, Hungarian method of assigning Jobs, (Application
oriented problems.)
Module :2: Queueing and Sequencing Hours: 12
Queuing theory (waiting line): Meaning, Single server/Single Queue, Essential features of queuing system, Single
Queue, Operating characteristics of queuing system, Probability distribution in queuing system, Multi server,
description of other queuing models (only description).
Sequencing Problems: Meaning, Processing 'n' jobs through 2 machines, Processing ‘n’ jobs through 3 machines, 2 jobs
on ‘n’ machines.
Module :3: Network Scheduling Hours: 11
Components of a network, Logical Sequencing, rules of network construction, Critical Path Analysis, CPM – meaning,
basic terms, PERT – meaning, probability considerations in Pert, distinctions between CPM and PERT, constructing
network using Fulkerson’s rule-time analysis using forward pass and backward pass calculation. (Real life problems to
be given as class exercises.)
Module :4: Game Theory and Simulation Hours: 10
Theory of Games: Meaning, Characteristics, Pure and Mixed strategies with two people zero-sum game, Maximin and
Minimax Principle, Graphical Method of solving 2xn game, Principle of Dominance.
Simulation: Basic concepts, procedures and applications, Monte Carlo simulation using Random numbers – Problems
and applications.

C. References

1. D Vohra, Quantitative Techniques in Management, TMH

2. Barry Render, Ralph Stair and Michael Hanna, Quantitative Analysis, Pearson
3. Richard Levin, Statistics for Management, Pearson Publishers.
 STE 2023- 25 School of Management
MBA

D. Mode of Assessment

IAT / CCE & SEE

CCE : Simulations = 30 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 CCE Total Marks

IATs

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks Revised Bloom's

Section
Questions be attempted Question for the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C 3 2 15 30 L3, L4, L5

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
PO PSO
CO
1 2 3 1 2 3
1 * * *

2 * * * *

3 * * *

4 * *
 STE 2023- 25 School of Management
MBA

FINANCE (SPECIALISATION)

6FINC6041: INVESTMENT ANALYSIS AND PORTFOLIO MANAGEMENT

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 2

Contact Hours / Week: 03 Total Contact Hours: 45 Level: 600

Prerequisite: (If applicable) Accounting for Managers

Course Learning Objectives:

CLO1: Understand the characteristics of different financial assets.

CLO2: Apply different valuation models to evaluate fixed income securities, stocks, and to use different
derivative securities to manage their investment risks.
CLO3: Apprehend the benefit of diversification of holding a portfolio of assets, and the importance
played by the market portfolio.
CLO4: Analyse security using different mathematical models.
CLO5: Construct an optimal portfolio using suitable theories and models

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Assess the features of different financial assets. (L4)

CO2: Analyse the returns and risk of each individual security. (L3)
CO3: Evaluate the different portfolios using different models. (L4)
CO4: Access the stock market on the basis of fundamental and technical analysis. (L3)
CO5: Construct, analyze, select and evaluate portfolios along with a deep understanding of Capital
market theory and associated models. (L2, L3, L4)

PO: PO1/PO2 /PO3 PSO: PSO1/PSO2

B. Syllabus

Module :1: Introduction to Investment Environment Hours: 8

 STE 2023- 25 School of Management
MBA

(a) Investment:
Investment Process, Criteria for Investment, Types of Investors, Investment vs. Speculation vs.
Gambling, Investment Avenues, Factors Influencing Selection of Investment Alternatives.
(b) Capital Market in India:
Introduction, Concepts of Investment Banks, its Role and Functions, Stocks, Market Index, Market
Capitalisation, The NASDAQ, SDL, NSDL, Benefits of Depository Settlement, Online Share Trading
and its Advantages, Concepts of Small Cap, Large Cap, Midcap and Penny Stocks. Basics of Algorithmic
trading.
(Practical Problem on Market Capitalisation)

Module :2: Risk-Return Relationship Hours: 9

Sources of risk - types of risk-systematic and unsystematic risk - risk aversion- Measurement of risk:
Normal Distribution- Historical Data Method, Probability Distribution Method, standard deviation -
coefficient of variation - beta as a measure of risk - concept of return- measurement of return - expected
value and measuring return over multiple periods.
(Practical Problems on Normal Distribution- Historical Data Method, Probability Distribution Method,
Calculation of Return and Risk: Standard Deviation, Variance and Covariance)

Module :3: Portfolio Management Hours: 9

Diversification - portfolio risk, elements of portfolio management, analysis, selection, portfolio models-
Markowitz model, diversification, efficient frontier, Sharpe single index model, concept, alpha, beta,
corner portfolio, portfolio optimization.
(Activity: Individual Portfolio construction)
Module system : Industry Expert - 10 marks assessment will be conducted and it will be posted as per the CIE
component
Module :4: Security Analysis Hours: 9

Fundamental Analysis, Economic Analysis, Industry Analysis, Company Analysis, Technical Analysis –
Basic Principles of Technical Analysis, Uses of Charts: Line Chart, Bar Chart, Candlestick Chart,
Mathematical Indicators; Moving Averages, Oscillators.
(Practical Problems on Moving Averages, Oscillators, ROC, RSI)

Module :5: Theories, Capital Asset Pricing Model Hours: 10

 STE 2023- 25 School of Management
MBA

(a) Theories
Dow Jones Theory, Elliot Wave Theory, Efficient Market Theory.
(b) Capital Asset Pricing Model
Assumptions of CAPM, CAPM Equation, Capital Market Line, Security Market Line.
(Practical Problems on CAPM)

C. References

1. Security Analysis and Portfolio Management, PunithavathyPandian, Vikas Publishing House Private
Limited, NewDelhi.
2. Investment Analysis and Portfolio Management, Reily and Brown, Thomson South Western, New
Delhi

3 Security Analysis and Portfolio Management, Fischer, E Donald and Jordan, J Ronald, Prentice Hall of
India Private Ltd., New Delhi.
4. Investments, Bodie, Kane, Marcus and Mohanty, Tata-McGraw Hill Publishing Company Limited,
New Delhi

D. Mode of Assessment

IAT / CCE & SEE

CCE 1 : Practical Problems Assignment =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : MCQ = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 Total Marks

CCE
IATs

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)
 STE 2023- 25 School of Management
MBA

Section No of No of Questions Marks / Total Marks for Revised Bloom's

Questions to be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C 3 2 15 30 L4, L5, L6

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

CO PO PSO

1 2 3 4 1 2 3 4

1 * *

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5 * *

G. (Question Paper: 65% Theory and 35% Problems)

6FINC6051: FINANCIAL MARKETS AND INTERMEDIARIES

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Accounting for Managers
Course Learning Objectives:
 STE 2023- 25 School of Management
MBA

CLO1: To understand the functioning of the financial system and its various components.
CLO2: To analyze the role of financial institutions.
CLO3: To understand and critically discuss why NBFCs exist.
CLO4: To examine the functioning of merchant banking and other financial services providers.
CLO5: To enhance knowledge about regulatory bodies of financial markets.

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Strengthen the knowledge and conceptual base about the financial system. (L2)

CO2: Develop a detailed understanding of financial systems. (L3)

CO3: Familiarize with the working of NBFCs. (L3)

CO4: Assess the types of financial services and merchant banking activities. (L5)

CO5: Develop a detailed understanding of the functioning of stock markets. (L4)

PO: PO1/PO2/PO3 PSO: PSO1/PSO2/PSO3

B. Syllabus
Module :1: The Nature and Role of Financial System Hours: 9
Structure of a Financial System, Functions of Financial Sector, Financial System and Economic Development,
Indian financial system, Financial sector reforms, Reserve Bank of India, Organisation and Management, Role and
Functions, Monetary Policy of the RBI, Recent Policy Developments. Role of NITI Aayog in Indian Financial
System.
Module :2: Banks and Financial Institutions Hours: 9
Banks -Operations, Special Role of Banks, Specialised Financial Institutions — EXIM, NABARD, HUDCO,
SIDBI, IFCI, Universal Banking and Innovations, Securitisation — RTGS and ECS, Co—operative Banks —
Features, Types, Structure and Growth, Small Savings and Provident Funds - Pension Funds, Life insurance
Companies, General Insurance Corporation, MUDRA,
Small Banks, Payment Banks
Module :3: Non-Banking Finance Companies Hours: 9
NBFCs – Overview, Loan Companies, Investment Companies, Leasing and Hire Purchase, Housing Finance, Chit
Funds, Mutual Benefit Financial Companies, Venture Capital Funds, Factors and Forfeiting, Credit Rating,
Depository and Custodial Services.
Module :4: Merchant Banking and Financial Services Hours: 9
Introduction, concept of merchant banking, development of merchant banks and regulations, Financial services in
India- types, and importance, Online trading- dematerialisation and re- materialization
Module :5: Financial Markets Hours: 9
The stock market in India — Primary and secondary markets, OTC markets - regulations, underwriting, Call
Money Market, Treasury Bills Market, Commercial Bills Market, Markets for Commercial Paper and Certificate of
Deposits, The Discount Market, Government (Gilt — edge) Securities Market, Markets for Futures, Options, and
Other Financial Derivatives - Foreign Exchange Markets - Interest Rate Futures Market, Guidelines for new issues,
SEBI guidelines for IPO, instruments of issue, players, recent trends, Secondary market, organization, structure,
listing, registration of stock brokers, functions of stock brokers, trading methods, National Exchange for automated
trading (NEAT), speculative trading – kinds, stock indices, recent developments.
 STE 2023- 25 School of Management
MBA

C. References
1. Livingston, Miles; Financial Intermediaries; Blackwell
2. Financial Institutes And Markets, SudhindraBhat, Excel Books
3. NitiBhasin; Banking And Financial Markets In India ; New Century
4. Indian Financial Systems, Khan M.Y, Tata McGraw Hill New Delhi.
5. Mutual Funds: Data, Interpretation and Analysis, Sahadevan and Thiripalraju, PHI
D. Mode of Assessment
IAT / CCE & SEE
CCE 1 : Mini Internship Project on Financial Markets Analysis - Assessment based on Report &
Viva-Voce =30 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 CCE Total Marks

IATs
Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks Revised Bloom's

Section
Questions be attempted Question for the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C 3 2 15 30 L3, L4, L5

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
CO PO PSO
 STE 2023- 25 School of Management
MBA

1 2 3 1 2 3

1 * *

2 * *

3 * *

4 * *

5 * *

6ANLT6081: FINANCIAL MODELING AND ANALYTICS

A. Course Framework
Credits: L-T-P-C: 2-0-1-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Accounting for Managers and Information system & Business Analytics
Course Learning Objectives:
CLO1: Comprehended tools in financial modelling.
CLO2: Understand the role of Analytics in Finance.
CLO3: Develop analytical models in Finance
CLO4: Apply analytics to make rational financial management decisions.
Course Outcomes: On successful completion of the course, Students will be able to,
 STE 2023- 25 School of Management
MBA

CO1: Know the steps in building Financial Models. (L2)

CO2: Analyze the methods, techniques and tools of financial modelling. (L3)
CO3: Analyze the portfolio and derivatives using different models. (L3)
CO4: Assess the volatility in sales, profit, cash flows using different techniques. (L4)

PO: PO1/PO2/PO3 PSO: PSO1/PSO2

B. Syllabus
Module :1: Fundamentals of Financial Modelling Hours:09
Financial Model, Fundamentals, Types and Purposes of Financial Models, Tool Selection-Skills needed to be a Good
Financial Modeller, Building a model, Model Design, The Golden Rules for Model Design and Design Issues, The
Workbook Anatomy of a Model, Model Layout Flow Charting, Steps to Building a Model, Version, Control
Documentation.
Module :2: Analytics in Finance Hours:09
Introduction to Financial Analytics-Significance of financial analysis, Key financial concepts in Analytics, Data for
financial analysis, Analytics using Microsoft Excel, Best Practice Principles of Modelling, Methods and Tools of
Assumptions Documentation, What Makes a Good Model, Financial Modelling Techniques, Error Avoidance
Strategies, Building Error Checks, Circular References, Tools for Financial Modelling-Grouping- Goal Seeking,
Macros, User, Defined Functions (UDFs)

Module :3: Portfolio Analysis Hours:09

Financial Securities, Black, Scholes model and extensions, interest rate models, Portfolio Analysis-Time series
Analysis, Gauging the Market Sentiment, Simulating Trading strategies.

Module:4: Volatility Models Hours:09

Volatility models, GARCH, Exploiting return predictability, Predictive Sales Analytics, Customer
profitability. Analytics, Product profitability Analytics, Value driven analytics, Cash flow analytics.
Module:5: Predictive Analytics in Finance, Customer Profitability Analytics Hours:09
Cluster Analysis, Markowitz Mean Variance Optimisation, Monte Carlo simulation for derivative pricing;
Generalised method of moments (GMM) basics, Regression as GMM, standard errors, delta-method.
C. References
1. Using Excel for Business Analysis, A Guide to Financial Modelling Fundamentals, Danielle Stein Fairhurst,
Wiley.
2. Financial Market Analytics, John L. Teall, Quorum Books.
3. Financial Analytics with R, Mark J. Bennett, Dirk L. Hugen, Cambridge University Press.
4. The Handbook of News Analytics in Finance (Ed.), Gautam Mitra & Leela Mitra, Wiley, 2011.Mutual Funds:
Data, Interpretation and amp; Analysis, Sahadeven and Thiripalraju, PHI
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Simulations =10 marks

CCE 2 : Small Group Project and Internal Viva-Voce = 20 marks

 STE 2023- 25 School of Management
MBA

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 CCE Total Marks

IATs
Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks Revised Bloom's

Section
Questions be attempted Question for the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C 3 2 15 30 L3, L4

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
PO PSO
CO
1 2 3 1 2 3 4
1 * *

2 * * *

3 * *

4 * * *
STE 2023- 25 School of Management
MBA

MARKETING - SPECIALISATION

6MKTG6081 : DTC MARKETING

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Nil

Course Learning Objectives:

CLO 1 : To inculcate various DTC marketing concepts and factors controlling the market
CLO 2 : To gain knowledge on purchasing behaviours of individuals and institutions
CLO 3 : To focus on types of products, pricing strategies and ways of promotion DTC Marketing
CLO 4 : To gain awareness on channel design
CLO 5 : To understand on recent development in marketing

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: To understand basic marketing concepts and DTC marketing environmental factors (L2)
CO2: To analyze the buying behaviour patterns and factors affecting competition in DTC (L3)
CO3: To understand product development and complexities of various pricing strategies DTC marketing (L3)
CO4: To familiarize with various distribution channels and promotion mix strategies (L4)
CO5: To have awareness on developing marketing trends. (L2)
PO: PO1/PO2/PO4 PSO: PSO1/PSO2

B. Syllabus

Module:1: Introduction to DTC Marketing Hours: 10

Marketing: Definition- Nature and characteristics – Benefits, Purpose and Functions of DTC - Core DTC
Marketing Concepts- Marketing Process- Evolution of Marketing Ideas- Marketing Mix - 7P’s DTC - 7 C’s of
Marketing Market Planning – SWOT Analysis- Marketing Environment – Meaning and Importance- Micro
Environmental Factors- Macro Environmental Factors- Building Customer Value- Building Customer
Satisfaction- Customer Loyalty- Customer Relationship Groups- Changing Marketing Landscape - Case Study –
Indian Premier League Marketing Strategy

Module 2: Consumer Market and DTC Hours: 08

STE 2023- 25 School of Management
MBA

Buyer Behaviour Consumer Market - Model of Consumer Behaviour in DTC - Factors Influencing Buyer
Behaviour DTC - Consumer Buying Decision Process- Types of Buying Decision Behaviour- Case Study –
Harley Davidson Buying Strategy- DTC Segmentation Meaning, Importance and Criteria - Levels of
Segmentation- Segmenting Consumer Markets- Segmenting Business Markets - Case Study – Dilmah Tea
Segmentation Strategy - Targeting – Meaning and Importance- Selecting Target Market- Competition –
Introduction and Competitive Forces- Positioning – Meaning and Importance- Positioning Strategies- Positioning
Map - Porter’s Diamond Model- Analyzing Competitors- Competitive Strategies of Market Leader, Challenger &
Follower.

Module 3: Product Hours: 10

Product - Meaning - Levels of Products- Product Types- Product Life Cycle- New Product Development- New
Product Development Process- Branding- Brand Equity- Building Strong Brands- Packaging- Labelling- Case Study
– Bisleri as a product- Price – Meaning, Objectives and Importance- Consumer Psychology and Pricing- Setting the
Price for a product- Pricing Strategies for New Product- Pricing Strategies for Product Mix- Pricing Strategies for
Price Adjustments- Other Pricing Strategies- Case Study – Pricing of Honda and Nirma

Module 4: Distribution Hours: 08

Distribution – Nature and Importance of Marketing Channels- Marketing Channel Levels- Vertical and Horizontal
Marketing Systems- Channel Design Decisions- Channel Management Decisions- Functions of Channels- Channel
Behaviour- Case Study – TCS Courier Services in Pakistan- Promotion – Meaning, Purpose- Process of
Communication- Barriers of Communication- Communication Mix – Advertising- Communication Mix – Sales
Promotion- Communication Mix – Personal Selling- Managing Sales Force- Communication Mix – Direct
Marketing and Public Relations- Steps in developing communication- integrated Marketing Communication (IMC)-
Online Marketing Promotion- Promotion Budget- Socially Responsible Communication- Case Study of Amul &
Eureka Forbes.

Module 5: Sustainable DTC Marketing and Strategies Hours: 09

Sustainable Marketing Principles – tactics to Improve DTC Marketing- Green Marketing- E-Marketing- Artificial
Intelligence- Virtual Reality Marketing- Consumerism- Environmentalism- Marketing Ethics- Browser Push
Notifications- Voice Search- Social Media Marketing- Case Study of McDonalds- Case Study of Wal-Mart- Case
Study of Orchid Hotels- Global Marketing- International Marketing Decisions- Global Marketing Environment-
Trade Agreements- Global Market Entry Strategies- Global Market – 4P’s.- Case Study- Barkbox, Bombos &
Glossier

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it will be posted as
per the CIE component.

C. References
1. Philip Kotler, Kevin Lane Keller. Marketing Management (15th edition), Pearson, (2016)
2. Philip Kotler, Gary Armstrong and Prafulla Agnihotri. Principles of Marketing (17th edition), Pearson,
(2018)
D. Mode of Assessment

IAT / CCE & SEE

CCE 1 : Case Study Analysis =10 marks
CCE 2 : MCQ = 10 marks
CCE 3 : Presentation = 10 marks
STE 2023- 25 School of Management
MBA

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks for Revised Bloom's

Section
Questions be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

Compulsory Case Study not exceeding

500 words. The Case study should L3, L4, L5
cover concepts related to at least two
C 30 30
modules. 3 questions based on the case
study, each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
PO PSO
CO
1 2 3 4 1 2 3 4
1 * *

2 * *
3 * *
4 *
*
5 *
*
STE 2023- 25 School of Management
MBA

6MKTG6031: RETAIL MANAGEMENT

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600

Prerequisite: (If applicable) Marketing Management

Course Learning Objectives:

CLO1:To explain the concept of retailing.
CLO2: To comprehend the significance of retail formats and theories of retailing planning.
CLO3: To apply the knowledge on retail operations & manpower management.
CLO4: To familiarize and create awareness with the latest technology in retailing & online trends.
CLO5: To relate the core concepts of retail management and equip them with the necessary skills.

Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Explain the concepts and formats of retailing. (L2)
CO2: Discover dynamics of strategies in retailing. (L4)
CO3: Implement the store management, Visual merchandising concepts. (L3)
CO4: Analyze the different pricing strategies in retailing. (L4)
CO5: Evaluate and conceptualize promotional strategies in retailing. (L5)

PO: PO1/PO2 PSO: PSO1/PSO2

B. Syllabus
Module :1: Introduction and Perspectives on Retailing Hours: 10
Retail: Nature, Scope, History, Retail Institutions, Types, Retail Management Process, Indian Retailing
Scenario, Retail Managers – Roles, Skills, Organizational Environment in Retail Sector, Ethical Issues in
Retailing, Job Opportunities in Retail Industry- Retail Entrepreneurs & their Personality, Globalization of
Retailing, Current Trends in Covid/ Pandemic Times.
Case Study
STE 2023- 25 School of Management
MBA

Module :2: Theories and Strategies in Retailing Hours: 10

Building Retail Brand, Sales Enhancement Strategies,Wheel of Retailing, Retail Accordion Theory
Melting Pot Theory, Polarization Theory. Locations - Size and space allocation, location strategy, Factors
affecting the location of Retail, Retail location Research and Techniques, Reilly’s Law
Gravitation, Objectives of Good store Design, Human Resource Management, Information Systems, Supply
Chain Management & Logistics.
Case Study
Module :3: Store Management and Visual Merchandising Hours: 10
Store Management: Responsibilities of Store Manager, Store Security, Parking Space Problem at Retail
Centers, Store Record and Cash Management.
Classification of Retail Organization, Franchising, Building and Sustaining Relationship in Retailing,
Customer Relationship Management, Store Planning, Store Operations: Point of Purchase communication,
Role of Packaging, Private Labels, Retail Promotion. POS (Point of Sale) /Cash Process, Customer Service,
Management of Modern Retails -Retail Floor and Shelf Management, Store Layout, Design: Types of
Layouts, Role of Visual Merchandiser, Gross Margin Return On Investment (GMROI) – Concept, Formula,
Examples. Setting up Stores before Opening, Working with Floor Plans and Store Requirements.
Case Study
Module system delivered by Industry Expert: 10 marks assessment will be conducted and it will be
posted as per the CIE component.
Module :4: Retail Pricing Strategies Hours: 7
Pricing, Influencing factors, approaches to pricing, Price Sensitivity, Retail Pricing Strategy, EDLP –
Concept, Examples. Retail Promotion Strategies, Psychological Pricing, Mark-up and Mark-down Pricing.
Case Study
Module :5: Technology in Retailing Hours: 8
Non store retailing (E-tailing), Types of Technologies used in Retailing, Accounting System-e.g. Retail
Coding System, Material Handling in Stores. The impact of Information Technology in Retailing, Integrated
systems and networking, Electronic Data Interchange (EDI), Bar coding, Electronic article surveillance,
Electronic shelf labels, Quick Response (QR) Code, Radio Frequency Identification (RFID), Near-field
Communication (NFC), Efficient Customer Response (ECR) Technology, Customer Database Management
system. Digital & Social Media Marketing – Concept, Promotions, Changing Trends, Importance of
Technology in Retailing – Artificial Intelligence (AI), Augmented Reality (AR), Internet of Things (IOT),
Big Data.
Case Study
C. References
1 Retail Management - Levy and Weits, 8/e, TMH.
2. Integrated Retail Management - James R. Ogden andamp; Denise Trodden, Bistantra.
3. Retail Marketing Management - Dravid Gilbert, 2/e, Pearson Education
4. The Art of Retailing - A. J. Lamba, McGraw Hill
5. Retailing Management - Swapna Pradhan, 4/e, TMH.
6. Retail Management: A Strategic Approach - Barry Berman, Joel R. Evans, Pearson.
D. Mode of Assessment
STE 2023- 25 School of Management
MBA

IAT / CCE & SEE

CCE 1 : Case study Analysis =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Retail Industry Analysis - Internal Viva-voce = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 CCE Total Marks

IATs

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks Revised Bloom's

Section
Questions be attempted Question for the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

Compulsory Case Study not exceeding

500 words. The Case study should cover L3, L4, L5
concepts related to at least two modules.
C 30 30
3 questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
CO PO PSO
 STE 2023- 25 School of Management
MBA

1 2 3 4 1 2 3 4
1 * *

2 * *

3 * *

4 * *

5 * *

6MKTG6041: DIGITAL MARKETING

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Marketing Management
Course Learning Objectives:
CLO1: To introduce the concept of Digital Marketing, its Evolution in the Marketing Discipline.
CLO2: To explain Digital Marketing Tools & Techniques that can be used to promote a company, brand, product or
service.
CLO3: To introduce and demonstrate advanced practical skills in Inbound and Social Media Marketing Tools.
CLO4: To enhance the student’s conceptual knowledge about Digital Consumer.
CLO5: To assess the role of management techniques in digital marketing for achieving marketing goals.

Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Explain the role and importance of digital marketing in a rapidly changing business
landscape. (L2)
CO2: Demonstrate what digital marketing is, the various channels through which it operates, and its role in marketing
strategy. (L3)
CO3: Create unique value to the organization using Inbound and Social Media Marketing strategies. (L6)
CO4: Discuss the key features, necessities and priorities of the digital consumer in the present business scenario. (L2)
CO5: Examine the relevance of digital marketing management as a key to organizational success. (L4)

PO: PO1/PO2/PO3 PSO: PSO1/PSO2/PSO3

B. Syllabus
Module:1: Understanding Digital Marketing Hours: 10
Now and before of digital marketing - Evolution of Digital Marketing from traditional to modern era, digital
marketing for the 21st century, Concept, Meaning and Definition of digital marketing, Importance and scope of
digital marketing; Benefits of Digital marketing, Traditional VS Digital Marketing. Types of web presence, The
Digital Marketing Trifecta: 3 Essential Strategies for Your Brand. Bringing Targeted Traffic- Inbound and outbound
marketing, Converting Traffic into Leads, Lead Conversion Strategies, Digital Marketing Funnel. Pull and Push
Digital marketing.
 STE 2023- 25 School of Management
MBA

Module:2: Understanding the Digital Consumer and E-Commerce Hours: 10

The internet micro- and macro-environment, Customer Engagement- Digital Engagement, Audience Profiling and
Internet usage patterns in India. The Modern Consumer Generations, Understanding the Digital Consumer, Digital
Consumer Characteristics.
E-Commerce- Introduction, Meaning, Definition and Concept, Needs, Advantages and Limitations of E-Commerce,
Pure Online vs. Brick and Click Business, Basic requirements of E-Commerce, Forces Affecting E-Commerce. E-
Commerce business models- B2B, B2C, C2C, C2B, B2G, C2A.
Case Study
Module:3: Introduction to Website and Search Engines Hours: 10
Understanding domain names & extensions, Website concept and meaning, website planning, Different types of
websites based on functionality; How websites work. Introduction to Search engines and types of search engines–
meta, crawler, directories. Google vs. Bing vs. Yahoo. Search Methodology. Introducing Google Primer.
Case Study
Module:4: Concepts of Digital Marketing Hours: 7
Search engine page results – familiarizing Google results. How Google works: Search engine ranking methods,
Techniques to get on top of Google.
Search engine optimization (SEO), Application and its benefits, Techniques of SEO- On page and off page SEO.
How SEO works, Process and methodology, Three Core Components of a Strong SEO Strategy-Technical Setup,
URL, Page Speed Analysis, Content, Links, Long tail in SEO, Keyword analysis.
Search Engine Marketing (SEM), Key concepts of SEM, Impressions, Clicks, CTR, CPC, Quality Score, PPC.
Google Ads, Google Analytics to Google Ads.
E-mail Marketing, Mobile Marketing-Definition & Types. Online advertisement, Affiliate Marketing, Social media
Analytics, Need and Process.
Module:5: Digital Marketing Management Hours: 8
Role of web marketing manager, Responsibilities of Digital Marketer, Skills required to become marketing manager,
Understanding Digital Marketing Team Structure, Essential Roles Within a Digital Marketing Team, KPI ‘s in Digital
Marketing, Digital Marketing Goals & Objectives, Elements of a successful digital marketing strategy.
Online Reputation Management - Importance of managing online reputation for a business, strategies and tools of
online reputation management, handling negative comments.
Case Study

B. References
C. Digital Marketing for Dummies, Ryan Deiss & Russ Henneberry, Publisher: John Wiley & Sons, Inc.,
D. New Rules of Marketing and PR, David Meerman Scott Latest Edition: 6th Edition Publication: John Wiley &
Sons
E. Digital Marketing for Beginners 2021, CHRISTOPHER CLARKE & ADAM PREACE, Amazon Kindle
F. Digital Marketing Strategy: An Integrated Approach to Online Marketing, Simon Kingsnorth, 2nd Edition,
Kogan Page
G. The Art of Digital Marketing: The Definitive Guide to Creating Strategic, Targeted, and Measurable Online
Campaigns, Ian Dodson, 2016, Wiley
H. Fundamentals of Digital Marketing (2019), Puneet Bhatia, Second Edition, Pearson Education
C. Mode of Assessment
 STE 2023- 25 School of Management
MBA

IAT / CCE & SEE

CCE 1 : Case study Analysis =10 marks

CCE 2 : Assignment on Search Engine Optimization = 10 marks

CCE 3 : Presentation = 10 marks

D. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 CCE Total Marks

IATs
Max. Marks 20 30 50

2..Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks for Revised Bloom's

Section
Questions be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

Compulsory Case Study not exceeding

500 words. The Case study should L3, L4, L6
cover concepts related to at least two
C 30 30
modules. 3 questions based on the case
study, each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
PO PSO
CO
1 2 3 4 1 2 3 4

1 * *
 STE 2023- 25 School of Management
MBA

2 * *

3 * *

4 * *

5 * *

HUMAN RESOURCE MANAGEMENT (SPECIALISATION)

6HRMT6081: COMPETENCY MAPPING
A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Nil

Course Learning Objectives:

CLO1: Understand the concept and importance of competency mapping in organizational
development.
1. CLO2: Identify various competencies required for different job roles.
2. CLO3: Develop competency-based job descriptions and job profiles.
3. CLO4: Design competency assessment processes and tools.
4. CLO5: Utilize competency mapping results for talent development and succession planning.
5. CLO6: Recognize the ethical and legal considerations in competency mapping.

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Understand the Concept of Competencies. (L2)

CO2: Identify Various Types of Competencies. (L3)
CO3: Conduct Competency Assessment. (L3)
CO4: Apply Competency Mapping in HR and Organizational Context (L4)

PO: PO1/PO2/PO4 PSO: PSO1/PSO2

B. Syllabus

Module:1: Introduction to competency mapping Hours: 10

STE 2023- 25 School of Management
MBA

Definition and concept of competency mapping, importance of competency mapping in HR and

organizational development, historical background and evolution of competency mapping , types of
competencies, technical competencies vs. Behavioral competency, core competencies vs. Functional
competencies, leadership competencies, and more.

Module 2: Competency Frameworks Hours: 08

Developing competency frameworks, Role of competencies in job analysis Competency-based job

descriptions and job profiles, Competency Mapping Tools and Techniques, Competency dictionaries,
Behavioural event interviews (BEI), Assessment centers, 360-degree feedback

Module 3: Competency Assessment Hours: 10

Designing competency assessment processes, conducting competency assessments, competency rating

scales and rubrics-competency mapping in talent management-using competency mapping for recruitment
and selection. succession planning and career development, competency-based performance management

Module 4: Ethical and Legal Considerations Hours: 08

Privacy and confidentiality in competency mapping, Equal opportunity and diversity considerations, Legal
issues and compliance- Case Studies and Practical Applications.

Module 5: Practical knowledge and Project of Competency mapping Hours: 09

Real-world examples of competency mapping in organizations, Group discussions and analysis of case
studies, Final project: Designing a competency mapping plan for a hypothetical organization
C. References
1. Competency-Based Human Resource Management" by David D. Dubois
2. Competence at Work: Models for Superior Performance" by Lyle M. Spencer and Signe M.
Spencer.
D. Mode of Assessment

IAT / CCE & SEE

CCE 1 : Case Study Analysis =10 marks
CCE 2 : MCQ = 10 marks
CCE 3 : Presentation = 10 marks
E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)
STE 2023- 25 School of Management
MBA

No of No of Questions to Marks / Total Marks Revised Bloom's

Section
Questions be attempted Question for the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

Compulsory Case Study not exceeding

500 words. The Case study should cover L3, L4
concepts related to at least two modules.
C 30 30
3 questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

2 * *

3 * *

4 * *

5 * *
 STE 2023- 25 School of Management
MBA

6HRMT6031: EMPLOYEE RELATIONSHIP MANAGEMENT

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Human Resource Management
Course Learning Objectives:
CLO1: To acquire conceptual knowledge of Industrial Relations.
CLO2: To compare, contrast and explain strategies to manage employee relations.
CLO3: To identify the contemporary issues pertaining to employee relations.
CLO4: To analyse Indian labour laws related employee relations.
Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Understand Industrial Relations and their various elements. (L2)

CO2: Demonstrate employee participation management and employee empowerment in different sectors. (L3)
CO3: Design appropriate methods to improve employee wellness in an organisation. (L4)
CO4: Apply the legislative provisions relating to factories and their employees. (L4)
PO: PO1/PO2 PSO: PSO1/PSO2
B. Syllabus
Module :1: Introduction to Employee Relations Management Hours:10

Introduction to Industrial Relations Industrial Relations: Evolution of Industrial Relations in India, Approaches and
theories. Contribution of ILO for improvement in management-employee relations, Emerging Trends in Employee
Relations and Employee Involvement,
Shift from IR to ER: Concept of Employee Relations, Factors and Scope, Evolution and contemporary scenario of
Employee Relations, Employee involvement: concept types and practices, Changing role of employee and employer
relations.
Module :2: Managing Employee Relations Hours: 12
Trade Unions: Definition, Functions, Types, Advantages and Disadvantages of Trade unions, Reasons for Joining Trade
Unions, Trade Unions in India.

Collective Bargaining and Negotiation: Meaning, Phases of Collective Bargaining and Negotiation, Collective
Bargaining Advantages.
Employee Participation and Empowerment: Introduction, Objectives, Employee Participation, Advantages of Employee
Participation, Employee Participation in India, Methods of Participation.
Case Study
Module :3: Contemporary Issues in Employee Relations Hours: 10
 STE 2023- 25 School of Management
MBA

Introduction, Careerism, Stress and Employee wellness in organisation, Organisational Justice, Organisational
Misconduct, Issues with Contract labour and temporary workforce, Managing Employee Relations through
Organisational Change, Employee relations for the diverse workforce and Multinational Companies (MNC), Employee
relations during crises – Recession.
Case Study
Module system delivered by Industry Expert - 10 marks assessment will be conducted and it will be posted as per the
CIE component
Module :4: Laws related to Employee Relations Hours: 13
Evolution of Employee Laws in India.
Code of wages bill 2019- Preliminary, minimum wages, payment of wages, payment of bonus, advisory board, payment
of dues, claims & audit, inspector-cum-facilitator, offences & penalties.
Factories Act, 1948: Preliminary, inspecting staff, health, safety, provisions relating to hazardous processes, welfare,
working hours of adult, employment, annual leave with wages, special provisions, penalties & procedures.
Industrial Disputes Act 1947- definitions, Authorities, notice of change, grievance redressal machinery, powers & duties
of authorities, strikes & lockouts, Layoffs & retrenchments, penalties.
C. References
1. Mamoria, C.B., Mamoria, Satish. and Gankar, S.V. Dynamics of Industrial Relations. New Delhi, India:
Himalaya Publishing House.
2. Monappa, Arun. Industrial Relations. New Delhi, India: Tata McGraw Hill Publishing Co. Ltd.
3. Sarma, A.M. Industrial Relations – Conceptual and Legal Framework. New Delhi, India: Himalaya
Publishing House.
4. Tripathi, P.C. Personnel Management and Industrial Relations. New Delhi, India: Sultan Chand and Sons.
D. Mode of Assessment
IAT / CCE & SEE
CCE 1 : Case study =10 marks

CCE 2 : Research Article/Report = 10 marks

CCE 3 : Industry Expert Assessment = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks Revised Bloom's

Section
Questions be attempted Question for the Section Taxonomy
STE 2023- 25 School of Management
MBA

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not exceeding

500 words. The Case study should cover L3, L4
concepts related to at least two modules.
30 30
3 questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

2 * *

3 * *

4 * *

5 * *

6HRMT6092 : PERFORMANCE AND COMPENSATION MANAGEMENT

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 2

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Nil
Course Learning Objectives:
STE 2023- 25 School of Management
MBA

CLO 1: To compare, contrast and explain strategies to manage performance management systems. (L3)
CLO 2: Relate compensation management to theories and concepts of human resources management. (L2)
CLO 3: Identify the internal and external environmental factors that have an impact on the pay structure of an
organization. (L3)
CLO 4: Demonstrate an understanding of the process of designing a pay structure taking account of the company
environment (L3)
Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Apply the performance planning process in the organizations. (L3)

CO2: Critically evaluate the analyse the competence based performance management systems. (L3)

CO3: Examine federal and other legislation affecting pay practices and role of ethics in compensation and benefits.
(L3)

CO4: Analyse the influence of the seven dimensions of culture on job structures, i.e., job role. (L4)
CO5: Design rational and contemporary compensation systems in modern organisations and critically evaluate the
effectiveness of performance management. (L5)
PO: PO1/PO2/PO4 PSO: PSO1/PSO2

B. Syllabus

Module:1: Performance Management Hours: 10

Performance Management – Concepts, Philosophy, Overview, Objectives. Performance Planning and

Appraisal : Performance Planning Process, Contents, steps, Process of developing individual to group
performance plans , Performance Appraisal and Review – Process and methods, Objectives, steps,
Design, Types and Methods of Appraisal, Steps in Review, Effective Performance counseling .

Module 2: Performance Management Systems and Evaluation Hours: 11

PMS – Importance, Features, Dimensions, Performance consulting, Four pillars of PMS, Strategic
Performance Management systems, Competency and Team based PMS Competency based Performance
Management System – Managerial skills and competencies, Developing competencies, Competency
Identification and Assessment Process, Competency models Team Performance Management –
Principles, work wheel, Measuring and managing team performance, Stages, Team building, Role
analysis .
Approaches to evaluating performance, Preparing Meeting, the performance diagnosis and improvement
steps.

Module 3: Introduction to Compensation Management Hours: 9

Concept and principle of compensation management -characteristic- significance - Theories of wages – criteria of
wage fixation – Institutional and cultural factors on compensation practices- Methods of Compensation.

Module 4: Compensation Management Approaches Hours: 05

National differences in compensation – Compensation system design issues: Compensations Philosophies,
compensation approaches.
STE 2023- 25 School of Management
MBA

Module 5: Compensation Planning and Managing Employee Benefits Hours: 10

Compensation plan- compensation planning importantance- method of compensation planning Developing a total
compensation strategy – Competitive Advantage – Job evaluation systems, the compensation structure.
Wage and salary surveys, the wage curve, pay grades and rate ranges, preparing salary matrix, fixing pay,
significant compensation issues. Variable Pay: Strategic reasons for incentive plans, administering incentive plans,
individual incentive plans – group incentive plans – team compensation, Managing Employee Benefits.
C. References
1. Bhattacharyya, Dipak Kumar (2014), Compensation Management, Oxford University Press, 12th
Edition, New Delhi.
2. Milkovich, George T., Newman, Jerry M &Ratnam, C S Venkata (2009). Compensation, Ninth
Edition, Tata McGraw Hill Publications.
3. Richard. I. Henderson (2008). Compensation Management in a Knowledge Based World. Prentice
Hall Publications.
4. Rao, T.V. Performance Management towards Organizational Excellence. Sage Publication
5. Robert, B. Performance Management. McGraw-Hill Education
6. Smither, J.W., s& London.M. Performance Management: Putting Research into Action. Pfeiffer.
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case Study Analysis =10 marks

CCE 2 : MCQ = 10 marks
CCE 3 : Presentation = 10 marks
E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Section No of No of Questions to Marks / Total Marks for Revised Bloom's

Questions be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C 3 2 15 30 L3, L4, L5
STE 2023- 25 School of Management
MBA

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

CO PO
PSO

1 2 3 4 1 2

1 *
*

2 *
* * *

3 *
* *

4 *
* *

5 *
* * *

SUPPLY CHAIN MANAGEMENT (SPECIALIZATION)

6SCMT6011: LOGISTICS MANAGEMENT

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600

Prerequisite: (If applicable) Marketing Management

Course Learning Objectives:

STE 2023- 25 School of Management
MBA

CLO1: Students to be made conversant with the concept of logistics management such that they can explain the
same in detail

CLO2: Students must develop an understanding and fundamental knowledge of material handling and storage,
such that they can use this knowledge in logistics setups
CLO3: Students should be able to apply the knowledge of logistics management as applicable to business
organizations,
with special emphasis on the importance to warehousing, transportation and packaging, demonstrated by its
application in varying businesses

CLO4: Students should be able to analyze the various issues in that arise in logistics management and take
effective business decisions, as demonstrated though solution of various case-lets

CLO5: Students should be able to demonstrate knowledge of practical application of logistics, warehousing, by
preparing a comprehensive proposal for setting up such facilities for a business
Course Outcomes: On successful completion of the course, students will be able to,

CO1: To discuss the basic understanding of Logistics Management. (Level 2)

CO2: To classify the various approaches to material handling & storage. (Level 2)

CO3: To apply the concepts of Logistics Management in real business situations. (Level 3)

CO4: To analyze the contemporary issues in Logistics, and suggest solutions. (Level 4)

CO5: To recommend the best practices in Logistics Management. (Level 5)

PO: PO1/PO2/PO4 PSO: PSO2/PSO3/PSO4 anal

B. Syllabus

Module:1: Introduction to Logistics Management Hours: 8

Concept of Logistics: Introduction, Objectives, Organisation structure Types of logistics, Evolution of Logistics, Role
of Logistics in an Economy, Difference between Logistics and Supply Chain Management, Logistics and Competitive
Advantage, Logistics Mix, Logistics in Organized Retail in India.

Integrated Logistics: Introduction, Objectives, Inventory and Information flow, Measurement system, Logistics,
Manufacturing and Procurement performance cycle.

Case Study
Module:2: Material Handling and Storage Hours: 10

Material Handling: Introduction, Concept Objectives, and Principles, Equipment Used for Material Handling, Points
to be Considered While Handling Materials, Role of Material Handling in Logistics.

Material Storage System: Introduction, Objectives, Concept of Material Storage System, Unit Load Storage, Storage
principles, Storage design and its benefits, Storage Methods.

Case Study
Module:3: Warehousing,Storehouse Operations and Control Hours: 8

Warehousing - Concept, Need & Evolution Functions and Types. Warehousing Strategies, Significance of
Warehousing in Logistics,

Storehouse Operations and Control - Store Location and Layout, Selecting appropriate storage system,
Centralisation, Decentralisation and variety reduction of stores, Store Housekeeping.

Case Study
Module:4: Packaging, Transportation and Customer Service Hours: 10
Packaging -Meaning and types of packaging, Types of Packaging Material, Packaging Costs. Environment Friendly
Packaging meeting Sustainable Development Goals.

Transportation System - Transportation Infrastructure, Different Modes of Transportation, Freight Management,

Factors Affecting Freight Cost, Transportation Network, Containerization, Types of Containers, Trucks, Trailers,
Chassis, Tractors, Autonomous vehicular system at Ports, CFS, Warehouses, Distribution Centres. Owning vs
Outsourcing of Transportation activities and equipment.

Attributes of customer service, Different phases of customer services, Assessment of Customer Satisfaction - Tools
& Practices Customer Service for Competitiveness, Value-Added Logistical Service.

Case Study
Module:5: Logistics Outsourcing, E-Commerce Logistics Hours: 9

Logistics Outsourcing, Catalyst for logistics outsourcing, Benefits of logistics outsourcing, Issues in logistics
outsourcing, Third-Party Logistics, Fourth-Party Logistics, Selection of Logistics Service Provider, Logistics Service
Contract, Outsourcing-Value Proposition.

E-Commerce Logistics, Requirements of Logistics in E-Commerce, E-Logistics Structure and Operation, Logistic
Resource Management (LRM), Reverse Logistics.

AI in Supply Chains – The Business Advantage

Case Study
C. References

1.Indian Institute of Packaging Resources - https://www.iip-

in.com 2.Shipping Practices - Edward Frank Stevens

3. The Economics of Tramp Shipping - B N Metaxas

4. Transport & Logistics – KPMG report - https://home.kpmg/in/en/home/industries/transport-logistics.html

A. Mode of Assessment

IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Mini Internship Project - Internal Viva-Voce = 20 marks

B. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50
 2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Section No of No of Questions Marks / Total Marks Revised

Questi to be Questio for the Bloom's
ons attempted n Section Taxonomy
 A
6 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C 3 2 15 30 L3, L4,L5

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

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 6SCMT6021: INVENTORY AND WAREHOUSING MANAGEMENT
A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600

Prerequisite: (If applicable) Marketing Management

Course Learning Objectives:

CLO 1: Students will demonstrate the understanding of the fundamental principles of Inventory and Warehouse
Management by being able to clearly articulate the same

CLO 2: Students will be able to efficiently apply Inventory and Warehouse Management practices by designing a
process chart for the same.

CLO 3: Students will be able to bring about improvement in Inventory and Warehouse Management in businesses
by suggesting alternative solutions or approaches.

CLO 4: Students will develop the ability to critically analyze problems in Inventory and Warehouse Management,
and suggest solutions for the same

CLO 5: Students will be applying Inventory and Warehouse Management systems in simulated business situations.

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

CO1: To articulate a basic understanding of Inventory & Warehouse Management. (Level 2)

CO2: To apply the knowledge of basic concepts of Inventory & Warehouse Management to solve issues related to
the same. (Level 3)

CO3: To apply the knowledge gained of Inventory & Warehouse Management in simulated business situations
(Level 3)

CO4: To analyze the contemporary issues in Inventory Management and suggest solutions (Level 4)
CO5: To evaluate Inventory and Warehousing practices in an organizational set up (Level 5)

PO: PO1/PO2/PO3 PSO: PSO1/PSO2/PSO3

B. Syllabus

Module:1: Store Management- Introduction Hours: 9

Store Management Introduction - Objectives of Stores, store location and store layout, types and functions of
warehouse, functions of store-Prevention, Management of Receipts, Issue Control, Stores Documentation, follow
up function, physical verification (basic concept)

Case Study

Module:2: Stock Valuation and Verification Hours: 9

Need for Valuation, Methods of Valuation – FIFO, LIFO, Average Price, Weighted Average,

Standard Cost, Replacement Price, Stock Verification - meaning, process of Verification, methods of verification
with advantages and limitations.

Case Study

Module:3: Disposal of Obsolete and Scrap Items Hours: 7

Disposal of Obsolete and Scrap Items - Management of SOS, Categorization of Obsolete/Surplus stock, Reasons for
Obsolescence, Control of Obsolescence, Control of Scrap, Responsibility for Disposal, Disposal Methods.

Case Study

Module:4: Inventory Control and Risk Management in Warehousing Hours: 11

Meaning and types of inventory, inventory cost, inventory control techniques- ABC, VED, FSN, HML, SOS analysis,
Salient Features of Spares, Inventory Control of Spares, Categorization of Spares, Provisioning of Spares, Insurance
- Risk Management, Inland Transit Insurance, Stores Insurance, Miscellaneous Insurance, A to Z Claims Procedure
– Loss Minimization, Spare Parts Management. key applications of AI in inventory management.

Case Study
Module:5: Contemporary Issues in Warehouse Management Hours: 9

Contemporary Issues in Warehouse Management - Warehousing strategy, warehouse management system-

meaning, evolution, technologies (Bar code, RFID, label printing, ERP), role of warehouse in quality management,
Distribution Requirement Planning, Cross-docking and Break-bulk Operation

Case Study

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it will be posted as per the
CIE component.

C. References

1.Excellence in warehouse management by Stuart Emmett, John Wiley & Sons, New

Edition 2.World class warehousing and material handling by Edward Frazelle, Tata
McGraw Hill

3. Supply Chain and Logistics Management by Bowersox, Closs & Cooper, Tata McGraw Hill, New edition

4. Purchasing and Material Management by P. Gopalkrishnan, Tata McGraw Hill, 23rd Edition
 D. Mode of Assessment

IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Field Visit with Report submission = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions Marks / Total Marks Revised

Section
Questi to be Questio for the Bloom's
ons attempted n Section Taxonomy
A
6 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C
3 2 15 30 L3, L4,L5

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
PO PSO
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3 * *

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 5 * *

6SCMT6031: SUPPLY CHAIN PERFORMANCE MANAGEMENT

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600

Prerequisite: (If applicable) Marketing Management

Course Learning Objectives:

CLO1: Students will gain insights into the performance of supply chain management within an

organization

CLO2: Students will be able to acquire the knowledge of supply chain performance measurement &

control.

CLO3: Students will be able to arrive at the pricing & costing decisions in supply chain management.

CLO4: Students will develop the ability to compare, contrast supply chain sustainability practices.

CLO5: Students will be able to explain the supply chain management process flow, global operations and product
and marketing strategies as it applies to supply chain management.
Course Outcomes: On successful completion of the course, students will be able to,

CO1: Recall in detail, the fundamentals regarding supply chain performance management. (Level 1)

CO2: Describe how the pricing, costing and financing decisions are arrived at in supply chain management. (Level
2)

CO3: Interpret and evaluate the supply chain performance measurement control that is prevailing in an
organization. (Level 3)

CO4: Compare alternative sustainable supply chain practices in business situations. (Level 4)

CO5: Evaluate the supply chain process of an organization with reference to process flow & best practices. (Level
5)

PO: PO1/PO2/PO4 PSO: PSO1/ PSO2/ PSO3

B. Syllabus

Module:1: Supply Chain Risk Management Hours: 10

Meaning of risk, categories of risk, supply chain risks, Factors contributing to supply chain risk, supply chain
vulnerability, supply chain risk management strategies, model of risk management, Value chain nodes for risk
identification, Key success factors in risk management process, business continuity planning, Risk mitigation
strategy framework.
 Module:2: Performance Measurement and Control Hours:
10
Performance management system, Best practice benchmarking, process of benchmarking, Supply Chain Operation
Reference (SCOR) model, , performance measurement and control- Financial & Non-Financial factors, Inventory
turnover and its significance. logistics quality performance measures.

Module:3: Pricing, Costing and Financing Decisions Hours: 8

Compressive supply chain measurement, Pricing decision in supply chain, costing decision in supply chain, type of
supply chain costs, supply chain and finance, financial metrics, Economic Value Added (EVA).

Module:4: Sustainability Practices Hours: 10

Sustainable supply chain, Best Practices for Sustainable Logistics, Supply Chain Responsibility, Competitive
Sustainability, Green procurement, Green Manufacturing, Green Marketing, Regulatory compliance, Multimodal
Transport of Goods Act, Free Trade and Warehousing Zones Act, INCOTERMS, Shipping Trade practice bill, Ethical
practices in procurement, manufacturing, marketing and Supplier Ethics Management.

Case Study

Module:5: Supply Chain Strategies Hours: 7

Supply Chain Management Process Flow, Global Operations & Supply Chain Management
Supply Chain Strategies and Product development, Marketing Strategies based on Supply Chain
process.
Role of Business analytics in supply chain management.
Case Study
C. References

1. Supply Chain Logistics Management, By Bowersox D and Closs D, PHI, New edition Business

2. Logistics Management, by R. H. Ballou, PHI.

3. Logistics Management, by V. V. Sople, Pearson education, New edition

4. Purchasing and Material Management by P. Gopalkrishnan, Tata McGraw Hill, 23rd Edition

D. Mode of Assessment

IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Group Project on Sustainability Practices = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50
 2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions Marks / Total Marks Revised

Section
Questi to be Questio for the Bloom's
ons attempted n Section Taxonomy
A
6 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C
3 2 15 30 L3, L4,L5

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
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 BUSINESS ANALYTICS (SPECIALISATION)

6ANLT6021: DATA SCIENCE USING PYTHON

A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Information System & Business Analytics
Course Learning Objectives:
CLO1: Understand Data Science concepts and methods to solve problems in real-world contexts
CLO2: Collect, classify, organize, analyze and interpret data. Apply Exploratory Data Analysis and solve real-world problems
CLO3: Develop relevant programming abilities to apply algorithms in building machine intelligence
CLO4: Develop the ability to build and assess data-based model

Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Describe what Data Science is, and the skill sets to be a Business Analyst/Data Scientist. (L3)
CO2: Use python to carry out basic statistical modelling and analysis. (L2, L3)
CO3: Apply essential tools such as plots and graphs to carry out Exploratory Data Analysis. (L4)
CO4: Describe the Data Science components and how they interact. (L3)
CO5: Apply basic machine learning algorithms for predictive modelling. (Level 4)

PO: PO1/PO2 PSO: PSO1/ PSO2/PSO3

B. Syllabus
Module :1: Introduction to Data Science Hours : 8
Data Science Introduction, State of the practice in Analytics, Big data overview, Key roles for the new Big Data ecosystem,
Introduction to Hadoop, using HDFS, Spark overview and operations, the Map Reduce paradigm, the Data Science roadmap,
Introduction to Machine Learning.
Module :2: Data Science Process Hours : 10
Overview of the Data Science process, Defining problem and creating a Project Charter, Retrieving data, cleansing, integrating
and transforming data, Exploratory Data Analysis, Build the Models, Presenting findings and building applications.
Case Study/Exercise: Use Kaggle to find and publish data sets, explore and build models in a web-based data-science
environment, work with other data scientists and machine learning engineers, and enter competitions to solve data science
challenges.
Module :3: Fundamentals of Python Hours : 10
Installation, Modules, Arithmetic functions, Strings, Exceptions, Lists, Tuples, Dictionaries, Sets, Control flow, Sorting,
Generators and Iterators, Visualizing data, Matplotlib, Plots, Graphs, Inferential Statistics, Linear Algebra, Vectors,
Matrices, Numpy and Pandas Libraries
Case Study/Exercise: Build a model that automatically suggests the right product prices to the sellers.
Module :4: Analytical Model Theory and Methods-1: Supervised Learning Hours : 9
Linear Regression, Logistic Regression, Decision Tree, Random Forest, Naïve Bayes, Support Vector Machine, Use Cases,
Model Description, Diagnostics
Case Study/Exercise : Building and implementing a predictive model in 3 days
Module :5: Analytical Model Theory and Methods-2: Unsupervised Learning Hours : 8
Clustering, k-means, Association Rules. Use cases, Model Description, Diagnostics, Introduction to Reinforced Learning
Case Study/Exercise : Working on Clustering Algorithm for Customer Segmentation
C. References
Text Books:
1. EMC Education Services, Data Science & Big Data Analytics: Discovering, Analyzing, Visualizing and Presenting
Data, John Wiley & Sons, Inc.,
2. Field Cady, The Data Science Handbook, John Wiley & Sons, Inc.
3. Davy Cielen, Arno Meysman, Mohamed Ali, Introducing Data Science: Big Data, Machine Learning, and More,
Using Python Tools, Manning Publications,
References:
1. Cathy O’Neil and Rachel Schutt. Doing Data Science, Straight Talk from The Frontline. O’Reilly.
2. Jure Leskovek, Anand Rajaraman and Jeffrey Ullman. Mining of Massive Datasets. v2.1, Cambridge University
Press.
3. Trevor Hastie, Robert Tibshirani and Jerome Friedman. Elements of Statistical Learning, Second Edition. ISBN
0387952845.
D. Mode of Assessment
IAT / CCE & SEE
CCE 1: Mini Internship Project - Internal Viva-voce = 30 marks
E. Scheme of Evaluation

1.Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2.Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks for Revised Bloom's

Section
Questions be attempted Question the Section Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not exceeding

500 words. The Case study should cover L3, L4
concepts related to at least two modules.
30 30
3 questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.
F. CO-PO-PSO Mapping

CO-PO-PSO Mapping
PO PSO
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 6ANLT6031: ADVANCED BUSINESS ANALYTICS USING SPSS
A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Information System & Business Analytics
Course Learning Objectives:
CLO1: To understand the emerging role of business analytics in organizations.
CLO2: To learn different tools used in a spreadsheet model
CLO3: To comprehend tools of Data warehouse and Data mining
CLO4: To understand the application of Business Analytics to formulate and solve real-time problems
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Understand analytical applications in practice. (L2)
CO2: Validate sources of data and apply statistical tools and techniques learnt to solve real-time problems. (L2)
CO3: Formulate and manipulate Business Models using Quantitative methods, including Spreadsheets and
Graphical methods, to find solutions to real-time problems. (L3)
CO4: Be aware of the emerging trends in the world of Analytics. (L4)
PO: PO1/PO2/PO3 PSO: PSO1/PSO2PSO3
B. Syllabus
Module :1: Introduction to Business Analytics Hours : 6
Data, Types of Data, Forms of Data, Evolution of Big Data, Business Analytics, Need for Analytics, Types of
Analytics, Importance of Business Analytics in Decision Making, Analytics Process Model, SMART Model,
Spreadsheet Analysis.
Module :2: Descriptive Analytics for Managers Hours : 10
Overview of DBMS, Data Warehousing: Concepts, Need, Objectives, Relevance of Data Warehousing in
Business Analytics, Data Mining, Application of Data Mining and Techniques, Data Classification, Data
Visualization, Dashboards, Creating Charts using spreadsheets, Statistical methods for summarizing data:
Frequency Distribution, Histogram tool, Exploring data using Pivot Table, Descriptive Statistics Measures:
Measures of Location, Measures of Dispersion, Measures of Association, Descriptive Statistics tool, Statistical
thinking in business decisions
Module 3: Introduction to IBM SPSS Statistics Tool Hours : 13
Introduction to IBM SPSS, Obtaining, Editing and Saving Statistical Output, Manipulating Data, Reading Data
Variable Properties, Working with the Data Editor, Summarizing individual variables, Describing Relationship
between variables, Output in the Output Viewer, Syntax Editor Basics, Menus and Help System, Helpful Data
Management Features, Transformation: Computing with Numeric variables.
Simple Data Transformation: Standardize Variables to Z Scores, Recoding Variables, Visual Binning,
Computing New Variables, Transforming Date to Age, Describing Relationship between variables, Sorting and
Selecting Cases, Creating and Editing Charts, Menus and Help System, Helpful Data Management Features
Exercise 1
Module :4: Practices of Analytics Hours : 12
Descriptive Statistics Procedures: Frequencies, Descriptives and Explore; T-Tests, Regression – Simple/Multiple
Linear/Logistic/Binary Logistic; ROC (Receiver Operating Characteristic Curve) Analysis, ANOVA (Analysis of
Variance), Correlation;
Predictive Analytics, Target Definition, Decision Trees, Neural Networks, Support Vector Machines, Ensemble
Methods, Multiclass Classification Techniques, Evaluating Predictive Models, Association Rules, Sequence Rule,
Segmentation, Survival Analysis: Life Tables, Kaplan Meier Analysis, Parametric Survival Analysis, Proportional
Hazards, Regression, Extensions of Survival Analysis Models, Evaluating Survival Analysis Models, Non
Parametric Procedures
Social Network - Analytics, Definitions, Metrics, Learning; Relational Neighbor Classifier, Probabilistic
Relational, Neighbor Classifier, Relational Logistic Regression, Collective Inferencing, Egonets, Mobile
Analytics
Exercise 2 : Perform Customer churn analysis in Telecom Industry
Exercise 3 : Practices of analytics in Google, General Electric, Microsoft, Kaggle, Facebook, Amazon

Module :5: Big Data and Emerging Trends Hours : 4

Data for Big Data, Enterprise orientation for Big Data Leadership, Targets-Analysts, Other Factors to Consider in
Big Data Success, Emerging Technologies in Health Information Systems: Transforming Health in Information
Era- Genomics Revolution and Personalized Medicine, Genomic Data Integration into Medical Records, Socio-
Demographic data for Health Records, Family Health History, Emerging trends of analytics in Education,
Government, Finance & Supply Chain Management.
Case Study : Study Genomics Driven Wellness Tracking and Management System (GO-WELL),
C. References
Text Books:
1. Big Data Black Book, DT Editorial Services, Dreamtech Press.
2. Big Data at Work, Thomas H. Davenport, Harvard Business Review Press, Boston, Massachusetts.
1. Performing Data Analysis using IBM SPSS by Lawrence Meyers, Glenn C Gamst
References:
1. Analytics in a Big Data World, John Wiley & Sons, Inc., Hoboken, New Jersey,
2. Big Data and Internet of Things: A Roadmap for smart Environments, Nik Bessis Ciprian Dobre Editors,
Springer International Publishing Switzerland
D. Mode of Assessment
IAT / CCE & SEE
CCE 1 : Practical Exercise : 20 Marks
CCE 2 : Case Study : 10 Marks
E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50
2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to be Marks / Total Marks Revised Bloom's

Section
Questions attempted Question for the Section Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not exceeding

500 words. The Case study should cover L3, L4
concepts related to at least two modules. 3
30 30
questions based on the case study, each
carrying 10 marks – to be compulsorily
answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
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 6ANLT6041: DATA VISUALIZATION USING TABLEAU
A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 600
Prerequisite: (If applicable) Information System & Business Analytics
Course Learning Objectives:
CLO1: Understand the many options of connecting to Data Source, edit and blend the data
CLO2: Understand the Tableau User Interface/Paradigm components, shelves, data elements, and terminology to create
powerful visualizations effectively
CLO3: Identify appropriate data visualization techniques given a particular set of requirements and imposed by the data
CLO4: Learn Analytical Techniques, best practices, and create dashboards that yield meaningful insights
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Apply the Data Visualization concepts and use the right charts/graphs based on the context. (L2)
CO2: Leverage the data visualization techniques and can take effective decisions. (L3)
CO3: Connect to various data sources, build a variety of basic & complex Charts and combine insights to a useful
Worksheet, Dashboard, Map and Story. (L3)
CO4: Apply advanced formatting features and best practices in Data Visualization. (L4)
CO5: Slice and dice data to mine for critical Insights and Trends. (L4)
PO: PO1/PO2 PSO: PSO1/PSO2/PSO3

B. Syllabus
Module :1: Introduction to Data Visualization Hours : 8
Introduction to Data Visualization, Telling Stories with Data, Basic Design Principles for Charts and Graphs. Common
tools for creating Data Visualizations, Application of Design Principles.
Module :2: Introduction to Tableau Hours : 10
Introduction and Overview, Environment Setup, Concepts and Options when Connecting to Data, Joining Database
Tables with Tableau, Data Types, Blending Different Data Sources in a Single Worksheet, Deal with Data Quality
Problems.
Exercise #1 : Connect to Super Stores Sales Data source and perform the initial data upload
Module :3: Analysis, Creating Worksheets and Generating Charts Hours : 10
Creating Views, Working with Dates, Date Aggregations, Date Parts, Discrete vs. Continuous, Dual Axis, Multiple
Measures, Combo Charts, Different Mark Types, Geographic Map, Page Trails, Heat Map, Density Chart, Scatter Plots,
Pie Charts, Bar Charts, Aggregate vs. Disaggregate, Small Multiples.
Exercise #2 : Create various types of Charts for the given Datasets
Module :4: Sorting, Filtering, Calculations, Formatting Charts/Graphs Hours : 9
Sorting, Grouping, Aliases, Filtering and Quick filters, Cross-tabs (pivot tables) , Totals and Subtotals, Drilling and
Drill through , Aggregation Disaggregation, Level of Detail (LOD) Expressions, Percent of Total, Forecast and Trend
Lines, Data tasks for Data Visualization, The process creating visualizations and selecting the appropriate Visual
Charts/Graphs,
Representing data in basic display types, applying various formatting features, Visualizing Categorical & Time Series
data and multiple variables, Statistical displays
Exercise #3 : Perform Calculations, Aggregation, Filtering for the given Datasets and apply various Formatting
features
Module :5: Building Interactive Dashboards, Maps, Story Hours : 8
Dashboard – Build Interactive Dashboard to facilitate Analysis and Understanding, Best practices, Building Advanced
Dashboard, Sharing Dashboards with Tableau Online or Server.
Maps – Using Maps to improve insight, plotting locations on Map, Replacing Tableau’s Standard Maps
Story - Creating Tableau Story and formatting
Exercise #4: Create multiple Worksheets, Dashboard, Maps and Story for the given Datasets
C. References
Text Books:

1. Daniel G. Murray, Tableau Your Data!: Fast and Easy Visual Analysis with Tableau Software John Wiley &
Sons, 29-Jan-2016 - Computers - 736 pages
2. Joshua N. Milligan Learning Tableau 10 - Second Edition. Published in 30 September 2016
3. David Baldwin, Mastering Tableau: Master the intricacies of Tableau to create effective data visualizations
Packet Publishing Ltd, 06-Dec-2016
D. Mode of Assessment
IAT / CCE & SEE
CCE 1 : Practical Exercise : 20 Marks
CCE 2 : Case Study : 10 Marks
E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Marks
No of No of Questions to be / Total Marks Revised Bloom's
Section
Questions attempted Questi for the Section Taxonomy
on
A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4
 C Compulsory Case Study not exceeding
500 words. The Case study should cover L3, L4
concepts related to at least two modules. 3
30 30
questions based on the case study, each
carrying 10 marks – to be compulsorily
answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
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 III Semester

6MGMT5051: STRATEGIC ANALYSIS AND MANAGEMENT

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 500
Prerequisite: (If applicable)
Course Learning Objectives:
CLO1: To enable the learners to understand new forms of Strategic management concept and
their use in business.
CLO2: To provide information pertaining to Business, Corporate and Global Reforms.
CLO3: To develop learning and analytical skills of the learners to enable them to solve cases and
to provide strategic solutions
CLO4: To acquaint the learners with recent developments and trends in the business corporate
world
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Ability to integrate knowledge from Strategic Management to solve problems in a larger
Multidisciplinary context. (L4)
CO2: Develop an understanding of the diverse and rapidly changing global business
environment. (L5)
CO3: Exhibit key transferable skills, such as design-thinking, strategic formulation, Negotiation
and Persuasion capabilities and Quantitative skills. (L2, L3)
CO4: Analyse and evaluate the recent developments in business environment and understand the
changes brought by the globalisation process in the design, planning and implementation of
organisation’s policy. (L4)
PO: PO1/PO2 PSO: PSO1/PSO2/PSO3

B. Syllabus
Module :1: Strategy: Introduction and Setting Strategic Directions Hours : 8
Concept of Strategic Management, Strategic Management Process, Setting strategic direction:
Vision, Mission, Goals, and Strategic Objectives, Levels of Strategies: Corporate, Business and
Functional Level Strategy, Business Environment: Components, Environmental Scanning,
PESTLE Analysis, ETOP- Environmental Threat and Opportunity Profile, External Analysis:
Industry Analysis and Trends, Porter’s 5 Forces Analysis, Blue Ocean Strategy, Internal Analysis:
Competitive Advantage, Core Competence, Organisational Structure, Process, Culture. Strategic
decision-making: nature and different modes.
Module :2: Strategic Formulation and Choice of Alternatives Hours : 10
Strategic Formulation: Stages and Importance, Designing Business Level Strategies: Cost
Leadership, Differentiation. Designing Corporate Level Strategies: Diversification, Vertical
Integration, Portfolio vs Synergy. Network Level Strategies: Alliances, Joint Ventures,
Competition vs Cooperation, Organisational Dependencies. Global Strategies:
Internationalisation: Motivations and Patterns, Building Transnational Corporations, Process of
strategic choice – Gap analysis, Industry analysis, Competitor analysis. SWOT analysis,
Mckinsey’s 7’S framework, Portfolio Models: GE-9 Cell Model, BCG Model.
Module :3: Strategic Implementation Hours : 10
Inter-relationship between formulation and implementation; Issues in strategy implementation,
Resource Allocation and Budgets, Behavioural Issues, Leadership styles – Charismatic,
transformational, visionary, team, cross-cultural and ethical leadership, Corporate culture and
values power, Social Responsibilities – Ethics, Building capable organisation; Functional
Issues – Financial, Marketing, Operations and Personnel Plans and policies. Strategy and
Structure: Organisation structure, Structural Considerations, Structure for strategies,
Organisational design and change, Matching structure and strategy.
Module :4: Strategic Evaluation and Control Hours : 9
Criteria for evaluation and the evaluation process, Importance, Limitations and Techniques,
Problems in measuring performance, Establishing Strategic Controls, Strategic Control Process,
Strategic Control and Operational Control- Types and Differences. Budgetary Control:
Advantages, Limitations, Strategic Surveillance, Strategic Audit.
Module :5: Emerging Strategic Trends Hours : 8
Strategic Issues for nonprofit organisations and Internet Economy.
Disaster Management: Concept, Problems and Consequences of Disasters, Strategies for
Managing and Preventing disasters and Cope up Strategies. (Cases)
Start-up Business Strategies and Make in India Model: Process of business start ups and its
Challenges, Growth Prospects and government initiatives in Make in India Model with reference
to National manufacturing, Contribution of Make in India Policy in overcoming industrial
sickness.

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it will
be posted as per the CIE component
C. References
Text Books:
1. Glueck, William F. and Lawrence R. Jauch: Business Policy and Strategic
Management, McGraw Hill International Edition.
2. Michal, E Porter: The Competitive Advantage of Nations, Macmillan, New
Delhi.
3. Mintsberg, Henry and James Brian Quinn: The Strategy Process, Prentice Hall,
New Jersey
4. Rao V S P and Krishna Hari V, Strategic Management, Excel Books, New Delhi.
5. Kasmi Ashar. Strategic Management and Business Policy, McGraw Hill, New
Delhi.
6. Hill Charles W.L. and Jones Gareth R, Strategic Management – An Integrated
Approach, Bistantra (in arrangement with Houghton Mifflin Co., USA), New
Delhi.
7. Entrepreneurial Development, S.S.KHANKA, S.Chand andamp; Co. Ltd. Ram
Nagar New Delhi.
8. Entrepreneurship development Small Business Enterprises, Poornima M
Charantimath, Pearson Education, New Delhi.
9. Entrepreneurship and small business, Michael Schaper, Wiley India Pvt Ltd.,
New Delhi.

References:
1. Small Scale industries and entrepreneurship, Dr.Vasant Desai, Himalaya
publishing house, New Delhi.
2. Management of small scale industries, JC Saboo, Megha Biyani, Himalaya
publishing house, New Delhi.

D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)
 No of No of Questions to Marks / Total Marks Revised Bloom's
Section
Questions be attempted Question for the Section Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L3, L4, L5
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * * * *

2 * *

3 * * * *

4 * * *

6OPSM6021: OPERATIONS MANAGEMENT

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus
Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600
Prerequisite: (If Operations Research for Managers
applicable)
Course Learning Objectives:
CLO1: To introduce operations management concepts and role and responsibilities of an
operations manager.
CLO2: To provide general introduction to operations management of Manufacturing systems.
CLO3: To explore operations management methods in a global environment.
CLO4: To ensure quality management in manufacturing and service operations.
CLO5: To explore strategies for operating and optimizing the production with resource constraints.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Understand the linkages between process and operations design, business strategy and
globalization. (L2)
CO2: Understand the different elements of operations and how to analyze an operational
environment in terms of these elements. (L2, L4)
CO3: Appreciate the tools and techniques applicable in the context of operations in global dynamic
Organizations. (L3)
CO4: Understand the challenges facing the operations manager to exploit innovative practices in
lean, new technologies and challenges. (L2)
PO: PO1/PO2 PSO: PSO1/PSO2

B. Syllabus
Module :1: Operations Management and Strategy Hours : 8
The concept of operations management, The input-process-output model, Operations strategy, and
contribution, The five performance objectives, The 4Vs and their influence on process
management.
Module :2: Product and service innovation Hours : 10
Definitions and types of innovation, Innovation as a process, Beyond product and service
innovation, The significance of product and process innovation and service innovation.
Module :3: Process design, types, layout, and mapping, & Capacity and demand management
Hours : 10

Process design, Processes and volume/variety dimensions, Manufacturing and service process
types, Process layouts, Job design, Process mapping.
Capacity management, Medium- and long-term capacity management, reconciling capacity and
demand, Short- and long-term outlooks affecting volume.
Module :4: Inventory Management & Quality Methodologies Hours : 9

Inventory control, Understanding the impact of order quantity on inventory turns, The periodic
review approach, Cycle safety stocks.
The importance of quality, the gap model and expectation-perception gaps, Total Quality
Management (TQM) and quality costs, Six Sigma, Lean, Causes of waste: Muda, Mura and
Muri, Lean tools.
Module :5: Sustainable Operations & Technology in Operations Management Hours:8

The triple bottom line (TBL), The 3Ps in operations management, Process design for environmental
sustainability.
Technology in operations management: ERP systems, Industry 4.0 in operations, Challenges in
technology adoption.
C. References
1. Nigel Slack, Alister Brandon-Jones, Operations Management, Pearson Educations Ltd., Ninth
Edition, 2019
2. David Collier and James Evans. Operations Management, 2nd Edition. Upper Saddle River, NJ:
South-Western Cengage Learning, 2010/2011. ISBN-13: 978-0538745567
3. Kaplan, Norton, The Strategy-Focused Organization, HBS, 2000
4. Annacchino, New Product Development, Butterworth-Heinemann, 2003
Periodicals:
1. Business Week,
2. Harvard Business Review,
3. The Journal of Operations Management,
4. Sloan Management Review (MIT),
5. Industrial Management,
6. Management Science
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Group Project Internal Viva-voce = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to be Marks / Total Marks Revised Bloom's

Section
Questions attempted Question for the Section Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4
 C Compulsory Case Study not exceeding
500 words. The Case study should L3, L4
cover concepts related to at least two
30 30
modules. 3 questions based on the case
study, each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
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3 * *

4 * *

GENERAL ELECTIVE SYLLABUS

 6MGMT5081: DOING BUSINESS IN EMERGING MARKETS
A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 500
Prerequisite: (If applicable)
Course Learning Objectives:
CLO1: Enable students to understand the factors influencing the emerging market
CLO2: Enable students to analyze international business relationships from the perspectives of both the
multinational enterprise and local stakeholders
CLO3: Analyze issues of international business in emerging markets in Asia, Eastern Europe/Russia, Africa
and Latin America.
CLO4: Understand various emerging trends in the emerging markets
CLO5: Analyze various strategies to be adopted in the emerging markets

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Understand cross-country differences in development strategies across emerging markets. (L2)
CO2: Analyze the role of emerging markets as destinations for Western exports and FDI. (L4)
CO3: Discuss the effects of internationalization and globalization on emerging markets. (L3)
CO4: Assess risks and opportunities in emerging markets and transitional economies. (L4)
CO5: Analyze the role of emerging markets as exporters and investors in the global economy. (L4)

PO: PO1/PO2/PO3/PO4 PSO: PSO1/PSO2/PSO3/PSO4

B. Syllabus

Module :1: Introduction of Emerging Markets Hours : 6

Introduction Overview of emerging markets, Political, legal and cultural framework in emerging markets,
Ethical issues, Trade and foreign Investment, Demographic characteristics, Market characteristics, Factors
effecting international business.
Module :2: Economic Environment in Emerging Markets Hours : 10
Differences in economic environment in emerging markets, Institutional voids, framework and developing
institutions, Infrastructure & infrastructural gap, Income distribution, Business Groups,
Markets and Market Conditions. Criterions for multinational firms engaging in less advanced economies,
Business practice adjustments. Emerging markets influenced by Western enterprises.
Module :3: Analysis of Selected Emerging Markets Hours : 10
An Analysis of Selected Emerging Markets BRIC Economies- Brazil, Russia, India, China New frontier
economies in Latin America- Mexico, Chile, Peru Emerging economies of CIS countries Emerging
economies of Africa Other emerging Economies in Eastern Europe
Risk: Specific risks in emerging markets. emerging markets and its influence by global crises.

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it
will be posted as per the CIE component.

Module :4: Opportunities and Trend in Emerging Markets Hours : 10

Opportunities and Trend in Emerging Markets The growth of middle income and rise in consumption
level, Growth of mid-sized cities, rural development, Services, technology and telecommunication,
inequalities, taking advantage and adopting business models, Business at the bottom of pyramid.
Module :5: Strategies for the Entry Hours : 9
Strategies for the Entry An overview for the entry in emerging market, Trade based entry strategies, export,
Bidding for global tenders, global sourcing and outsourcing, contract-based entry strategy, licensing,
franchising, technology transfer projects, management contracts, Investment entry modes-marketing
subsidiaries, joint ventures, wholly owned entry strategy, Factors influencing entry strategy.
C. References
Text Books:
Tarun Khanna, Krishna G. Palepu. 2010. Winning in Emerging Markets: A Road Map for Strategy and
Execution. Harvard Business Press.
References
1. “Doing Business in Emerging Markets” 2nd edition, by S Tamer Cavusgil, Pervez N Ghauri, Ayse
A. Akcal – 2012 published SAGE Publications Ltd. • “International Business Strategy in Emerging
Country Markets: The Institutional Network Approach” by Hans Jansson published by Edward
Elgar Publishing House 2008.
2. “Emerging Markets Rule: Growth Strategies of the New Global Giants”, by Mauro Guillen, Esteban
Garcia-Canal published by McGraw Hill Professional 3013.
3. ”Emerging Markets: Lessons for Business Success and the Outlook for Different Markets” by
NenadPacek, Daniel Thorniley published by The Economist in association with Profile book Ltd
2007.
4. “The Global Emerging Market: Strategic Management and Economics” By Vladimir Kvin
published by Rouledge 2000
D. Mode of Assessment

IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Emerging Market Analysis Report = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50
2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks for
Section Bloom's
Questions be attempted Question the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4
 C Compulsory Case Study not
exceeding 500 words. The Case L3, L4
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
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1 2 3 4 1 2 3 4

1 * *

2 * * * *

3 * *
*
4 * * *

5 * * * * *

6MGMT5091: SOCIAL ENTREPRENEURSHIP

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 500

Prerequisite: (If applicable)

Course Learning Objectives:

CLO1: To learn how social entrepreneurs have developed creative solutions to address social problems and transforming
society to deliver social impact

CLO2: To deepen the theoretical and experiential understanding of concepts, strategies and tools of social entrepreneurship and
social enterprises. Be aware of how they might apply social entrepreneurship skills in their future pursuits to address social
problems.

CLO3:To Launch social entrepreneurship projects which have high-potential or significant positive social impact. Become a
part of a dynamic network of national social entrepreneurs and engage with those who are pioneering innovations and
establishing best practices

CLO4: Develop individuals as entrepreneurs with a focus on social entrepreneurship.

CLO5: Develop the ability to identify ethical and legal issues

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Help students to understand the ground realities particularly and scope of social innovations and Entrepreneurship

CO2: Enable budding and practicing social entrepreneurs to solve social problems

CO3: Provide student an opportunity to apply theoretical knowledge into practical situations

CO4: Identify, plan and develop social enterprise project

CO5: Exploring significant global problems and developing innovative solutions that drive transformative

PO: PO1/PO2 PSO: PSO1/PSO2

B. Syllabus
Module :1: Social Entrepreneurship Hours : 8

Social entrepreneur –Meaning, Characteristics of a Social entrepreneur, Qualities and Skills of Social Entrepreneur - factors
impacting transformation into social entrepreneur.Social Entrepreneurship - Meaning, Definition, The four distinctions of social
entrepreneurship, Emerging Trends in Entrepreneurship Development, Types of Social entrepreneurship, Differences between
Business and Social entrepreneur, Difference between Social entrepreneurship and Business Entrepreneurship- Scope for social
Entrepreneurship in India.

Module:2: Social Entrepreneurship Process and Forms Hours : 10

The PCDO (The People, Context, Deal, and opportunity) framework - The Timmons Model of the Entrepreneurship Process -
The Social Entrepreneurship Framework. Sources of Social Entrepreneurship -Public Sector, Private Sector, Voluntary.
Approaches of social entrepreneurship; Sector- Profit and non-profit Proprietorships – partnership - company Non-
Governmental organization - Society – Trust and Company (sec. 25) registration.; Factors determining selection of forms of
registration.

Module:3: Practice of Social Entrepreneurship in India Hours : 9

Bangladesh Rural Advancement Committee (BRAC), The Grameen Bank (GB), The Self Employment Women’s
Association (SEWA), Aravind Eye Hospital, Barefoot College, Bharatia Samruddhi Investment & Consulting Services
(BASIX), Narayana Hrudayalaya Institute of Medical Sciences, Technology Informatics Design Endeavour (TIDE).
Boundaries of Social Entrepreneurship – Social service provision, Social activism.

Module :4: Social entrepreneurship environment sustainability Hours : 9

Concept of Sustainable Development and its importance; Three domains- Financial sustainability, Environmental
sustainability, Workforce sustainability;Factors affecting sustainable development - Environmental costs and its economic
value - The Political Challenge and development Issues in India; Strategic responses to sustainability - Business ethics,CSR
and Corporate Philanthropy, Natural or green capitalism; The Millennium Ecosystem - International Influences.

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it will be posted as
per the CIE component.

Module :5: Ethical Entrepreneurship and Challenges in Social Entrepreneurship Hours : 9

Ethical entrepreneurship: Meaning. Empirical ethics, eternal ethics. Entrepreneur and customer, Entrepreneur and employee,
Entrepreneur and Government. Opportunities assessments; Enterprise launching – incubation- venture capital Legal issues in
Social entrepreneurship- Intellectual Property: Patents, Copyrights, and Trademarks; Challenges in Social Entrepreneurship

A. References
Text Books:

1. Robert A. Philips Margret Bonefiel Ritesh Sharma, Social entrepreneurship, the next big business opportunity
Global Vision Publishing House, New Delhi, 2011
2. Philips, Bonefiel and Sharma (2011), Social Entrepreneurship, Global vision publishing house, New Delhi.
3. Dinanath Kaushik (2013) Studies in Indian Entrepreneurship, New Delhi, Cyber Tech Publications
4. Vasanth Desai, Entrepreneurial development, Himalaya Publishing House, 2008, web resources

A. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case Study =10 marks

CCE 2 : Group Project = 10 marks

CCE 3 : Presentation = 10 marks

A. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Section No of No of Questions to Marks / Total Marks for Revised Bloom's

Questions be attempted Question the Section Taxonomy
 A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C 3 2 15 30 L3, L4, L5

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

2 * *

3 * *

4 * *

5 * *

6OPSM5041: PROJECT MANAGEMENT

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 500
Prerequisite: (If applicable)
Course Learning Objectives:
CLO1: To introduce project management concepts and role and amp; responsibilities of a project
manager.
CLO2: To provide general introduction to Project Management Process and operations
management of
CLO3: To explore project management methods with continuous improvement
CLO4: To ensure quality management in production, Human Resource and communication
system.
CLO5: To explore strategies for operating and optimizing the production with limited resources,
risks in a competitive environment.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Understand the project management concepts and qualities of good project manager. (L2)
CO2: Know project management process and implement the steps involved in carrying out the
projects. (L2, 3)
CO3: Utilize the tools and techniques like graphical method for presenting project schedules and
plans. (L3)
CO4: Understand and ensure quality aspects implementing in production, Human Resource and
Communication system. (L2)
CO5: Implement strategies in production and operations effectively to carry out the project
successful. (L4)
PO: PO1/PO2/PO3/PO4 PSO: PSO1/PSO2/PSO3/PSO4

B. Syllabus
Module :1: Introduction to Project Management Hours : 8
Definition of project – project management - program and project portfolio management- the role
of the project manager- the project management profession - the project management institute-
project management certification- a systems view of project management- stakeholder
management- project phases and the project life cycle- the context of information technology
projects- recent trends affecting information technology project management.
Application of project management in different sectors or practical implications; Introduction to
project portfolio management and program management; Role of Project Management office in an
organization.
Module :2: Project Management Process groups and Integration Management
Hours : 10
Project management process groups- mapping the process groups to the knowledge areas-
developing an information technology project management methodology-definition of integration
management- strategic planning and project selection- developing a project charter- developing a
project management plan- directing and managing project execution- monitoring and controlling
project work- performing integrated change control- closing projects or phases.
Module :3: Project Scope , Time and Cost Management Hours : 10
Definition of scope management- creating the work breakdown structure- verifying scope -
controlling scope- the importance of project schedules- defining activities- sequencing activities-
estimating activity resources- estimating activity durations- developing the schedule-
significance of project cost management - basic principles of cost management - estimating
costs- determining the budget- controlling costs
Module :4: Project Quality, Human Resource and Communication Management
Hours : 9
Importance of project quality management- planning quality -performing quality assurance -
performing quality control -tools and techniques for quality control- modern quality
management- improving information technology project quality- significance of HRM-
developing the human resource plan- acquiring the project team- developing the project team-
managing the project team- importance of project communications management- identifying
stakeholders -planning communications - distributing information- managing stakeholders -
reporting performance -suggestions for improving project communications.
Module :5: Project Risk, Stakeholder and Procurement Management, Total Quality
Management Hours : 8
Planning risk management -common sources of risk on information technology projects -
identifying risks- performing qualitative risk analysis- performing quantitative risk analysis-
planning risk responses - monitoring and controlling risks- planning procurements- conducting
procurements - administering -procurements -closing procurements- significance of stakeholder
management- stakeholder management process – Understanding of MSP and scheduling- Concept,
Definitions and differences of Project Management, Program Management and Portfolio
Management- Factors for Program Management, The roles and responsibilities of Program
Manager, Complex Programs, ingredients for Successful Program management. Tools for Program
Management, Systems Engineering. TQM – Principles of TQM (PDCA, 5S, Kaisen), TQM
Framework Contribution of Deming, Juran and Crosby. Introduction to TQM Tools ( SixSigma)
C. References
Text Books:

1. Kathy Schwalbe, Information Technology Project Management, Cengage Learning, 7 th Edition

2. Bob Hughes, Mike Cotterell and Rajeeb Mall, Software Project Management, Mcgraw Hill
Education, 5 th Edition.

3. Jack R. Meredith and Samuell Mantel, Jr, Project Management, A Managerial Approach,
WileyPublications, 2011
4. PMBOK 5 th Ed., PMI.
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Mini Internship Project Internal Viva-voce= 30 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)
 No of No of Questions to Marks / Total Marks Revised Bloom's
Section
Questions be attempted Question for the Section Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L3, L4
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

2 * * *

3 * * * *

4 * * *

5 * * * * *

SPECIALIZATION: FINANCE
 6FINC7011: INTERNATIONAL FINANCIAL MANAGEMENT

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 2

Contact Hours / Week: 03 Total Contact Hours: 45 Level: 700

Prerequisite: (If applicable) Financial Management

Course Learning Objectives:

CLO1: Understanding the major international monetary systems and their historical evolution.
CLO2: Analyze spot and futures foreign exchange markets and how international organizations operate
and integrate the spot and futures in international trade and financial transactions.
CLO3: Knowledge about the international bond markets and international equity markets and how they
impact the global economy.
CLO4: Understanding international financial markets, international parity conditions, currency futures
and futures markets.
CLO5: Understand foreign exchange forecasting and analyze various hedging methods to reduce foreign
exchange risks

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Analyze why firms and nations seek out and benefit from international business activities.
(L4)
CO2: Measure the impact of exchange rate movements on the cash flows of a firm. (L2, L3)
CO3: Analyse the basic mechanics of currency forwards, futures and options. (L4)
CO4: Analyse and identify factors that cause exchange rates to change. (L4)
CO5: Design and implement a variety of different strategies to manage exchange rate risk. (L4)

PO: PO1/PO2 PSO: PSO1/PSO2

B. Syllabus

Module :1: International Financial Environment and International Monetary System Hours : 8

Introduction to International Finance, Scope & Functions of International Finance, Types of Risks,
Concept of Balance of Payments, Principles & Accounting of Balance of Payments. International
Monetary System: Evolution, Gold Standard, Bretton Woods system, The Economic and Monetary
Union.

Module 2: Foreign Exchange Markets and Foreign Exchange Exposure Hours: 10

Classifications of Financial markets, International Finance - Domestic currency, Foreign currency,
Exchange rate, Direct quote, Indirect quote, Bid and Ask, Two way quote, Spread, Converting two way
quotes, Cross rates and cross multiplication, Spot rate, Forward rate, Appreciation and Depreciation,
Swap points, Forward rate, Premium, Discount.
Foreign Exchange exposure: Management of Transaction exposure, Management of Translation
exposure, Management of Economic exposure, Management of political Exposure, Management of
Interest rate exposure
(Problems Problems on Converting two-way quotes, Cross currency two-way quote, Spot rate, Forward
rate, Appreciation and Depreciation, Swap points, Forward rate, Premium, Discount)

Module :3: International Financial Markets and Instruments Hours :10

Cross Border Investments, Funding sources: Direct investment, International Banks, Euro currency, Euro
Bonds, Zero coupon Bonds, Borrower and Foreign currency Bonds, Investors and Foreign currency
Bonds, Global Depository Receipts (GDR), American Depository Receipts (ADR)

(Practical Problems on Zero coupon Bonds)

Module 4: International Parity Relationship and Foreign Exchange Risk Management Hours : 9

Interest Rate Parity theory, Arbitrage Opportunities, The Purchasing Power Parity theory, International
Fischer Effect, Risk Management: Home currency invoicing, Leading and Lagging, Netting, Hedging
Tools: Forward Exchange Rate Contracts, Option Forward Exchange Contract, Forward Contracts:
Honour, Money Market Hedge, Covered Interest Arbitrage.
(Practical Problems on Interest Rate Parity theory, Arbitrage Opportunities, The Purchasing Power
Parity theory)

Module :5: Foreign Exchange Derivatives Hours : 8

Derivatives: Balanced Portfolio of Debt. Maturity Mix, Currency Mix, Interest Rate Mix, Interest Rate
Swaps, Forward Rate Agreements, Interest Rate Futures, Interest Rate Options, Interest Rate: Caps,
Collars and Floors, Interest Rate Guarantees, Currency Swaps.

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it will be posted as
per the CIE component.

C. References
 1. International Finance Management – Apte P. G
2. International Finance Management – Eunand Resnick
3. Multinational Finance, Prentice Hall of India Pvt Ltd., Adrian Buckley

D. Mode of Assessment

IAT / CCE & SEE

CCE 1 : Problem solving =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 Total Marks

CCE
IATs

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Section No of No of Questions Marks / Total Marks for Revised Bloom's

Questions to be attempted Question the Section Taxonomy

A 7 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C 3 2 15 30 L3, L4, L5
F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

CO PO PSO

1 2 3 4 1 2 3 4

1 * *

2 * *

3 * *

4 * *

5 * *

G. (Question Paper: 60% Theory and 40% Problems)

6FINC7021: PROJECT FINANCE MANAGEMENT

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) FINANCIAL MANAGEMENT
Course Learning Objectives:
CLO1: Identify the project and its different cycles
CLO2: Learn investment decision based on cash flow estimation
CLO3: Implement different project appraisal techniques & cost estimation
CLO4: Manage projects using scheduling techniques, cost analysis, planning & performance
analysis.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Explain project management knowledge, processes, lifecycle and the embodied concepts,
tools and techniques in order to achieve project success. (L3)
CO2: Apply project management practices to the launch of new programs, initiatives, products,
services, and events relative to the needs of stakeholders. (L2, L3)
CO3: Analyze the element of cost and overall cost of capital of the project. (L4)
CO4: Measure the scope, cost, timing, and quality of the project, at all times focused on project
success as defined by project stakeholders. (L4)
CO5: Appraise the role of project management in organization change. (L4)
PO: PO1/PO2 PSO: PSO1/PSO2

B. Syllabus
Module :1: Project Identification & Analysis Hours: 8
Concept of Project, Search for Business Idea, Project Identification, Project Planning Formulation
and Analysis, Project Screening and Presentation of Projects for Decision Making; Socio-economic
Consideration in Project Formulation; Social Infrastructure Projects for Sustainable Development;
Investment Opportunities. Project Life Cycle, Feasibilities of Projects-Different forms of Project
Contracting.
Module :2: Capital Investments Hours: 10
Capital Investments and Difficulties, Types of Capital Investment, Phase of Capital Budgeting,
Facets of Project Analysis, Financial Estimates and Deductions, Estimation of Project Cash Flows.
Module :3: Project Appraisal Hours: 10
Time Value of Money; Project Appraisal Techniques – Payback Period, Accounting Rate of
Return, Net Present Value, Internal Rate of Return, Benefit Cost Ratio; Social Cost Benefit
Analysis; Effective Rate of Return. Risk Analysis: Measures of Risk; Sensitivity Analysis;
Stimulation Analysis; Decision Tree Analysis.
Module :4: Project Management Hours : 9
Project Scope Management, Creating Work Breakdown Structure (WBS), Project Roll – up,
Process Breakdown Structure, Responsibility Matrix, Cost of Capital. Project Scheduling, Project
Risk Management, Reducing Project Duration, Project team Management, Project Control
Process, Performance Measurement, Evaluation, Planning Audit, Post Completion Audit.
Module :5: Cost Benefit Analysis Hours: 8
Social Cost Benefit Analysis – Rational for SCBA, UNIDO Approach, Multiple Project and
Constraints – Linear Programming Model, Financing of Projects – Different Kind of Project
Finance.
C. References
1. The Practice and Theory of Project Management Creating Value Through Change –
NewTon, Richard, Hampshire, Palgrave Pub.
2. Effective Project Management – Clements, James P &Gido Jack – Cengage Learning.
3. Chandra. P.(2009). Projects, (7th Edition). Tata McGraw Hill.
4. Pinto, (2009). Project Management, 1st edition, Pearson Education
5. Projects – Planning, Analysis Selection, Finance, Implementation and review by Dr.
Prasanna Chandra 2.
6. Project Management – Clifford Gray & Larson 3
7. Project Management: A Managerial Approach – Meredith, jack R & Mantel Samuel J
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Simulation =20 marks

CCE 2 : Group Project = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

 Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C
3 2 15 30 L3, L4

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

2 * * *

3 * *

4 * *

5 * *

6TAXN7011: INDIAN TAX SYSTEM

 A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Accounting for Managers
Course Learning Objectives:

CLO1: Demonstrate a solid understanding of Taxation and Tax Planning

CLO2: Develop abilities to apply the concepts

CLO3: Identify various provisions

CLO4: Gain a wider perspective of the importance of timely planning

Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Examine the basics of different tax schemes and central taxation. (L2, L3)

CO2: Analyse the tax assessment procedures. (L4)

CO3: Analyse the calculation of taxable income under different heads. (L4)

CO4: Design tax planning for new business corporate. (L6)

CO5: Evaluate the tax implications on employee remunerations. (L5)
PO: PO1/PO2/PO3 PSO: PSO1/PSO2/PSO3

B. Syllabus
Module :1: Basic Concept Hours: 8

Important Definition, Previous and Assessment Year, Charge of Income Tax, Rates of Tax, Surcharge,
Rebate under Section 87A, Residence Status, Scope of total income.

Module :2: Computation of Income under Salaries and House Property

Hours : 10
Income from Salaries, Components of Salary, Perquisites, Profits in lieu of Salary, Deductions from
Salary, Relief under section 89, Composite Rent, Determination of Annual Value, Deductions from
Annual Value, Computation of Income from House Property.
Module :3: Profits and Gains from Business or Profession
Hours : 10
Income chargeable under Business or Profession, Speculative Business, Computation of Profits
and Gains from Business or Profession, Admissible & Inadmissible Deductions, Expenses or
payments not deductible in certain circumstances, Profits chargeable to tax, Certain deductions to
be made only on Actual Payment.

Module :4: Income from Capital Gains and Other Sources Hours: 9
Short-Term and Long-Term Capital assets, Mode of computations of Capital Gains, Cost of
Acquisitions & Improvement, Exemptions of Capital Gains, Income chargeable under section 56,
Deduction allowable (Section 57), Deduction not allowed (Section 58), Deemed income (Section
59).
Module :5: Tax Assessment Hours: 8
Deductions in respect of certain payments – Section 80C, 80CCC, 80D, Computation of total
income and tax liability, Return of Income, Compulsory filing of return of income, Tax planning,
Tax avoidance, Tax evasion.
C. References
1. Finance Act for the relevant assessment year.
2. CBDT Circulars.
3. Income Tax – V.Mariappa, Himalaya Publishing House, 2022
4. Income Tax – V.K. Singhania, Monica Singhania, 2022

D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Group Project =10 marks

CCE 2 : Problem Solving = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy
A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4
 C
3 2 15 30 L4, L5, L6

F. CO-PO-PSO Mapping
CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

2 * *

3 * *

4 * * * *

5 * * * *

SPECIALIZATION: MARKETING
 6MKTG7051: INTEGRATED MARKETING COMMUNICATION AND BRAND MANAGEMENT
A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Marketing Management
Course Learning Objectives:
CLO1: To provide an understanding of the concepts, techniques and approaches of Integrated
Marketing Communications.
CLO2: To develop skills critical for evaluating and selecting Advertising agencies and
understanding of budgeting methods.
CLO3: To give students analytical skills in providing knowledge in Media planning and media
evaluation.
CLO4: To create awareness in direct marketing and strategies.
CLO5: To understand fundamentals of Brands & Brand Management
CLO6: To comprehend concepts of Customer based Brand Equity, Brand Positioning
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Examine the concepts, theories and applications of Branding. (L2, L3)
CO2: Evaluate the different applications brand management. (L5)
CO3: Develop media planning, Functions and media evaluation. (L4)
CO4: Determine the benefits of direct marketing, PR, Publicity, corporate advertising. (L5)
CO5: Discuss and evaluate the management of brands. (L2, L4)
PO: PO1/PO2/PO3/PO4 PSO: PSO1/PSO2/PSO3/PSO4

B. Syllabus
Module :1: Introduction Hours : 8
Role of IMC in marketing process- IMC Planning model- Marketing and promotion process model-
Communication Process- Steps involved in developing IMC Programme-Effectiveness of
Marketing Communications- Advertising- Purpose, Role, Functions, Types- Advertising vs.
Marketing Mix, Advertising appeals in various stages of PLC, Measurement in Advertising,
Various methods used for evaluation, Pre testing, Post testing.
Module :2: Advertising Agency Hours : 10
Advertising Budgets and Budgeting approaches, Creative Idea Generation and Selection - Brand
Awareness and Brand Preference Tactics – Attention, Creative Strategy: Creative strategy
implementation, Creating an Advertising, Advertising Effectiveness, Creative tactic for print ads
&TV ads.
Types of agencies, Services offered by various agencies- Criteria for selecting agencies-Evaluation
of agencies- Advertising objectives and Budgeting- Goal setting-DAGMAR approach-Various
Budgeting methods used.
Module :3: Media Planning & Direct Marketing Hours : 10
Developing media plan, Problems encountered, Media Evaluation- Print, Broadcast media,
support media in advertising- Media Strategy: Creativity, elements of creative strategies and its
implementation, Importance of headline and body copy.
Direct marketing; Features, Functions, Growth, Advantages/ Disadvantages, Direct marketing
strategies.
Promotion: Meaning, Importance, tools used, Conventional/ unconventional, Drawbacks, Push-
Pull strategies, Co-operative advertising, Integration with advertising and publicity.
Public relations/ Publicity: Meaning, Objectives, Tools of public relations, Public relation
strategies, Goals if publicity, Corporate advertising- Role, Types, Limitations, PR vs. Publicity
Module :4: Brands & Brand Management Hours : 9
Brands –Definition- Brand vs. Products- Branding challenges and opportunities- B2B Branding,
High Tech Branding, The Brand Equity Concept- Steps in Strategic Brand Management process-
Identifying & Establishing Brand positioning- Planning & Implementing Brand Market
programs- Growing & Sustaining Brand.
Module :5: Customer Based Brand Equity Hours : 8
Customer Based Brand Equity, Brand equity as a bridge-Model- Making A strong Brand: Brand
Knowledge- Sources of Brand Equity- Steps in Brand Building-Brand building blocks- Brand
Salience- Brand Performance- Brand Imagery- Brand Judgments-Brand Quality-Brand Credibility-
Brand Consideration-Brand Superiority-Brand Feelings, Creating Customer Value- Customer
Relationship Management, Customer Equity, Relationship of customer Equity to Brand Equity.

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it
will be posted as per the CIE component.

C. References
Text Books:
1. Advertising and Promotions IMC Perspective: Belch and Belch Tata McGraw Hill
2012
2. Integrated Advertising, Promotion and Marketing Communications: Clow, Baack,
Pearson Education
3. Integrated Marketing Communications- Niraj Kumar, HPH
4. Brand Management- Harsh V Verma
5. Strategic Brand Management – Kevin Kellar -Pearson
References:
1. Foundations of advertising, Chynawalla and Sethia, IPH, 2007
2. Advertising Management- Rajeev Batra, John .G Myers and Aaker, PHI, 2007

D. Mode of Assessment
 IAT / CCE & SEE

CCE 1 : Group Project =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L3, L4, L5
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *
 2 * * *

3 * * *

4 * *

5 * * * * *

6MKTG7091 : NEURO MARKETING

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Nil

Course Learning Objectives:

CLO 1 : Introduce the fundamentals of Neuro marketing and Consumer Neuroscience
CLO 2. : Analyze how attention, emotion, memory and goals impact marketing and sales
CLO 3. : Present new insights into consumer decision making and purchase behavior
CLO 4 : Explain how Neuro marketing is being used today in several business areas, including
advertising, branding, product development and design, traditional shopping, and online shopping
CLO 5: Analyze how Neuro marketing changes the ways marketers need to think about persuasion and
influence.

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: explain how "intuitive consumers" differ from "rational consumers" (L2)
CO1: analyze the nonconscious mechanisms that underlie consumer responses (L3)
CO1: describe how brain science illuminates the processes of consumer thinking (L3)
CO1: explain the pros and cons of different neuromarketing methodologies and technologies (L4)
CO1: analyze how neuromarketing measures capture signals from the body and the brain (L3)
CO1: explain how to incorporate neuromarketing into your marketing research program
PO: PO1/PO2/PO4 PSO: PSO1/PSO2

B. Syllabus

Module:1: Introduction to Neuromarketing Hours: 10

 Marketing: Definition- Nature and characteristics – Benefits, Purpose and Functions of NEURO - Core NEURO
Marketing Concepts- Marketing Process- Evolution of Marketing Ideas- Marketing Mix - 7P’s NEURO - 7 C’s
of Marketing Market Planning – SWOT Analysis- Marketing Environment – Meaning and Importance- Micro
Environmental Factors- Macro Environmental Factors- Building Customer Value- Building Customer
Satisfaction- Customer Loyalty- Customer Relationship Groups- Changing Marketing Landscape - Case Study –
Indian Premier League Marketing Strategy

Module 2: Buyer Behaviour Consumer Market Hours: 08

Buyer Behaviour Consumer Market - Model of Consumer Behaviour in NEURO - Factors Influencing Buyer
Behaviour NEURO - Consumer Buying Decision Process- Types of Buying Decision Behaviour- Case Study –
Harley Davidson Buying Strategy- NEURO Segmentation Meaning, Importance and Criteria - Levels of
Segmentation- Segmenting Consumer Markets- Segmenting Business Markets - Case Study – Dilmah Tea
Segmentation Strategy - Targeting – Meaning and Importance- Selecting Target Market- Competition –
Introduction and Competitive Forces- Positioning – Meaning and Importance- Positioning Strategies- Positioning
Map - Porter’s Diamond Model- Analyzing Competitors- Competitive Strategies of Market Leader, Challenger &
Follower.

Module 3:Product Development Hours: 10

Product - Meaning - Levels of Products- Product Types- Product Life Cycle- New Product Development- New
Product Development Process- Branding- Brand Equity- Building Strong Brands- Packaging- Labelling- Case Study
– Bisleri as a product- Price – Meaning, Objectives and Importance- Consumer Psychology and Pricing- Setting the
Price for a product- Pricing Strategies for New Product- Pricing Strategies for Product Mix- Pricing Strategies for
Price Adjustments- Other Pricing Strategies- Case Study – Pricing of Honda and Nirma

Module 4:Distribution Hours: 08

Distribution – Nature and Importance of Marketing Channels- Marketing Channel Levels- Vertical and Horizontal
Marketing Systems- Channel Design Decisions- Channel Management Decisions- Functions of Channels- Channel
Behaviour- Case Study – TCS Courier Services in Pakistan- Promotion – Meaning, Purpose- Process of
Communication- Barriers of Communication- Communication Mix – Advertising- Communication Mix – Sales
Promotion- Communication Mix – Personal Selling- Managing Sales Force- Communication Mix – Direct
Marketing and Public Relations- Steps in developing communication- integrated Marketing Communication (IMC)-
Online Marketing Promotion- Promotion Budget- Socially Responsible Communication- Case Study of Amul &
Eureka Forbes.

Module 5: Sustainable Marketing Hours: 09

Sustainable Marketing Principles – tactics to Improve NEURO Marketing- Green Marketing- E-Marketing-
Artificial Intelligence- Virtual Reality Marketing- Consumerism- Environmentalism- Marketing Ethics- Browser
Push Notifications- Voice Search- Social Media Marketing- Case Study of McDonalds- Case Study of Wal-Mart-
Case Study of Orchid Hotels- Global Marketing- International Marketing Decisions- Global Marketing
Environment- Trade Agreements- Global Market Entry Strategies- Global Market – 4P’s.- Case Study-

C. References
3. Philip Kotler, Kevin Lane Keller. Marketing Management (15th edition), Pearson, (2016)
4. Philip Kotler, Gary Armstrong and Prafulla Agnihotri. Principles of Marketing (17th edition), Pearson,
(2018)
D. Mode of Assessment
 IAT / CCE & SEE
CCE 1 : Case Study Analysis =10 marks
CCE 2 : MCQ = 10 marks
CCE 3 : Presentation = 10 marks
E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A 7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L3, L4, L5
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

2 * *

3 * *
 4 * * * *

6ANLT7091: MARKETING ANALYTICS

A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Marketing Management
Course Learning Objectives:
CLO1: Introduces Marketing Analytics through Data relationship, Data Modeling exercises
CLO2: Enable students to develop a systematic and analytical approach to marketing decision
making.
CLO3: Focusing on how to measure customer preferences
CLO4: How to use those preferences to make the marketing of products and services more efficient
and effective.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Demonstrate how Big Data works. (L3)
CO2: Identify and assess the process of Data Model. (L4)
CO3: Classify Clusters and linking KPIs to Business. (L2, L3)
CO4: Use various Data Elements and Data Relationship to Business KPI. (L4)
CO5: Formulate Unweighted pair Group Method. (L4)
PO: PO1/PO2/PO3 PSO: PSO1/PSO2/PSO3

B. Syllabus
Module :1: Introduction to Bigdata Hours : 8
Emergence of Big data- Big data career path- Analytics in the context of Big data-Analysis Vs
Analytics- Drives of 3Vs- Volume, Velocity, Variety- Why big data matters, How Marketing use Big
data and Analytics- Reasons for using Marketing Analytics.
Module :2: Conceptual Data Modeling Hours : 10
Conceptual Data Modelling in Marketing Analytics– Customer, Product, Order- What does Data
Model look like-Kinds of Data Relationship, How does Marketing Analytic use in Customer
Relationship , Kinds of Marketing Data Relationship- Grouping Data Functionally- Grouping Data
Logically- Reasons and Methods to group the data logically, Logic Model- Inputs, outputs,
outcomes, What is Marketing Data Grouping Practicing exercise by Using Airline Industry, Car
dealer, Restaurant.
Module :3: Clustering & KPI Hours : 10

Clustering- What, Objectives, Application, Types of Clusters- Complete & partial, Overlapping
Cluster, Main Cluster, Application of Clusters in Marketing, Hierarchical Cluster, Exclusive Cluster,
Importance of Cluster, Key Performance Indicators, How are KPIs Built? Linking KPIs to
Businesses, Types of Clustering- Hierarchical, Non Hierarchical Clustering, Dendrogram.
Module :4: Marketing Data Element Hours : 9
Marketing Data Elements- Basics, Relating Data Elements to Business KPIs, Data Elements &
Attributes in Marketing Analytics. Data Elements and Attributes, Marketing Analysis Vs Marketing
Analytics, Data Elements and Attributes, What is meant by Data Relationship, How does it works in
Marketing.

Module :5: UPGMA Hours : 8

UPGMA- Unweighted pair Group Method with Arithmetic Mean- How does UPGMA work?
Distance Metrics Method, Application of UPGMA, Analytics for Customer Segmentation and
Targeting, Market Basket Analysis and RFM (recency, frequency, monetary) Analysis.

C. Text books & References

Text Books:
1. Venkatesan Rajkumar, Farris Paul, Wilcox T. Ronald (2019). Cutting-Edge, Marketing
Analytics; Noida: Pearson Education
References
1. Winston L. Wayne (2018). Marketing Analytics, New Delhi: Wiley India
2. Hemann Chuck, Burbary Ken (2018). Digital
Marketing Analytics:
Making Sense of Consumer Data in a Digital World,
New Delhi: Pearson
Education
Websites
1. Is your marketing strategy based on the right data ?(hbr.org)
2. Implementing marketing Analytics(hbr.org)
3. Data driven marketing
4. Using analytics to align Sales and marketing teams

Journals
1.. Journal of marketing Analytics
2. Applied marketing analytics

D. Mode of Assessment
IAT / CCE & SEE
CCE 1 : Mini Internship Project Internal Viva-voce = 30 Marks
 E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L3, L4
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

2 * *

3 * * *
4 * * * *

5 * * *

SPECIALIZATION: HUMAN RESOURCE MANAGEMENT

 6ANLT7101: HUMAN RESOURCE ANALYTICS
A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Human Resource Management
Course Learning Objectives:
CLO1: Understand the basic concept behind HR analytics.
CLO2: Assess the need for HR analytics in driving business growth.
CLO3: Understand the utility of different types of analytics in the HR domain.
CLO4: Understand different frameworks and types of metrics for HR data.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Develop ability to resourcefully use analytical information to improve the organization and
its people. (L4)
CO2: Ability to track, store, retrieve, analyze and interpret HR data to support decision making.
(L2, L3, L4)
CO3: Use applicable benchmarks/metrics to conduct research and statistical analyses. (L3)
CO4: Employ appropriate software to perform the various managerial functions. (L4)
CO5: Measuring HR analytics and turning data into strategy to help organization to manage
resources effectively. (L5)
PO: PO1/PO2/PO3 PSO: PSO1/PSO2

B. Syllabus
Module :1: HR ANALYTICS IN PERSPECTIVE Hours: 8
Role of Analytics, Defining HR Analytics, HR Analytics: The Third Wave for HR value creation,
Valuing HR Analytics in the organizational system. HRA Frameworks: Current approaches to
measuring HR and reporting value from HR contributions, Strategic HR Metrics versus
Benchmarking, HR Scorecards & Workforce Scorecards and how they are different from HR
Analytics, HR Maturity Framework: From level 1 to level 5, HR Analytics Frameworks: (a) LAMP
framework; (b) HCM:21 Framework and (c) Talentship Framework, 5 overarching components
of an effective Analytics framework.
Module :2: BASICS OF HR ANALYTICS Hours : 10
Basics of HR Analytics, what is Analytics, Evolution, Analytical capabilities, Analytic value chain,
Analytical Model, Typical application of HR analytics. Predictive Analytics - Steps involved in
predictive analytics: Determine key performance indicator, analyze and report data, interpreting
the results and predicting the future. Metrics and Regression analysis and Causation
Module :3: INSIGHT INTO DATA DRIVEN HRA Hours : 8
Typical data sources, Typical questions faced (survey), Typical data issues, Connecting HR
Analytics to business benefit (case studies), Techniques for establishing questions, Building
support and interest, Obtaining data, cleaning data (exercise ), Supplementing data.
Module :4: HR METRICS Hours : 11
Defining metrics, Demographics, data sources and requirements, Types of data, tying data
sets together, Difficulties in obtaining data, ethics of measurement and evaluation. Human
capital analytics continuum.HR Dashboards-Statistical software used for HR analytics: MS-
Excel, IBM-SPSS, IBMAMOS, SAS, and R programming and data visualization tools such
as Tableau, Ploty, Click view and Fusion Charts.
Module :5: HR SCORECARD Hours : 8
Assessing HR Program, engagement and Turnover, Finding money in Analytics, Linking HR Data
to operational performance, HR Data and stock performance. Creating HR Scorecard, develop an
HR measurement system, guidelines for implementing a HR Scorecard.
C. References
1.Moore, McCabe, Duckworth, and Alwan. The Practice of Business Statistics: Using Data for
Decisions, Second Edition, New York: W.H.Freeman, 2008.

·2. PredictiveHR Analytics : Mastering HR metric, Martin R Edwards, kirsten R Edwards, Edition
2 , kogan page publishers.2019

3. Human Capital Analytics: Gene Pease Boyce Byerly, Jac Fitz-enz, Wiley,2013.

4.The HR Scorecard: Linking People, Strategy, and Performance, by Brian E. Becker, Mark A.
Huselid, Mark A Huselid, David Ulrich, 2001.harvard business review press.

5. HR Analytics: understanding theories and applications.Dipak kumar Bhattacharyya ,2017,Sage

publications.,

6.The New HR Analytics: Predicting the Economic Value of Your Company's Human By Jac
FITZ-ENZ, 2010. Google books

D. Mode of Assessment
 IAT / CCE & SEE

CCE 1 : Mini Internship Project Internal Viva-voce = 30 Marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L4, L5, L6
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4
 1 * * *
*

2 * *

3 * * *

4 * *

5 * *

6HRMT7061: INTERNATIONAL HUMAN RESOURCE MANAGEMENT

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Human Resource Management
Course Learning Objectives:
CLO1: To critically analyse the impact of contemporary issues and global imperatives on Human
Resource concepts, policies and practices in multinational organisations.
CLO2: To Gain understanding about the impact of globalisation on HRM.
CLO3: To identify and develop international workforce planning and staffing procedures.
CLO4: To assess and understand the need for Expatriate Training in multinational organisations.
CLO5: To critically evaluate the contemporary issues in IHRM.
Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Compare & contrast the models of HRM and evaluate its applications in contemporary
organizations. (L2, L5)

CO2: Analyse and evaluate the changing environment of HRM in International business. (L4)

CO3: Develop appropriate manpower planning and selection techniques for international
assignment. (L4)

CO4: Prepare an appropriate cross-cultural training programme for expatriates. (L3, L5)

CO5: Design strategies to manage HR in virtual organisations. (L4)

PO: PO1/PO2/PO3 PSO: PSO1/PSO2PSO3

B. Syllabus
Module :1: Introduction to IHRM Hours : 8
Definition, The drivers of internationalisation of business. The different setting of International Human
Resource Management. Development of IHRM. Difference between IHRM and Domestic HRM. Models of
IHRM-Matching model, Harvard Model, Contextual Model, 5P Model European Model. Organisational
dynamics and IHRM: Role of culture in International HRM, Culture and employee management issues/ impact
of Country culture on IHRM, Organizational structures of Multinational Companies

Module :2: Globalisation and HRM Hours : 9

Stages in Internationalization of Business – IHRM Approaches – Cross Cultural Implications – Culture and
Organisation Performance, Changing environment of HRM - Internal and External factors. Internal factors –
Human Resource of Country, changing demands of employers, employee’s organisation. External factors –
Change in Technology, Legal and Government, Customer Social factors, Economic and Political factors and
talent management. Brain Drain/Gain

Module :3: International Workforce Planning and Staffing Hours : 10

International labour market International Recruitment function; head-hunters, cross-national advertising, e-
recruitment; International staffing choice, different approaches to multinational staffing decisions, Types of
international assignments, Selection criteria and techniques, use of selection tests, interviews for
international selection, international staffing issues, Successful expatriation, role of an expatriate, female
expatriation, repatriation, re-entry and career issues. Introduction on International Employment Law Guide

Case studies
Module :4: Training, Performance Appraisal and Compensation in IHRM Hours : 14
Training and Development: Training Strategies, Expatriate Training, Cross Cultural Training,
Trends in Training for Competitive Advantage.
Performance Appraisal: Multinational performance management challenges, Areas to appraised,
System of performance appraisal and problems of performance appraisal in IHRM.
Compensation Management: Complexities in international compensation management, Objectives
of international compensation management, factors that affect international compensation
management, components and structure of international compensation package, approaches to
international compensation management.
Case studies

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it
will be posted as per the CIE component.

Module :5: Contemporary issues in Human Resource Management Hours : 4

Managing HR in virtual organisation. Ethics and challenges in IHRM. Sexual harassment policies and glass
ceiling and POSH act guidelines. HR Analytics and Predictive Insights using AI and ML (Basics)

Case studies
C. References
Text Books:
1. International Human Resource Management - Monir H. Tayeb, Oxford University
Press, 2005.
2. International HRM, K.Aswathappa and SadhnaDesh, Tata McGraw Hill, 2010
3. International Human Resource Management: Policies and Practices By Dennis
Briscoe, Randall Schuler, IbraisTarique, Taylor and Francis, 2012, 4/e
4. International HRM, S.C. Gupta, Mac Millan , 2010
5. International Human Resource Management: Text and Cases By P. L. Rao, Excel
Books, Reprint.
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4
 C Compulsory Case Study not
exceeding 500 words. The Case L3, L4, L5
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * * *

2 * *

3 * * * *

4 * * *

5 * * *

6HRMT7071: TALENT MANAGEMENT

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Human Resource Management
Course Learning Objectives:
CLO1: To develop the concept, theoretical understanding, factors and resources of Talent
Management.
CLO2: To make students focus on the acquisition, and retention of talent in organizations
CLO3: To make students analyze the alignment of the talent management process with business
requirements and to map the compensation strategies to retain the talent.

Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Understand talent management and discuss the process aligned with talent management,
organizational strategy and other HR practices. (L2, L3)
CO2: Develop the process for identifying high potential talent and formulate a database of talent to
serve organizational present and future needs. (L6)
CO3: Discuss and develop management strategies for the unique challenges and opportunities of
TM resulting from globalization. (L4)
CO4: Map and Evaluate compensation and reward strategies for effective talent management in the
challenging scenarios of retaining talent. (L3)
PO: PO1/PO2 PSO: PSO1/PSO2/PSO4

B. Syllabus
Module :1: Introduction to Talent Management Hours : 8
Talent Management – Overview- Talent Management – History- the Scope of Talent Management-
Need of Talent Management-Key Processes of Talent Management-Talent vs knowledge people -
Consequences of Failure in Managing Talent- Tools for Managing Talent, the talent value chain,
Concept and approaches; Framework of talent management; Talent identification, integration, and
retention.
Module :2: Building Blocks for Talent Management and System Hours: 10
Effective Talent Management System, Building Blocks of Effective Talent Management System;
Talent Management System, Critical Success Factors to Create Talent Management System, Factors
of unique talent management approach, Key Elements of Talent Management System, Components
and benefits of Talent Management System, challenges of TMS. Building High Performance Teams
Module :3: Approaches and Talent Planning Hours : 10
Talent Management Approaches, Developing a Talent Management Strategy, Mapping Business
Strategies and Talent Management Strategies, Post-Recession Challenges of Talent Management;
Talent Planning: Objectives of Talent Planning, Steps in Strategic Talent Planning, Succession
Planning Program, Potential identification and development, Building talent, Leadership coaching.
Best Practices in Developing People

Module :4: Role of HR, Compensation and Reward Strategies Hours:9

Role of HR in Talent Management, Modern practices in talent attraction, selection, retention and
engagement, training and development for talent management, performance management,
Conducting performance reviews, Appraising talents. Compensation plan for Talent Engagement:
Principles of Compensation Plans, Defining the Elements of Total Rewards, Integrated Rewards
Philosophy, Designing Integrated Rewards, Sustainable Talent Management and Reward Model.
Valuing Diversity and Inclusion.
Case Studies
Module :5: Return on Talents and Contemporary Issues, Challenges and Best Practices
Hours : 8
Return on Talent (ROT) - ROT measurements - Optimising investment in talent - Integrating compensation
with talent management. Big Data, Predictive Analytics and Talent Management

Optimizing talent- managing performance, leading strategic change. Organizational Issues, Talent Management
Challenges, Best Practices of Talent Management, 360 Degree Feedback and Strengths Finder 2.0

Case studies.
C. References
 1. Shukla, R. (2009). Talent management: process of developing and integrating skilled
workers. New Delhi: Global India Publications.
2. Silzer, R., & Dowell, B. E. (2010). Strategy-driven talent management: a leadership
imperative. San Francisco, CA: Jossey-Bass.
3. Hasan, M., Singh, A. K., & Dhamija, S. (2009). Talent management in India:
challenges and opportunities. New Delhi: Atlantic & Distributors

D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Industry Analysis on Talent Management = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4
 C Compulsory Case Study not
exceeding 500 words. The Case L3, L4, L6
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

2 * * * *

3 * *

4 * * * * *
 SPECIALIZATION: DIGITAL MARKETING

6DMKG7011: SEARCH ENGINE OPTIMIZATION AND SEARCH ENGINE MARKETING

A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Marketing Management
Course Learning Objectives:
CLO1: Illustrate the role of SEO in web and content strategies.
CLO2: Demonstrate to optimize content to achieve a higher web page ranking
CLO3: Determine measuring and monitoring of SEO efforts with tools.
CLO4: Understand the essential factors for optimizing a Website for Search Engines.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Analyze new online tools and resources to help implement successful SEO campaigns. (L4)

CO2: Discuss 'link popularity' and why it is an important part of the optimization process. (L3, L4)

CO3: Apply SEO Best Practices to incorporate on a website. (L3)

CO4: Describe the main search engine optimization techniques for business websites. (L2, L3)

CO5: Appraise & Monitor SEO progress using free tools. (L4)
PO: PO1/PO2 PSO: PSO1/PSO2

B. Syllabus
Module :1: Introduction to Search Engine Optimization (SEO) Hours : 8
Search engines-Introduction-Difference between portal and search engines-How search engines
work-What is SEO-SEO techniques-Difference between White hat, Black hat, and Grey hat SEO-
need for SEO-Things to consider before starting SEO of any website- Ranking-How Google ranks a
website-basic concepts crawlers, robots, and spiders-selecting best search engine-Introduction to
Keyword research-How and why to choose the right keywords-Different types of keywords-
Keyword analysis-Keywords density analysis-Tools for keyword research-Competition analysis-
Localized keywords research- Keyword Density Analyzer Tools-Google Tools -Yahoo / Bing Tools-
Rich Snippet Text Tools- Comparison Tools- Link Popularity- Tools Search Engines -Tools- Site -
Tools Miscellaneous Tools.
Module :2: On Page Optimization Hours : 10
Introduction to On-page optimization-What is Title, Description, and Keywords tags-Difference
between primary, secondary, and tertiary tiles-Length of titles, meta description, and Snippets-H1 to
H6 Tags and their importance-Important keywords in title, meta descriptions, and content-When and
where keywords can be placed-Difference between Internal links and External links-Anchor Text-
Anchor links optimization-Headers optimization-Importance of Alt tags and Image tag-Image tag
optimization-Content Optimization-SEO friendly content-Optimizing SEO content-Page naming /
URL Structure / Permalink-Website structure & navigation menu optimization-Filename
optimization-Page speed optimization tool-Robots.txt-URL Canonicalization/ 404 Implementation-
Difference between HTTP / HTTPS-Different types of Sitemaps and their importance-Google SEO
guidelines -Google sandbox effect-Keyword Proximity, Authority, Prominence, and density -URL
renaming/ rewriting-Duplicate Content / URLs-HTML Validations using W3c-Broken link analysis-
Website architecture-Bread Crumb-Google webmaster tool-Creating effective landing pages-On
page Audit-Yahoo Feed Submission.
Module :3: Off-Page Optimization Hours : 10
Introduction to Off-page optimization-Local marketing of websites on the basis of locations-Social
Media optimization techniques-Introduction of link building and its types-Directory submission-
Blog and article submission-Forum posting-Forum signatures and commenting-Free classifieds-
Classifieds posting-Press release submission-Video submission-Business listing submission-Guest
blog-Local SEO (Local business listing)-Detail knowledge of Link building and backlinks-Social
bookmarking-Photo & Video Sharing-Infographics sharing-Document Sharing-Content Marketing
and its importance-Question and answers-Web 2.0 submission-Importance of backlinks / Link
building-A home page promoting tips and techniques-Strategies to build qualitative and relevant
backlinks-Competitors backlink research and submission-Tracking the links and Pagerank-
Submission to do follow websites-RSS Feed submissions.
Module :4: Webmaster Console & Ethics in SEO Hours : 9
Sign up for a webmaster account-Verifying website under Google Search Console-Introduction on
webmaster-Effect on inner page ranking through inner linking-Understanding queries and Average
keyword position-Search Appearance-How to improve website quality and performance by using
the information in the search console-Google Index-Search Traffic-Google analysis- Tracking and
Reporting -Reports Submission- Securing Rank- Keyword Stuffing-Spam comments-Duplicate
content and cloaking-Unnatural links-Domain and Keyword Cloaking-Intrusive Interstitial Ads-
3rd party “Paid” links-Article spinners-Automated link building-Doorway Page, bots, spam, Link
Baiting-Link and article directories-Duplicate Content and Cloaking-Paid / spam blogging.
Module :5: Search Engine Marketing Hours :8
Google and Google AdWords -AdWords fundamentals -Overview of search ad positions-
Introduction to the Google network - Setting up an AdWords account -Account management-
Campaign strategy-Campaign set-up-Managing campaigns- Introduction to ad group management-
Introduction to keyword targeting- Keyword management & troubleshooting-Keywords and the
display network- Introduction to language and location targeting- Location targeting -Language
targeting Overview of ad formats-Text ad formats-Image ad formats- Video ad formats -Mobile ad
formats -Introduction to ad extensions- Social ad extensions-Ad policy review Overview of
AdWords measurement-Optimization fundamentals-Optimizing keywords-Optimizing ads-
Optimization tools-Conversion tracking basics Budget growth-Bidding for performance-Profitability
and lifetime value Overview of my client center -MCC access controls.
C. References
Text Books:
1. Digital Marketing for Dummies, Ryan Deiss & Russ Henneberry, Publisher: John
Wiley & Sons, Inc.,
2. New Rules of Marketing and PR, David Meerman Scott Latest Edition: 6th Edition
Publication: John Wiley & Sons
3. Digital Marketing for Beginners 2021, CHRISTOPHER CLARKE & ADAM
PREACE, Amazon Kindle
4. Digital Marketing Strategy: An Integrated Approach to Online Marketing, Simon
Kingsnorth, 2nd Edition, Kogan Page
5. The Art of Digital Marketing: The Definitive Guide to Creating Strategic, Targeted,
and Measurable Online Campaigns, Ian Dodson, 2016, Wiley
6. Fundamentals of Digital Marketing (2019), Puneet Bhatia, Second Edition, Pearson
Education
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Mini Internship Project Internal Viva-Voce = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50
 2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L3, L4
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * * * *

2 * * * *

3 * *
 4 * *

5 * * *

6DMKG7021: SOCIAL MEDIA MARKETING

A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Marketing Management
Course Learning Objectives:
CLO1: To introduce the concept of Social Media Marketing.
CLO2: To explain Social Media Channels.
CLO3: To explain Social Media Marketing Tools & Techniques.
CLO4: To Explore and use social media marketing tools for effective marketing.
CLO5: To assess the role of Social Media Marketing in branding, social advertising and B2B marketing.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Describe and Develop social media strategies to solve business problems. (L3, L4)
CO2: Describe different social media channels. (L3)
CO3: Demonstrate effective social media marketing tools & techniques for various types of industries and
businesses. (L3)
CO4: Differentiate the social media marketing from traditional marketing. (L4, L5)
CO5: Create brand image using social media marketing strategies. (L6)
PO: PO1/PO2/PO3/PO4 PSO: PSO1/PSO2/PSO4

B. Syllabus
Module :1: Introduction to Social Media Hours : 8
Introduction to social media, Examples of social media, Uses of social media, How companies use social media,
Impact of social media in search Benefits of social media: Case studies of social media, SEO for social media,
How to get started in social media, Using social media to solve business challenges, Step-by-step guide to build a
successful Social Media Strategy- Measure and Improvement. Step-by-step guide for recovering from an online
brand attack, Social media risks and challenges.

Module :2: Social Media Channels Hours : 10

Introduction, Key terms and concepts, Traditional media vs Social media. Social media channels: Social
networking. Content creation, Bookmarking & aggregating and Location & social media. Tracking social media
campaigns. Social media marketing: Rules of engagement. Advantages and challenges. Understanding Platforms
in Social Media Marketing, Understanding Content in Social Media Marketing, Electronic Word of Mouth (e-
WOM).
Module :3: Social Media Marketing Tools & Techniques Hours : 10
Facebook Marketing- Business through Facebook Marketing, Creating Advertising Campaigns, Identify goals,
Find Influencers, Understand tone (listening), Activation. Facebook Marketing Tools, The 3 Rs – Reporting,
Results & Reallocation, Measuring ROI in Facebook ads. Analytics for Facebook-Meta for Business.
Linkedin Marketing- Introduction and Importance of Linkedin Marketing, Framing Linkedin Strategy, Lead
Generation through Linkedin, Content Strategy, Analytics and Targeting.
Twitter Marketing- Introduction to Twitter Marketing, how twitter Marketing is different than other forms of
digital marketing, framing content strategy, Twitter Advertising Campaigns.
Instagram and Snapchat- Digital Marketing Strategies through Instagram and Snapchat.
Mobile Marketing- Mobile Advertising, Forms of Mobile Marketing, Features, Mobile Campaign
Development.
Online Ads– How online ads work : Interactive ads, Creative ads, Online ad methods, Types of online
advertisements, YouTube: You Tube branding, You Tube Ads.

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it will be posted
as per the CIE component.

Module :4: Social Media and Networking Hours : 9

Social media and Web 2.0- participatory nature- collaboration aspects- development of new social media in the
last decade- Distinctions of Social Communities- Networking & Sharing effects- Distinctions with traditional
marketing.
Module :5: Advertising and Brand Building with SMM Hours : 8
Brand strategies on social media-Best marketing practices for paid and unpaid social media - B2B marketing and
social media.
C. References
Text Books:

1.Mathew Ganis, Avinash Koihrkar ,Social Media Analytics IBM Press 2015 / 1st Ed

2 Jim Sterne , Social Media Metrics, Wiley publication Latest edition.

3 Oliver Blanchard Social Media ROI ,Que Publishing Latest edition

4.Marshall Sponder, Gorah F.Khan Digital Analytics for Marketing Routledge McGraw Hill 2017 / 1stEd

5 Marshall Sponder Social Media Analytics McGraw Hill Latest Ed.

6 .Tracy L. Tuten, Michael R. Solomon Social Media Marketing Sage Publication 2018 / 3rdEd

7 Gohar F. Khan Creating Value WithSocial Media Analytics Create Space Independent

Publishing 2018 / 1stEd

8.Alex Gonsalves Social Media Analytics Strategy Appress 2017 / 1stEd.

D. Mode of Assessment
 IAT / CCE & SEE

CCE 1 : Industry Expert Assessment = 10 marks

CCE 2 : Group Project = 20 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks Revised Bloom's

Section
Questions be attempted Question for the Section Taxonomy

A
7 5 4 20 L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L4, L5, L6
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

CO PO PSO
 1 2 3 4 1 2 3 4

1 * * * * *

2 * * *

3 * * * * * *

4 * *

5 * * * *

6DMKG7031: DIGITAL INNOVATION AND TRANSFORMATION

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Marketing Management
Course Learning Objectives:

CLO1: To understand digital environmental forces.

CLO2: To gain a knowledge of technical channels and its implementation.
CLO3: To explore the role of in digital technology in innovation.
Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Examine the dynamic factors affecting technology environment. (L4)

CO2: Apply the appropriate digital channels. (L3)
CO3: Evaluate the innovative strategies for the business success. (L5)
PO: PO1/PO2/PO3/PO4 PSO: PSO1/ PSO2

B. Syllabus
Module :1: DIGITAL DISRUPTION Hours : 6
Introduction to Digital Disruption, Key drivers of digital disruption, Strategy and the strategic
landscape (PESTLE, SWOT etc), Digital capabilities, Emerging trends in Digital Disruption.
Module :2: DIGITAL PLANNING Hours : 9
Digital Planning: Hierarchy of objectives- -Objective setting for acquisition conversion and
retention-Objectives to support marketing activity, Strategies in digital planning.
Implementation and integration of digital media -Channel performance-Measurement tools and
services involved in Digital planning, different measures into business operations.
Module :3: INNOVATION Hours : 12
Key factors: Inventions, Creativity and innovation-Disruptive and sustaining innovations- Product,
process and platform innovation-Open and closed approaches -Radical and incremental forms -
Market pull Vs. Technology push-Business model innovation-Innovation diffusion-Vision and
styles of leadership-Organisational structures- Creative climate-External focus-Levels of trust and
openness- Challenge and involvement-iForm organisations-Collaborative learning Principles of
Innovation: Recruitment and selection of team- Cross functional and managing teams-Learning
and training-Information sharing-Customer relationship-Online forums-Engagement of suppliers-
Innovation networks-Novel marketing approaches- Utilising digital-Assessing acceptability,
feasibility/suitability.
Module :4: DIGITAL TRANSFORMATION Hours : 9
Introduction to Digital Transformations, Classification of Digital Transformations, How Technology
Changes Business, Digital Trends Past and Future, Path to Digital Transformation.

Module :5: AGILE WORKING FOR DIGITAL TRANSFORMATION Hours : 9

Develop cross functional teams for successful transformation, apply agile working principles for
digital transformation.
C. References
Text Books:
1.Herbert, Lindsay; Digital Transformation: Build your organization’s Future for the Innovation Age,
Bloomsbury Publication, 2017.
2.Venkatraman, V; The Digital Matrix: New rules for business Transformation through technology;
Lifetree Media Ltd, 2017 .
3.Velte, A. T; Velte, T. J; and Elsenpeter, R; Cloud Computing: A Practical Approach, Mcgraw Hill
Education (India) Private Limited, 2017 (23rd reprint).
4.Rogers, David, The Digital Transformation Playbook – Rethink your Business for the Digital Age
(Columbia Business School Publishing), 2016.
5.Westerman, G; Bonnet, D; and McAfee, A; Leading Digital: Turning Technology into Business
Transformation; Harvard Business Review Press, 2014.
6. Srinivasan. J, and Suresh. J, Cloud Computing: A Practical Approach for learning and
implementation, Pearson Publication, 2014.
D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Group Project = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4
 C Compulsory Case Study not
exceeding 500 words. The Case L3, L4
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * * * *

2 * *

3 * *

SPECIALIZATION: SUPPLY CHAIN MANAGEMENT

 6SCMT7041: PROCUREMENT AND CONTRACT MANAGEMENT
A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 700

Prerequisite: (If applicable) Marketing Management

Course Learning Objectives:

CLO1: To develop an understanding of procurement management and its role in the company.

CLO2: To know the intervention of technologies in procurement process.

CLO3: To familiarize with the role of contract manager.

CLO4: To aware with the risks associated with contracts

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Conceptualize the procurement & contracting business environment in order to act as business advisors.

CO2: Analyse the procurement’s role in business strategy and devise plans for future trends.

CO3: Compare make or buy, in-sourcing or outsourcing and propose a strategy which can be recommended for a
business.

CO4: Estimate the risks associated with contracts and identify ways to reduce it.

CO5: Understand the fundamentals of contract administration including planning for successful contract
administration, monitoring contract quality, administering payments, as well as modifications, terminations and
closing out the contracts
PO: PO1/PO2 PSO: PSO1/PSO2

171
 B. Syllabus
Module :1: Procurement Management: An Overview
Hours : 8

Introduction -Purchasing- Procurement Management-Importance- Location of the procurement department

procurement process-perspectives on procurement in business- interdependencies of procurement with other

functions in the organisation- drivers of change and future trends of procurement management- procurement’s role in
business strategy

Module :2: Structures, Processes and Technologies

Hours : 9

Organisational structures for procurement management, factors influencing on the organisation of procurement
department- Traditional purchasing process, procedures and inefficiencies- purchasing technologies: EDI, E-
procurement- e-catalogues, e-auction and reverse auctions. E-sourcing and trends.

Module:3: Capital Equipment, Service Procurement and Outsourcing

Hours :
10
Capital equipment-meaning- capital equipment procurement- services procurement- role of procurement in
services acquisition- processing steps and contracting methods for services procurement- make or buy, in- sourcing
or outsourcing- benefits and problems with outsourcing- role of Procurement function in outsourcing.

Module :4: Contract Management Hours

:10
Contract Management – Introduction - Overview of Activities in Contract Management -Formulation of Contract-
Managing contracts and relationships-Planning and governance for contract management- -Responsibilities of a
contract manager.
AI Based contract management.
Module :5:Contractual Risk & Conflict Resolution Hours : 8

Types of contractual risks - internal, market, economic, legal, ethical and external ,Assessment of contractual risks-
Approaches to conflict resolution – Negotiated settlement, Alternative dispute resolutions, other mechanisms-
Contract Closure and Review

C. References
Text Books:

1. N. Viswanadham and Y. Narahari. Performance Modeling of Automated manufacturing Systems.

Prentice Hall of India,
2. 1998.
3. Sunil Chopra and Peter Meindel. Supply Chain Management: Strategy, Planning, and Operation,
Prentice Hall of India, 2002

4. Benton, W C Jr. (2007) Purchasing and Supply Management, McGraw-Hill/Irwin, New York, USA.

5. Leenders, M R, Johnson, P F, Flynn, A E and Fearon, H E (2006) Purchasing and Supply Management: With
50 Supply Chain Cases, 13th edition, McGraw-Hill/Irwin, USA.
 6. Lysons, K and Farrington, B (2006) Purchasing and Supply Chain Management, Pearson Education
Limited, England.

7. The Sun, Thursday April 23, 2009 p. 1, member of audit bureau of circulations (Malaysia) www.sun2surf.com
8. Wisner, J D, Leong, G K and Tan, K C (2005) Principles of Supply Chain Management: A Balanced
Approach, South-Western, Thomson, USA.

D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Industry Analysis = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 CCE Total Marks

IATs
Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled

down to 50 Marks)

No of No of Questions Marks / Total Marks Revised

Section
Questi to be Questio for the Bloom's
ons attempted n Section Taxonomy

A 6 5 4 20 L2, L3

B 7 5 10 50 L3, L4

C
3 2 15 30 L3, L4,L5
F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
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 6SCMT7051: SUPPLIER RELATIONSHIP MANAGEMENT
A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 700

Prerequisite: (If applicable) Marketing Management

Course Learning Objectives:

CLO1: To understand the practices of dynamics of supply chain relationship

CLO2: Enhance the capability of students to design and manage a portfolio of supplier relationships.

CLO3: To build knowledge about the professional opportunities in supply relationship management.

CLO4: To design and deploy an appropriate Organisational design and define roles in supplier relationship
management.
Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Analyze various approaches to supplier development

CO2: Understand the various techniques for suppliers’ relationship management and relationship improvement.

CO3: Examine the processes and procedures for working with stakeholders.

CO4: Identify the competitive forces that impact on relationships in supply chains
CO5: Distinguish between supplier performance management and supplier development and design appropriate
interventions in each case

PO: PO1/PO2 PSO: PSO1/PSO2

B. Syllabus
Module :1: Dynamics of relationships in supply chains Hours:10

Introduction to supplier relationship management, Types of relationships in supply chain- Relationship spectrum-
Relationship life cycle-Classification of competitive forces on relationships- Impact of Social, Technological, Economic,
Environmental, Political, Legislative and Ethical (STEEPLE) factors on supply chains

Module :2:Supplier Relationship Management Hours : 10

Supplier Relationship Management- Components of SRM - Organizational structure, Governance, Joint activities, Value
measurement, Systematic collaboration, Technology and systems- Supplier relationship management process-
Challenges.
Intelligent supplier relationship management system(AI)
Module:3: Building and Deploying SRM Hours : 9
Supplier-identification, assessment, selection and Benchmarking-Stakeholder Management-Communications
management - Techniques for supplier relationship management-Working with suppliers as a source of value
creation and innovation - Approaches to supplier development.

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it will be posted as per the CIE
component.

Module 4: Supplier Performance Measurement Hours : 8

Introducing SPM, Need for SPM ,Common performance measurement approaches, building a supplier performance
measurement system, Acting upon measurement, Supplier improvement and development
Module:5: SRM and Contract Management Hours : 8

Introducing strategic collaborative relationships, Building strategic collaborative relationships, The ‘5A’ SCR process,
International standards for SCRs – ISO44001/BS11000, Innovation from suppliers, ‘Let’s go get innovation from those
suppliers!’, Networking: a key enabler for innovation
C. References
Text Books:

1. Shaw, “G-P Forges Strong Customer Bonds Using Supply Chain Expertise, Innovative Marketing,” Pulp
& Paper, October 77:10 (2003), 26-30.
2. N. Viswanadham and Y. Narahari. Performance Modeling of Automated manufacturing Systems.
Prentice Hall of India, 1998.
3. Sunil Chopra and Peter Meindel. Supply Chain Management: Strategy, Planning, and Operation,
Prentice Hall of India, 2002.
4. Jeremy F. Shapiro. Modeling the Supply Chain. Duxbury Thomson Learning, 2001.
5. David Simchi Levi, Philip kaminsky, and Edith Simchi Levi. Designing and Managing the Supply Chain:
Concepts, Strategies, and Case Studies. Irwin McGrawHill, 2000.

D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

 Components Average of 2 CCE Total Marks
IATs
Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled

down to 50 Marks)

No of No of Questions Marks / Total Marks Revised

Section
Questi to be Questio for the Bloom's
ons attempted n Section Taxonomy

A 6 5 4 20 L2,L3

B 7 5 10 50 L3,L4

C 3 2 15 30 L3,L4,L5

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

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5 * *
Specialization: Business Analytics
 6ANLT7051: APPLICATION OF R-TOOL
A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Information System and Business Analytics
Course Learning Objectives:
CLO1: Master the R programming and understand how various statements are executed in R.
CLO2: Gain an in-depth understanding of the data structure used in R and learn to import/export data
in R.
CLO3: Understand the usage of various R library packages.
CLO4: Gaining the basic understanding of various statistical concepts.
CLO5: An introduction to the resources for continuing to develop the R skill set.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Develop relevant programming abilities. (L3)
CO2: learn to apply R programming for Text processing. (L4)
CO3: Import, review, manipulate and summarize data sets in R. (L4)
CO4: Explore data sets to create testable hypotheses and identify appropriate statistical tests. (L2)
CO5: Perform appropriate statistical tests using R, Create and edit visualizations with R (L3)
PO: PO1/PO2/PO3 PSO: PSO1/PSO2

B. Syllabus
Module :1: Introduction Hours : 8
Introducing to R – R Data Structures – Help functions in R – Vectors – Scalars – Declarations –
recycling – Common Vector operations – Using all and any – Vectorized operations – NA and NULL
values – Filtering – Vectorised if-then else – Vector Equality – Vector Element names.
Module :2: Matrices, Arrays and Lists Hours : 10
Creating matrices – Matrix operations – Applying Functions to Matrix Rows and Columns – Adding
and deleting rows and columns – Vector/Matrix Distinction – Avoiding Dimension Reduction –
Higher Dimensional arrays – lists – Creating lists – General list operations – Accessing list
components and values – applying functions to lists – recursive lists.
Module :3: Data Frames Hours : 10
Creating Data Frames – Matrix-like operations in frames – Merging Data Frames – Applying
functions to Data frames – Factors and Tables – factors and levels – Common functions used with
factors – Working with tables - Other factors and table related functions - Control statements –
Arithmetic and Boolean operators and values – Default values for arguments - Returning Boolean
values – functions are objects – Environment and Scope issues – Writing Upstairs - Recursion –
Replacement functions – Tools for composing function code – Math and Simulations in R.
Module :4: OOP Hours : 9
S3 Classes – S4 Classes – Managing your objects – Input/Output – accessing keyboard and monitor
– reading and writing files – accessing the internet – String Manipulation – Graphics – Creating
Graphs – Customizing Graphs – Saving graphs to files – Creating three-dimensional plots
Module :5: Interfacing Hours : 8
Interfacing R to other languages – Parallel R – Basic Statistics – Linear Model – Generalized Linear
models – Non-linear models – Time Series and Auto-correlation – Clustering.
 C. References
Text Books:

1) Norman Matloff , “The Art of R Programming: A Tour of Statistical Software Design”, No Starch Press, 2011.
2) Jared P. Lander, “R for Everyone: Advanced Analytics and Graphics”, Addison-Wesley Data and Analytics
Series, 2013.
3) Trevor Hastie, Robert Tibshirani and Jerome Friedman. Elements of Statistical Learning, Second Edition.
ISBN 0387952845. 2009. (free online)

D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Individual Project Internal Viva-voce = 20 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50

Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4
 C Compulsory Case Study not
exceeding 500 words. The Case L3, L4
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * * *

2 * *

3 * *

4 * * * *

5 * * *

6ANLT7061: SOCIAL MEDIA ANALYTICS

A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1
Contact Hours / Week: 4 Total Contact Hours: 45 Level: 700
Prerequisite: (If applicable) Information System and Business Analytics
Course Learning Objectives:
CLO1: Identify and select key performance indicators to accurately measure the success of social
media efforts
CLO2: Analyze social media data using native analytics and social media measurement tools;
CLO3: Develop social media measurement plans and analytics reports, and communicate findings
and recommendations effectively
CLO4: Examine the ethical and legal implications of leveraging social media data
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Understand to the basic concepts of social network analysis.Use different methods for
collecting, analyzing, and exploring social media data. (L2, L3)
CO2: Collaborative with peers to apply these methods to a variety of social media. (L3)
CO3: Understand the link between qualitative and quantitative methods of social network analysis
(L2)
CO4: Analyze the various impact of these social technologies on society impact society. (L4)
CO5: Analyze the various impact of these social technology. (L4)
PO: PO1/PO2/PO4 PSO: PSO1/PSO2/PSO3
 B. Syllabus
Module :1:Introduction to Social Media Analytics (SMA) Hours : 8
Social media landscape, Need for SMA; SMA in Small organizations; SMA in large organizations;
Application of SMA in different areas
Network fundamentals and models- The social networks perspective - nodes, ties and influencers,
Social network and web data and methods. Graphs and Matrices- Basic measures for individuals
and networks. Information visualization.
Module :2: Making connections & Web Analytics Tools & Techniques Hours : 10
Link analysis. Random graphs and network evolution.Social contexts: Affiliation and identity.
Web analytics tools and techniques- Click stream analysis, A/B testing, online surveys, Use of
Google Analytics; Web crawling and Indexing; Natural Language Processing Techniques for
Micro-text Analysis.
Module :3: Facebook Analytics Hours : 10
Introduction, parameters, demographics. Analyzing page audience. Reach and Engagement
analysis. Post performance on FB, Use of Facebook Business Manager; Social campaigns.
Measuring and Analyzing social campaigns, defining goals and evaluating outcomes,
Network Analysis. (LinkedIn, Instagram, YouTube Twitter)

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it
will be posted as per the CIE component.

Module :4: Visualizing Data Hours : 9

Processing and Visualizing Data, Influence Maximization, Link Prediction, Collective
Classification. Applications in Advertising and Game Analytics (Use of tools like Unity30 /
PyCharm).
Module :5: Introduction to Python Programming Hours : 8
Introduction to Python Programming, Collecting and analyzing social media data; visualization and
exploration.. Social media Campaign Analytics
C. References
Text Books:
1. Mathew Ganis, Avinash Koihrkar ,Social Media Analytics IBM Press 2015 / 1st

2 Jim Sterne , Social Media Metrics, Wiley publication Latest edition

3 Oliver Blanchard Social Media ROI Que Publishing Latest

4.Marshall Sponder, Gorah F.Khan Digital Analytics for Marketing Routledge 2017 / 1st

5 Marshall Sponder Social Media Analytics McGraw Hill Latest

6 .Tracy L. Tuten, Michael R. Solomon Social Media Marketing Sage 2018 / 3rd

7 Gohar F. Khan Creating Value WithSocial Media Analytics Create Space Independent

Publishing 2018 / 1st

8 Alex Gonsalves Social Media Analytics Strategy Appress 2017 / 1st

D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Mini Project-Facebook Campaign & analysis = 20 marks

CCE 2 : Industry Expert Assessment = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50

Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3
 B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L3, L4
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *

2 * *

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5 * *
 6ANLT7071: MACHINE LEARNING AND AI

A. Course Framework
Credits: L-T-P-C: 2-0-2-3 Syllabus Version: 1

Contact Hours / Week: 4 Total Contact Hours: 45 Level: 700

Prerequisite: (If applicable)

Information Systems, Statistics
Course Learning Objectives:

CLO1: To trace the evolution and development of Artificial Intelligence

CLO2: To help the students spot the different intelligent agents operating in technology
CLO3: To explain the fundamental concepts of Machine Learning to the students
CLO4: To make the students appreciate the revolutionary changes being brought about by Artificial
Intelligence and Machine Learning in the business.
Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Outline the evolutionary journey of Artificial Intelligence as a functional discipline. (L2, L3)
CO2: Identify the different intelligent agents at play in the technology field. (L3)
CO3: Identify the role of Machine Learning as an applied science. (L3)
CO4: Assess how Artificial Intelligence and Machine Learning are reshaping Industries. (L4)

PO: PO1/PO2 PSO: PSO1/PSO2

B. Syllabus
Module :1: Introduction to Machine Learning Hours : 9
Overview of Machine Learning, Concept, Need,, Types of Machine Learning Supervised learning,
Linear Regression, Multiple Variable Linear Regression, Logistic Regression , Naive Bayes
Classifiers, k-NN Classification, Support Vector Machines Ensemble Techniques, Decision Trees,
Bagging , Random Forests, Boosting.
Module :2: Unsupervised Learning Hours : 9
K-means Clustering, Hierarchical Clustering, Dimension Reduction-PCA; Featurisation, Model
Selection & Tuning, Feature engineering, Model selection and tuning; Model performance
measures, Regularising Linear models, ML pipeline, Bootstrap sampling, Grid search CV,
Randomized search CV, K fold cross-validation.
Module :3: Introduction to Artificial Intelligence Hours : 9
Artificial Intelligence – Definition, History, Evolution and Application of Artificial Intelligence
Types of AI-Logic Based, Knowledge Based AI, Contemporary AI .
 Module :4: Neural Networks and Deep Learning, Computer Vision Hours : 9

Introduction to Neural Networks and Deep Learning, Introduction to Perceptron & Neural Networks,
Activation and Loss function, Gradient Descent, Batch Normalization, TensorFlow & Keras for
Neural Networks, Hyper Parameter Tuning

Introduction to Convolutional Neural Networks, Introduction to Images, Convolution, Pooling,

Padding & its Mechanisms, Forward Propagation & Back propagation for CNNs, CNN
architectures like AlexNet, VGGNet, InceptionNet & ResNet, Transfer Learning, Object Detection,
YOLO, R-CNN, SSD, Semantic Segmentation, U-Net, Face Recognition using Siamese Networks,
Instance Segmentation.

Module :5: Natural Language Processing Hours : 9

Introduction to NLP, Stop Words, Tokenization, Stemming and Lemmatization, Bag of Words
Model, Word Vectorizer, TF-IDF, POS Tagging, Named Entity Recognition, Introduction to
Sequential data, RNNs and its Mechanisms, Vanishing & Exploding gradients in RNNs , LSTMs -
Long short-term memory , GRUs - Gated Recurrent Unit , LSTMs Applications , Time Series
Analysis, LSTMs with Attention Mechanism, Neural Machine Translation, Advanced Language
Models: Transformers, BERT, XLNet

C. References

Text Books:

1. Artificial Intelligence: A Modern Approach (2nd edition) by Stuart J. Russell, Peter

Norvig, Prentice Hall, (2010)

2. Artificial Intelligence and Machine Learning for Business: A No Nonsense Guide to

Data Driven Technologies, Steven Finlay, Relativistic, (2017).

3. Artificial Intelligence : A Modern Approach – Stuart Russel and Peter Norvig

References

1. https://www.tutorialspoint.com/machine_learning/index.htm

2. https://www.tutorialspoint.com/artificial_intelligence/index.htm

D. D. Mode of Assessment

IAT / CCE & SEE

C CCE 1 : Mini Internship Project Internal Viva-voce = 30 Marks

E. D. Scheme of Evaluation
 1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50

Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L3, L4
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

E. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
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FOURTH SEMESTER SYLLABUS
 6MGMT5061: LEGAL ENVIRONMENT OF BUSINESS
A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 2
Contact Hours / Week: 3 Total Contact Hours: 45 Level: 500
Prerequisite: (If applicable)
Course Learning Objectives:
CLO1: To demonstrate the relationship between law and economic activity by developing in the
student an awareness of legal principles involved in economic relationships and business
transactions.
CLO2: To develop in the student, habits of analytical thinking and logical reasoning as a technique
for decision-making in contractual agreements and different types of sale.
CLO3: To know the foreign exchange transaction between India and other countries and its impact
in the economy, and to have control over the impact.
CLO4: To understand the importance of competition and the laws to regulate unhealthy competition
in the business organisation.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Administer the basic principles of law that apply to business and business transactions (L2,
L3)
CO2: Identify the important legal aspects of business activities and its application for smooth
administration of business. (L3)
CO3: Connect and appreciate the significant role played by the judiciary in the protection of
individual liberty and private property. (L4)
CO4: Illustrate the legal and fiscal structure of different forms of business organisations and their
responsibilities as an employer. (L4)
CO5: Argue effectively using standard business and legal terminology. (L5)
PO: PO1/PO2 PSO: PSO1/PSO2

B. Syllabus
Module :1: Indian Contract Act 1872 Hours : 6
Indian Contract Act 1872: Definition- Kinds of agreements, Essential elements of valid contract,
Types of Contract, Various modes of discharge of a contract, Remedies for Breach of Contract,
Kinds of damages.
Module :2:Consumer Protection Act, 2019 Hours : 6
Consumer Protection Act, 2019: Definitions, Comparison-COPRA 1986 and COPRA 2019,
Consumer Rights – Procedure to file consumer complaints, Consumer Grievance Redressal Agencies
– District Forum, State Commission and National Commission- CCPA: Functions.
Module :3: Competition Act, 2002 Hours : 6
Competition Act, 2002: MRTP Act vs. Competition Act, 1969; Salient Features, Definitions, anti-
competitive agreements, Prohibition of Abuse of Dominant Position; Regulations on Combinations
- Competition Commission of India: establishment, duties, powers and functions.
Module :4: Negotiable Instruments Act, 1881 Hours : 6

Negotiable Instruments Act 1881– Features of negotiable instrument – Types of negotiable

instruments- Promissory note – Bill of exchange- Cheque – Features of Cheque –Kinds of Cheque–
Modes of Dishonor of Cheque - Crossing of Cheque – Endorsement – Types of Endorsements.
Module :5: Companies Act, 2013 Hours : 6
Company: Definition – Features - kinds of companies- Difference between Private and Public
Company- Steps in the formation of joint stock company; Memorandum of Association- Articles of
Association – Prospectus – Share capital – Types of share capital – Key Managerial Personnel –
Corporate Social Responsibilities – Corporate meetings- Requisites of a valid meeting – Quorum –
Resolutions.
C. References
Text Books:
1. Legal Aspects of Business 3rd Edition, Ravinder Kumar, Cengage Learning
2. Elements of Mercantile Law by N.D. Kapoor, Sultan Chand and Sons
3. Business Regulations, K C Garg, Mukesh Sharma, Kalyani Publications
4. Legal Aspects of Business by Akhileshwar Pathak, Tata McGraw Hill
5. Business Law by Tejpal Sheth, PEARSON
6. Business Law by D. Chandra Bose, PHI Learning Private Limited
7. Business Law (6th Edition) by MC Kuchhal and Vivek Kuchhal, Vikas.
8. Mercantile Law (8th Edition) by MC Kuchhal and Vivek Kuchhal, Vikas
9. Mercantile Law (3rd Edition) by S.S. Gulshan, Excel Books
10. Business and Corporate Laws by G. Prasad, Jai Bharat Publications
11. Company Law (12th Edition) by Ashok K Bagrial, Vikas Publishing House Pvt.Ltd.
12. Banking Law and Operations by Gorden and Natarjan, Kalyani Publications
 D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Group Project = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation
1. Continuous Internal Evaluation (CIE): 25 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 10 15 25

2. Semester End Examination (SEE) Scheme: 50 Marks (Scaled down to 25

Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A 5 4 3 12
L2, L3

B 5 3 6 18
L3, L4

C 3 2 10 20
L4, L5

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
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1 * *

2 * * *
 3 * *

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5 * *

6MGMT5071: LEADERSHIP AND CAPACITY BUILDING

A. Course Framework
Credits: L-T-P-C: 2-0-0-2 Syllabus Version: 1
Contact Hours / Week: 2 Total Contact Hours: 30 Level: 500
Prerequisite: (If applicable)
Course Learning Objectives:
CLO1: To develop critical thinking skills.
CLO2: To develop knowledge of diverse cultures, cross-cultural communication,
CLO3: To understand how ethics, morals, and values relate to their leadership dilemmas.
CLO4: To integrate their lived experiences into their leadership development process.
Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Apply the theory of leadership in appropriate situations. (L3)
CO2: Demonstrate the effective communication practices. (L2)
CO3: Develop the concept of ethical leadership & the leadership dilemmas. (L5)
CO4: Evaluate the contemporary issues with leadership. (L4)
PO: PO1/PO2/PO3/PO4 PSO: PSO1/PSO2/PSO3/PSO4

B. Syllabus
Module :1: Introduction to Leadership Hours : 8
Leadership, meaning, importance, types of leadership, leadership styles, and leadership
theories.Models of leadership: 1) Expectancy and the Path-goal theory of leadership. 2) Situational
Leadership Theory. 3) Contingency theories of leadership. 4) Exchange theories of leadership. 5)
Transformational Leadership Theory.
Module :2: Communication in Teams Hours : 7
The communication process model; Media richness and the impact of virtual communications
business.; The role of emotional intelligence in communication; Non-verbal communication – Why
what you don’t say says so much.Cross cultural and cross gender communications. 2) Information
overload – A decidedly 21st century challenge. 3) Active listening – Why better listening makes
you a better communicator. 4) Talking like a leader
Module :3: Power Hours : 7
Basis of Power, the process of Empowerment, elements of employee empowerment.
Organization structure, authority, and Delegation.
Module :4: Ethical Leadership Hours : 8
Difference between legal & ethical leadership in organisation;Where do laws and ethics come
from in modern society? Common law versus legislative law- What’s the difference and how
does that impact the global organization. Ethical models – Kantian, Humanitarian, Utilitarian,
Rights views, and Habermasian views on ethics. Is it part of the leader’s job to imprint their
ethical view on an organization? Is that ethical?, Contemporary Issues with Leadership.
C. References
Text Books:
1. Fred Luthans, Organizational Behaviour, International Eighth edition, Irwin McGraw
Hill.
2. Robbins, S.P. Organizational Behaviour, concepts, controversies and applications, 6th
edition,
3. N.J. Prentice Hall. Schultz, D.P. and Schultz, S.E.. Psychology and Industry today, An
introduction to industrial and organizational psychology, 5th edition, NY. McMillon.

D. Mode of Assessment
IAT / CCE & SEE
E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 25 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 10 15 25

2. Semester End Examination (SEE) Scheme: 50 Marks (Scaled down to 25

Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy
 A 5 4 3 12
L2, L3

B 5 3 6 18
L3, L4

C 3 2 10 20
L4, L5

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * * *

2 * * *

3 * * * *

4 * * *

6OPSM5031: TOTAL QUALITY MANAGEMENT

A. Course Framework

Credits: L-T-P-C: 2-0-0-2 Syllabus Version: 1

Contact Hours / Week: 2 Total Contact Hours: 30 Level: 500

Prerequisite: (If applicable)

Principles of Management, Operation Research

Course Learning Objectives:

CLO1: Gain the fundamental principles of Total Quality Management

CLO2: Learn how fundamental disciplines of business are intrinsically linked with the concepts of
quality and service excellence

CLO3: Understand the philosophy proposed by Quality Gurus and their relevance

CLO4: Comprehend various tools and doctrines that can be used for assessing product/service
quality

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Enumerate and justify the dimensions of product quality or service quality. (L4)

CO2: Choose appropriate statistical techniques for improving processes. (L5)

CO3: Given the phase of manufacturing (design/ manufacturing/ assembly/ finished product/
service), identify potential failure modes and use the steps of FMEA procedure. (L4)

CO4: Identify requirements of quality improvement programs. (L4)

CO5: Develop research skills that will allow them to keep abreast of changes in the field of Total
Quality Management. (L3, L4)

PO: PO1/PO2/PO3 PSO: PSO1/PSO2/PSO3/PO4

B. Syllabus

Module :1: Introduction to Quality Management Hours : 6

Definitions – Concept of TQM, TQM framework, benefits, awareness and obstacles. Quality –
Vision, Mission and Policy statements. Customer Focus – Customer perception of quality,
Translating Needs into Requirements, Customer Retention. Dimensions of Product and Service
quality. Cost of Quality. Statistical Concepts in Quality Control; Acceptance Plans; Computers in
Quality Control;

Module:2: Principles and Philosophies of Quality Management Hours : 6

Overview of the contributions of Deming, Juran, Crosby, Masaaki Imai, Feigenbaum, Ishikawa,
Taguchi techniques – Introduction, Loss Function, Parameter and Tolerance Design, Signal to
Noise Ratio. Concepts of Quality Circles, Japanese 5S principles and 8D methodology. Just-In-
Time Management;

Module: 3: Statistical Process Control and Process Capability Hours: 6

Meaning and significance of Statistical Process Control (SPC) – construction of Control Charts
for variables and attributed.

Process Capability – meaning, significance and measurement – Six Sigma – DMAIC Methodology,
Lean Management; Concepts of Process Capability.

Reliability concepts – Definitions, Reliability in Series and Parallel, Product Life Characteristics
curve .Total Productive Maintenance (TMP) – relevance to TQM, Terotechnology. Business
process Re-engineering (BPR) – principles, Applications, Reengineering process, Benefits and
Limitations.

Module :4: Tools and Techniques for Quality Management Hours: 6

Quality Functions Development (QFD) – Benefits, Voice of customer, information organization,

House of quality (HOQ), building a HOQ, QFD process. Failure Mode Effect Analysis (FMEA) –
requirements of reliability, Failure Rate, FMEA stages, design, process and documentation. Seven
Old (statistical) Tools. Seven new Management Tools. Bench marking and POKA YOKE.

Module :5: Quality Systems Organizing and Implementation Hours : 6

Productivity and Quality Management: Productivity; The Strategic Role of Quality; Role of
Inspection in Quality Control.

Introduction to IS/ISO 9004:2000 – Quality Management Systems – Guidelines for performance

improvements. Quality Audits. TQM culture, Leadership – Quality Council, Employee
Involvement, Motivation, Empowerment, Recognition and Reward- Introduction to Software
Quality.

C. References

Text Books:

1. Dale H.Besterfield et al, Total Quality Management, Third edition, Pearson Education (First
Indian Reprints 2004).

2. Shridhara Bhat K, Total Quality Management – Text and Cases, Himalaya Publishing House,
First Edition

D. Mode of Assessment
 IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Group Project Internal Viva-voce= 20 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 25 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 10 15 25

2. Semester End Examination (SEE) Scheme: 50 Marks (Scaled down to 25 Marks)

Revised
No of No of Questions to Marks / Total Marks
Section Bloom's
Questions be attempted Question for the Section
Taxonomy

A 5 4 3 12
L2, L3

B 5 3 6 18
L3, L4

C 3 2 10 20
L4, L5

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * *
 2 * *

3 * * * *

4 * *

5 * * *

GENERAL MANAGEMENT

6OPSM6051: MANAGEMENT CONTROL SYSTEMS

A. Course Framework
Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600

Prerequisite: (If applicable)

Principles of Management, Operation Research,
Marketing/Finance/HR/ Operations Management
Course Learning Objectives:

CLO1: Understand the basic components of Management Control Systems design;

CLO2: Appreciate the ways in which management control systems must fit within a given context.
Additionally, the ways in which management controls must evolve and change;
CLO3: Gain the concept of responsibility structure within an organization
CLO4: Learn the formulation and administration of budgets and zero-based budgeting
CLO5: Understand the Balanced Scorecard Framework

Course Outcomes: On successful completion of the course, Students will be able to,
CO1: Identify the different objectives of management control and analyse the contextual factors
influencing management control. (L4)
CO2: Explain the usage of Sales Control, Distribution, Marketing, Finance, Production and Strategic
Control. (L3)
CO3: Recognize the format to be followed for preparation of internal performance reports and the
corporate annual report. (L4)
CO4: Identify the different ways of regulating ethical conduct. (L4)
CO5: Explain the concepts of financial statement audit, internal audit, fraud auditing, forensic
auditing, management audit, social audit, and environmental audit. (L2)
PO: PO1/PO2/PO4 PSO: PSO1/PSO2/PSO3/PO4

B. Syllabus
Module :1: Introduction to Management Control Systems Hours : 6

Basic Concepts, The Nature of Management Control; Boundaries of Management Control -

Management Control, Framework for Strategy Implementation, Strategy Formulation

Module :2: The Management Control Environment Hours:10

Basic Concepts, The Nature of Management Control;

Boundaries of Management Control - Management Control, Framework for Strategy
Implementation, Strategy Formulation;
Understanding Strategies - Goals, Concept of Strategy, Corporate Level Strategy and Business Unit
Strategy; Behaviour in Organizations - Goal Congruence;
Informal factors influencing Goal Congruence - (i) External Factors (ii) Internal Factors - Culture,
Management Style, The Informal Organization, Perception and Communication;
The Formal Control System - (i) Rules - Physical Controls, Manuals, System Safeguards, Task
Control System (ii) Formal Control Process;
Types of Organisations - Functional Organization, Business Units, Implications for System Design;
Functions of the Controller - Relation to Line Organization, The Business Unit Controller

Module :3: Responsibility Centres: Revenue and Expense Centres Hours: 15

Responsibility Centres - Nature of Responsibility Centres, Relationship between Inputs and Outputs,
Measuring Inputs and Outputs, Efficiency and Effectiveness, Types of Responsibility Centres;

Revenue Centres;

Expense Centres - Engineered Expense Centres, Discretionary Expense centres, General Control
Characteristics - Budget Preparation, Incremental Budgeting, Zero-base Review, Cost Variability,
Type of Financial Control, Measurement of Performance

Administrative and Support Centres - Control Problems (i) Difficulty in measuring output (ii) Lack
of Goal Congruence, Budget Preparation;

Research and Development Centres - Control Problems (i) Difficulty in relating Results to Inputs (ii)
Lack of Goal Congruence, The R&D Continuum, R&D Program, Annual Budgets, Measurement of
Performance

Marketing Centres - Logistic Activities, Marketing Activities;

Profit Centres - General Considerations - Prevalence of Profit Centres, Advantages of Profit Centres,
Difficulties with Profit Centres;

Business Units as Profit Centres - Constraints on Business Unit Activity - Constraints from Other
Business Units;

Other Profit Centres - Functional Units - Marketing, Manufacturing, Service and Support Units,
Other Organizations;

Measuring Profitability - Types of Profitability Measures - (i) Contribution Margins (ii) Direct Profit
(iii) Controllable Profit (iv) Income before Taxes (v) Net Income - Revenues, Management
Considerations

Transfer Pricing - Transfer Pricing Methods - Fundamental Principle, The ideal situation, Constraints
on Sourcing, Cost based Transfer Prices - The Cost basis, The Profit Mark-up, Upstream Fixed Costs
and Profits - Profit Sharing, Two sets of Prices

Pricing Corporate Services - Control over Amount of Service, Optional Use of Services, Simplicity of
Price Mechanism;

Administration of Transfer Prices - Negotiation, Arbitration and Conflict Resolution;

Measuring and Controlling Assets Employed - Structure of the Analysis, Measuring Assets
Employed , EVA Vs ROI;

Module :4: The Management Control Process Hours : 10

Strategic Planning: Nature of Strategic Planning, Analysing proposed and on-going programs,
Strategic Planning Process; Budget Preparations: Nature of Budget, Budget preparation process;
Analysing Financial performance reports: Calculating Variance, Variance in practice and its
limitations; Performance measurement systems, Interactive Control; Management Compensation :
Characteristics of incentive compensation plans, Agency Theory.

Module :5: Variations in Management Control Hours : 4

Control for differentiated Strategies : Corporate Strategy, Business Unit Strategy; Control in Service
Organization; Control in Multinational Organization
C. References

Text Books:
1. Management Control Systems 12th Edition– Robert N Anthony and Vijay
Govindarajan

D. Mode of Assessment
IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Group Project Internal Viva -voce= 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50

Marks)
 No of No of Questions to Marks / Total Marks Revised Bloom's
Section
Questions be attempted Question for the Section Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L3, L4
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping

CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * * *

2 * *

3 * * *

4 * * *

5 * * * *
 6OPSM6061: TECHNOLOGY MANAGEMENT

A. Course Framework

Credits: L-T-P-C: 3-0-0-3 Syllabus Version: 1

Contact Hours / Week: 3 Total Contact Hours: 45 Level: 600

Prerequisite: (If applicable)

Principles of Management, Operation Research,
Marketing/Finance/HR/ Operations Management

Course Learning Objectives:

CLO1:To understand the fundamentals of Technology Management.

CLO2: To assess the technological metrics and audit it.

CLO3: To display the necessary skills in planning technological innovations and absorbing it and
diffusing it into the system.

CLO4: To have a necessary skill in Managing Technological Projects and Implement it.

CLO5:To understand the technology transfer and its methods and models.

Course Outcomes: On successful completion of the course, Students will be able to,

CO1: Examine the concepts, theories and applications of Technology management. (L3)

CO2: Evaluate the different assessment metrics for technology. (L5)

CO3: Appraise technological innovation, absorption and diffusion. (L5)

CO4: Evaluate the concepts of technological projects and implement them. (L4)

CO5:Understand the technological transfers. (L2)

PO: PO1/PO2 PSO: PSO1/PSO2

B. Syllabus

Module :1: Introduction to Technology Management Hours : 9

Definitions, classifications, channels of technology flow,Forecasting as an input to Technology
Management, planning future Research, elements of forecasting process, types of forecasting
methods, Uncertainties in the context of forecasting process, coping with Uncertainties associated
with evolving and ever changing technologies.

Module :2: Technological Metrics and audits Hours:9

Technology assessment, Assessment of Innovation, Technological metrics, Technological audits,

Reengineering the technology delivery process, Technology transfer for small companies,
Technology Transfer by strategic partnering.

Module :3: Technology Innovation, Absorption and Diffusion Hours: 9

Technology absorption and diffusion, concepts, constraints of Technology absorption, Technology

import in India. Technology Assessment, Technology evaluation, Diffusion of Technology.
Technology Absorption and indegenisation process.

Module :4: Managing Technology Project and Implementation Hours : 9

Implementing Technology, Technology development projects, Developed technology projects,

problems in implementation of technology, project organization parallel implementation, change
management. Human issues connected with implementing new technologies - Mind set change
preparing work force for new and changing technologies - Process and methodologies.

Module system delivered by Industry Expert: 10 marks assessment will be conducted and it will
be posted as per the CIE component.

Module :5: Managing Technology transfers Hours : 9

Internal technology transfer, External technology transfer, International technology transfer,the

Singapore model, Technology transfer in Taiwan,Transfer Modes, Technology search strategy,
Dimensions of Technology Transfer, Features & Routes of Technology Transfer, Technology
Transfer agreements.

C. References

1. Tarek Khalil: Management of Technology, McGraw Hill, 2000

2. Cardullo M W: Introduction to managing technology, Wiley, New York, 1996.
3. Manual on Technology Transfer, UNIDO, 1996
4. Project Evaluation and Management: M.K.Singh.
5. Projects, Preparation, Appraisal and Implementation: Prasanna Chandra, TMH,
New Delhi – 1998
D. Mode of Assessment
 IAT / CCE & SEE

CCE 1 : Case study =10 marks

CCE 2 : Industry Expert Assessment = 10 marks

CCE 3 : Presentation = 10 marks

E. Scheme of Evaluation

1. Continuous Internal Evaluation (CIE): 50 Marks

Components Average of 2 IATs CCE Total Marks

Max. Marks 20 30 50

2. Semester End Examination (SEE) Scheme: 100 Marks (Scaled down to 50 Marks)

No of No of Questions to Marks / Total Marks Revised Bloom's

Section
Questions be attempted Question for the Section Taxonomy

A
7 5 4 20 L2, L3

B
7 5 10 50 L3, L4

C Compulsory Case Study not

exceeding 500 words. The Case L3, L4, L5
study should cover concepts related
to at least two modules. 3 30 30
questions based on the case study,
each carrying 10 marks – to be
compulsorily answered.

F. CO-PO-PSO Mapping
 CO-PO-PSO Mapping

PO PSO
CO
1 2 3 4 1 2 3 4

1 * * *

2 * *

3 * *

4 * *

5 * *

CURRICULUM GLOSSARY

Credit Distribution: Allocation of credits under lecture (L), tutorials (T), and practicals
(P) viz. L-T-P-C. Eg. A 4 credit course has a credit distribution as 3-0-1-4 implying 3
credits for lecture and 1 credit for practicals and total of 4 credits

Program Core (Credit Courses):

Each academic programme is divided into mandatory and choice segments, with levels
within them. Mandatory segments are those which lay a firm foundation of the
knowledge required to complete a programme in the chosen domain, ending with a
multifaceted assignment that serves as a culminating academic and intellectual experience
for students, typically during their final year. Choice segments are those which a student
could opt for to specialize further and / or to improve their interdisciplinary skills. All
segments carry credits, and the students are expected to earn the minimum number of
credits in their coursework towards program core during their academic programme. The
Program Core courses are categorised as follows:
a. Foundation: A core course that must be satisfactorily completed in order to complete
the requirements of the program. It lays the foundations for higher level courses. A
foundation course assures that students are academically and personally ready to progress
their degree. The foundation courses are further categorised as follows:
i. Fundamental: A required course you have to complete in order to enroll in a more
advanced course. The prerequisite course usually teaches the basic information necessary
to succeed in the more advanced course. It is the most basic or most important course on
which other courses depend.
ii. Intermediate: Courses that are suitable for learners with some degree of skill or
competence in that particular discipline area of study
iii. Advanced: Courses that involve higher and more complex levels of knowledge and
understanding than introductory or foundational learning. It means the student has
attained a level of knowledge and understanding of a particular area or topic that goes
beyond basic terminology and definitions and is ready to be involved in Analysis,
Synthesis and Evaluation of information related to a specific topic or area of learning.
b. Elective: A course which can be chosen from a pool of courses and which may be very
specific or specialized or advanced or supportive to the discipline/ subject of study or
which provides an extended scope or which enables an exposure to some other
discipline/subject/domain or nurtures the candidate’s proficiency/skill is called an
Elective Course. Elective courses can fall either under specialization or general category.
i. General: Courses that are designed to develop learners’ general knowledge, skills and
attitudes, often to prepare students for more advanced education programmes. General
courses complement the more specialised learning undertaken in a student’s chosen field
of study and contributes to the flexibility which graduates are increasingly required to
demonstrate.
ii. Specialization: A set of related courses which are structures for students to achieve
specific learning outcomes. Specialisations can be in a single discipline or multi-
disciplinary. Specialization courses is a specified sequence of courses that equips one
with specialised knowledge in one’s discipline

c. Interdisciplinary: These are courses that are entirely outside of the program of study.
One may take the course from other disciplines, as long as one meet the course
requirements (prerequisites)
d. Mini Project: A mini project is considered as a special course involving application of
knowledge gained from studying a particular discipline or a particular area of the
program of study in solving / analyzing /exploring a real life situation / difficult problem.
A process that fosters learners’ engagement in studying authentic problems or issues
centred on a particular project, theme, or idea. This process is inquiry-based, outcome-
oriented, and associated with conducting the curriculum in real-world contexts.
e. Internship: An internship is a full-time or part-time work experience during the
program study for which one earns course credit and may be paid or considered as
volunteer work. Internships allow students to gain real-world experience, determine if
they have an interest in a particular career and create a network of professional contacts.
f. Dissertation: An elective course designed to acquire special / advanced knowledge,
which a student studies on his own with an advisory support by a faculty member.
Dissertation is an ordered and critical exposition of existing knowledge in any field or
part of a field of study and is expected to provide a good training for the student in R&D
work and technical leadership.
g. Capstone project: A final course in a sequence of courses that provides an opportunity
for students to integrate the knowledge and skills they have acquired. The learning
outcomes of the capstone will normally map into the learning outcomes for the program.
It is a substantial, compulsory project that consolidates one’s learning and demonstrates
that one has acquired the necessary skills and knowledge during the program of study.
One usually completes it during the final year of your course.

Common Core (Credit Courses):

Students are expected to earn a certain specified number of credits in their coursework
towards Common Core, during their academic programme. While some courses are in
workshop mode, which can be completed over a few days at a stretch, there are other
courses which are offered for a few hours per week throughout a semester. Students take
these courses planned for each academic programme, over multiple semesters. Credits
range from 1 to 4, which are directly proportional to the number of hours required to
complete a course. There are both ‘mandatory’ and ‘choice’ courses, with levels within
them.

Common Core (Non – Credit): Graduate Requirement:

Engagements under this category do not carry credits but are mandatory for the students
to complete them during the academic programme, to be considered eligible to graduate /
earn the degree.
These could be:
1. Courses embedded in the academic programme, where the students must ensure that
they attend a minimum of 75% of the classroom hours and meet the assessment criteria, if
any.
2. Community Service activities under which the students have to log a minimum
number of hours in a semester by rendering certain prescribed services to the society and
collect evidence from the concerned authority for having done so. A reflective
presentation on the learning and experience gained, together with the impact on the
society has to be submitted on completion of the required no. of hours as per the
respective program.

Courses under various categories can be further classified as:

● 100 Level Courses: These courses offer an introduction to a subject area

and are designed for students in the first year of study. These courses have
no prerequisites and are generally courses defining basic concepts or
presenting the terminology of a discipline
● 200 Level Courses: These courses are built on previous units and are
normally taken in the second year or later; they may also be available to
students with advanced prior knowledge. They are Courses of intermediate
college-level difficulty; courses with 100-level course(s) as prerequisite(s)
● 300 Level Courses: These courses are usually taken in third year or later,
after 200-level study in the area. They may also be available to students
with advanced prior knowledge. They are courses of advanced college-
 level difficulty offered for students clearly interested in the discipline or in
any stream of the discipline
● 400 Level Courses: These units of study are advanced courses and are
normally taken in the third year or later as the final elements of a three
year or four year degree or an integrated degree. The level indicates that
the student will be demonstrating coherence and breadth or depth of
knowledge and skills. The student may need to have completed a
prerequisite course to study a 400 level course.
● 500 Level Courses: These are foundation level courses for higher
education qualifications, usually taken in the first year of the masters or
postgraduate degree programmes. These are courses meant for students
aspiring to specialise in a discipline and would have prerequisites to study
a course at this level, which would have been covered in the core
curriculum at the bachelor’s degree programme in the same discipline.
● 600 Level Courses: These courses are usually opted for at the second year
of the masters or postgraduate degree programmes, which enhance the
learning experience of the previous units. The difficulty level is clearly
higher and the student is expected to demonstrate a certain level of
proficiency and competence in grasping and interpreting the knowledge
gained in the discipline at this level.
● 700 Level Courses: The courses prescribed at this level serve as a
culminating academic and intellectual experience for students, and are
usually taken towards the final semesters of the masters or postgraduate
degree programmes where they acquire the skills and knowledge to
analyse, evaluate, and solve challenges akin to those faced in real life
situations, resulting in achieving mastery in the discipline.

● Prerequisite: A prerequisite to ‘’Course X’’ is a course that must be

successfully completed before the student can undertake ‘’Course X’