Course Book MBA 2021-23 - Galgotias University

Course Book

MBA 2021-23

Vision of Galgotias University (GU) To be known globally for value-based education, research, creativity and innovation.

Missions of Galgotias University

• Establish state-of-the-art facilities for world class education and research.

• Collaborate with industry and society to align the curriculum.

• Involve in societal outreach programs to identify concerns and provide sustainable ethical

solutions.

• Encourage life-long learning and team-based problem solving through an enabling

environment.

Vision of School of Business To Be Among The Best Business Schools In India Globally Recognised For Excellence In

Management Education And Research.

Mission of School of Business

• Nurturing management leaders with entrepreneurial skills with an ethical mind-set who are capable of creating value for industries and society.

• Create intellectual capital in terms of scholarly and practice-oriented research relevant to its evolving techno-environmental context.

• Develop meaningful partnerships with industry, academia, government, and social sectors such that sustainable businesses are built, fulfilling the collective needs of various stakeholders of the society

• Promote a culture of academic excellence, by Collaborating with industry for curriculum development and adopting pedagogy benchmarked against the best management institutions.

Programme Educational Outcomes:

PEO1 Graduates shall grow personally and professionally to be successful business leaders in the dynamic business environment globally.

PEO2 Graduate shall lead with creative, analytical and entrepreneurial skills to enable organizations achieve a competitive advantage.

PEO3 Graduate shall contribute as socially and ethically responsible citizen for the sustainable development of environment and society at large.

Learning Goals/Programme Outcomes Graduates from the MBA programme of the SOB shall possess: LG1. Application and Problem-solving Skills

1. LO1: Be able to use management concepts, tools and techniques to make sense of and structure business situations, diagnose problems, evaluate alternate courses of action and generate innovative solutions.

2. LO2: Be able to use qualitative and quantitative tools and information and communication technologies to make informed decisions.

LG2: Team Membership and Leadership Skills 1. LO1: Be able to work effectively as a team member 2. LO2: Be able to motivate and lead a team

LG3:Communication and Negotiation Skills 1. LO1: Graduates shall be able to communicate effectively, both orally and in writing, 2. LO2: Be able to bridge diverse cultures, interests, and functions.

LG4:Strategic and Entrepreneurial Thinking 1. LO1: Be able to align organisational functions with each other and the organisation with its environment

1. LO2: Be able to design new ventures for exploiting opportunities through innovative products, processes or services.

LG5:A Global Mindset 1. LO1: Be able to identify attributes and trends in a globalised business environment 2. LO2: Be able to identify linkages to the local context and the resultant opportunities and

challenges LG6:A Sense of Ethics and Social Responsibility

1. LO1: Be able to assess the social implications of business practices 2. LO2: Be able to take ethical and socially responsible decisions

MBA Programme Structure 2021-23

SEMESTER I Evaluation Pattern

Sl No CODE Title L T P C IA CAT ETE Total

1 MBDS5001 Marketing Management 3 0 0 3 20 30 50 100

2 MSB21T1005 Accounting for Managers 4 0 0 4 20 30 50 100

3 MBDS5004 Managerial Economics 3 0 0 3 20 30 50 100

4 MBDS5025 Organizational Behaviour 3 0 0 3 20 30 50 100

5 MBDS5028 Business Statistics for Decision Making 3 0 0 3 20 30 50 100

6 MSB21P1006 Excel for Managers 0 0 4 2 50 0 50 100

7 MBDS5029 Legal Aspects of Business 3 0 0 3 20 30 50 100

8 MBDS5022 Business Ethics and CSR 2 0 0 2 20 30 50 100

9 SLMB5002 Business Communication 0 0 2 1 50 0 50 100

TOTAL 24

SEMESTER II

Sl No CODE Title L T P C IA CAT ETE Total

1 MSB21T1004/MSB23T1001/MSB22T1002

Introduction to Business Analytics/Foundation of Aviation Business and SMS/Foundation of Logistics and Materials Management

3 0 0 3 20 30 50 100

2 MBDS5013 Corporate Finance 3 0 0 3 20 30 50 100

3 MBDS5015 Human Resource Management 3 0 0 3 20 30 50 100

4 MBDS5030 Operations Research 3 0 0 3 20 30 50 100

5 MSB21T1003/MBAV5002

Operations and Supply Chain Management/ICAO Annexure 14

3 0 0 3 20 30 50 100

6 MSB21T2002 Management Information Systems & ERP 3 0 0 3 20 30 50 100

7 MSB21T1007 Economic Policy for Decision Making 3 0 0 3 20 30 50 100

8 SLMB5005 Personal Branding 0 0 2 1 50 0 50 100

9 MSB21P1008 Community Project 0 0 0 1 50 0 50 100

TOTAL 23

SEMESTER III

S.No Code Title L T P C IA CAT ETE Total

1 MBDS6021 Management Summer Internship Report 3 0 0 3 20 30 50 100

2 MBDS6007 Project Management 3 0 0 3 20 30 50 100

3 MBDS5027 Business Research Methods 3 0 0 3 20 30 50 100

4 MBDS6003 Strategic Management 3 0 0 3 20 30 50 100

5 SLMB6021/MSB23P2002

Personality Development/Corporate Etiquette & Grooming

0 0 2 1 50 0 50 100

6 Elective -Core Elective 3 0 0 3 20 30 50 100

7 Elective- 1 3 0 0 3 20 30 50 100

8 Elective- 2 3 0 0 3 20 30 50 100

9 Elective- 3 3 0 0 3 20 30 50 100

10 Elective- 4 3 0 0 3 20 30 50 100

11 Elective- 5 3 0 0 3 20 30 50 100

12 Elective- 6 3 0 0 3 20 30 50 100

TOTAL 34

SEMESTER IV


1 Elective -Core Elective 3 0 0 3 20 30 50 100

2 Elective- 1 3 0 0 3 20 30 50 100

3 Elective- 2 3 0 0 3 20 30 50 100

4 Elective- 3 3 0 0 3 20 30 50 100

5 Elective- 4 3 0 0 3 20 30 50 100

6 Elective- 5 3 0 0 3 20 30 50 100

7 Elective- 6 3 0 0 3 20 30 50 100

8 MSB21P2010 Master Thesis 0 0 0 3 20 30 50 100

TOTAL 24

Core Elective - Semester 3 (Choose any 1 out of 3)


1 MSB21T2004 International Business 3 0 0 3 20 30 50 100

2 MBDS6004 Entrepreneurship 3 0 0 3 20 30 50 100

3 MSB21T2005 Design Thinking for Innovation 3 0 0 3 20 30 50 100

Elective - Semester 3 (Choose any 3)

Marketing


1 MBMK6005 Product and Brand Management 3 0 0 3 20 30 50 100

2 MBMK6003 Retail Management 3 0 0 3 20 30 50 100

3 MBMK6004 Integrated Marketing Communication 3 0 0 3 20 30 50 100

4 MBMK6011 Services Marketing 3 0 0 3 20 30 50 100

5 MBMK6013 Digital and Social Media Marketing 3 0 0 3 20 30 50 100

6 MBBA6008 Marketing Analytics 3 0 0 3 20 30 50 100

Finance


1 MBFI6011 Financial Markets and Services 3 0 0 3 20 30 50 100

2 MBFI6012 Investment Analysis and Portfolio Management 3 0 0 3 20 30 50 100

3 MBFI6019 Financial Risk Management 3 0 0 3 20 30 50 100

4 MBFI6013 Behavioural Finance 3 0 0 3 20 30 50 100

5 MBFI6014 Wealth Management and Taxation 3 0 0 3 20 30 50 100

HR


1 MBHR6013 Competency Mapping and Assessment 3 0 0 3 20 30 50 100

2 MBHR6002 Compensation and Reward Management 3 0 0 3 20 30 50 100

3 MBHR6004 Industrial Relations and Labour Laws 3 0 0 3 20 30 50 100

4 MBHR6010 Learning and Development 3 0 0 3 20 30 50 100

5 MBHR6011 HRP, Recruitment and Selection 3 0 0 3 20 30 50 100

6 MSB21T2001 HR Metrics and Analytics 3 0 0 3 20 30 50 100

Information Technology


1 MBIT6001 Relational Database Management System 3 0 0 3 20 30 50 100

2 MBIT6002 Enterprise Resource Planning - SAP package 3 0 0 3 20 30 50 100

3 MBBA6004 Big Data Analytics 3 0 0 3 20 30 50 100

4 MBBA6006 Business Intelligence 3 0 0 3 20 30 50 100

5 MBIT6010 E-Commerce 3 0 0 3 20 30 50 100

Operations


1 MBOP6007 Supply Chain and Logistics Management 3 0 0 3 20 30 50 100

2 MBOP6008 Quality Toolkit for Managers 3 0 0 3 20 30 50 100

3 MBOP6009 Material Management and Inventory Control 3 0 0 3 20 30 50 100

4 MBOP6003 Management of Manufacturing Systems 3 0 0 3 20 30 50 100

5 MBOP6010 Sales and Operations Planning 3 0 0 3 20 30 50 100

Business Analytics


1 MBBA6006 Business Intelligence 3 0 0 3 20 30 50 100

2 MBBA6003 Advance Statistics and Econometrics 3 0 0 3 20 30 50 100

3 MBBA6007 Decision Modelling with Spreadsheets 3 0 0 3 20 30 50 100

4 MBBA6008 Marketing Analytics 3 0 0 3 20 30 50 100

5 MBBA6004 Big Data Analytics 3 0 0 3 20 30 50 100

Healthcare Management


1 MBHC6007 Health Communication Planning and Management 3 0 0 3 20 30 50 100

2 MBHC6003 Public Health Administration 3 0 0 3 20 30 50 100

3 MSB21T5007 Laws Governing Healthcare 3 0 0 3 20 30 50 100

4 MBHC6002 Quality in Healthcare 3 0 0 3 20 30 50 100

5 MBHC6006 Hospital Operation Management 3 0 0 3 20 30 50 100

International Business


1 MBIB6001 Global Business Strategy 3 0 0 3 20 30 50 100

2 MSB21T5009 Managing Global Business 3 0 0 3 20 30 50 100

3 MSB21T5010 International Trade and Policy 3 0 0 3 20 30 50 100

4 MBIB6004 International Business Law 3 0 0 3 20 30 50 100

5 MBIB6005 Global Outsourcing 3 0 0 3 20 30 50 100

Aviation Management (All Mandatory)


1 MSB23P2001 Capstone Project & Simulation Training 0 0 6 3 50 0 50 100

2 MBAV6002 Aviation Law, Rules & Civil Aviation Requirements 3 0 0 3 20 30 50 100

3 MBAV6023 Airline Marketing and Strategic Airline Alliances 3 0 0 3 20 30 50 100

4 MSB23T2001 Aviation Asset Management 3 0 0 3 20 30 50 100

Logistics and Supply Chain Management (All Mandatory)


1 MSB22T2002 ERP in Supply Chain Management 3 0 0 3 20 30 50 100

2 MSB22T2003 Export and Import Management 3 0 0 3 20 30 50 100

3 MBLS6006 Warehouse Management 3 0 0 3 20 30 50 100

4 MBLS6010 Physical Distribution and Transportation Management 3 0 0 3 20 30 50 100

Core Elective - Semester 4 (Choose any 1 out of 3)


1 MSB21T2006 The Sustainable Development Goals – A global vision 3 0 0 3 20 30 50 100

2 MSB21T2007 Small and Medium Enterprises 3 0 0 3 20 30 50 100

3 MSB21T2008 AI for Managers 3 0 0 3 20 30 50 100

Elective - Semester 4 (Choose any 3)

Marketing


1 MBMK6001 Sales and Distribution Management 3 0 0 3 20 30 50 100

2 MBMK6006 International Marketing 3 0 0 3 20 30 50 100

3 MBMK6007 B2B Marketing 3 0 0 3 20 30 50 100

4 MBMK6008 Consumer Behaviour 3 0 0 3 20 30 50 100

5 MBMK6002 Marketing Research 3 0 0 3 20 30 50 100

6 MBMK6012 Bottom of the Pyramid Marketing 3 0 0 3 20 30 50 100

Finance


1 MBFI6015 Managing Banks and Financial Institutions 3 0 0 3 20 30 50 100

2 MBFI6016 Mergers, Acquisitions, Corporate Restructuring and Valuation

3 0 0 3 20 30 50 100

3 MBFI6017 International Finance 3 0 0 3 20 30 50 100

4 MBFI6018 Project Appraisal and Finance 3 0 0 3 20 30 50 100

5 MSB21T3001 Financial Technologies 3 0 0 3 20 30 50 100

HR


1 MBHR6005 Leadership and Team Building 3 0 0 3 20 30 50 100

2 MBHR6006 Organizational Change and Development 3 0 0 3 20 30 50 100

3 MBHR6007 Negotiation and Counselling Skills 3 0 0 3 20 30 50 100

4 MBHR6008 Cross Cultural Management 3 0 0 3 20 30 50 100

5 MBHR6013 Talent Management 3 0 0 3 20 30 50 100

6 MBHR6014 Performance Management Systems 3 0 0 3 20 30 50 100

Information Technology


1 MBIT6005 Web Analytics 3 0 0 3 20 30 50 100

2 MBIT6006 Application of Cloud in Management 3 0 0 3 20 30 50 100

3 MBIT6007 Software Project Management 3 0 0 3 20 30 50 100

4 MBBA6012 Data Visualization 3 0 0 3 20 30 50 100

5 MBIT6008 Knowledge Management and Information System 3 0 0 3 20 30 50 100

Operations


1 MBOP6011 Operations Research Applications 3 0 0 3 20 30 50 100

2 MBOP6012 Operations Strategy 3 0 0 3 20 30 50 100

3 MBOP6013 Sourcing Management 3 0 0 3 20 30 50 100

4 MBOP6014 Supply Chain Analytics 3 0 0 3 20 30 50 100

5 MBOP6015 Management of Service Operations 3 0 0 3 20 30 50 100

Business Analytics


1 MBBA6010 Data Mining and Predictive Analysis 3 0 0 3 20 30 50 100

2 MBBA6011 Business Analytics Using R 3 0 0 3 20 30 50 100

3 MBBA6012 Data Visualization 3 0 0 3 20 30 50 100

4 MBBA6021 Business Analytics Using Python 3 0 0 3 20 30 50 100

5 MBBA6023 Analytics and Cloud Computing 3 0 0 3 20 30 50 100

Healthcare Management


1 MBHC6017 Healthcare Marketing and Public Relation 3 0 0 3 20 30 50 100

2 MBHC6009 Patient Care Services 3 0 0 3 20 30 50 100

3 MBHC6004 Hospital Hazard and Waste Management 3 0 0 3 20 30 50 100

4 MBHC6010 Health Insurance 3 0 0 3 20 30 50 100

5 MSB21T5008 International Medical Tourism 3 0 0 3 20 30 50 100

International Business


1 MBFI6017 International Finance 3 0 0 3 20 30 50 100

2 MBHR6008 Cross Cultural Management 3 0 0 3 20 30 50 100

3 MSB21T5011 International Supply Chain Management and Logistics 3 0 0 3 20 30 50 100

4 MBIB6003 Trade Documentation and Procedures 3 0 0 3 20 30 50 100

5 MSB21T5012 International Advertising and Brand Management 3 0 0 3 20 30 50 100

Aviation Management (All Mandatory)


1 MSB23T2002 Aviation Sales & Airline Advertising 3 0 0 3 20 30 50 100

2 MSB23T2005 Air Traffic and Ramp Operations 3 0 0 3 20 30 50 100

3 MBAV6021 Aviation Logistics Management 3 0 0 3 20 30 50 100

4 MBAV6012 Aircraft Maintenance Management 3 0 0 3 20 30 50 100

Logistics and Supply Chain Management (All Mandatory)


1 MSB22T2004 Retail and E-Commerce Logistics 3 0 0 3 20 30 50 100

2 MSB22T2006 Air Cargo and Shipping Logistics Management 3 0 0 3 20 30 50 100

3 MSB22T2005 Global Supply Chain Management 3 0 0 3 20 30 50 100

4 MSB22T2007 Supply Chain Risk Management 3 0 0 3 20 30 50 100

Course Name: Marketing Management

Course Code: MBDS5001

Semester 1

Credits 3

No of Sessions 45

Prerequisite Basic Concepts and

Understanding of Marketing

Course Description

Marketing, simply put, is “satisfying human needs, profitably”. Marketing Management is concerned with the processes

involved in discharging this task- those of discovering the needs of customers, creating value for customers in the form

of products or services to satisfy their needs, communicating the value proposition to the customer, delivering value and

sustaining this process of value creation by appropriating value for the firm through appropriate pricing and through

customer retention. In a competitive world, a business organization that performs the above set of activities better than its

competitors is the one that would be successful.

In the above context, this course addresses three questions of vital importance to any business:

• Who are our target customers and what are their needs?

• How do we position our product/ service so that they satisfy the needs better that those of ur competitors our

competitors do?

• How do we align of value creation, value appropriation (pricing), value communication (promotion) and value

delivery with our positioning on the one hand and with each other on the other?

For those interested in a career in Marketing, this course will lay the foundation for acquiring further specialized

knowledge and skills in specific career paths within the Marketing domain. For others who intend to embark on non-

marketing careers the course is relevant on at least two counts. First, the concepts and analytical tools provided in this

course will stand them in good stead in “marketing” their decisions and proposals to the internal customers of the

organization within and across divisions and departments. Second, career advancement of managers today are predicated

upon their ability to contribute to the performance of the organization as a whole and they therefore need to have an

appreciation of functions other the ones they belong to. This course on marketing would help them better appreciate the

marketing function.

Course Outcomes

After completing the course, students should be able to:

CO1 Identify markets and marketing decision areas in a given situation (K2)

CO2 Analyze consumer behavior in consumer and business markets (K3, K4)

CO3 Use appropriate tools and techniques to segment markets and choose target segments and position an

offering (K3, K4,K5)

CO4 Formulate effective brand positions and branding and rebranding strategies (K6)

CO5 Formulate product and pricing strategies that are aligned to the positioning aspired

Course Content

UNIT 1. Unit I: What is Marketing and Marketing Management? 10 lecture hours

Needs, Wants, Markets –Some definitions of Marketing - Marketing as exchange of value. Stimulus-response model of

Marketing: - The four Ps as stimulus; Purchase, customer loyalty, retention, word of mouth endorsement etc. as response.

-Applicability to life situations. Analysis: - Customer, Company, competitor, collaborator, and Context analysis.

Decisions: - Aspirations (Segmenting, Targeting and Positioning). Action Plans: - Product, pricing, promotion and

physical distribution plans (The Marketing Mix or 4 Ps) – Outcomes

Unit II: Consumer Behavior 10 lecture hours

Four dimensions of consumer behavior (cognitive vs. emotional, High involvement vs Low involvement, optimizing vs

satisfying, Compensatory vs non-compensatory) and influencing factors. The Decision-Making Process (DMP) (Its three

stages and factors influencing their sequence and duration) - The Decision-Making Unit. Differences between B2C and

B2B markets –Organizational Buying Centers (OBCs), OBC participants and their roles, variation in structure and

involvement of OBCs

Unit III: Segmenting and Targeting 10 lecture hours

What is a segment? - Need for segmenting markets- Characteristics of a good segmentation. Segmentation Variables for

consumer markets- segmentation variables for business markets – Segmentation based on customer characteristics,

preferences and responses. Criteria for choosing target segments- Mass customization, niche marketing and multiple

segments targeting - Ethical and privacy issues

Unit IV: Positioning and Branding 8 lecture hours

Positioning statements - Unique selling proposition-Three Cs Model (Being relevant resonant and realistic to target

customers –distinctive, defensible and durable vis-à-vis the competition- feasible, favorable and faithful to the company-

Perceptual Mapping. Repositioning: Balancing consistency and change. What is a brand? - Importance of branding: brand

culture, brand value and brand equity– Creating and building strong brands- Defending declining brands

Unit V: Product Policy and Pricing 7 lecture hours

Product mix decisions: connections between new and existing products- Product line decisions: key considerations in

determining product line depth. Product Item Decisions: Antecedents to new product success: CSFs of Cooper and Rogers-

New Product Development: Hierarchy of Effects Mode, Stages – Gate model. Value Pricing Approach- price

customization- Price Setting: assessing customer price sensitivity and impact of pricing on profitability

Text Books

Kotler, P., & Keller, K. L. (2012). Marketing Management (14th Edition). New Delhii: Prentice Hall.

Reference readings:

Description Ref

HBS Note # 9-590-007, “What is Marketing?” R1

GU Teaching Note : The Stimulus-Response Model of Marketing R2

HBS Core Reading # 8153 A Framework for Marketing Strategy Formation R3

HBS Core Reading #8167 Consumer Behavior and the Buying Process R4

HBS Core Reading # 8145Business to Business Marketing R5

HBS Core Reading # 8219 Segmentation and Targeting R6

HBS Core Reading # 8197 Brand Positioning R7

HBS Core Reading # 8140 Brands and Brand Equity R8

HBS Core Reading # 8208 Product Policy R9

HBS Core Reading # 8203 Pricing Strategy R10

Course Name: Accounting for Managers

Course Code: MSB21T1005

Semester I

Credits 4

No of Sessions 60

Course Description

The course is the fine blend of Financial Accounting and Management Accounting. Financial Accounting deals with

preparation and presentation of financial statement through the use and practice of latest format of financial statement,

enables to identify and use of relevant financial and non-financial input from Annual Report for decision making and

helps students also to develop their analytical bent of mind to analyze and evaluate many situations such as understanding

financial health of a company, assessment of performance by making comparison with peer and industry so as to invest

or not in a company etc. The subject also provides the required platform to understand finance subjects in next semesters

and also helps in exploring finance profiles in the industry. Management Accounting is the branch of accounting that

supports company management in planning, decision making, control and analysis. Effective use of this tool by

operational management will ensure profitable growth and business optimization. A manager’s overall duty is to see the

optimum utilization of resources with the aim to reduce the cost, not only he has to be an effective manager but also his

decision making should be efficient one. In this course students can expect to learn management accounting techniques

like Break Even analysis, Budgets and Standard Costing etc., for taking day to day business decisions as well as long-

term decisions. The cost being the focus under “Management Accounting”, the subject has a connection with Economics,

Financial Accounting, Strategies and Operation etc., in fact the question is with what not? Just to give one small example,

during the time of economic crisis or slow down, it is found that HR jobs are first cut down, expenditure on advertisement

and branding are reduced, even R&D plan is postponed.

Course Outcomes


CO1. Preparation and presentation of Statement of Profit and Loss, Balance Sheet, Cash Flow Statement etc. (K2, K3,

K4)

CO2. Analysis and report writing of financial health of companies using Financial Ratios and Cash Flow Statement. (K3,

K4)

CO3. Preparation of cost sheet and analysis of cost under Absorption and Marginal Costing (K2, K3, K4)

CO4. Construct the pricing model at different cost conditions. (K5, K6)

CO5. Formulate models for cost control. (K5, K6)

Course Contents

Unit I 15 lecture hours

Financial Accounting and Reporting:

Introduction to Financial Accounting, Principles, GAAP, IFRS, Rules of Accounting, Journal, Ledger, Trial Balance,

Cash Book and Subsidiaries, Concepts of Reconciliation between Cash Book and Pass Book, Trading, Profit and Loss

Account, Balance Sheet, Revised Format of Financial Statement, Annual Report and Contemporary issues.

Unit II 15 lecture hours

Financial Analysis:

Introduction, Types of Analysis, Common Size, Comparative, Trend Analysis, Ratio Analysis, Cash Flow Statement,

Inter and Intra firm comparison, Comparison with Industry. Excel based Analysis using DuPont

Unit III 15 lecture hours

Management Accounting:

Introduction to Management Accounting, Difference from Financial Accounting, Types of Cost, Methods and Techniques

of Cost, Material, Labour, Overhead Cost and Management, Cost Sheet, Inventory Control measures, Allocation,

Apportionment and Absorption of Cost,

Unit IV 8 lecture hours

Methods and Techniques of Costing

Job Costing, Marginal Costing, Difference from Absorption costing, Costing and Pricing, Decision making using cost,

Cost plus Contracts, Strategic Cost Management, Activity Based Costing, Contemporary issues.

Unit V 7 lecture hours

Cost control and Management of Cost:

Budgeting, Master Budget, Flexible Budget, Key factors, Cash Budget, Case Study, Standard Costing, Material

Variance, Labour Variance, Overhead Variance, Standard Vs. Budget

Text Book

• Financial Accounting for Management: An Analytical Perspective, Pearson Education, Dr. Ambrish Gupta,

(ISBN 978-81-317-2285-5). 5th Edition,

Reference Book

• M. Y. Khan & P. K. Jain, Management Accounting: Text, Problems and Cases, 6th Edition, McGraw Hill

Education

COURSE NAME: MANAGERIAL ECONOMICS

COURSE CODE: MBDS5004

Semester I

Credits 3

No of Sessions 45

Course Description

“Economics is a study of mankind in the ordinary business of life.” So wrote Alfred Marshall, the great nineteenth-century

economist, in his textbook, Principles of Economics. Although we have learned much about the economy since Marshall’s

time, this definition of economics is as true today as it was in 1890, when the first edition of his text was published.

“Economics examines how people and organization choose to use limited or scarce resources to satisfy unlimited wants”.

Managerial economics is about solving business problems and decisions making by applying the theories and principles

of micro and macro economics. It is a specialised stream dealing with modern organization’s internal conditions using

economics theories. The study of Managerial economics equips the modern-day manager to deal with the problems related

to a particular organisation instead of the whole economy. Therefore, it is considered to be a part of microeconomics. It

also makes them analyse business functions in an external environment, i.e. it serves the market, which is a part of the

economy as a whole. The study lays the foundation which is essential for managers to analyse the different factors of

macroeconomics such as market conditions, economic reforms, government policies, etc. and their impact on the

organisation. The study of Managerial economics helps the students to understand the implications of economic models

and theories to guide business strategy, decisions, optimization and problem solving.

Course Outcomes

After completing the course students should be able to

CO1 Illustrate with examples basic concepts in economics such as the various marginal concepts, the

concepts of cost and value etc. and identify areas where calculus can be used; use the same to

solve simple business problems. (K3)

CO2 Execute demand and supply analysis on given data.(K3)

CO3 Carry out the theory of production and cost analyses in the short and long run for profit

maximization. (K3)

CO4 Analyse different market structures in the short and long run.(K4)

CO5 Comparing the different pricing strategies derived from the Game Theory approach for oligopoly

market.(K2)

Unit I: Basic concepts of Managerial Economics (7 lecture hours)

Importance of the course for Managers , The Circular Flow of Economic Activity, Basic Economic Concepts such as

Marginal Utility, Marginal Cost, Marginal Revenue, Marginal Principle, Incremental Principle, Opportunity Cost, Present

Discounted Value, Calculus and Managerial Economics.

Unit II: Supply-Demand Analysis and Consumer Behaviour (12 lecture hours)

The Market forces of Supply and Demand: concept of Demand and Supply, determinants of Demand and Supply, price

effect, income effect and substitution effect; equilibrium price, Elasticity and its applications : price elasticity of Demand

& its types, income & cross price elasticity of Demand, determinants of price elasticity of Demand and Supply,

Relationship among price elasticity, total revenue, average revenue and marginal revenue, Demand analysis and

estimation : market surveys and market experiments, regression analysis, trend analysis, exponential smoothening, The

theory of consumer choice :indifference curve and its properties, budget constraint, consumer’s optimal choice, deriving

the demand curve

Unit III: Production Analysis, Cost of Production, and Profit Analysis of the Firm (10 lecture hours)

Theory of production in short-run : among total, average and marginal productivity of labour, Law of diminishing returns,

and profit maximization, Theory of production in long-run : isoquant curve, iso cost line, least cost production, Economic

region of production, expansion path, and returns to scale, Types of costs in short-run : fixed, variable, total, average,

marginal, break-even analysis, shut-down point, Types of costs in long-run :total, average, marginal, and inter-

relationships, Comparison and inter-relationships, relation between production and cost, Identify different costs from the

balance sheet of any company and its implication on profit, Profit maximization and sustainability by following ethical

practice

Unit IV: Market Structures (Perfect Competition, Monopoly, Monopolistic Competition (8 lecture hours)

Perfectly competitive market [characteristics, supply and demand curve, profit maximizing price determination in short-

run and long-run, effects of taxes on price and output, consumer surplus, producer surplus, market efficiency, solve

problems, Monopolistic market: characteristics, supply and demand curve, profit maximizing price determination in short-

run and long-run, dead weight loss under monopoly, anti-trust legislation, product differentiation advertising and brand

names, solve problems.

Unit V: Oligopoly and Pricing practices (8 lecture hours)

Oligopoly market: duopoly, barriers to entry, price rigidity without collusion, i.e. Kinked Demand Curve Model;

Cournot’s model of duopoly without collusion, efficient firm and dominant firm, perfect collusion (cartels), Game

theoretic approaches to oligopoly ; game theory : an objective, two or more players, strategies or choices, costs and

benefits; economics of information :costs and benefits of information, moral hazards; Pricing practices: mark-up pricing,

multiple products, price discrimination, access fees, bundling,Pareto optimality

Text Books

1. Managerial Economics, H. Craig Petersen, W. Chris Lewis & Sudhir K. Jain, 4e, Pearson Education.

Reference Books

1. Managerial Economics: Principles and Worldwide Applications, Dominick Salvatore, 7th Edition, Adapted

Version, Oxford University Press

2. Managerial Economics: Theory, Applications and Cases ,W. Bruce Allen, Keith Weigelt, Neil Doherty and Edwin

Mansfield, 7th Edition, W.W. Norton & Company.

3. Managerial Economics, S. Prusty, PHI.

4. Managerial Economics, Joel Dean, PHI

5. Managerial Economics, Mark Hircshey, 10e, Thomson.

6. Managerial Economics and Business Strategy, Michael R. Baye, McGraw-Hill.

Course Name: Organization Behaviour


Semester I

Credits 3

No. of sessions 45

Course Description

The course is designed to present key concepts, theories, and models of organization behavior to the students. It is aimed

at assessing the validity and applicability of these model and theories using individual, interpersonal and group level

analysis. The purpose of the course is to help student to:

• stay ahead of the competition through attaining greater personal effectiveness in organization.

• understand why understanding people is important for an organization.

• understand how to motivate oneself and others towards mutually agreed goals.

This course also introduces the concepts of groups/teams to the students and help them to develop key skills to manage

human relations efficiently. The emphasis here is on the study of organization as a living system that is dynamic and

responsive to the continuously changing business environment and contexts. For smooth understanding of students, the

whole content of the course is divided into five modules. Each module is followed by application-based activities,

continuous assessments and case discussions.

COURSE OUTCOMES:


CO1 Summarise the various personality traits and attributes, explain how they impact individual

behaviour in an organizational context and use the same to solve the simple organizational

issues. (K2, K3)

CO2 Use of concepts related to individual perception and learning in an organizational context to

analyse, evaluate and design solutions to organizational issues. (K3- K6)

CO3 Use knowledge of attitudinal theories, the model of organizational stress and the concept of

emotional intelligence to generate solutions to organizational issues. (K3-K6)

CO4 Use knowledge about behavioural pattern and motivational theories to gain interpersonal skills;

and to analyse situations, generate options and formulate strategies for high team performance.

(K3-K6)

CO5 Use knowledge about styles of leadership appropriate to different contexts to formulate suitable

conflict resolution strategies. (K3-K6)

COURSE CONTENT

Unit I: Foundation of organization and Individual behaviour 8 lecture hours

Foundations and Importance of Organization Behaviour, Predecessors of OB, Future Perspectives of OB; Emerging

Challenges in OB, Personality: Definition and Nature; Determinants of Personality – Nature vs. Nurture, Big Five Model;

Core self-evaluations and attributes of Personality - Self-Esteem, Self-Monitoring, Locus of Control, Type A and Type B,

Machiavellianism, Narcissistic

Unit II: Individual Perception and Learning 9 lecture hours

Concept of Perception; Factors influencing Perceptions, Perceptual Process; Categories of biases in social perception,

Attribution theory- distinctiveness, consistency & consensus, Learning – Nature & Process; Classical Conditioning

Theory, Reinforcement or Operant Conditioning Theory, Social learning theory and application of learning principles in

organizational context for shaping behaviour and individual motivation

Unit 3: Workplace Attitudes, Emotions and Stress 8 lecture hours

Attitudes – what are they? Formation of attitude - ABC model, Major work-related attitudes like organizational

commitment, job satisfaction, job involvement and organizational citizenship behavior and work behaviors, Consequences

of job dissatisfaction through Exit-Voice-Loyalty-Neglect (EVLN) Model, Types of organizational commitment, Types

of Emotions, Role of emotions and Mood, Emotional Intelligence and managing emotions in organization, Emotional labor

and its relevance for certain professions, what is Stress? Types of stress, causes of stress, managing and coping stress

Unit 4: Team dynamics and Motivation at workplace 10 lecture hours

Groups - Meaning and types; Stages of Group Formation, Structural dynamics of work groups – roles, status, norms and

cohesiveness, Interpersonal relationships and team success - JOHARI Window, Motivation and work behaviour; Theories

of motivation - Maslow’s Need Hierarchy theory, Herzberg’s Two Factor Theory, Vroom’s expectancy theory; Equity

theory, Implications of various motivation theories at the workplace.

Unit 5: Essence of leadership and managing conflict 10 lecture hours

What is leadership? Leadership vs. Managers, trait approach to leadership, what characteristics do great leaders possess,

behavioural and contingency perspective of leadership, Path-goal theory, Hersey & Blanchard Situational leadership

Theory, Change-Oriented Leadership -

Inspirational Approaches to Leadership, Charismatic, Transformation and Transactional, Modern Perspective on

Leadership, Meaning and Sources of conflict; Types of Conflict, Process of Conflict and Conflict Management; Strategies

for Resolving Conflict

Text Book

Robbins P. Stephen, Judge A. Timothy and Vohra, Niharika (2017). Organizational Behaviour, 17th edition, Pearson

Education.

Reference Books

1. Nelson L. Debra, Quick, J. C. and Khandelwal, P. 7th edition, (2013). Organizational Behaviour -. Cengage

Learning.

2. Steven McShane; Mary Von Glinow (2015). Organizational Behaviour, 6th Edition, Tata Mc Graw Hill, India.

3. Luthans, F. (2015). Organizational Behaviour, 13th edition, Tata McGraw Hill, India.

Course Name: Business Statistics for Decision Making Course Code: MBDS5028

Semester I

Credits 3

No of Sessions 45

Prerequisite Basic Mathematics

Course Description This course is designed to prepare students to evaluate problems and make decisions using Statistical analysis of data.

Students can use these processes in any course where data is analysed and interpreted. Statistics is vital to all aspects

of industry. The quantitative evaluation of a problem will often yield a different, more informed decision than a

subjective one. This knowledge also makes students to comprehend and analyse enormous number of statistics they

encounter everyday outside of work. The focus is on concepts development and its application for problem solving and

decision making by effectively using different statistical tools.

Course Outcomes After completing the course, students should be able to:

CO1 Recognize the basic concepts of the Statistics and apply the concept of mean median, mode in

real life for decision making. (K2)

CO2 Examine various probabilistic situations based on various laws of probability and application of Binomial, Poisson, Normal distributions (K3)

CO3 Apply the concepts of correlation and regression to find the relationship for the given bivariate

data and its various applications. (K4)

CO4 Estimate the concepts of time series and its uses in forecasting for business data. (K5)

CO5 Provide a value useful for comparing magnitudes of aggregates of related variables to each

other used in calculating Index numbers. (K5)

Course Content Unit I: Introduction to Business Statistics 10 lecture hours

Introduction to business statistics, application of statistics in decision making, measures of central tendency, mean, median, mode, measures of dispersion, range, quartile deviation, mean deviation, standard deviation. Unit II: Probability and Probability Distribution 12 lecture hours Introduction to probability, probability events, basic probability, addition theorem, conditional theorem, multiplication theorem, Bayes’ theorem, Probability distribution, binomial distribution, Poisson distribution, Normal distribution Unit III: Correlation and Regression analysis 11 lecture hours

Introduction to correlation analysis, scatter diagram method, Karl Pearson’s Correlation coefficient, Rank (Spearman’s) correlation, Multiple correlation, coefficient of determination, Introduction to regression analysis, difference between correlation and regression, regression coefficient, properties of regression coefficient, regression equations Yon X and X on Y.

Unit IV: Time Series Analysis 6 lecture hours

Introduction to time series, time series data, components of time series, Trend, Seasonal, Cyclic and Irregular variations, Moving average method to find trend, Method of Least Square to find and forecast trend values. Unit V: Index Numbers 6 lecture hours

Introduction to Index Numbers, Types of Index Numbers, Uses, Construction of price, quantity and volume indices,

Laspyres’, Paasches’ and Fishers ideal index numbers, tests for adequacy of Index Numbers.

Text Books 1. JK Sharma, “Business Statistics”, 4th Edition, Vikas Publication

Reference Books

1. Render B., Stair R. M., Hanna M. E,, Badri T. N.- Quantitative Analysis for Management, 10e, Pearson

Education

2. Anderson D. R., Sweeney D. J., Williams T. A. - Statistics for Business and Economics, 11th edition, Cengage

Learning

3. Naval Bajpai, Business Statistics, 2nd edition, Pearson Education

4. Levin & Rubin, “Statistics for Management”, 8th Edition, Pearson Publication

5. Ken Black, “Business Statistics for contemporary decision making”, 5th Edition, Wiley Publication

Course Name: Excel for Managers

Course Code: MSB21P1004

Semester I

Credits 2

No of Sessions 40

Prerequisite Basic knowledge of handing MS Windows

Course Description

Microsoft Excel is a software program included in the Microsoft Office suite. It is used to create spreadsheets, which are documents in which data is laid out in rows and columns — like a big table. Due to its extreme versatility and power, Excel has become one of the most-used software programs in the business world since its launch in 1985. Spreadsheets are extraordinarily powerful tools, and are used to store and manipulate data. The objective of this course is to provide the skills necessary to efficiently develop analytical spreadsheets in MS Excel that meet professional standards.

Course Outcomes


CO1 Summarize the features available in spreadsheets and gain knowledge about basic as well as

advanced searching functions. (K2, K3)

CO2 Understand various types of text functions and get an idea about how to apply these text functions in real world scenarios. (K3)

CO3 Utilize knowledge about financial functions and be able to make use of these functions to solve

financial problems. (K3, K4)

CO4 Analyze the applications of various date and time functions of spreadsheet. (K4)

CO5 Evaluate various Slice and dice methods of spreadsheets to develop better decision making.

(K5, K6)

Course Content Unit I: Introduction to MS Excel and Look-up functions 10 Lab Hours

How to create Spreadsheets, various components of Excel window, overview of basic arithmetic functions, introduction to Excel add-ins, use of if function, nested if along with examples, Lookup function in MS Excel - VLookup and HLookup functions Unit II: Index, Match and Text functions 8 Lab Hours Syntax and use of index and match functions, combining index and match together to perform searching, role of various Text functions in spreadsheets, example of text functions to find first name and last name from given full names Unit III: Financial functions in MS-Excel 6 Lab Hours

Introduction to financial functions, examples of calculating Future Value and Present Value in Excel, examples of using

NPER and PMT functions in Excel

Unit IV: Date and Time functions 6 Lab Hours

Handling Date and time in spreadsheets, various date formats in spreadsheets, syntax and use of date and time functions, situation based problems of calculating student age, working days etc., use of yearfrac function in finding difference between 2 given dates Unit V: Sensitivity analysis, data tables and pivot tables 10 Lab Hours

introduction to Pivot tables, examples of Pivot table, Pivot charts in spreadsheets, Problem Sensitivity Analysis with Data

Tables, Goal Seek application (Interpretation and decision making using spreadsheets), Histograms and its types

(symmetric, Positively skewed, negatively skewed, multiple peaks).

Text Books Excel 2019 Bible by Michael Alexander, Wiley Publication Reference Books

1. Excel 2019 All-in-One by LokeshLalwani, BPB Publishers

2. Microsoft Office Excel 2007 by Torben Lage Frandsen

3. Statistics for Managers using Microsoft Excel by David M. Levine, Pearson Education

4. Excel Functions and Formulas by Bernd Held, BPB Publications

Course Name: Legal Aspects of Business


Semester I

Credits 3

No of Sessions 45

Course Description

Legal aspects of business is a course which explains the laws pertaining to business. In this course, students will gain a

sense of when and how the legal system may affect them in a business setting, particularly with reference to Contract

Law, Sales of Goods Act, Partnership Act, Company Act and government regulations of business. Business students often

enter the corporate world without a comprehensive understanding of the laws. The knowledge of business laws are

necessary for any management graduate whether he/she wants to setup a business or joins an organisation as a manager.

It gives immense confidence in handling day to day business requirements to those who know the legal aspects of business.

During the course of learning the students will also understand the situations involving choices that may reach beyond the

requirements of the law, they will explore how such situations arise and how they might be solved or even prevented.

Course Outcomes


CO1. Summarize various aspects of contracts and agreements, differentiate between these aspects and use this

knowledge to real life situations. (K2, K3, K4)

CO2. Use the Condition and warranties laws to execute the contracts relating to sales of goods, implement the laws

relating to condition and warranties, and execute the consumer rights provided in Consumer Protection Act 2020. (K3)

CO3. Use knowledge of negotiable instruments for making decisions regarding payments in business and identify the

intellectual property to be used by the organisation for protection from infringement. (K3, K6)

CO4. Use knowledge of corporate laws for allotment of shares, announcement of dividends, coordinating and managing

the organisation for taking business decisions. (K3, K5, K6)

CO5. Use the partnership principles for registration, outlining the rights, duties of partners for generating business

profits. (K5, K6)

Course Content

Unit I: What is a contract and how contract is discharged. 12 lecture hours

Agreement, Contract-Some definitions of contract and agreement, Essential elements of a contract-(CASE LAWS-

Balfour vs. Balfour, Rose &Frank Co vs. Crompton Bros), Classification of contracts, Rules relating to valid offer-

(CASE LAWS- Laxman Shukla vs. Gauri Dutt), Types of offers-(CASE LAW- Carlill vs. Carbolic Smoke Ball Co)

Applicability to life situations, Revocation of offer, Rules relating to a valid acceptance.

Meaning of Suit, Types of suit CASE LAW- Planche vs. Colburn), Meaning of damages-(CASE LAW - Hadley vs.

Baxendale), Kinds of damages.

Unit II: Contract of Sales and Consumer Laws. 12 lecture hours

Meaning of contract of sale, Essentials of contract of sale, Definition of Goods, Types of goods, Condition and warranties.

(CASE LAWS-Vorley vs. Whipp),Difference between Condition and Warranties. Unpaid seller and his rights, Definition

of a consumer, Rights of a consumer, Consumer protection councils, Redressal Mechanism.

Unit III: Intellectual Property Rights (IPRs) & Negotiable Instruments 7 lecture hours

Intellectual property vs. Physical Property, Importance of IPR in business, Major types of IPR, Provisions with respect to

registration, renewal, revocation, Infringement. Creativity/Innovation- Characteristics of Innovative organizations

Meaning of negotiable instruments, Types of negotiable instruments and difference between them, Dishonour of

Cheques due to insufficiency of funds, etc.

Unit IV: Introduction to Company Law 9 lecture hours

Meaning of Company and its characteristics, Doctrine of lifting the corporate veil. Shares, Share Capital, Debentures and

its types, Directors- Kinds of directors, Role of a director, Duties of a director, Director’s liability, Winding up of a

company.

Unit V: General rules relating to partnership 5 lecture hours

Definition of Partnership and its essentials, Rights and duties of partners, Types of partners, Registration of Firms,

Dissolution of firms, Limited-Liability Partnership, Incorporation by registration, Partners and their relations, Dissolution

of partnership firm.

Textbooks

1. Business Law: Tejpal Sheth, 2th Edition, Pearson Education, New Delhi.

Reference Books

1. Kuchhal M.C & Prakash Deepa, Business Legislation for Management, Vikas publication House Pvt.Ltd.2007

Edition.

2. Aggarwal S.K, Business and Corporate Laws, Galgotias Publication Pvt Ltd, First Edition.

3. Gulshan S.S, Mercantile Law, Excel Books New Delhi, Second Edition, ISBN-8174463674, 9788174463678.

Course Name: BUSINESS ETHICS AND CSR


Semester I

Credits 2

No of Sessions 30

COURSE DESCRIPTION

Ethics reflect a society’s notion about the right and wrong and involve the evaluation and application of moral values in

practice of business. Business managers are expected to have integrity, impartibility, and responsiveness to public interest,

honesty and accountability. Real time situations reflect that use of ethical practices in business and participation in

resolving social and environmental issues are rewarded with the trust of employees, suppliers, customers, investors and

society-at-large.

Today public opinion world-wide demands that managers be not only professionally capable but also be ethical and

socially responsible. As a result, managers are constantly required to perform a balancing act between people and profits.

Any aspiring manager needs to therefore have a strong foundation in ethics and CSR.

COURSE OUTCOMES


CO1. Summarize and differentiate between various ethical concepts and explain ethical principles; use the same to

analyze business situation generate and evaluate alternatives and arrive at ethical decisions. (K2-K6)

CO2. Use knowledge about rights of consumers and environmental ethics to arrive at decisions that are consistent

with the statutes duties of the businesses. ( K3- K4)

CO3. Use theories and models of corporate governance to measure the effectiveness of Corporate Governance

policies already employed to ensure good governance in the organization. (K3-K5)

CO4. Appraise the relevance of Corporate Social Responsibility to business success; formulate appropriate CSR

strategies that are aligned to business strategy. (K4- K6)

CO5. Compare and evaluate the level of commitment to CSR for different organizations and assess its competitive

advantage. (K4-K6)

COURSE CONTENT

UNIT 1: Overview of Business Ethics 6 Lecture Hours

Personal and Professional Ethics, Business ethics: importance and needs, significance in ethical decision making.

Distinction between values and ethics, Characteristics of an ethical organization, Morality and Law, management

and ethics, Case Study: Biocon-India’s own home-grown Biotech Company Kantianism: Ethics of Duty, Other

Normative Theories- Stockholder theory And their applications Building an Ethical Stakeholder Theory, Indian

Ethical Traditions-Teachings from Gita, teachings from Islam, Christianity, Gandhian principles

UNIT 2 : Consumer and Environmental Ethics 6 Lecture Hours

Consumer and Consumer Protection- Definition; Parties to consumer protection. Consumer duties and

responsibilities, Consumer protection in Indian context, Case: Why It Pays To Be Honest: How Unethical

Marketing Practices Cost Pharmaceutical Giant Johnson & Johnson $2.2 Billion

Environmental Preservation: Role of Stakeholders, Waste Management and Pollution Control, Key Strategies for

Industrial Pollution Prevention Managing Environmental issues Environmental audit, Managing environmental

issues, Environmental policy in Indian context.

UNIT 3: Corporate Governance 6 Lecture Hours

Corporate Governance: An introduction, Need for corporate governance Evolution of corporate governance

Characteristics of Corporation, Theories of corporate governance- Agency Theory, Stewardship theory,

Stakeholder and sociological theory Shareholders and Shareholder Activism, Boards of Directors Governance

practices and regulation

America’s Hall of Shame, Satyam scandal in India Models of Corporate Governance: The Anglo American Model

of Governance, The German Model of Governance, Indian Model of Governance International Corporate

Governance Corporate Scandals : Satyam Case, Ricoh Case, ICICI Bank Scam Case, Kingfisher Airlines and

United Spirits Case and YES Bank scam

UNIT 4 Corporate Social Responsibility 6 Lecture Hours

Applicability and Importance of CSR Evolution of CSR: Doing Good-A Shift from Obligation to Strategy

Strategic CSR: Needs and Challenges CSR policy Activities under CSR Schedule VII of the Companies Act,

2013 Models of CSR

UNIT 5 CSR: A Competitive Advantage 6 Lecture Hours

Corporate Social Initiative: Six options for doing good Examples from Dell Inc., and McDonald’s. Socially

responsible business practices The strategic importance of CSR implementation And Competitive advantage

Text Book

Corporate social responsibility: doing the best for the company and your cause, Philip Kotler and Nancy Lee, Wiley,

2005

Reference Books:

1. Hartman and Chatterjee (2010), 3rd edition, Mc Graw Hill, Perspectives in Business Ethics

2. Subhabrata Bobby Banerjee (2007), Edward Elgar Publishing, Corporate Social Responsibility: The good, the

bad and the ugly

3. P. K. Ghosh (2010), 1st edition, Vrinda Publications, Business Ethics

Course Name: Business Communication

Course Code: SLMB5002

Semester I

Credits 2

No of Sessions 30

Prerequisite English at Under Graduate Level

Course Description

This course is designed to enhance communication skills of the students, to make them learn the art of business writing.

Also, they learn to fine tune their presentation skills and make it more effective. The knowledge imparted during the

course helps them improve proficiency in the English Language through independent study. During the course they also

give presentations in the form of role plays which helps them to learn to work in a team.

Course Outcomes


CO1 Develop effective communication (listening and speaking) skills - be able to listen carefully

and respectfully other’s perspective and to express one’s own ideas in a group. (K2)

CO2 Contribute in dialogue in a way that enables the students to experience and reflect upon their

own thinking as it is expressed in communication with others. (K5)

CO3 Participate in presentations and to work on speaking skills in order to maximize personal

effectiveness. (K3)

CO4 Become accomplished and active readers who appreciate ambiguity and complexity of

thoughts and ideas on variety of topics (K4)

CO5 Enhance your overall personality. (K5)

Course Content

Unit I: Communication Basics 10 lecture hours

Introduction to communication essentials, Workshop on public speaking-JAM session, feedback on the JAM session,

Overcoming Glossophobia, understanding what is Communication, Ways of Communication, Effective Communication

Skills, Graded Individual Presentations.

Unit II: Presentation Skills 10 lecture hours

Basics of presentation, Planning & Preparing of presentation, understanding team dynamics, understanding the usage of

Visual Aids, Delivery of presentation, Gradation of Team Presentations, Presentation Feedback

Unit III: Business Writing 10 lecture hours

Reading, listening and questioning, Basics of Written Business Communication, Writing – Reports, Proposal, Emails,

Precis-writing, Bio-Data and Resumes.

Text Book:

Cloninger, S.C., “Theories of Personality : Understanding Person”, Pearson, New York, 2008, 5th edition.

Reference Books:

1. Luthans F, “Organizational Behaviour”, McGraw Hill, New York, 2005, 12th edition.

2. Barron, R.A. & Brian D, “Social Psychology”, Prentice Hall of India, 1998, 8th edition.

3. Adler R.B., Rodman G. & Hutchinson C.C. , “Understanding Human Communication”, Oxford University Press : New

York, 2011.

Course Name: Introduction to Business Analytics


Semester II

Credits 3

No of Sessions 45

Prerequisite None

Course Description

Information and Knowledge are indispensable tools for helping ensure the continuity and sustainability of any

organization. They have to be acquired first and then assessed before they can be utilized in the decision-making process.

This is where the usefulness of Business Analytics lies. From credit card transactions and online shopping carts, to

customer loyalty programs and user-generated ratings/reviews, there is a staggering amount of data that can be used to

describe our past buying behaviors, predict future ones, and prescribe new ways to influence future purchasing decisions.

Through the application of Statistical methods, Operation Research and Management Information systems, and by using

proven analytical and evaluative tools and techniques, corporate managers can acquire insights into issues which they can

use to help them accomplish their organizational goals and objects, set correct priorities, adopt prudent strategies and

approaches, handle risks and effectively and efficiently manage their resources.

This course gives a comprehensive knowledge to provide an overview of key areas of customer analytics: descriptive

analytics, predictive analytics, prescriptive analytics, and their application to real-world business practices including

Amazon, Google, and Starbucks to name a few. This course provides an overview of the field of analytics so that you can

make informed business decisions.

Course Outcomes


CO.1 State Business problems/ Issues/ Opportunities across various business domains and

infer the alignment between business analytical process and decision-making process.

CO.2 Relate the knowledge of Analytics in Business.

CO.3 Value qualitative and quantitative analytical tools, concepts and theories to organize data,

infer the results in real life situation to solve business problems.

CO.4 Display the command to work on technology tools like SPSS/MS Excel to visualize data.

CO.5 Prioritize the business analytics strategies which are essential to ensure data quality.

Course Content

Unit I: Introduction 9 lecture hours

Overview of Business Intelligence Business Analytics: Concept, Terminology & Significance, Difference between

Business Intelligence and Business Analytics, Business Analytics Process & Decision-Making Process, Case study- A

trip to Summerhouse

Unit II: Business Analytics in Business Verticals 9 lecture hours

Use of Business Analytics in Business Verticals (Retail, Banking, Insurance) Use of Business Analytics in Business

Verticals (Health Care, Education, Automobile, & Telecommunication etc; ) Case Study: - Shop.ca, Case study: AMC

networks, Resources of Business Analytics, Data- categories of Data, ECM framework, Personnel resources

Unit III: Business Analytics Processing 9 lecture hours

Data Processing: Overview of OLTP, OLAP, Overview of Data Warehouse, Data Mining, UIMA framework

Unit IV: Data Visualization 9 lecture hours

Visualizing Data: Reporting systems, Multidimensional Modelling, Dashboards, Applications of BA in Business:

Marketing Analytics, Financial Analytics, Government Analytics

Unit V: Business Analytics Strategy 9 lecture hours

Business Analytics Strategy: Ensuring Data Quality, Outsourcing & measuring Business Analytics contribution, Case

study: Essentials of Cross-selling and Up-selling

Text Books

1. Fundamentals of Business Analytics, R N Prasad and Seema Prasad, Wiley

Reference Books

1. Business Analytics for Managers; Taking Business Intelligence beyond Reporting, G.H.N Laursen, J Thorlund-

Wiley

2. Business Analytics, Sahil Raj, Cengage

3. Business Analytics: Principles, Concepts and Applications, Marc Schniederjans, Dara Schniederjans, M Starkey-

Pearson

4. New Intelligence for a Smarter Planet, P. Bates, Mike Biere, Allan Beyer, Bill Wong, MC Press

5. Business Intelligence and Analytics: Drew Bentley, Library Press

Course Name: Foundation of Aviation Business & SMS


Semester II

Credits 3

No of Sessions 45

Course Description:

Gain an understanding of the key principles in running an airline and obtain knowledge on various airline strategies

and business models, and learn how they are managed and operated in a competitive global environment. Explore the

issues driving the aviation business, recognize factors in successful airline performance, gather best practices from

industry experts and learn the latest airline management issues.

Aviation safety management has changed greatly over the past years. It began with the safety officer being responsible

for the whole program. It was negatively orientated and relied on inspections and mishaps to let the organizations know

where their problems existed. This was a very reactive and expensive system. As time progressed, risk identification,

assessment, and management concepts were incorporated into safety programs. In the past few years, a systems approach

has been adopted. Safety joined Quality Assurance and became a team that was tasked with looking at systems errors.

This course helps to make students learn essential management and administration techniques to run your business while

complying with national and international legislation. Through daily classroom simulations, enhances the ability to work

under pressure in crisis situations and respond to common problems you may face in your daily operations.

Course Outcomes


CO1 Describe the fundamental concepts behind Airline Business and understand the role of

regulatory authorities like ICAO, UK CAA, CASA and Transport Canada. (K2)

CO2 Apply knowledge of key principles to tackle airplane hijacking, skyjacking, plane hijacking,

air robbery, air piracy, or aircraft piracy and the unlawful seizure of an aircraft by an

individual or a group as act of terrorism. (K3)

CO3 Dissect and implement techniques for the identification, quantification and management of

hazards and risks. (K4)

CO4 Measure and map the strategies for developing and enhancing safety culture including the

cargo transportation, structuring and reporting systems (K5)

CO5 Reconcile competing expectations of airline passenger, aircraft fuel and the technological

advancements for enhancing aviation safety performance. (K5)

Course Content

Unit-I 9 lecture hours

A National security asset:

History of Aviation - Importance of Air transportation – Airways – Development of the Aviation industry – Deregulation

– Major players in Airline Industry- Swot analysis in Airline Industry - Consequences of 9/11 to the industry – Emergency

Funding– Protecting Public Air transportation - Air transport Services: International trends-Emerging Indian scenario-PPP-

Public Private Participation in Indian Airports-Environmental regulations-Private participation in International

developments- Environment regulations - Regulatory issues-Meteorological services for Aviation-Airport fees, rates, and

charges.

Unit-II 9 lecture hours

Aircraft as Missiles:

Hijacking – Security Measures – International Prospective– Trend begins –Diplomatic Conference on Air Law – Ministerial

Conference on Terrorism – Financing of Terrorism – United Nations – ICAO/ECAC - Early Hijackings – Terrorist

Hijackings Spread – Initial Public response – Cockpit Doors – Profile of a Hijacker – Sky Marshal Program/Federal Air

Marshal Program – History of Significant Air hijackings since 1972. Terrorism – Middle East – Rival Claims – Palestinian

Liberation Organization – Abu Nidal – Hamas –Iranian Support of Terrorism – Hezbollah – Afghanistan: Osama Bin Laden

– Europe – Japan – Peru – Russia – US – Domestic Terrorism – Nuclear Terrorism.

Unit-III 9 lecture hours

Screening:

The last line of Defense – Introduction – Facilities – Screening check Point Augmentation – Law enforcement Officers at

the gate – Flexible Law enforcement response Program – Public and Private Security Interface. Airborne Aircraft Security.

Increased Supervision: Introduction – Criminal Guards – Ergonomic Solutions – potential Operator concerns – measuring

operator Performance

Unit-IV 9 lecture hours

Air Carrier-A Loose End:

Introduction – Cargo Carrier responsibility – Air cargo security – Suicides – Baggage Tags – Passenger/ Baggage

reconciliation – Airport lockers – Container hardening – Blast containment versus blast management – Airmail security –

Indirect air carriers – known and unknown shipper – Vacuum chambers – Inspection of cargo – International Air cargo

standards – Irelands air Cargo Security Program – TSA inspection of Airport – Conclusion. A slippery slope:

Unit-V 9 lecture hours

Technological Improvements:

Some intrusive and some not: Introduction – Core commission – Micro wave Holographic Imaging – Body orifice security

scanner – Flight Vu™ Aircraft data scanner – New Generation of video security systems – Bio simmer™ quadruple

resonance device – Intelliscan™

Text Books:

1. Managing Airport an International Perspective : Graham A

Reference Books:

1. Principles of Airport Economics: P.S.Senguttuvan

2. Airport Systems - Planning, Design, and Management : Richard De Neufville

3. Strategic Logistic Management : Lambert

4. Hand book of Logistics & Distribution: Alan Ruston & John Oxley, 5. Contemporary Logistics : Paul R. Murphy, JR

and Donal & F.Woo

5. Aviation in Crisis – Ruwantissa I.R.Abeyrante-Ashgate Publishing Ltd.

6. Aviation Safety Programs-Richard H.Wood –Jeppesen Sanderson Inc.

7. Airport Planning and Management : Wells.A

8. The Airport Business: Doganis.R

9. Principles of Airport Management: Alexander T.Well, Seth Young

10. Fundamentals of Airport Transport Management: P.S.Senguttuvan

11. Aviation and Airport Security – Kathleen M. Sweet – Pearson Education Inc

Course Name: Foundation of Logistics & Materials Management


Semester II

Credits 3

No of Sessions 45

Course Description

Materials Management deals with the planning organizing and controlling of materials in flow, storage and use, from raw

material to finished goods. It will explore the opportunities to analyze and decide improvements in managing materials

related functions beyond the traditional practices. Attention to be paid to the materials management functions over the

product-service continuum i.e. from pure products to pure services. Materials analysis can be done with a design

perspective for products and services with new materials (in existing products) or new products (from existing materials).

Care will be taken to strike a balance between theoretical and practical perspectives.

Course Outcomes

CO1 Understanding the scope for integrating materials management function over the logistics and supply

chain operations. (K2)

CO2 Applying Integration of the organization wide materials requirement to develop an overall plan (MRP).

(K3)

CO3 Identify, study, compare, and evaluate alternatives, select and relate with a good supplier. (K3)

CO4 Analysing the various purchasing method and inventory controlling techniques into practice. (K4)

CO5 Evaluating the materials in storage, handling, packaging, shipping distributing and standardizing process

( K5)

Course Content

Unit I: Overview of Logistics and Material Management 8 lecture hours

Materials Management ‐ Evolution, Importance, Scope and Objectives‐ Interface with other functions. Concept of

Logistics and Supply Chain Management and evolution to 4PL‐Supply Chain Management ‐ Objectives, Components,

Significance, Trade off Customer Service & Cost.

Unit II: Purchasing Process 8 lecture hours

Purchasing in Materials management‐ system concept‐ purchasing and procurement activities under Materials

management‐ Value Analysis and value Engineering‐ Purchasing and quality Assurance‐ Purchase Cycle – Negotiation

& Bargaining – Vendor relations ‐ Purchasing Methods ‐ Global Sourcing‐Stores – Functions, Importance, Organization

of stores & Store’s layout. Store’s procedure – documentation

Unit III: Inventory process Management 8 lecture hours

Inventory ‐ Need of Inventory ‐Types of Inventory ‐ Basic EOQ Model ‐ EOQ with discounts ‐ Classification of material

‐ ABC Analysis ‐VED, HML, FSN, GOLF, SOS (Numerical expected on Basic EOQ, EOQ with discounts & ABC)

Material Requirement Planning (MRP) ‐ Advantages over conventional planning (Order Point Method) – Input and output

of MRP system ‐ Forecasting – Overview of quantitative and qualitative methods of forecasting ‐ Master Production

Schedule ‐ Bill of Materials – BOM Explosion ‐ Material flow in MRP. MRP II. Concept of ERP. (Numerical likely on

BOM Explosion, estimating Net requirements)

Unit IV: Quality control of material 8 lecture hours

Incoming material quality control‐ statistical quality control‐ governmental purchasing practices and procedures‐Inventory

control & Cost Reduction techniques: Inventory turns ratios‐Standardization – need and importance. Codification –

concept, benefits. Value Engineering and Value Analysis – concept and process.

Unit V: Materials handling and storage systems 13 lecture hours

Materials handling and storage systems, Physical distribution logistics‐ transportation, Traffic and claims management‐

operations research and related techniques‐ Principles of Materials Handling CURRICULUM AND SYLLABUS BBA –

LOGISTICS 19 system ‐ Materials Handling Equipment – Safety issues.

Text Books

1 Materials management: An integrated approach ‐ P. Gopalakrishnan

Reference Books

1 http://opac.vimaru.edu.vn/edata/EBook/Operations%20Management.pdf

2 https://www.mheducation.co.uk/he/chapters/9780077133016.pdf

MOOC

1 https://www.edx.org/course/operations-management-iimbx-om101-1x

2 Introduction to Materials management ‐ J.R. Tony Arnold & Stephen N. Chapman

Course Name: Corporate Finance


Semester II

Credits 3

No of Sessions 45

Prerequisite Fundamentals of financial and cost accounting

Course Description

The course is designed to acquaint students with the principles, theories, techniques and practices of corporate finance

through the application of case studies and numerical. Students are given knowledge and skills to understand fundamentals

and applications of corporate finance in an organization. Topics covered through this course include time value of money,

risk and return, cost of capital, valuation, financing decisions, capital budgeting, capital structure, dividend decisions, and

working capital management and contemporary issue in corporate finance. The course also links to business simulations

relating to the management of a firm’s financial resources.

Course Outcomes


CO1: Understand the theories, concepts, practices and fundamental techniques of corporate finance. (K2)

CO2: Assess investment projects applying capital budgeting criteria. (K3 & K4)

CO3: Estimate cost of capital and business, financial and combined risk applying leverage analysis. (K3 & K4)

CO4: Evaluate capital structure and dividend decisions. (K5)

CO5: Applying techniques of working capital, receivables, inventory and cash management. (K3 & K4)

https://www.mheducation.co.uk/he/chapters/9780077133016.pdf

https://www.edx.org/course/operations-management-iimbx-om101-1x

Syllabus Description:

Unit I: Introduction and Time Value of Money 8 lecture hours

Introduction, Nature, Scope and Functions of Corporate Finance; Role of finance manager; Financial goals: Profit

maximization vs wealth maximization; Concept of agency and agency problem; Time Preference for money - Future

Value and Present Value of Single Cash Flow and Annuity; Risk and Return; and Valuation of Bonds and Shares.

Unit II: Investment Decisions 8 lecture hours

Capital Budgeting- Concept, Significance; Investment Evaluation Criteria: NPV: Concept, Application, Significance and

Limitations; IRR & MIRR: Concept, Concept, Application, Significance and Limitations; Payback Period: Concept,

Application, Significance and Limitation; ARR: Concept, Application, Significance and Limitation; Profitability Index:

Concept, Application, Significance and Limitation; Simultaneous application of capital budgeting decisions.

Risk Analysis in capital budgeting and capital rationing.

Unit III: Cost of Capital and Leverage Analysis 8 lecture hours

Cost of capital: Concept, Significance, Nature, and Factors affecting cost of capital; Cost of Debt, Preference Shares,

Equity Shares, and Weighted Average Cost of Capital (WACC). EBIT-EPS Analysis; Leverage analysis- Operating,

Financial and Combined Leverage

Unit IV: Capital structure and Dividend Decisions 10 lecture hours

Theories of Capital structure- Net Income (NI), Traditional, Net Operating Income (NOI), and MM Hypothesis.

Dividend: Concept, meaning, types, and significance for stakeholders; Theories/Models in dividend policy- Walter,

Gordon, and MM (Miller Modigliani) Hypothesis; Determinants of dividend policy.

Unit V: Working Capital Decisions 11 lecture hours

Working Capital Management: Concept, Objectives, Types and Significance; Principles of working capital management;

Concept and estimation of operating cycle and working capital requirements; Receivables management; Inventory

management- EOQ, Stock Levels, ABC Analysis and JIT; and Cash management.

Text Book 1. I M Pandey. Vikas Publishing House Pvt. Ltd.

Reference Books

1. Van Home, J.C. Financial Management and Policy. Prentice Hall of India.

2. Charles P Jones. Corporate Finance: Theory and Practice. John Wiley.

3. Prasanna Chandra. Financial Management. Tata McGraw Hills.

4. Khan & Jain. Financial Management. Tata McGraw Hills.

5. Damodaran, A. Security Analysis & portfolio Management. Wiley & Sons.

Course Name: Human Resource Management


Semester II

Credits 3

No of Sessions 45

Prerequisite POM, OB

Course Description

Many managers and organizations now recognize that a critical source of competitive advantage often comes not from

the best marketing strategy, or the most state-of-the-art production technology, but rather from having an effective system

for obtaining, mobilizing, and managing the organization’s human assets. Thus, managing employees is at the heart of

almost all the real-life management problems. A number of recent developments, including demographic changes in the

labour force, increased global competition, experiments with new organizational arrangements, and knowledge work force

issues have made human resource management increasingly important for organizations. The purpose of this course is to

bring out issues involved in the management of human resources (HRM), both from current theory as well as practice.

Course Outcomes


CO1: Understand the concept of HRM by utilizing articles from different journals and leading business dailies. K2

CO2: Apply the concept and importance of human resource planning and job analysis in the organization for effective

functioning of HR processes in the organization. K3

CO3: Analyse various sources of recruitment and relate it to selection and training of employees in improving

organizational effectiveness. K4

CO4: Evaluate various performance appraisal techniques used by organization and role of compensation management in

organization effectiveness. K5

CO5: Assess the role of industrial relations in organization growth and contemporary issues (like E-HRM, IHRM etc.)

help organizations to transit from traditional to strategic business environment. K5

Course Content

Unit I: Introduction to HRM 7 lecture hours

Concept & Importance of HRM, Principles and functions of HR Manager. Strategic HRM, Traditional Vs. Strategic HR,

System Approaches to HRM. Scope and functions of HRM; Brief overview of laws related HR like Payment of Wages

Act, Gratuity, Trade Union Act.HR outsourcing.

Unit II: Job Analysis and HR Planning 8 lecture hours

Talent Acquisition, Importance and Process. The basics of Job Analysis, Process of Job Analysis; Methods for collecting

Job Analysis Information.

Nature and Concept of HRP, Objectives and importance. Methods for HR Forecasting. Preparing Manpower Inventory

and Succession Planning.

Unit III: Recruitment, selection, training and development 12 lecture hours

Introduction to Recruitment. Internal and External Sources of Recruitment. Methods of Recruitment, Effective Recruiting.

Introduction and Process of Employee Selection. Selection Methods, Selection Interviews. Placement and orientation.

Unit IV: Performance Appraisal and Compensation Management 8 lecture hours

Introduction; Purpose of Performance Appraisal, The Performance Appraisal Process. Methods of Performance Appraisal,

360 Degree Feedback System, Problems in Appraisal. Essential Characteristics of Performance Appraisal, Potential

Appraisal, Use of McKinsey 9 - box Matrix for Performance Management.

Objectives and Nature of compensation, Components of a pay structure, CTC. Job Evaluation, Factors affecting

compensation and choices in designing a compensation system.

Unit V: Contemporary issues in HR 10 lecture hours

Introduction, Nature & Objectives of Industrial Relations, Factors Influencing IR, Significance of IR. Industrial Conflict,

Forms of Industrial Disputes, Forms and Causes of Industrial disputes. Industrial Disputes handling Machinery.

Green HRM, E-HRM, Measuring HR, Managing 5 R’s, Managing Diversity at Workplace, Employee

Empowerment ,HR Metrics.

Introduction of IHRM, Host Country National, Parent Country National, Third Country, Approaches to IHRM (Ethno-

centric, geocentric and polycentric)

Text Book

1. Rao, V.S.P. (2013). Human Resource Management, Excel Publication, India.

Reference Books

1. Desseler,G. and Varkkey,B (2013). Human Resource Management. Pearson Education.

2. Ashwathappa, K. (2017). Human Resource Management, Mc Graw hill Education, 8th Edition.

3. Agarwal, T. (2007). Strategic Human Resource Management, Oxford University Press, India.

4. Armstrong, M. (2006). Human Resource Management, Kogan Page.

COURSE NAME: Operations Research

COURSE CODE: MBDS5030

Semester II

Credits 3

No of Sessions 45

Course Description

Operations Research, an approach to decision making based on the scientific method, makes extensive use of quantitative

analysis. A variety of names exists for the body of knowledge involving quantitative approaches to decision making; in

addition to management science, two other widely known and accepted names are operations research and decision

science. Today, many use the terms management science, operations research, and decision science interchangeably.

The scientific management revolution of the early 1900s, initiated by Frederic W. Taylor, provided the foundation for the

use of quantitative methods in management. But modern quantitative techniques research is generally considered to have

originated during the World War II period, when teams were formed to deal with strategic and tactical problems faced by

the military. These teams, which often consisted of people with diverse specialties (e.g., mathematicians, engineers, and

behavioral scientists), were joined together to solve a common problem by utilizing the scientific method. After the war,

many of these team members continued their research in the field of Quantitative Techniques.

Two developments that occurred during the post–World War II period led to the growth and use of management science

in non military applications. First, continued research resulted in numerous methodological developments. Probably the

most significant development was the discovery by George Dantzig, in 1947, of the simplex method for solving linear

programming problems. At the same time these methodological developments were taking place, digital computers

prompted a virtual explosion in computing power. Computers enabled practitioners to use the methodological advances

to solve a large variety of problems. The computer technology explosion continues, and personal computers can now be

used to solve problems larger than those solved on mainframe computers in the 1990s.

Course Outcomes


CO1: Use LPP technique to formulate a given problem in mathematical language and obtained the optimal solution and

interpret the decision (K3)

CO2: Apply the concepts related to decision making under uncertainty and risk for making more informed decision (K3)

CO3: Apply and analyze the concepts of transportation and assignment problem to find the optimum allocation in order

to either minimize total cost or maximize profit.(K3)

CO4: Utilize the concept game theory which determines a stable strategy for optimize the Payoff in different conditions

of business environment (K4)

CO5: Understand and apply the concepts of queuing theory to evaluate the queue length, system length and optimize the

waiting time of customer. (K5)

Course Content

Unit I: Introduction to Operations Research & Linear programming Problem-I (12 lecture hours)

Introduction to OR, Use ,scope and applications of OR, Introduction to Linear Programming problem, Mathematical form

of LPP, Solution to LPP, Graphical Method and its limitations, Types of solution in graphical method , Multiple solution,

unbounded solution and infeasible solutions, Solution of LPP by simplex method, Maximization and Minimization

examples, Duality, Sensitivity Analysis

Unit II: Decision Theory and Game Theory (10 lecture hours)

Decision Theory (Decision Under certainty, risk and Uncertainty, Marginal Analysis, Decision tree Analysis), Maximax,

Minimin, Maximin, Minimax, Laplace, Hurwicz and Minimax Regret Criteria. EMV Criteria, Decision Tree Analysis,

Tree Plan with solver.

Unit III: Assignment Problems and its application in business (10 lecture hours)

Introduction to Transportation problem, Mathematical form of TP, North West Corner Method, Vogel’s approximation

method, least cost Method, MODI method for optimum solution

Introduction to Assignment Problem, Mathematical form, Method of solution- Hungarian method, unbalanced assignment

problem, restricted assignment problem, Applications of assignment problem in business, case study

Unit IV: Game Theory (6 Lecture hours)

Introduction of game theory, concepts, Two persons game, Zero sum Game, Strategy, Mixed Strategy game & Pure

strategy games, Methods of solution, Maximin-Minimax principle, Saddle Point and Saddle Point Method, Probability

Method, Graphical Method, Principle of Dominance.

Unit V: Queuing Theory (7 lecture hours)

Introduction to queuing theory, concept of arrival pattern, Service Pattern, Queuing Discipline, Physical capacity of

system, No of servers and multi- stage service, Application of Queuing Model: M/M/1/∞, Case Study

Text Books

1. J.K Sharma, Operations Research (Theory & Applications), 6th edition, Trinity Press

.

Reference Books

1. N.D Vohra, Quantitative Techniques in Management, 2nd Edition, Tata Mcgraw Hill

2. Hamdy A Taha,Operations Research-An Introduction 7th Edition, Prentice Hall

3. Peter C Bell- Management Science/ Operations Research: A strategic perspective, South-Western College Pub

Course Name: Operations & Supply Chain Management


Semester II

Credits 3

No of Sessions 45

Prerequisite Basics of Operations & Systems

Course Description

Operations and Supply Chain Management (OSCM) includes a broad area that covers both manufacturing and service

industries, involving the functions of sourcing, materials management, operations planning, distribution, logistics, retail,

demand forecasting, order fulfillment, and more.

It covers everything along the path goods travel from suppliers to eventual consumers. Every environment from

government to banks to schools to hospitals either consumes or sells items, and they need raw materials or product with

which to work.

A supply chain is involved in processing or using these materials or even providing services to customers using these

materials. Professionals in these fields also work with processes and increasing efficiencies with processes. Operations

and supply chain professionals have a place in all of these environments.

Consider environments where there are large volumes of movement; movement of people, product, raw material, data,

money or consumers. This occurs in almost any environment and any industry.

Course Outcomes


CO1: Describe the basic concepts of the Operations Management and its resources utilization. (K3)

CO2: Identify the applications of forecasting and Inventory control in supply chain management. (K3)

CO3: Analyse and understand Operations planning techniques and schedule for the long term and short term horizon.

(K4)

CO4: Utilize the conceptual understanding of Quality management, Quality issues- tools and Quality Control mechanism.

(K3)

CO5: Develop the understanding of Supply Chain Management, its strategies and measuring performances. (K4)

Course Content:

Module I: Introduction to Operations Management & Resource utilization: Concepts (11 Lecture Hours)

Basic Concepts of Operations Management, Manufacturing and Service Systems; Transformation Process, Product

Design and its uses, Process Design & Service Design selection, Service Characteristics, Classification Matrix,

SERVQUAL, 5S, Job Design and work Measurement, Manufacturing/Service Process selection, BPR, Facility Capacity,

Decision tree analysis on capacity & location decision, Facility Location & Layout, Assignment model in layout planning,

Case Study: - Honda’s Mixed Model Assembly Lines, Narayana Hrudayalaya

Module II: Forecasting and Inventory Control in supply chain (11 Lecture Hours)

Forecasting in operations and supply chain, Introduction to Time-series forecasts, Time series analysis, Extrapolative

methods I and Forecasting Error, Introduction to Inventory Management, Various costs involved in inventory

management, EOQ Models of Inventory Management, Analysis of EOQ Models in Inventory Management, Inventory

Control and Supply Chain Management.

Module III: Operations Planning and Schedule (8 Lecture Hours)

Aggregate Sales and Operations Planning, Aggregate planning Techniques, Material requirement Planning, Improvements

in the MRP system, Lot Sizing in MRP Systems.

Module IV: Quality Management and Control (8 Lecture Hours)

Nature of Quality, Evolution of Quality Management, Modern Quality Management, Total Quality Management,

Statistical Concepts in Quality Control, Analysis of Statistical Quality Control tools, Acceptance Sampling, 7 QC Tools,

Introduction to Six Sigma, Quality Function Deployment, Quality issues in Services.

Module V: Supply Chain Management and its strategy (7 Lecture Hours)

Concept of Supply Chain Management, Contemporary Issues in Operations and Supply Chain Management, Supply Chain

Strategy, Measuring Supply Chain performance, Framework for Operations Strategy Formulation, Case discussion of

Supply Chain Management

Text Book

Operations Management, William J Stevenson, McGraw Hill Education ( 2018)

Reference Book

1. Operations & Supply Chain Management, Chase, Jacobs & Shanker, McGraw Hill Education (2018)

2. Productions and Operations Management, Kanishka Bedi, Oxford Higher Education (2013)

3. Operations Management, Norman Gaither and Greg Frazier, Thomson Learning (2015)

4. Productions and Operations Management, S N Chary, Tata Mc. Graw Hill (2019)

Course Name: ICAO Annexure-14

Course Code: MBAV5002

Semester II

Credits 3

No of Sessions 45

Course Description:

In this course student will learn details of aerodrome and other related requirements which are essential to understand the

current and future aviation infrastructure of the aviation industry. This will include understanding the design, planning and

operation of aerodrome, heliports in addition to airport Licensing and airworthiness of the aircrafts.

This course will contribute to understand the Needs, Context and Systems of airport designing, planning and operational

requirements at the aerodrome. Also Identify and assess the risks related to economy, social and environmental impacts of

aviation industry activities. The Students will be able to Apply underpinning physical and navigation requirement,

infrastructure requirement for smooth operation of the aerodrome and heliports.

Professional Practice: Communicate in a variety of different ways to collaborate with other people, including accurate listening,

reading and comprehension, based on dialogue when appropriate, considering the knowledge, expectations, requirements,

interests, terminology, and language of the intended audience.

Research: Assess, acquire, and apply the competencies and resources appropriate to industry activities

Course Outcomes


CO1 Application of relevant rules and regulations for design, plan and operation of the aerodrome

and the ability to explain their effects in aerodrome structure, basic economic structure, and

airport business. K2

CO2 Understanding the key issues that affect airport operations and to understand the impact of

commercial pressures, strategic decision, airport demand, air traffic objectives and airport

priorities. K3

CO3 Identifying and analyzing the airport navigation system, visual aids, lighting, marking and

facilitation in order to address a given problem within the context of airline operation. K4

CO4 Analyze solutions with regards to the operations of heliports, physical requirements of

infrastructure, landing and parking, lighting, navigational facilities and visual aids.K4

CO5 Evaluation of aerodrome certification, Licensing, airport operations, air worthiness, safety and

security management system and other related requirements at the airport. K5

UNIT- I: Introduction: Concept Of Aerodrome Design And Planning 9 lecture hours

Introduction of ICAO-Importance of Annexure-14-Airport Design-Aerodrome data-

Condition of the movement area and related facilities - Physical characteristics - Runways and Taxiways Obstacle

restriction and removal-obstacle limitation requirements-objects outside the obstacle limitation surfaces.

UNIT- 2: Visual Aids For Navigation 9 lecture hours

Visual and Navigation Aids – Introduction Indicators and signaling devices Aerodrome Markings AND Aerodrome

Lights-Intermediate holding position lights, Aerodrome Signs and markers,

Visual aids for denoting obstacles, Visual aids for denoting restricted use areas, Navigation power supply system and

facilities.

UNIT- 3: Aerodrome Operational Services, Equipment And Installations 9 lecture hours

Aerodrome Operational Services - Equipment and airport installations - Aerodrome emergency planning - Disabled

aircraft removal -Surface movement guidance and control systems,

Fencing and Security lighting, Aerodrome maintenance, Number siting and orientation of runways,

Guidance material for runways.

UNIT- 4: Heliport 9 lecture hours

Heliport and functions - General and common reference system - Heliport data -Physical characteristics surface level -

heliports and Elevated heliports -Obstacle limitation surfaces and sectors - limitation requirements -Visual Aids-

Indicators-marking and markers - Lights Heliport emergency response

UNIT- 5: Aerodrome Certification 9 lecture hours

Importance of Aerodrome Certification -Personnel Licensing-Operation of Aircraft

Airworthiness of Aircraft -Air Traffic Services -Aircraft accident and incident investigation

Aerodrome Safety Management Systems and -Aerodrome safety auditing - Dangerous goods management.

TEXT BOOK

1. Airport Design & Operations by Robert E Caves

REFENCE:

1. Airport Design, Planning and Operation (ICAO ANNEXURE 14 VOLUME – 1 & 2)

2. Airport Planning & Management by Allexender T Vels, Seth Yong

Course Name: Introduction to MIS and ERP

Course Code:

Semester II

Credits 3

No of Sessions 45

Prerequisite Basic knowledge of computers fundamentals

Course Description

Study of Information System not only includes software systems, but the entire set of business processes and resources

that are used to pull together information from functional or tactical systems. Data is then presented in a user-friendly and

timely manner so that mid and upper-level managers can use it to take the right actions. The entire system is designed so

that the company will meet its strategic and tactical goals. Organizations have multiple functional systems. These usually

include sales systems, call center systems, financial systems, inventory systems, logistic systems and more. Information

System combines information from multiple systems. This helps management staffers better understand their own

departments' contributions. The primary function of MIS is to help a manager take an action, answer a question or ask the

right question. The questions or actions should directly relate to tactical or strategic goals. A sales manager who uses

projections from the financial systems to compare with actual sales from the sales system can better gauge whether goals

will be met. If the target is not going to be met, then the manager and his group can review their past actions and make

necessary changes in order to increase sales and meet goals.

Course Outcomes


CO1 Summarize the various aspects of Information Systems and ERP and explain how they can be

a source of competitive advantage. (K2)

CO2 Use procedural knowledge with regard to planning, designing and implementation of MIS and

ERP to design simple information system for firms. (K3)

CO3 Analyzing and evaluate existing ERP architectures and try to creating new ones to solve

complex problems (K3, K4)

CO4 Use knowledge of DSS, GDSS and expert systems to analyze decision situations and design

the appropriate support system. (K4)

CO5 Detect security threats and negative social and ethical implications of Information Systems

and design solutions. (K5,K6)

Course Content

Unit I: Role of Information Systems and ERP 9 Lecture Hours

What is Information System, relationship between data and information, components of Information Systems, various

types of IS, benefits of MIS, strategic advantage using MIS, ERP Systems, What is ERP, Evolution of ERP, Role of ERP

in Business, System components, ERP architecture, Benefits and limitations of ERP

Unit II: ERP Systems Architecture 10 Lecture Hours

Systems Integration (Functional Silos, Horizontal and Vertical silos, Business Processes and Silos), Logical versus

Physical SI, Integration steps, Benefits and limitations, ERP and its role in Logical Integration and Physical Integration,

ERP architecture, ERP Layered Architecture, Two-tier architecture, benefits and limitations, Web based architectures,

Service Oriented Architectures, ERP Modules, Production Module, Purchasing Module, Inventory Management Module,

Sales and Marketing module, Finance Module, HR Module, Miscellaneous modules

Unit III: Design and Implementation of MIS and ERP 9 Lecture Hours

Understanding the need of System Planning, phases of System Development Life Cycle (SDLC), various SDLC models,

waterfall model, prototype model, RAD model, advantages and limitations of each model, implementation of MIS, ERP

implementation life cycle, Implementation Plan, Implementation methodology, Traditional ERP life cycle, Rapid ERP

Lifecycles

Unit IV: Use of Decision Support Systems 8 Lecture Hours

Role of MIS and DSS in effective decision making, characteristics of any DSS, components of DSS, Group DSS and

Expert Systems, components of any GDSS, evaluating the tangible and non-tangible benefits of using MIS, tangible and

Intangible costs and returns of MIS

Unit V: Security, Social and Ethical Issues 9 Lecture Hours

Various security threats to Information Systems, internal and external threats, various types of malware, sniffing and

spoofing, methods of securing Information Systems, ethical dimensions and IPR issues related to MIS

Text Books

2. Laudon & Laudon, "Management Information System", Pearson Education,13th Edition 2018

Reference Books

1. Enterprise Systems for Management by Luvai Motiwalla, Guido Tabelliniad, Jeffrey Thompson, Pearson

2. Management Information Systems, James A. O’Brian, George M Marakas, Ramesh Behl, McGraw-Hill, Ninth

Edition

3. Management Information Systems, Jawadekar, Tata McGraw Hill

Course Name: ECONOMICS POLICY FOR DECISION POLICY


Semester II

Credits 3

No of Sessions 45

Course Description

The purpose of this course is to help students learn the fundamentals of economics and they can apply these concepts to

their lives and to the world in which they live. Economic theory is useful and interesting only if it can be applied to

understanding actual events in the implications of policy for efficiency and equity. Therefore this course gives greater

understanding about economic news and To analyze public goods, externalities, and information asymmetries; market

failures resulting. The understanding of economics policy will helps in decision making in order to achieve desired

economic goals. It enhances the capability of participants to understand the prevailing economic and business policy in

totality. This will improves the ability of the managers to apply economic concepts to complex business realities as well

as support them to forecast in the energy business. The analyzing policy applications including welfare assistance,

education, healthcare spending, and tax policies such as income taxes and consumption taxes. The critical analyzes of

fiscal policies and its implication in Indian Economy for decision making for National and International Organization.

The study and understanding of the theories of international trade, investment, exchange rate and regional trading blocs

along with critically evaluating their practical significance for international business decisiona. It would also analyze the

various agreements of World Trade Organization and their impact on international business.

Course Outcomes


CO1 Explain the concepts of Macroeconomics and its interrelations with Microeconomics. (K2)

CO2 Associate the current economic phenomenon with existing theory and put their views on

contemporary economic issues. (K3)

CO3 Apply the principle of Macroeconomics in explaining the behaviour of Macroeconomic

variables at national as well as global level. (K4)

CO4 Extend the concepts of Macroeconomics in unfolding the dynamics of various sectors. (K5)

CO5 Integrate all constituents of environment and their impact on decision about finalizing the

location of business in other countries . (K5)

Course Content

Unit I: Introduction to Macroeconomics, Its policies, and National Income Accounting 8 lecture hours

Basic concepts of Economics Meaning, Nature & Scope and importance of Macro Economics – Interdependence

between Microeconomics & Macroeconomics, Theories of Economic Growth, Phases and Features of Business Cycles,

Theories of Business Cycles, Economic Stabilization and Role of Fiscal and Monetary Policy., Various Concepts and

Measurements of Aggregate Income – Income, Expenditure and the Circular Flow – Rules for Computing GDP – Real

vs. Nominal GDP – Measuring the Cost of Living (consumer and wholesale price indices) – Measuring the

Unemployment Rate.

Unit II: Macroeconomic Policy 8 lecture hours

The classical theory of employment, Keynes’s attack of classical theory and the Keynesian theory of employment output

and income. The consumption function, its forms and factors influencing consumption function, the saving function, the

investment function, the MEC schedule and rate of interest investment or government multiplier, tax multiplier, balanced

budget multiplier and transfer multiplier. Reasons for Market failure and its remedies; Public cost vs Social cost .

Unit III: Money Market Analysis: Theory of Money and Interest 12 lecture hours

Money Definition, Kinds and its Function, Supply of Money and its Determinants, Demand for Money and Keynes’s

liquidity preference theory of Interest, Post Keynesian theories of Demand for Money.

Simple Keynesian Model; IS-LM model in two sector economy : The interaction of Real and Monetary sectors of the

economy; Fiscal and Monetary Policy analysis in an IS-LM model; ISLM model with government sector and with the

Foreign Sector; Fiscal policy and crowding out; The role and relative effectiveness of fiscal and monetary policy.

Unit IV: Inflation and Unemployment 9 lecture hours

Inflation: Meaning, Measures and Effects. Theories of inflation and control measure, Meaning, Measurement and the

kinds of Unemployment, Inflation and the rate of Unemployment–The Phillip’s Relationship – Theoretical Underpinnings

of Phillip’s Curve – Natural Rate Hypothesis and Rational Expectation Theory.

Unit V: International Economic Policies 8 lecture hours

Theoretical Aspects of Economic Integration Unilateral Opening of Economy, Regional Trading Blocs , Multilateralism,

India’s Foreign Trade and Investments Policy

Text Books

1. G S Gupta, Macroeconomics Theory and Application, McGraw-Hill Education

Reference Books

1. Gupta, Anshuman (2002), SAARC: SAPTA to SAFTA, Shipra Publishers

2. Gupta, Anshuman ( 2005), WTO and South Asia, Shipra Publishers

3. Debroy, B., Tellis, A. J., & Trevor, R. (2014). Getting India back on track: An action agenda for reform,

Random House

4. Ahuja, H. L., & Chand, S. (2007). Macroeconomic theory & policy: Advance analysis. Thand, New Delhi.

5. Dwivedi, D. N. (2005). Macroeconomics: theory and policy. Tata McGraw-Hill Education. Naval Bajpai,

Business Statistics, 2nd edition, Pearson Education

6. Edward Shapiro Macroeconomic Analysis ,Galgotia Publications

7. Tomas, A Pugel (2016) International Economics, McGraw-Hill

8. Mankiw, N. Gregory. (2015). Principles of Macro Economics(7th ed.). New Delhi: Cengage Learning

9. Salvatore, Dominick ( 2014) International Economics: Trade & Finance,

10. Mankiw, N. G. (2015). Macroeconomics (9th ed.). Worth Publishers

Course Name: Personal Branding

Course Code: SLMB5002

Semester II

Credits 1

No of Sessions 30

Course Description:

The course is specially meant for grooming and developing their personality. This course emphasis on resume writing,

mock GDs and mock personal interviews, feedback sessions. This course helps students to prepare for the placement

process and future career prospects

COURSE OUTCOMES:

At the end of this course, the learner will be able to:

Course Content:

Unit I: Resume Writing, Mock Interviews and Interview Preparation 10 lecture hours

FAQs of an Interview, Types of Interview, Dressing Etiquette & Introducing Self, Resume Writing - Concept, Resume

Writing -Practice Mock Interviews

Unit 2: Group Discussion (Revisited) 4 Lecture hours

Group Discussion – Practice and Feedback

Unit 2: Communication and Soft Skills 16 Lecture hours

Writing & Speaking Skills, Business Etiquette, usage of business terminology, Verbal communication test in class

room, Team Work, Leadership Skills & Time Management, Decision Making

Text Book

1. Delivering Employability Skills in the Lifelong Learning Sector by Ann Gravells, ISBN-10: 1844452956

REFERENCE BOOKS:

1. What employers want : the work skills handbook - Karen Holmes, Publication Date: 2011

2. The 2020 Workplace by Jeanne C. Meister and Karie Willyerd

3. The whole new mind Drive by Daniel H Pink - 2011

CO 1: Develop effective communication (listening and speaking) skills - be able to listen carefully and

respectfully other’s perspective and to express one’s own ideas in a group.

CO2: Become accomplished and active readers who appreciate ambiguity and complexity of thoughts and

ideas on variety of topics

CO3: Participate in Group Discussions and personal interview skills in order to maximize personal

effectiveness

CO4: Get overall personality enhancement

CO5: Contribute in dialogue in a way that enables the students to experience and reflect upon their own

thinking as it is expressed in communication with others

http://cat.lib.unimelb.edu.au/search/i?SEARCH=1844553841

4. Real world HR interviews from companies across various sectors like Marketing, Finance, HR,

Manufacturing, etc.. in and around NCR region.

5. Enhancing Employability @ Soft Skills by Shalini Verma, Pearson.

6. Productivity and Employability Skills by John Heap and Mike Dillon, ISBN-13: 978-0957272620

7. Daily current updates / news papers / corporate people video interviews / YouTube lectures.

Course Name: Community Project Course Code: MSB21P1008

Semester II

Credits 1

No of Sessions Project

Course Description This course attempts to utilise the academic capability and skill of the students of MBA programme to develop and suggest practicable solutions to enduring societal problems prevalent in India. Thus, the course inculcates among the students the agility of utilising acquired knowledge to explore strategies to overcome practical problems, while helping them to become a socially aware global citizen. Course Outcomes 1. To help students understand prevalent social problems. 2. To skill students on problem solving in NGOs. 3. To promote critical thinking among students for solving societal problems. 4. To encourage students in exploring ideas of social entrepreneurship as a career option. 5. To facilitate consultancy by students to NGOs

http://www.homeshop18.com/shalini-verma/author:Shalini+Verma/categoryid:10000/

Course Name: Project Management


Semester III

Credits 3

No of Sessions 45

Course Description

A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources. And

a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular

goal. So, a project team often includes people who don’t usually work together – sometimes from different organizations

and across multiple geographies. The development of software for an improved business process, the construction of a

building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are

projects. And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that

organizations need. Project management, then, is the application of knowledge, skills, tools, and techniques to project

activities to meet the project requirements.

Course Outcomes

CO1 Explain the basics of Projects and Identify the need of Project Management.

CO2 Explain the various theories and tools of project capital expenditure decisions.

CO3 Analyse the different forecasting technique in Project Execution.

CO4 Apply different tools and techniques in solving different type of risk associated

with Project Management.

CO5 Calculate time-analysis results for time management of projects

Course Content:

Unit I: Introduction to Project Management: Concepts 11 Lecture Hours

Introduction to Project Management. Uses, scope and applications of Project Management in managerial decision-making.

Characteristics of Projects Classification of Projects: National & International, Project Management: Tools and

Techniques, Roles and Responsibilities of Project Manager. Key decisions in project management; Time Value of Money,

Applications based on Time value of Money, Behavioral aspects of Project Management, Project Life cycle, Project

Selection Process,

Unit II: Capital Expenditure Decisions 11 Lecture Hours

Meaning and features of capital budgeting decisions, Importance of capital budgeting decisions, Kinds of capital

expenditure decisions, Capital expenditure budgeting process, Criteria of capital budgeting: NPV, Criteria of capital

budgeting: IRR, Criteria of capital budgeting: Payback Period, Resource allocation framework,

Unit III: Market Demand Analysis 7 Lecture Hours

Information required for marketing and demand analysis, Secondary sources of information, Market survey Demand

forecasting, Uncertainties in demand forecasting, Coping with uncertainties: Technical and Financial Analysis,

Unit IV: Determination of Risk factors 7 Lecture Hours

Analyses of Project Risk, Market Risk and Firm Risk, Social-Cost benefit analysis: Need for social cost benefit analysis,

UNIDO approach, Little-Mirrless approach, Student presentation on Capital budgeting Technique and risk management.

Unit V: Network Analysis 9 Lecture Hours

Introduction to Project CPM /PERT, Rules for drawing the network diagram, Application of CPM and PERT techniques

in project planning and control, Illustration by taking numerical examples (on CPM and PERT), CASE: Top Line Arena

by Eric Woodcock

TEXT BOOK

1. Project Management, Prasanna Chandra, McGraw Hill, 9e, 2019

REFERENCE BOOKS

1. Project Management in Practice, Meredith, Mantel, Jack R., Sutton, Margaret M., Shafer, Scott M., 8e, Wiley

Publication

2. Project Management, S Chaudhry, McGraw Hill.

3. Levy, F. K. and Wiest, J. D., A Management Guide to PERT/CPM, Prentice Hall, 1969, ISBN-10: 0135485118 |

ISBN-13: 9780135485118.

Course Name: Business Research Methods


Semester III

Credits 3

No of Sessions 45

Course Description:

Information and Knowledge are indispensable tools for helping ensure the continuity and sustainability of any

organization. They have to be acquired first and then assessed before they can be utilized in the decision-making process.

This is where the usefulness of research methodology or business research lies. Through the application of careful

scientific methods, and by using proven analytical and evaluative tools and techniques, corporate managers can acquire

insights into issues which they can use to help them accomplish their organizational goals and objects, set correct priorities,

adopt prudent strategies and approaches, handle risks and effectively and efficiently manage their resources.

This course gives a comprehensive knowledge to the subject of business research methods. It exposes students to different

research approaches and methodologies in order to prepare students to solve a business problem in a systematic and logical

manner. This course will assist students in identifying, discussing and formulating a research problem, in selecting and

applying appropriate research approaches and methods of inquiry (both quantitative or qualitative), and in presenting their

results to concerned stakeholder.

Course Outcomes

CO1 Interpret business research and its application in various business decision making process by the

identification of research problems and developing hypotheses to conduct research

CO2 Determine types of research design for solving business problems and discuss different methods of data

collection for specific research purpose.

CO3 Determine different measurement techniques to address a research question or hypothesis and perform

basic assessment of scale reliability and validity

CO4 Illustrate the process of identifying a target population and select a sample to conduct research

CO5 Analyze the results for collected information and data and presenting research report on the basis of data

analysis for the research conducted

Course Content

Unit I: Introduction to Business Researchand Formulation of Research Problem 10 Lectures hours

Introduction to Business Research, Introduction to Business Research, Scientific Enquiry: Inductive and Deductive logic,

Literature Review-Identifying, accessing and managing sources of information and scholarly literature, Defining the

Research Problem, Defining the Research Problem, Identification of variables – dependent, independent, moderating.

Unit II: Design of Business Research and Data Collection Methods 10 Lectures hours

Research Design: Definition, Formulation of Research Design, Classification of Research Design, Exploratory Research

Design Simulation Exercises : On Focus Group and projective techniques, Descriptive Research Design, Causal Research

Design, Primary and Secondary Data Collection: Qualitative and Quantitative methods, Methods of Qualitative Research-

Content Analysis, Focus Group Interviews, Personal Interview Method, Depth interviews, Projective Techniques, Survey

Research, Observation Methods, Experimentation

Unit III: Measurement and Scaling 8 Lectures hours

Concept of Measurement and Scaling: Primary scales of Measurement: Nominal Scale, Ordinal scale, Interval Scale,

Ratio Scale, Types of Scaling Techniques: Single item and Multiple item, Types of Scaling Techniques: Comparative and

non-comparative, Reliability – Split half, Cronbach’s alpha, Questionnaire: Objectives of Questionnaire, Criteria and

Procedure of Questionnaire Design, Pilot Testing of Questionnaire.

Unit IV: Sampling Design and Data Preparation 8 Lectures hours

Concept of Sampling, Population and Census Sampling Design, Probability Sampling Design & Non-probability

Sampling Design, Determination of Sample Size, Potential Sources of Error: Sampling and Non- sampling, Data

Processing: Fieldworker Validation, Data editing, Coding, Transcribing.

Unit V: Data Analysis with SPSS and Report Writing 9 Lectures hours

ANOVA, Correlation and Regression Analysis: Linear correlation, Pearson correlation coefficient, Simple linear

Regression Model, Multiple Regression. Writing Research Report: Need for documentation, Types of Reports, Report

structure, Report Writing, Referencing (APA Style).

Text Book

Research Methodology : Concepts and Cases, Deepak Chawla & Neena Sondhi, Vikas Publication, 2014

Reference Books:

1. Business Research Methods, Cooper & Schindler, 12th Edition, McGraw-Hill , 2014

2. Business Research Methods, Zikmund, Babin, Adhikari, Carr & Griffin, 8th Edition, Cengage Learning

Course Name: Strategic Management


Semester III

Credits 3

No of Sessions 45

Course Description:

The course is designed to look at the key issues relating to development of organizational resources and capabilities that

can serve as a basis for competitive advantage. After going through this course students will be able to understand the

difference between organisational resources and capabilities, comprehend how resources are transformed into capabilities,

analyse how core competencies serve as a basis for competitive advantage, examine issues relating to sustainability of

competitive advantage.

The course emphasizes the value and process of strategic management. In addition to familiarizing students with new

subject matter, students are expected to integrate and apply their prior learning to strategic decision making in

organisations. The Strategic Management course is designed to explore an organisation’s vision, mission, examine

principles, techniques and models of organisational and environmental analysis, discuss the theory and practice of strategy

formulation and implementation such as corporate governance and business ethics for the development of effective

strategic leadership.

Course Outcomes


CO1

Identify the strategic decisions that organisations make and have an ability to engage in strategic planning.

K3

CO2 Determine the important internal and external factors to be analysed. K5

CO3 Formulate appropriate and innovative strategies and programs/action plans to address the strategic issues

and to achieve the company's objectives K6

CO4 Determine strategic tools and techniques to analyse to external and internal factors that need to be

addressed by the company. K5.

CO5 Examine the relationship between strategy and structure and implementation of strategy. K5

Course Contents

UNIT 1: introduction to Strategic Management 8 Lecture Hours

Meaning nature, scope, and importance of strategy and strategic management, Introduction to Business policy, Strategic

decision-making, Process of strategic management and levels at which strategy operates, strategic intent: Vision, Mission,

Business definition, Goals and Objectives

UNIT 2: Environment Analysis 8 Lecture Hours

Environmental Scanning: Factors considered, approaches, External environment analysis: PESTEL Analysis, EFE matrix

(External Factor Evaluation): Porter’s Five Forces Model methods and techniques used, Internal Appraisal – The internal

environment, Organizational Capability Factors, organizational appraisal- factors affecting, approaches, methods &

techniques Resource Based View (RBW) Analysis, VRIO Framework, Value Chain Analysis, IFE matrix (Internal Factor

Evaluation).

UNIT 3: Strategy Formulation 9 Lecture Hours

Corporate, Business, Functional strategy Corporate Level Strategies, Stability, Expansion, Retrenchment and

Combination strategies. Concentration Strategies, Integration Strategies: Horizontal & Vertical, Diversification: Related

& Unrelated, Internationalization, Porters Model of competitive advantage of nations, Cooperative: Mergers & acquisition

Strategies, Joint Venture, Strategic Alliance, Digitalization Strategies.

Unit 4: Strategy Analysis 10 Lecture Hours

Process, Analysing Strategic alternative, Evaluating and Choosing Among Strategic Alternative, Tools & Techniques of

strategic Analysis, Strategic Choice. BCG Matrix, Ansoff Grid, GE Nine Cell Planning Grid, Hofer’s Product market

evolution. Leadership and corporate culture, Values, Ethics and Social responsibility. Operational and derived functional

plans to implement strategy. Integration of functional plans.

Unit 5: Strategy Evaluation and Control 10 Lecture Hours

Nature, Importance, Organisational systems and Techniques of strategic evaluation & control McKinsey’s 7’S framework

Strategy implementation: Resource allocation, Projects and Procedural issues. Organisation structure and systems in

strategy implementation.

Text Books:

1. Strategic management, Kazmi, Azhar and Kazmi, Adela, 4th Edition, McGrawHill, New Delhi

Reference Books:

1. Strategic Management and Business Policy Thomas L. Wheelen and J. David Hunger, 11/e Pearson, New

Delhi

2. Strategic management, Text and cases Dess, Lumpkin and Eisner, 3rd Edition, Tata Mcgraw Hill, New Delhi

3. Strategic Management: Concepts and Cases, David, Fred R., 13th edition, Pearson Education Inc., 2011

4. Exploring Corporate Strategy Jhonson, Scholes and Whittington, 7th Edition, Pearson, New Delhi

5. Crafting and Executing Strategy, Thompson, Strickland, Gamble, and Jain, Tata Mcgraw Hill, New Delhi

6. Strategic Management, Hitt Michael A, Ireland R. Duane, Hoskisson Robert E., Manikutty S., 9th Edition,

Cengage Learning, New Delhi

Course Name: Corporate Etiquette & Grooming


Semester IV

Credits 1

No of Sessions 15

Course Description

Development is an enduring process of fostering, shaping and enhancing individuals’ skills, knowledge and interests to

ascertain their maximum efficacy and compliance. Development covers an assortment of activities, one of which is the

knowledge of Corporate Etiquette and Personality Development.

The objective of the programme is to build self-confidence, enhance self-esteem and improve overall personality of the

participants. This course aims at grooming the participants through sensitizing them about proper behaviour, socially and

professionally, in formal and informal circumstances.

Corporate Etiquette & Grooming course shall offer world-class training in social and business etiquette, corporate and

international protocol, good manners and dining skills. Whether you are an executive or a student, our program on

corporate etiquette and personality development is designed for you to hone your skills and improve your professional

image.

This programme is designed to help people in aviation industry, who wish to gain confidence and effectively perform in

the professional environment. It is specifically designed for the junior, middle & senior level managers in public & private

organizations, and those students who want to polish their skills and improve their professional image. A varied cross

section of participant profiles adds new facets and perspectives to the discussions and experiential sessions.

Course Outcomes


CO1 Projecting the Right First Impression and Polishing manners to behave appropriately in social

and professional circles.

CO2 Enhance the ability to handle casual and formal situations in terms of personal grooming, dining

and entertaining etiquette.

CO3 Developing and maintaining a positive attitude and being assertive.

CO4 Mastering Cross Cultural Etiquette and Handling difficult situations with grace, style, and

professionalism.

PROGRAM THEMES AND COVERAGE

1) Corporate Etiquette

• Making a Great First Impression

• Greetings, Introductions, The Art Of Small Talk and Conversations

• Polishing Business Manners: Handshake, gifts, visiting cards, humour, office behaviour etc.

• Mastering Cross Cultural Etiquette to deal with Diversity

• Dining Etiquette

• Understanding the Art of Entertaining: Playing a Gracious Host

2) Personality Development

• Power Dressing: Wardrobe Etiquette

• Grooming for Success

• Body Language, Poise, and Eye Contact

• Pronunciation, Voice Modulation, and Diction

• Self-Esteem and Confidence

• Assertive Behaviour

• Handling difficult situations with grace, style, and professionalism

3) Grooming/Image Consulting

• Personal Hygiene

• Skintelligence (skin care)

• Hair care and hairstyle workshop

• Image enhancement through self-presentation and etiquette learning (corporate etiquette and dining etiquette)

• Makeup workshop

• Appropriate and inappropriate dressing

• Interview skills (resume Impressions, group discussions and personal interview tips, body language essentials)

• Customer delight

• Weight management and healthy lifestyle workshop

• Clothing etiquette (power dressing and interview attire)

4) Soft/Life Skills Development

• Personal/ Interpersonal Attributes and Grooming

• Accent Neutralization

• Client Interfacing Skills

• Customer Service/ Selling Skills

• Gender Sensitivity

• Team Skills/ Problem Solving

• Goal setting

• Time/ Stress Management

• Giving and Receiving Feedback

• Global Culture sensitization

PEDAGOGY

The programme would involve interactive sessions, individual and group exercises, role plays, situation-handling, and

experience-sharing. Selected video films will complement these.

Course Name: International Business


Semester III

Credits 3

No of Sessions 45

Course Description

Business today is by all measures – global. No business or industry of any size is immune from the global environment.

Even small businesses that purchase and sell only in India are subject to competition from products coming into the India

from overseas or from global issues when their suppliers or consumers become global. Therefore, even employees of such

companies are affected by the global environment. Understanding the global economy, therefore, is necessary for all

engaged in business and careers regardless of the size or type of business or career endeavor.

Course Outcomes


CO1 Identify the drivers of globalization and identify differences and political, legal, cultural and

social systems between countries

CO2 Use international trade theories to explain why countries trade and what determines their

success.

CO3 Examine foreign exchange markets , currency convertibility and the role of FDI

CO4 Differentiate between the various modes of foreign entry by business firms and understand

their advantages and disadvantages

CO5 Relate marketing , human resources and accounting strategies in the conduct of International

Business

Course Content

Unit I: Introduction to International Business and environment framework

10 lecture hours

Meaning of Globalization, Emergence of Global institutions, Drivers of globalization, Globalization debate, Managing in

global market place, Global economic environment, Differences in political system, Differences in economic system,

Differences in legal system, Differences in culture, values and norms, Case Study- McDonald’s and Hindu culture .

Unit II: International trade theory 12 lecture hours

Theory of Mercantilism- Theory of Absolute and Comparative Cost Advantage-Haberler’s Theory of Opportunity Cost-

Heckscher- Ohlin TheoryMarket Imperfections Approach-Product Life Cycle Approach ,Transaction Cost Approach-

Dunning’s Eclectic Theory of International Production

Unit III: Legal framework of International Business: 11 lecture hours

Nature and complexities: Code and common laws and their implications to Business-International Business contract- legal

provisions, Payment terms.

Unit IV: Multi-Lateral Agreements & Institutions 6 lecture hours

Multi-Lateral Agreements & Institutions: Economic Integration – Forms: Free Trade Area, Customs Union, Common

Market and Economic Union-Regional Blocks: Developed and Developing Countries- NAFTA- EU-SAARC, ASEAN-

BRICS- OPEC-Promotional role played by IMF-World Bank & its affiliates- IFC, MIGA and ICSID-ADB-Regulatory

role played by WTO&UNCTAD.

Unit V: Multinational Companies (MNCs) and Host Countries 6 lecture hours

MNCs – Nature and characteristics; Decision Making-Intra Firm Trade and Transfer Pricing – Technology Transfer-

Employment and labour relations- Management Practices- Host Country Government Policies-International Business

and Developing countries: Motives of MNC operations in Developing Countries , Challenges posed by MNC

Text Book (s):

International Business by Charles Hill and Arun Jain, Tenth edition, TMH

Reference Book (s):

1 International Business: Text and Cases Francis Cherunilam, Fifth edition, PHI

2.International Business Justin Paul, Fifth edition, PHI

3. International Business Rakesh Mohan Joshi, First edition, Oxford University Press

4.International Business: Environments and Operation Sullivn, Salwan, Radebaugh, Daniels, Twelfth edition, Pearson

5.International BusinessK. Aswathappa , Fifth edition, TMH

Course Name: Entrepreneurship


Semester III

Credits 3

No of Sessions 45

Course Description

The students would gain an insight in to the management of processes of innovation and entrepreneurship, particularly,

the process of opportunity recognition, resources mobilization, venture development and commercialization of

innovations. The students would also acquire the necessary skills and knowledge to take effective decisions in the field of

entrepreneurship and innovation. This course of entrepreneurship and innovation is concerned with the key issues relating

to the management of innovation and growth of a new and/or established venture. The course will focus on various aspects

of innovation and their successful commercialization through entrepreneurship and by developing an innovative and

entrepreneurial culture. The focus would also be on the practical side through exercises to enable students in becoming

more creative and innovative in practicing their ideas and innovations. There are different aspects like appropriate

marketing strategies, supportive culture, customer-orientation, entrepreneurial focus which need to be understood by

students to be able to manage an innovative and entrepreneurial organization. The course also offers students an

opportunity to examine their own creative and entrepreneurial potential through creative and risk taking exercises.

Course Outcomes


CO1 Develop understanding of the concept of innovation and entrepreneurship along with the

entrepreneurial process and strategy.(K1)

CO2 Equip students with the necessary skills and knowledge towards opportunity identification &

selection followed by business plan development.(K2)

CO3 Appraise their knowledge in managing new ventures, from early stage to growth and other

relevant functional concepts, methods and techniques in an innovative context.(K3)

CO4 Analyze the various issues and aspects of managing new ventures, from early stage to growth

and other relevant functional concepts, methods and techniques in an innovative context(k4)

CO5 Create a mindset among students about how to start a new venture.(K6)

Course Content

Unit I: Understanding Entrepreneurship and Entrepreneur 9 lecture hours

Meaning & importance of entrepreneurship, Myths of entrepreneurship, the entrepreneurial economy, scope of

entrepreneurship & entrepreneurial career, Entrepreneurship as a mindset, the Entrepreneur and characteristics of a

successful entrepreneur, understanding and developing entrepreneurial motivation, Research paper- Startup India- A New

Paradigm For Young Entrepreneurs, Entrepreneurial schools-of-thought: Macro and Micro view of entrepreneurial school

of thoughts of entrepreneurship, The process approaches to entrepreneurship , Entrepreneurial Exercise to understand

individual’s entrepreneurial potential.

Unit II: Decision Making 9 lecture hours

Understanding creative Ideas, role of creativity and innovation in entrepreneurship, and creative problem solving The

process of creativity and its nature, sources of creativity, Idea generation techniques, developing creativity and creative

climate, Understanding Innovation, types of innovation, and dimensions of innovation ,entrepreneurial Innovation at

google_publishedversion.pdf, Sources of innovation, principles of innovation, The Innovation Process, simplified model

of innovation process, https://www.youtube.com/watch?v=l9sNGnxMEXE, The process of managing innovation, core

abilities in managing innovation.

Unit III: Understanding Opportunity and Developing Business Plan 9 lecture hours

Idea vs. Opportunity, sources of opportunities, assessment and selection of opportunities, Details of feasibility analysis:

product feasibility, market feasibility, Organizational and financial feasibility analysis, Environmental assessment for new

ventures, The economic and regulatory environment, Environmental assessment for new ventures, The economic and

regulatory environment , Growing with opportunities: concept of business model and its importance, components of an

effective business model ,Case Study: Netflix: Great idea, but will the business model work?, The business plan and its

components, Writing an effective business plan.

Unit IV: Entrepreneurial Issues: Launching New Ventures & Managing Growth 9 lecture hours

Forming a new venture team, qualities of founder/ founders, recruiting and selecting employees, Case Study: Nokia: how

one company built its brand, Types of business ownership structures, choosing a right form of business ownership

structure, https://www.entrepreneur.com/article/200516, Dealing with the legal issues of a new venture creation, IPR and

related issues, encouraging and protecting new ideas, An overview of laws concerning entrepreneurs, exploring the

financial sources for entrepreneurial ventures ,Attributes of a successful growing firm, the integration of entrepreneurial

and strategic action, ,Understanding entrepreneurial strategy matrix model , Venture typical life cycle.

https://www.youtube.com/watch?v=l9sNGnxMEXE

Unit V: Developing Innovative & Entrepreneurial Organization 9 lecture hours

Developing Innovative and Entrepreneurial Organization: elements of entrepreneurial culture, component of an innovative

organization , Integrating entrepreneurship with strategy & managing innovation strategically, factors that encourage or

discourage innovation, ,The innovation planning process and key implementation issues in innovation, Stage gate process

for new product development, Development funnel model for new product development, and Commercialization of

Innovation. Entrepreneurial Innovation at Google.

Text Books

1. Kuratko Donald F. & Rao, T.V. (2017), Entrepreneurship in the New Millennium, First edition, Cengage

Learning.

Reference Books

1. Managing Innovation: Integrating Technological, Market and Organisational Change Tidd, J. and Bessant, J., 4th

Edition, John Wiley & Sons.

2. Entrepreneurship: Successfully Launching New Ventures Barringer (2008), Pearson Education Publishing.

3. Entrepreneurship and Innovation in Corporations Morris Michael H. Kuratko, Donald F. & Covin Jeffrey G.(2008),

Cengage Learning

Course Name: Design Thinking for Innovation


Semester III

Credits 3

No of Sessions 45

Course Description

Designers seek to transform problems into opportunities. Through collaboration, teamwork, and creativity, they

investigate user needs and desires on the way to developing humancentered products and/or services. This approach is at

the very heart of design thinking. In this course, students will examine design thinking methodologies, processes and tools

that can be used to make the world a better place. They explore design thinking theories, and how they can be applied to

practical situations relevant to various academic disciplines and organizational roles.

Course Outcomes


CO1 Examine Design Thinking concepts and principles . (K2)

CO2 Apply the Design Thinking approach and model to real world situations (K4)

CO3 Analyze the role of primary and secondary research in the discovery stage of Design Thinking

(K4)

CO4 understand the various techniques adopted for stimulating creativity and innovation (K5)

CO5 Practice the methods, processes, and tools of Design Thinking and innovation (K5)

Course Content

Unit I: INTRODUCTION 7 lecture hours

Need for design creativity – creative thinking for quality – essential theory about directed creativity

Unit II: DESIGN 10 lecture hours

Process Design, Emotional Design – Three levels of Design – Viceral, Behavioral and Reflective;Recycling and

availability-Creativity and customer needs analysis – Innovative product and service designs, future directions in this

application of creativity thinking in quality management.

Unit III: CREATIVITY 10 lecture hours

Methods and tools for Directed Creativity – Basic Principles – Tools of Directed Creativity – Tools that prepare the mind

for creative thought – stimulation of new ideas – Development and Actions: Processes in creativity ICEDIP – Inspiration,

Clarification, Distillation, Perspiration, Evaluation and Incubation – Creativity and Motivation The Bridge between man

creativity and the rewards of innovativeness – Applying Directed Creativity to the challenge of quality management

Unit IV: INNOVATION 8 lecture hours

Achieving Creativity – Introduction to TRIZ methodology of Inventive Problem Solving - the essential factors –

Innovator’s solution – creating and sustaining successful growth – Disruptive Innovation model – Segmentive Models –

New market disruption - Commoditation and Decommunization – Managing the Strategy Development Process – The

Role of Senior Executive in Leading New Growth – Passing the Baton

Unit V: Developing Innovative for Organization 10 lecture hours

Developing Innovative and Entrepreneurial Organization: elements of entrepreneurial culture, component of an innovative

organization, Integrating Organization’s vision with strategy & managing innovation strategically, factors that encourage

or discourage innovation, The innovation planning process and key implementation issues in innovation, Stage gate

process for new product development, Development funnel model for new product development, and Commercialization

of Innovation.

Text Books 1. Kuratko Donald F. & Rao, T.V. (2017), Entrepreneurship in the New Millennium, First edition, Cengage Learning.

Reference Books

1. Geoffrey Petty,” how to be better at Creativity”, The Industrial Society 1999

2. Donald A. Norman,” Emotional Design”, Perseus Books Group New York , 2004

3. Clayton M. Christensen Michael E. Raynor,” The Innovator’s Solution”, Harvard Business School Press

Boston, USA, 2003

4. Semyon D. Savransky, Engineering of Creativity – TRIZ”, CRC Press New York USA,” 2000

5. Entrepreneurship and Innovation in Corporations Morris Michael H. Kuratko, Donald F. & Covin Jeffrey

G.(2008), Cengage Learning.

6. Rousing Creativity: Think New Now Floyd Hurr, ISBN 1560525479, Crisp Publications Inc.

MARKETING ELECTIVES

Course Name: PRODUCT & BRAND MANAGEMENT

Course Code: MBMK6005

Semester III

Credits 3

No of Sessions 45

Course Description

Product and brand management has gained prominence in the dynamic business environment of 21st century. Branding

has become one of the most important functions of marketing. In this course, students will understand and examine how

a favorable brand and memorable brand experiences can influence a firm’s ability to withstand competitive pressures and

thrive in dynamic market conditions. They will study brand management from the consumer perspective to highlight the

importance of customer perceptions in bringing brands to life and the role of brand knowledge in building brand equity.

Course Outcomes


CO1 Understand products and product lifecycle and manage products over its lifecycle. K3

CO2 develop a strong brand after determine branding challenges & opportunities. K6

CO3 Identify and establish appropriate brand positioning that engages the heart and minds of the target market. K4

CO4 Design and Implement brand marketing programs for different marketing offerings. K6

CO5 Determine and conduct the measurement of brand equity and brand performance and thereafter manage the

brand equity over time. K5

Course Content:

Unit I: Understanding and managing products 9 lecture hours

What is a product? Level of Products, Product vs Brand, Challenges in New Product Development, Reasons for New

Product Failure, New Product Development Process, Individual product decisions, product mix, Product life cycle

(PLC), Characteristics and Marketing strategies in each stage of PLC, Case study-1

UNIT 2: Developing a strong brand 9 lecture hours

Genesis of Brands. The need for Brands. Branding challenges and opportunities. Brand equity and Customer Based

Brand equity, Sources of brand equity, CBBE Model. Building a strong brand: Four steps of brand building, Strategic

Brand Management process, Case study-2.

Unit 3: Identifying and Establishing Brand Positioning 9 lecture hours

Brand positioning, Target market, Nature of competition, Positioning guidelines: Defining and Communicating the

Competitive Frame of Reference, Choosing Points-of-Difference, Establishing Points-of-Parity and Points-of-

Difference, Updating positioning over time. Case study-3.

UNIT4: Designing and Implementing Brand Marketing Programs 10 lecture hours

Brand elements, Choosing Brand Elements to Build Brand Equity, Criteria for choosing brand elements, Product

strategy, Pricing strategy, Channel strategy, Integrated Marketing Communication to build brand equity, Marketing

communication options, Leveraging secondary brand associations. Case study-4.

UNIT 5: Measuring brand performance and Growing brand equity 8 lecture hours

Designing brand tracking studies: What to track, How to conduct tracking studies, How to interpret tracking studies.

Brand extensions, Managing brands over time: Brand reinforcements, Brand revitalization. Case study-5.

Prescribed Text Book

1. Kevin Lane Keller, Ambi Parmeswaran and Issac Jacob. Strategic Brand Management. Pearson , 3rd Edition,

2013.

Reference Books

1. Dutta, Kirti. Brand Management: Principles and Practices. Oxford University Press, 2012.

2. Verma, H. V., Brand management: text and cases, Excel Books, 2007.

3. David Aaker. Managing Brand Equity. Free Press, 2010 edition.

4. Kotler, Philip and Kevin Keller. Marketing Management. Pearson Education, 15th Ed , 2016

Course Name: RETAIL MANAGEMENT


Semester III

Credits 3

No of Sessions 45

Course Description

This course introduces the student to the field of retailing management and enable them to understand the problems and

issues faced by retailers and develop winning strategies for retailing business. The course has been designed as per the

latest needs of industry. The course aims to train students to identify problems in retail management and come up with

solutions. They will also be able to understand the role of technology in enhancing customer experience, know the use

latest technology in retailing. The students will be able to apply communication program to develop brand image and

build customer loyalty.

Course Outcomes


CO1 Describe the basic concepts of retail management and select retailing formats. (K2)

CO2 Analyse the critical role of store location, know process of deciding store location and use technology

in enhancing customer experience. (K4)

CO3 Apply concept of merchandising, category management to improve store image (K3)

CO4 Design pricing, promotion, and distribution strategies to increase retail profitability. (K5)

CO5 Examine the concept of retail image, store design and operations to attract customers. (K4)

Course Content:

Module I: World of Retailing and Retail Formats 9 lecture hours

Introduction to retaining, Importance of Retailing, Evolution of Retailing in India, Function of Retailing, Drivers of Retail

Change in India, Unorganized and unorganized Retailing, Theories of Retail Development, Challenges to Retail

Development in India, Emerging Trends in Retailing, Global Retailing Scenario, career in retailing, future of retailing.

Delivering Value Through Retail Formats, Classification of retail by Ownership, Merchandise offered, Non-store

Retailing, Service Retailing, Emerging retail formats,

Module II: Deciding Store Location and Technology in Retailing 9 lecture hours

Role of Location in Retail Business, Deciding the Location, Level of Store Location, The Process of Deciding Location,

Determine Location for Online Retailers

Technology in Retailing, Role of Technology in Retail, Information Flows in a Retail Distribution Channel, A Retail

Information System, Types of technology used in Retailing, In-store Technologies, On-line Technologies

Module III - Merchandising and Category Management 9 lecture hours

Principles of Merchandising, merchandise mix, Merchandiser Roles and Responsibilities, Devising Merchandise Plans,

Implementing Merchandise Plan, basics of category management, Factors Affecting the Growth of Category

Management,

Category Management Process

Module IV -Retail Pricing, Promotion and Distribution 9 lecture hours

Retail Pricing, Pricing Options for Retailers, Factors affecting Pricing Decisions, Pricing Objectives, Bases of Pricing,

Pricing Strategy, Adaptations of Price Strategy, Retail Promotions, promotion mix strategies, retail supply chain

management.

Module V: Establishing and Maintaining Store Image 9 lecture hours

Principles, of Store Design, Merchandising, Elements of Store Design, Exterior, Interior, Atmospherics and

Aesthetics, Layouts, Visual Merchandising, Planogram, store positioning

Store Management, Responsibility of a Store Manager, Key Components of Retail Operations, 5 S Model of Retail

Operations, Economics of Retail Operations, human resource management, Measuring the Performance, Legal

Compliance,

Text Book

1. Berman, B., & Evans, Jr. (2013). Retail Management- A Strategic Approach (10th ed.).

New Delhi: Pearson Education.

Reference Books:

1. Bajaj, C., Tuli, R. & Srivastava, N. (2016). Retail Management (3rd ed) New Delhi:

Oxford University Publication.

2. Dunne, P., Lusch, R. &Carver, J. (2014). Retailing (8th ed.). Cengage.

3. Michael, L. M., Weitz, B. W. & Grewal, D. (2013). Retailing Management. New

Delhi: McGraw Hill.

4. Newman, A. J. & Cullen, P. (2002). Retailing Environment & Operations. London:

Cengage Learning.

5. Pradhan, S. (2017). Retailing Management: Text and Cases. New Delhi: McGrawHill.

Course Name: Integrated marketing Communications


Semester III

Credits 3

No of Sessions 45

Course Description

This course will help students to understand the most important issues when, planning, creating and executing marketing

communications strategies. Students be able to combine the appropriate theories and models with practical information to

make better marketing communications decisions. After completing this course, they will be able to use integrated

marketing communications (IMC) in the process of creating valuable brands and winning consumers.

Course Outcomes


CO1 Identify basic concepts and techniques of marketing communication and its application to strategic

marketing decision-making. K3

CO2 Examine the nature, purpose and skill in the planning and execution of an effective Integrated

Marketing Communications. K4

CO3 Develop the ability in students to build brand and improve corporate image, K6

CO4 Create ads and launch IMC campaigns successfully

CO5 Recommend sales promotions and PR strategy for getting competitive edge in the market

Course Content:

Unit I: Introduction to IMC 9 lecture hours

Introduction to IMC, significance of IMC, marketing communication process, communication mix, classification of

advertising, functions and benefits, Economic, ethical and social issues, understanding advertising influence on consumers

behaviour, international implications, Advertising Agency Management, Types of Ad Agency, Why to Choose

Advertising Agencies? Steps in Selecting an Ad Agency, Evaluation Criteria in Choosing an Ad Agency.

Unit II: IMC Planning and STP 9 lecture hours IMC

plan, Planning Steps, Identify the Target Audience, Promotional Program Situation Analysis, determine a Problem or

Opportunity, Analysis of Communication Process, Determine Communication Objectives, Budget Determination,

Integrate and Implement IMC Strategies, Monitoring, Evaluating and Control IMC Communication Program, Market

Segmentation, Targeting and Positioning.

Unit III: Corporate Image and Brand Management 8 lecture hours

Introduction to Corporate Image and branding, role of Corporate image, identifying desired image, creating right image,

rejuvenating an image, branding, types of brands, developing brands, Brand Loyalty, Brand equity, private brands,

packaging

Unit IV: Advertising Design 12 lecture hours

Theoretical Frame work, Determining Advertising Goals- Defining Advertising Objectives, DAGMAR Approach,

Hierarchy-of-Effects Model, advertising Appeal, Types of Appeal, Emotion used in Advertisements, Message Strategy,

Executional Framework, Principles of Effective Advertising, Copy Writing, Copy Writing for Print, Radio Commercial,

creating TV Commercials, Media planning, types of media, Market analysis, identifying the target market, establishing

media objectives, factors influence the choice of media, developing and implementing media strategies, media budget,

evaluating advertising effectiveness, planning advertising campaign

Unit V: Communication Mix and New Trends 7 lecture hours

Sales promotions, public relation, sponsorships, direct Marketing and personal selling, digital and social media marketing,

advertising in movies, TV serials, guerrilla marketing, influencer Marketing, experiential marketing

Text Book:

1. Advertising & promotions an IMC perspective, Kruti Shah & Alan D’ Souza, Mc Graw Hill education, 2016

Reference Books

1. Advertising and Sales Promotions, Kazmi and Batra, Excel Books, 3rd Edition 2010

2. Integrated Advertising, Promotion and Marketing Communication, Clow, K.E., & Baack, D. (2015), 6th

Edition. Pearson. 2015

3. Advertising and Promotions an IMC Perspectives, Belch and Purani, McGraw, 9th edition, 2016

4. Advertising Principles and Practice, Wells, Williams & Burnett, J and Moriarty, S (2013), 7th Edition. Pearson.

2013,

5. Brand Positioning, Strategies for Competitive Advantages, Sengupta, Subroto, McGraw Hill Education (India)

Private Limited; 2nd Edition (25 January 2005)

6. Brand Building Advertising, Ambi Prameswaran, McGraw, 1st Edition, 2014

7. Ogilvy on Advertising Ogilvy D., Knopf Doubleday Publishing Group, 2013.

Course Name: SERVICES MARKETING


Semester III

Credits 3

No of Sessions 45

Course Description

One of the outcomes of the growing importance of services in the global economy has been the realization among

marketers that managing a service requires a fundamentally different way of operating the business when compared to

producing and selling goods. This uniqueness comes from the very intangible nature of services, which impacts their

conception, design, communication, delivery, purchase and consumption. Other characteristics of services like

heterogeneity, perishability and simultaneity also increase the complexities of management and require greater integration

of the traditionally distinct organizational functions of marketing, human resources and operations.

This course explores the dimensions of successful service firms. Outstanding service organizations are managed

differently. Managerial actions are based on totally different assumptions and conceptual frameworks. The results show

not only in terms of performance but also in the enthusiasm of the employees and quality of customer satisfaction.

Beginning with the service encounter, service managers must blend marketing, technology, people, and information to

achieve a distinctive competitive advantage.

This course will study service management from an integrated viewpoint with a focus on customer satisfaction. The

material will integrate operations, marketing, strategy, information technology and organizational issues. Because the

service sector is the fastest-growing sector of the economy, this course is intended to help students discover entrepreneurial

opportunities.

Course Outcomes


CO1 Explain and apply the characteristics of services and their implications to market various services. K2, k3

CO2 Apply the customer behaviour and STP concepts to meet consumer expectation of service delivery. K3

CO3 Develop marketing mix strategies to deliver superior value to target customers

CO4 Assess the demand and supply of services and make them available to the customers

CO5 Adapt quality concepts and implementation them successfully to meet customers’ expectations. K6

Course Content:

Unit I: Foundations of Services Marketing 8 lecture hours

The emergence of service economy, contribution of the services sector to the economy, Evolution of Services Marketing,

Factors Leading to the growth of service sectors Nature and definition of services, goods and service continuum,

Characteristics of Services, difference between goods and services, classification of services, The Services Marketing

Triangle, trends in services, Classification of Services under WTO

Unit II: Customer Behaviour and Marketing Research 8 lecture hours

Consumer behaviour implications for services, Components of Customer Expectations, Consumer Evaluation Processes,

Stages in Consumer Decision Making and Evaluation of Services, Perceived Risks, Theatre model of consumer

Behaviour, Understanding differences among consumers, (culture, values and attitude, manner and customers, material

culture, aesthetics), Service experience, Servuction Model, Approach to Service Research, STP of services, customization

of services.

Unit III: Services Marketing Mix 11 lecture hours

Service Product decisions, level of service products; Flower of services, new service development, life cycle of services,

Service Branding and packaging, Pricing of Services, Pricing objectives, Why Service Price is Different from Goods?

Customer knowledge of Service Price, Price as Indicator of Service Quality, setting the services price, promotion mix

strategies for services, Service distribution strategies, role of people in services marketing, managing physical evidence

of services, managing service process, planning service process etc.

Unit IV: Managing Demand and Capacity & Customer Retention 10 lecture hours

Introduction to Productivity, Improving Service Productivity, Service Efficiency and Effectiveness, organizational

productivity. understanding Demand Pattern and variation, Strategy to Manage Demand, Strategy to Manage Capacity,

Yield Management, customer encounter management, managing Customer Waiting, service operation Management,

Perception Management, Importance of Customer Retention, Reasons for Switching, Service Recovery Strategies

Unit V: Service Quality, Measurement and Control 8 lecture hours

Service Quality, Gronroos Perceived Service Quality Model, SERVQUAL Scale, Service Quality Gaps model, Measuring

Service Quality, Company-Defined Standards, Customer-Defined Standards, Popular Strategies for fixing Service

Standard Analyse insurance, banking, airlines, hospitality, health care and education services etc.


1. Lovelock, C., Wirtz, J. & Chatterjee, J. (2016). Service marketing: people technology and strategy (8th ed.).

New Delhi: Pearson Education.

Reference Books

1. Govind Apte, Services Marketing, Oxford University Press, 1st edition, 2008.

2. Zeithaml, V., Gremler, D., Bitner, M. J., &Pandit, A. (2013). Services marketing: integrating customer focus

across the firm (6th ed.). New Delhi: McGraw Hill.

3. Gronroos, C. (2015). Service management and marketing: Managing the service

4. profit logic. New York: John Wiley.

5. 5. Hoffman, K. D., & Bateson, J. E. G. (2016). Marketing of services: Concepts

6. strategies and cases. USA: Cengage Learning

7. Verma, H. V. (2012). Services marketing: text and cases (2nd ed.) New Delhi: Pearson Education.

8. Fisk, R. P., Grove, S. J., & John, J. (2013). Services Marketing: An interactive approach (4th ed.). USA:

Cengage Learning.

9. Glynn, W. J., & Barnes, J. G. (2006). Understanding services management: Integrating marketing,

organizational behaviour, operations and human resources management. New Delhi: Prentice Hall.

10. Shanker, R. (2002). Services marketing: The Indian perspective. New Delhi: Excel Books

Course Name: DIGITAL AND SOCIAL MEDIA MARKETING


Semester III

Credits 3

No of Sessions 45

Course Description

This course will help students to develop a holistic understanding of the digital marketing landscape. They will understand

the digital customer in terms of needs and behavior, learn the process of strategic decision-making in the digital world,

evaluate and select digital marketing channels in order to meet strategic objectives, hone the key techniques used for

digital marketing, including social media marketing, mobile marketing, email marketing, affiliate marketing, video

marketing and become familiar with tools essential to creating, rolling out, and evaluating digital marketing activities.

Students will gain an in-depth understanding of what constitutes digital marketing and learn the skills required to run a

digital marketing program. They will understand the role of digital marketing in the larger context of marketing, business

and industry and appreciate the strategic use of it as a measurable, actionable and effective marketing program.

Course Outcomes


CO1 Construct basics of the digital marketing tool kit to apply the core concepts associated

with digital marketing and asses the role that digital marketing can play in business

strategy. K3

CO2 Apply, content management SEO, search, display advertising techniques to communicate

effectively with target customers. K3

CO3 Analyze the Social Media Marketing platforms for running successful marketing

campaigns. K4

CO4 Examine and apply Affiliate, Mobile, Video, Email Marketing and ECRM concepts. K5

CO5 Adapt new trends in Digital Marketing. K6

Course Content:

Unit I: Introduction to Digital Marketing 12 lecture hours

An introduction to Digital Marketing, Origin of digital marketing, Traditional marketing vs Digital Marketing,

Applications of Digital Marketing, E-business and e-commerce, e-business model, 5 S model Creating Customer Value

Online Digital Marketing Mix: Product, price, place, promotion, People, Process, Physical Evidence, IMC approach,

Owned Media Paid media, Earned media, media performance metrics, digital consumer behavior, buyers Journey

Unit II: Content Management, SEO, Search and Display advertising 12 lecture hours

Managing Content in Digital Age, Meaning and types of content, importance of Content Marketing, the 70/20/10 Content

Planning Model, building a website that Generates Results, website building process. Basics of Search Engine

Optimization, Elements of Search Engine, How Do Search Engines Work? SEO Techniques, Google search algorithms,

search trends. Basics of Search Advertising the Elements of a Search Ad, creating a New Text Ad, Ad ranks, Quality

score, Planning and Setting up a Search Advertising Campaign. Display Advertising, payment models, Getting Your Ads

Online, Step-by-Step Guide to Online Advertising campaigns. Future of Online Advertising

Unit III: Social Media Marketing 9 lecture hours

Social Media Marketing Basics, Social Behavior of Consumers, choosing a Social Network Platforms, marketing

opportunities on Face-book, Instagram, Twitter, LinkedIn and Pinterest etc. increasing website traffic using social Media,

Solve Business Challenges Using Social Media, Step to Creating a Social Media Strategy.

Unit IV: Affiliate, Mobile, Video, Email Marketing and ECRM 9 lecture hours

The Building Blocks of Affiliate Marketing, Setting Up a Campaign, the role of mobile in personal communication,

mobile messaging channels, mobile commerce, Augmented Reality, video content strategy, email strategy and planning,

email process, eCRM Model, Consumer Touchpoints, Consumer loyalty, CRM Implementations

Unit V: Data Analytics and New Digital Marketing Trends 3 Lecture hours

Introduction to data analytics, Working with Data, Setting Objectives, Goals and KPIs, Conversion Optimization, What

Can You Test? guide to Conversion Optimization, Inbound marketing, Programmatic Advertising, Influencer Marketing,

image search, Ethics and Laws on the Internet.

Text Books

1. Seema Gupta. Digital Marketing. McGraw Hill Education, 2nd Edition, 2020.

Reference Books

1. Damian Ryan, Calvin Jones and Ryan Damian. Understanding Digital Marketing: Marketing Strategies for

Engaging the Digital Generation KOGAN PAGE, 2014.

2. Ian Dodson, The Art of Digital Marketing, Wiley, 2016

3. Chaffey, Dave and Ellis-Chadwick, Fiona. Digital Marketing: Strategy, Implementation and Practice. Pearson,

5th International Edition, 2014 (CEF).

4. Eric, Greenberg and Alrxander, Kates. Strategic Digital Marketing. McGraw Hill Education, 1st Edition, 2016.

5. Strauss, Judy and Frost. E-Marketing Pearson, 7thEdition

Course Name: MARKETING ANALYTICS

Course Code: MBBA6008

Semester III

Credits 3

No of Sessions 45

Course Description

This course aims to cover topics in marketing analytics, an area that remains the decision enabler of utmost importance

for many of the offline and online companies’ marketing and merchandising divisions. The objective of the course is to

give students a general understanding of this vital area in marketing while demonstrating critical application areas in

online and offline marketing channels. The course will have mainly a hands-on approach - guided by the principles - to

problems faced by companies daily. There are three components of any corporate analytics project: 1. Data 2. Model 3.

Delivery Accordingly, the course will have lectures complemented with demonstrations of various techniques and

projects.

Course Outcomes


CO1 Understand the role of analytics in making marketing strategies and decision making pertaining to Business

problemsusing analytics tools.. K3

CO2 Apply various data analytics techniques to predict the appropriate market for launch and sale of products. K3

CO3 Analyse and Predict the behaviour of the customers to know the potential customers. K4

CO4 Analyse online data from various sources to gain business insight.K4

CO5 Analyse the challenges of implementing marketing analytics. K4

Course Content:

Unit I: Introduction to Analytics 10 lecture hours

Introduction to Marketing Analytics – Meaning, Components and applications, Marketing Analytics landscape. Marketing

Analytics as an enabler of Marketing Strategy, Statistical Foundations of Marketing, Descriptive Statistics, Distributions,

General Linear Models, Optimization

UNIT 2: Product Analytics 9 lecture hours

Pricing and Revenue Management, Point-of-sale Data, Deciding on the “Right” Pricing Approach, Strategic Pricing,

Managing the prices to meet revenue goals, Assortment Optimization, Panel and Point-of-Sale data, shelf-space

optimization

Unit 3: Customer analytics 9 lecture hours

Introduction to customer analytics, Loyalty Data, What is a customer’s lifetime value(CLTV)?, How can we predict it?,

Metrics to measure customer loyalty, Market Basket Analysis, Product Affinities

UNIT4: Channel Analytics 9 lecture hours

Online Data, types and sources of online data, Web Analytics, Social Media Analytics, The “cloud”, Marketing Budget

Optimization Across Channels., Search Engine Marketing versus Search Engine Optimization

UNIT 5: Challenges and trends of Marketing Analytics 8 lecture hours

Marketing and Cloud computing, Impact of marketing analytics, Marketing Analytics Challenges, Analytics credibility,

ROI Measurement challenges, Text mining & Sentiment analysis, The future of Marketing Analytics,


1. Grigsby, Michael. Marketing Analytics: A practical guide to real marketing science. Kogan page. 2015.

Reference Books

1. Hemann, Chuck and Ken, Burbary. Digital Marketing Analytics: Making Sense Of Consumer Data In A Digital

World. Que Publishing, 2013

2. Artun, Omer and Dominique, Levin. Predictive Marketing: Easy Ways Every Marketer Can Use Customer

Analytics and Big Data. Wiley, 2015.

3. Jerry Rackley. Marketing Analytics Roadmap: Methods, Metrics, and Tools. Apress, 2015.

4. Winston, Wayne L. Marketing Analytics: Data-Driven Techniques with Microsoft Excel. Hohn Wiley & Sons, 1st

Edition, 2014.Kotler, Philip and Kevin Keller. Marketing Management. Pearson Education, 15th Ed , 2016

FINANCE ELECTIVES

Course Name: Financial Markets and Services

Course Code: MBFI6011

Semester III

Credits 3

No of Sessions 45

Prerequisite Basic of macroeconomics theories and environment

https://www.wiley.com/en-us/search?pq=%7Crelevance%7Cauthor%3AOmer+Artun

https://www.wiley.com/en-us/search?pq=%7Crelevance%7Cauthor%3ADominique+Levin

Course Description

Considering critical role of financial markets and services in the financial system, this course has been designed to develop

understanding of learners towards financial markets and probe into some of the leading and vibrant financial services. The

intense competition in the financial service industry requires every provider of financial services to be more efficient and

effective. To overcome such challenges, many new kinks of financial products and services have been developed with

new delivery mechanism and above this new regulations governing this industry have also come into being. The course

aims develop the understanding of the complex nature of financial markets and services.

Course Outcomes


CO1 To demonstrate the concept, emergence and development of financial markets and services.

CO2 To apply students with an understanding of the mechanics, operations and procedures in

performing the financial services.

CO3 To employ students for opportunities in the financial markets and service industry.

CO4 To identify among the students for the Banking services and products.

CO5 To determine investment strategies in analysing a fund and its management and credit rating

procedure of business.

Course Content

Unit I: Financial markets, Services and Issue Management 9 lecture hours

Nature of financial services in an economy, Scope and meaning of financial services in an economy. Significance of

financial services in an economy. Meaning of Financial Markets, History of Financial Markets in India, Nature, Role and

Structure of Financial system, Scope of Financial Markets. An introduction, nature, and role of money market,

Constituents of money markets and its various instruments, Role of Merchant Bankers in maintaining health and

credibility of the Capital Market. Role of underwriters in issue management and computation of underwriter’s liability.

Unit II: Lease financing, Reserve Bank of India & Commercial Banks, Role of Mutual Funds

9 lecture hours

Types of Leasing. Fixation of Lease Rentals, Factors influencing Lease Vs Buy Decision, Accounting treatment for

Leasing. Growth and Prospects of Leasing Industry in India. Credit creation and credit control: Concept and Techniques.

An overview of Indian monetary policy, Meaning, functions, managements and investment policies of commercial banks,

Cocepts and Role of Mutual Funds. Types of Mutual Funds.

Unit III: Credit Rating and Mutual Funds 9 lecture hours

Objectives of Credit Rating, Institutions engaged in Credit Rating, Purpose and Procedure of Rating for Debentures, Fixed

Deposits, and Short term Instruments. Role of CRISIL and ICRA, concept of mutual fund, types and functions of Mutual

Fund. SEBI regulation, Investment strategies of Mutual Funds, Benefits for the investors, Growth of Mutual Funds in

India & NAV Computation, Safety, Liquidity and Profitability of Mutual Funds.

Unit IV: Venture Capital and Banking 9 lecture hours

Concept and Characteristics of Venture Capital, Origin and Growth of Venture Capital, Difference between Venture

Capital Financing and Conventional funding. Venture Capital Schemes, Agencies involved in providing Venture Capital,

Finance Ministry Guidelines, Introduction to Banking Services, Commercial Credit, Retail Credit, Deposit & Fees-based

Products.

Unit V: Insurance services and Depositary Services 9 lecture hours

Life, Non-Life & Other types of Insurance Health Insurance, Group Insurance, Computation on the basis of Human Life

Value Index Pension Schemes Insurance Intermediaries Agents & Brokers, Conversion of Physical Securities to

Electronic form, Pan card requirement - Advantages of Demat A/c. Service Charges – Know Your Customer -Norms

stipulated by SEBI.

Text Books

1. Khan, M.Y. Indian Financial System, Tata McGraw Hill, New Delhi, Edition (2013).

Reference Books

1. Avdhani, Investment and securities Markets in India, Himalaya publications, Delhi, Edition (2014).

2. Ghosh, D., Banking Policy in India, Allied Publications, New Delhi, Edition (2012),

3. Varshney, P.N., Indian Financial System, Sultan Chand & Sons, New Delhi, Edition (2014).

4. Saunders, A. & Cornett, M. M., Financial Markets & Institutions, TMH, 5/e.

5. Bhole, L. M., Financial Markets and Institutions, Tata McGraw Hill, New Delhi, Edition (2014).

Course Name: Investment analysis and portfolio management


Semester III

Credits 3

No of Sessions 45

Prerequisite Corporate Finance

Course Description

In economics, a financial market is a mechanism that allows people to buy and sell financial securities such as stocks,

bonds and other commodities items of value at low transaction costs and at prices that reflect the efficient-market

hypothesis. In case of general market are concerned and specialized markets exist. Markets work by placing many

interested buyers and sellers in one "place", thus making it easier for them to find each other. An economy which relies

primarily on interactions between buyers and sellers to allocate resources is known as a market economy in contrast

either to a command economy or to a non-market economy such as a gift economy. In finance, financial markets

facilitate the following activities like rising of capital in the capital markets, transferability of risk from the various

markets, transferability of liquidity in the money markets and international trade in the currency markets are used to

match those who want capital to those who have it. Frankly speaking, investing has been perceived as the chief source

of finances of the rich people and has also been viewed as a minefield of opportunities to the inexperienced. For the

reason that the western standards of living continue to improve, more and more individuals start to recognize the

advantages investing can give even if they only have a small capital. The introduction to investment will help you

explore a few basic principles to get you started the right way.

Course Outcomes


CO1 To know the different investment policies and the various factors influencing investment

decision of Indian financial system. (K2)

CO2 To provide insight about the risk and return relationship between various types of investors

like Arbitrator, Speculator and Gambler. (K3)

CO3 To acquire knowledge on various investment alternatives like shares, debentures and real

estate with different risk and return analysis. (K4)

CO4 To analyze the various techniques followed by the investors in forecasting the behavior of the

Indian market and their major influence with macro-economic variables. (K5)

CO5 To explore sound theoretical knowledge on Capital Asset Pricing Theory (CAPM) &

Arbitrage Pricing Theory (APT). (K5)

Course Content

Unit I: Nature and Scope of Investments 5 lecture hours

Level of Knowledge: Conceptual

Basics of investment - Scope - Economic meaning and significance of income, savings, investments, security,

speculation, and gambling Comparison between investment and speculation - Profile of Indian investors and factors

influencing investment decisions - Internal and external factors, Legal framework of securities market in India,

investors and stock exchanges, and its significance in Indian financial system.

Unit II: Investment Alternatives - Investment Alternatives 10 lecture hours


Investment Options & Attributes Characteristics features of financial instruments, Types of financial assets &

Instruments, Various investments - Company Shares, Debentures, Bonds, Mutual funds, fixed deposits, gilt- edged

securities, Futures & Options, post office schemes, company & PPF, UTI, LIC, Real Estate, bullion, insurance

schemes & Global securities - Risk, Return, Security, Maturity & Optional features. Finance Vs Investments-

interactive decision elements.

Unit III: Financial Markets in India 10 lecture hours


Security Markets Features of capital markets and functioning, New issues market - IPO’s, procedures - valuation of

issues - fundamental and technical considerations - Stock exchanges

- role and importance, trading procedures in securities, - brokers and Jobbers, Index’s - Role of SEBI in brief.

Security Analysis Risk perception and attitude, Systematic and Non- Systematic risks, Fundamental analysis -

Company, Industry and Economic analysis - Technical analysis of securities - Charts, and Graphs - Moving averages

- Types - implications on investment

Unit IV: Stock Return Valuation 10 lecture hours

Level of Knowledge: Application

Security pricing Security Valuation - Factors influence valuation - Valuation of fixed income instruments and

equities - calculation of return on yield, Intrinsic value, Mathematics of financial evaluation, discounting,

compounding, annuities, present value, and yield and calculations Net worth. Equity valuation - Constant Growth

Modal - Dividend capitalization

- Earnings capitalization, security pricing model

Unit V: Portfolio Management 10 lecture hours

Portfolio Management; Meaning, Return on portfolio, risk on portfolio, portfolio managers, SEBI guidelines for

portfolio managers, portfolio management services. Portfolio theory - contribution of William Sharpe and Harry

Markowitz, Single index model, capital asset pricing modal and arbitrage pricing theory

Text Books

1. Madhumati, R.M. (2018). Investment Analysis and Portfolio Management. New Delhi: Pearson Education.

Reference Books

1. Avadhani, V.A. (2019). Security Analysis and Portfolio Management. New Delhi: Himalaya Publications.

2. Bhalla, V.K. (2018). Investment Management. New Delhi: S. Chand.

3. Fischer, D. (2020). Security Analysis and Portfolio Managent. New Delhi: Peasons Education.

4. Fischer D.E. (2019). Security Analysis and Portfolio Management. Pearson Education.

Course Name: Financial Risk Management


Semester III

Credits 3

No of Sessions 45

Course Description

Analysis of financial derivatives enable parties to trade specific financial risks (such as interest rate risk, currency,

equity and commodity price risk, and credit risk, etc.) to other entities who are more willing, or better suited, to take or

manage these risks—typically, but not always, without trading in a primary asset or commodity. Financial derivatives

are financial instruments that are linked to a specific financial instrument or indicator or commodity, and through which

specific financial risks can be traded in financial markets in their own right. Transactions in financial derivatives should

be treated as separate transactions rather than as integral parts of the value of underlying transactions to which they may

be linked. The value of a financial derivative derives from the price of an underlying item, such as an asset or index.

Financial derivatives are used for a number of purposes including risk management, hedging, arbitrage between

markets, and speculation.

Course Outcomes


CO1 Determine the nature of derivatives and identify basic concepts and techniques of Derivatives and risk

management

CO2 Categorize and compare the different types of derivative instruments

CO3 Determine and demonstrate the application of various option strategies and assess their suitability in

relation to the identified risk.

CO4 Determine and demonstrate the application of various hedging strategies and assess their suitability in

relation to the identified risk.

CO5 Practice and Develop a sound understanding of various concepts, tools and techniques that apply to

Derivatives anywhere in the world practice.

Course Content

Unit I: Introduction to Financial Derivatives 10 lecture hours

Meaning and Scope of Derivatives; Need for Financial Risk Management, Derivative Market and Instruments; Structure

Indian and Foreign Derivative Markets

Unit II: Derivatives Instruments 12 lecture hours

Types of Derivatives-Financial and Commodity, Meaning and Mechanism; Determination of Forward Prices,

Determination of Future prices, Interest Rate Swap, Project on Swaps, Currency Derivatives, Weather Derivatives, Energy

Derivatives, Insurance Derivatives

Unit III: Options Pricing Strategies 11 lecture hours

Types of Option; American vs. European option, Presentations on Derivatives, Option pricing-call and put Concept,

Option pricing-call and put Application, Pricing of Option-Binomial Model Introduction, Pricing of Option-Binomial

Model Application, Pricing of Option-Black-Scholes Model Introduction, Case Study: Delphi Stuart C. Gilson, Victoria

Ivashina, Sarah L. Abbott

Unit IV: Hedging Strategies 6 lecture hours

Hedging Strategies using Forward and Futures, Determination of hedging ratio, Interest Rate Future-Euro dollar futures,

Duration based hedging strategies, Hedging Using Option--Long position hedge, Trading Strategies Using Option-

Vertical Spread, Trading Strategies Using Option- Horizontal Spread, Combinations-Straddle, Strangle, Concept of

market risk; Delta Hedging, Vega hedging, Gamma hedging Case study: Foreign Exchange Hedging Strategies at General

Motors: Mihir A Desai, Mark F Veblen

Unit V: Value at Risk Concepts 6 lecture hours

Usage of Delta in capital market, Application of Delta, Value at Risk (VaR) concept, Value at Risk (VaR) concept

Application, Value at Risk (VaR) hedging, Vega and Gamma, Carbon trading options

Textbooks

1. Financial Risk Management, I.M pandey, Vikas Publishing House.

Reference Books

1. Financial Risk Analysis, John C Hull, Pearson Education

2. Financial Derivatives, Kumar S.S, PHI learning House

3. Derivatives, V Raghunathan,Tata Mc Graw Hill.

Course Name: Behavioral Finance


Semester II

Credits 3

No of Sessions 45

Prerequisite Investment Analysis

Course Description

The purpose of this course is to introduce the student to the new field of behavioral finance. The theory is based on the

notion that investors behave in a rational, predictable and an unbiased manner. While behavioral finance challenges this

traditionally held notion. Reliant upon cognitive psychology decision theory, behavioral finance is the study of how

investors interpret and act on available, fallible information. This course will help the students to identify persistent or

systematic behavioral factors that influence investment behavior.

Course Outcomes


CO1 Examines how the insights of behavioural finance complements the traditional finance

paradigm. (K2)

CO2 Explore the existence of psychological biases in financial decision-making and examine the

impacts of these biases in financial markets and other financial settings. (K3)

CO3 Gain an understanding of financial market anomalies and Behavioural theories (K4)

CO4 Analysing how psychological factors influence both investor and capital markets. (K5)

CO5 Describes how individuals and firms make financial decisions affected by Corporate news and

Personality Traits. (K5)

Course Content

Unit I: Introduction: Behavioural Finance 8 lecture hours

Behavioural Finance: Nature, Scope, Objectives and Significance & Application. History of Behavioural Finance,

Psychology: Concept, Nature, Importance, The psychology of financial markets, The psychology of investor behaviour,

Behavioural Finance Market Strategies, Prospect Theory, Loss aversion theory under Prospect Theory & mental

accounting—investors Disposition effect

Unit II: Building block of Behavioural Finance 9 lecture hours

Building block of Behavioural Finance, Cognitive Psychology and limits to arbitrage. Demand by arbitrageurs: Definition

of arbitrageur; Long-short trades; Risk vs. Horizon; Transaction costs and short-selling costs; Fundamental risk; Noise-

trader risk; Professional arbitrage; Destabilizing informed trading (positive feedback, predation) Expected utility as a basis

for decision-making. The evolution of theories based on expected utility concept.

Unit III: Behavioural Theories 10 lecture hours

Endowment – effect and availability heuristic myopic loss, Aversion and mental accounting – naïve diversification –

overconfidence and optimism, Accounting anomalies calendar anomalies – attention anomalies, Celestial’s anomalies –

meteorological anomalies. Over

reaction – under reaction – fairness – ethics – mutual fund scandal – advertising to investors – saving behavior,

Overconfidence and individual investors, Overconfidence and professional investors, Risk perceptions, Decision frames,

Familiarity and representativeness

Unit IV: Investment Decision and its related perceptions 10 lecture hours

External factors and investor behaviour: Fear & Greed in Financial Market, emotions and financial markets: geomagnetic

storm, Statistical methodology for capturing the effects of external influence onto stock market returns

Elsberg’s paradoxes, Rationality from an economics and evolutionary prospective. Different ways to define rationality:

dependence on time horizon, individual or group rationality. Herbert Simon and bounded rationality. Demand by average

investors: Definition of average investor; Belief biases; Limited attention and categorization. Case Study: Investors’

Behavior and Preference: A Case Study of Indian Stock Market

Unit V: Behavioral corporate finance 8 lecture hours

Behavioral corporate finance: Empirical data on dividend presence or absence, ex-dividend day behavior. Timing of good

and bad corporate news announcement. Systematic approach of using behavioural factors in corporate decision-making.

Neurophysiology of risk-taking. Personality traits and risk attitudes in different domains, Case Study: Corporate

behavioural finance – the case of Lithuania

Text Books

Thaler RH. Advances in Behavioral finance. New York. Russell Sage Foundation

Reference Books:

1. Pompian MM. Behavioral Finance and Wealth Management. How to Build Optimal Portfolios That Account for

Investor Biases. New Jersey. John Wiley & Sons, Inc., Hoboken.

2. Shucthita Singh & Shilpa Bahl “Behavioural Finance”, Vikas Publishing House (P) Ltd.

3. Finding Financial Wisdom in Unconventional Places (Columbia Business School Publishing)

4. Bisen,pandey-Learning Behavioural Finance(Excel Books)

5. A History of Financial Speculation: Edward C

Course Name: Wealth Management and Taxation


Semester III

Credits 3

No of Sessions 45

Prerequisite Accounting, Finance, Taxation

Course Description

The area of personal financial planning and wealth management encompasses many disciplines these include investments,

retirement, cash-flow planning, pension schemes, insurance, taxation, borrowing money, financial analysis, risk

assessment, and many other areas. This subject is designed to provide students with the ability to develop and manage

personal finance & design financial plans for their clients in a way that meets their specific goals and long-term objectives.

This subject caters to the profile of “Investment Banking”, “Wealth Managers”, also “Marketing of Financial Services”.

The student should be having sound understanding of Accounting, Finance and Taxation.

Course Outcomes


CO1 Demonstrate the role of wealth management including the need for and process of personal

financial planning. (K2, K3)

CO2 Calculate the tax liability and do the planning along with the filing of tax returns of the

individuals. (K3)

CO3 Evaluate the fundamentals of financial health evaluation using various techniques like ratio

analysis and preparation of budgets (K4, K5)

CO4 Analyze the need, importance and types of insurance in order to have a practical knowledge

of the same (K4)

CO5 Apply the concepts of wealth management and financial planning to plan for the retirement,

writing and execution of a will (K6)

Course Content

Unit 1: Wealth Management Basics 9 lecture hours

Meaning of Wealth Management, Need of Wealth Management and Financial Planning, Wealth Management Process,

Wealth Management Process, Wealth Management Process, Developing personal financial goals, Developing personal

financial goals, Financial planning Lifecycle, Financial planning Lifecycle, Application of concepts of Time Value of

Money in financial planning and decision making, Case study on Financial Planning in case of Uneven Inflows

Unit 2: Tax Planning Strategies and Wealth Management 9 lecture hours

Taxes and financial planning, Income tax fundamentals, Filing income tax return, Tax planning strategies, Meaning of

consumer credit and Cost involved in obtaining credit, Information creditors look for providing credit Consumer loan,

Home loan, Auto loan and Credit cards etc, Role of Loans in maximization of personal wealth, Case study on Defining

an Appropriate Asset Allocation

Unit 3: Personal Financial Planning 9 lecture hours

Preparation of Personal Income Statement and Personal Balance Sheet, Ratio Analysis, Preparation of Budgets, Financial

Goals Decisions, CASE STUDY: How to Restructure Your Liabilities wisely? Application of concepts of Time Value of

Money in financial planning and decision making

Unit 4: Insurance Planning 9 lecture hours

Develop a risk management plan using insurance, disability insurance, Case study: Planning for your Golden Years ,

Importance of property, liability insurance, automobile insurance, disability insurance, Cost of health Insurance, various

types of health care coverage, Purpose and principle of life insurance, Creation of a plan for insurance, Importance of

Nomination in Insurance

Unit 5: Retirement Planning 9 lecture hours

Overview and need for retirement planning, Retirement living expenses, Planning your retirement income, Need and

Objective of estate planning, Writing a will, Common features and requirement of valid will, Changing and revoking Will.

Administration of estate, Trusts, selecting a trustee, Case study – Retirement Planning Made Easy

Text Books

1 Personal Finance by Jack R Kapoor, Les R Dlabay and Robert J Hughes (2015)

Reference Books

1 Wealth Engine: Indian Financial Planning and Wealth Management by S Sankaran, Vision Books (2012)

2 Wealth Management by Dun & Bradstreet, McGraw Hill Education (2017)

3 Personal Financial Planning by Lawrence J. Gitman , Michael D. Joehnk & Randy Billingsley

HUMAN RESOURCE ELECTIVES

Course Name: Competency Mapping and Assessment

Course Code: MBHR6013

Semester III

Credits 3

No of Sessions 45

Prerequisite Human Resource Management

Course Description

Competency mapping establishes a level of objectivity that encourages open communication between management and

employees. Managers are able to more objectively appraise performance and be more specific in communicating to

employees what is necessary for success. Employees gain a clearer understanding of the expectations of their role.

Following up with competency-based training not only provides ways for employees to expand their current skills, but it

also provides a well-defined path for learning new skills through cross-training and for moving up in the organization.

This course would help the students to understand and measure the underlying characteristics of employees in terms of

knowledge, skills and attitude (competencies) which results in effective and/or superior performance on the job. Inputs

from competency mapping would assist the students to design a performance appraisal system by incorporating the

competencies needed for various categories of jobs and its relative importance for effective performance.

Course Outcomes


CO1 Illustrate the fundamentals of competency framework and management and its practical

application in managing performance in the organizations. (K3)

CO2 Illustrate and develop the competency models for better person-job fit and provide insight into

the implementation prerequisites and strategies for the same. (K3)

CO3 Examine the process of competency mapping and profiling for performance measurement and

management system for assessment. (K4)

CO4 Analyze competence-based assessment system using contemporary techniques of BARS and

HR Scorecard. (K4)

CO5 Determine the process of assessment centres and relate it to competence-based HR

applications viz. competence-based selection, training, compensation, and succession

planning with effective organizational outcomes. (K5)

Course Content

Unit I: Introduction to Competencies 8 Lecture hours

Introduction, historical development and origin of competency; Concept and Definition of job, roles and competency;

Competency methods in HRM, Competency vs. competence; Characteristics of Competency, Core Competency,

Performance versus competency; skills versus competency; Component of competencies – Skills, knowledge, self-

concept, motives and trait, Types or categories of competencies - generic/specific, threshold, differentiating, functional or

technical, managerial and human, Exercise – Think of one role and write down the competencies required to differentiate

top performance from medium performance, Concept of Competency Maps and Competency Profiles.

Unit II: Developing Competency Models and framework 11 lecture hours

Macro View of Competency management framework: Strategic framework – linking HR processes to organizational

strategy (G.Hamel & CK.Prahalad), Aligning unit-wise business strategies with organizational strategies and values ,

Competency framework - development of personal competency framework, Lancaster Model of managerial

competencies, Developing Competency Models – Model 1: Organizational competency-based model; Model 2:

Commitment and Competence; Model 3: 5 Level Competency Model; Model 4: Job based competency model, Model 5:

Generic and specific competency; Model 7: Organizational Goal linked; Model 8: Technical and behavioural model;

Understanding job positions, Data collection instruments for job descriptions, Stages in design and implementation of

competency model, Validation of the competency model after data gathering,

Unit III: Competency Gap Analysis and Identification of Competencies 8 lecture hours

Introduction to Core competencies (Organization wide), Business competencies (SBU specific), Team Competencies

(project driven), Role competencies (Role wise), Steps to define competencies from the job descriptions and job

analysis,(Exercise - Prepare competence-based Job analysis form) Sources of competency identification – Task force,

benchmarking against superior performer, Job experts, Repertory grid, Delphi technique etc., Consolidation of checklist,

Rank Order and finalization, Validation, and Benchmark, Exercise - Define identified competencies for which job analysis

is done, Competency Mapping - Strategy-Structure Congruence, Structure Role Congruence, Vertical & horizontal Role

linkages, positioning to bring in competitive advantage.

Unit IV: Contemporary Competency Assessment Tools 9 lecture hours

Competency Assessment; Understanding Assessment Process, Measuring Behaviors, comparative and absolute

behavioral measurement systems, Anchors for behavioral checklists, Development of Behavioral Anchored Rating Scale

(BARS), Exercise – Select one competency and prepare BARS for the same, Concept of Balance Scorecard, HR Scorecard

as a tool in implementation of HR Strategy, Creating the HR Scorecard, Competencies required for HR Professionals in

creating HR Scorecard.

Unit V: Assessment Centres and Contemporary issues in Competence based HRM 9 lecture hours

Assessment centre – Introduction, Difference between assessment centre and development centre, Application of

Assessment Centre in Competency assessment, Designing assessment Centre – Process, Profile of assessors and Assessor

training, Tools and techniques used in assessment Centre - Projective techniques, Group discussions, Simulations – role

plays, business games, In- basket Exercise, Leaderless Group Discussion, Exercise on Personality Test, Procedure Used

in assessment Centres: Observation Individual Assessor Rating, Assessor’s Discussions, Consultant’s role, Steps Involved

in Assessment Centres, Applications of Competency Mapping-Using competencies in Mapping HRM, Competency based

training and development, recruitment & selection, Contemporary issues in competencies mapping and assessment

techniques

Text Books

1. Sahu, R.K. (2014). Competency Mapping. Excel Books.

Reference Books

1. Sanghi, Seema (2007), The Handbook of Competency Mapping: Understanding, Designing and Implementing

Competency Models in Organizations, 2nd edition, Sage Publications Pvt. Ltd

2. Shermon, Ganesh. Competency based HRM, 1st edition, Tata McGraw, India.

3. Hill, Becker, B.E., Ulrich, D., Huselid,M.A., The HR Scorecard: Linking People, Strategy, and Performance,1st

Edition, Kindle Edition, HBS Press

Course Name: Compensation & Reward Management


Semester III

Credits 3

No of Sessions 45


Course Description:

Compensation management has been addressed as a key driver of employee motivation and retention. An effective

compensation system is the strategic need of the organization. Compensation management therefore should be viewed as

the strategic management of the organization’s salaries and rewards. It has become imperative for an organization to

manage the cost of compensation with the benefits the organization reaps with employee motivation. The purpose of this

subject is to give the student hands on experience on how the whole compensation system works in an organization, how

an organization decides to give pay and how to design a pay structure from scratch.

.

Course Outcomes


CO1: Interpret the basic principles that lay the groundwork for conceiving compensation as a strategic outcome for the

organization.

CO2: Develop a critical appreciation for the implementation of labor laws in an organization.

CO3: Apply the principles of compensation management to design 3. Effective pay systems

CO4: Evaluate the effectiveness of an employee benefit and reward systems for an organization.

CO5: Critique the effectiveness of an organization’s overall compensation system.

Syllabus Description:

Unit I: Introduction to compensation and reward system 6 lecture hours

Concept of compensation, Objectives and Definition, Principles of Compensation Formulation, Significance of

compensation management. Types of Wages; Fair, Minimum and Living; Forms of Pay and Pay Model. Similarities and

Differences in Strategies for compensation determination; Steps in developing a total compensation strategy. Cost to

Company: Meaning and Concept , Components of CTC.

Unit II: Pay based Legislation 8 lecture hours

Payment of Wages Act, 1936, Minimum Wages Act, 1948, Payment of Bonus Act, 1965,

Equal Remuneration Act, 1976, Employees Provident Fund Act, 1952, Payment of Gratuity Act, 1972, Role of Boards

and Commissions in deciding pay in India, Recommendation of 7th Pay Commission.

Unit III: Internal Alignment and External Competitiveness 11 lecture hours

Compensation Strategy and Internal Alignment; Factors shaping Internal Structure; Strategic choices in designing internal

structure; consequences of structure, Structure based on jobs, people or both; Job Analysis and Compensation; Job

Evaluation and Compensation, Person based structures and compensation; How to form a person-based structure; Skill

Analysis; Internal structure reflected in compensation. External Competitiveness and Compensation Strategy; Factors

shaping External Competitiveness. Designing Pay Levels Mix and Pay Structures; Competitive pay policy- process;

Grades and Ranges. Broad Banding; Adjusting both internal and external pressures for pay.

Unit IV: Benefits and Rewards 10 lecture hours

Employee Benefits- Meaning and Concept; Process to Benefit Development; Types of Employee Benefits. Components

of Employee Benefits; Alternatives to employee Benefits, Statutory Employee Benefits in India. Pay for performance-

meaning and concept; Benefits of a sound incentive system, Types of incentives; Types of incentive plans for blue-collar

and white-collar workers; Individual incentive plans, group incentive plans; Bonus, Profit Sharing and ESOP.

Unit V: Evaluating Total Compensation Plans 10 lecture hours

Rewarding directors, senior executives, supervisors, scientists & engineers in high technology industries. Rewarding

knowledge workers-What motivates knowledge workers, Approaches to rewarding knowledge workers. Rewarding

Contingent Workers. Ethical issues related to compensation, Relationship between compensation & employee turnover.

Impact of innovations in reward. Trends in Reward Management: Skill-based pay; Competency related pay; Relating

rewards to organizational performance.

Text Book

1. Compensation, George T. Milkovich, Jerry M. Newman, C.S. Venkata Ratanam (12th edition, McGraw Hill)

(2020)

Reference Books:

1. Compensation Management, Dipak K. Bhattacharya , Oxford Publications (1st edition)

2. Compensation Management in a Knowledge based WorldRichard Henderson, Pearson Education. (2019)

3. Reward Management-A Handbook of Remuneration Strategy and Practice Michael Armstrong and Helen Murlis,

Kogan Page

4. Constructive Industrial Relation and Labour Laws S.K. Bhatia, Deep and Deep Publications

Course Name: Competency Mapping and Assessment


Semester III

Credits 3

No of Sessions 45


Course Description

Industrial Relations can be defined as the relations between managements and unions or between representatives of

employees and representatives of employers. The term industrial relations in its widest sense include relations from all

aspects of work and employment and all parties associated with it. The study of industrial relations is also referred as

employment relations as it covers all aspects of relations between employees, employers, unions and governments.

Though the subject might seem obsolete in the present scenario – a subject best relegated to history of HR. Yet there is an

apparent decline in in competence of addressing these issues in the present days. This course tries to instil a better

understanding of the issues that relate to industrial relations, laws that have an impact on successful industrial relations

and sensitize them towards handling these issues.

Course Outcomes


CO1 Interpret the evolution of Industrial relations and its scope and identifying the paradigm shift

in IR and its influence on employee management relations today’s organization (K3)

CO2 Examine the origin, growth and changing status of trade unions and employer’s associations

and their role in establishing industrial harmony (K3)

CO3 Illustrate specific causes of industrial disputes and to utilize legislature, settlement machinery

and the role of collective bargaining process to resolve the same for managing for achieving

good and peaceful industrial relations in the organization. (K4)

CO4 Analyze various forms of worker’s participations schemes, grievances redressal mechanism

and disciplinary procedure to strengthen employment relations (K4)

CO5 Assess the role of labor legislations in India applicable for majority of industrial establishment

for safeguarding the interest of employees. (K5)

Course Content

Unit I: Industrial Relations Framework and The Paradigm Shift 8 Lecture hours

Definition, evolution of IR, the stakeholders of IR, Approaches to IR, ILO and IR, Conditions for Successful IR and

causes for poor Industrial Relations, The present state of IR in India. The changing trend from Industrial Relation to

Employee Relations, Labor reforms in 21st century, Industrial Relations, and technological change

Unit II: Trade Unions and Employer’s Associations 9 lecture hours

Definition, origin, objectives of Trade unions, Types and Importance, Methods of Trade Unions and Trade Union

activities, Trade union movement in India, Size, Finance and Structure of Trade Unions, Recognition of Trade Unions,

Trade union Rivalry and Multiple Unions, Future direction for Trade Unions, Features of The Trade Union Act 1926

Employer’s Organizations: Public/ Private sector employer’s organization, Objectives of employer’s organization,

Functions of employer’s organization

Unit III: Industrial Disputes, Settlement Machinery and Collective Bargaining 9 lecture hours

Industrial Disputes, causes of disputes, Strikes, causes of strike, Forms of strikes, Effects of strike, Methods of settling

Industrial disputes: Settlement without state intervention, Settlement under the influence of state, Adjudication, Machinery

for dispute prevention and settlement, The Industrial Dispute Act 1947 – Definition, Authorities, Notice of change,

Procedure, Power, unfair labor practices, Penalties.

Collective Bargaining: Meaning, importance and Types, Process of Collective Bargaining, Levels of Collective

bargaining, Hurdles to collective bargaining

Unit IV: Grievances, Discipline and Worker’s Participation in Management 9 lecture hours

Definition, Nature of grievances, causes of grievances, Model grievance procedure, Discipline, Causes of Indiscipline,

and Approaches, Managing discipline in Industries and Disciplinary Procedure, Worker’s Participation in Management-

Meaning, goals, different forms of WPM, schemes of WPM, Works Committee, Joint Management Council, and Board

Level Participation

Unit V: Labor Legislation in India 10 lecture hours

The Factories Act 1948, The Payment of Wages Act 1936, The Maternity Benefit Act 1961 , The Employee State

Insurance Act, 1948, The Child Labor (Prohibition and Regulation) Act 1986

Text Books

1. Dynamics of Industrial Relations Mamoria and Mamoria, Himalya Publications (2014)

Reference Books

1. Employee Relations Management: Text and Cases D.P.Sahoo, Sage Publications(2020)

2. Industrial Relations and Labour Laws Arun Monappa, Ranjeet Nambudiri, Patturaja Selvaraj MGH (2017

3. Industrial Relations, Trade Unions and Labour Legislations Sinha and Sinha, Pearson Education (2017)

4. Industrial Relations C S Venkata Ratnam, Manoranjan Dhal OUP (2017)

5. Industrial Relations & Labour laws S.C. Srivastava, Vikas Publications (2012).

Course Name: LEARNING AND DEVELOPMENT


Semester III

Credits 3

No of Sessions 45

Prerequisite Human Resource Development

Course Description

This course is designed to prepare students to evaluate problems and make decisions using Learning and development

theories to equip students with the skills and tools to drive human performance improvement within organizations. The

course will cover the major objective theories as well as use an experiential learning model for making the theoretical

knowledge relevant in the individual student’s life. Students will learn to design and conduct need analysis and to plan,

implement and evaluate training programs and also to learn training techniques and the skills required to deliver a training

program.

Course Outcomes


CO1 Generalize the role of learning and development in human resources management and the psychology of the learning process on which training is based. (K3)

CO2 Correlate and Conduct a needs assessment to determine whether and what kind of training is necessary and how to design different training programs according to organizational strategy. (K4)

CO3 Examine and relate the various training methods appropriate in different organizations depending on the nature of work and to identify the factors related with trainer’s skills and styles. (K4)

CO4 Evaluate the effectiveness of the training program once completed from the individual employee and the organization's viewpoint. (K5)

CO5 Determine the importance of employee development in today’s competitive environment and develop an employee development plan. (K4)

Course Content

Unit I: Introduction to Learning & Development and Learning Theories 9 lecture hours

Introduction and overview of Learning and Development, Difference between learning, development and training,

Importance and role of learning and development, contemporary challenges and issues in Learning and development,

Learning and development at the individual and organisational level , Strategic learning and development, Adult learning:

Theories of adult learning ( Pedagogy v/s Andragogy), Features of adult learners, Classification of learned capabilities,

Nature and Principles of Learning , Learning enhancement factors, Learning to be Effective Managers: An Indian

Perspective, Reinforcement theory & Kolb’s Learning Styles, Motivating adult learners

Unit II: Training Needs Analysis and training design 8 lecture hours

Concept of Training Needs Analysis, Approaches to Training Need Analysis – (Proactive TNA, Reactive TNA),

Organizational Analysis, Operational Analysis and Person Analysis, Gathering data for Training Need Analysis ( different

methods of data collection like reviewing existing documents, individual interviews, work diaries, observation, self-

assessment, questionnaires, critical incident technique), Output of Training Need Analysis , Training Design : Important

Considerations while Designing Training Programme, Constraints in the Training Design – Organizational/Environmental

Constraints; Budgeting for Training, Objectives of the training programme and design, Design Theories – Elaboration

Theory and Gagne’-Briggs Theory, Outline program sequences and themes. Outcomes of training design

Unit III: Training Methods and Trainer’s skills and styles 9 lecture hours

Traditional Training Methods (On-the-job Training – Scope and Effectiveness), (Lectures and Demonstrations: strengths

and Limitations, Traditional Training Methods (Games & Simulations), On the Job Training Methods (Job Instruction

Technique, Apprenticeship, Coaching and Mentoring: Strengths and Limitations ), Audio – Visual Enhancements to

Training, Electronic training methods (Types of E-learning, significance and process), Formal learning and Informal

learning, Competence of Trainers (Technical, business, interpersonal, intellectual -competencies), Selection & Training

of trainers, Trainer’s Styles – Giley’s Model of Trainer’s Styles

Unit IV: Development, Implementation and evaluation of Training 9 lecture hours

Development of Training (Choosing Instructional Methods, Instructional Strategy, Materials and Equipments),

Implementation of Training, Transfer of Training, Training Evaluation: Donald Kirkpatrick’s Evaluation Model,

Measuring Training Effectiveness - Data Collection methods and designs for Evaluation, ROI of Training Programs

Unit V: Employee and Management Development 10 lecture hours

Nature of Management Development, Identifying management development needs, Management Development

Techniques: Skill training, job rotation, Counselling and coaching and Succession planning, Management development

Techniques: Mentoring, Business games and T group trainings.

Contemporary issues

Text Books

1. Training and Development (Text, Research and Cases), P.Nick Blanchard, James W. Thacker, V. Anand Ram,

4Edition, Pearson Education India, 2016.

Reference Books

1. Employee Training & Development, Raymond A. Noe, & Amitabh Deo Kodwani, 5th edition, Tata McGraw-

Hill Education, 2017

2. Training for Development, Second edition, Rolf P Lynton and Udai Pareek, Vistaar Publications, 2018

3. Effective Human Resource Training and Development strategy, B. Rathan Reddy, Himalaya Publications, 2018

4. Management Training in Organisations, Dayal, Ishwar, Prentice Hall.

5. Enriching Human Capital Through Training and Development, P L Rao, Excel Books India, 2019.

6. Training and Development, B. Janakiram, Indian Text Edition, Biztantra, 2017.

7. Training & Development, G.Pandu Naik, 1st edition, Excel Books India, 2017.

Course Name: HRP, Recruitment & Selection


Semester III

Credits 3

No of Sessions 45

Prerequisite HRM

Course Description

This course establishes students’ understanding around the core issues involved in Human Resource Planning (HRP) and

forecasting. The course explores different factors that managers should consider while making decisions in developing

their human resources plans. It establishes HR as a key strategic partner for businesses, and stresses the need for proper

planning in terms of HR demand and supply to ensure the labour needs of organizations are met effectively. The readings

draw attention to the role of HRP in job analysis. Planning people requirements is critical task of management as

companies increasingly depend on intellectual capital as the basis for competitive advantage. This course aims at imparting

relevant knowledge required to perform the functions of human resource planning within an organization.

Further, the course expands students’ knowledge about the processes involved in HRP, including qualitative and

quantitative techniques in forecasting personnel requirements and possible solutions to addressing shortages and

surpluses. Students will also gain insight around measuring effectiveness of these processes. Finally, students will examine

how employing the right person for your small business might be the most important part of your venture, with an overview

on how effective recruitment and selection process reduces turnover.

.

Course Outcomes


CO1 Determine the role of human resources planning at micro & macro level in organizations (K2).

CO2 Compare and contrast the HR demand forecasting techniques and external and internal supply

assessment methods according to the needs of the organization (K3)

CO3 Analyze how Job Analysis/ Job Design and Organizational Change/ Development are linked

to HRP. (K4) CO4 Examine and apply the requirements for measures used in employee’s recruitment and

selection to evaluate applicants fairly and unbiased fashion. (K4)

CO5 Critically assess and evaluate the importance of developing the skills of organization’s human

resources, so that job opportunities can be offered to internal staff with an overview on

promotions and employee separations. (K5)

Course Content

Unit I: Introduction to Human Resource Planning 8 lecture hours

Concept, Meaning, Definition of HRP; Human Resource Planning Process, Uses & Benefits, HRP - Limitations &

Problems; Influencing factors: Internal & External Macro Level HR Planning: Meaning and significance Micro Level

(Organizational) HR Planning: Stock taking, Inventorying, Workforce and Workload analysis; HRD in Strategic

Organization; Human Resource Valuation Accounting; Culture Audit; Career Assessment: Models

.

Unit II: Manpower Planning & Forecasting 10 lecture hours

Ascertaining demand and supply of Human Resource; Causes of demand; Methods of demand and supply forecasting,

Techniques of demand and supply forecasting Estimation of internal supply and external supply; Linking human resource

planning with strategic human resource management. Methods of collecting job analysis data Job description and Job

specification, Performance Appraisal (Merit Rating); Human Resource Information System, Manpower

Inventory/Manpower Audit

Unit III: Recruitment 11 lecture hours

Introduction to Recruitment, Preparing recruitment action plans – Retention, Training, Redeployment & Staffing,

Constraints and challenges in recruitment, Preparing recruitment budget Strategic issues in Recruiting; Sources of

recruitment: Internal and external Methods of recruitment: Internal methods, Promotions, job posting, employee referral

Direct methods: Campus recruitment Indirect methods Third party methods, E-recruitment (using various job portals),

searching & downloading applicant profile by using job portals Evaluation of the sources of recruitment

Unit IV: Employee Testing and Selection 6 lecture hours

Selection Testing: Intelligence, Aptitude, Personality tests, Achievement tests, Simulation tests and assessment centres

Difference between work sample method and assessment centres Selection testing in India: Types of interviews, Interview

process

Unit V: Placement, Induction, Internal mobility and separations 10 lecture hours

Meaning of Placement, induction/ orientation Steps in Induction Programme, Internal mobility and Transfer: Purpose of

internal mobility and Transfer Promotions: Purpose and advantages of promotion, Basis of promotions, Employee

Separation: Resignation, retirement, Layoff, Retrenchment

Contemporary Issues in HRP : Current Market Scenario

Growth of online/Virtual tools for HRP

Text Books

1. Human Resource Planning-D K Bhattacharyya, Excel Books India, 2018

Reference Books:

1. Planning & Managing Human Resource-William. J. Rothwell and H.C. Kazanas, Strategic Planning for Personnel

Management, HRD Press, US, 2016.

2. Human Resource Planning-John Bramham, Orient Longman Ltd., Hyderabad, 2017.

3. Human Resource Management-Michael Armstrong, Kogan Page, 2016

4. Strategic Human Resource Management-Tanuja Agarwal, OUP, India, 2017

5. M. Sudhir Reddy - Human Resource Planning-2017

Course Name: HR Metrics & Analytics


Semester III

Credits 3

No of Sessions 45

Prerequisite OB, HRM

Course Description

This course is designed to prepare students to assess and evaluate HR problems and make decisions using metrics and

analytics . This course will serve as an introduction to Human Resource Analytics. Students will explore the use of

analytics within the Human Resource discipline. Through guest speakers and class case studies, Students will hear from

HR professionals experienced in the areas of HR Leadership, Employee Benefits, Compensation, Talent Acquisition and

Talent Management. Students will also explore how effective storytelling techniques with data can help the analytic effort

be successful.

Companies are now realizing out that data-driven decisions tend to work more than instinct-based ones. Most of the

companies are looking for skilled data scientists/analyst to take up pertinent organizational responsibilities and work on

getting insights that would enable managers and the cream of management to make effective and efficient decisions.

Course Outcomes


CO1 Recognize how HR function adds value and demonstrates the value in business terms for

decision making. (K2)

CO2 Examine the value of Intangibles that HR helps builds for the organization given a particular

business context to facilitate decision making.( (K3)

CO3 Apply soft factors in a people management context into measurable variables across various

domains in HR ( (K4)

CO4 Appraise and evaluate predictive analytics in HR context. (K5)

CO5 Demonstrate appropriate software to record, maintain, retrieve and analyse human resources

information and apply quantitative and qualitative analysis to understand trends and indicators

for future. (K5)

Course Content

Unit I: HRM Functions , Decision Making And HR Analytics 8 lecture hours

Strategic focus in HRM practices, HRM and control, HRM and HR analytics Challenges in HR decision-making,

Changing pattern of HR decision-making, Analytics-based HR decision-making, Predictive modelling of HR decisions,

HR decision-making with cross-functional inputs.

Unit II: Introduction to HR Analytics And HR Business Process 10 lecture hours

Concept of HR analytics, Process of aligning human resources to business through HR analytics, History of HR analytics,

Predictive analytics , Importance and benefits of HR analytics, HR analytics framework and models, Concepts of HR

business process. Statistics and statistical modelling for HR research and HR decision-making, HR research tools and

techniques, Data analysis for human resources, HRIS for HR decision-making, HR metrics , HR scorecard , HR analytics

as a tool for HR decision-making

Unit III: Forecasting and Measuring HR Value Propositions With HR Analytics 10 lecture hours

Concepts of value propositions and HR decisions, Sustainability in HR decisions ,HR analytics and HR value propositions

,HR optimization through HR analytics ,HR forecasting, HR plan and HR analytics,

Predictive HR analytics

Unit IV: HR Analytics and Data 8 lecture hours

Concepts of HR data, HR data and data quality , HR data collection, Big data for human resources, Transforming HR data

into HR information ,Process of data collection for HR analytics , Data collection for effective HR measurement , HR

reporting, Data visualization , Root cause analysis (RCA) , Datafication of human resources

Unit V: HR Analytics And Predictive Modelling 9 lecture hours

Basics of HR analytics and predictive modeling, Different phases of HR analytics and predictive modeling, Examples of

predictive analytics , Data and information for HR predictive analysis , Predictive analytics tools and techniques , Practical

process of using predictive analytics for HR decisions Generic future HR skill sets and knowledge, ,Ethical issues in HR

analytics, Empowerment of human resources with HR analytics

Text Books

1. HR Analytics by Bhattacharyya, Dipak Kumar, Sage publication 2019.

Reference Books

1. The HR Scorecard: Linking People, Strategy, and Performance, by Brian E. Becker, Mark A. Hustled, Mark A

Huselid, David Ulrich, 2001.

2. HR Analytics: The What, Why and How, by Tracey Smith

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

6. Moore, McCabe, Duckworth, and Alwan. The Practice of Business Statistics: Using Data for Decisions, Second

Edition, New York: W.H.Freeman, 2008.

7. Predictive analytics for Human Resources, Jac Fitz- enz, John R. Mattox, II, Wiley, 2014.

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

INFORMATION TECHNOLOGY ELECTIVES

Course Name: Relational Database Management System

Course Code: MBIT6001

Semester III

Credits 3

No of Sessions 45

Prerequisite Basic concepts of computers and data storage systems

Course Description

The course is designed to provide the students with a fundamental understanding of Database Management Systems with

specific reference to Relational Databases and how business processes and procedures are translated to a working DBMS

that is aligned to the organizational goals. The formation of databases and their integration act as a precursor to evolution

of Data Warehouses which in turn act as data repositories for mining and other analytical purposes.

Course Outcomes


CO1 Summarize and understand the concepts of database management system in an organization.

(K2, K3)

CO2 Apply various E-R models for logical level representation of database (K3)

CO3 Understand various techniques of normalization to get efficient database. (K3, K4)

CO4 Apply and understand the use of various SQL commands for data filtration. (K4)

CO5 Create and design effective databases using latest data mining approach of data driven decision

making. (K4, K5)

Course Content

Unit I: The Context of Database Management 9 Lecture Hours

Database Environment: Basic Concepts and definitions of Data, Database, DBMS, data models, information, metadata,

Entities, Relationships etc., Traditional file processing Vs database approach, Components of database environment,

Range of Database applications, Evolution of database systems, Three schema architecture for database development.

Unit II: Database Analysis 8 Lecture Hours

Modelling the rules of an organization, use of DFDs, various examples and symbols of DFD, The E-R Model: An

overview, Modelling entities and attributes, modelling relationships (Allotment of problem assignment on ER diagram)

Unit III: Database Design and Implementation 10 Lecture Hours

Integrity constraints, Transforming ER diagrams into relations: Mapping entities, Transforming ER diagrams into

relations: Mapping relationships, Introduction to Normalization, Functional dependencies and keys, Case study: Database

design and Implementation of Mountain view community hospital

Unit IV: Introduction to SQL 9 Lecture Hours

Role of SQL in database architecture, SQL environment, creating, deleting and modifying tables in SQL, inserting and

updating data through SQL, other useful commands of SQL, Client-server database environment, and internet based

database environment

Unit V: Introduction to Data Warehouse and Data Mining 9 Lecture Hours

Data warehousing and its applications to business, Difference between DBMS and warehousing, Features of data

warehousing, Data warehouse and data mart, Pushing and pulling of data, Architecture of data mining system, Interesting

and useful data, Applications of data mining, visualization

Text Books

1. Modern Database Management Systems by J. Hoffer, M. Prescott and Heikki Topi, Pearson

Reference Books

1. Database System Concepts, Abraham Silberchatz, Henry F. Korth, 3rd

2. ERP in Practice: ERP Strategies for Steering Competence & Competitive Advantage by Jagannathan Vamanan,

2007, TMH

Course Name: Enterprise Resource Planning with SAP


Semester III

Credits 3

No of Sessions 45

Prerequisite Basic concepts of computers and data storage systems

Course Description

Enterprise systems include Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer

Relationship Management (CRM) and other enterprise level systems that are critical to all dynamic, globally aware

companies. With a diversified global market, technology is being utilized to overcome distance, language and culture.

Today’s information systems have permeated well beyond the traditional functional applications, and even more

technologically current client-server applications, to mission focused enterprise systems. The course thus focuses on the

components of an ERP system and provides an introduction in to the process of implementing a successful system in

today’s organizations.

Course Outcomes


CO1 Understand the historical aspects of ERP evolution and apply in ERP integration process. (K2,

K3)

CO2 Analyze and evaluate existing ERP architectures and try to creating new ones to solve complex

problems. (K3)

CO3 Analyze and evaluate various ERP development life cycles from customer perspective and

developers as well to attain organizational goals. (K3, K4)

CO4 Evaluate and analyse the role of people involved in ERP making at each level and analyze the

legal implications as well (K4)

CO5 Create and evaluate the concepts of ERP using SAP package. (K4, K5)

Course Content

Unit I: Introduction to Enterprise Systems 9 Lecture Hours

ISs in organizations (Role of IS, Information and Systems Integration), ERP Systems (What is ERP, Evolution of ERP,

Role of ERP in Business, System components, ERP architecture, Benefits and limitations of ERP) ERP Implementation (

ERP life cycle, Implementation strategies, Software and vendor selection, ERP Vendors

Unit II: ERP Systems Architecture 10 Lecture Hours

Systems Integration (Functional Silos, Horizontal and Vertical silos, Business Processes and Silos), Logical versus

Physical SI, Integration steps, Benefits and limitations, ERP and its role in Logical Integration and Physical Integration),

ERP architecture, Security in the Cloud. benefits and limitations, Web based architectures, Service oriented architectures),

ERP Modules, Production Module, Purchasing Module, Inventory Management Module, Sales and Marketing module,

Finance Module, HR Module, Miscellaneous modules

Unit III: ERP Implementation 9 Lecture Hours

ERP implementation life cycle (Implementation Plan, Implementation methodology, Traditional ERP life cycle, Rapid

ERP Lifecycles, Implications for management, Implementation strategies (Hardware, software and people resources),

ERP Approaches (Governance, Implementation Methodology, Vanilla Implementation), software and Vendor Selection

(Vendor research, Matching User Requirements to features), Requests for bids, Vendor analysis and Elimination

Unit IV: People and Organization 9 Lecture Hours

Program and Project Management -Project Team, Module and subject matter experts, Project leadership, Critical success

factors, Project scope, Change Management, Managing Scope Creep, Organizational Change and BPR, Organizational

commitment, Business process change, Business process Reengineering, BPR methodology, Project organization, Roles

and Responsibilities, Outsourcing (What is outsourcing, drawbacks, Offshore outsourcing, SaaS), Legal Issues -software

licensing

Unit V: Introduction to SAP and data filtering 8 Lecture Hours

Evolution of SAP in business, applications of SAP, visualization, Introduction to the role and responsibilities of SAP

certified associate, handouts on the working of SAP in leading business organizations

Text Books

Enterprise Systems for Management by Luvai Motiwalla, Guido Tabelliniad, Jeffrey Thompson, Pearson

Reference Books

1) ERP Demystified by Alexis Leon, 2007, TMHE-Business and E-Commerce Management by Dave Chaffey, Pearson,

3rd Ed

2) ERP in Practice: ERP Strategies for Steering Competence & Competitive Advantage by Jagannathan Vamanan, 2007,

TMH

Course Name: Big Data Analytics


Semester III

Credits 3

No of Sessions 45

Course Description

The course has been designed to impart an in-depth knowledge of Big Data processing using Hadoop and Spark. The

course provides with an in-depth understanding of the Hadoop framework including HDFS, YARN, and MapReduce.

Students will learn to use Pig, Hive to process and analyze large datasets stored in the HDFS. This course provides an

overview of the field of big data analytics so that you can make informed business decisions in distributed environment.

Course Outcomes


CO1 Explain concrete understanding of Business problems/ Issues/ Opportunities related to Big

Data and to logically model and analyze diverse decision-making scenarios.

CO2 Interpret the knowledge of Analytics and applying analytics in Business.

CO3 Compare the advanced analytical tools/ decision-making tools/ operation research techniques

to analyze the business problems.

CO4 Prioritise the use of advanced analytical tools/ decision-making tools/ operation research

techniques for specific business scenario.

CO5 Infer the importance of using NoSQL to large datasets.

Course Content

Unit I: INTRODUCTION TO BIG DATA 8 Lectures

This module introduces the concept of big data and Big Data Analytics and emphasizing on applications of big data in

industry, Overview of Big Data and Importance Distributed File System Drivers of Big Data- Four Vs Big Data Analytics

Big Data Applications-Industry Examples

Unit II: INTRODUCTION TO HADOOP AND HADOOP ARCHITECTURE 9 Lectures

Module explains the concept of virtualization, Hadoop ecosystem and MapReduce, Concept of Virtualization Big Data –

Apache Hadoop & Hadoop EcoSystem Overview of HDFS, Comparison with traditional Databases Understanding

MapReduce- Map and Reduce Installing Hadoop, making Single node/multimode Clusters-

Unit III: HDFS, HIVE AND HIVEQL, HBASE HDFS 10 Lectures

Basic understanding of Hive, HiveQl and HBase is provided in this module. Understanding Hive Understanding HiveQL,

Understanding HBase

Unit IV: SPARK 9 Lectures

SPARK Fast data analysis is essential while looking at the enormous data. The module provides explains the data analysis

with Spark Understanding Data analytics project Life Cycle Introduction to Data Analysis with Spark Downloading Spark

and Getting Started

Unit V: NoSQL 9 Lectures

NoSQL Module explains the concept of NoSQL and its usage in industry. Understanding NoSQL- advantages of NoSQL

SQL vs NoSQL Use of NoSQL in Industry

Text Books

1. Big Data, Big Analytics: Emerging Business Intelligence and Analytics, Michael Minelli, Michele Chambers, and

Ambiga Dhiraj

Reference Books

1. Big Data and Business Analytics, Jay Liebowitz, CRC Press

2. Data Analytics, Anil Maheshwari, McGH

3. “HADOOP: The definitive Guide”,. Tom White ,O Reilly 2012

4. “Understanding Big data ”, Chris Eaton,Dirk derooset al. McGraw Hill, 2012.

5. Learning Spark: Lightning-Fast Big Data Analysis, Holden Karau

6. Big Data with R and Hadoop, Vignesh Prajapati, Packt

7. Big Data and Analytics, Seema Acharya, Subhashini Chhellappan, Willey

Course Name: Business Intelligence


Semester III

Credits 3

No of Sessions 45

Course Description

This course provides a comprehensive introduction to the concepts, techniques and applications of business intelligence

(BI). The class will equip students with a managerial overview of business intelligence, a basic understanding of statistics

and economics foundations in BI, a general exposure to real world BI applications and trends, and hands-on practices of

BI software.

Course Outcomes


CO1 Understand the concepts of Business Intelligence, Information development and Decision

Support

CO2 Understand and design the technological architecture of BI environment

CO3 Understand the Basics of Data Warehousing & Data Integration

CO4 Understand the Concept of Multidimensional Data Modeling

CO5 Understand the concepts Business Reporting, Visual Analytics, and Business Performance

Management

Course Content

Unit I: 8 Lectures

Business Intelligence, Information development and Decision Support Opening Case: Magpie Sensing Employs Analytics

to Manage a Vaccine Supply Chain Effectively and Safely Support Value of Business Intelligence-Bridging the Gaps

Between Information Technology and the Business Users Case: Sabre Helps Its Clients Through Dashboards and

Analytics (www.youtube.com/watch?v=NXEL5F4_aKA .) Business Intelligence Success Factors Changing Business

Environments and Computerized Decision

Unit II: 9 Lectures

BI Environment A Framework for Business Intelligence (BI) Data Processing-OLAP versus OLTP, OLTP- Advantages,

challenges, Shortcomings, OLAP Architectures, MOLAP, ROLAP,HOLAP, OLAP Operations on multi-dimensional

data: Slicing, Dicing, Roll Up, Drill Down, Drill Across, Drill Through Case: Smart Business Reporting Helps Healthcare

Providers Deliver Better Care

Unit III: 9 Lectures

Basics of Data Warehousing & Data Integration, Opening Case: Isle of Capri Casinos Is Winning with Enterprise Data

Warehouse Need for Warehouse, Data Mart, Operational Data Stores(ODS) Kimball’s approach versus Inman’s approach

to Data warehousing, Goals of Data Warehouse, Data Sources for Data Warehouse Case:Things Go Better with Coke’s

Data Warehouse ETL, Data mapping, data staging Approaches to Data integration, needs and advantages. Data Quality

and maintaining data quality Data Profiling. Case: EDW Helps Connect State Agencies in Michigan

Unit IV: 9 Lectures

Multidimensional Data Modeling, Data Modeling Basics: Entity, Attribute, Cardinality Types of Data Models:

Conceptual data model, Logical data model, Physical model Dimensional modeling, Fact Table and Dimensional Table

Star and Snowflake Schema Group Activity: Designing a Dimensional Model using Excel 2010

Unit V : 10 Lectures

Business Reporting, Visual Analytics, and Business Performance Management Opening Case: Self-Service Reporting

Environment Saves Millions For Corporate Customers Business Reporting Definitions and Concepts – Case: Flood of

Paper Ends at FEMA The Emergence of Data Visualization and Visual Analytics - Performance Dashboards -Types of

Charts and Maps Case: Tableau Saves Blastrac Thousands of Dollars with Simplified Information Sharing Business

Performance: Management and Measurement-Balance Score Card Method Case: IBM Cognos Express Helps Mace for

Faster and Better Business Reporting Reporting with Cognos 10.1(or above) Introduce Cognos BI, Highlight key

capabilities of Cognos BI, Understand Cognos multi layered architecture Introduction to Framework Manager, Identify

the different data sources within the studios Report, Query, Analysis, Job, Agent and Page Properties. Introduction to

Report Studio, Report Studio User Interface- Create ,Save and Run Reports.

Text Books

1.Business Intelligence-The Savvy Manager’s guide David Loshin, Morgan Kaufmann Publishers

Reference Books

1.Business Intelligence –A Managerial Perspective of Analytics Sharda, Delen and Turban, Pearson

2.Fundamentals of Business Analytics R N Prasad and Seema Acharya, Wiley India

3.IBM Cognos 10 Report Studio hini Chhellappan, Willey Filip Draskovic, Roger Johnson

Course Name: E-Commerce


Semester III

Credits 3

No of Sessions 45

Prerequisite Basic understanding of business processes

Course Description

This course aims to develop students' abilities to analyze and evaluate E-Business applications, as well as design e-

business models. We focus on the strategic, managerial, operational and technical factors in the development of an

organization’s E-Business competencies and capabilities. We investigate current business and technology trends including

the individual, business and societal implications of E-Business. The course makes extensive use of current case studies

and gives students the opportunity to design new E-Business models and applications.

Course Outcomes


CO1 Applying the knowledge about basic concepts of E-commerce and various business models

for decision making. (K2, K3)

CO2 Creating knowledge of E-Commerce business pattern and use them for market analysis. (K3)

CO3 Analyzing and create various strategies of E-Commerce for real time business problems.

(K3,K4)

CO4 Analyze technical concepts of E-Commerce and use of various business communicative

applications in E-Commerce. (K4)

CO5 Apply Practical knowledge of various technical and customer applications of E-Commerce

Projects. (K5, K6)

Course Content

Unit I: Introduction to E-Commerce and trends 10 Lecture Hours

Defining need of E-Commerce and brief history, EDI, benefits and limitations of E-Commerce, Types of E-Commerce,

case Discussion: Alibaba, Trends Driving E-Business, Customer oriented trends, Organizational trends, Employee

Megatrends, Case Discussion: Amazon India

Unit II: Digitizing the E-Business Design 9 Lecture Hours

E-Business patterns: the structural foundation, Click and brick pattern, portal pattern, E-Market maker pattern, Case

Discussion: Intuit, IRCTC, Interlocking layers of E-Business, Self diagnosis, Operational, Service and continuously

innovation excellence models

Unit III: Strategy formulation for E-Business design 8 Lecture Hours

Constructing the E-Business architecture, the new era of cross functional integrated applications, Problems caused by lack

of integration, Case Discussion: Flipkart, Yebhi, Strategy formulation for E-Business design, Roadmap to move a

company into E-Business

Unit IV: E-CRM, E SCM and various business applications 9 Lecture Hours

Introduction to CRM software , Implementing Supply chain and CRM, E- Supply chain architecture, E - CRM

architecture, Tactical e-Project management, Tactical e-Development process, Adoption management, E-government

initiatives, Measuring effectiveness of E-Governance

Unit V: Use of IT technologies in various business applications 9 Lecture Hours

Role of IT in E-business applications, use of Cloud computing in business, use of Green computing in business, Tally in

finance Applications, use of SAP in business, use of nanotechnology in E-business applications

Text Books

1. E-Business 2.0, Roadmap for Success by Dr. Ravi Kalakota & Marcia Robinson, Pearson Education. 2nd Edition.

Reference Books

1. Management Information Systems, James A. O’Brian, George M Marakas, Ramesh Behl, McGraw-Hill, Ninth

Edition

2. E-Business and E-Commerce Management by Dave Chaffey, Pearson, 3rd Ed

3. Information Technology for Management by Efraim Turban, Linda Volonino, 2010, Wiley

OPERATIONS ELECTIVES

Course Name: Logistics & Supply Chain Management

Course Code: MBOP6007

Semester III

Credits 3

No of Sessions 45

Prerequisite Basics of Operations Management

Course Description

Logistics & Supply chain management (LSCM) is the management of the flow of goods. It includes the movement and

storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption.

Interconnected or interlinked networks, channels and node businesses are involved in the provision of products and

services required by end customers in a supply chain. Supply chain management has been defined as the "design, planning,

execution, control, and monitoring of supply chain activities with the objective of creating net value, building a

competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring

performance globally”. LSCM draws heavily from the areas of operations management, logistics, procurement, and

information technology, and strives for an integrated approach.

There is a great deal of confusion regarding exactly what supply chain management (SCM) involves. In fact, most people

using the name supply chain management treat it as a synonym for logistics or as logistics that includes customers and

suppliers. However, successful SCM requires cross functional integration of key business processes within the firm and

across the network of firms that comprise the supply chain. The challenge is to determine how to successfully accomplish

this integration. The distinction between logistics and supply chain management is identified and a framework for SCM

is presented. A class session will be devoted to each of the eight supply chain processes as well as to topics such as: the

management components of supply chain management; electronically linking the supply chain; integrating supply chain

strategy to corporate strategy; supply chain mapping; supply chain metrics; developing and implementing partnerships in

the supply chain; and, implementing supply chain management.

This is a course in Logistics & supply chain management (LSCM), a term which denotes the integration of key business

processes from end user through original suppliers for the purpose of adding value for the firm, its key supply chain

members, to include customers and other stakeholders. This course presents a framework for LSCM that requires cross-

functional integration of key business processes within the firm and across the network of firms that comprise the supply

chain. This course approaches SCM from a managerial perspective and introduces concepts in a format useful for

management decision making. Basic terms, concepts, and principles are examined in light of how they interrelate and

interface within the firm and across the supply chain. Illustrations are taken from corporate applications of these concepts

to show how supply chain management can be implemented.

Course Outcomes


CO1: Discuss the basic concepts of Supply Chain Management & its relevance in real life situation. (K2)

CO2: Demonstrate the basic insight of supply chain network and related demand and supply. (K3)

CO3: Analyze the Market Demand & Supply factors affecting the Inventories and tools to manage it. (K4)

CO4: Appraise transportation network design within supply chain. (K5)

CO5: Measure integration of cross functional drivers with IT to achieve specific goals. (K5)

Course Content:

Unit I: Introduction to Logistics & Supply Chain Management: (12 Lecture Hours)

Introduction to Logistics Management: Understanding, Logistics Management: The Generic value chain & decisions, The

Objective of Supply Chain, Importance of supply chain decisions, Decision Phases in a Supply chain, Process view of

supply Chain, SC macro processes, Case/ Examples of Supply Chain, Competitive and supply chain strategies, Achieving

strategic fit and expanding strategic scope, Drivers of supply chain performance, Framework for structuring drivers,

Components of Facilities, inventory, transportation, information, Sourcing and pricing, Obstacles to achieve strategic fit.

Unit II: Designing the supply chain network and planning demand and supply in a supply chain (11 Lecture Hours)

Role of distribution in a supply chain, factors influencing the distribution network, Design options for a distribution

network, e-business activities, Role of network design in supply chain and factors influencing the network design decision,

Framework for network design decision, Supply chain integration through push-pull mechanism, Lack of Supply Chain

Coordination & Bull Whip Effect mechanism, Models for Logistics & Supply Chain Management, facility location and

capacity allocation, Discounted cash flow analysis and representations of uncertainty, Role of forecasting in Supply Chain:

Basic approach to demand forecasting, Time – series approach, measure of errors, Role of aggregate planning in supply

chain and strategies,

Unit III: Planning and Managing Inventories (9 Lecture Hours)

The role of cycle inventory in a supply chain, Economies of scale to exploit fixed cost and quantity decisions, Short term

discounting, estimating cycle inventory, The role of safety inventory in a supply chain and determining the appropriate

level of safety inventory, Impact of supply uncertainty on safety inventory and impact of aggregation on safety inventory,

Importance of the level of Product Availability and factors affecting the optimum level of product availability, Optimising

availability of maintenance, repair and operation inventories and setting up of optimum levels of product availability in

practice.

Unit IV: Designing and Planning Transportation Networks (7 Lecture Hours)

The role of transportation in supply chain, Modes of transportation and their performance characteristics, Transportation

infrastructure and policies, Design Options for a Transportation Network, Role of lean operations in supply chain, Trade-

offs in Transportation Design and Tailored Transportation, Risk Management.

Unit V: Managing IT and Cross Functional drivers in a supply chain (6 Lecture Hours)

Role of sourcing in a supply chain, in-house and outsource, Third and Fourth Party Logistics, Reverse Logistics, Supplier

Scoring and assessment, IT enabled purchasing, Supplier selection and procurement process, Integrating Supply Chain

with Information Technology, Decision Support Systems for SCM. IT support system for Supply Chain decision making,

Relationship between E-Commerce, ERP and SCM

LEARNING RESOURCES

Text Book

Supply Chain Management, Chopra, Meindl, Kalra, Pearson Education

Reference Books

1. Logistics & Supply Chain Management, G Raghuram, N Rangaraj, Macmillan Business Books

2. Supply Chain Management, Process, Partnerships, Performance, Douglas M. Lambert, Supply Chain Management

Inst, 2008

3. Basics of Supply Chain Management, Lawrence D, Ed Hill, CRC Press

4. Designing & Managing Supply Chains, David Simchi Levi, Mc.Graw Hill (2019)

Course Name: Quality Toolkit for Managers


Semester III

Credits 3

No of Sessions 45

Prerequisite Operations & SCM

Course Description

The Quality Toolkit for Managers course provides students with the knowledge and techniques required to improve

product quality and process efficiency by identifying and measuring production process variability which, if not

successfully addressed, leads to inconsistent product quality, costly wastage, non-standardization and other reliability and

productivity problems. This course introduces basic quality management concepts and definitions and builds on that

knowledge to explore Statistical Process Control (SPC) based quality improvement techniques as a means to diagnose,

reduce, and eliminate causes of variation and to assist in process improvement, production control, production planning,

and decision making. A brief review of the fundamentals of statistics and probability and their applications in quality

management is provided, and various measurement and control techniques -- for example, charts for variables and

attributes, are presented.

Course Outcomes

CO1 To Recognize the quality tool kits for production in industry

CO2 To Use principles and philosophies of quality management

CO3 To Examine statistical process control

CO4 To Assess tools and techniques for quality management

CO5 To estimate quality systems organizing and implementation

CO6 To Analyze the recent trends and development in Quality Management

Course Content

Unit I: INTRODUCTION TO QUALITY TOOL KIT 7 lecture hours

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

Unit II: PRINCIPLES AND PHILOSOPHIES OF QUALITY MANAGEMENT 10 lecture hours

Overview of the contributions of Deming, Juran Crosby, Masaaki Imai, Feigenbaum, Ishikawa, Taguchi techniques,

Explanation of Deming, Imai, Juran Crosby, Masaaki, Feigenbaum, Ishikawa, Taguchi techniques, Introduction, loss

function, parameter and tolerance design, signal to noise ratio, Concepts of Quality circle, Japanese 5S principles and 8D

methodology.

Unit III STATISTICAL PROCESS CONTROL 10 lecture hours

Meaning and significance of statistical process control (SPC), construction of control charts for variables and attributed.

Process capability, Mean Chart (X chart) with numerical examples, R Chart with numerical examples, P Chart with

numerical examples, C Chart with numerical examples, meaning, significance and measurement – Six sigma, reliability

in series and parallel, product life characteristics curve, Total productive maintenance (TMP), Terotechnology, Business

process Improvement (BPI), principles, applications, reengineering process, benefits and limitations.

Unit IV TOOLS AND TECHNIQUES FOR QUALITY MANAGEMENT 8 lecture hours

Quality functions development (QFD) – Benefits, Voice of customer, information organization, House of quality (HOQ),

QFD process, building a HOQ, Failure mode effect analysis (FMEA), requirements of reliability, failure rate, FMEA

stages, design, process and documentation, Seven Tools (old & new), Bench marking and POKA YOKE

Unit V QUALITY SYSTEMS ORGANIZING AND IMPLEMENTATION 10 lecture hours

quality management systems – guidelines for performance, Making the commitment to total quality, self-assessment

processes, organizational culture and total quality, change management, sustaining the quality organization, implementing

ISO 9000, Bald ridge, and six sigma, a view toward the future, improvements. Quality Audits. TQM culture,

Leadership – quality council, employee involvement, motivation, empowerment, recognition and reward - TQM

framework, benefits, awareness and

Text Book

1. Total Quality Management by Besterfield – Pearson

Reference Books:

1. The Quality Toolbox: Second Edition, ASQ Quality Press ,Second Edition

2 . Operations Management: Stevention, Mcgraw Hill, Thirteenth Edition

3. Total Quality Management by Poornima N. Charantimath – Pearson

Course Name: Materials Management & Inventory Control


Semester III

Credits 3

No of Sessions 45

Prerequisite Basics of Operations & Supply Chain

Management

Course Description:

Materials management can deal with campus planning and building design for the movement of materials, or with

logistics that deal with the tangible components of a supply chain. Specifically, this covers the acquisition of spare parts

and replacements, quality control of purchasing and ordering such parts, and the standards involved in ordering, shipping,

and warehousing the said parts.

The goal of materials management is to provide an unbroken chain of components for production to manufacture goods

on time for the customer base. The materials department is charged with releasing materials to a supply base, ensuring

that the materials are delivered on time to the company using the correct carrier. Materials is generally measured by

accomplishing on time delivery to the customer, on time delivery from the supply base, attaining a freight budget,

inventory shrink management, and inventory accuracy. The materials department is also charged with the responsibility

of managing new launches. In some companies materials management is also charged with the procurement of materials

by establishing and managing a supply base.

This course has been developed to satisfy needs in both the private and public sector. The course is to develop trainees to

acquire skills in: development administration; entrepreneurship; project and programme management. Quantitative

managerial skills will be emphasized so as to make graduates of the course develop a wider understanding of successful

development and effective management of projects. Material Management is a discipline for stating how to control and

manage the inventory parameters in a project within a certain timeframe, usually with defined stages, and with designated

resources.

Course Outcomes


CO1: Discuss the basic concepts of Material Management & its relevance in managing Operations & supply chain. (K2)

CO2: Illustrate the basic insight of Inventory Management & Control mechanism. (K2)

http://asq.org/quality-press/display-item/index.html?item=H1224

http://en.wikipedia.org/wiki/Logistics

http://en.wikipedia.org/wiki/Supply_chain

http://en.wikipedia.org/wiki/Quality_control

CO3: Evaluate different Economic Order Quantity models for Inventory Management. (K4)

CO4: Appraise different Inventory Management analytical tools for Inventory Management. K3)

CO5: Assess ideologies of Stores management technique and appropriate materials handling. (K4)

Course Content:

Module I: Introduction to Materials Management: Concepts: (13 Lecture Hours)

Importance and scope of Materials Management (MM), Supply Chain concept, Systems approach to material

management, Factors affecting material planning, Techniques of material planning, Capacity planning & control

techniques, Operations Planning & Master Production Schedule: Concept and applicability, Master Production Schedule

Techniques, Planning in Assemble to order environment, Materials requirement planning: Developing MRP,

Conceptualising and Implementing, Classification and codification of materials, Standardisation systems and processes,

Materials requisition slip, materials transfer note: Record processing, Technical issues using MRP system, Determine

order quantities, Evolution of MRP-I and MRP-II, CRP, ERP and DRP concepts, JIT and Lean manufacturing in Materials

management & inventory control.

Module II: Inventory Management Basics (8 Lecture Hours)

Concepts of Inventory: Meaning and historical Aspect. Types of inventory, Inventory an important tool in Materials

management, Inventory Costs: Various costs associated with it, Inventory Cost: Ordering Costs, concepts and numerical,

Inventory cost: Holding Cost: concepts and numerical, Inventory performance measurements, Inventory turnover,

Methods of evaluating Inventory & inventory techniques: LIFO, FIFO, Randomisation

Module III: EOQ Models (10 Lecture Hours)

Inventory Management: Periodic review system and Continuous review system, Independent and dependent demand

inventory system, Economic order quantity (EOQ): Concept and application, Numerical based on EOQ, Different models

of inventory management, varying demands and production, Inventory management and handling guidelines, Case Study:

Materials Handling management: a case study

Module IV: Inventory Control Models (8 Lecture Hours)

Process Improvement: Concepts and applicability, Flow of costs and inventory valuation

Lead time, Safety and reserve stocks: Concepts, Lead time, Safety and reserve stocks: Numerical, EOQ modelling and its

impact on inventory controlling mechanism, ABC analysis, VED analysis, FSN analysis, WIP, Sales inventory ratio ,

consumption – inventory ratio.

Module V: Stores Management & Materials Handling (6 Lecture Hours)

Concept and types of warehousing, Material Handling: Concepts and applicability, Material Handling equipment: Tools

and Techniques employed, Transportation of Materials: Matrix solution, Stock verification: Preparation, Analysis and

disbursement. Management and disposal of surplus and scrap materials. Materials management based ERP systems.

Text Book:

Materials Management; an integrated Approach, Gopalakrishnan P. and Sundaresan, M; PHI

Reference Books:

1. Introduction to Materials Management, Arnold, Chapman, Clive: Pearson/ Prentice Hall

2. Materials Management-Procedures, Text and Cases, Dutta, A.K, PHI

3. Purchasing and Materials Management, Nair, N.K, Vikas Publishing

Course Name: Management of Manufacturing Systems


Semester III

Credits 3

No of Sessions 45

Prerequisite Production & Operations Management.

Course Description

This course introduces the concept of manufacturing systems management. The course mainly focuses on Cellular

Manufacturing, Just in Time Manufacturing, Synchronous Manufacturing and Flexible manufacturing systems to optimize

the total cost of production and thereby maximize the profit .This is designed to prepare students to evaluate problems

existing in a production plant and how it can be resolved with an objective of waste reduction, Minimize the cost and

resources.

Course Outcomes


CO1 Identify & recall the various manufacturing systems and its growing importance in operations

Management.

CO2 Analyze the concept of cellular manufacturing, its design layout and scheduling for the

various applications.

CO3 Recognize the importance of Just In Time Manufacturing, its basic elements and application

in manufacturing,

CO4 Illustrates the concept of synchronous manufacturing and theory of constraints in operations

management.

CO5 Use of Flexible manufacturing systems and its basic components for adapting the changes in

product being manufactured.

Course Content

Unit I: Introduction to Manufacturing systems (10 lecture hours)

Introduction to manufacturing System, Concept of Manufacturing & Production Process, Requirements of manufacturing

system, Transformation process, Different types of Manufacturing System, MRP I & MRP II, Enterprise Resource

Planning, Computer Aided Manufacturing , Computer Aided Design

Unit II: Cellular manufacturing systems in operations (9 lecture hours)

Introduction to Cellular Manufacturing, Production flow analysis, Capacity planning & Layout in cellular Manufacturing,

Cell formation ,Cell formation algorithms (concepts), Cell Scheduling & sequencing, Rank order clustering, Application,

Advantages of Cellular Manufacturing

Unit III: Just in time manufacturing systems (10 lecture hours)

Concept of Just in time manufacturing, Basic elements of JIT,Cell layout & JIT, Cell Control & JIT, Models in JIT, Toyota

Production System, Kanban, CONWIP & Kanban, Applications, advantages of JIT.

Unit IV: Synchronous manufacturing (8 lecture hours)

Synchronous Manufacturing-Concepts , Goals of synchronous manufacturing, Principles of SM, Theory of Constraints,

Scheduling in SM, Drum Buffer Rope System, Advantages, Disadvantages of SM.

Unit V: Flexible manufacturing systems (8 lecture hours)

Introduction of Flexible manufacturing System, Basic components of FMS, FMS Layout, FMS loading & Scheduling,

Applications & Advantages of FMS, Concept of Lean Manufacturing, World class manufacturing

Text Books

1. Manufacturing Systems: Theory & Practice Chryssolouris, E.L.K.E, Springer publications, Second edition

Reference Books

1. Manufacturing Systems: Modelling and analysis Guy L.Curry, Richard. M .Feldman,Springer publications,

Second edition

2. Stochastic models of manufacturing systems: JA Buzacott, JG Shanthikumar Prentice Hall

3. Supply Chain Management: Strategy, Planning and Operation. Sunil Chopra and Peter Meindl. Prentice Hall

Publication

Course Name: Sales and Operations Planning


Semester III

Credits 3

No of Sessions

Prerequisite Operations Management

Course Description:

Sales and operations planning (S&OP) is the key business process to balance customer demand with supply capabilities.

The general objective of S&OP is matching demand and supply in the medium term, by providing an instrument for the

vertical alignment of business strategy and operational planning, and for the horizontal alignment of demand and supply

plans. The Sales & Operations Planning (S&OP) process determines how much of which products to make, where to make

them, and which markets to send them to on the basis of demand forecasts, cost factors, risk profile, and strategic

objectives. This course provides an introduction into how to develop a dynamic sales and operations planning (S&OP)

process- business processes and technologies- that will enable an enterprise to effectively respond to demand and supply

variability with timely determinations of the right market and supply chain mix, all through the S&OP time horizon.

Course Outcomes:

CO1 Demonstrate the use of Operations planning and demand forecasting in business

CO2 Identify the Capacity and distribution Problem and optimize for enriching knowledge

CO3 Determine the Aggregate operations planning scheduling patterns

CO4 Use of MRP and MPS in different conditions of business environment.

CO5 Develop the understanding of various ERP models in business environment.

Course Content:

Unit I: Operations Planning and Demand Forecasting (12 lecture hours)

Basics of Operations Planning and control, What is Sales and Operations Planning?, Overview of Sales and Operations

Planning Activities, Introduction to basics of Forecasting, Forecasting Models, Time Series Models of Forecasting

Unit II: Capacity & Distribution Planning (12 lecture hours)

Introduction to Capacity Planning, Meaning, Classification and its Goals, Factors affecting Capacity Planning,

Determining Capacity Requirements, Using Decision tree to evaluate capacity alternatives, Optimal location of

warehouse, Transportation Problem, Physical Distribution Management

Unit III: Aggregate Operations Planning and Operations Scheduling (10 lecture hours)

The Aggregate Operations Plan, Production Rate Defined, Workforce Level Defined, Inventory on hand defined,

Production Planning environment: Production Planning Strategies, Pure Strategy, Mixed Strategy, Level Scheduling,

Mathematical Techniques and Numerical, Nature & Importance of Work Centers and scheduling policies , Priority Rules

and techniques

Unit IV: MRP and MPS (6 lecture hours)

Meaning, Purpose and advantage of MPR, Bill of Materials, types of BOM,, Master Production Schedules - meaning,

objectives process, Managing MPS inventory records, lot sizing, process of MRP, Introduction to MRPII systems and its

evolution

Unit V: Enterprise Resource Planning (5 lecture hours)

Introduction to EPR, Advantages of ERP, Need of ERP, ERP and Related Technologies, ERP modules & Vendors,

Evaluation and selection of ERP package, ERP Implementation Life Cycles

Text Book

1. Operations Management for Competitive Advantage , Nicholas J. Aquilano, F. Robert Jacobs, Richard B. Chase;

The McGraw-Hill/Irwin Series Operations and Decision Sciences

Reference Book

1. Introduction to Operations Research, Hiller and Lieberman; McGraw Hill

2. Optimization: Algorithms and Applications, Rajesh Kumar Arora; CRC Press

3. Optimization in Operations Research, Ronald L. Rardin; Pearson Publication

BUSINESS ANALYTICS ELECTIVES

Course Name: Business Intelligence


Semester III

Credits 3

No of Sessions 45

Course Description

This course provides a comprehensive introduction to the concepts, techniques and applications of business intelligence

(BI). The class will equip students with a managerial overview of business intelligence, a basic understanding of statistics

and economics foundations in BI, a general exposure to real world BI applications and trends, and hands-on practices of

BI software.

Course Outcomes


CO1 Understand the concepts of Business Intelligence, Information development and Decision

Support

CO2 Understand and design the technological architecture of BI environment

CO3 Understand the Basics of Data Warehousing & Data Integration

CO4 Understand the Concept of Multidimensional Data Modeling

CO5 Understand the concepts Business Reporting, Visual Analytics, and Business Performance

Management

Course Content

Unit I: 8 Lectures

Business Intelligence, Information development and Decision Support Opening Case: Magpie Sensing Employs Analytics

to Manage a Vaccine Supply Chain Effectively and Safely Support Value of Business Intelligence-Bridging the Gaps

Between Information Technology and the Business Users Case: Sabre Helps Its Clients Through Dashboards and

Analytics (www.youtube.com/watch?v=NXEL5F4_aKA .) Business Intelligence Success Factors Changing Business

Environments and Computerized Decision

Unit II: 9 Lectures

BI Environment A Framework for Business Intelligence (BI) Data Processing-OLAP versus OLTP, OLTP- Advantages,

challenges, Shortcomings, OLAP Architectures, MOLAP, ROLAP,HOLAP, OLAP Operations on multi-dimensional

data: Slicing, Dicing, Roll Up, Drill Down, Drill Across, Drill Through Case: Smart Business Reporting Helps Healthcare

Providers Deliver Better Care

Unit III: 9 Lectures

Basics of Data Warehousing & Data Integration, Opening Case: Isle of Capri Casinos Is Winning with Enterprise Data

Warehouse Need for Warehouse, Data Mart, Operational Data Stores(ODS) Kimball’s approach versus Inman’s approach

to Data warehousing, Goals of Data Warehouse, Data Sources for Data Warehouse Case:Things Go Better with Coke’s

Data Warehouse ETL, Data mapping, data staging Approaches to Data integration, needs and advantages. Data Quality

and maintaining data quality Data Profiling. Case: EDW Helps Connect State Agencies in Michigan

Unit IV: 9 Lectures

Multidimensional Data Modeling, Data Modeling Basics: Entity, Attribute, Cardinality Types of Data Models:

Conceptual data model, Logical data model, Physical model Dimensional modeling, Fact Table and Dimensional Table

Star and Snowflake Schema Group Activity: Designing a Dimensional Model using Excel 2010

Unit V : 10 Lectures

Business Reporting, Visual Analytics, and Business Performance Management Opening Case: Self-Service Reporting

Environment Saves Millions For Corporate Customers Business Reporting Definitions and Concepts – Case: Flood of

Paper Ends at FEMA The Emergence of Data Visualization and Visual Analytics - Performance Dashboards -Types of

Charts and Maps Case: Tableau Saves Blastrac Thousands of Dollars with Simplified Information Sharing Business

Performance: Management and Measurement-Balance Score Card Method Case: IBM Cognos Express Helps Mace for

Faster and Better Business Reporting Reporting with Cognos 10.1(or above) Introduce Cognos BI, Highlight key

capabilities of Cognos BI, Understand Cognos multi layered architecture Introduction to Framework Manager, Identify

the different data sources within the studios Report, Query, Analysis, Job, Agent and Page Properties. Introduction to

Report Studio, Report Studio User Interface- Create ,Save and Run Reports.

Text Books

1.Business Intelligence-The Savvy Manager’s guide David Loshin, Morgan Kaufmann Publishers

Reference Books

1.Business Intelligence –A Managerial Perspective of Analytics Sharda, Delen and Turban, Pearson

2.Fundamentals of Business Analytics R N Prasad and Seema Acharya, Wiley India

3.IBM Cognos 10 Report Studio hini Chhellappan, Willey Filip Draskovic, Roger Johnson

Course Name: Advance Statistics and Econometrics


Semester III

Credits 3

No of Sessions 45

Course Description

This course provides the framework for understanding the different tools and techniques used for data analysis. It includes

some of the important statistical methods which are currently being used and it also incorporates the regression analysis.

Some of the problems which occur frequently in the data analysis have been included to provide a comprehensive approach

towards understanding the subject. The goal of this course is to help the students in decision making by providing them

the theoretical framework.

This course focuses on the analysis of data, and the use of regression as a problem-solving tool. This encompasses the

understanding and application of appropriate research designs, research statistics, and the use of statistical packages for

data analyses, and report writing and presentation.

For you to get the most out of this subject, and for it to be a rewarding and fun learning experience for all, I expect you

to:

i. Attend the class sessions and come prepared – that is, having read the assigned readings.

ii. Have a positive attitude and be willing to engage in non-traditional learning formats.

iii. Participate openly and thoughtfully in classroom discussions.

iv. Challenge the ideas presented in your readings as well as those of the instructor and other students – demonstrate

your ability to think critically and to offer constructive alternatives.

Fulfil the requirements of this subject to the best of your ability. The more time and effort you put into this subject, the

more you’ll get out of it.

Course Outcomes


CO1 Apply MANOVA, Factor Analysis and interpret the results.

CO2 Illustrate the use of cluster analysis and discriminant analysis.

CO3 Estimate the regression equation and predict the dependent variable.

CO4 Recognize the violations of classical assumptions.

CO5 Evaluate the time series model by using suitable techniques.

Course Content

Unit I: Introduction to MANOVA and Factor Analysis 8 lecture hours

MANOVA- How is it different from ANOVA, Requirements and uses of MANOVA, Assumptions and Issues in

MANOVA design, Eigenvalues and Eigenvectors, Factor Analysis, Model estimation & Overall fit of MANOVA, Case

Study: HBAT_200 dataset

Unit II: Discriminant Analysis and Cluster Analysis 8 lecture hours

Concepts, Design for Discriminant analysis, Assumptions and Uses of Discriminant Analysis, Model estimation & overall

fit, Interpretation of the result, Cluster Analysis- Meaning and Purpose, Hierarchical clustering, K-means clustering, Case

Study: HBAT dataset

Unit III: Regression Analysis and Assumptions 10 lecture hours

Meaning of regression models, Classical Assumptions of Linear Regression Model, OLS, R-Square, Case Study:

Emergence of no frill airlines to increase the tourists- An empirical study of eastern India, Gauss-Markov Theorem,

Multiple Regression Model, Adjusted R-Square, Endogeneity, Omitted Variable, Measurement error, Dummy Variable,

Missing data, Outliers, Method of moments, Maximum likelihood estimator

Unit IV: Violations of Assumptions 9 lecture hours

Heteroskedasticity-Meaning and Consequences, Heteroskedasticity- Tests and solutions, Autocorrelation- Meaning and

Consequences, Autocorrelation- Tests and solutions, Multicollinearity- Meaning and Consequences, Multicollinearity-

Tests and solutions, Case Study: Housing Prices- Multiple Regression, Multicollinearity and Model Building

(www.jmp.com/content/dam/jmp/documents/en/academic/case-study-library/case-study-library-12/business-case-

studies/12-housingprices.pdf), Instrumental variables, Two stage least square, ILS

Unit V: Limited Dependent Variables and Time Series 10 lecture hours

Limited Dependent Variables, Logit, Probit, Tobit Models, Estimation of the models and Interpretation of the results,

Time Series Analysis- Meaning and applications, Concept of stationarity, types of stationarity, Problem of non-

stationarity, Auto covariance function, Partial auto covariance function, AR, MA, ARMA, ARIMA, ARCH, GARCH,

Case Study: Truck forecasting with time series analysis, a case study of Blue Water Bridge

(http://www.wistrans.org/cfire/documents/Paper11-5_TruckTimeSeriesForecasting.pdf)

Text Books

1. Hair, Black, Babin, Anderson (2018): Multivariate Analysis, Pearson 8th edition

Reference Books

1. Alvin Rencher (2010): Methods of Multivariate Analysis, Wiley, 3rd edition

2. Jeffery Wooldridge (2018): Introductory Econometrics, Cengage, 7th edition

3. Christopher Dougherty (2011): Introduction to Econometrics, Oxford University Press, 4th edition

4. Damodar Gujarati, Porter, Gunasekar (2017): Basic Econometrics, McGraw Hill, 5th edition

Course Name: Decision Modelling with Spreadsheets


Semester III

Instructor(s)

Credits 3

No of Sessions 45

Prerequisite

Course Description

Spreadsheet programs allow users to develop a number of documents that can be used for both professional and personal

use. Users can store data, perform calculations, and display values or figures graphically. A spreadsheet may be used to

calculate the earnings of business products for the year, or it simply may be used to keep track of monthly bills. This class

is targeted at beginning users and is intended to provide the basics for using a spreadsheet program. Weather it is Fortune

500 Corporation or any small and medium organization, all of them require summarizing, reporting and analyzing data.

For more advanced needs like decision making building analytical models for understanding the effect on profit of various

inputs, reduction of cost and management operation everything becomes easy and efficient by incorporating spreadsheet

applications. Use of spreadsheets in businesses has evolved from mere book keeping to a functionally rich platform for

quantitative business modelling and decision support systems.

Course Outcomes


CO1 Explain decision modelling terminology and managerial overview of data driven decision

making pertaining to Business problems/ Issues/ Opportunities.

CO2 Interpret the real-world problems involving optimal resource allocation and risk analysis for

decisions involving uncertainty through Linear Programming Modelling.

CO3 Infer the importance of report generation of the data analysis and visualization through NLP,

transportation and Network modelling.

CO4 Illustrate decision modelling using MS-Excel 2010 to set up, analyze and solve business

decision problems.

CO5 Use the management skills with emphasis on systematic, logical thinking for forecasting using

spreadsheets.

Course Content

Unit I Introduction to Managerial Decision Modeling 8 Lectures

Opening Case: Patrick’s Paradox

Overview of Decision modelling Modeling, Types of Decision Modeling, Steps in Decision Modeling, Demonstration

Exercises

Unit II Linear Programming Modeling (LPM) 9 Lectures

Introduction, Developing a Linear Case Study: Golding Landscaping and Plants, Inc Programming Model Graphical

versus Excel Based modeling. Graphical versus Excel Based modeling. part 2 Lab assignment of the above Case Study:

Mexicana Wire Winding, Inc.

Unit III Transportation, Assignment and Network Models 10 Lectures

Introduction to Transportation and their characteristics Introduction to Network Models and their characteristics Case

Study: Old Oregon Wood Store Modeling the Transportation Problems Interpretations of results Modeling the Network

Problems Case Study: Custom Vans Inc Interpretations of results Modeling the Assignment Problems Interpretations of

results Lab assignment of the above: Case Study: Chase Manhattan Bank Maximum Flow, Shortest Path Minimum

Spanning Tree Model Applications

Introduction to Decision Analysis under uncertainty Case Study: Binder’s Beverage

Unit IV Nonlinear programming models and decision models 8 Lectures

Integer, goal and nonlinear programming models Decision analysis, Decision making under uncertainty Case Study:

Easley Shopping Center Decision making under risk Decision trees Case Study: Ski Right

Unit V Queuing and Simulation 10 Lectures

Queuing models, system costs single server and multiple server queuing systems Simulation models, Case Study: Abjar

Transport Company Monte Carlo simulation Case Study: Alabama Airlines, Types of forecasts, Qualitative forecasting

Qualitative forecasting Case Study: Forecasting Football Game Attendance at Southwestern University Forecast error

Trend and Seasonality

Text Books

1. Managerial Decision Modelling With Spreadsheets, Balakrishnan Nagraj, Render Barry and M.Stain Jr. Ralph,

Third Edition, Pearson (ISBN 978-81-317-1485-0)

Reference Books

1. “Excel 2010, Data Analysis and Business Modelling” Winston L. Wayne, 2011, PHI Learning (ISBN 978-81-

203-4359-0)

2. “Microsoft Excel 2016-Bible” Walkenbach John, Wiley Publishing Inc. (ISBN 978-0-470-04403-2)

3. “Operations Research: Principles and Practice” Ravindran, Phillips and Solberg, Second Edition, Wiley India Pvt.

Ltd.

Course Name: MARKETING ANALYTICS


Semester III

Credits 3

No of Sessions 45

Course Description

This course aims to cover topics in marketing analytics, an area that remains the decision enabler of utmost importance

for many of the offline and online companies’ marketing and merchandising divisions. The objective of the course is to

give students a general understanding of this vital area in marketing while demonstrating critical application areas in

online and offline marketing channels. The course will have mainly a hands-on approach - guided by the principles - to

problems faced by companies daily. There are three components of any corporate analytics project: 1. Data 2. Model 3.

Delivery Accordingly, the course will have lectures complemented with demonstrations of various techniques and

projects.

Course Outcomes


CO1 Understand the role of analytics in making marketing strategies and decision making pertaining to Business

problemsusing analytics tools.. K3

CO2 Apply various data analytics techniques to predict the appropriate market for launch and sale of products. K3

CO3 Analyse and Predict the behaviour of the customers to know the potential customers. K4

CO4 Analyse online data from various sources to gain business insight.K4

CO5 Analyse the challenges of implementing marketing analytics. K4

Course Content:

Unit I: Introduction to Analytics 10 lecture hours

Introduction to Marketing Analytics – Meaning, Components and applications, Marketing Analytics landscape. Marketing

Analytics as an enabler of Marketing Strategy, Statistical Foundations of Marketing, Descriptive Statistics, Distributions,

General Linear Models, Optimization

UNIT 2: Product Analytics 9 lecture hours

Pricing and Revenue Management, Point-of-sale Data, Deciding on the “Right” Pricing Approach, Strategic Pricing,

Managing the prices to meet revenue goals, Assortment Optimization, Panel and Point-of-Sale data, shelf-space

optimization

Unit 3: Customer analytics 9 lecture hours

Introduction to customer analytics, Loyalty Data, What is a customer’s lifetime value(CLTV)?, How can we predict it?,

Metrics to measure customer loyalty, Market Basket Analysis, Product Affinities

UNIT4: Channel Analytics 9 lecture hours

Online Data, types and sources of online data, Web Analytics, Social Media Analytics, The “cloud”, Marketing Budget

Optimization Across Channels., Search Engine Marketing versus Search Engine Optimization

UNIT 5: Challenges and trends of Marketing Analytics 8 lecture hours

Marketing and Cloud computing, Impact of marketing analytics, Marketing Analytics Challenges, Analytics credibility,

ROI Measurement challenges, Text mining & Sentiment analysis, The future of Marketing Analytics,

Text Book

1. Grigsby, Michael. Marketing Analytics: A practical guide to real marketing science. Kogan page. 2015.

Reference Books

1. Hemann, Chuck and Ken, Burbary. Digital Marketing Analytics: Making Sense Of Consumer Data In A Digital

World. Que Publishing, 2013

2. Artun, Omer and Dominique, Levin. Predictive Marketing: Easy Ways Every Marketer Can Use Customer

Analytics and Big Data. Wiley, 2015.

3. Jerry Rackley. Marketing Analytics Roadmap: Methods, Metrics, and Tools. Apress, 2015.

4. Winston, Wayne L. Marketing Analytics: Data-Driven Techniques with Microsoft Excel. Hohn Wiley & Sons, 1st

Edition, 2014.Kotler, Philip and Kevin Keller. Marketing Management. Pearson Education, 15th Ed , 2016

https://www.wiley.com/en-us/search?pq=%7Crelevance%7Cauthor%3AOmer+Artun

https://www.wiley.com/en-us/search?pq=%7Crelevance%7Cauthor%3ADominique+Levin

Course Name: Big Data Analytics


Semester III

Credits 3

No of Sessions 45

Course Description

The course has been designed to impart an in-depth knowledge of Big Data processing using Hadoop and Spark. The

course provides with an in-depth understanding of the Hadoop framework including HDFS, YARN, and MapReduce.

Students will learn to use Pig, Hive to process and analyze large datasets stored in the HDFS. This course provides an

overview of the field of big data analytics so that you can make informed business decisions in distributed environment.

Course Outcomes


CO1 Explain concrete understanding of Business problems/ Issues/ Opportunities related to Big

Data and to logically model and analyze diverse decision-making scenarios.

CO2 Interpret the knowledge of Analytics and applying analytics in Business.

CO3 Compare the advanced analytical tools/ decision-making tools/ operation research techniques

to analyze the business problems.

CO4 Prioritise the use of advanced analytical tools/ decision-making tools/ operation research

techniques for specific business scenario.

CO5 Infer the importance of using NoSQL to large datasets.

Course Content

Unit I: INTRODUCTION TO BIG DATA 8 Lectures

This module introduces the concept of big data and Big Data Analytics and emphasizing on applications of big data in

industry, Overview of Big Data and Importance Distributed File System Drivers of Big Data- Four Vs Big Data Analytics

Big Data Applications-Industry Examples

Unit II: INTRODUCTION TO HADOOP AND HADOOP ARCHITECTURE 9 Lectures

Module explains the concept of virtualization, Hadoop ecosystem and MapReduce, Concept of Virtualization Big Data –

Apache Hadoop & Hadoop EcoSystem Overview of HDFS, Comparison with traditional Databases Understanding

MapReduce- Map and Reduce Installing Hadoop, making Single node/multimode Clusters-

Unit III: HDFS, HIVE AND HIVEQL, HBASE HDFS 10 Lectures

Basic understanding of Hive, HiveQl and HBase is provided in this module. Understanding Hive Understanding HiveQL,

Understanding HBase

Unit IV: SPARK 9 Lectures

SPARK Fast data analysis is essential while looking at the enormous data. The module provides explains the data analysis

with Spark Understanding Data analytics project Life Cycle Introduction to Data Analysis with Spark Downloading Spark

and Getting Started

Unit V: NoSQL 9 Lectures

NoSQL Module explains the concept of NoSQL and its usage in industry. Understanding NoSQL- advantages of NoSQL

SQL vs NoSQL Use of NoSQL in Industry

Text Books

1. Big Data, Big Analytics: Emerging Business Intelligence and Analytics, Michael Minelli, Michele Chambers, and

Ambiga Dhiraj

Reference Books

1. Big Data and Business Analytics, Jay Liebowitz, CRC Press

2. Data Analytics, Anil Maheshwari, McGH

3. “HADOOP: The definitive Guide”,. Tom White ,O Reilly 2012

4. “Understanding Big data ”, Chris Eaton,Dirk derooset al. McGraw Hill, 2012.

5. Learning Spark: Lightning-Fast Big Data Analysis, Holden Karau

6. Big Data with R and Hadoop, Vignesh Prajapati, Packt

7. Big Data and Analytics, Seema Acharya, Subhashini Chhellappan, Willey

HEALTHCARE MANAGEMENT ELECTIVES

Course Name: Health Communication Planning & Management

Course Code: MBHC6007

Semester III

Credits 3

No of Sessions 45

Course Description

The course provides an overview of concepts and theories in communication with a focus on health behavior change.

Explains the importance of health behavior as a contributor to current public health problems and the role of behavior

change communication; describes methods of communications needs assessment; The course provides the approaches,

conceptual tools in planning and management of communication processes in hospitals and out-reach programs in health

services, and to develop skills for effective communication with clients and other stakeholders.

Course Outcomes


CO1 Describe the role and importance of communication in Healthcare. (K2)

CO2 Express the process of communication planning in healthcare ( K3)

CO3 Identify and apply different methods and media of communication in the hospital and

community as part of their job responsibility as well as develop appropriate media to use ( K4)

CO4 Appraise the strategies of implementing communication programmes ( K5)

CO5 Asses the skills to evaluate communication and campaign programmes ( k5)

Course Content

Unit 1: Communication: Fundamentals and Process 11 lecture hours

Meaning and Process of Communication, Role and Importance of communication in healthcare, Barriers to

Communication, Key to overcome Barriers, Leadership and Motivation, Learning and Change Process, Types : Formal,

Supportive, Rigid, Purposeful and Complex, Levels : Intra-Personal, Interpersonal, Public and Mass; Process of

Communication Planning, Analysis of Audience and Situation, Setting Objectives, Designing strategy: Message, Methods

and Media, Planning Activities: Scheduling, Budgeting and Implementation Evaluation Phase.

Unit 2: Designing a Health Communication Strategy 8 lecture hours

Analysis of the situation, Audience Segmentation, Behaviour change objectives, Strategic approach, The Message Brief.

Building Commitment, Training Manpower, Community Participation, Utilizing Resources.

Unit 3: Planning and Evaluation of Health Communication 6 lecture hours

Stages of management plan, Stages of evaluation Plan, Criteria of evaluation and Methods of evaluation.

Unit 4 : Methods of Communication 11 lecture hours

Individual Methods (Individual teaching) Interview : Meaning, types and techniques of taking interview Counselling :

Meaning and techniques of counseling; Group Methods (Group teaching) Group discussion : Meaning, categories of

members and their functions, factors affecting good discussion and decision making, Role play : Meaning, techniques of

conducting role play; Symposium : Meaning, procedures of conducting the symposium; Methods (Mass teaching) Lecture

: Meaning, types, techniques of delivering lecture effectively.

Unit 5 : Media of Communication 9 lecture hours

Audio Aids, Cassette player: Meaning, advantage of using cassette player in teaching; Visual Aids, Pamphlet: Meaning

and Advantages, Poster: Meaning and Techniques; Chart: Meaning, Types, Sources and Advantages; Flip Chart: Meaning

and Techniques, Flannel Graph: Meaning and Techniques; Bulletin Board: Meaning and Procedure; Audio-visual Aids,

Television (TV): Meaning and Advantages; Video Show: Meaning and Advantages, Computer Networks, Websites, E-

mails, etc.

Text Books

1. L. Ramachandran and et al, A Textbook of Health Education (Vikas Publishing House Pvt. Ltd., New Delhi).

Reference Books

1. WHO, Health Education: Comprehensive Guidelines of Planning, Implementation and Evaluation (WHO

Regional Office for South Asia, New Delhi).

2. Marry Munter, Guide to Managerial Communication (Prentice Hall, New Jersey) ISBN 0130462152 4

3. Robert J Bensley and Jodi Brookins Fisher, Community Health Education Methods: A Practical Guide (Jones and

Bartlett Publishers, Boston) ISBN 0763718017

4. Hari Bhakta Pradhan, A Textbook of Health Education: Philosophy and Principles (Educational Publishing

House, Kathmandu)

5. Michael E. Hattersley, Linda J. Mc. Jannet, Management Communication : Principles and Practice (McGraw-Hill

Co.) ISBN 0070270414

Course Name: Public Health Administration


Semester III

Credits 3

No of Sessions 45

Course Description

Public health administration is the component of the field of public health that concentrates on management of people and

programs. On a day-to-day basis, administration is needed to ensure that organizations operate efficiently and with

success. The students will be having a knowledge of National health policies , Covid 19 and apply bio-statistics.

Course Outcomes


CO1 Summarize Public Healthcare and overview of National Health Policy. (K2)

CO2 Make use of general anatomy of human body, Human life cycle and brief description of

medical terminology (K3)

CO3 . Apply health bio - statistics (K4)

CO4 Classify the health of venerable population and brief various legal aspects (K5)

CO5 Develop the concept of health system development and management. (K5)

Course Content

Unit I: Evolution of Public Health and Community Health 7 lecture hours

Introduction- Definition, Significance, Evolution of Public & Community Health. Approaches to Public Health and

determinants of Health – . Concept of Primary Health Care. Community Diagnosis & Needs Assessment. Ecology of

health, Right to health. Disease profiles & Epidemiological transition, Public Health delivery system in India, Introduction

to National Health Policy.

Unit II: Human Biology & Public Health Chemistry 8 lecture hours

Public Health Biology - , Human Life Cycle, General Anatomy of Human body, Structure

Medical Terminology-- Introduction to bacteriology/virology//parasitology.

Description of Genetic disorder disease. Human Pathology- General Pathology, Disease pathogenesis, diagnostic

techniques.

Human Microbiology – introduction, description of bacteria , virus and fungi , Sterilization.

Unit III: :-Medical & Health Statistics 10 lecture hours

Introduction, Scope & applications of Biostatistics in Medical & Public Health Sciences.

Applications of descriptive statistics- – collection, measurement, presentation and analysis of medical & public health

data - Measures of Central Tendency, Measures of Variability, Coefficient of Variation, Survey methods.

Hospital Statistics- Hospital Management Information Systems & Medical Records.

ICPD ( International conference and population Development ) and UNFPA ( United Nation Population Fund )

Unit IV: Health of Vulnerable Populations 12 lecture hours

Definition and Concept of Vulnerable Population .Classification of Vulnerable groups, health and human rights.

Structural discrimination of Vulnerable groups. Assessment & addressing the needs of vulnerable populations, Special

schemes, projects, programs for vulnerable populations.—like Scheduled Caste/ Tribes Welfare Schemes, Centrally

Sponsored Pilot Of Pradhan Mantri Adarsh Gram Yojna ( PMAGY). Babu Jagjivan Ram Chhatarwas Yojna. . Post –

Matric Scholarship for the SC Students. Pre- Matric Scholarships for the children of those engaged In unclean

occupation.

Centre Sector scheme of free coaching for SC and OBC Students. National Safai Karam charis Finance and Development

Corporation ( NSKFDC). . Constitution Provisions for Vulnerable Population. Public Health – 1. Chronically Ill and

disabled. 2. Low income and / homeless individuals 3. Certain geographical communities. 4. LGBTQ ( lesbian , gay,

bisexual, transgender and queer, 5. The very young and old people.

Unit V: Health Systems Development & Management . 8 lecture hours

Health Management: The health system infrastructure in India. Management Information System, Health resources &

Management, Total Quality Management & ISO certification of health systems. Central Public Health strategies, policy

and guidelines. Role of Ministry of Health and Family Welfare (MOHFW), Decentralized Government

Implementation and response. Role Of Arogya Setu and quarantine and social distancing, Vaccination , Covid 19

health insurance in Combating Covid-19.

Text Books

1. Public Health Administration: Principles for Population-Based Management by Novick and Lloyd F. Novick,

Jones & Bartlett Publishers

Reference Book

1.. Introduction to Public Health by Mary-Jane Schneider, Jones & Bartlett Publishers

2. Mastering Public Health: Essential Skills for Effective Practice by Barry S. Levy, Joyce R. Gaufin, Oxford

University Press, 2012

https://health.economictimes.indiatimes.com/tag/family+welfare

https://www.amazon.in/s/ref=dp_byline_sr_book_1?ie=UTF8&field-author=Novick&search-alias=stripbooks

https://www.amazon.in/s/ref=dp_byline_sr_book_2?ie=UTF8&field-author=Lloyd+F.+Novick&search-alias=stripbooks

Course Name: Laws governing health care


Semester II1

Credits 3

No of Sessions 45

Course Description

There are also many rules that structure what health organizations and individuals should do, and what they may not do.

This interaction between different health laws results in health system functions being carried out and health products and

services being delivered.

The students will be able to transfer the knowledge of health care within the domain of the healthcare system to administer

care safely and ethically to the individuals. They will be able to learn basics of drug management, hospital planning

process and departments in hospital.

Course Outcomes


CO1 Express Laws Governing the Commissioning of Hospital ( K2)

CO2 Determine Laws Governing the Qualification/Practice and Conduct of Professionals (K3)

CO3 Explore Laws Governing to Sale, Storage of Drugs and Safe Medication ( K4)

CO4 Appraise Laws Governing Management of Patients (K5)

CO5 Explain Laws Governing to Medicolegal Aspect ( K5)

Course Content

Unit I: Laws Governing the Commissioning of Hospital. 10 lecture hours

National Building Act 2005, Urban Land Act 1976, Society Registration Act, Indian Electricity Rules 1956, Electricity

Act 1998, Delhi Nursing Home Registration Act 1953; Companies Act 1956, Delhi Fire Prevention and Fire Safety Act

1986, Fire Safety Rule 1987; The Clinical Establishment ( Registration and Regulation Bill 2007), Delhi Lift Rules 1942,

Bombay Lift Act 1939, Draft Delhi Lifts and Escalator Bill 2007.

Unit II: : Laws Governing the Qualification/Practice and Conduct of Professionals

10 lecture hours

The Indian Medical Council Act 1956, Indian Medical Council (professional, conduct, etiquette and Ethics Regulation

2002.); Indian Medical Degree Act 1916, Indian Nursing Council Act 1947; Delhi Nursing Council Act 1997; Dentist Act

1948; The Pharmacy Act 1948, The apprenticeship Act 1961,The Para Medical and Physiotherapy Central Council Bill

2007, AICTE rules for Technicians 1987.

Unit III Laws Governing to Sale, Storage of Drugs and Safe Medication 10 lecture hours

Drugs and Cosmetic Act 1940 and Amendment Act 1982, The Drugs and Cosmetic Rule 1945, The Drug Control Act

1950; The Central Excise Act 1944, IPC Section 274(Adulteration of Drugs), Section 275 ( Sale of Adulteration of Drugs),

Section 276,( Sale of Drug as Different Drugs or Preparation), Sec 284 ( Negligent Conduct With Regard to Poisonous

Substances); Narcotics and Psychotropic Substance Act,

Unit IV: Laws Governing Management of Patients 7 lecture hours.

Introduction to time series, time series data, components of time series, Trend, Seasonal, Cyclic, and Irregular variations,

moving average method to find trend, Method of Least Square to find and forecast trend values.

Unit V: Laws Governing to Medicolegal Aspect 8 lecture hours.

Consumer Protection Act 1986 2. Indian Evidence Act 3. Law of privileged communication 4. Law of torts 5. IPC

Section 52 (good faith), Sec 80 (accident in doing lawful act), Sec 89 (for insane & children), Sec 90 (consent under

fear) , Sec 92 (good faith/consent), Sec 93 (communication in good faith)

Text Book

1. George D. Pozgar, “Legal aspects of health care administration”. Jones & Bartlett Publishers

Reference Book

1. McLean S. A. M., “Legal and Ethical Aspects of Healthcare”. Cambridge University Press.

Reference Book

2. Mahesh Menon, “Legal Aspects of Healthcare and Hospital Administration”. Bloomsbury India Publication

Course Name: Quality Management in Healthcare


Semester III

Credits 3

No of Sessions 45

Prerequisite Basic knowledge about quality.

Course Description:

Quality management seeks to improve effectiveness of treatments and increase patient satisfaction with the service.

A health care system comprises small and large entities, such as pharmacies, medical clinics and hospitals, and all

components need to provide quality service for the system to work properly.

Course Outcomes


CO1 Summarize Concept of Fundamentals of Quality. ( K2)

CO2 Express understanding for the quality tools & techniques. (K3)

CO3 Analyze the concept of quality in customer service. (K4)

CO4 Appraise the understanding for role of quality in organizational efficiency. (K5)

CO5 Determine the importance of medical audit & accreditation bodies. (K5)

Course Content

Unit I: Fundamentals of Quality 9 lecture hours

History, Need and Importance of Quality Management; Core Values, Concepts and Model; Quality Gurus and their views;

Dimensions of Quality; Principles of Quality; Management Structure; Process and Outcome Major Components in

Quality; Corporate Framework on Quality; Benchmarking.

Unit II: Quality Tools & Techniques 6 lecture hours

Leadership; Team Work; Communication; Problem Solving; Managing Time; Tools and Techniques of quality: Flow

Chart; Cause and Effect Diagram; Pareto Diagram; Statistical Process Control (SPC).

Unit III: Quality of Customer Service 8 lecture hours

https://www.flipkart.com/author/mclean-s-a-m

https://www.bloomsbury.com/in/author/mahesh-menon

Quality of Customer Service; Define Customer and Identify Customers; Customer Experience: Core Services & Delivery

of Service Excellence: Stress, Communication and Interpersonal Relationship; Patient Satisfaction; Rights and

Responsibilities of Patients; Satisfaction and Delight, Quality Indicators of Patient Satisfaction,

Unit IV: Organization and Roles in Quality 10 lecture hours

Quality Policy: Commitment to Patients and Staff; Code of Conduct for Health Professionals; Job Description of Quality

Manager; Quality Steering Committee; Quality Council; Quality Teams: Task Force, Quality Circle; Obstacles to Practice

Quality.

Unit V: Medical Audit & Accreditation Bodies 12 lecture hours

Introduction – Definition, Origins & Development in Medical Audit; Policy & Concept of Medical Audit – Medical

Records; Medical Audit related to Diagnosis, Investigations and therapy; Use of Computers in Audit Process. Definition,

Origins & Development in Accreditation Bodies; Concept & Policy of NABH – Importance & benefits of NABH; Concept

& Policy of JCI-Importance & benefits of JCI.

Text Books

1. Sharon B., Buchbinder. “Introduction to Health Care Management”. Navigate Resources & Packages, Third

Edition [2015].

Reference Book

1. Schultz R. J. “Management of Hospitals”. McGraw Hill, New York.

2. Syed A., Tabish. “Hospital and Health Services Administration: Principles and Practice”. Oxford University Press,

[2001].

Course Name: Hospital Operation Management


Semester III

Credits 3

No of Sessions 45

Prerequisite Basic knowledge about hospital functions.

Course Description:

This course describe the functions of hospital operations departments, Clinical & non Clinical Services and recognize its

interfaces with other functional areas within the organisation and with its external environment. The student will learn the

intricacies and the complexity of the hospital operations and the various SOP’s to manage day to day functions of the

entire hospital.

Course Outcomes


CO1 Summarise Concept of principles of Hospital planning. (K2)

CO2 Explore the professional management of the hospital.(K3)

CO3 Apply the concept of operation management.(K4)

CO4 Appraise understanding for Outpatient, Inpatient, Support Services.(K5)

CO5 Dissuss the importance of Energy Efficient & Green Hospital(K5)

Course Content

Unit I: Hospital Planning 10 lecture hours

Guiding principles in planning hospital facilities & services; Planning the hospital building; Stages in planning, Finance,

Location, Need assessment survey of community; Factors determining site, legal requirements, design consideration,

Project management & implementation.

Unit II: Organization of the hospital 8 lecture hours

Management structure; Types of hospitals, professional Management of the hospital, Hospital committee and hospital

functionaries, Duties and responsibilities of various positions.

Unit III: Hospital Operational Management 8 lecture hours

Hospital Management Function, location, flow chart of operation, Standard Operating procedures of administrative and

operation departments, Managing challenges of Pandemic situations. briefly describing Covid -19.

Unit IV: Planning and designing of Out Patient, Inpatient & Support services - 15 lecture hours

Infrastructure of Covid-19 Hospitals . Management of ICU , ICMR labs. Emergency Unit, Clinical Laboratories,

Radiological Services, Nuclear medicine, Surgical Units and OT, Nursing Unit, G &OBs units & LR, Pediatric & neonatal

units, Critical care units Physical medicine & Rehabilitation, Pulmonary medicine, Cath lab, Transplant units ,Burn Unit.

CSSD, Pharmacy, Food & Beverage Service, Laundry & Linen Service, Nosocomial infection and hospital acquired

infection control committee, House Keeping, Maintenance Management, Centralized medical Gas System.

Unit V: Basic knowledge of Energy efficient & Green Hospital 4 lecture hours

Introduction-Concept of Energy Efficient-Implementation of Energy efficiency in Hospitals-Concept of Green Hospital-

Importance & benefits- Challenges in constructing Green Hospitals.

Text Books

1. Brian T. Denton. “Handbook of Healthcare Operations Management- Methods and Application”. Springer-Verlag

New York Inc.

Reference Book

1. S. L. Goel and R. Kumar, “Hospital Administration And Management :Theory And Practice”. Paperback

publisher.

2. B. M. Sakharkar, “Principles of Hospital Administration & Planning”. Paperback publisher.

3. K. Park; “Park’s textbook of Preventive & Social medicine”. Banarsidas Bhanot Publishers.

4. G D Kunders : “Hospitals Facilities Planning & Management”. Tata McGraw-Hill Publishing Company limited,

New Delhi

INTERNATIONAL BUSINESS ELECTIVES

Course Name: Global Business Strategy

Course Code: MBIB6001

Semester III

Credits 3

No of Sessions 45

Course Description

To grow in Business it is important to have basic concepts and theories of international business and their applications to

managerial decision-making to sustain the business in long-run. Understanding of strategy is useful in developing and

including creativity and innovative thinking to make good decisions in a complex global environment by correctly

identifying problems and opportunities, analysing alternatives properly, and making the best choices The students can

critically analyse situations for forward thinking through innovation on a given condition. This leads recognizing and

analysing the potential of different market structure and their pricing strategies.

Course Outcomes

CO1 Use basic concepts in strategy like five forces and three strategies to understand the

foundations of global business strategy

CO2 Demonstrate importance of VRIO framework and the strategic role of culture and

ethics

CO3 Examine entrepreneurial strategies from industry, resource and institution based

views.

CO4 Differentiate between the various modes of foreign entry by business firms and

understand their advantages and disadvantages

CO5 Relate diversifications, ownership and conflict and analyze the stakeholder view of

firm.

Course Content:

Unit I: Foundations of Global Business Strategy 10 Lecture Hours

Meaning and importance of global strategy, Fundamental questions in strategy Globalization and global strategy Defining

industry competition, Five forces framework, Three generic strategy

Unit II: Resources and Capabilities 10 Lecture Hours

Understanding resources and capabilities, Resources, capabilities and value chain, Value, Rarity, Imitability and Action

framework, Understanding institutions, Institution based view of global strategy, Strategic role of culture, Strategic role

of ethics, Marginal Costing & Tactical Decisions; Make or Buy Decision Outsourcing Decision; Relevant Costing:

Absorption & Contribution; Target costing and Cost plus Pricing

Unit III: The Entrepreneurial Firm 8 Lecture Hours

Entrepreneurship and entrepreneurial firms, Case Study: Comprehensive model of entrepreneurship- industry based,

resource based and institution based Five entrepreneurial strategies- growth, innovation, network, finance and governance,

harvest and exit. Overcoming the liability of foreignness, Understanding the propensity to internationalize

Unit IV: Foreign Market Entry 7 Lecture Hours

A comprehensive model of foreign market entries- industry based, resource based and institution based, Where to enter-

location specific advantages, cultural/ institutional distances How to enter- Scale of entry and modes of entry, Defining

strategic alliances and network

A comprehensive model of strategic alliances and network, Formation of strategic alliances, Evolution and performance

of strategic alliances

Unit V: Corporate Level Strategies 10 Lecture Hours

Product diversification, Geographic diversification, Combining product and geographic diversification, cquisitions and

restructuring, Multinational strategies and structures Worldwide learning, innovation and knowledge management,

Concentrated vs diffused ownership, Family ownership and state ownership, Principal- agent conflict, Principal-principal

conflict, Board of directors- Key features and role Stakeholder view of firm, Case study : Argana from a local supplier to

a global player

Suggested Reading

Text Book:

Global Strategy Mike Peng, Third edition, Cengage learning, 2014

Reference Books

1. Global strategic management Philippe Lasserre, Palgrave Macmillan

2. Global & transitional business: strategy and management Stonehouse, Campbell, Hamill, Purdie, Wiley India

3. Redefining global strategy Pankaj Ghemawat, Harvard Business Review Press

Course Name: Managing Global Business


Semester III

Credits 3

No of Sessions 45

Course Description

The objective of this paper is to familiarize students with the cross -cultural behavior and its management for successful

operations of the international firms. An understanding of international business is essential in today's interdependent

global world. This course will provide students with the knowledge, skills, and abilities to understand the global economic,

political, cultural and social environment within which firms operate. It will examine the strategies and structures of

international business and assess the special roles of an international business's various functions. It will also prepare

students to formulate and execute strategies, plans, and tactics to succeed in international business ventures.

Course Outcomes


CO1 Recognize the basic concepts of managing Business and challenges in real life for decision

making at international organization. (K2)

CO2 Examine various organization designs and controls for maximising performance(K3)

CO3 Apply the concepts of motivation, management and leadership in global multi cultural

environment. (K4)

CO4 Estimate and assessment of political risk in International Market. (K5)

CO5 Provide opportunity for negotiation to develop International Business across the globe and

political environment. (K5)

Course Content

Unit I: Introduction and challenges of International management 10 lecture hours

International Management: Concept, Dimensions and Approaches; Business culture and corporate culture; Problems of

intercultural communication; Cross -cultural values and business management; Business values ethics and social

responsibilities.

Challenges of Global Planning: Economics, political, and strategic predisposition imperatives; Resource allocation and

portfolio compositions of a global firm; Planning for linkages and synergies among business across borders; Locus of

decision making; Headquarter-subsidiary relationships in international business enterprises.

Unit II: Organization and Control for international Competitiveness 12 lecture hours

Organization design and structure of international companies; Global product division; Matrix and network structures;

Managing communication across cultures; Managing for continuous innovations in trans-cultural context; Developing

coordination; Systems of control in international operations.

Unit III: Motivation, leadership and Management of Personnel in international Organization

11 lecture hours

Management of Personnel with Different Social and Cultural Backgrounds: Selection, training and development of people

for global assignments; Compensation and reward practices among international firms; managing cultural and social

diversities. Motivation and leadership in international Firms.

Unit IV: Managing Political Risks 6 lecture hours

Host country home country and multinational relationships; Political risk assessment and protection techniques for

multinational corporations; Organizing for political risk management.

Unit V: International Business Negotiations 6 lecture hours

Importance of business negotiations; Business negotiation process and skills, Management of business negotiations,

Negotiations within groups, Negotiations across cultures. 8. Managing international Collaborative Arrangements: Joint

Ventures and other forms for strategic alliances: Traditional and emerging reasons for forming strategic alliances; Pitfalls

in strategic alliances; Making cross-cultural alliances work.

Text Books

1. Adler, Nancy J., International Dimensions of organizational Behaviour, 4 th ed., South western College Publishing

Company, Singapore, 2001.

Reference Books

1. Hiltrop, Jean-M and Shiela Lidall, The Essence of Negotiation, Prentice Hall of India Pvt. Ltd., New Delhi, 1995.

2. Hodgetts, R.M. and F. Luthans, international Management, McGraw -Hill, New York, 1997.

3. Hoecklin, L., Managing Cultural Differences: Strategies for Competitive Advantage, Addison-Wesley, Washington,

1995.

4. Holt, D. H., International Management: Text and Cases, The Dryden Pr ess, Harcourt Brace College Publishers, New

York, 1998.

5. Kennedy, G., Pocket Negotiator, The Economist Books, London, 1993.

6. Lewicki, R. J. and J. A. Litterer, Negotiation: Readings, Excercises and Cases, Irwin, Homewood, 1985.

7. Madd, Robert, Successful Negotiation, Crisp Publications.

8. Nagadhi, A.R., International management, Prentice Hall of India Private Ltd.

9. Porter, M.E., Competition in Global Industries, Harvard Business Press, New York, 1996.

10. Pucik, C.A. and Y. Doz and G. Healund, Managing the Global Firm , Routledge, London, 1990.

11. Rodrigues, Carl, International Management: A Cultural Approach, 2 nd ed., Western College Publishing-Thompson

Learning, Australia, 2001.

12. Terence, J., Cross Cultural Management, Butterworth, Heinemann, London, 1995.

13. Thakur, M., G. E. Burton and South Srivastava, B.N., International Management: Concepts and Cases, Tata McGraw-

Hill Publishers, Delhi, 1997.

14. Vernon, R and L.T. Wells, Manager in the International Economy, Prentice -Hall Englewood Cliffs

Course Name: INTERNATIONAL TRADE AND POLICY

Course Code:

Semester III

Credits 3

No of Sessions 45

Course Description

From its beginnings the international trading system has been shaped by a blend of principle and pragmatism. Trade

relations cannot be determined solely on the basis of simple, inviolate principles that are defined and agreed upon at the

outset. Practical considerations, politics and particular expressions of the national interest inevitably intervene to

determine positions taken by governments. Some commentators reflect this reality when they refer to a government

measure or policy approach as “bad economics but good politics”. Yet much of the strength and historical success of the

multilateral trading system has rested on the willingness of governments to pre-commit to a set of principles and rules,

underpinned by binding arrangements for settling trade disputes. This is a moving target, and the mix that has emerged

from the interplay of principle and pragmatism at different stages of the GATT/WTO’s development has never seemed

ideal to all participants in the system. But as long as governments believe that no serious alternative exists to co-operation,

they will negotiate and the system will continue to modify and redefine itself.

Course Outcomes


CO1 Understand the importance of the study of International trade through the study of International

Trade Theories. (K2)

CO2 Identify the role of Commercial policy like Tariff policy in the determining the markets to

explore and develop. (K3)

CO3 Analyse the Global movements and barriers to the flow of labour and capital among markets

of the world . (K4)

CO4 Evaluate the affects of the various political and economic Alliance for trade development and

protection. (K5)

CO5 Appraise India’s Foreign Trade policy for development and protection of the economy. (K5)

Course Content

Unit I: Theoretical Foundations of International Trade 10 lecture hours

Reasons for international trade: Mercantilist and neo-mercantilist view; Theories of international trade: Absolute and

comparative advantage theories: Modern theories of trade; Gains from trade; Foreign trade multiplier; Terms of trade.

Unit II - Direct Investment: FDI in the world economy, The Political Economy of FDI, Cost and Benefit of FDI to Host

and Home Countries, Government Policy Instruments and FDI; Foreign debt situation

Unit II: Instruments of Commercial Policy 12 lecture hours

Tariffs quotas and other measures and their effects; Arguments for and against protection; Trade regulations and WTO;

Trade policy and developing countries

Unit III: Factor Movements and International Trade in Services 11 lecture hours

Capital flows-Types and theories of foreign investments, Barriers to foreign investments; Labour migration; Theory of

international trade in services.

Unit IV: Regional Economic Integration: 6 lecture hours

Levels of Regional Economic Integration; Free trade area, customs union, economic union, and common market; Trade

creation and diversion effects, NAFTA, EU, SAARC, ASEAN

Unit V: Policy Framework and Promotional Measures 6 lecture hours

India’s foreign trade and investment policy; Policy making body and mechanism; Export promotion measures and

infrastructure support – export and trading, houses, export promotion schemes and incentives; Institutional arrangements

for export promotion; Export processing/special economic zones, 100% EOUs.

Text Books

1. Salvatore, D., International Economics, John Wiley and Sons

Reference Books

1. Export-import Policy and Other Documents, Govt. of India.

2. Hazari, R. Bharat, Micro Economic Foundations of International Trade, Croom Helm, London and Sydney.

3. Letiche, John M., International Economics: Policies and Theoretical Foundations, Academic Press, New York.

4. Mannur, H.G., International Economics,Vikas Publishing House, New Delhi,

5. Sodersten, BO, International Economics, McMillan, London

6. Letiche, John M., International Economics: Policies and Theoretical Foundations, Academic Press, New York.

Course Name: International Business Law


Semester III

Credits 3

No of Sessions 45

Course Description

It is very much part of business and organization development to have an understanding of important legal principles

encountered in Global business. The understanding of the practical aspects of laws relating to trademark and copyright

and its infringement taking place in business world can protect from legal issues. For today decision maker it is part of

their profile to understand the concept of traditional knowledge and IPR as well as to gain knowledge about the rights of

plant breeders. This course introduces future managers to the legal regulation of businesses in the global context.

Course Outcomes

CO1

Illustrate the contract between different countries related to international trade, formation of

contracts and different aspects of sale like letter of credit, special trade terms in international

sale contract.(K3)

CO2 Apply the rules of insurance and custom laws pertaining to the imports and exports of goods

between various countries.(K3)

CO3 Relate the concept of patent, infringement and remedies available to the patentee provided

under the law.(K3)

CO4 Distinguish the laws relating to Trademark and copyright as well as understand the cases of

infringement in business.(K4)

CO5 Illustrate the rights of plant breeder and farmers and to understand the concept of traditional

knowledge and IPR implications.(K3)

Course Content:

Unit I: International Contracts of Sale of Goods Transactions 8 Lecture hours

Overview of International Sale-Types of International Sale of Contracts-Essentials of Sales Contracts-Performance of the

Contract-Uniform Law on Formation of Sales Contracts- Incoterms-Interpretation of Commercial Terms- Documents of

Title-BillofLading-Letter of Credit- Essential Features of Letter of Credit-Types of letter of credits.

Unit II: International Trade Insurance 8 Lecture hours

Cargo Insurance for Land-Air and Marine Movement of Goods- General Rules of Liability- Marine Insurance-Exports,

Imports Customs- Valuation and Rules of Origin.

Unit III: Patents 10 Lecture hours

The Patent Law-Object and Value of Patent System-International Framework On Patents-Paris Convention-Patent

Cooperation Treaty and WTO-TRIPS- Subject Matter of A Patent- Patentability Criteria-Inventions not Patentable,

Procedure for Grant of a Patent,-Patent Opposition: Rights and Obligations Of Patentee-Transfer of Patent Rights-

Revocation-Patent Infringement And Remedies-Compulsory Licensing under International Norms-Filing of International

Patent Applications-Bio Patents-Software Patents-Patent & Public Health Issues-Patent & Public Health Issues-Patent

Law and Competition Rules.

Unit IV: Trademarks, Copy right and neighboring rights 12 lecture hours

Nature And Justification of Trademarks-International Legal Instruments on Trademarks-Trademark and Domain Name-

Subject matter of Trademark-Classification of Trademarks- Registration of Trademark-Revocation of Trademark-

Infringement of Trademark and Passing Off -Trademark Defences-Assignment and Licensing-Domain Names and Cyber

Squatting Copyrights- Conceptual Foundation, Theories of Protection Author's rights – Economic and Moral,

Neighbouring Rights -International Convention / Treaties on Copyright and Neighbouring Treaties-Infringement of

Trademark and Passing Off, Trademark Defences-Assignment and Licensing-Domain Names and Cyber Squatting.

Unit V: Plant Variety Protection, Traditional Knowledge 7 Lecture hours

Plants breeder’srights and farmers rights-Patents on Life Forms and Agriculture-Goals of Sui Generis Protection-

Flexibility under the TRIPS Agreement.-Concept of Traditional Knowledge- Medicines of Indigenous Peoples through

Intellectual Property Rights: Issues, Challenges and Strategies-Impacts of IPR claims on Traditional Knowledge-Existing

International Protection and Proposed Initiatives Concerning Traditional Knowledge.

Text Book

1. International Trade Law: Myneni S.K, Second Edition, Allahabad Law Agency.

Reference Books

1. Cornish W R, Intellectual property- Patents, Copyrights, Trademarks, and allied rights, fourth edition, University of

Cambridge.

2. Jeffery F. Beatty, Susan S. Samuelson: Introduction of Business Law, South- Western College.

3. Intellectual Property Rights, Trade and Biodiversity: Seeds and Plant Varieties, Graham Duffield, 2000 Edition

4. B L Wadhera, Patents, Copyrights, Trademarks, and design, Fifth edition, Universal law publishing company.

Course Name: Global Outsourcing


Semester III

Credits 3

No of Sessions 45

Course Description:

Outsourcing has emerged as a major business practice for many big corporations around the world. There are several

reasons behind this apart from the cost effectiveness due to low wage rate in many developing countries. It is really

important to understand why outsourcing is done in certain ways and not in all other possible manners. This course is

designed in order to provide a proper understanding of outsourcing including the different types and levels of outsourcing

with cost benefit analysis. The problems and challenges in outsourcing at different stages and starting your own

outsourcing business are also an important part of this course. The course provides students insight into the unique features

of understanding, creating and delivering value in outsourcing markets. Students are able to use frameworks and

conceptual tools when analyzing outsourcing business market opportunities and organizational buying behavior as well

as formulating business marketing strategy. Students can apply all this knowledge to analyze and solve practical

management problems in business-to-business environment.

COURSE OUTCOMES

CO1 After studying this module, the students will be able to understand how to apply the concepts of Global Outsourcing

CO2 Covers the need for outsourcing and differences in time, culture across the globe and the best possible decision in regard to outsourcing.

CO3 Analyzes the different options available when it comes to outsourcing and cost-benefit analysis of all the decisions.

CO4 Discusses how to manage your outsourcing business including implementing best practices, renegotiation and avoiding common mistakes.

CO5 Discusses the possibility of starting your own outsourcing business and some basic problems associated with it.

COURSE CONTENT

Unit-1 Overview level and phases of outsourcing and the reason behind the emergence of outsourcing as a major

business practice: (7 Lecture hours)

Introduction, What is different about outsourcing, Outsourcing terminologies, Levels of outsourcing, Phases of

outsourcing process, Monitoring the evolving outsourcing environment, Outsourcing vs Worldwide sourcing, Case Study

Unit-2 Need for outsourcing and differences in time, culture across the globe and the best possible decision in

regard to outsourcing. : (10 Lecture hours)

Identifying your company’s outsourcing needs, Identifying reasons to outsource, Staring on the outsourcing path, Key

drivers behind outsourcing decisions, Laying the foundation of outsourcing, Facing geographical, cultural and time

differences, Implementing strategic sourcing, Maintaining control, Implementing strategic sourcing, Maintaining

control,Case Study

Unit-3 Outsourcing- cost-benefit analysis and options (10 lecture hours)

Conduct the feasibility study, Detailed analysis of requirements, Parameters of vendor relationship, Measuring

performance, Cost benefit analysis, Outsourcing options, Emerging outsourcing opportunities, Selecting your suppliers

and vendors, Determining all the costs, Case Study

Unit-4 Outsourcing- Managing and Negotiating (10 lecture hours)

Managing your outsourcing vendors, Negotiating contracts, Implementing best practices, Establishing contract

measurements, Renegotiating or terminating the contract, Avoiding common outsourcing mistakes, Knowing when to say

no to outsourcing, Strategizing for success in the new global economy, Case Study

Unit-5 Starting the outsourcing business (8 lecture hours)

Starting an outsourcing business, Pricing and promotion, Knowing your price floors, Determine your price point Case

Study

Text Book:

Black Book of Outsourcing, Wilson & Brown (2005), Wily India

Reference Books:

1. Kumar, Kundu, Contractor, Pedersen : Cambridge University Press

2. Handbook of global outsourcing and offshoring, Willcocks, Oshri, Kotlarsky (2009) : Palgrave Macmillan

3. Global services outsourcing, Ronan Mcivor: Cambridge university press

4. Global business process outsourcing: Concepts and practices, T.P. Rajmanohar: ICFAI

AVIATION MANAGEMENT ELECTIVES

Course Name: Capstone Project & Simulation Training


Semester III

Credits 3

Course Description:

A Research Project to be made during the Simulation Training at the FWSTC Centre on any one topic of the practical

done. The external assessment marks shall be calculated for overall evaluation.

The learning outcomes of this study is to create leaders through specific critical project of the Aviation sector. The

students are to learn core specifics content and builds critical thinking, problem solving, collaboration, communication,

and self-management skills through projects. Project based learning can give students an opportunity to work on various

aspects of the industries which shall enrich and support the theoretical knowledge connects to the real world. The

project expects students to work out relevant dimensions and involve meaningful enquiry that engages student’s mind. It

is effective in helping students understand, apply and retain information and thus improves academic achievements.

Course Outcomes


CO1 To provide practical understanding of Safety Emergency Procedures Drill.

CO2 To provide practical understanding of First Aid requisition in Aviation Industry, airplanes

airports etc.

CO3 To provide practical understanding of Threats & Risks to Civil Aviation.

CO4 To provide practical understanding of Dangerous Goods Regulations.

CO5 To provide practical understanding of different Prospective of Safety and strategies adopted by

aviation industry.

Model of Simulation Training

Students would be to use CEET, Door Trainer, Fire Trainer and Ditching Pool 1 time, Scenarios covered:

CAPSTONE PROJECT

Essence of Capstone project:

A Research Project to be made during the Simulation Training at the FWSTC Centre on any one topic of the practical

done. The external assessment marks shall be calculated for overall evaluation.

The learning outcomes of this study is to create leaders through specific critical project of the Aviation sector. The

students are to learn core specifics content and builds critical thinking, problem solving, collaboration, communication,

and self-management skills through projects. Project based learning can give students an opportunity to work on various

aspects of the industries which shall enrich and support the theoretical knowledge connects to the real world. The

project expects students to work out relevant dimensions and involve meaningful enquiry that engages student’s mind. It

is effective in helping students understand, apply and retain information and thus improves academic achievements.

Capstone Project Study Attributes:

➢ Organized around a problem / Challenge / Issue without a predetermined solution

General Outline 4 Days

Safety Emergency Procedures Drill

❖ Emergency Evacuation (Land)

❖ Evacuating Passengers with Disability

❖ In-Flight Fire Detection/Fighting

❖ Ditching Drill/ Survival Kit/ Life Vests

2

First Aid

❖ Types of Emergencies

❖ Heart Attack

❖ Stroke

❖ Choking & CPR

1

Aviation Security Awareness

❖ Introduction to AVSEC

❖ Threats & Risks to Civil Aviation

❖ Cargo & Catering Security

❖ Bomb Threat Management/ LRBL

❖ Emergency Response

Dangerous Goods Regulations

❖ Introduction to DGR

❖ Accepted/ Exempted/ Prohibited

❖ Classification of DGR

❖ Labels & Markings

❖ DGR Handling Procedures 1

Safety Management System

❖ Different Prospective of Safety

❖ Safety Improvements

❖ Traditional approach – Preventing accidents

❖ Risk Assessment Matrix

❖ Safety Management Strategy

➢ Requires the critical thinking / problem solving / collaboration / communication

➢ A final product / learning is evaluating for quality

Course Code :

Timeline : Semester III- specialization in ‘’ Aviation Management’’

Execution : 1-2 Days / Week

Team : Individual

Course Status : Essential

Learning Status : Continuous

Purpose: To understand the importance of involvement of various stakeholders of above-mentioned organization on

the basis of physical industrial Trainings, employees, customers, business partners, suppliers etc.) in business growth

and revenue model, business module.

Learning Outcome: at the end of this project students should be able to

➢ Understand various stakeholders of Airline Industry.

➢ Understand the role of Government / other stakeholders in Airline Industry growth.

➢ evaluate the impact of other factors on Airline Industry operations (pertaining to specific Airline domain)

➢ Integrate and apply knowledge for enhanced learning of academic curriculum.

Documentation / Output: Project Based Learning _ Report _ Template

Number of Pages: at least 30.

➢ A project plan / statement (in written form)

➢ Realization of the project (activities which support the project)

➢ Results of the project (a product or service)

➢ Final report of the project (a written document that compares the initial plan with actual results).

➢ Project Failure: students need to analyse the differences between the plans and the results

about what might have caused the failure.

➢ Recommendations [own ideas]

➢ Conclusion

Evaluation:

Performance is to be assessed on an individual basis by a team of externals, and takes into account the quality of the

product produced, the depth of content understanding demonstrated, and the contributions made to the ongoing process

of project realization.

Maximum Marks:100

(a) Internal Marks (FWSTC) :50 Marks

(b) External Marks: 50 Marks

The breakage of Dissertation: Evaluation Criteria

S.No. Assessment Categories

Factors to be consideration for Assessment Max marks

a Presentation & Communication

Abstract, Objectives, Background, Context Structure, Language

10

b Knowledge in relevant Discipline

Sources, Use & Analysis of Lit, Theories

10

c Methodology Experimental methods, Research design

10

d Analysis & Inferences Presentation, Clarity, Logical arguments

10

e Conclusion & Recommendations

Innovative approach, Contribution to the subject

10

Rubrics: Project Based Learning _ Rubrics

The following criteria may be used for evaluation of the projects:

(a) Relevance: How clearly were the goal and course of the project characterized in the project?

(b) Structure: How logical was the strategic plan?

(c) Efficiency & productivity: How efficiently the resources were handled and results achieved?

(d) Impact: What is the impact of project on academic learning?

(e) Sustainability: Are the achieved results here for longer period?

There will be a weekly review of progress.

The students will be required to submit a project report [at least 30 pages] as per the guidelines: The students will

be required to make a presentation of their project report also.

Course Name: Aviation Law, Rules & Civil Aviation Requirements


Semester III

Credits 3

No of Sessions 45

Course Description:

The aim is to make students familiar with the basic documents and regulations concerning flight operation and air traffic

services, which are necessary for ATPL (A) licensing on the CAA.

The course provides students with the information about International agreements and Organizations, Airworthiness of

Aircraft, Aircraft Nationality and Registration Marks, Personnel Licensing, Aeronautical Information Service,

Aerodromes, Facilitation, Search and Rescue, Security, Aircraft Accident Investigation, JAR-FCL and National Law.

Rules of the Air - applicability of the rules of the air: Air Navigation Procedures (departure procedures, approach

procedures, holding procedures, altimeter setting procedures, secondary surveillance radar transponder operating

procedures). Air Traffic Services (ATS) and Rules of the air and air traffic services - objectives and classification of ATS

and general ATS operating practices.

Course Outcomes


CO1 Identify the airport operations and administration and Implementation of International Law

and International Air Law in India, UK and USA.

CO2 Understand aviation laws, safety and security and associated trainings of staff and assess the

domestic Implementation of International Air Law in India.

CO3 Assess the knowledge of Institutional Framework of Civil Aviation

CO4 Understand the globalization and factors of International Business Environment and evaluate

the Contemporary Issues in Aviation Sector in India.

CO5 Appraise the students with the analytical knowledge required in the aviation industry having

mastered in the Civil Aviation Requirements as per the Aviation Rule 1937.

Course Content

Module I: Domestic Implementation of International Law and International Air Law in India, UK and USA;

9 lecture hours

Customary Principles and International Law, Domestic Implementation of International Treaties, Indian

Constitution and International Treaties, EU development of regionalism, EU and Air Transport Regulations, UK Air

Transport Regulations, Domestic Implementation and Leading cases, Air Transport Regulations of USA;

Module II: Domestic Implementation of International Air Law in India, 9 lecture hours

Historical Development of Aviation Regulations in India, Aircraft Act and Rules 1911, Aircraft Act 1934 and

Aircraft Rules 1937, Civil Aviation Regulations Pre-Nationalization and Post-Nationalization Phase of Civil

Aviation Sector in India;

Module III: Governance of Civil Aviation in India, 9 lecture hours

Ministry of Civil Aviation, Directorate General of Civil Aviation, Bureau of Civil Aviation Security, Airports

Economic Regulation Authority- Aviation Conventions

Module IV: Contemporary Issues in Aviation Sector in India, 9 lecture hours

Liberalization and Open skies policy, Airport Privatization: Emerging Legal Issues, FDI in Aviation Sector,

Unmanned Aerial Vehicles (UAVs): Indian Perspective, Airport Slot Allotment, Need Of Civil Aviation Authority

(CAA), Economic Impact Of Airport Infrastructure

Module V: Civil Aviation Requirements 9 lecture hours

1. Section 1-General

2. Section 2-Airworthiness

3. Section 3-Air Transport

4. Section 4-Aerodrome standards and Air Traffic Services

5. Section 5-Air Safety

6. Section 6-Design standards and type certification

7. Section7-Flight crew standards, training and licensing

8. Section 8-Aircraft operations

Text Books

1) Principles and Practices of Insurance - P. Periyasamy

Reference Books

1) Aviation Insurance and Risk Management - Alexander. T. Wells & Bruce. D

2) Aviation Insurance and Risk Management - Krieger Vera Foster Rollo,

3) Airline Finance - Gail F Butler & Martin R Keller

Course Name: Airline Marketing And Strategic Airline Alliances


Semester III

Credits 3

No of Sessions 45

Course Description:

The course aims to enable students to learn the International standards in Airline strategic alliances, which is extremely

important business tools capable of producing better results through a deeper understanding of their main components

and an adequate use of certain managerial tools and skills. Allow students to have a global perspective on the

fundamental role that can be performed by strategic alliances, on virtually all business areas. Develop, among other, the

following capabilities: o Assess to what extent a company needs an alliance, with a particular focus on its value creation

drivers. Define the best way to capture the benefits involved in an alliance and to cope with its problems, both at strategic

and operational/functional level. Increase awareness on situations likely to happen with small and medium size

companies (especially from peripheral countries) as far as their involvement in alliances is concerned.

Course Outcomes


CO1 Understand the marketing principles in Aviation industry.

CO2 Analyze the PESTE Analysis and to build customer satisfaction.

CO3 Analyze the pricing strategies in related to product features.

CO4 Researching the process and tools to find the competitor and their sustainability in the

fields.

CO5 Implying innovation and strategies through e – sources

Course Content

Unit– I 9 lecture hours

Market for Air Transport Service-Definition-Marketing Mix- stages in the application of Marketing Principles of Airline

Management – successful Airlines – definition of market for Air Transport Services – what business are we in –who is

the customer –definitions –apparent and true needs – Industrial Buying Behavior –customer business Air Travel market

–leisure air travel market – Air Freight Market – market segmentation – concept- segmentation variables in the air

passenger market- customer requirements-demographics and psychographics-the leisure segment of demand – air freight

market-differences between the passenger and air freight markets. Marketing Strategy: PESTE analysis: political factors

– economic factors – social factors – technological factors – environmental factors – introduction of Airline Business

and Marketing Strategies – Porters Five Forces and their application to the Airline Industry – strategic families –

differentiation airlines – the future – focus strategies – Airline Business and marketing strategies– common mistakes

Unit - II 9 lecture hours

Product Analysis-What is product- theory of product analysis and its application to the Airline Industry – fleet and

schedules – related product features – customer service – related product features – controlling product quality –

introduction of Pricing and revenue management – building blocks in airline pricing policy – uniform and differential

pricing – the structures of air freight pricing-Distribution Of Product And Brand Relationship-Distribution channel

strategies – The Travel Agency Distribution system – Global Distribution System (GDS) –Distribution Channels in the

Air Freight market – Brands and Commodities – Brand –Building in the Airline Industry – Brand Strategies

Unit - III 9 lecture hours

Promotion Marketing-Fundamentals of relationship marketing – components of a relationship marketing strategy –

frequent flyer programmers –the anatomy of a sale – sales planning – marketing communication techniques – airline

advertising – selling in the air freight market – glossary of aviation terms and marketing terms.

Unit –IV 9 lecture hours

The regulatory framework of Air Transport- Economic characteristics of the Airline Industry- Benefits of scale, scope

and density in Air Transport-Types of Alliances between Airlines- Current Airline Alliance group-Cases of failed Airline

Alliances-A Historical glimpse at Alliancing objectives-Reasons for Airlines building Alliances-Obj ectives of

Alliances- Introduction- Marketing-driven objectives for alliances- Turbulence in marketing channels- Changes to

airline marketing-Determinates of alliance image-Benefit challenges and cost of alliance brand association-Marketing

and information. Performance measurement in airlines-Measuring the performance impact of alliance-Time continuum

in performance assessment- Traffic and revenue enhancement-Cost-Productivity-Profitability.

Unit - V 9 lecture hours

Introduction –Sources of financial benefits –Labour cost reduction –Cost reduction in sourcing – marking financial

benefits come true- Airline views or financial benefits –Traffic increase- revenue enhancement- Cost reduction-Profit

improvement. The structure of alliance groups- The airline alliance group as a hybrid organization-The airline alliance

group as an industrial network. Airline alliance groups as ‗multinational corporations - The problem of local rationales.

Introduction- Success drivers in airline business- Premises and objectives – Finding suitable partners – governance

structure- degree of integration and trust- Organization‘s commitment- Ensuring flow of information- Performance

evaluation-Managing cultural differences- In conclusion. Scenarios for the future- The internal dynamics of alliancing-

a look into the future of airline alliance groups.

Text Book:

1. Airline Marketing and Management: Stephen Shaw

Reference Books:

1. Marketing Management : Philip Kotler

2. Marketing Management : Ramaswamy & Namakumari

3. Global Marketing Management : Warren J.Keegan

4. Strategic Management –An Integrated Approach : Hill Jones

5. Strategic Management Concept & Cases :Thomson & Strictland

6. Cases in Strategic Management : S.B.Budhiraja & M.B.Athreya.

7. Managing Strategic Airline Alliances: Birgit Kleymann & Hannu Seristo

Course Name: Aviation Asset Management


Programme MBA Aviation Management

Academic Session 2021-23

Semester III

Instructor(s)

Credits 3

No of Sessions 45

Prerequisite

Course Description:

This course introduces you to the key leasing and financing schemes available for the purchase and operation of aircraft,

including straight purchases, secured loans, and government/ manufacturer assistance. You will also learn how to maximize

the efficiency, cost effectiveness and compliance of your lease agreements through new strategies for structuring and

negotiation. Eventually the students shall master to acquire the knowledge of Airline Finance like Analysis, Ratios,

Valuations and Sources of Finance as well as aspects about Aviation Insurance.

Course Outcomes


CO1 Understand the structure and categories of a lease document

CO2 Identify critical negotiation points for aircraft and equipment purchase agreements

CO3 Analyze key dynamics of the financial and leasing markets

CO4 Interpret the main components of purchasing and leasing contracts for new or used aircraft

CO5 Avoid common pitfalls in choosing, structuring and negotiating your agreements

Course Content

UNIT 1: FOUNDATION OF FINANCE 10 lecture hours

Financial management - An overview, time value of money. Capital Budgeting: Principles and techniques, Nature

of capital budgeting, Identifying relevant cash flows, Evaluation Techniques, Payback, Accounting rate of return,

Net Present Value, Internal Rate of Return, Profitability Index, Comparison of DCF techniques, Project selection

under capital rationing, Inflation and capital budgeting.

UNIT 2: AIRLINE FINANCIAL PERFORMANCE 10 lecture hours

World Airline Financial results - Factor affecting Financial results - Airline Financial Statements - Airline Financial Ratios

- Inter Airline Comparison of Financial Ratios -Valuation of Tangible Assets - Valuation of Intangible assets- valuation

of Airline as a whole - Rating Agencies.

UNIT 3: SOURCES OF FINANCE 8 lecture hours

Sources of internal finance - sources of external finance - Institution evolved in Aircraft Finance - Equity Finance - Foreign

Ownership Limits - Share trading and Share Market Listings - Initial Public Offerings - Airline Privatisation - Full

Privatisation - Gradual Privatisation - Partial Privatisation - Budget Preparation and Control - Working Capital

Management - Principles of working capital: Concepts need; Determinants, issues and estimation of working capital,

Accounts Receivables Management and factoring - Financial Planning

UNIT 4: AVIATION CONTRACT NEGOTIATION 10 lecture hours

Preparation for purchase negotiation - Commercial contract negotiation support - Aircraft purchasing - Engine

purchasing and maintenance support - Lease Agreement negotiation support - Aircraft Modification Programme

Management - Customization of new and used aircraft - Liaison with regulatory authorities and modification

organizations - Airline Project Management - New Start up airline Entry into Service planning - Entry into Service

project management

UNIT 5: RISK MANAGEMENT & LEASING 7 lecture hours

Exchange rate volatility - Airline trading exposure to currency movements- Airline Foreign exchange risk management -

Fuel price exposure - Aircraft leasing - Finance Lease - Operating Lease – Japanese Operating Lease - Wet Lease - Sale

and Leaseback - Aircraft Securitizations

Text Books

1. Peter.S. Morrel, ―Airline Finance‖, Ashgate

2. M.N. Mishra: Insurance principles and practices

References:

1. P. Periyasamy : Principles and Practices of Insurance

2. Gail F Butler & Martin R Keller, ― Airline Finance‖, Mc Graw Hill

3. Alexander. T. Wells & Bruce. D, ―Aviation Insurance and Risk Management‖, Krieger

4. Vera Foster Rollo, ―Aviation Insurance‖, Meryland Historical.

LOGISTICS AND SUPPLY CHAIN MANAGEMENT ELECTIVES

Course Name: ERP in Supply Chain Management


Semester III

Credits 3

No of Sessions 45

Course Description

Enterprise Resource Planning or ERP uses multi-module application software for improving the performance of the

internal business processes. ERP systems often integrate business activities across functional departments, from product

planning, parts purchasing, inventory control, product distribution, fulfillment, to order tracking. ERP software systems

may include application modules for supporting marketing, finance, accounting and human resources. It is cross-

functional, process centered, real time, and based on industry -best-practices, from service to manufacturing to not-for-

profit. It is important to make student obtain working knowledge of these systems, as in their careers they will be ERP

users, auditors, consultants, and/or developers of a business enterprise. Students will also able to develop and design the

modules used in ERP systems, and can customize the existing modules of ERP systems.

Course Outcomes


CO1 Apply concept of Enterprise resource planning and its role in integrating business functions

(K2)

CO2 Understanding ERP strategy to solve various business problems). (K3)

CO3 Evaluate , study, compare, and evaluate ERP multi-module application software system for

improving the performance of the internal business processes. (K5)

CO4 Apply various modules of ERP - controlling techniques into practice. (K5)

CO5 Evaluating of new ERP methodologies, new markets and channels for Supply chain

management (K5)

Course Content

Unit I: I Introduction to ERP 8 lecture hours

Evolution of ERP, Risks and Benefits, reasons for the growth of ERP, Scenario and Justification of ERP in India, Various

Units of ERP, Advantage of ERP.

Unit II: Selection and Implementation 8 lecture hours

Opportunities and problems in ERP selection and implementation, identifying ERP benefits, Functional architecture,

business process module of ERP, salient features of each modules of ERP, comparison of ERP packages. Business process

modeling, emerging trends in business process, measuring benefits of ERP, implementation obstacles, risk factors

Unit III: ERP and Supply Chain Management 8 lecture hours

Extending scope of ERP through SCM, The concept of value chain differentiation between ERP and SCM – issues in

selection and implementation of SCM solutions – E-business and ERP – BI – SAAS – business opportunities – basic and

advanced business models on internet – security and privacy issues – recent developments – future and growth of ERP –

role of ERP in international business

Unit IV: Introduction ERP Tools, software and Vendors 8 lecture hours

ERP and Related Technologies, ERP Tools and Software, ERP Vendors, SAP-AG: Products and technology, SAP

advantage, Baan Company, Oracle Corporation: Products and technology; Oracle Application; Vertical

solutions, Microsoft Corporation, ramco Systems, Systems Software Associates Inc. (SSA), QAD

Unit V: Emerging trends in ERP 13 lecture hours

New Trends in ERP, ERP to ERP II-Implementation of Organisation-Wide ERP, Development of New Markets

and Channels, Latest ERP Implementation Methodologies, ERP and E-business, Market Snapshot, The SOA

factor

Text Books

1. Alexis Leon, ERP demystified, second Edition Tata McGraw-Hill, 2006.

Reference Books

1. Mahadeo Jaiswal and Ganesh Vanapalli, ERP Macmillan India, 2006.

Summer, ERP, Pearson Education, 2008

2. Vinod Kumar Grag and N.K. Venkitakrishnan, ERP- Concepts and Practice, Prentice Hall of India,2006

3. Jagan Nathan Vaman, ERP in Practice, Tata McGraw-Hill, 2008

Course Name: Export & Import Management


Semester III

Credits 3

No of Sessions 45

Catalog Description

The world is getting closer in terms of cross border trade and investment, by distance, time zones, languages and by

national differences in government regulation, culture and business systems and toward a world in which national

economies are merging into one huge interdependent global economic system. This course is emphasized to the growing

significance of export import trade and the need of the corporate world to understand the nuances of export import

management in order to compete successfully in the international market. Beginning with the basics of foreign trade and

export import documentation, it delves deep into topics such as the methods and instruments of payment, pricing,

incoterms (international commercial terms), export import strategies, and practices.

Course Outcome:

CO1. Understand the concepts of the commercial, operational and technical components EXIM management. (K3)

CO2: Identify the various characteristics of EXIM. (K3)

CO3: Apply the various method and procedures of EXIM. (K3)

CO4: Analyze the problem. (K4)

CO5: Measuring and evaluating performance of cargo safety and shipping operations (K5)

Course Contents

Unit I: Import-Export Management Overview 8 lecture hours

Import Export Management Introduction; Concept Key Feature; Foreign Trade - Institutional Framework and Basics;

Trade Policy; Foreign Trade; Simplification of Document; Exporting; Importing Counter Trade; Overview of various

export promotion schemes in India. Benefits of Export and Import.

Unit II: Preliminaries for Exports and Imports: 8 lecture hours

Meaning and Definition of Export, Preliminaries for exports: Registration – IEC, RCMC, EPC, Central Excise. Licensing

– Selection of Export Product – Identification of Markets – Methods of Exporting – Pricing Quotations – Payment Terms

– Letter of Credit. Liberalization of Imports – Negative List for Imports – Categories of Importers – Special Schemes for

Importers

Unit III: Export-Import Procedure 8 lecture hours

Steps in Export Procedure: Export Contract, Forward Cover, Excise Clearance – Pre-shipment Inspection, Methods of

Pre-shipment Inspections – Realisation of Exports Proceeds. Pre-Import Procedure – Steps in Import Procedure – Legal

Dimensions of Import-Export Procedure – Customs Formalities for Imports and Exports, Warehousing of Imported goods,

Exchange Control Provisions for Imports, Retirement of Export Documents.

Unit IV: Export Import Documentation 8 lecture hours

Aligned Documentation System – Commercial Invoice – Shipping Bill – Certificate of Origin – Consular Invoice – Mate’s

Receipt – Bill of Lading – GR Form – ISO 9000 – Procedure for obtaining ISO 9000 – BIS 14000 Certification – Types

of Marine Insurance Policies. Import Documents – Transport Documents – Bill to Entry – Certificate of Inspection –

Certificate of Measurements – Freight Declaration.

Unit V: Export and Import Financing 13 lecture hours

Export and Import Financing, Procedure, and Primary Consideration Export and Import Financing Procedures; Sources

of Finance - Role of commercial bank, EXIM Bank, ECGC and others,port promotion Schemes – Insurance for Export –

Types – export credit insurance – Risk Management – Types of risks – mitigation methods.

Text Books

1.D. C. Kapoor “Export Management “Vikas Publishing House Pvt.Ltd., New Delhi.

Reference books

1. P. K. Vasudeva “International Marketing” Excel Books, New Delhi.

2. P K Khurana “Export Management”, Galgotia publishing company, 2007

3. T. A. S. Balagopal “Export Management” Himalaya Publishing House, Mumbai

4. Supply Chain Management: Text and cases; Shah, J. (2009), Pearson, New Delhi.

5. Supply Chain management- Strategy, Planning & Operation-6th edition; Chopra, Meindl&Kalra, Pearson

Education

6. Logistics Management-The Supply Chain Imperative Sople V. Vinod, Pearson Education

7. Francis Cheruuilam “Export Management” Himalaya Publishing House, Mumbai

Course Name: Warehouse Management

Course Code: MBLS6006

Semester III

Credits 3

No of Sessions 45

Course Description

This course is designed to help students to understand the function of Service operation management and processes of

organization operations. It includes analysis of industrial operation and its important roles to manage entire supply chain,

smoothness and accuracy. Be the completion of this course students should be able to: Analyze issues involved in

industrial operation management and its function. To covering the entire structure of service enterprise (the service

delivery system, facility location and layout), and managing service operations (quality and productivity, queuing,

facilitating goods, capacity and demand).

Course Outcome:

CO1: Understanding the concept Warehouse Management System (K3)

CO2: Identification of various types of operation in warehouse management (K3)

CO3: analyses to various module of warehouse management (K4)

CO4: Developing various functional areas of Warehouse operation (K4)

CO5: Evaluate the effectiveness of risk strategies and revising the plan for warehouse management.

(K5)

Course Content

Unit I: Fundamental of Warehouse management 8 lecture hours

Overview of Warehouse Management, Fundamental of Warehouse Management, Need of warehouses, Types of

warehouses, Functions of warehouse, Centralized ware houses, D-Centralized warehouses.

Unit II: Warehouse management, roles & function and its Significance 8 lecture hours

Advantages of warehouse for business, Importance of WMS in LSCM operation, Key operations of warehouse, inbound

operation procedure, outbound operation procedure, Material Return, procedures, Inventory management in warehouses,

Documentation require for Warehouse operation ( GRN, Put away, location master, picking, packing, dispatch – transport

& legal *E-way bill etc.)

Unit III Warehouse Management System (WMS-System) 8 lecture hours

Introduction of WMS software system in warehouses, integrations with entire supply chain, Introduction of ERP/SAP

software system in warehouses, Security system in warehouse management, General safety procedures in warehouses,

Safety practices of materials in warehouses, Material handling procedures in warehouses, Types of MHE

Unit IV – Automation in warehouse 8 Lecture hours

Types of AGV and robots in warehouses, Traffic management in warehouses, Emergency evacuation in warehouses, Lay

out design management, Best practices in warehouse, Stock audit procedure in warehouses, Stock audit procedure in

warehouses, Cost optimization process in warehouses

Unit V- Best practices in warehouse for Cost optimization 13 lecture hours

Technology and information in service operations. ERP systems, customer relationship management, call centers, help

desks, service desks, feedback and evaluation of service through computers, Service capacity. Psychological aspects of

service delivery., Structure: networks, Managing Demand and supply of services, Speed and quality of services, Total

Quality Systems, Management and controls, Productivity and performance measurements, Jobs & responsibility of service

operation manager, Security management in Warehouses, Best utilization of storages space, Best utilization of storages

manpower, Best utilization of MHE, Integration with other department , coordination with vendors, freight forwarders

,and coronation for Transportation, Team management, TAT,KRA,KPI ,Location Master and its importance, Challenges

in WMS operation , Job responsibility of warehouse manager

Text Books

a) Supply Chain Management: Text and cases; Shah, J. (2009), Pearson, New Delhi.

Reference Books

a) Modeling the Supply Chain-2nd edition; Shapiro, Jeremy F, Duxbury Applied Series

b) Logistics and Supply Chain Management; Christopher, M (1992), Pitman Publishing, London.

c) Logistics and Supply Chain Management Cases and Concepts; Raghuram and Rangaraj, Macmillan

d) Supply Chain Management; N. Chandrasekaran, Oxford e) Supply Chain Logistics Management-2nd Edition;

Bowersox, Closs, Cooper, McGraw Hill f) Supply Chain Management; Dubey, Kumar Sai, New Century

b) Supply Chain management- Strategy, Planning & Operation-6th edition; Chopra, Meindl & Kalra, Pearson

Course Name: Physical Distribution & Transportation Management

Course Code: MBLS6010

Semester III

Credits 3

No of Sessions 45

Course Description

The timely distribution of goods and services as well as a well-designed transportation network are essential to the success

of any enterprise. Transportation activities do not only impact fulfilment systems and delivery times but often constitute

a large chunk of logistics costs incurred by any company. The Distribution and Transportation Management course offers

its attendees the knowledge and skills necessary to effectively plan, manage and control all distribution and transportation

activities carried out by their companies. In present time of intense global competition, customers are demanding more

and more variety, with better quality and service at lowest cost. This means that in order to be successful, firms need to

develop appropriate distribution strategies and transport capabilities that serve the needs of their customers while

maximizing overall profitability.

Course Outcome:

CO1: Use distribution network planning and optimization approach for optimum utilization of resources.

(K3)

CO2: Apply and take into consideration the importance of choosing appropriate channels of distribution and

its importance to the company. (K3)

CO3: Develop an in-depth understanding of various transportation services, to achieve optimal order

processing time. (K4)

CO4: Develop an in-depth understanding of fleet management and to analyze various types of costing

associated with it. (K4)

CO5: Demonstrate effective application capabilities of their conceptual understanding to the real-world

business situations. (K5)

Course contents

Unit I: Introduction to Logistics and Supply Chain Management 8 lecture hours

Introduction: Distribution – Definition – Need for physical distribution – functions of distribution –marketing forces

affecting distribution. Role of distribution in supply chain, Distribution Network Planning: Various factors in distribution

– delivery lead time and local facilities – optimization approach and techniques. Physical distribution trends in India.

Transportation: Scope – principles of transportation function – relationship of transportation to other business functions.

Unit II: Channels of distribution 8 lecture hours

Role of marketing channels – channel functions – channel structure –designing distribution channel – choice of

distribution channels – factors affecting. Intermediaries: functions of intermediaries – types of intermediaries – variables

in selecting channel members – motivating – training – evaluating channel members – modifying channel arrangements,

Managing channel conflict.

Unit III Transportation Basics and services 8 lecture hours

Definition, Various modes of transport, Role of Transportation in Logistics, Transportation Services: Terminal Services,

Consolidation, Dispersion, Shipment Services, Vehicle Services, Interchange, Loading & Unloading, Weighing,

Tracing/Expediting. Line-Haul Services: Reconsignment, Diversion, Pooling, Stopping in Transit, Transit Privilege.

Transport documentation: domestic and International.

Unit IV - : Fleet Development and Management 8 lecture hours

Selection of Vehicle and Equipment, Procedures for Repair and Maintenance, Recruitment Selection and Management of

Drivers, Fleet Management Replacement and Lifecycle Management, Transportation Costing and Pricing, key Cost

Drivers, Modal Rate Development, Activity Based Costing.

UnitV- Distribution and Transportation Performance Analysis 13 lecture hours

Symptoms of Poor Transportation Management 5.7.2 Main Key Performance Indicators, Routing Scheduling and

tracking, Importance and Benefits of Route Planning and Scheduling, Vehicle Routing and Scheduling Problems.

Distribution control & Evaluation: Distribution control – stages of control process – standards & goals– performance

report - measurement – monitoring – corrective action, Channel flow and efficiency analysis, Channel structure and

intensity analysis.

Text Books

1. Supply Chain Management: Text and cases; Shah, J. (2009), Pearson, New Delhi.

Reference Books

1. Coughlan, A. T., Anderson, E., Stern, L. W. and El-Ansary, A. I.; Marketing Channels; Pearson Education

2. D K Agrawal, ‘Distribution and Logistics Management: A Strategic Marketing Approach’, Macmillan publishers India

,2007

3. Havaldar, K.K., and Cavale, V.M.; Sales and Distribution Management; McGraw-Hill Education Reference Books

4. Panda, T.K., and Sahdev, S.; Sales and Distribution Management; Oxford University Press

5. Spiro, R.L., Stanton, W.J. and Rich, G.A.; Management of Sales Force; McGraw-Hill Education

6. Supply Chain management- Strategy, Planning & Operation-6th edition; Chopra, Meindl & Kalra, Pearson

Education

7. Logistics Management-The Supply Chain Imperative Sople V. Vinod, Pearson Education

8. Basics of Distribution Management: A Logistical Approach’, Kapoor Satish K., and KansalPurva, Prentice HALL of

India, Aug 30,2004.

SEMESTER IV

Course Name: The sustainability Development Goals -A Global Vision


Semester IV

Credits 3

No of Sessions 45

Course Description

Sustainable Development is the key policy concept of the contemporary world, both in academic and policy circles. The

world has entered the new geological era of Anthropocene, that is, we, as human beings, change the structure of Earth and

its climate to an extent that it warrants a new geological era. This comes with the depletion of resources, growing climate

instabilities, demographic changes of unprecedented scale and the social inequality. The world is currently discussing the

Sustainable Development Goals to take humanity to 2030 in place of the expired Millennium Development Goals. This

course will give the students the key concepts to discuss sustainable development and its three pillars: the social, the

environmental, and the economic. The course will consist of three parts: in the first part, we will deal with the global

trends and the changing conditions of our lives and habitats. This would cover the population explosion, urbanization, the

situation with energy, water, food and agriculture and globalization more generally.

Course Outcomes


CO1 Gain knowledge on Various Environmental standards and laws for water, air and land quality

by Pollution Control boards (K2)

CO2 Gain knowledge on steady state conservative systems and types of reactors. (K3)

CO3 Understand and learn various water treatment processes and Air pollutants and different

models to study them. (K4)

CO4 Understand and learn pollution control methodologies in process industries (K5)

CO5 Learn concept of Sustainable Development and its Role in Building of Environment (K5)

Course Content

Unit I: Concept of Sustainable Development 10 lecture hours

Definition of sustainability - History and emergence of the concept of sustainable development – Our Common Future -

Objectives of Sustainable Development - Millennium Development Goals - Environment and Development linkages –

Globalization and environment - Population, Poverty and Pollution – Global, Regional and Local environmental issues –

Resource Degradation – Greenhouse gases and climate Change – Desertification – Industrialization – Social insecurity.

Unit II: Sustainability and The Triple Bottom Line 10 lecture hours

Components of sustainability – Complexity of growth and equity - Social, economic and environmental dimensions of

sustainable development – Environment – Biodiversity – Natural Resources – Ecosystem integrity – Clean air and water

– Carrying capacity –Equity, Quality of Life, Prevention, Precaution, Preservation and Public participation. - Structural

and functional linking of developmental dimensions – Sustainability in national and regional context

Unit III: Sustainable Development and International Response 11 lecture hours

Role of developed countries in the development of developing countries – International summits – Stockholm to

Johanesburg – Rio Principles – Agenda 21 - Conventions –Agreements – Tokyo Declaration-Doubling Statement-

Transboundary issues –Integrated approach for resource protection and management

Unit IV: Sustainable Development of Socio-Economic Systems 6 lecture hours

lecture hours Demographic dynamics of sustainability – Policies for socio-economic development – Strategies for

implementing eco-development programmes – Sustainable development through trade – Economic growth – Action plan

for implementing sustainable development – Urbanization and Sustainable Cities – Sustainable Energy and Agriculture –

Sustainable Livelihoods – Ecotourism.

Unit V: Framework for Achieving Sustainability 8 lecture hours

lecture hours Sustainability indicators - Hurdles to Sustainability - Operational guidelines –Interconnected prerequisites

for sustainable development – Empowerment of Women, Children, Youth, Indigenous People, Non-Governmental

Organizations, Local Authorities, Business and Industry - Science and Technology for sustainable development –

Performance indicators of sustainability and Assessment mechanism – Constraints and barriers for sustainable

development.

Text Books

1. Berger. 1994. “The Environment and the Economy.” In Smelser and Swedberg (eds.)

2. Elkington, John. Cannibals with Forks: The Triple Bottom Line for 21st Century Business Oxford: Capstone

Publishing, October 1997.

Reference Books

1.Austin, James and Tomas Kohn. 1990. Strategic Management in Developing Countries. The Free Press.

2. Guillen, Mauro and Sandra L. Suarez. 2002. “The Institutional Context of Multinational Activity.” In Organization

Theory and the Multinational Corporation. 2nd edition. New York: St. Martin’s Press

3. The Handbook of Economic Sociology. Russel Sage Foundation. D’Arcy, David. Transcript of broadcast, Dec. 5,

2002, “In Houston, a Treasure of Exiled Afghan Art,” National Public Radio,

Course Name: Small & Medium Enterprises


Semester IV

Credits 3

No of Sessions 45

Prerequisite Small and Medium Enterprises

Course Description

India has approximately 6.3 crore MSMEs. The number of registered MSMEs grew 18.5% Y-o-Y to reach 25.13 lakh (2.5

million) units in 2020 from 21.21 lakh (2.1 million) units in 2019. The Indian MSMEs sector contributes about 29%

towards the GDP through its national and international trade. On account of their size and distinctive business processes

SME differ from large enterprises in their formation, functionality and strategy formulation and, therefore, require slightly

different mindset of its Human Resources. This course is design to facilitate participants in understanding the unique

characteristics of SMEs which make them different than that of large enterprises and how does contemporary business

knowledge, which participants acquire during MBAs, can be tailored to manage SMEs. The course aims to equip

participants with necessary skills and orientation to perform and excel in SMEs, or look for career opportunities in national

and international SME development agencies.

Course Outcomes

CO1 To apply the understanding of business components, 4P’s, PEST, strategic planning in marketing programs for Small business enterprise.K3

CO2 To identify the concepts of different forms of business organisations, institutions by gaining an understanding of their role and functions for the smooth conduct of the business enterprise. K2

CO3 To analyse the various financing framework and financing strategies and how it is helpful in maintaining the business structure.K4

CO4 To examine the financing options and funding agencies for Small, Medium Enterprises and the procedure for such financing.K4

CO5 To appreciate different policies applicable to MSMEs and their implications K5

Course Content

Unit I: Planning of Small & Medium Enterprises (8 lecture hours)

Strategic Planning, 4 P’s, Business Plan Components, The Executive Summary, Company Description, Industry Analysis

and Trends, Target Market, Competition, Strategic Position and Risk Assessment, Marketing Plan and Sales Strategy,

Putting the Plan to Work, Preparing & Presenting and Sending Out Your Plan, Environment assessment: political, legal,

economic, social, Technological, global environment, Developing effective Business

Plan.

Unit II: Structuring of Small & Medium Enterprises (12 lecture hours)

Management and Organization, Assessment of different forms of business organizations: Sole Proprietorship.

Partnership, LLP, Joint Stock Companies, Determination of the nature of the business unit: Micro, Small and Medium

enterprise, Comparative evaluation of feasibility of buying an existing enterprise, setting up a new venture or starting the

business through franchising, Location strategy, Small and Tiny Business: Definition, Role in the economy and

Significance

Unit III: Institutional Framework and SMEs Financing (8 lecture hours)

Institutions, Central Government, SSI Board, SIDO, SISI, PPDCs, RTCs, CFTI, NISIET, NIESBUD, NSIC, State

Government: Directorate of Industries, DICs, SFCs, SIDC / SIIC, SSIDC - Financial Institutions & Banks; SIDBI,

Commercial Banks, RRBs and Co-op. Banks, Enterprise Perspective - Banker’s Perspective

Unit IV: Financing Options and Modes (9 lecture hours)

Sources of finance and methods of financing SMEs, relevance of quasi-capital and own money in business - Venture

Capital, Hybrid Capital, special financial products for SMEs, Assessment of Term Finance / Working Capital for SMEs -

Credit Risk Management of SMEs - Appraisal, assessment, collaterals, documentation, inspection, follow-up and

monitoring and review, Credit Scoring models, Standing and liquidity assessment, Credit pricing of SMEs

Unit V: MSMEs Policy Framework (8 lecture hours)

Policy Environment for Small Scale Sector, Pre and Post 1991 Industrial Policy, New

Policy Measures, Reports of various Working Groups on SSIs: Kothari Committee 2,000,

Ganguly Committee 2004.Policy of Priority Credit, Equity Participation, Equity issues by small enterprises through

OCTEI, Policy of Technology Up gradation in small enterprises, Technology Bureau for Small Enterprises

Suggested Readings

1. Micro, Small and Medium Enterprises in India, Indian Institute Of Banking & Finance, Edition: 2017 Edition.

Reference Books:

1. Micro, Small And Medium Enterprises In India, Taxmann publication, 2017

2. Sahay A., V. Sharma (2021), Entrepreneurship and New Venture Creation, Excel Books, New Delhi.

3. Shukla, MB, (2019), Entrepreneurship and Small Business Management, Kitab Mahal, Allahabad

Course Name: Artificial Intelligence for Managers


Semester IV

Credits 3

No of Sessions 45

Prerequisite Basic understanding of computer networks and Database

Course Description

Artificial Intelligence is being widely employed across organizations, and the results are overwhelming. It is recognized as one of the technologies, that are dominant in various sectors, as far as the contemporary world is concerned. Enterprises nowadays are increasing their pace, in incorporating AI to their day to day functioning and are trying their best to make the best use of the AI potential.

Course Outcomes


CO1 Recall the dimensions along which agents and environments. (K2, K3)

CO2 Apply agents using various searching algorithms. (K3)

CO3 Make use of knowledge representation and reasoning. (K3, K4)

CO4 Analyze Bayesian network to make quantitative (probabilistic) and qualitative inferences.

(K4)

CO5 Understand the learning and applications. (K4, K5)

Course Content

Unit I: Overview of AI 9 Lecture Hours

Foundations and History, Intelligent Agents and its types –various Application domains - Natural language processing,

Vision and Speech processing, Robotics, Expert systems- AI Techniques.

Unit II: Problem Solving State Space Search 9 Lecture Hours

Search strategies, Blind Search types- Depth first search, breadth first search, uniform cost search, etc., and Performance

measurement. Heuristic search types – Greedy search, A* search, Graph search, etc., Game playing minimax algorithm,

Alpha-Beta Pruning

Unit III: Knowledge Representation 10 Lecture Hours

types of knowledge- Declarative Knowledge, Procedural Knowledge, Meta-knowledge, Heuristic knowledge, Structural

knowledge. Knowledge-Based Agents - Wumpus world, PEAS, Propositional Logic – Syntax of propositional logic,

Logical connectives, and Properties of operators. First-Order Logic: Representation, Syntax, Atomic sentences, Complex

sentences, forward and Backward Chaining, Inference engine

Unit IV: Uncertainty and Knowledge Reasoning 9 Lecture Hours

Overview Definition of uncertainty, Bayes Rule Inference, Belief Network, Utility Based System, Uncertain knowledge

and reasoning - Uncertainty - Probabilistic Reasoning - Probabilistic Reasoning Over Time -Making Simple Decisions -

Making Complex Decisions

Unit V: Learning Systems and Applications 8 Lecture Hours

Forms of Learning Types - Supervised, Unsupervised, Reinforcement Learning - Decision Tree Classification,

Introduction to Neural networks, ANN, Basic Structure of ANN, Feed forward and Feedback ANN. Applications of

AI - AI in Marketing, AI in Banking, AI in Finance, AI in Agriculture, AI in HealthCare, AI in Gaming, AI in Space

Exploration, AI in Autonomous Vehicles

Text Books

Elaine Rich and Kevin Knight, “Artificial Intelligence”, McGraw-Hill

Reference Books

1. Dan W. Patterson, “Artificial Intelligence and Expert Systems”, Prentice Hall of India

2. Stuart Russell, Peter Norvig, “Artificial Intelligence – A Modern Approach”, Pearson Education

3. E Charniak and D McDermott, “Introduction to Artificial Intelligence”, Pearson Education

Course Name: Master Thesis


Semester IV

Credits 3

Course Description

Master Thesis is a compulsory three-credit research-based course that is done by students during their 4the semester. A

guide is allocated to every student to advise and guide him/her in conducting literature review, formulating the research

problem, collection of data, analysis and preparation of report. This course attempts to enable the student to identify and

formulate relevant research questions, to get them trained in report writing and to prepare them for a consulting career

Course Outcome:

• To enable the student to identify and formulate relevant research questions by integrating knowledge from

different sources.

• To help the students to get trained in report making which focuses on problem solving based on empirical evidence

and data visualization techniques.

• To prepare the student for a consulting career.

MARKETING ELECTIVES

Course Name: SALES & DISTRIBUTION MANAGEMENT


Semester IV

Credits 3

No of Sessions 45

Course Description

Sales & distribution management, as a composite function of marketing, continues to play an important role in

organizations in today’s challenging business environment by focusing on the development of a sound sales and

distribution strategy, the management of marketing channels, sales force management. Sales management is undergoing

rapid changes due to changing orientation of companies from just product delivery to service based delivery models.

Today the marketer faces the challenge of formulating strategies and methods for improving the selling approach, which

includes sales force downsizing, the application of information technology, the enhanced use of telemarketing, key

account management, use of independent sales organizations and sales representatives, electronic data interchange, and

cross-functional team selling. Thus software programs are now written exclusively for sales force management.

Compensation planning and supervision techniques are changing as more and more knowledge workers are joining

modern sales force. Employee loyalty along with customer loyalty is now treated as a key driver for business success.

Sales force automation and sales force control have started delivering an efficiency-based environment forcing sales

organizations to re-look at sales management more from a strategic viewpoint than a tactical orientation to generate sales.

Distribution and logistics management is receiving tremendous attention from enterprises as potential areas for generating

competitive advantage. With the arrival of large multinational retailers, such as Wal-Mart and Carrefour, the logistics

function is on the verge of upheaval in India. Under such a dynamic environment this course prepares students for sales

positions in business and industry.

Course Outcomes


CO1 Explain the concepts, attitudes, techniques, communication skills and approaches required for effective decision

making in the areas of Sales and Distribution.(K2)

CO2 Outline the ways for the sales force effectiveness, apply personal selling process, designing the sales

organization, implementing Sales Force Automation and come up with innovative ways to implement sales

strategies in the business environment.(K4)

CO3 Examine and select sales territories , quota in real time situations and evaluate the role of Sales manager and

his/ her responsibilities in recruiting, motivating, managing and leading sales team to tackle ethical selling

dilemmas(K4)

CO4 Understand and develop strategies to manage a distribution channel system (K4)

CO5 Design effective distribution of channels and understand their links with other marketing variables to build up

environment for sustainable growth and development of intermediaries involved in distribution channels(K6) )

Course Content:

Unit I: Basic concepts of the sales management 9 lecture hours

An introduction to sales & distribution management, evolution, Importance of sales mgmt. Functions of Sales

Management, Introduction to Sales , Difference between sales & marketing,, Role of sales mgmt in mktg., Types of

selling, Selling skills – Communication skills Selling skills – Listening, Conflict skills, Listening Skills for Effective

Selling Selling skills – Negotiation, problem solving skills Personal Selling, Its Importance, Case study 1

UNIT 2: Personal selling and Sales organisation 9 lecture hours

Personal selling process, Case Study –2, Sales Force Automation, Sales Organization design – Line orgn. Orgn. design

by territory , Sales Organization design – Orgn. design by product, Orgn. design by customer, Sales Organization design

– Combined orgn. design, Sales Analytics

Unit 3: Designing sales territories and managing Sales Force 9 lecture hours

Management of sales territory: Designing Territories and assigning sales people, Managing the sales force, Case Study-

3, Management of sales quota – Sales Volume quota, Management of sales quota – Sales budget quota, Sales activity

quota, Combined quota, Objectives of quota, Methods of Setting Quotas Sales force compensation – Financial and Non

financial compensation Sales Force Control, Performance Appraisal of the sales force

UNIT4: Distribution channel systems 10 lecture hours

Introduction to distribution Management, Need for distribution channels How does distribution add value Marketing

Channels- Introduction, Channel Formats Channel Levels, Channel Systems Power & Conflict in Channel Management,

Case Study Discussion- 4

UNIT 5: Designing Distribution Channel 8 lecture hours

Designing channel & planning process, Channel Institutions: Retailing –Introduction, & Formats

Channel Institutions: wholesaling- Functions, Classification. Selecting channel partners, Case study-5

Market Logistics & SCM, International distribution channel


1. Pand, Tapan a & Sahadev, Sunil. Sales and Distribution Management . Oxford University Press, 2nd Edition.

Reference Books

1. Still , Richard R., Cundiff, Edward W., Govoni , Norman A. P., and Sandeep Puri . Sales and Distribution

Management. Pearson Education, Sixth Edition,

2. Singh , Ramendra . Sales and Distribution Managemen. Vikas Publications, 1st Edition

3. Havaldar, Krishna & V.M Cavale. Sales and Distribution Management, Text and Cases. TMH, Second Edition.

Course Name: INTERNATIONAL MARKETING


Semester IV

Credits 3

No of Sessions 45

Course Description

The purpose of the course is to identify and evaluate the specific issues related to design of an international marketing

strategy and implementation of marketing operations on an international/multi domestic or Global scale. The course

aims to build knowledge and skills in problem solving such as identifying and evaluating opportunities in international

markets, developing and adapting marketing tactics for specific market needs and constraints, and coordinating

strategies across global markets.

Course Outcomes


CO1 Identify the concepts, theories, tools, and international terminology necessary to understand international

problems and issues. K2

CO2 Apply the understanding of marketing research in international marketing to gain insights into similarities or

differences across cross-cultural markets and their marketing implications. K3

CO3 Analyze the international marketing efforts related to market entry by examining various entry modes and

various opportunities & challenges associated with them. K4

CO4 Appraise the international marketing efforts related to marketing mix strategies and to appreciate the designing

and managing of the 4 P’s (Product, Price, Place, Promotion) in international marketing programs for

consumer markets K5

CO5 Adapt to international environment and apply glocal business marketing strategies. K6

Course Content:

Unit-1 Introduction to International Marketing 8 Lecture Hours

Introduction to International Marketing, Scope of International Marketing, International Marketing Vs. Domestic

Marketing, Evolutionary Process of Global Marketing; International Marketing Environment: PESTEL Analysis;

Challenges in Global environment; Adaptation Vs. Standardization; EPRG Framework; Theories of International Trade;

Trends in World Trade, Overview of India’s Foreign Trade.

Unit-2 International Marketing Research 8 Lecture Hours

Challenges to International Marketing Research; Cross- Cultural Marketing Behaviour & Research: Religion, Value

System, language etc; Comparison of Cross-Cultural Behaviour- Hofstede’s classification; Process of International

Marketing Research: Problem Identification, Deciding Research Methodology, working out Information requirement;

Process of International Marketing Research: Identify sources of information, prepare research design, collect

information, Analyse and evaluate.

Unit-3 International Market Entry Strategies 10 Lecture Hours

The concept of International Market Entry; Modes of International Market Entry: Production in home country; Modes of

International Market Entry: Production in foreign country (Contractual Mode); Modes of International Market Entry:

Production in foreign country (Investment Mode); Factors affecting the Selection of Entry Mode; Choosing the Right

International Market Entry Mix.

Unit-4: International Marketing Mix 12 Lecture Hours

Approaches for Developing Products; Product Adaptation vs. Product Standardization; Factors influencing Product

Adaptation; Product Launch for International Markets; PLC in International Markets; International Product Strategy:

International Competitive Posture Matrix; Product- Promotion Strategies for International Markets; International Pricing

Strategies, international Markets: Dumping and Price Distortion, Transfer Pricing International Distribution & logistic

Planning: Introduction & Importance; Direct and indirect Channels Factors involved in Distribution system, Modes of

Transportation Marketing Communication Strategies, Factors Influencing International Communication Decisions,

Tools for IMC: Advertising, Direct Marketing, Personal Selling Tools for IMC: Sales Promotion and Public Relations.

Unit-5 Global Business Trends 7 Lecture Hours

Trade barriers, quotas, Implication of tariffs, Type of Agreements, GATT, International Financial Institutions: WTO

(Objectives & Functions), EXIM Policy, Export Promotion Schemes & Incentives, global e-marketing, integration of

global markets, emergence of global customers, foreign direct investment, India emerging at the global stage, ethical

issues in international marketing.

Text Book

1. Raj, Joshi, Mohan, International Marketing, Oxford University Press; 2nd edition (11 June 2014)

Reference Books:

1. Justin Paul, Ramneek Kapoor (2012) International Marketing Text and Cases, McGraw Hill Education; 2nd

edition

2. J. Keegan Warren, C. Green Mark, 2018, Global Marketing, Pearson Education; Ninth edition

3. Cateora PR and Graham JL (2009). International Marketing. Boston: McGraw Hill/Irwin.

4. Czinkota M. R. and Ronkainen (2010). International Marketing. Cin OH: South-Western Cengage Learning.

5. Hollis, N (2008). The Global Brands. NY: Palgrave Macmillan.

6. Johansson, J.K. (2009). Global Marketing. NY: McGraw Hill.

7. Keegan W.J. and Green M.C. (2005). Global Marketing. Upper Saddle River: Prentice Hall.

8. Onkvisit S and Shaw JJ (2009). International marketing: Strategy and Theory. NY:

9. Rajagopal (2007). International Marketing. New Delhi: Vikas publishing.

Course Name: B2B MARKETING


Semester IV

Credits 3

No of Sessions 45

Course Description

B2B Marketing is the core of an operating business. It is an organizational philosophy and a set of guiding principles for

interfacing with customers, competitors, collaborators, and the environment. The course provides students insight into the

unique features of understanding, creating and delivering value in business-to-business markets. Students are able to use

frameworks and conceptual tools when analyzing business market opportunities and organizational buying behavior as

well as formulating business marketing strategy. Students can apply all this knowledge to analyze and solve practical

management problems in business-to-business environment.

This course is designed to provide students with a systematic approach for B2B Marketing decisions and to give students

practice in the analysis, design, implementation, and control of B2B marketing strategies. It is an applied course in which

the application of B2B Marketing concepts, strategies and methods is emphasized. This course offers solid theoretical

grounding is combined with practical experiences such as internships, industry projects and case studies, ensuring students

with the knowledge and skills required to be successful in this highly competitive environment.

Course Outcomes


CO1 Apply business marketing, know differences in the characteristics between B2B and B2C marketing. K3

CO2 Examine organizational buying objectives, buying process, identify the members of decision-making units and

choose suppliers. K4

CO3 Determine distinctive nature of business marketing channel, know channel design process, learn the role of

supply chain management in business marketing. K5

CO4 Assess pricing and promotion strategies of B2B marketing. It discusses different pricing policies used in

business-to-business marketing and also the communication strategies. K5

CO5 Adapt marketing strategies for B2B marketing. It discusses the assessment of marketing opportunities, market

segmentation and targeting strategies. K6

Course Content:

Unit-1 Overview of B2B Marketing: 10 Lecture hours

Introduction to B2B, – B2C- C2C, marketing, Type of business customers :Classification of industrial products ,and

Industrial services Case: Flipkart Vs Amazon: Vendor Management, Marketing implications for different customers, AND

Product Types, Business Customers Purchasing Orientation ,Environment Analysis in Business Market- Market

Opportunity Identification–Analysis & Evaluation, Product Management: New Product Dev and Business Services,

Changes in product strategy, Branding in business market, Case Study

Unit-2 Organizational Buying Behaviour: 8 Lecture hours

Understand organizational buying objectives. The organizational buying process, identify key members of buying centre,

Model of organizational buyer behaviour, learn of the major factors that influence buyer seller relationships, Customer

Relationship Management Strategies for Business Markets. Case Study

Unit-3 Formulating Channel Strategy 9 Lecture hours

Understand the importance of customer, and supplier involvement in the development of new offerings, Distribution

Channel characteristics, Conditions Influencing channel decisions, E-Distribution, And its impact on existing structures,

Supply Chain & Logistic Integration for Competitive Advantage. Vendor selection and development, Buy-Grid

Framework, Integrated Multi-channel Models. Case Study

Unit-4 Business Marketing Strategies 9 Lecture hours

Pricing; Factor influencing the pricing decision, Pricing Strategies and Pricing policies, Need and Effectiveness of

Communication.; Usefulness of Promotions for Business Products or Services, developing business communication

program, Positioning: Process of Developing Positioning Strategy, B2B form of E-Commerce, Marketing Strategy for E-

Market Place, Integrated Multi-channel, Models. Case Study

Unit-5 Planning, Implementation and Control in Business Marketing: 9 Lecture hours

Assessing Market Opportunities through Strategic perspectives Market segmentation Identify bases used for segmenting

business markets, Target Marketing, Role of marketing in strategic planning, Implementing and controlling marketing

plan. Case Study


1. Hutt, M. D., Sharma, D. & Speh, W. T. (2015). B2B Marketing (11th ed.). Cengage

Learning.

Reference Books

1. Anderson, J. C., Narus, J. A., Narayandas, D. & D.V.R. Sheshadri (2016). Business

market management: understanding creating and delivering value (3rded.). Pearson

Education.

2. Dwyer, R. F., & Tanner, J. F. (2015). Business marketing: Connecting strategy, relationships and learning

(3rd.ed.).New Delhi: Tata Mc Graw Hill Education.

3. Ellis, N. & Sarkar, S. (2015). Business to Business Marketing: Relationships, Networks and Strategies (1st ed.).

Oxford University Press.

4. Krishna Havaldar, Business Marketing: Text and Cases, McGraw Hill Education; 4th edition (1 July 2017

Course Name: CONSUMER BEHAVIOUR


Semester IV

Credits 3

No of Sessions 45

Course Description

The course aims to impart skills in consumer insight – by understanding of the needs and wants which exist as conscious

thought and the deeper, sub-conscious motives that drive human behavior at an implicit level. Theoretical and

technological advances in the field of psychology allow understanding of the inner workings of the human mind thus

making it possible to evaluate opinions, test new products and packaging, make predictions about emerging needs, design

promotion and advertising executions, and conceptualize the marketing strategy in new ways. This course aims to leverage

psychological knowledge to enhance consumer insight, and is based on a consideration of how the brain works, what

factors influence consumer choice, and a critical evaluation of psychological assessment tools. The course also reviews a

range of “levers” that can be used to understand and influence purchase behavior. The course is developed around a model

of human cognition consisting of sequential mental processing steps (e.g., awareness, interpretation, attitude, etc.) that

intervene between the marketing mix (input) and purchase behavior (output). Based on this conceptual framework, the

course covers the major topics of consumer behavior, including attitudes, impulsive vs. deliberative purchase,

psychographic profiling and assessment, brand loyalty, experiential marketing, self and identity, and product satisfaction.

The course uses a mix of large cases, mini-cases, experiential exercises and lectures to advance these concepts

Course Outcomes


CO1 To explain the basic concepts and techniques of psychological processes that drive consumer behaviour so

that effective marketing programmes can be developed. (K2)

CO2 To make them understand the psychological processes that explain the effectiveness of marketing strategy in

terms of impact on consumer behaviour in cross cultural context both local and global. (K4)

CO3 To develop their concept and knowledge on how attitude of an individual affects their consumption behavior.

(K2)

CO4 To understand the influence of Family and other referent groups in shaping consumer behavior and in

designing suitable marketing activities. (K4)

CO5 To discuss the advances in consumer research in order to examine buyer motivation, and behavior, impact

of social and cultural variables on consumption decisions. (K3)

Course Content:

Unit-1 Introduction to Consumer Behaviour 9 lecture hours

Introduction to Consumer Behaviour, Consumer Behaviour and marketing Strategy-Levels of Consumer Decisions -

Models of Consumer Decision -Consumer Buying Decision process and decision rules-Mapping attributes, comparison

of brands, positioning options, product and promotions related strategies-Involvement theory and its applications, Case

study

Unit-2 Consumer and psychological aspects 9 lecture hours

Consumer imagery; Perceived value components, generating attribute lists, mapping methods., Perceptual Mapping &

Positioning: Value perception; mapping perceptions and value perceptions of consumers, Consumer Motivation,

Maslow’s Hierarchy of need, Consumer Motivation: Need identification; Needs & Brand Choice, Theories of Consumer

Personality and Self Concept, Self and Self Image; Image Congruence assumptions, Case study

Unit-3 Psychological aspects in consumer behaviour 8 lecture hours

Consumer Attitude theory; Concept of attitude; Structural Models of Attitude, Consumer Attitude Formation;

Measurement and Modification of Consumer Attitudes, Learning: Elements of consumer learning, learning theories, and

Different learning methods used by consumers and marketers’ use of same., Learning: Learning strength, generalization

and discrimination, schema formation and change, positioning and repositioning, Case Study

Unit-4 Consumer Social, Cultural Settings and Decision Process 9 lecture hours

Family Influences on Buyer Behaviour; Consumer Socialization, Joint Decision making process, influences, Consumption

related roles of different members, needs perceived and evaluation rules, Factors affecting the need of the family, family

life cycle stage and size, Social Class & Social Stratification, Selected Consumer Behavior applications of Social Class;

Reference Groups, Opinion Leaders and Social Influences, Research Paper: Influence of children on family decisions, In-

group versus out-group influences, role of opinion leaders in diffusion of innovation and in purchase process., Culture,

the concept meaning and; Values and beliefs, Rituals, Customs, Tradition, Understanding cultural and sub-cultural

influences on individual, norms and their role, customs, traditions and value system., Cross Cultural Consumer Behaviour;

Cross Cultural Consumer Analysis, Consumers and Diffusion of Innovations; The Diffusion Process; The Adoption

Process: Profiling the Consumer Innovator, Case study

Unit-5 Consumer Research 10 lecture hours

Methods of consumer research, Applications of consumer behaviour knowledge in marketing. Diversity of consumers and

their behaviors, Segmentation; Research Process, Ethics in Consumer Research, Case study


1. Schiffman, L. G., & Kanuk, L. L. (2009). Consumer Behavior. Harlow, England: Prentice Hall.

Reference Books

2. Solomon, M. R. (2013). Consumer Behaviour: Buying, Having, and Being, 10th global edition. Prentice-Hall,

New Jersey.

3. Solomon, M., Russell-Bennett, R., & Previte, J. (2012). Consumer behaviour. Pearson Higher Education AU.

4. Majumdar, R. (2010). Consumer behaviour: Insights from Indian market. PHI Learning Pvt. Ltd..

5. Ramesh, K. (2008). Conceptual Issues in Consumer Behaviour The Indian Context. Pearson Education India.

6. Posavac, S. S. (2015). Cracking the Code: Leveraging Consumer Psychology to Drive Profitability: Leveraging

Consumer Psychology to Drive Profitability. Routledge.

Course Name: MARKETING RESEARCH


Semester IV

Credits 3

No of Sessions 45

Course Description

Marketing research is an important component of managerial decision-making. A wide range of strategic and tactical

decisions for successful run of a firm requires valid and reliable information. The tools and techniques of marketing

research allow managers to obtain valuable information about customers, competitors, and the market environment. It is

imperative that managers understand research methods and data analysis so they can judge the appropriate use of market

research information and understand its decision value.

Course Outcomes


CO1 Understand the significance of marketing research and apply marketing research process to

solve business problems. K3

CO2 Able to define research problem and develop an appropriate research design for solving the

problem. K6

CO3 Analyse data with various univariate statistical techniques that can be used for quantitative

research. K4

CO4 Analyse data with various bivariate statistical techniques that can be used for quantitative

research. K4

CO5 Analyse data with various multivariate statistical techniques and prepare a research

report.K4/ K6

Course Content:

Unit-1 Introduction to Marketing Research 8 lecture hours

Introduction, Meaning of Research, Research Characteristics, Types of Research, Nature and Scope of Marketing

Research, Research Ethics, Contributions of research to theory and practice, Marketing Research Process. Software in

marketing research.

Unit-2 Problem definition, Research Design and Data collection 10 lecture hours

Problem Definition and Problem Identification: Defining research objectives, research questions, Developing a research

approach, Literature Review, Sources of information and scholarly literature, Research Design, Questionnaire designing,

Validity and Reliability testing, Sampling techniques: probability and non-probability; sample size determination, Data

collection methods: Structured and Unstructured questionnaires, interviews, focus groups.

Unit-3 Univariate data analysis 10 lecture hours

Hypothesis –meaning and types, Hypotheses development and testing, Data analysis methods: parametric and non-

parametric tests, Statistical techniques: measure of central tendency, measures of dispersion, skewness, kurtosis, one

sample t-test.

Unit-4 Bivariate data analysis 9 lecture hours

Chi-square test, One way ANOVA, Correlation, Simple linear Regression, scatter plot, homoscedasticity, Mann-Whitney

U Test, Kruskal-Wallis Test.

Unit-5 Multivariate Data analysis and research report writing 8 lecture hours

Two-way ANOVA, Multiple regression, R-square, Adjusted R-square, Multicollinearity, Exploratory factor analysis,

Structural equation modelling, Research report, Report writing, need for writing, Format and Content of report, References

vs Bibliography, styles of referencing.

Text Book:

1. Malhotra, Naresh & Dash, Satya Bhusan, 'Marketing Research: An Applied Orientation', 6th Edition, Pearson,

New Delhi,

Reference Book (s):

1. Kothari, C.R, 'Research Methodology', New Age International Publishers, New Delhi,

2. Gupta S.C. and Kapoor V.K., 'Fundamental of Mathematical Statistics', Sultan Chand Sons,

3. Feinberg, F.M., Kinnear, T. and Taylor, J. R., 'Modern marketing research', Cengage Learning Publication

Course Name: Bottom of the Pyramid Marketing


Semester IV

Credits 3

No of Sessions 45

Course Description

This course will focus on understanding the commercially and socially innovative practices at subsistence marketplaces.

It is expected that the course would help to enhance the understanding about innovative marketing approaches to be used

for the BOP consumers, and/or producers. The pedagogy for this course would comprise of case studies (including video

cases), research articles, presentations and class discussion.

Course Outcomes


CO1 Illustrate characteristics of BOP markets for subsistence consumers welfare, K2

CO2 Apply external environment concept to understand BoP consumers needs, K3

CO3 Identify suitable products for bottom of the pyramid consumers, K3

CO4 Choose the distribution and marketing communication strategies to reach the target

customers, K5

CO5 Create social transformation among the people at the bottom of the pyramid. K6

Course Content:

Unit-1 Introduction to Bottom of Pyramid 9 lecture hours

Introduction to bottom of pyramid, the Nature of the BOP Market, the market development Imperative, Benefits to the

Private Sector, A Philosophy for Developing Products and Services for the BOP, Twelve Principles of Innovation for

BOP Markets, 4As of bottom of pyramid marketing, bottom of pyramid marketing ecosystem, bottom of pyramid

challenges

Unit-2 Bottom of Pyramid Consumer Behaviour 9 lecture hours

Bottom of pyramid consumer behaviour, factors influencing consumer behaviour, product adaption process, segmenting,

targeting and positioning the bottom of pyramid markets,

Unit III: Product and Pricing strategies 9 lecture hours

Product Design for BOP Consumers, BOP as Producer and Entrepreneur, Developing Business Models for Social

Impact at BOP, product decision strategies, product development, building brands, pricing for bottom of pyramid

products and services

Unit IV: Channel and communication strategies 9 lecture hours

Channel management, distribution model in bottom of pyramid markets, communication strategies for bottom of

pyramid markets, developing effective bottom of pyramid communication, CSR sustainability and bottom of pyramid

marketing, Social Enterprises and BOP Marketing

Unit-5 Bottom of Pyramid Opportunities 9 lecture hours

Difference between rural and bottom of pyramid market, Telecommunication, Financial services, and other services in

rural bottom of pyramid market, CSR, Sustainability and BOP Marketing.

Text Book:

1. The Fortune at the Bottom of the Pyramid Eradicating poverty through profits by C.K. Prahalad, Wharton

School Publishing, 2005. (CKP): Textbook for the course.

Reference Book (s):

1. Poor Economics by Abhijit Banerjee, and Esther Duflo; Random House India.

2. Rural Marketing, Pradeep Kshyap, Pearson Education, 3rd Edition, 2017

3. Rural Marketing, Krishnamacharyulu, Lalitha Ramakrishnan, Pearson Education, 2rd Edition, 2016

4. Viswanathan, Madhu, S. Gajendiran, and R. Venkatesan (2008), Enabling Consumer and Entrepreneurial Literacy

in Subsistence Marketplaces, Dordrecht, The Netherlands: Springer.

5. Fighting Poverty Together: Rethinking Strategies for Business, Governments, and Civil Society to Reduce

Poverty by Aneel Karnani.

FINANCE ELECTIVES

Course Name: Managing Banks and Financial Institutions


Semester II

Credits 3

No of Sessions 45

Prerequisite Banking System

Course Description

This course is designed to develop an understanding of financial institutions and financial markets and their relationship

to public policies and management policies. It includes studies of market structure, profit strategies, relationship of

commercial banks and other financial institutions, problems of asset and liability management, and theory of interest and

asset prices.

Course Outcomes


CO1 Examine the workings of banks and other financial institutions with regards to the profitability,

liquidity and solvency. (K2)

CO2 Interpret and delve into bank financial statements and how those statements are used by

managers in determining bank performance. (K3)

CO3 Evaluate the monetary policy and its effects on the financial system with various tools. (K4)

CO4 Analyse the workings of banking institutions and other financial intermediaries that are

equipped with honesty and integrity (K5)

CO5 Analyse the workings of NBFCs and SEBI regarding financial institutions (K5)

Course Content

Unit I: Introduction: Financial Institutions 8 lecture hours

Overview of Changing Financial Institutions, Bank Regulations and Policies, BASEL III Norms, Impact of Government

Policies and Regulations, Organization and Structure of Banking/Financial Industry, Financial Statements of Banks and

their Competitors, Measuring & Evaluating the Performance of Banks

Unit II: Establishing new banks & its management 12 lecture hours

Establishing New Banks, Managing and Pricing Deposit Services, Managing Non-deposit Liabilities, Management of

Capital, Global Banking and the Future, Liquidity of Reserves Management, Risk Management for Changing Interest

Rates, Risk Management: Futures, Options, Swaps, & Hedging, Relationships of Banks with Various Clients, Lending

Operation, Kinds of Credit, Types of Loans, Importance of Credit/Loans ,Bases of Credit, Credit Investigation &

Appraisal, Student Presentation on Lending Operation

Unit III: Central Banking and Regulatory framework 8 lecture hours

The RBI as a Central Bank: Structure, Functions and Working, Reforms and the Current Regulatory Structure ,Essentials

of Monetary Theory: The Classical and Keynesian Theories of Money, Prices and Output, Rational Expectations and

Modern Theories of Money and Income, Conduct of Monetary Policy and Interlinkages, Objectives and Targets of

Monetary Policy, Policy Lags and Intermediate Targets, Rules Vs. Discretion in Monetary Policy & Interlinkages

Unit IV: Money and Capital Market Institutions, Development Banks, and their regulations

9 lecture hours

Money market institutions: Meaning, Role of the Central Bank (RBI) in money markets. Commercial banks: Meaning

and Functions, Indigenous Financial Agencies: Bankers, Moneylenders, Discount houses, accepting houses (only meaning

and features), Capital Market institutions:(Meaning and functions) Merchant Banks, Investment companies, Management

Investment companies, Development banks, Mutual Funds. Special Financial Institutions: Factors for their growth (need),

Objectives and their functions in general IDBI, IFCI, SFCs, ICICI, EXIM Bank of India, Cooperative Banking Institutions:

Meaning, definition, principles, Features and Structure. Case study on working of a development bank

Unit V: NBFCs and its regulatory framework 8 lecture hours

Non-Banking Finance Companies: Meaning, Role and Functioning, Types of NBFC services, Reclassification of NBFCs.

SEBI: Introduction to SEBI ACT 1992, Main Functions of the SEBI, Case study on credit policy of NBFC

Text Books

Elements of Banking; Sethi, Jyotsha, and Nishwan Bhatia, PHI Learning, New

Reference Books:

1. Bhole, L.M., Financial Institutions and Markets, Tata McGraw-Hill, 3rd Edition, 2003

2. Munaleed Harwn, D., Modern Banking: Theory and Practice, PHI Learning Private Limited, New Delhi, India

Course Name: Merger, Acquisition, Corporate Restructuring and Valuation


Semester IV

Credits 3

No of Sessions 45

Prerequisite Accounting, Finance, Taxation

Course Description

This course will present the theories and empirical evidence on corporate control transactions, the process of evaluating

acquisition targets and its application in practice. Findings on the reaction of stock prices to information on control

transactions will be used to analyze the effects of various policy options in such transactions. Strategies of acquisition will

be studied as well as defensive measures against them, their purpose and their consequences. The class will combine

lecture material, case discussion, quantitative and qualitative analyses and discussions of relevant news. There will be an

emphasis on fundamental concepts of valuation and other areas of corporate finance related to M&A as corporate

restructurings. This course is designed to provide students with an understanding of the elements of the process by which

mergers, acquisitions and other corporate restructuring transactions take place. A major focus will be the linkage between

corporate strategy and investment decisions in the transaction process with the objective of increasing shareholder value.

This subject caters to the profile of “Investment Banking”, “Wealth Managers”, in the Consulting companies like Big 4.

The student should be having sound understanding of Accounting, Finance and Taxation.

Course Outcomes


CO1 Use the basic concepts and techniques of corporate restructuring. (K2, K3)

CO2 Identify as to how deal with different legal issues of corporate restructuring (K2, K3)

CO3 Utilize appropriate negotiation and persuasion techniques for the situation of M&A (K3)

CO4 Use the concepts and principles of financial valuation and negotiation in M&A decision

making (K4)

CO5 Evaluate various alternatives to corporate restructuring in the contemporary corporate

world. (K5)

Course Content

Unit I: An Introduction 8 lecture hours

Corporate Restructuring defined in terms of: Merger Consolidation, Acquisition, divestiture, Demerger, Joint venture,

Capital Reduction, Buy-back securities, Delisting, Reasons of Restructuring, Barriers of restructuring , Implication of

corporate restructuring.

Case Study: Tata Steel Acquired Corus

Unit II: Theories & legal issues of corporate restructuring 12 lecture hours

Frederic Trautwein Merger Motive Model :Monopoly theory, Efficiency theory, Valuation theory and their Practical

questions, Raider theory and practical questions, Empire Building theory and practical questions, Major guidelines on

Corporate Restructuring – Companies Act 2013, SEBI Regulations, 1998 on buy back, listing and delisting of shares,

SEBI Regulations, 1997 on Substantial Acquisition of Shares and Takeovers, Provisions of Competition Act 2002 on

M&A

Unit III: Accounting for Amalgamation 10 lecture hours

Friendly Vs Hostile takeover, Takeover tactics, Defenses against takeover, Bid resistance motives and strategies,

Accounting for Amalgamation, Amalgamation in the nature of purchase, Amalgamation in the nature of mergers,

Taxation planning, Set off and carry forward of gains and losses, Case Study

Unit IV: Sources of Finance 9 lecture hours

Cost of defense and its impact, Paying for the acquisitions, Deal structuring and negotiation, Sources of Funds, Modes of

payment, Leveraged Buy Outs, Cost of Capital revisited, Valuation of Companies, Methods of enterprise and equity

Valuation, DDM and DCF Model, Issues in Valuation of Companies, Case study

Unit V: Strategic alliances & Divestiture 6 lecture hours

Strategic alliances, Reverse mergers and de-mergers; Buy-back of shares, Divestiture

Spin-off and split-up, Disinvestment, Debt restructuring, Case Study

Text Books

1 Merger, Acquisitions and Corporate Restructuring Prasad G. Godbole, Vikas Publishing House Pvt. Ltd.

Reference Books:

2 Mergers and Acquisitions Rajinder S. Aurora, Kavita Shetty, Sharad R. Kale Oxford Higher education.

3 Mergers Restructuring and Corporate Control Weston, Chung and Hoag, Prentice Hall.

4 Merger, Acquisitions and Corporate Restructuring Patrick A. Gaughan, Wiley India Pvt. Ltd.

5 Creating Value from Mergers and Acquisitions , Sudi Sudarsanam ,FT Prentice Hall.

6 Takeovers, Restructuring, and Corporate Governance J Fred Weston, Mark L Mitchell and J Harold Mulherin,

Pearson.

Course Name: International Finance


Semester IV

Credits 3

No of Sessions 45

Course Description

International finance (also referred to as international monetary economics or international macroeconomics) is the branch

of financial economics broadly concerned with monetary and macroeconomic interrelations between two or more

countries. International finance examines the dynamics of the global financial system, international monetary systems,

balance of payments, exchange rates, foreign direct investment, and how these topics relate to international trade. The

course provides an analytic framework for understanding how cross-border financing, valuation, risk management, and

https://en.wikipedia.org/wiki/Financial_economics

https://en.wikipedia.org/wiki/Monetary_economics

https://en.wikipedia.org/wiki/Macroeconomics

https://en.wikipedia.org/wiki/Global_financial_system

https://en.wikipedia.org/wiki/International_monetary_systems

https://en.wikipedia.org/wiki/Balance_of_payments

https://en.wikipedia.org/wiki/Exchange_rates

https://en.wikipedia.org/wiki/Foreign_direct_investment

https://en.wikipedia.org/wiki/International_trade

investment decisions are influenced by a variety of factors including exchange rates, legal & tax considerations and

country risk. The course aims to equip students with tools and techniques to understand how firms can create, measure

and sustain value across borders.

Course Outcomes


CO1 Explain the role of multinational corporation in an international business scenario, goals of

MNC and motives and risks of international business

CO2 Describe the background and corporate use of international financial markets and factors

influencing exchange rates

CO3 Discuss the developments in international monetary system

CO4 Explain the various functions involved in managing foreign exchange exposures.

CO5 Apply the currency derivatives concepts to hedge against exchange rate movements and

determine the importance of FDI.

Course Content

Unit I: Introduction to International Finance 9 lecture hours

Meaning, nature and scope of International financial management, International Financial Markets & Institutions, Balance

of Payments and recent developments, Foreign Trade: Meaning, International Financial Environment: Balance of Trade

& Balance of Payments, Less Developed countries & the third world Debt.

Introduction of foreign exchange market in India, Role of RBI. Exchange rates.

Case Study: Hindustan Unilever and Working Capital Challenges(Amit Kumar Arora)

What are the challenges faced by Hindustan Unilever in order to solve its negative working capital problem?

Unit II: Foreign Exchange Markets & FERA and FEMA 9 lecture hours

Foreign Exchange Markets: Exchange positions, trading in foreign exchange, Offshore banking operations, Lending &

borrowing, Euro currencies. Foreign Exchange Rates Determination: Exchange rate mechanism, Direct rates & Indirect

rates, Bid & offered rates, Spot & forward rates, Inter-bank rates, Foreign Exchange Rate Exposures and Measurement:

Trade Finance, Export credits, FCNR & EEFC a/Cs, International leasing, Forfeiting, Counter-trade, External Finance,

ODA, Multilateral agencies, Equity as a source, Offshore market. FERA, FEMA

Presentation cum Activity: Make a list of any credit offered by you or any of your family member. Calculate the average

collection period and interest rate charged along with any delinquency cost.

Unit III: Exchange Control Regulations & Foreign Exchange Regulations 9 lecture hours

Exchange control regulations in India. Risk Management & Interest rates, Types of exposures & risks, Objectives of

Risk Management, Corporate philosophy of exposure, Foreign Exchange regulations and role of regulatory authorities:

Drafts, Mail Transfers & TTs, Collection of Bills of exchange both clean and documentary, Documentary credit as a

method of payment

Unit IV: Mathematics of Exchange rate 10 lecture hours

Exchange rates & world liquidity, World Bank, European union, Mathematics of exchange rates i.e. TT rates – buying

rates & selling rates, spot rates, Hedging, swap, cross currency rates etc., Mathematics of forward contracts & derivatives,

Case studies on FEMA regulations, Accounting for Foreign Operations, A Survey of International Taxation, Tax

Implications of Foreign Activities of an Indian Enterprise, Tax implications of Foreign Activities of Foreign Enterprises

in India, Accounting and Disclosure Norms for Foreign Currency Transactions: Double Taxation Relief’s, Tax Havens

and Multi-national Corporations

https://cb.hbsp.harvard.edu/cbmp/product/W12346-PDF-ENG

Unit V: Accounting and Disclosure Norms for Foreign Currency Transactions 8 lecture hours

An Introduction to Currency Derivatives, Interest Rate & Currency Swaps, Currency Futures, Currency Options, Medium-

& Long-Term International Financing, Eurocurrency Markets, Development Banks and Multilateral Lending Agencies,

Foreign Currency Convertible Bonds/ American Depository Receipts/ Global Depository Receipts/ Foreign Institutional

Investors, Project Finance Instruments Loan Syndication / Guarantees Short term Financing and Current Assets

Management

Text Books

1. Madura, Jeff. (2014). A Textbook of International Financial Management, New Delhi

Reference Books

1. Apte, P.G. (2010). A Textbook of International Financial Management.

2. Bhalla, V. K. (2014). A Textbook of International Financial Management (Text and Cases), New Delhi.

3. Verma, Sumati. (2013). Book on International Finance. Hill, W.L. Charles. (2011). International Business,

Competing in the Global Marketplace

Course Name: Project Appraisal and Finance


Semester IV

Credits 3

No of Sessions 45

Prerequisite Corporate finance

Course Description

This course introduces to Planning & Analysis of projects, Generation and Screening of Project Ideas, Financial

Analysis, Types and Measures of Risk, Social Cost Benefit Analysis, and the methods in applying fundamentals of

project financing; rationale for this type of financing; completion, operating, regulatory, and sovereign risk analysis;

risk mitigation strategies; financing options.

Course Outcomes


Course Content:

Unit I: Planning & Analysis Overview 5 lecture hours

Phases of Capital Budgeting - Levels of Decision Making – Objective, Resource Allocation Framework: Key Criteria

for Allocation of Resource - Elementary Investment Strategies - Portfolio Planning tools – Strategic Position and

Action Evaluation - Aspects Relating to Conglomerate Diversification - interface between Strategic Planning and

Capital Budgeting.

CO1 Know how to manage the flow of project information during the various phases of the project. (K2)

CO2 Be able to manage the various types and sources of risk that are the primary

responsibility of the project supervisor. (K3)

CO3 Understand the role of planning and scheduling project & Study of origin of NGOs, bye-laws, annual report and financial statements. (K4)

CO4 Conduct of feasibility studies and pre-funding appraisal exercise. (K5)

CO5 Development of indicators for monitoring and evaluation of selected projects & Location of

the possible solutions for the problems identified. (K5)

Unit II: Generation and Screening of Project Ideas 10 lecture hours

Generation of ideas – Monitoring, the environment - regulatory framework for projects - corporate appraisal -

preliminary screening - project rating index - Sources of positive NPV qualities of a successful entrepreneur - the

porter model for estimation of profit potential of industries. Market and demand analysis: Situational analysis and

specification of objectives - collection of secondary information - conduct of market survey - characterization of the

market - demand forecasting - market planning. Technical Analysis: Study of Material Inputs and Utilities –

Manufacturing Process and technology - Product Mixes - Plant Capacity - Location and Site - Machinery and

Equipment - Structures and Civil Works - Project Charts and Layouts - Work Schedule.

Unit III: Financial Analysis, Types and Measures of Risk 10 lecture hours

Financial Analysis: Estimation of cost of project and means of financing - estimates of sales and production - cost

of production - working capital requirement and its financing - estimates of working results – breakeven points -

projected cash flow statement - projected balance sheet. Project cash flows: Basic principles of measurement of cash

flows - components of the cash flow streams - viewing a project from different points of view - definition of cash

flows by financial institutions and planning commission - biases in cash flow estimation. Appraisal criteria: Net

Present Value - benefit cost ratio - internal rate of returns urgency - payback period - accounting rate of returns –

investment appraisal in practice, Analysis of Risk, Assessing the Tax Burden.

Types and Measure of Risk - Simple estimation of risk - Sensitivity Analysis - Scenario Analysis, Monte Carlo

Simulation - Decision Tree Analysis – Selection of Project - Risk Analysis in practice. Special Decision Situations:

Choice between Mutually Exclusive Projects of unequal life - Optimal Timing Decision - Determination of

Economic Life - inter- relationships between Investment and Financing aspects - Inflation and Capital Budgeting.

Unit IV: Social Cost Benefit Analysis & Multiple Projects and Constraint 10 lecture hours

Rationale for Social Cost Benefit Analysis (SCBA) – UNIDO Approach to SCBA - Little and Mirle Approach to SCBA,

Qualitative Considerations-Social Cost Benefit Analysis, Contribution to Government Revenue, Political Stability,

Priority and Evaluation of International Competitiveness, Constraints - Methods of Ranking - Mathematical Programming

Approach - Linear Programming Model - Qualitative Analysis: Qualitative Factors in Capital Budgeting – Strategic

aspects Strategic Planning and Financial Analysis - Informational Asymmetry and Capital Budgeting Organizational

Considerations. Environmental Appraisal of Projects: Types and Dimensions of a project - Meaning and Scope of

Environment - Environment – Environmental Resources Values - Environmental impact Assessment and Environmental

Impact Statement.

Unit V: Project Financing in India & Project Management 10 lecture hours

Means of Finance - Norms and Policies of Financial Institutions - SEBI Guidelines - Sample Financing plans - structure

of Financial Institutions in India - Schemes of assistance - term Loans procedures - Project Appraisal by Financial

Institutions. Forms of Project Organization, - Project Planning, Project Control, Human aspects of project Management

- Prerequisites for successful Project Implementation. Network techniques for Project Management - Development of

Project Network - Time Estimation - Determination of critical path - scheduling when resources are limit - PERT and

CPM models - Network cost system (Only Problems on Resources Allocation and resources leveling) Project review

and administrative aspects: Initial review – Performance evaluation - Abandonment analysis - Administrative aspects

of Capital Budgeting - Evaluating the Capital Budgeting System of an organization.

Text Books

1. Prasanna Chandra (2019). Project Preparation Appraisal Budgeting and Implementation (7th ed.). New Delhi.

Tata McGraw

Course Name: Financial Technologies


Semester IV

Credits 3

No of Sessions 45

Prerequisite Basics of Finance, Accounting

and IT

Course Description

The innovative and most cost-effective disruptive financial technology widely known as FinTech has evolved over time

and proved that the companies’ processes, products, distribution, payments, and customer services have improved multi-

fold. Early adaptation of FinTech solutions has enabled the several start-ups, financial service sectors as well as other

diverse sectors of the businesses and industries to achieve and lead an accelerated pace of growth.

To equip MBAs to make wave in the growing tide of FINTECH, the course outline has been prepared to encourage them

to examine and immerse themselves in the nuances of this industry with a know-how and awareness of the processes,

ecosystem and the underlying technologies that they shall come to know through this course in an easy to understand

delivery model

Course Outcomes


CO1 Identify the technologies involved in finance. (K1, K2)

CO2 Demonstrate the impact of technologies in the various area of finance. (K3)

CO3 Distinguish the roles of various players involved in Fintech business (K4)

CO4 Appraise different models involved in it. (K5)

CO5 Examine the opportunities brought in by Fintech in the area of finance. (K4)

Course Content

Unit I: An Introduction 5 lecture hours

Introduction, Technology democratization process, Hype, Market size, Future potential, Fintech essentials: P2P, B2B,

B2C Payment requirement, Players, processes, modes and various charges, Live examples through website demonstration.

Unit II: ABC of Fintech Technologies 11 lecture hours

API, Biometric Blockchain, Big data, Cloud, Brief Front end: Java, Scala, LAMP, Ruby on Rails, Brief on Back End:

AMQP, Map Reduce, Hadoop, Erlang, Memcache, MongoDB, MySQL, HBase Raven, Deep Dive, Cryptography,

Advanced Authentication and Access Control, Public Key Infrastructure, Sandbox etc

Unit III: Rise of Disruptive Technologies 10 lecture hours

Machine Learning, Artificial Intelligence, Wearable, Robotics Process Automation and other emerging technologies

(Biometrics-Aadhar based authentication and Payment Banks, Role of start-ups

Unit IV: Fintech Models 12 lecture hours

Case study: How a little ant challenges Giant Banks? The rise of Ant Financial (Alipay), Fintech Empire and Regulatory

issues, Deep Dive: Fintech Cases, Payments, Online Lending, Robo Advisor, Open Banking

Unit V: Opportunities in Disruption – The Fintech way 7 lecture hours

Using Emerging Technologies, The future of financial services, Innovation through Big Data, API economy, Capstone

Projects

Text Books

1 The FINTECH Book: The Financial Technology Handbook for Investors, Entrepreneurs and Visionaries,

Susanne Chishti, Janos Barberis, ISBN: 978-1-119-21887-6

2 Fintech in a Flash: Financial Technology Made Easy (new edition) Kindle Edition, by Agustin Rubini

https://www.wiley.com/en-us/search?pq=%7Crelevance%7Cauthor%3ASusanne+Chishti

https://www.wiley.com/en-us/search?pq=%7Crelevance%7Cauthor%3AJanos+Barberis

https://www.amazon.in/s/ref=dp_byline_sr_ebooks_1?ie=UTF8&field-author=Agustin+Rubini&text=Agustin+Rubini&sort=relevancerank&search-alias=digital-text

HUMAN RESOURCE ELECTIVES

Course Name: LEADERSHIP AND TEAM BUILDING


Semester IV

Credits 3

No of Sessions 45

Prerequisite Organizational Behavior

Course Description

The objective of this course is to define the concepts and stages of the Leadership and Team Building process

and to introduce the student with working knowledge of skills and techniques of a successful leader and team

builder in corporate restructuring and to make them understand the techniques innovation and creative thinking

for leadership and team building process. The course focuses on to help students master the art of building and

managing teams to actualize team effectiveness.

Course Outcomes

After completing the course, students should be able to

CO1 Generalize the basic essence of organizational leadership and identify the main

characteristics of global leaders.(K2)

CO2 Determine the various theories and styles of leadership including their traits to critically

analyze its implications at the work place. (K3)

CO3 Analyze the leadership developmental mechanism along with the changing environmental

demands in order to cultivate their skills to become effective leaders.(K4)

CO4 Apply creative thinking for leadership and analyze how followers can be more productive.

(K5)

CO5 Assess and appraise the essentials of building and managing teams to actualize team

effectiveness.(K5)

Course Content

Unit I Introduction to Leadership 7 lecture hours

Understanding Leaders and Leadership, Need for leadership; Leaders vs. Managers

Leadership: The Changing Paradigm, Leadership Effectiveness; Leadership Pipeline,

Leadership Skills; Leadership Traits; Intelligence and Leadership, Concepts of power and authority, Influencing Tactics

of a leader, Tactics to becoming an empowering leader

Unit II Leadership theories and styles 12 lecture hours

Trait Theories – Ohio State Studies and Michigan State Studies,Contingencies Theories – Path Goal Theory, Fielder’s

Contingency Theory, Contingency Theories - Vroom-Jago-Yetton Decision Making Model of Leadership,

Transformational Theories - Leadership Participation Inventory, Burns Transformational Leadership Theory, Blake and

Mouton Managerial Grid, Leader Member Exchange, Hershey Blanchard Situational Theory, Types of Leadership-

Transactional, Transformational and Charismatic, Value-based leadership, Authentic leadership , Ethical Leadership,

Situational Leadership, Spiritual and Servant Leadership, Level 5 Leadership, Cross-cultural leadership, Entrepreneurial

Leader

Unit III Developing Leaders for tomorrow 9 lecture hours

Leadership and Motivation: Leadership and Equity

Leadership and Employee Engagement, Leader as a Coach, Leader Succession and it’s process ;Leadership

Developmental Mechanisms, Paradigm shift in Leadership, Process of Leadership Development: Role of Crucibles,

Challenges for a new Leader.

Unit IV Creativity, Innovation and Leadership 7 lecture hours

Steps in creative process; Characteristics of creative leaders, Overcoming traditional thinking as a creativity strategy,

Organizational methods to enhance creativity; Establishing a climate for creative thinking, Recent trends in the domain

of leadership

Case study Determinants of Team Performance; Interpersonal Competence; Team Effectiveness, Case Study: Team

Collapse at Richard, Wood and Hulme LLP – Case Study adapted from HBS premier Case collection

Unit V Essentials of Building and Managing Teams 10 lecture hours

Individual Vs Group Vs Team; Group Development Stages, Understanding Team, Differentiating Groups and Teams,

Making Teams Effective; Fostering Team Creativity-Collective Wisdom, Skills for Team leaders; Facilitating Team

Building, Team Building for Work Teams, Determinants of Group Processes; Building High Performance Teams

Research Paper: A Human Factors Approach to Building High-Performance Multi-Professional , Determinants of Team

Performance; Interpersonal Competence; Team Effectiveness Simulation Exercise Team Building exercises

Contemporary Issues

Text Book

Uday Haldar Kumar, Leadership and Team Building, Pearson Education, 2014

References

J. Andrew DuBrin ,Leadership: Research Findings, Practice & Skills , 7thEdition, South-Western, Cengage

Learning, 2013

Leadership in Organizations Gary Yukl, 8th Edition, Pearson, 2014

Leadership: Theory and Practice Peter G. Northouse, 6th edition, SAGE Publication, 2013

Course Name: Organizational Change and Development


Semester IV

Credits 3

No of Sessions 45


Course Description

This course emphasizes the theories and practices of managing change and the Organizational development Process. This

course examines the forces that have been driving organizations to change and development, explore the dimensions of

change and the approaches of the developmental process. The course also provides students with adequate answers to key

questions. Among these questions: why organizational change is difficult? Why people tend to resist this change? And how

organizations institutionalize change and make it more effective.

Course Outcomes


CO1 Illustrate the basic concepts and models of organizational change and analyze their applicability in

different context. (K4)

CO2 Illustrate the strategic role of change in an organization and describe the application of key concepts

of organizational effectiveness and excellence in change management. (K3)

CO3 Interpret organizational development and organizational diagnosis concepts in order to develop

their skills in developing realistic change management strategy. (K4)

CO4 Determine and relate the organizational development intervention strategies for effective change

management. (K3)

CO5 Infer the role of knowledge management and the essentials of ethics for the organizational change

and development. (K4)

Course Content

Unit I: Fundamentals of Organizational Change 10 lecture hours

Meaning and Importance of Organizational Change, Need for Organizational Change, Types of Change – Planned vs.

Emergent, Developmental, Transitional & Transformational, Key elements for Success in Organizational Change;

Challenges in Implementing Organizational Change, System View of an Organization; Types of Organizational Structure

and Systems, Open System Approach to an Organization; Socio-Technical System Thinking, Business Process Re-

engineering and Change, Process of Change; Features of Organizational Change, Kurt Lewin’s Force Field Analysis -

Resistance to Change, Overcoming Resistance to Change, Kurt Lewin’s Three Stage Process of Change, Burke-Litwin

Model of Organizational Change.

Unit II: Organizational Effectiveness & Leading and Managing Change 8 lecture hours

Organizational Effectiveness & Excellence–Meaning & Importance; Excellence Model of Peter and Waterman Malcolm

Bridge Model for Organizational Excellence, Change through Six Sigma; Change Management- The Skill Requirements;

Change Management Iceberg, Culture and Change; Effective Change Management, Employee Attitudes in Organizational

Change Process, Qualities of Change Agent; Approaches to Change Management.

Unit III: Overview of Organizational Development and Diagnosis 10 lecture hours

Definition & Concept of OD; OD as Action Research Process, Evolution of OD, Characteristics of OD, Steps in OD; OD

in different organizations; Important Triggers for OD, OD & Leadership Development; Role of External Consultant in OD

Processes, OD & Business Process Re-engineering; Organizational Life Cycle Analysis, Objective of Organizational

Diagnosis; The Diagnostic Cycle, Different forms of Organizational Diagnosis; Use of Interviews as a diagnostic Tools,

Observational Methods of Diagnosis, Questionnaire Development for Organizational Diagnosis.

Unit IV: OD Interventions and Strategies 9 lecture hours

Introduction to OD Intervention and Strategies; Nature of OD Interventions, Planning & Design of Interventions;

McKinsey’s 7-S Framework, Harrison’s Model of Diagnosing; Confrontation Meetings, Survey Feedback; System 4

Management, Grid OD Program; Organizational Mirroring, Team Building Intervention; T-Group Training.

Unit V: Contemporary Issues in Organizational Change and Development 8 lecture hours

Knowledge Management - Meaning, Assumptions and Benefits, Knowledge Spiral of Nonaka & Takeuchi, Knowledge

management and Change; Learning Organizations and Benefits, Senge’s Approach; Learning Organizations &

Organizational Change, Ethics in OD; Managing Workplace Diversity, Cross-Cultural Diversity Issues; Globalization and

Organizational Change.

Text Books

1. Organizational Development: Behavioral Science Interventions for organizational Improvement W.L. French,

C.H. Bell and V.Vohra, 6e, Pearson, 2013

Reference Books

1. Organizational Change and Development: Kavita Singh, 2013, Excel Books

2. Organization Change & Development: Dipak Kumar Bhattacharya, Oxford University Press, 2011

3. Organizational Development and Change: Thomas G. Cummings and Christopher G. Worley, 2002, 7e, Thompson

learning- India

4. Organization Development: Interventions & Strategies: S. Ramnarayana, T. V. Rao, K. Singh, 2011, 2e Response

Books, Sage Publications

Course Name: NEGOTIATION AND COUNSELLING SKILLS


Semester IV

Credits 3

No of Sessions 45

COURSE DESCRIPTION

The course is aimed provide knowledge of concepts and issues of negotiation and counselling such that to equip the

students with valuable skills, techniques and strategies in counselling. It is designed to prepare students at developing

analytical and communication skills that are necessary for successful business negotiations. The negotiation is described

as a complex three - stage process which consists of preparation, negotiating and post -negotiation implementation and

evaluation. The course combines both theoretical knowledge of leading negotiation scholars and practical experience

through learning by doing. The students will be engaged in business games, trainings, group discussions and creative

tasks.

COURSE OUTCOMES


CO1 Examine the process of negotiation and to demonstrate how to negotiate effectively in professional and

personal situations. (K4)

CO2 Demonstrate the tactics used for distributive bargaining in real world and how managers can effectively

make use of it. (K3)

CO3 Compare and contrast distributive and integrative situations and illustrate appropriate resolution strategies

thereby emphasizing on Integrative bargaining for better conflict resolution. (K4)

CO4 Determine the role of power in negotiation and how can one gain leverage through power and persuasion

in a negotiated agreement. (K4)

CO5 Illustrate the role of counselling for the employees’ physical, mental, and emotional wellbeing which go

together and recognize counselling as a source of organizational change through understanding processes

and approaches related to counselling. (K3)

COURSE CONTENT

UNIT I: Negotiation Fundamentals 10 lecture hours

An Introduction to Negotiation what it is and why it matters; Five elements of Negotiation: Parties and their interests,

interdependencies, common goals, flexibility, decision making ability; Multi-party negotiation: coalitions, trade-offs,

majority rules, finding consensus, communication; Negotiation process and four steps: Stage 1: preparation: identify all

the issues, set priorities, develop support arguments, Stage 2:Opening session: ground rules, framework of success,

initial offers, posturing; Stage 3: Bargaining: single issue negotiation, multiple issue negotiation; Stage 4: Settlement:

Impasse, third party intervention, the closing; Individual differences :essence ; essence of individual differences; gender

differences and their origins; personality; negotiation styles; Emotions and emotional intelligence; International

negotiations: difference between domestic and international negotiations; culture: definition, outcomes and processes

UNIT II: Distributive Bargaining 6 lecture hours

Distributive Bargaining: Classic distributive bargaining situation; Opening Offer: anchoring and bracketing; Role of

norms: relational norms, fairness norms, reciprocity norms; Counteroffer; Framing positions; Final negotiated price;

tactics of DB; Hardball tactics and dirty tricks

UNIT III Integrative Negotiation _Fundamentals 7 lecture hours

The essence of Integrative Negotiation; Preparation; myths; tactics of IB; use objective criteria to evaluate options; The

categorization method; interest-based bargaining (IBB); integrative bargaining; Integrative Vs Distributive Bargaining;

communications: heart of all negotiations

UNIT IV Power and Persuasion 12 lecture hours

Leveraging power from your BATNA; Believing you have a strong BATNA, convincing others of the strength of your

BATNA, change in BATNA during negotiations; The essence of power and Influence; Leveraging the sources of Power:

Reward power, coercive power- controlling resources, legitimate power- position and authority, expert power-controlling

information, reference power-personal attributes; Tools for persuasive communication: verbal communication, non-verbal

communication, stereotyping and prejudicing, understanding emotions; Persuasion through process: who to influence and

how, shape perceptions of interests and goals, use a negotiating; Ethics: definition; essence of ethics in workplace: causes

of unethical practices;:tactics that commonly raise ethical questions: consequences of unethical behaviour; Closing the

Deal: Agreement Template: put it in writing; clothe closing stage, moving past the stalemate: cognitive, emotional and

process issues; Bargaining Traps: conflict spirals, psychological conflict, ideological conflict and decision making

conflict; Other barriers to agreement, building relationships, renegotiating an agreement;

UNIT V Counselling Stage 10 lecture hours

The Int Introduction to Counselling; Essential Elements of Counselling; Process of Counselling; Developing a

Relationship Defining Problems; Determining Goal; Deciding Plan of Action; Doing the Follow up; Essential Elements

of Counselling; Need for Counselling at Workplace; Psychoanalytic approach; Behaviourist Approach;

Humanistic/Person Centric Approach; Process of Counselling; Developing a Relationship Defining Problems;

Determining Goal; Deciding Plan of Action; Doing the Follow up Contemporary Issues in negotiation and counselling

Text Book

Negotiating Essentials-Theory, Skills, and Practices, Michael R Carrell & Christina Heavrin, 8th Edition (Reprint),

Pearson Education, 2014

Reference Books:

1. Counselling Skills for Managers, Kavita Singh, 2nd edition, PHI Learning Private Limited, 2015

2. Negotiation & Counselling (Text and Cases), B.D Singh,1st Edition, Excel Books, 2010

3. Negotiation Lewicki J. Roy, Saunders M. David, & Barry Bruce, 7th Edition, McGraw Hill, 2019

Course Name: Cross Cultural Management


Semester IV

Credits 3

No of Sessions 45


Course Description

Cross cultural management is a concept of finding out how to assess the impact of culture-whether national or

organizational or institutional on the performance of the firm. The ability to manage cross- cultural interactions,

multinational teams, and global alliances has become fundamental to managing in today’s globalized world. Managing

diverse workforce competently is considered by some people as a means of gaining competitive advantage over other

firms. Culture can be defined as a patterned way of thinking, feeling, and reacting that exists within a group whether it is

a profession or a society. The tangible aspects of culture are food, dress, music, dance etc while the intangible aspects

include beliefs, norms, values etc. At the institutional level, the size of the organization, the type of industry, corporate

culture, and function play an important role.

Your cultural intelligence is the key to attain success in the international arena. This course will help to develop abilities

to deal with multicultural differences posing challenges, by recognizing cultural differences in the global environment.

Course Outcomes


CO1 Interpret the complexity associated with managing human resources in a global context and to

compare how cultural differences impact management of people in MNC’s. (K3)

CO2 Illustrate different HR functions and staffing approaches used at international level with the

knowledge of expatriate system (K3)

CO3 Compare the differences in communication that exists across cultures and analyze the cultural

and ethical differences affecting negotiation process. (K4)

CO4 Analyse the competencies required for a global manger to be effective in a culturally dynamic

world and to determine the challenges of motivating and leading employees across different

cultures and nations in international organizations. (K4)

CO5 Appraise different challenges and critical issues pertaining to multicultural environment in

global organizations. K5

Course Content

Unit I: Introduction to Cross Cultural Management 11 Lecture hours

Culture- Meaning and concept; Determinants of Culture, Levels of Culture, Layers of Culture Globalization- linkages to

international interactions, Importance of cross-cultural Management, Dimensions of culture, Edward Hall Model, Geert

Hofstede Model, Trompenaars 7 dimensions of Culture, Culture and Management Styles in Selected Countries;

Similarities and differences - Doing Business in China, Russia, India, France, Arab Countries

Unit II: International Assignments and Expatriate Management 11 lecture hours

HRM in Globalized world; factors influencing IHRM, Staffing policies- approaches to IHRM; Selection criteria and

procedure for International assignment, Influence of culture on Compensation packages, Guidelines for Training in across

cultures, IHRM and managing diverse Cultural workforce; Reasons for using Expats, Factors influencing the success of

foreign assignment, Reasons for declining foreign assignment, Challenges faced by Expats, Expat failure & Repatriation

Unit III: Communication, Negotiation and Ethics across Cultures 9 lecture hours

Managing Cross-Cultural Communication-Business communication across cultures. Barriers to intercultural

communication; Language and culture; Non-verbal communication and culture. Negotiation process; Cultural differences

affecting negotiation; Negotiation styles in different countries; Negotiation strategies across cultures. The social

responsibility of MNC’s, Ethics in Global Management,

Unit IV: Motivating and Leading global teams in International Context 9 lecture hours

Global Business Teams-meaning, purpose and diversity, Impact of culture on group development, Challenges faced by

global teams, Global Manager Developing competencies for global managers, Cultural influences on motivation,

Leadership, and culture, Current Theories of Motivation, Indian motivation theories, Theories of Leadership, and their

Global relevance Japanese Leadership studies, Leadership styles in Europe, South-east Asia and Middle East.

Unit V: Contemporary Issues in Cross Cultural Management 5 lecture hours

Women as international Managers., Team Leadership: Leadership for Today’s Multicultural, Virtual, and Distributed

Teams, Cross cultural issues in knowledge management, Developing intercultural competency with a focus on higher

education

Textbooks

1. Cross Cultural Management, Price and Browaeys, 3rd edition, Pearson Education

Reference Books

1. International Management: Culture, Strategy and Behaviour, Fred Luthans, Jonathan Doh 10th edition, MGH

Publication

2. International Management: Managing across borders and cultures, H Deresky, 9th edition, Pearson Education

3. Critical Issues in Cross Cultural Management, : Wildman, Jessica L., Griffith, Richard L., Armon, Brigitte K.

(Eds.), Springer

4. Cross Cultural Management, concepts, and cases; Shobhna Madhavan, 2nd t edition, Oxford University Press

Course Name: TALENT MANAGEMENT


Semester IV

Credits 3

No of Sessions 45


Course Description

Organizations around the world are remodeling themselves as they respond to the challenges presented by the global

economy. Success in today’s competitive business environment is increasingly a result of effective human resource.

Structure and technology can be easily duplicated. The factor that can set apart an organization, whether in manufacturing

or services, or in the private or public sector – is its people. The highest investments are rooted in the organization’s talent

creed and each person’s potential for contributing to organizational success now and in the future. This course is designed

to help you better understand the theory, processes, and practices of Talent management: identifying, selecting, developing

and retaining top talent within the organization. This course presents a comprehensive overview of how to effectively

develop a talent management strategy.

Course Outcomes


CO1 Utilize the principles of talent management to address issues related to employee acquisition

in the organization. (K3)

CO2 Apply the principles of succession planning in mapping out employee growth. (K3)

CO3 Interpret the relevance of the compensation and other related issues have on an organization’s

overall talent management policy. (K3)

CO4 Evaluate the effectiveness of an organization’s talent management integration with the training

and development strategies. (K5)

CO5 Identify the relationship between the organization’s culture and its impact on employee

management. (K4)

Course Content

Unit I: Introduction to Talent Management 9 Lecture hours

Talent Management: Meaning, Importance and objectives, Principles of Talent Management, Types of Talent, Importance

of Talent management to organizational survival, Talent management systems, Talent Acquisitions- Meaning, process

and Objectives, Identifying Competencies for Acquisitions

Unit II: Talent Management and Succession Planning 11 lecture hours

Succession Planning: Meaning, Objectives and Importance, designing a succession planning program, determining every

employee’s potential for Career growth, How to use career development to encompass all employees, Integrating both

succession planning and career planning for talent management, Building a talent reservoir through diverse groups.

Unit III: Performance Systems and Talent Management 10 lecture hours

Performance Management Systems-Meaning and process, Designing a Talent driven Performance Management System,

Selecting the right Performance Appraisal Method, Improving performance through Performance appraisal Methods,

Understanding the Linkages between Compensation and Talent Management, Using rewards to retain employees, Using

incentives to retain employees

Unit IV: Training and Development and Talent Management 9 lecture hours

Training, Development and Coaching: Meaning and Importance, identifying development needs of your employees,

developing top employees: Principles and Methodologies, Using Coaching for building Relationships and Talent,

Integrating Coaching, Training and Development for Talent Management

Unit V: Organizational Culture and Talent Management 6 lecture hours

Employee Engagement, generating engagement influence, establishing a culture of talent management, Linking Culture

and Talent Management, Contemporary issues and challenges in Talent Management

Textbooks

1. The Talent Management Handbook: Berger and Berger, McGraw Hill (2017)

Reference Books

1. Talent Management’ Process of Developing and Integrating skilled workers, Ravinder Shukla. Global India

Publications Pvt. Ltd. (2013)

2. The Talent Powered Organization, Cheese, Peter, Robert J Thomas and Elizabeth Craig, Kogan Page Ltd.

Course Name: Performance Management Systems


Semester IV

Credits 3

No of Sessions 45

Prerequisite OB, HRM, Competency Mapping

Course Description

This course is designed to prepare students to assess and evaluate employee performance facilitating the effective delivery

of strategic and operational goals. There is a clear and immediate correlation between using performance management

programs and improved business and organizational results. To stay ahead of the competition, it is imperative that

organization leverage on performance management system by developing a committed, confident, loyal, hardworking,

motivated, engaged and resilient workforce. As managers or as employees, students will encounter issues ranging from

the individual level to the group level and the organizational level, and they will need to be aware of how these areas fit

into their working life.

Course Outcomes


CO1 Discuss the purposes and various models of performance management and cycle to identify

right Performance evaluation metric (K2)

CO2 Select and explore the component of performance planning for establishing linkage between

strategic and performance planning.(K3)

CO3 Analyze and develop performance dimensions, standards and methods for designing

appraisal forms. (K4)

CO4 Examine various techniques of monitoring performance management systems. . (K5)

CO5 Assess and explain the role of performance counselling and discuss Contemporary issues in

Performance management. . (K5)

Course Content

Unit I: Introduction to Performance Management 10 lecture hours

Objectives and principles of Performance Management – Strategic, administrative, informational, developmental;

Characteristics and elements of effective of PM; Performance appraisal vs. performance management, Imperatives and

challenges of Performance Management; Integration with other HR and development activities; Theoretical framework

of performance management – Goal Theory and Organizational Justice theory and its application in Performance

management

Unit II: Performance Management System and Process 8 lecture hours

Objectives & functions of Performance Management Systems, Models of PMS – Competency based, Electronic

Performance Management; Prerequisites of Performance management process; Objectives and characteristics of

Performance Planning; Process of Performance Planning – Setting performance criteria, principles of setting performance

criteria; Barriers to performance planning, evaluating the performance planning process, linkage of competency mapping

to performance planning; strategic planning and performance management

Unit III: Module III Defining and Measuring Performance 10 lecture hours

Determinants of Performance, Approaches to measuring performance – Trait, Behaviour, and result; Measuring Results;

Measuring Behaviours; Gathering Performance Information – Appraisal Forms, Characteristics and Principles of appraisal

Forms; Designing Performance appraisal form; Methods of Performance Appraisal – Traditional and Modern; Alternative

models for Assessing Performance – Balance Scorecard, EFQM Model, Outcome Metrics – Economic Value Added

(EVA); Common rating errors, model for rater motivation

Unit IV: HR Performance Monitoring and Employee Development 10 lecture hours

Importance and Process of performance monitoring, Ongoing mentoring and protégé development, Personal development

plans, Method and process of 360-Degree Feedback Systems; Managing Team Performance – types of teams and

implications of performance management; Building and leading High-performance teams; Learning Organization and

performance management

Unit V: Performance Counselling and Contemporary Issues 7 lecture hours

Process of Performance review and counselling, Guidelines on performance counselling, Performance counselling skills.

Contemporary issues in Performance Management – Reward for performance, challenges of linking performance and

rewards, Ethics in performance management, Future role of HR professionals in Performance management in Knowledge

millennium

Text Books

1. Aguinis, H. (2020). Performance Management. Pearson Education, India.

Reference Books

1. Kohli, A.S. & Deb, T. (2019). Performance Management. Oxford University

2. Nelson L. Debra, Quick, J. C. and Khandelwal, P. (2019). Organizational Behavior -. Cengage Learning.

3. Luthans, Fred (2020). Organizational Behavior. Tata Mc.Graw Hill, India.

4. Steven McShane; Mary Von Glinow (2019). Organizational Behavior, 9th Edition, Tata Mc Graw Hill, India.

INFORMATION TECHNOLOGY ELECTIVES

Course Name: Web Analytics


Semester IV

Credits 3

No of Sessions 45


Course Description

The course introduces students to concepts and techniques for designing and implementing a web analytics program for

organizations. With a significant focus on application of knowledge, this course provides students hands-on experience in

using tools and technologies to successfully deploy a web analytics program. Also included in the discussion are ways to

measure the effectiveness of digital channels and campaigns.

Course Outcomes


CO1 Understand the application of Web Analytics in online business. (K2, K3)

CO2 Examine the application of web analytics and the process of using the insights (online data) to

make strategic and operational decisions. (K3)

CO3 Understand usage of the website and to be able to suggest improvements in the design of a

website and knowledge of Search Engine Optimization techniques. (K3, K4)

CO4 Apply the knowledge of starting a new successful website. (K4)

CO5 Apply the concept and usage of latest Analytics tools to apply concepts of web analytics. (K4,

K5)

Course Content

Unit I: Introduction and Fundamentals of Web Analytics 9 Lecture Hours

Evolution of Web Analytics, Collecting online data, Web analytics driven decision making, Capturing data, Selection of

optimal Web Analytics tool, Understanding the quality of data, Foundational metrics and standard reports

Unit II: Web data analysis and Search analytics 10 Lecture Hours

Designing and implementing foundational reports - Top Referring URLs and Top Key Phrases, Designing and

implementing foundational reports - Top Referring URLs and Top Key Phrases, Click Density, Site Overlay, Site Bounce

Rate, Performing internal site search analytics, Search Engine Optimization, Measuring SEO efforts, Analyzing Pay Per

Click (PPC) and click through effectiveness, Learning PPC reporting best practices

Unit III: Website Experimentation and Testing 8 Lecture Hours

Rationale for website testing, what to test, Designing and executing a good experimentation and testing program,

implementing the key ingredients for every testing program, various tools available for website testing

Unit IV: Web Intelligence and Web 2.0 Analytics 10 Lecture Hours

Competitive traffic Reports - Share of visits by industry segment, Upstream and downstream traffic against competition,

Competitor traffic by media mix, Search engine reports- Share of search and search keywords, Share of brand and category

keywords, Search keyword funnels and keyword forecasts, Keyword expansion tool, Demographic and Psychographic

reports, Web 2.0 Analytics, Measuring the success of Rich Interactive Applications (RIAs), Measuring the success of RSS

Unit V: Advanced Web Analytics concepts 8 Lecture Hours

Introduction to Advance Web Analytics, Introduction to Digital Analytics, web analytics strategy, measuring the site

abandonment rate metric, impact of campaigns, metric, of impact of campaigns, Managing Analytics, Conversion Rate,

Real Time Data, Standard KPIs, path analysis and Challenges, Making your analysis and reports connectable

Text Books

Avinash Kaushik,"Web Analytics-An Hour a day ". Wiley Publishing Inc.

Reference Books

Brian Clifton. "Advanced Web Metrics with Google Analytics ".Wiley Publishing Inc

Web Analytics 2.0-The Art of online Accountability and Science of Customer, Avinash Kaushik, Wiley Publishing, Inc

Course Name: Application of Cloud Computing in Management


Semester IV

Credits 3

No of Sessions 45


Course Description

This course provides a hands-on comprehensive study of Cloud concepts and capabilities across the various Cloud service

models including Infrastructure as a Service (IaaS), Platform as a Service (PaaS), Software as a Service (SaaS), and

Business Process as a Service (BPaaS). PaaS topics cover a broad range of Cloud vendor platforms including AWS,

Google App Engine, Microsoft Azure, Eucalyptus, OpenStack and others as well as a detailed study of related platform

services such as storage services that leverage Google Storage, Amazon S3, Amazon Dynamo, or other services meant to

provide Cloud resources management and monitoring capabilities. The SaaS and PaaS topics covered in the course will

familiarize students with the use of vendor-maintained applications and processes available on the Cloud on a metered

on-demand basis in multi-tenant environments. The course also covers the Cloud security model and associated challenges

and delves into the implementation and support of High Performance Computing and Big Data support capabilities on the

Cloud.

Course Outcomes


CO1 Understand the fundamentals and essentials of cloud computing to solve business problems.

(K2, K3)

CO2 Apply and evaluate impact of cloud on various legal, ethical, security and societal issues

involved (K3)

CO3 Analyze and evaluate different cloud models as per business need and projects.. (K3, K4)

CO4 Apply and evaluate knowledge of important cloud computing driven commercial systems such

as Google Apps for decision making. (K4)

CO5 Create and design problem solving capability using cloud computing services and tools in their

real time scenario. (K4, K5)

Course Content

Unit I: Introduction to Cloud Computing 9 Lecture Hours

Introduction to cloud computing, Evolution-cloud computing, features of cloud computing,

Hardware, Internet, software, virtualization, Web services of cloud, Infrastructure as a service, Platform as a service,

SaaS model

Unit II: Implementation and control 9 Lecture Hours

Privacy and its relation to Cloud-based Information Systems, Security in the Cloud, Research paper on security and

Privacy in cloud computing, Common Standards in the Cloud, End-User Access to the Cloud Computing, Legal and

ethical dimensions, legal issues with cloud implementation, case discussion

Unit III: Cloud computing for managers 10 Lecture Hours

use of cloud for managers, centralizing Email Communications – Collaborating on Schedules, To-Do Lists, managing

contact lists, online Community development, online collaboration tools for projects, Cloud computing for business, Case

study on Healthcare business of Net magic through cloud computing

Unit IV: Application of cloud services 9 Lecture Hours

Applications – Online Planning and Task Management, Event Management, CRM- Cloud service development tools,

word processing, databases and storing and file sharing on cloud, Case Study on Google Maps-Google Cloud

Unit V: Virtual Office Management 8 Lecture Hours

Web-based communication tools, Web Mail Services –Web Conference, Tools –Social Networks and Groupware –

collaborating via blogs and Wikis, IBM, Amazon EC2, Google Apps for Business, Salesforce.com discussed through

Research paper on Salesforce.com

Text Books

Cloud Computing Implementation, Management and Security, John W. Rittinghouse and James F. Ransome, 13th Edition

Reference Books

1. Cloud Computing Implementation, Management and Security”, 2010, CRC Press, Taylor & Francis Group, Boca Raton

London New York

2. Cloud Computing – Insights into new era infrastructure, Kumar Saurabh, Wiley India, 2nd Edition, 2012

Course Name: Software Project Management


Semester IV

Credits 3

No of Sessions 45

Course Description

The course is designed to provide the students with a fundamental understanding of Software project management. A

Software Project is the complete procedure of software development from requirement gathering to testing and

maintenance, carried out according to the execution methodologies, in a specified period of time to achieve intended

software product. All such business and environmental constraints bring risk in software development hence it is essential

to manage software projects efficiently. Software project management is essential to incorporate user requirements along

with budget and time constraints.

Course Outcomes


CO1 Understand basic concepts of project management to perform better software project planning.

(K2, K3)

CO2 Apply concepts of project life cycle and effort estimation. (K3)

CO3 Apply various concepts of project activity planning and risk management. (K3, K4)

CO4 Analyze concepts of controlling project management to solve business complex problems.

(K4)

CO5 Design and apply concepts of staffing in software projects to solve complex problems. (K4,

K5)

Course Content

Unit I: Project Evaluation and Project Planning 9 Lecture Hours

Importance of Software Project Management, Activities Methodologies – Categorization of Software Projects, Setting

objectives – Management Principles, Management Control, Project portfolio Management, Cost-benefit evaluation

technology – Risk evaluation, Strategic program Management, Stepwise Project Planning

Unit II: Project Life Cycle and Effort Estimation 10 Lecture Hours

Software process and Process Models, Choice of Process models, mental delivery, Rapid Application development, Agile

methods- Extreme Programming – SCRUM, Managing interactive processes, Basics of Software estimation, Effort and

Cost estimation techniques – COSMIC Full function points, COCOMO II A Parametric Productivity Model – Staffing

Unit III: Activity Planning and Risk Management 10 Lecture Hours

Objectives of Activity planning, Project schedules, Activities, Sequencing and scheduling, Network Planning models,

Forward Pass & Backward Pass techniques, Critical path (CPM) method, Risk identification, Assessment, Monitoring,

PERT technique, Research paper: Handout, Monte Carlo simulation, Resource Allocation, Creation of critical patterns –

Cost schedules

Unit IV: Project Management and Control 8 Lecture Hours

Framework for Management and control, Collection of data Project termination, Visualizing progress – Cost monitoring,

Earned Value Analysis, Project tracking – Change control, Software Configuration Management, Managing contracts,

Contract Management

Unit V: Staffing in Software Projects 8 Lecture Hours

Managing people – Ethical and Programmed concerns, Organizational behaviour, Best methods of staff selection,

Motivation, The Oldham-Hackman job characteristic model, Working in teams – Decision making, Team structures –

Virtual teams, Communications genres – Communication plans, Recent development SPM: Through research paper,

Project Presentation

Text Books

Software Project Management by Bob Hughes, Mike Cotterell and Rajib Mall – Fifth Edition, Tata McGraw Hill, New

Delhi, 2012.

Reference Books

1. Effective Software Project Management by Robert K. Wysocki– Wiley Publication 2018

2. Software Project Management by Walker Royce: - Addison-Wesley

Course Name: Data Visualization


Semester IV

Credits 3

No of Sessions 45

Course Description

Visualization provides one means of combating information overload, as a well-designed visual encoding can supplant

cognitive calculations with simpler perceptual inferences and improve comprehension, memory, and decision making.

Furthermore, visual representations may help engage more diverse students in the process of analytic thinking. In this

course we will study techniques for creating effective visualizations based on principles from graphic design, visual art,

perceptual psychology.

Course Outcomes


CO1 Understand the role and various techniques/standards of data visualization in Business

functions.

CO2 Apply the data visualization tool -Tableau

CO3 Analyze the Data in Marketing, HR, Operations, Finance and e-commerce & telecom domain

for predictions and decision making.

CO4 Illustrate the advanced forecasting techniques through visuals using Tableau and R.

CO5 Apply Dashboard and storyboard to create interactive data visualization

Course Content

Unit I: Introduction to Data Visualization 9 Lectures hours

Introduction to Data Summarization & visualization • Need of visualization and visualization types • Understanding

visualization context and accordingly select the visual types • Cognitive vs Perceptual Design Principles, Visualization

Design Principles & Standards (Best Practices) • Visualization Challenges • Ineffective vs Effective Visuals •

Visualization Data Models & variables,

Unit II: Data Visualization and Tableau 9 Lectures hours

Visualization Tools • Introduction to the data visualization software Tableau • The Tableau Interface • Distributing and

Publishing on Tableau • Getting Started with Tableau, Managing Metadata • Establishing data connections in Tableau •

Importing data in Tableau • Tableau data types • Data Preparation with Text and Excel Files • Preparing tables for analysis

in Tableau • Exploring Tableau tools

Unit III: Visual Analytics 9 Lectures hours

Introduction to Visual Analytics • Drill down the Hierarchies • Sorting, Grouping & Creating Sets in Tableau • Case

Study Analysis with Tableau – How to analyze sales data, environment data with tableau? • Filters & Parameters • Table

calculations (Quick & Custom) • Mapping with Tableau (geocoding, custom mapping, dual mapping etc.) • Data

Visualization case studies from Marketing, HR, Operations, Finance and e-commerce & telecom domain, Expert

Interaction – Data Visualization in Marketing, HR, Finance and e-governance

Unit IV: Forecasting 9 Lectures hours

Advanced Calculations • Aggregation, Granularity, and Ratio Calculations • Date & Time, Logic, String, Time, Number

calculations • Fixing incorrect sorts • Integrate R & Tableau • Charts & Graphs - Bollinger, Bump, Control, Funnel,

Forecasting, Clustering and Time series analysis • Mapping and geo-mapping • Editing Unrecognized locations • Spatial

Files • Custom Geocoding • Web Authoring

Unit V: Dashboard & Storyboard 9 Lectures hours

Dashboards & Storyboards • Introduction to Dashboards • Formatting Tooltips, Trend lines, Reference Lines • Excel vs

Tableau Dashboard distinction • Creating first Dashboard in Tableau • Creating Interactive dashboards • Designing and

Publishing Dashboards • Introduction to business storyboard

Text Books

1. The Visual Display of Quantitative Information (2nd Edition). E. Tufte. Graphics Press

2. Tableau Your Data! Fast and Easy Visual Analysis with Tableau Software Daniel G. Murray et al.

Reference Books

1. Handbook of Tableau Methods

2. D'Agostino M., Gabbay D., et al. (eds.)

Course Name: Knowledge Management and Information System


Semester IV

Credits 3

No of Sessions 45

Prerequisite Basic concepts of computers and Information System

http://b-ok.xyz/g/Daniel%20G.%20Murray%20et%20al.

Course Description

The objective of this course is to prepare students to understand the current theories, practice tools and techniques in

knowledge management (KM) to deal with the challenges with the organization and management of knowledge. This

course addresses contemporary issues in managing knowledge, intellectual capital and other intangible assets by

discussing the fundamental concepts of knowledge and its creation, acquisition, representation, dissemination, use and re-

use, the role and use of knowledge in organizations and institutions, KM systems and its application in knowledge

generation and transfer, and in the representation, organization, and exchange of knowledge, knowledge codification and

system development, its testing, KM tools and portals, and finally ethical, managerial and legal issues in knowledge

management.

Course Outcomes


CO1 Understand role played by effective knowledge management and knowledge economy in any

organization. (K2, K3)

CO2 Apply basic concepts of Knowledge Economy of to understand and create knowledge

management Model for various software projects. (K3)

CO3 Create and Understand knowledge framework of various business strategies of decision

making. (K3, K4)

CO4 Understand the concept of knowledge mapping and its models. (K4)

CO5 Understand and apply latest tools of knowledge management to solve complex problems. (K4,

K5)

Course Content

Unit I: Introduction to data, Information and Knowledge 10 Lecture Hours

Emergence of knowledge Economy demanding knowledge driven strategic approach to business, Management and need

of becoming a learning organization, Data, information, knowledge, Business Intelligence, Types of knowledge, Tacit

and Explicit knowledge, Knowledge a Strategic Resource and Business benefits of knowledge

Unit II: KM - Introduction, Design and Architecture 9 Lecture Hours

Knowledge Management and Management cycle, SECI Model and DKCU system, Business case for knowledge

Management and Alber’s Framework, Generic Model of Knowledge Management System, Challenges in developing

KMS, Case Study on ICT for Human Capital Development, KM system Design and Architecture, Knowledge

Construction Architecture, Implementation of KMS

Unit III: Knowledge Management for Business Strategy 9 Lecture Hours

KM for Business strategy and Knowledge Link, A Knowledge Strategy Framework, Validation of knowledge through

Knowledge Models, Creation and Acquisition of knowledge, Knowledge Acquisition Techniques(KAT)

Unit IV: KM to transfer, Measure, Capitalize and Control 8 Lecture Hours

Knowledge Transfer and Sharing, Knowledge Mapping, Knowledge Asset, Intellectual Capital and Property, Skandia

Model for Measuring Intellectual Capital, Successful implementation of KM initiative

Unit V: Tools and Technology for KM Implementation 9 Lecture Hours

ICT, UCT, Wi-MAX Technology, Groupware Technology, Data warehouse and Data mining for Knowledge Search,

Search Engines and Intelligent Agents, Knowledge Portal ,knowledge Products, Search Engine Optimization techniques,

real world applications of knowledge management systems.

Text Books

Knowledge Management: Tata Mc Graw Hill Education Private Ltd. By Waman S Jawadekar

Reference Books

1. ERP Demystified by Alexis Leon, 2007, TMHE-Business and E-Commerce Management by Dave Chaffey, Pearson,

3rd Ed

2. Coping with Continuous Change in the Business Environment: Knowledge Management and Knowledge Management

Technology by Derrick Kourie, Retha Snyman, and Antonie Botha

OPERATIONS ELECTIVES

Course Name: Operations Research Applications


Semester IV

Credit 3

No of Sessions 45

Course Description

Operations Research (O.R.) is a problem solving and decision taking technique. It is considered a kit of scientific and

programmable rules which provides the management a “quantitative basis” for decisions concerning the operation under

its control. Quantitative basis for decision making is provided to managers by O.R. it enhances a manager’s ability to

make long range plans and to solve the routine problems of running a enterprise/concern OR is a systematic and logical

approach to provide a rational footing for taking decisions. Operation research, like scientific research is based on

scientific methodology which involves following steps. O.R. Applications will enrich the knowledge to think optimal

direction so as to take best action in every action performed in business.

Course Outcomes

CO1 Demonstrate the Job Sequencing concepts in business.

CO2 Solve the problems in different industry using Simulation.

CO3 Determine the queuing problems and solve the industry based problems.

CO4 Identify the maintenance and replacement situations and obtain the optimum solution.

CO5 Develop the DEA for different applications in business.

Course Content

Unit I: Introduction & Job Sequencing 12 lecture hours

Introduction to Job sequencing, Notations, Johnson’s Rule for n jobs through 2 machines, n jobs through three machines,

applications, Sequencing rules – FCFS (First Come First Serve), SPT (Shortest Processing Time), CR (Critical Ratio).

Unit II: Simulation Theory 10 lecture hours

Introduction to simulation, Types of Simulation, Steps in Simulation Process, Advantage and Disadvantage, Random

Numbers, Application on – Inventory problems, queuing problems, investment problems, maintenance problems, PERT

problems

Unit III: Queuing Theory 10 lecture hours

Introduction to queuing theory, structure of queuing system, queue discipline, calling population characteristics,

Distribution of Arrival, Distribution of Service (Departure), Distribution of Service Time, Single Server queuing model –

M/M/1/∞. Practical Applications

Unit IV: Replacement and Maintenance Model 7 lecture hours

Introduction to Replacement theory, Types of failure – gradual failure, sudden failure, replacement of items – efficiency

deteriorates with time, replacement of items – completely fail – individual replacement policy, Group replacement policy.

Unit V: Data Envelopment Analysis 6 lecture hours

Introduction to DEA (Data Envelopment Analysis), Formulation of the problem, Application in hospital industry, Hotel

Industry, Investment, Game Theory, Solution by Solver.

Text Books

1. Operations Research by JK Sharma

Reference Books

1. Optimization in Operations Research by Ronald L. Rardin; Pearson Publication

2. Introduction to Operations Research by Hiller and Lieberman; McGraw Hill

3. Quantitative Techniques in Management by ND Vohra

Course Name: OPERATIONS STRATEGY


Semester IV

Credits 3

No of Sessions 45

Course Description

In the present dynamic business environment, operations division plays a critical role in the success of an organisation.

Operations strategies drive a company’s operations, the part of the business that produces and distributes goods and

services. Operations strategy underlies overall business strategy, and both are critical for a company to compete in an

ever-changing market. With an effective ops strategy, operations management professionals can optimize the use of

resources, people, processes, and technology. This course aims to cover topics in operations strategy, one of the key

functional level strategies that enables an organisation in achieving competitive advantage and accomplish its long term

organisational goal. The objective of the course is to enable students develop and implement appropriate operations

strategy based on situations. Students will be taught theoretical concepts, examples from industries and provided with

case studies for class discussion.

Course Outcomes


CO1 Understand the basic concepts of the Operations strategy in service and manufacturing and apply the process

of developing operations strategy. K4

CO2 Analyse the key elements in opaerations and demonstrate the different decision categories.K4

CO3 To analyze the capabilities of organization and devlop appropriate strategies. K4

CO4 Understanding globalization and outsourcing for better service quality and apply models for Gaining advantage

in a global environment. K4

CO5 Develop MRP-I and MRP-II for business organization.K6

Course Content:

Unit I: Basic Concepts of Operations Strategy 9 lecture hours

Introduction –Strategy & its importance, Strategic Management process, Relationship between business strategy and

operations strategy, Operations strategy for particular business strategies, Co-ordination between different functional

strategies, Developing an operations strategy.

UNIT 2: Key Elements and Decision Categories in an Operations Strategy 9 lecture hours

Frameworks for strategy and the decision category approach, Structural and Infrastructural decisions, Value chain

analysis and operations decisions, Value chain dynamics – Lessons from auto industry, Vertical integration and

outsourcing, Business processes, Facilities strategies and globalization, Lean Operations, Sourcing and supplier

management.

Unit 3: Capabilities and Different Approaches to Operations Strategy 9 lecture hours

Capacity strategy: How to make decisions on capacity and capacity expansion, Competing on quality: Sources of quality

and different measures of quality, Competing on cost versus competing on availability, Competing on cost versus

competing on features and innovativeness, Competition in the select industries: Improving cost, quality and availability,

UNIT4: Gaining competitive advantage and Critical Issues in Operations Strategy and Policy in the 21st Century

10 lecture hours

Competitive advantage, Models for Gaining advantage in a global environment; How to position within a value,

Dimensions of operations for competitive advantage, Globalization, joint ventures, sourcing overseas, and

macroeconomic effects of off-shoring, sourcing overseas, and macroeconomic effects of off-shoring, Just in Time,

Business process Redesign

UNIT 5: MRP and ERP 8 lecture hours

MRP I, Steps involved in MRP-I. MRP II, Key functions & features of MRP II, MRP I vs MARP II, ERP, Web

integrated ERP,

Text Book

1. Slack, Nigel, and Mike Lewis. Operations Strategy. 5th ed. Prentice Hall, 2017

Reference Books

1. Hill, Terry. Manufacturing Strategy: Texts and Cases . Palgrave Macmillian, 2nd ed. 2000.

2. David, Fred R. Strategic management : Concepts and Cases . Pearson Education Inc., 13th edition, 2011.

Course Name: Sourcing Management


Semester IV

Credits 3

No of Sessions 45

Prerequisite Procurement Management

Course Description

This course introduces the concept of Sourcing Management. The course mainly focuses on Global sourcing, importance

of negotiation in sourcing, supplier performance evaluation and growing trends in sourcing like e-sourcing, Green

sourcing, Sustainable sourcing etc..This course is designed to prepare students to evaluate problems and make decisions

in procurement or sourcing of various activities of the organization.

Course Outcomes


CO1 Identify the concept of global sourcing, drivers and strategies adopted by global companies in

sourcing management.(K2)

CO2 Analyze the negotiation process in global sourcing to yield maximum output at optimum

cost.(K4)

CO3 Evaluate the various factors considered for supplier selection and supplier performance

evaluation the context of global sourcing perceptive.(K4)

CO4 Use of analytical tools and methodologies in global sourcing to measure the performance.(K2)

CO5 Assess the importance of E- Sourcing, Green sourcing and sustainable sourcing to perform

efficient sourcing process in the industry.(K5)

Course Content

Unit I: Introduction to Sourcing Management: Concepts (10 lecture hours)

Introduction to Sourcing :- Concepts of Sourcing, Purchasing and procurement, Sourcing Process, Sourcing Principles,

Types of sourcing, Sourcing Methods & Sourcing Strategies (Kraljic purchasing analysis & Cox power Analysis),

Sourcing Challenges, Outsourcing - Advantages & Disadvantages, Drivers in sourcing, Volvo case study.

Unit II: Negotiation in Sourcing Management (10 lecture hours)

Negotiation: Concepts of Negotiation, Objectives, & Negotiation Skills, Factors affecting negotiations, Stages of

negotiation, Price negotiation strategies, Competition & co-operation in negotiation, Make or Buy decision in Sourcing,

Negotiation Mix and ACCORD model of Negotiation, BATNA in Negotiation, Case Study: Sony Ericson Inc.

Unit III: Supplier selection & Risk Management (10 lecture hours)

Supplier Selection Process, Supplier/vendor management cycle, Supplier evaluation criteria, Supplier Selection Methods,

Carters 10 C model of supplier appraisal. Risk Management:-Process of Risk Management, Risk identification and Risk

analysis techniques in sourcing. Metal Craft Case study.

Unit IV: Pricing, tools and total cost of ownership in sourcing (9 lecture hours)

Pricing, Factors affecting pricing decisions, Discounts and main categories of supplier discounts, Analytical tool in

sourcing- RFQ, RFI, RFT, RFP, Total Cost of Ownership (Wire harness case study), Problems with international sourcing,

Modes of payment in International Sourcing, Learning curve.

Unit V: E-Sourcing, Green sourcing & sustainable sourcing (6 lecture hours)

E-Sourcing, Advantages & Disadvantages in E Sourcing, Sustainable Sourcing, Triple Bottom Line consideration in

Sustainable Sourcing, Benefits & challenges of sustainable sourcing, Green Sourcing.

Text Books

1. Procurement, Principles and Management Peter Baily, David Farmer, Barry Crocker, David Jessop, David Jones,

PHI, New Delhi.

Reference Books

1. Purchasing Management Lars bedey, sofia Eklund, Nojan najafi, William wahrén, Karl westerlund: e-book:

chalmers,Department of technology management and economics.

2. Trucking Business Management: Case & Concepts. Debjit Roy, G.Raghuram, McGraw Hill Publication

3. Supply Chain Management: Strategy, Planning and Operation. Sunil Chopra and Peter Meindl. Prentice Hall

Publication

Course Name: Supply Chain Analytics


Semester IV

Credits 3

No of Sessions 45

Prerequisite Basics of Operations & Supply Chain

Management

Course Description

In present time of intense global competition, customers are demanding more and more variety, with better quality and

service at lowest cost. This means that in order to be successful, firms need to develop supply chain strategies and logistical

capabilities that serve the needs of their customers while maximizing overall profitability. All supply chains, in order to

function properly, must focus on the huge opportunity that exists in their analytics.

With pricing pressure, increase in customer expectations and the challenge to remain competitive, companies need to have

analytics driven Supply Chain Strategy. Companies need to have proper stewardship of their supply chains that is

financially sustainable, as well as environmentally responsible.

Supply chain data can be analysed for inventory management, demand forecasting, requirement planning and scheduling.

Supply Chain Analytics promises several benefits like improved decision-making, customer engagement, adaptability,

and cost reduction as a result of better inventory visibility and accurate demand forecasts. Clarity of objective, identifying

and collecting relevant data and using the data for optimum decision making using mathematical models, can enhance

performance of the supply chain substantially.

Supply chain analytics can identify known risks and help to predict future risks by spotting patterns and trends throughout

the supply chain. Increase accuracy in planning. By analyzing customer data, supply chain analytics can help a business

better predict future demand.

Course Outcomes


CO1: Discuss the basics of Operations Management, Supply Chain Management and Supply Chain Analytics. (K2)

CO2: Illustrate the basic concepts and applications of Business Analytics in Supply Chain. (K3)

CO3: Analyze and identify Prescriptive Analytics in Supply Chain Network Planning Operations techniques for the

long term and short term horizon. (K4)

CO4: Evaluate Supply Chain Modelling coordination and Performance Management with Supply Chain decisions. (K5)

CO5: Assess and integrate concepts of the Supply Chain Management and its strategies with ICT. (K5)

Course Content:

Unit I: Introduction to Supply Chain Analytics with Operations and Supply Chain Management Concepts:

(12 Lecture Hours)

Basics in Supply Chain Management, Importance of Analytics in supply chain, Relating Operations Management with

Supply chain concepts and SC Analytics, Understanding and defining the supply chain analytics, Context of today’s

supply chains (SC) analytics, Importance of supply chain analytics in the flows involving material, money, information

and ownership, Key issues in supply chain analytics, Conceptual involvement of supply chain analytics, Concept of

Descriptive Analytics in a Supply Chain, Supply Chains Analytics applications in India, Decision Domains in supply

chain analytics.

Unit II: Foundation of Business Analytics in supply chain (10 Lecture Hours)

Foundation of Business Analytics (BA, Introduction to Modelling, Approaches for Optimization and Simulation,

Modelling software Supply Chain Decisions that requires mathematical or interpretative modelling, Understanding of

Data and its role in Analytics

Analytics of a Transportation problem in a Supply Chain, Managerial implication of results of analytics, A CASE STUDY

OF SUPPLY CHAIN ANALYTICS

Unit III: Foundation of Prescriptive Analytics in Supply Chain Network Planning

(9 Lecture Hours)

Foundation of Prescriptive Analytics, Prescriptive Analytics in Network Planning in a Supply Chain, Network Planning

in a Supply Chain, Importance of Network Planning

Design of Logistics Network using Heuristics/optimization (Exercise 3.4 Levi (2008), Case Study: GATI

Unit IV: Foundation of Modelling Coordination and Performance Management Decisions

(7 Lecture Hours)

Foundation of Modelling, Modelling Coordination Decisions in Supply Chain Management, Foundation of Performance

Management, Performance Management Concepts in Supply Chain Management, Integrated Supply Chain Management

Case Study on Integrated SCM

Unit V: IT enablement of Supply Chain Management (7 Lecture Hours)

Role of ICT in Supply chains, IT enabled purchasing, Supplier selection and procurement process, Integrating Supply

Chain with Information Technology, Decision Support Systems for SCM, IT support system for Supply Chain decision

making, Relationship between E-Commerce, ERP and SCM

Text Book

Supply Chain Analytics, Peter W Robertson, Routledge (2020)

Reference Books:

1. Supply Chain Analytics, Editorial Board, 3G E-Learning LLC (2017)

2. Supply Chain Analytics & Modelling, Nicoleta Tipi, Kogan Page; (2021)

3. Supply Chain Management, Chopra, Meindl, Kalra, Pearson Education

4. Designing & Managing Supply Chains, David Simchi Levi, Mc.Graw Hill (2019)

Course Name: Management of Service Operations


Semester IV

Credits 3

No of Sessions 45

Prerequisite Basics of Operations Management

Course Description

The intent of the service operations management course is to provide students with an understanding of the analysis,

decision making and implementation issues of managing the operational aspects of a service. There must be a strategy

for providing service, which matches the target market with the strengths of the Service Company. Furthermore, the

operational decision-making must support the service strategy of the company. Decisions such as location, layout,

capacity, inventory, distribution and quality assurance must be in place. We must effectively address the management of

technologies and human resources. Borrowing techniques from the manufacturing sector can resolve some issues; others

are uniquely service oriented and require special consideration. The course will have a comprehensive and systematic

coverage of service operations.

Service firms have unique characteristics that challenge managers. For example, service firms are people-oriented because

of the direct interaction with customers. Customers generally participate in the service process, often with direct and

uncensored interactions with employees and facilities. The resulting variations in demand present a challenge to the

operations manager to effectively use the perishable service capacity. This results because production and consumption

occur simultaneously and thus the inability to inventory services. The intent of the course is to provide students with the

concepts and tools necessary to effectively manage a service operation.

Course Outcomes


CO1: Describe the basic concepts of the Quality Management in service. (K2)

CO2: Identify and demonstrate quality service design and tools used. (K3)

CO3: Analyze the waiting line process with the help of tools and techniques and their impact on customer relationship

management. (K4)

CO4: Utilize the conceptual understanding of service sectors for better service quality management. (K3)

CO5: Develop the understanding and ideology of IT techniques in customer relationship management.. (K4)

Course Content:

Module I: Introduction to Service Operations: (13 Lecture Hours)

Evolution of Quality Management and basic quality concepts in service operations, The history and importance of quality

and quality conventions in service operations management, Quality as management framework and its competitive

advantage Three levels of quality and Deming’s Philosophy, Difference between manufacturing and service operations,

Characteristics of Service Operation management, Various pure service organisations and their peculiarities, The service

handling techniques, Quality issues in service operations, Process improvement concept in service operations, Field

service and its impact on manufacturing organisation, Case study: Re-engineering a business process – Dr. Martens case

study

Module II: Service Design (8 Lecture Hours)

The service economy and its impact on market conditions, Characteristics of services and operations management, The

service design Process: Tools implemented, The service-process matrix: Tool, Several other tools for designing of

services, Service blueprinting and front office and back office activities, Case Study: Service Blues!

Module III: Waiting Line Analysis (9 Lecture Hours)

Waiting line analysis for service, Improvement elements of waiting line analysis, The calling population: The arrival Rate

and service times, Queue discipline and length: Lead Times, Lag times, Basic waiting line structures and operating

characteristics, Traditional cost relationships in waiting line analysis, Case: Peapod; Smart Shopping for Busy People

Module IV: Waiting Line models and Customer relationship management (7 Lecture Hours)

The basic-Single server model: Waiting Line model, Improvement analysis solution to Single-server model and advance

version of the same, Multiple server model and customer requirement assessments, Customer satisfaction parameters and

indices, Service measurement issues: SERVQUAL, Customer feedback collection and analysis, Customer service

evaluation, Quality aspect in service operations management, Case: Customer driven Learning at Radisson Hotels

Worldwide

Module V: IT enabled Customer Services (7 Lecture Hours)

IT enabled : Tools and techniques, Use of ERP, DSS tools for extracting Information, Data warehousing and Data mining:

Concepts, Call centre operations and management, Web enabled services, www, http, etc. ERP enabled field and technical

support services, Continuous improvement to determine the capability of a process: Telemarketing and servicing, Case:

Amazon.com, Case: Evolution of B2C E-Commerce in Japan

Text Book:

Service Management –Operations, Strategy /Information Technology, Fitsimmons and Fizsimmons – TMH

Reference Books:

1. Service Operations Management: Improving Service Delivery, Robert Johnston, Graham Clark, Michael Shulver;

Pearson, 4th edition

2. Service Management & Operations, Haksever, Render, Rumel, Pearson.

3. Quality Management: creating and sustaining organizational effectiveness, Summers, PHI, New Delhi

4. Six sigma demystified: A self Teaching guide, Keller, TMH, New Delhi

BUSINESS ANALYTICS ELECTIVES

Course Name: Data Mining and Predictive Analysis


Semester IV

Credits 3

No of Sessions 45

Course Description

This course provides an introduction to the fundamental issues and basic techniques of data mining. In particular, the use

of data mining to support business analytics and decision making will be covered through labs, projects and case studies.

Students are expected to learn data mining and its use in business analytics through acquiring the basic data mining

concepts and techniques, using them to explore data, and deriving useful knowledge patterns from the data through hands-

on that involve some industry strength data mining software packages like RapidMiner/XLMiner and Tableau.

Course Outcomes


CO1 Describe the business needs for knowledge discovery in order to create competitive advantages

with data mining technologies appropriately in order to realize their real business value in

solving business problems.

CO2 Identify key issues in a business setting, develop a perspective that is supported with relevant

information and integrative thinking, to draw and assess conclusions.

CO3 Demonstrate the basic data mining concepts and their application in business context using

data mining tools.

CO4 Display the importance of report generation in an adhoc manner.

CO5 Explain Integration of theory and application in various functional areas through

interdisciplinary approach.

Course Content

Unit I: 9 Lectures hours

Opening Case/Research: Data mining for improved cardiac care

http://www.dataminingcasestudies.com/DMCS_WorkshopProce edings25.pdf Data mining - business value of data

mining, and how technology can be used to create this value ,data mining related terms Overview of Data mining process,

core ideas- classification, Association rules, Predictive Analytics, Data reduction, dimension reduction , data exploration

, visualization, supervised and unsupervised data mining Steps in Data mining- organization, preparation and cleaning of

Data sets Case: Assessing Loan Risks: A Data Mining Case Study - Exclusive Ore Inc.

Unit II: 9 Lectures hours

Performance Evaluation Multiple Linear regression, explanatory Vs Predictive modeling

Nearest Neighbors, Naïve Bayes Case: www.ijera.com/papers/Vol3_issue5/DI35605610.pdf

Classification and regression trees Logistic Regression Neural Nets Combining methods- Bagging, Boosting Case:

Assessing Loan Risks: A Data Mining Case Study . http://xore.com/casestudies/dm_at_usda_(itpro).pdf

Unit III: 9 Lectures hours

Association Rules- discovering association rules in transaction Databases( Affinity rules and market basket Analysis)

Case: Market basket recommendations for the HP SMB store

http://www.dataminingcasestudies.com/DMCS_WorkshopProce edings25.pdf Research Paper:

http://www.sigmod.org/vldb/conf/1994/P487.PDF Collaborative filtering- user-based, item based Cluster Analysis-

Hierarchical, non-hierarchical Research Paper:

http://glaros.dtc.umn.edu/gkhome/fetch/papers/docclusterKDDTMW00.pdf

Unit IV: 9 Lectures hours

Bottleneck of knowledge engineering, Rule-Based systems Applications of Data mining- credit management Case:

Analytics-driven solutions for customer targeting and sales force allocation

http://www.research.ibm.com/journal/sj/464/lawrence.pdf

Unit V: 9 Lectures hours

Social Network Analytics-Applications, advantages and disadvantages Text Mining- Applications, advantages and

disadvantages

Text Books

1. Data Mining for Business Intelligence: Concepts, Techniques, and Applications in Microsoft Office Excel with

XLMiner" by Galit Shmueli, Nitin R. Patel, Peter C. Bruce Publisher: Wiley;

Reference Books

1. Data Science for Business, Foster Provost and Tom Fawcett, O’Reilly, 2013

2. Machine Learning with R,Brent Lantz

3. Ratner, Bruce.(2003), Statistical modeling and analysis for database marketing : effective techniques for mining

big data, CRC Press LLC, 2000 N.W. Corporate Blvd., Boca Raton, Florida 33431.

4. Introduction to Data Mining, Pearson Education India. Pang-Ning Tan, Tan (2007),

http://xore.com/casestudies/dm_at_usda_(itpro).pdf



http://www.dataminingcasestudies.com/DMCS_WorkshopProce%20edings25.pdf

http://www.sigmod.org/vldb/conf/1994/P487.PDF

http://glaros.dtc.umn.edu/gkhome/fetch/papers/docclusterKDDTMW00.pdf

Course Name: Business Analytics Using R


Semester IV

Credits 3

No of Sessions 45

Course Description

The course on Business Analytics Using R, is devised for the management students who want to be aspiring analytics

professionals. The course focuses on R programming, which offers rich set of packages for a wide variety of statistical

computing and data analysis. At the end of the course, the candidates will be competent in all forms of R programming

and implement Data Analytics for a variety of business insights.

Course Outcomes


CO1 Explain the fundamental components of Business Analytics

CO2 Install RStudio and create R objects

CO3 Write R program using control structures, functions and files

CO4 Design regression model and apply testing techniques

CO5 Visualize data graphically using R

Course Content

Unit I: 8 Lectures hours

Drivers for business analytics, Growth of Computer Packages and Applications, Feasibility to Consolidate Data from

Various Sources, Growth of Infinite Storage and Computing Capability, Easy-to-Use Programming Tools and Platforms,

Applications of business analytics

Unit II: 10 Lectures hours

Data Analysis tools, R Installation, Installing R Installing RStudio Exploring the RStudio Interface Basics of R

Programming, Assigning Values Creating Vectors R Object Types Data Structures in R Matrices, Arrays , Data Frames ,

Lists , Factors

Unit III: 9 Lectures hours

Reading and Writing Data. Reading Data from a Text File, Reading Data from a Microsoft Excel File, Reading Data from

the Web Contents, Using Control Structures in R ,if-else, for loops , while loops ,Looping Functions, Working with R

Packages and Libraries .

Unit IV: 10 Lectures hours

Hypothesis testing, Compare means, ANOVA, HOV, Non-parametric tests, simple linear regression, multiple regression,

Logistic regression.

Unit V: 8 Lectures hours

Graphical description of the data, Plots in R Histogram Barplot Boxplots Contents viii 4.5 Computations on data frames,

Scatter plot

Text Books

1. Business Analytics Using R - A Practical Approach Umesh R. Hodeghatta Dr., Umesh Nayak

Reference Books

1. Business Analytics for Managers (Use R): Wolfgang Jank

Course Name: Data Visualization


Semester IV

Credits 3

No of Sessions 45

Course Description

Visualization provides one means of combating information overload, as a well-designed visual encoding can supplant

cognitive calculations with simpler perceptual inferences and improve comprehension, memory, and decision making.

Furthermore, visual representations may help engage more diverse students in the process of analytic thinking. In this

course we will study techniques for creating effective visualizations based on principles from graphic design, visual art,

perceptual psychology.

Course Outcomes


CO1 Understand the role and various techniques/standards of data visualization in Business

functions.

CO2 Apply the data visualization tool -Tableau

CO3 Analyze the Data in Marketing, HR, Operations, Finance and e-commerce & telecom domain

for predictions and decision making.

CO4 Illustrate the advanced forecasting techniques through visuals using Tableau and R.

CO5 Apply Dashboard and storyboard to create interactive data visualization

Course Content

Unit I: Introduction to Data Visualization 9 Lectures hours

Introduction to Data Summarization & visualization • Need of visualization and visualization types • Understanding

visualization context and accordingly select the visual types • Cognitive vs Perceptual Design Principles, Visualization

Design Principles & Standards (Best Practices) • Visualization Challenges • Ineffective vs Effective Visuals •

Visualization Data Models & variables,

Unit II: Data Visualization and Tableau 9 Lectures hours

Visualization Tools • Introduction to the data visualization software Tableau • The Tableau Interface • Distributing and

Publishing on Tableau • Getting Started with Tableau, Managing Metadata • Establishing data connections in Tableau •

Importing data in Tableau • Tableau data types • Data Preparation with Text and Excel Files • Preparing tables for analysis

in Tableau • Exploring Tableau tools

Unit III: Visual Analytics 9 Lectures hours

Introduction to Visual Analytics • Drill down the Hierarchies • Sorting, Grouping & Creating Sets in Tableau • Case

Study Analysis with Tableau – How to analyze sales data, environment data with tableau? • Filters & Parameters • Table

calculations (Quick & Custom) • Mapping with Tableau (geocoding, custom mapping, dual mapping etc.) • Data

Visualization case studies from Marketing, HR, Operations, Finance and e-commerce & telecom domain, Expert

Interaction – Data Visualization in Marketing, HR, Finance and e-governance

Unit IV: Forecasting 9 Lectures hours

Advanced Calculations • Aggregation, Granularity, and Ratio Calculations • Date & Time, Logic, String, Time, Number

calculations • Fixing incorrect sorts • Integrate R & Tableau • Charts & Graphs - Bollinger, Bump, Control, Funnel,

Forecasting, Clustering and Time series analysis • Mapping and geo-mapping • Editing Unrecognized locations • Spatial

Files • Custom Geocoding • Web Authoring

Unit V: Dashboard & Storyboard 9 Lectures hours

Dashboards & Storyboards • Introduction to Dashboards • Formatting Tooltips, Trend lines, Reference Lines • Excel vs

Tableau Dashboard distinction • Creating first Dashboard in Tableau • Creating Interactive dashboards • Designing and

Publishing Dashboards • Introduction to business storyboard

Text Books

1. The Visual Display of Quantitative Information (2nd Edition). E. Tufte. Graphics Press

2. Tableau Your Data! Fast and Easy Visual Analysis with Tableau Software Daniel G. Murray et al.

Reference Books

1. Handbook of Tableau Methods

2. D'Agostino M., Gabbay D., et al. (eds.)

Course Name: Business Analytics Using Python


Semester IV

Credits 3

No of Sessions 45

Course Description

This course introduces the student to the Python language, and how to use python in Business Analytics. Upon completion

of this course, the student will be able to write Python programs dealing with a wide variety of Business Analytics

domains. Topics include language components, the IDLE environment, control flow constructs, strings, I/O, collections,

classes, modules, and regular expressions.

Course Outcomes


CO1 Gain knowledge of Programming with Python in Business Analytics

CO2 Design and develop a webpage and web sites for need of an organization

CO3 Use object-oriented programming techniques

CO4 Familiarize with python with string handling techniques

CO5 Understanding various algorithms of searching and sorting algorithms and various IDE’s in

Python.

Course Content

Unit I: Introduction to Programming 9 Lecture hours

History, Features, Working with IPython, IPython Notebook, Installing Python, basic syntax, interactive shell, editing,

saving, and running a script. The concept of data types; variables, assignments; immutable variables; numerical types;

http://b-ok.xyz/g/Daniel%20G.%20Murray%20et%20al.

Arithmetic and Logical operators and Boolean expressions; short-circuit (lazy) evaluation, Debugging, comments in the

program; understanding error messages; Catching exceptions using try and except. Conditional Statements: If, If-else,

Nested if-else; Looping: For, While, Nested loops; Control Statements: Break, Continue, Pass;

Unit II: Function and Strings 9 Lecture hours

Functions in Python: Defining a function, Calling a function, Types of functions, Function Arguments, Anonymous

functions, Global and local variables. String manipulations: subscript operator, indexing, slicing a string; strings and

number system: converting strings to numbers and vice versa.

Unit III: Lists, Tuples and Dictionaries 9 Lecture hours

Basic list operators, replacing, inserting, removing an element; searching and sorting lists; dictionary literals, adding and

removing keys, accessing and replacing values; traversing dictionaries.

Unit IV: Files 9 Lecture hours

Manipulating files and directories, os and sys modules; text files: reading/writing text and numbers from/to a file; creating

and reading a formatted file (csv or tab-separated).

Unit V: Pandas DataFrame Basics 9 Lecture hours

Series and DataFrames – DataFrame and Data Visualization – Plotting , Numpy Basics.

Text Books

1. Budd T A, Exploring Python, 2011, McGraw Hill Education, ISBN-10: 0071321225

2. Kenneth A. Lambert, The Fundamentals of Python: First Programs, 2011, Cengage Learning, ISBN: 978-

1111822705.

Reference Books

1. Python Programming: An Introduction to Computer Science (Second Edition) John Zelle, ISBN 978-1-59028-

241-0-9, Franklin, Beedle & Associates Inc., 2004.

2. Downey, Allen B., Think Python: How to Think Like a Computer Scientist. O’Reilly, 2012. Obtain free PDF

at http://www.greenteapress.com/thinkpython/

Course Name: Analytics and Cloud Computing


Semester IV

Credits 3

No of Sessions 45

Course Description

This course also introduces large-scale data storage, along with the difficulties and problems of consensus in enormous

stores that use large quantities of processors, memories, and disks. We discuss eventual consistency, ACID, and BASE

and the consensus algorithms used in data centres.

Course Outcomes


CO1 Understand what cloud computing is and why it is important.

CO2 Learn about many fundamental technologies that enable cloud computing,

CO3 Understand the key concepts underlying Big Data and data streaming applications on the

Cloud.

CO4 Describe the concerns of storage, processing, parallelism, distribution, consensus, and

https://www.shimply.com/publisher/tata-mcgraw-hill-education

scalability as they relate to the Cloud.

CO5 Understand key benefits and limitations of the various technologies available in the Cloud.

Course Content

Unit 1: 9 Lecture hours

Definition of Virtualization – What can be virtualized? Benefits of Virtualization, How cloud computing leverages the

Internet, elasticity and scalability, characteristics of virtualized environments, comparison of virtualized and non-

virtualized systems.


Cloud Computing Foundations: Defining Cloud computing, Key characteristics of cloud, benefits of using clouds, driving

factors towards cloud, concerns related to cloud computing, compare cloud with grid computing.


Describing multi-tenancy, provisioning and de-provisioning, billing and metering services, economies of scale,

Introduction to cloud service management, governance, tooling and automation, applications of cloud in industry,

examples of cloud computing


Introduction to cloud delivery models, List various cloud delivery models, Advantages of delivery models in cloud, trade-

off in cost to install versus flexibility, Cloud service model architecture.


Introduction to Infrastructure as a Service delivery model, characteristics of IaaS, Architecture, examples of IaaS,

Applicability of IaaS in the industry. characteristics of PaaS, patterns, architecture and examples of PaaS, Applicability

of PaaS in the industry.

characteristics of SaaS, Architecture, examples of SaaS, Applicability of SaaS in the industry.

Text Books:

1. Cloud Computing: Theory and Practice, Dan C. Marinescu. MK

Reference Books:

1. Cloud Computing and Big Data: Technologies, Applications and Security, Mostapha Zbakh, Mohammed

Essaaidi, Pierre Manneback, Chunming Rong, Springer

HEALTHCARE MANAGEMENT ELECTIVES

Course Name: Healthcare Marketing & PR


Semester IV

Credits 3

No of Sessions 45

Prerequisite Healthcare Marketing

Course Description

This course aims to make understand the role of marketing and public relations in healthcare institutions. It shall help to

understand the principles, practices, tools and techniques of healthcare marketing and public relations. It shall review

basics of marketing, marketing process, marketing information and research, market segmentation and targeting,

consumer analysis, product, price, place, promotion, and social marketing.

https://b-ok.cc/g/Mostapha%20Zbakh

https://b-ok.cc/g/Mohammed%20Essaaidi

https://b-ok.cc/g/Mohammed%20Essaaidi

https://b-ok.cc/g/Pierre%20Manneback

https://b-ok.cc/g/Chunming%20Rong

Course Outcomes


CO1 Summarize the basic concepts of healthcare marketing and apply the unique marketing

approaches in it. (K2)

CO2 Apply and forecast the marketing demand based on the different forecasting techniques. (K3)

CO3 Explore the concepts of service mix to find out the best marketing strategy for healthcare.

(K4)

CO4 Assess the various promotion techniques used by the healthcare industry. (K5)

CO5 Assess the use of the PR concept in healthcare industry and tells the importance of PR in brand

building. (K5)

Course Content

Unit I: Concept of Marketing 6 lecture hours

Concept of marketing, Importance of marketing to healthcare organizations, Challenges in Practicing Marketing in

Healthcare Industry. Marketing Intelligence, Information and Research System,

Unit II: Market (Individual and Organizational) Analysis 10 lecture hours

Market Measurement and Forecasting - Defining Market, Measuring Current Market Demand Forecasting Demand;

Market Segmentation and Targeting- Steps in Segmentation and Targeting Target Marketing; Consumer Analysis -

Consumer Buying Organization Buyer- Behaviour and Consumer Adoption Process.

Unit III: Marketing Mix Decisions 10 lecture hours

Product (Service) Decisions, Nature and Characteristics of Services; Marketing Approaches to New Services

Development, Service Mix Decision, Service Life Cycle Decision, Demand Generation; Pricing Decisions -Pricing

Objectives in Healthcare, Pricing Strategy, Place Decisions -Major Distribution Decisions, Strengthening Referral

System; Promotion Decisions.

Unit IV: Sales Force in Health Care 8 lecture hours

Sales Force in Healthcare Organizations, Advertising in Healthcare Industry, Sales Promotion Practices in Healthcare

Organizations, Publicity Practices; Marketing Strategies -Service Portfolio Strategy, Market Expansion strategy, Target

Market Strategy, Price Quality Strategy, Competitive Positioning Strategy, Marketing Mix Strategy; Social Marketing-

Steps in social marketing.

Unit V: Public Relations 11 lecture hours

Public Relations- Meaning of Public Relations, Classification of Public from Healthcare Marketing Perspective,

Importance of Public Relations within healthcare industry; Healthcare PR best practices, Benefits of PR in Healthcare,

Public Relations Process - Identifying the Relevant Publics, Public Relations Tools -Materials: Written and Audio visual

Media: News, Events, Speeches and Telephone Information Services; Health Service Public Relations Office- Profile of

Public Relations Officer, Changing Role and Responsibilities of Health Service PRO.

Text Books

1. Philip Kotler and Roberta N. Clarke, “Marketing for Healthcare Organizations”, Prentice Hall Publication

Reference Books

1. John F. O‟Malley, “Healthcare Marketing Sales and Services”, An Executive Companion (Health

Administration Press).

2. Prism Books Pvt. Ltd., Bangalore How to Market Your Hospital Without Selling Your Philosophy

3. Health Service Public Relations, Radcliffe Medical Press Ltd., Oxford

Course Name: Patient Care Services


Semester IV

Credits 3

No of Sessions 45

Prerequisite Basic knowledge about hospitals.

Course Description

This course seeks to improve the functioning of various patient care centric departments in a healthcare institution.

Students can assess and design care delivery services across the health care continuum that meet or exceed patient

expectations. The role visioning and strategic planning play in achieving quality organizational and patient outcomes is

explored.

Course Outcomes


CO1 Summarize the Concept of Out Patient Department. (K2)

CO2 Illustrate the study of managing time in OPD.(K3)

CO3 Analyze the importance of trauma care department(K4)

CO4 Asses the understanding of departments of inpatient services(K5)

CO5 Develop the importance of Value Added Services(K2)

Course Content

Unit I: Out Patient Department 9 lecture hours

Evolution of Out Patient Department; Planning of Out Patient Department; Objectives; Functions of Out Patient

Department, Organization Structures. Day Care Centres; Community Health care Centres: Physical Medicine &

Rehabilitation Centre, Equipment and Facilities; Performance/Quality Indicators of OPD. ---

Unit II: Managing Time 7 lecture hours

Waiting Time and Total Time; Physiotherapy and Occupational Therapy, Emerging Concepts: Day Care, Reservation,

Appointment by Phone; Medico-social Works/Patient Counselling; Other Facilities: Pharmacy, Gifts Shop,

Prayer/Meditation Room.

Unit III: Trauma Care 12 lecture hours

Emergency and Casualty Services, Objectives; Functions; Location, Design and Layout; Policy and Procedures,

Organization; Staffing, Equipment and Facilities, Performance/Quality Indicators, Disaster Management, Life Saving

Drugs; Ambulance and Paramedic Services, Medico-legal Procedures : Forms and Registers to be maintained.

Unit IV: In Patient Services 12 lecture hours

Meaning of In-patient services, Admission, Transfer, Billing and Discharge Procedures; Managing Deaths and issuance

of death certificates, Intensive Care Unit ICU) Management: Objectives; Functions; Location, Design and Layout; Policy

and Procedures; Types of ICUs. Types of OT, Daily Planning and Scheduling, Lay out of O.T & Zoning , Utilization of

O.T, Clinical Protocols, CSSD, Pre and Postoperative (Recovery) Rooms, Air changes and HEPA filters.

Unit V : Value Added Services 5 lecture hours

Introduction-Types of Value Added services-Patient satisfaction, Patient Delight, Patient ecstasy-Measures to improve -

Inclusion of Value added services in a hospital- Challenges for implementation of Value Added Services. Highlight Covid

-19

Text Books

1. B. M. Sakharkar, “Principles of Hospital Administration & Planning”, Jaypee Brothers Medical Publishers (2009).

2. Amarjeet Singh, Sonu Goel, and Anil Kumar Gupta, “Hospital Administration: A Problem-solving Approach”. Elsevier

India (2013).

Reference Books

1. Schultz R. J. “Management of Hospitals”. McGraw Hill, New York.

Course Name: Hospital Hazards and Waste Management


Semester IV

Credits 3

No of Sessions 45

Course Description

The course would cover-general introduction including definition of solid wastes–municipal waste, biomedical waste,

hazardous waste, e-waste; Method of segregation , legal issues and requirements for solid waste management; sampling

and characterization of solid waste; analysis of hazardous waste constituents including QA/QC issues; health and

environmental issues related to solid waste management. Role of central sterile and Stores department In Controlling

HAI .

Course Outcomes


CO1 Describe the various types of hospital hazards and preventive measures. K2

CO2 Explore the guidelines of hospital hazard management. K3

CO3 Illustrate the role of CSSD/Housekeeping in prevention of hospital acquired infection (HAI).

K4

CO4 Appraise the methods of bio-waste K5

CO5 Asses the aims of sewage and methods of disposal. K

Course Content

Unit I: Basics of Hospital Hazards. 9 lecture hours

Physical Hazards Include Noise, Radiation, Vibration, heat , cold and fire. Biological Hazards include ;- Blood Born

Pathogens , Hazardous Chemicals , latex allergies,.

Mechanical Hazards in clinical equipment. Plant and machinery.

Unit II: : Hospital Hazards Management 9 lecture hours

Meaning, Hazards Management- infrastructural, physical, psychological; Hazards to staff and patients. Guidelines for

management of various hazards and control. Exposure control plan and hazard communication programme. OSHA (

Occupational Safety and Health Administration ) guide lines. Joint commission environment of care standard.

Unit III: Hospital Acquired Infection. 13 lecture hours

Microbiological Scientfic Era. Epidemilogical interaction , Definition HAI ( Nosocomial infection ) sources of

Nosocomial Infection .Common Nosocomial Infection and their causative Agents – Anibiotic Resistance – MRSA and

VISA, Chain of infection. Prevention of Hospital Acquired Infection – Role of Central Sterile Supply Department

(CSSD), housekeeping; dietary Services; linen and laundry; Central supply Department, Nursing Care, Hygiene and

sanitation ,hospital Infection Control committee, Infection control team, ; training and education, universal precautions

for health care workers..

Unit IV: Biomedical Waste Management 7 lecture hours

Meaning; categories of bio wastes, disposal of biomedical waste products, Incineration and its importance, standards for

waste; Autoclaving, Micro Waving and Deep Burial, Segregation; Packaging, Transportation; Storage

Unit V : Human Waste Disposal and Sewage Disposal 7 lecture hours

Diseases carried from excreta, Sanitation barrier, Methods of Excreta disposal - Sewage wastes: Meaning, Composition ,

Aims of sewage, Disposal, Decomposition of organic matter, Modern Sewage Treatment , drawbacks of improper

disposal of wastes - Solid and liquid.

.Text Books

1. Hospital Waste Management: Principles and Guidelines by Mohd. Faisal Khan; Kanishka Publishers

Reference Books:

1. Hazardous Waste Management by Gaynor W. Dawson and Basil W. Mercer; A. Wiley Inter-science

publications

2. Hospital Waste Management: A Guide for Self Assessment and Review by Shishir Basarkar, Jaypee

Brothers,Medical Publishers Pvt. Limited,

Course Name: Health insurance

Course Code: MBHC 6010

Semester IV

Credits 3

No of Sessions 45

Prerequisite Health insurance

Course Description

Health insurance (popularly known as Medical Insurance or Mediclaim) protects the dependents against any

financial constraints arising on account of a medical emergency. It sometimes includes disability and long -term

medical needs. In Mediclaim, you pay a premium and in return the insurer commits to pay a predetermined sum

of money to meet the claims. Health insurance is new in Indian context and is slowly catching up with the

consumers. The students will be able to understand the objective of heath insurance and it’s offering to cover the

ever rising medical expenses.

Course Outcomes


CO1 Express Over view of Evolution , history of health insurance and infrastructure (K2)

CO2 Illustrate Standards of proposal forms and documents required (K3)

CO3 Classification of health care products (K4)

CO4 Appraise IRDAI regulation and underwriting (K5)

CO5 Asses the Claim Management of Health insurance (K5)

Course Content

Unit I: Introduction to Health Insurance 10 lecture hours

Overview of Health Insurance, Types, origin, evolution and importance; Levels of Healthcare, Factors affecting the health

systems in India; need of HI, Selecting HI plans, Advantages of HI, working of HI, Employees State Insurance Scheme,

https://www.google.co.in/search?tbo=p&tbm=bks&q=inauthor:%22Shishir+Basarkar%22

Central Government health scheme; Commercial health insurance; Health Insurance Market, Infrastructure Public health

sector, Private sector providers - Pharmaceutical industry – Insurance Providers, Intermediaries; Insurance selling

activities – financial product distribution, Other important organizations which form part of the health insurance market.

Unit II: Insurance Documentation 10 lecture hours

Proposal forms – Standard form of Declaration – Nature of questions in a proposal form - Elements of Proposal – Medical

Questionnaire – Role of intermediary - Duty of an intermediary towards prospect (client) – Acceptance of the Proposal –

(Underwriting) – Note on underwriting and processing of proposals – Premium receipts – Definition – Payment of

premium in advance - Method of payment of premium – Policy Document - Conditions and warranties – Endorsements -

Specimen Endorsements – Interpretation of policies – Renewal Notice – Anti –Money laundering and know your customer

guidelines .

Unit III: Health insurance products 11 lecture hours

Classification of health insurance product – Introduction – Definition – Features of health policies – Broad classification

of health insurance products – IRDA guidelines on standardization in health insurance – Hospitalization indemnity product

– Top up covers or high deductible insurance plans – Senior citizen policy – fixed benefit covers – hospital cash – critical

illness – hospital daily cash policy – critical illness policy – long term care insurance – combi-products – Package policies

– Micro insurance and health insurance for poor sections – Rastriya Swasth Bima Yojana - Pradhan Mantri Suraksha Bima

Yojana - Pradhan Mantri Jan-Dhan Yojana – Personal accident and disability cover- overseas travel insurance . Covid-

19 health insurance

Unit IV: Health insurance underwriting 7 lecture hours

What is Underwriting – Definition –need - Underwriting basic concepts – File and use guidelines – Other health insurance

regulations of IRDAI – Basic Principles of Insurance and tools for underwriting -Underwriting process – Group health

insurance – Underwriting of overseas travel insurance - Underwriting of personal accident insurance.

Unit V: Health insurance Claims. 7 lecture hours

Claims management in insurance – stakeholders in claim process – Role of claims management in insurance company -

Management of health insurance claims – Challenges in health insurance – claims process in health insurance -

Documentation of health insurance claims – Claims reserving – Role of third party administrators – Claims management

–personal accident – overseas travel insurance.

7

Text Books

1. Harish Sihare, “Technicalities of Health Insurance”, Global Vision Publishing House.

2. Kshitij Patukale and Prabhat Prakashan, “Mediclaim and Health Insurance”

Reference Books

1. Kenneth Black Jr. and Harold D. Skipper Jr., “Life and Health Insurance ”, Pearson Education.

Course Name: International Medical Tourism


Semester IV

Credits 3

No of Sessions 45

Prerequisite Basic knowledge about medical

tourism.

Course Description

Medical tour and operation management refers to people traveling to a country other than their own to obtain medical

treatment. In the past this usually referred to those who travelled from less-developed countries to major medical centers

in highly developed countries for treatment unavailable at home. However, in recent years it may equally refer to those

from developed countries who travel to developing countries for lower priced medical treatments. The motivation may be

https://www.amazon.in/Kshitij-Patukale/e/B00JKGKBA4/ref=dp_byline_cont_book_1

https://www.amazon.in/s/ref=dp_byline_sr_book_1?ie=UTF8&field-author=Kenneth+Black+Jr.&search-alias=stripbooks

https://www.amazon.in/s/ref=dp_byline_sr_book_2?ie=UTF8&field-author=Harold+D.+Skipper+Jr.&search-alias=stripbooks

also for medical services unavailable or illegal in the home country. This course will introduce the students to broad area

of medical tour operations, types of tours and origin of travel agencies etc.

Course Outcomes


CO1 Summarize medical tour operation management and outline organizational structure of travel

agencies. (K2)

CO2 Utilize hospital in-house accommodation provision, FIT (Free Independent Travellers) and

GIT (Group Inclusive Tout) tariff plans.(K3)

CO3 Outline Inbound and out bound tour operations marketing & dealing with emergencies and

complaint handling. (K3)

CO4 Display managing and distribution system in tour operations.(K3)

CO5 Outline reservation and cancellation procedure for tour related services & the recent trends of

medical tourism. (K3)

Course Content

Unit I: Medical Tour Operation Management 8 lecture hours

Definition, concept, history and growth of medical tour business. Types of tour operates, organizational structure, Tour

departments and its functions. Origin and growth of travel agencies. An overview of travel agents in India, Medical

Tourism Destinations.

Unit II: Management of In- House Operations 10 lecture hours

Itenary preparation, costing a tour package: FIT and GIT tariffs, confidential tariffs. Hospital in- house accommodation

provision- tie ups with guest house and hotels, Air BnB, briefing, planning and scheduling, pickup and transfers, admission

formalities, documents required during admission, discharge,feedback assessment of the patients.

Unit III: Managing Field operations 8 lecture hours

Inbound and out bond. Inbound tour operation, outbound tour operations and marketing. . Managing recruitment and

trained manpower, Guides and Escorts: types, roles and responsibilities. Communication and Interpersonal skills. Dealing

with emergencies and complaint handling.

Module 4: Managing Distribution 7 lecture hours

Logistic in tour operation. Managing distribution system in tour operations. Source of earning: commissions, service

charges etc. Itinerary preparation, considerations of preparation of Itinerary.

Module 5: Management of Tour Related Services 12 lecture hours

Reservation and cancellation procedure for tour related services- Publicity and promotion, Recent trends in medical

tourism in India and world-Alternative system of Medicine & Medical Tourism-Measures to boost medical tourism for a

hospital-Challenges faced by the medical tourism industry.

Text Books

1. M.P. Bezbaruah,, “Indian Tourism: Beyond the Millennium”, Gyan Publishing House.

2. Frederick J. DeMicco , “Medical Tourism and Wellness: Hospitality Bridging Healthcare (H2H)” , Apple

academic press.

3. Dr. R. Kumar, “Medical Tourism in India (Management and Promotion)”, Deep and Deep Publications, 2008.

Reference Book

1. M. BookMan , “ Medical Tourism in developing Country”, Palgrave Macmillan US

https://www.amazon.in/s/ref=dp_byline_sr_book_1?ie=UTF8&field-author=M.P.+Bezbaruah&search-alias=stripbooks

INTERNATIONAL BUSINESS ELECTIVES

Course Name: International Finance


Semester IV

Credits 3

No of Sessions 45

Course Description

International finance (also referred to as international monetary economics or international macroeconomics) is the branch

of financial economics broadly concerned with monetary and macroeconomic interrelations between two or more

countries. International finance examines the dynamics of the global financial system, international monetary systems,

balance of payments, exchange rates, foreign direct investment, and how these topics relate to international trade. The

course provides an analytic framework for understanding how cross-border financing, valuation, risk management, and

investment decisions are influenced by a variety of factors including exchange rates, legal & tax considerations and

country risk. The course aims to equip students with tools and techniques to understand how firms can create, measure

and sustain value across borders.

Course Outcomes


CO1 Explain the role of multinational corporation in an international business scenario, goals of

MNC and motives and risks of international business

CO2 Describe the background and corporate use of international financial markets and factors

influencing exchange rates

CO3 Discuss the developments in international monetary system

CO4 Explain the various functions involved in managing foreign exchange exposures.

CO5 Apply the currency derivatives concepts to hedge against exchange rate movements and

determine the importance of FDI.

Course Content

Unit I: Introduction to International Finance 9 lecture hours

Meaning, nature and scope of International financial management, International Financial Markets & Institutions, Balance

of Payments and recent developments, Foreign Trade: Meaning, International Financial Environment: Balance of Trade

& Balance of Payments, Less Developed countries & the third world Debt. Introduction of foreign exchange market in

India, Role of RBI. Exchange rates.

Unit II: Foreign Exchange Markets & FERA and FEMA 9 lecture hours

Foreign Exchange Markets: Exchange positions, trading in foreign exchange, Offshore banking operations, Lending &

borrowing, Euro currencies. Foreign Exchange Rates Determination: Exchange rate mechanism, Direct rates & Indirect

rates, Bid & offered rates, Spot & forward rates, Inter-bank rates, Foreign Exchange Rate Exposures and Measurement:

Trade Finance, Export credits, FCNR & EEFC a/Cs, International leasing, Forfeiting, Counter-trade, External Finance,

ODA, Multilateral agencies, Equity as a source, Offshore market. FERA, FEMA Presentation cum Activity: Make a list

of any credit offered by you or any of your family member. Calculate the average collection period and interest rate

charged along with any delinquency cost.

Unit III: Exchange Control Regulations & Foreign Exchange Regulations 9 lecture hours

Exchange control regulations in India. Risk Management & Interest rates, Types of exposures & risks, Objectives of

Risk Management, Corporate philosophy of exposure, Foreign Exchange regulations and role of regulatory authorities:

Drafts, Mail Transfers & TTs, Collection of Bills of exchange both clean and documentary, Documentary credit as a

method of payment

Unit IV: Mathematics of Exchange rate 10 lecture hours

https://en.wikipedia.org/wiki/Financial_economics

https://en.wikipedia.org/wiki/Monetary_economics

https://en.wikipedia.org/wiki/Macroeconomics

https://en.wikipedia.org/wiki/Global_financial_system

https://en.wikipedia.org/wiki/International_monetary_systems

https://en.wikipedia.org/wiki/Balance_of_payments

https://en.wikipedia.org/wiki/Exchange_rates

https://en.wikipedia.org/wiki/Foreign_direct_investment

https://en.wikipedia.org/wiki/International_trade

Exchange rates & world liquidity, World Bank, European union, Mathematics of exchange rates i.e. TT rates – buying

rates & selling rates, spot rates, Hedging, swap, cross currency rates etc., Mathematics of forward contracts & derivatives,

Case studies on FEMA regulations, Accounting for Foreign Operations, A Survey of International Taxation, Tax

Implications of Foreign Activities of an Indian Enterprise, Tax implications of Foreign Activities of Foreign Enterprises

in India, Accounting and Disclosure Norms for Foreign Currency Transactions: Double Taxation Relief’s, Tax Havens

and Multi-national Corporations

Unit V: Accounting and Disclosure Norms for Foreign Currency Transactions 8 lecture hours

An Introduction to Currency Derivatives, Interest Rate & Currency Swaps, Currency Futures, Currency Options, Medium-

& Long-Term International Financing, Eurocurrency Markets, Development Banks and Multilateral Lending Agencies,

Foreign Currency Convertible Bonds/ American Depository Receipts/ Global Depository Receipts/ Foreign Institutional

Investors, Project Finance Instruments Loan Syndication / Guarantees Short term Financing and Current Assets

Management

Text Books

1. Madura, Jeff. (2014). A Textbook of International Financial Management, New Delhi

Reference Books

1. Apte, P.G. (2010). A Textbook of International Financial Management.

2. Bhalla, V. K. (2014). A Textbook of International Financial Management (Text and Cases), New Delhi.

3. Verma, Sumati. (2013). Book on International Finance. Hill, W.L. Charles. (2011). International Business, Competing in the

Global Marketplace

Course Name: Cross Cultural Management


Semester IV

Credits 3

No of Sessions 45


Course Description

Cross cultural management is a concept of finding out how to assess the impact of culture-whether national or

organizational or institutional on the performance of the firm. The ability to manage cross- cultural interactions,

multinational teams, and global alliances has become fundamental to managing in today’s globalized world. Managing

diverse workforce competently is considered by some people as a means of gaining competitive advantage over other

firms. Culture can be defined as a patterned way of thinking, feeling, and reacting that exists within a group whether it is

a profession or a society. The tangible aspects of culture are food, dress, music, dance etc while the intangible aspects

include beliefs, norms, values etc. At the institutional level, the size of the organization, the type of industry, corporate

culture, and function play an important role.

Your cultural intelligence is the key to attain success in the international arena. This course will help to develop abilities

to deal with multicultural differences posing challenges, by recognizing cultural differences in the global environment.

Course Outcomes


CO1 Interpret the complexity associated with managing human resources in a global context and to

compare how cultural differences impact management of people in MNC’s. (K3)

CO2 Illustrate different HR functions and staffing approaches used at international level with the

knowledge of expatriate system (K3)

CO3 Compare the differences in communication that exists across cultures and analyze the cultural

and ethical differences affecting negotiation process. (K4)

CO4 Analyse the competencies required for a global manger to be effective in a culturally dynamic

world and to determine the challenges of motivating and leading employees across different

cultures and nations in international organizations. (K4)

CO5 Appraise different challenges and critical issues pertaining to multicultural environment in

global organizations. K5

Course Content

Unit I: Introduction to Cross Cultural Management 11 Lecture hours

Culture- Meaning and concept; Determinants of Culture, Levels of Culture, Layers of Culture Globalization- linkages to

international interactions, Importance of cross-cultural Management, Dimensions of culture, Edward Hall Model, Geert

Hofstede Model, Trompenaars 7 dimensions of Culture, Culture and Management Styles in Selected Countries;

Similarities and differences - Doing Business in China, Russia, India, France, Arab Countries

Unit II: International Assignments and Expatriate Management 11 lecture hours

HRM in Globalized world; factors influencing IHRM, Staffing policies- approaches to IHRM; Selection criteria and

procedure for International assignment, Influence of culture on Compensation packages, Guidelines for Training in across

cultures, IHRM and managing diverse Cultural workforce; Reasons for using Expats, Factors influencing the success of

foreign assignment, Reasons for declining foreign assignment, Challenges faced by Expats, Expat failure & Repatriation

Unit III: Communication, Negotiation and Ethics across Cultures 9 lecture hours

Managing Cross-Cultural Communication-Business communication across cultures. Barriers to intercultural

communication; Language and culture; Non-verbal communication and culture. Negotiation process; Cultural differences

affecting negotiation; Negotiation styles in different countries; Negotiation strategies across cultures. The social

responsibility of MNC’s, Ethics in Global Management,

Unit IV: Motivating and Leading global teams in International Context 9 lecture hours

Global Business Teams-meaning, purpose and diversity, Impact of culture on group development, Challenges faced by

global teams, Global Manager Developing competencies for global managers, Cultural influences on motivation,

Leadership, and culture, Current Theories of Motivation, Indian motivation theories, Theories of Leadership, and their

Global relevance Japanese Leadership studies, Leadership styles in Europe, South-east Asia and Middle East.

Unit V: Contemporary Issues in Cross Cultural Management 5 lecture hours

Women as international Managers., Team Leadership: Leadership for Today’s Multicultural, Virtual, and Distributed

Teams, Cross cultural issues in knowledge management, Developing intercultural competency with a focus on higher

education

Textbooks

1. Cross Cultural Management, Price and Browaeys, 3rd edition, Pearson Education

Reference Books

1. International Management: Culture, Strategy and Behaviour, Fred Luthans, Jonathan Doh 10th edition, MGH

Publication

2. International Management: Managing across borders and cultures, H Deresky, 9th edition, Pearson Education

3. Critical Issues in Cross Cultural Management, : Wildman, Jessica L., Griffith, Richard L., Armon, Brigitte K.

(Eds.), Springer

4. Cross Cultural Management, concepts, and cases; Shobhna Madhavan, 2nd t edition, Oxford University Press

Course Name: INTERNATIONAL SUPPLY CHAIN MANAGEMENT AND LOGISTICS


Semester IV

Credits 3

No of Sessions 45

Course Description

International Logistics & Supply Chain concerned with the efficient flow of materials, products, and information within

and among organizations. International business today require Supply chain management involves the integration of

business processes across organizations, from material sources and suppliers through manufacturing and processing to the

final customer. The program provides students with the core knowledge related to a wide variety of supply chain activities,

including demand planning, manufacturing planning and control, purchasing, transportation management, warehouse

management, inventory control, material handling, product and service support, information technology, and strategic

supply chain management.

Course Outcomes


CO1 Demonstrate a clear understanding of the key concepts applied in logistics and supply chain

management. (K2)

CO2 To highlight the importance of all activities of the supply chain and an understanding of

concepts like inbound and outbound logistics, offshore and inshore logistics. (K3)

CO3 To develop skills for planning, designing the operational facilities of supply chain with the

analytical and critical understandin (K4)

CO4 To understand how logistics play an important role in redefining value chain excellence of

firm (K5)

CO5 Demonstrate effective application capabilities of their conceptual understanding to the real

world business situations. (K5)

Course Content

Unit I: Basic frame work and Integrated SCM 10 lecture hours

Concept of supply chain management (SCM); SCM and trade Logistics; Business view of SCM; Push and pull of SCM;

Decision phases; Impellers and drivers in SCM Process views of SCM, planning and operations.

Concept, span and process of integrated SCM; Competitive strategy and strategic fit; Demand forecasting; Methods of

demand forecasting.; Risk management in demand forecasting; Supply chain metrics (KPIs), performance measurement

and continuous improvement; Supply chain modelling; Challenges to achieving and maintaining strategic fit

Unit II: Supply Chain and Information Management Systems 8 lecture hours

Supply Chain and Information Management Systems: Purchasing Process- Strategic role of purchasing in the supply chain

and total customer satisfaction; Types of purchases; Purchasing cycle; Supplier selection and evaluation; Vendor

development. Importance of information management; Distribution and sharing of information; Information technology

as a platform for effective and efficient supply chain management; Functional application of TRADITIONAL ERP,

SPECIAL ERP, MR, DRP, PDM, EIP, CPFR, WMS, TMS, RFID, GPS, GIS; Re-engineering the supply chain: Future

directions.

Unit III: Logistic System: Concept, objectives and scope of logistics 8 lecture hours

Logistic System: Concept, objectives and scope of logistics; System elements; Inbound and Out bound logistics. Reverse

inventory. Value added role of logistics. Logistics interface with manufacturer and marketing. Packing, Marking, Just in

time concept; Third party logistic outsourcing– challenges and future directions.

Unit IV: Transportation: Importance of effective transportation system; 14 lecture hours

Service choices and their characteristics; inter-modal services; Transport cost characteristics and rate fixation; In-company

management vs. out –sourcing; Implementation and continuous improvement; Carrier selection determinants and

decision. Structure of Shipping: World sea borne trade; international shipping - characteristics and structure; Liner and

tramp operations; Liner freighting; Chartering-Types, principles and practices; Charter, party agreement; Development in

sea transportation-Unitization, containersation, inter and multimodal transport; CFC and ICD; Indian shipping – growth,

policy and problems; Ports and port trust. International Air transport: International set up for air transport: Freight rates;

India’s exports and imports by air – Problems and prospects. Carriage of Goods by sea, sea and combined transport;

international conventions and Indian law; Maritime frauds and unethical practices–causes and protection; Role and types

of cargo intermediaries.

Unit V: Warehousing and Inventory Management 5 lecture hours

Warehousing and Inventory Management: Warehousing and marketing strategy; Objectives and functions of

warehousing; Warehouse strategies; Material handling equipment and material mobility Warehousing evaluation and

requirements. Inventory management-inventory categories, EOQ, LT, ICC; Inventory levels; Material planning and

sourcing of procurement; Methods of cost reduction.

Text Books

a) Supply Chain Management: Text and cases; Shah, J. (2009), Pearson, New Delhi.

b) Supply Chain management- Strategy, Planning & Operation-6th edition; Chopra, Meindl & Kalra, Pearson Education

c) Logistics Management-The Supply Chain Imperative Sople V. Vinod, Pearson Education

Reference Books

1. Ballau, R.H., Business Logistics Management, Prentice Hall, Englewood Cliffs.

2. Bes, J., Chartering Practices.

3. Bes, J., Dictionary of Shipping and chartering Practices.

4. Christopher, M., Logistics and Supply Chain Management, Prentice Hall.

5. ICAO Journal, New York., various issues.

6. Indian Shipping and Transport, Mumbai, Various issues.

7. Murphy, Paul R. and Donald F. Wood, Contemporary Logistics, Prentice Hall.

8. Marks, Daniel, Shipping Cartels.

9. Shapiro, R., Logistics Strategy: Cases and Concepts, West Publishing, St. Paul.

10. Coughlan, A.,Anderson, E. and Louis W. Stern, Marketing Channels, Prentice Hall.

11. The Marine Times, Mumbai, various issues.

Course Name: Trade Documentation & Procedures


Semester IV

Credits 3

No of Sessions 45

Course Description

In today’s Global Business environment, it is very important to known the marketing opportunities created across the

Globe. For export, it is very important to have the right knowledge and expertise to do the Documentation work and follow

the procedures to create opportunities.it is important to have exposure of international trade and business in the globalized

world and benefits of trade. This course will acquaint students with the foreign policy, institutional framework of India

for export import Business along with equipping the students with formalities, documentation and procedures of export-

import business. It is important to understand the International transport system, financial payment mechanism etc. to

develop and analyze the business environment for doing business with specific country. This knowledge helps to gauge

the international scenario of business and predict the future.

Course Outcomes

The students will be able to

CO1 Correlate the trade theories and the role of government and semi-government organizations in

the country for doing international business. (K4)

CO2 Utilize a sound technical understanding of the step by step procedures for doing export and

import (K3)

CO3 Identify the export and import cargo clearance mechanism and duties and incentives and the

rationale behind the same. (K4)

CO4 Differentiate the different international transport system and handle include the international

trade operations and logistics efficiently. (K4)

CO5 Measure and gauge the international business in a specific region in terms of trade scenario

and opportunities and threats of carrying out business with them. (K5)

Course Content:

Unit I: Introduction 9 lecture hours

Basics of trade, Foreign Trade & International Business, Benefits of Trade, Trade Theories

Modes of International Business, Institutional framework, The role of Government and Semi-Government organizations,

India’s Trade Policy , Foreign Trade Policy (2015- 2020), General Provisions Regarding Imports and Exports, World

Bodies, WB, IMF, WTO and Trade liberalization, Case Study: Analysis of trade before and after the WTO: A case

study of India

Unit II: Setting up Business and Export Documentation 9 lecture hours

Setting up Export Business, Selecting the right name, Registration, Opening a bank account

Registration with different authorities, Obtaining IEC code no.,Export License, Procedures and Processing of an Export

order, Selection of product/market, Identifying and making initial contact with customer, Export quotation and finalizing

terms of payment,Obtaining finance, buying export guarantee schemes, Processing/ Buying of export products, Packaging,

marking, labeling, Compulsory inspection, Clearance from excise etc., Marine Insurance, Custom Clearance of Export

Cargo Shipment, Export-Import documentation and practices, Commercial and Regulatory Documents, Proforma Invoice,

Packing List, Commercial Invoice Certificate of Origin (GSP), Inspection certificate, Insurance Certificate, Shipping

Bill/Bill of Entry, Exchange Declaration Form, Bills of Exchange, Bill of Lading, Introduction to Import Documents,

Case Study: A study on export procedure and documentation in Needle Industries Pvt. Ltd.: Nilgiris

Unit III: Payments Duties and Incentives 9 lecture hours

Custom Clearance of Export Cargo, Customs valuation, The harmonized system, Receiving Payment, Document

presentation and negotiation with banks, Claiming benefits under incentive schemes, Duty Exemption &Remission

Schemes, Capital Goods Scheme, Export Promotion Measures, Special Economic Zones

Unit IV: International Transport System and Logistics 9 lecture hours

The critical elements of a logistics system, Planning, physical distribution for imports and exports, International transport

system, Selecting the right mode of transportation, Characteristics of Shipping Industry and world shipping, Registration

of ships, Role of intermediaries in shipping industry, Shipping conferences, Different types of shipping vessels,

Containerization

Unit V: Doing Business with countries 9 lecture hours

Country specific Study: Doing business with Middle East Countries, Doing business with China , Doing business with

Australia, Case Study: Doing Business in China- A risk analysis

Text Books

1. Ram, Paras, Exports: What, Where and How ? Anupam Publications, New Delhi,

2001

2.Rama Gopal, Export Import Procedures, Documentation and Logistics, New Age International Publishers, New Delhi.

3. M. D. Jitendra, Export Procedures and Documentation, Rajat Publications.

4. Pervin Wadia, Export Markets and Foreign Trade Management, Manishka Publications

References:

1.Customs and Excise Law, various issues.

2. Excise Law Times, various issues.

3. Ministry of Commerce, Export import Policy, Government of India, New Delhi.

4. Ministry of Commerce, Handbook of Procedures, Volumes I and II, Gover nment of

India, New Delhi.

Course Name: INTERNATIONAL ADVERTISING AND BRAND MANAGEMENT


Semester IV

Credits 3

No of Sessions 45

Course Description

Globalization has increased opportunities of growth in international business. It makes the skills of the international

marketer critical for business survival. This is true for every business irrespective of the sector or type or size of firm.

Even firms not directly involved in active international marketing are likely to be affected by internationalization.

The core issues in international Advertising, are to reflect the diversity of firms and markets across the world. International

advertising can be successful by carefully studying and considering changes in the global marketplaces and emphasizes

the importance of understanding cultural diversity in order for businesses to respond effectively to different market

conditions. International Advertising plays an important role in connection with the market with effective and tailor-made

advertising campaigns, Branding, Positioning for every international Market across the globe.

Course Outcomes


CO1 Identify the scope and significance of International advertising management to brand and

corporate image. (K2)

CO2 Examine advertising content generation concepts and phenomenon to current business events

in the International Market. (K3)

CO3 Examine and determine the role of inhouse or International advertising agency (K4)

CO4 Identify the role of creating International Brands for growth . (K3)

CO5 Appraise the role of ethics in Advertising(K5)

Course Content

Unit I: Introduction to International Advertising 10 lecture hours

Unit I-International Advertising: Its importance and nature; International Communication model; Meaning and nature of

advertising; International advertising complexities and issues; Major international advertising decisions and influencing

factors; Determination of target audience in international markets; Determining advertising international objectives;

DAGMAR Approach; Determining advertising budget.

Unit II: Developing International Advertising Campaign 8 lecture hours

Determining international advertising message and copy - Headline, body copy, logo, illustration and layout; Creative

styles and advertising appeals; International Media planning –Types of media, media selection and scheduling Advertising

through Internet.

Unit III: Evaluation and Organization of International Advertising Efforts 12 lecture hours

Evaluation and Organization of International Advertising Efforts: In-house arrangements; Using advertising agencies –

selection, compensation and appraisal of advertising agency; Evaluating Advertising Effectiveness - Before and after

advertising tests and techniques.

Unit IV: Creation and Development of International Brand: 8 lecture hours

Developing International Brands: Local, foreign and global brands; Pre-requisites and process; Country-of-origin effects

and global branding; Building Indian brands for global markets.

Identifying and selecting brand name; Building brand personality; International Brand positioning and re-launch; Brand

extension; Enhancing brand image through sponsorship and event management; Building brands through Internet. Brand

Building in Different Sectors- Customers, industrial, retail and service brands.

Unit V: International Advertising of Indian Products 7 lecture hours

International Advertising of Indian Products: Complexities and issues; Ethical issues in international advertising;

Integrated international marketing communications.

Text Books

1. Aaker, David A. and Alexander L. Biel, Brand Equity and Advertising: Advertising's Role in Building Strong

Brands, Psychology Press

Reference Books

1. Mooij, Marieke de, Global Marketing and Advertising: Understanding Cultural Paradoxes, Sage Publications

2. Aaker, David A., Rajeev Batra and John G. Mayers, Advertising Management, Prentice Hall of India.

3. Belch. George and Michael Belch, Advertising and Promotion: An Integrated Marketing Communications

Perspective, McGraw Hill Education.

4. Bergh, Bruce, Vanden, G. and Katz, Helen, Advertising Principles: Choice Challenge, and Change, NTC Business

Books, Illinois, 1999.

5. Dunn, S. W. and Barbar, A. M., Advertising: Its Role in Modern Marketing, Dryden Press.

AVIATION MANAGEMENT ELECTIVES

Course Name: Aviation Sales & Airline Advertising


Semester IV

Credits 3

No of Sessions 45

Course Description:

The course will analyze the 'Changing Faces of Air Transport World' and critically examine airline and airport Business

and Products; analyze impending challenges in the airport, airline to help the participants to acquire a comprehensive

understanding of the subject to enhance their managerial abilities to assume higher responsibilities in the 'Marketing'

and 'Selling' respective Products. Participants will also be able to acquire a comprehensive understanding of Marketing

Management and the new approaches to 'Market Mix' Students shall also learn how consumer behavior, creative

strategies, the communication process, and program evaluation tools are used to design effective airline advertising and

promotion programs.

Course Outcomes


CO1 Evaluate current advertising trends based on legal, ethical and business environments to assist

in advertising planning.

CO2 Evaluate advertising's role in the marketing mix, considering the specific functions of

customer behaviour and research in planning a marketing communications program through

various tools.

CO3 Understanding of traditional advertising and promotional tools, and shows how other key

elements within the marketing communications mix can be integrated in what is referred to as

Integrated Marketing Communication (IMC).

CO4 Understand the airline business, build and retain the customers, increase their loyalty, and

facilitate the spread of positive word of mouth through appropriate channel of advertising.

CO5 Advance your ability to proactively identify and develop sales opportunities, new

technologies and selling tools that can improve profitability and facilitate in better utilizing

and managing airline selling resources tactically and strategically.

Course Content:

UNIT 1: INTRODUCTION TO MANAGEMENT THEMES 9 lecture hours

Global Market-Business Strategy, Uniqueness of Air Transport Products, Aviation Market - Airline-Airport Environment

- Airline and Airport Products-Airline-Airport Operations; Global changes being experienced by airport, airline Sectors

and its impact on the market development and way forward - Global Airport/Airline Marketing Strategy; Why the

traditional 'Marketing' is failing; new 'Market Mix-4Ps Vs 7Ps'. Thrust areas for successful global aviation market

development;

UNIT 2: ADVERTISEMENT & MEDIA 9 lecture hours

Concept and definition of advertisement - Social, Economic and Legal Implications of Advertisements - setting

advertisement objectives - Ad. Agencies - selection and remuneration - advertisement campaign - Media plan - type and

choice criteria of Media - reach and frequency of advertisements - cost of advertisements related to sales - media strategy

and scheduling.

UNIT 3: AIRLINE SELLING STRATEGIES 9 lecture hours

Airline Pricing and Revenue Management, Airline Psychology of Selling, Process innovation and building competitive

advantages. To delight and create Devoted Customers – Sales Planning – Communication Mix – Sales Task in Air Freight

Market

UNIT 4: DESIGN AND EXECUTION OF AIRLINE ADVERTISEMENTS 9 lecture hours

Anatomy of sale - AIDA and SPIN Model - Marketing Communication Techniques - Airline Advertising - Selling in Air

Freight Market - Message development - different types of advertisements - layout of advertisements - advertisements

design appeal - copy structure of advertisements - advertisement production – advertisement prints - Radio. T.V. and web

advertisements - Media Research - testing validity and reliability of ads - measuring impact of advertisements.

UNIT 5: SALES PROMOTION CAMPAIGN 9 lecture hours

Sales promotion - Requirement identification - designing of sales promotion campaign - involvement of salesmen and

dealers - out sourcing sales promotion national and international promotion strategies - Integrated promotion -

Coordination within the various promotion techniques - online sales promotions.

TEXT BOOKS

1. Kenneth Clow. Donald Baack, "Integrated Advertisements, Promotion and Marketing communication", Prentice Hall

of India, New Delhi, 2003.

2.S.H.H.Kazmi, Satish K Batra, "Advertising & Sales Promotion", Excel Books, New Delhi, 2001.

REFERENCE BOOKS

1. Julian Cummings, "Sales Promotion", Kogan Page, London 1998.

2.E.Betch and Michael, Advertising and Promotion, MC. Graw Hill

Course Name: Air Traffic and Ramp Operations


Semester IV

Credits 3

No of Sessions 45

Course Description:

This course introduces the various aspects of present and future Air Traffic Control systems. Among the topics in the

present system that we will discuss are the systems-analysis approach to problems of capacity and safety, surveillance,

including the National Airspace System and Automated Radar Terminal Systems, navigation subsystem technology,

aircraft guidance and control, communications, collision avoidance systems and sequencing and spacing in terminal

areas. The class will then talk about future directions and development and have a critical discussion of past proposals

and of probable future problem areas.

The objective of this module is to provide the participants with a good knowledge on Air Traffic Control on Airports

and Airways.

Course Outcomes


CO1 Understand the Aircraft turnaround operations, ATC procedure and its procedure and

relationship in ramp handling.

CO2 To do the Planning of the Airport and to perform operations involved in the Airport.

CO3 To know and interpret the Meteorological data’s and to calculate the Airport fees, Rates and

Charges.

CO4 To understand and adhere to the various Regulations involved Aviation Industry.

CO5 To understand about the Navigational and ATC control process.

Unit-I 9 lecture hours

Human factors in Air Traffic Control –Temporal progress in Human Factors in ATC –The

circumstances – Background Details – The Human Factors –Preventive measures. Nature of

Human Error: Shell model –Modeling Error –Engineering, Interactive Information Processing – Levels of Behavior –

Skill based, Rule Based, Knowledge based – Violations – Decision Making – Action – nature of Intended action –

Managing Human error – Individual blame or systemic causal factors.

Unit-II 9 lecture hours

Information processing – Sensation and sensory memory – Perception – Detection – Attention – Recognition – Decision

Making and response selection – the visual system – visual sensation,

perception, cognition, imagery – visualization in air traffic control. Auditory cognition – Spatial Orientation – Situation

awareness – Mental Models – decision making and Judgment – Cognitive aspects – attitudinal behavioral aspects – selection

and training

Unit-III 9 lecture hours

Introduction – Communication distortion, expectancy, Noise and masking – Interruption –

Listening – Selecting – Attending – Understanding – Non-verbal communication – Communication in the ATC

environment – communicating within groups– gate keeping – mediating -- The Human factors – preventive measures –

Checklists – Software display. Human machine systems – operational complexity versus Functional capability – Radar

service – Procedural service – Future changes in the controlling environment – navigation: GNSS and free flight –

surveillance: ADS and ADS-B – Other Human Factor issues in the CNS environment – Design and development –

training – licensing.

Unit-IV Airport Terminal Operations 9 lecture hours

Overview of airport terminal management, Terminal development, Terminal management, Introduction to a typical hub

airport – pursuit of service excellence, Terminal operations and best practices, Airport benchmarking and its importance,

example of airport benchmarking on service, product and facility, Airport Quality service management – building a

service culture, Facilities management (internal), Airport landscaping, Crises communication management and set-up,

Managing Airline operations, Working with Government agencies, Managing GHA and other service providers, Role of

Airport facilitation committee/Airline Operators Committee/Airport Operations Dept, Strategies in Management, Site

visit: Terminal 3/Fault management Centre / Terminal Management Centre

Unit-V Ramp Handling 9 lecture hours

Introduction to the airside environment and airport ramp services, Aircraft characteristics and turnaround plan, Cleaning,

Catering and other services, Ground service equipment, Standard Operating Procedures, Airside Safety, Ramp Security

awareness, Future developments in the sector of ramp services.

Text Book

Ashford, N., Coutu, P., & Beasley, J. (2013). Airport operations.

Reference Books

1. Heizer, J. (2016). Operations Management, 11/e. Pearson Education India.

2. Kazda, A., & Caves, R. E. (Eds.). (2010). Airport design and operation. Emerald Group

Course Name: Aviation Logistics Management


Semester IV

Credits 3

No of Sessions 45

Course Description

This course introduces you to the international air cargo mode. You will learn about the economics underpinning air cargo

operations, the regulatory environment as it relates to the international air cargo mode, the roles of the air cargo mode in

global supply chains, the air cargo services offered to the public, the rationale for and the forms of strategic partnerships

and alliances employed in the air cargo industry, and the strategies employed by the various key stakeholders.

The course introduces you to the technical characteristics of aircraft as they relate to the air cargo mode, in particular,

cargo capacity and air cargo revenue management, and ground and terminal handling requirements of air cargo.

Course Outcomes


CO1 Analyse the strategies of key industry stakeholders and discuss how value is delivered and

captured in international air logistics chains

CO2 Relate relevant regulatory frameworks and the roles of governmental air cargo security

regulations to a range of industry actor perspectives.

CO3 Critically analyse the technical characteristics of aircraft as they relate to air cargo planning

and operations and air cargo revenue management.

CO4 Optimise air cargo economics (including air cargo revenue management/pricing) taking on

perspectives of various actors.

CO5 Analyse the role of strategic alliances and emerging global supply chain management trends as

they impact on the air cargo industry.

Course Content

UNIT I REQUIREMENTS FOR AIR TRANSPORT CARGO SERVICES IN INDIA 9 lecture hours

Air Cargo Operations, Eligibility Requirements, Procedural Requirements, Aircraft And Airworthiness Requirements,

Operational Requirements, General Requirements.

UNIT II MANAGING AIR CARGO SERVICES 9 lecture hours

Introduction, History of Air Cargo, Cargo-Only Carriers, Combination Carriers, Integrators, Managing Air Cargo

Successfully - Fleet Management and Network Planning, Operations Management, E-Commerce, Marketing, Product

Management, and Pricing, Challenges - Air cargo operations at airports, Pricing and revenue management, Security.

UNIT III AIR CARGO LOGISTICS IN INDIA 9 lecture hours

Introduction, Air Cargo Logistics Operations, Stakeholders, Express Delivery Services, Domestic Cargo, Role of Air Cargo

in Indian Economy , Structure of International Trade (Merchandise), Trends in Inbound / Outbound Air Cargo Traffic ,

Performance of Air Cargo throughput in Indian Airports, Dedicated Domestic freight operations, Forecast of the air freight

traffic, Drivers of Air Cargo Traffic in India.

UNIT IV PERFORMANCE INDICATORS AND CHALLENGES 9 lecture hours

Introduction – Dwell Time, Throughput efficiency at cargo terminals, Menace of Missing/Non-traceable Cargo, Challenges

- Infrastructure Bottlenecks, Gaps in Key facility infrastructure at Cargo terminals in Gateway airports, Bottlenecks in truck

docking, Inadequate X-ray screening facilities and lack of associated trained manpower, Absence of off-site facility such

as Air Freight Station (AFS) for cargo processing, Special Cargo Infrastructure. Regulatory Hurdles and Other Processes /

Procedures / Systems.

UNIT V FACILITY DEVELOPMENT AT AIRPORTS 9 lecture hours

Development at Airports, Promote key gateway airports as Cargo Transhipment Hubs, Promote dedicated Freighter

operations, 24X7 Operations in Air Cargo complex, Promote Air Cargo educational and professional training program for

capacity building, Air Cargo Infrastructure Development at Airports, Initiatives needed from Central Board of Excise and

Customs, Reduce delay in processing of Export Cargo out of cargo terminals, Decongestion of warehouse, Facilitate

Transshipment, Initiatives needed from Bureau of Civil Aviation Security.

TEXT BOOKS

1. Fedric J.H., Airport Management, 2000.

2. C.H. Friend, Aircraft Maintenance Management, 2000.

REFERENCES

1. Gene Kropf, Airline Procedures.

2. Wilson & Bryon, Air Transportation.

3. Philip Locklin D, Economics of Transportation.

4. Indian Aircraft manual – DGCA Pub.

5. Alexander T Wells, Air Transportation, Wadsworth Publishing Company, California, 1993

Course Name: Aircraft Maintenance Management


Semester IV

Credits 3

No of Sessions 45

Course Description:

Aircraft Maintenance & Management course shall enable the Students to learn the importance of Aircraft Maintenance

without which Aircraft Movements will be disturbed terribly and the safety of Aircraft Operations cannot have ensured

unless the proper Maintenance is taken care as per the schedule. This course will provide you with an understanding of

the different areas of aircraft maintenance, including general aviation, business and corporate aviation, and charter and

transport category aviation.

Course Outcomes


CO1 Understand and troubleshoot the aircraft and systems in accordance with manufacturers'

specified instructions, accepted aviation techniques/practices and the requirements of the

DGCA.

CO2 Understand the written instructions, schematics, manufacturer's specifications, technical

drawings, manuals, and computer based information while performing routine and

unscheduled tasks and learn how to Maintain inspection, repair, maintenance, and

certification records and reports to meet industry regulations and logbook requirements.

CO3 Understand and evaluate the scheduled and unscheduled inspections on aircraft structural

systems to ensure they are in proper working order and meet standards of performance and

safety.

CO4 Evaluate, modify and implement quality control and quality assurance procedures to meet

organizational standards and requirements.

CO5 Develop strategies for quality assurance, inspection policies and disaster management to

enhance work performance and maintain safety within the aerospace industry.

Course Content

Unit I 9 lecture hours

Maintenance: Role of the Engineer & Mechanic – Two Types of Maintenance-1. Reliability - 2. Redesign – Failure Rate

Patterns – Establishing a Maintenance Program. Development of Maintenance Programs: Introduction – Maintenance

steering Group (MSG) approach – Process & Tasks – Oriented Maintenance – Maintenance Program Documents –

Maintenance Intervals defined – Changing Basic Maintenance Intervals. Goals and Objectives of Maintenance – Program

Content – Discussion of the five objectives. Aviation Industry Certification Requirements – Introduction – Aircraft

Certification Delivery Inspection – Operator Certification – Certification of Personnel – Aviation Industry Interraction.

Unit –II 9 lecture hours

Documentation for Maintenance: Types of Documentation – Manufacturer‘s Documentation – Regulatory Documentation

– Airline Generated Documentation – ATA Document Standards – Summary of FAA Requirements – Additional

Maintenance Program Requirements. Maintenance and Engineering Organization: M & E Organizational Chart – General

Groupings – Manager Level Functions: Technical Services Directorate – Aircraft Maintenance Directorate – Overhaul

Shops Directorate – Material Directorate – Evaluation Directorate. Organizational Structure and the TPPM. Technical

Services: Engineering – Introduction – Makeup of Engineering – Mechanics and Engineers – Engineering Department

Functions – Engineering Order Preparation.

Unit– III 9 lecture hours

Production Planning and Control: Introduction – Forecasting – Production Planning & Control – Feedback for Planning

– Organization of PP & C. Technical Publications: Introduction – Functions of Technical Publications – Airline Libraries

– Control of Publications – Document Distribution. Technical Training: Introduction – Organization – Training of

Aviation Maintenance – Maintenance Resources Management – Airframe Manufacturer ‘s Training Courses – Other

Airline Training Courses. Computer Support: What is a computer – Airline uses of Computers – Computer Program

Modules – Selecting a computer System

Unit – IV 9 lecture hours

Line Maintenance (On – Aircraft) – Make up of Line Maintenance – Functions that Control Maintenance – Maintenance

Control Centre Responsibilities – Line Maintenance Operations – General – Aircraft Log Book – Ramp and Terminal

Operations – Other Line Maintenance Activities – Line Station Activities – Maintenance Crew Skill Requirements –

Morning Meeting. Hanger Maintenance (On –Aircraft) – Operation of Overhaul Shops – Shop Data Collection. Material

support: Organization and Function of Material – Material Directorate – M & E Support: Organization and Function of

Material – Material Directorate – M & E Support Functions of Material – Other Material Functions.

Unit – V 9 lecture hours

Quality Assurance: Requirement for Quality Assurance – Quality Audits – ISO 9000 Quality Standard – Technical

Records – Other Functions of QA. Quality Control: Introduction – Quality Control Organization – FAA and JAA

Differences – QC Inspector Qualifications – Basic Inspection Policies. Reliability: Introduction – Types of Reliability –

A Definition of Reliability– A Reliability Program – Administration and Management of the Reliability Program.

Maintenance Safety: Industrial Safety – Safety Regulations – Maintenance Safety Program – General Responsibilities for

Safety – General Safety Rules – Accident and Injury Reporting.

Text Book:

Aviation Maintenance Management: Harry A. Kinnison

Reference Books:

1. Risk Management &Error Reduction in Aviation Maintenance : Manoj S. Patankar & James C. Taylor

2. Managing Maintenance Error: James Reason &Alan Hobbs

LOGISTICS AND SUPPLY CHAIN MANAGEMENT ELECTIVES

Course Name: Retailing & E-Commerce Logistics


Semester IV

Credits 3

No of Sessions 45

Course Description:

This course is designed to help students to understand the function of Retailing & E Commerce Logistics

operation and processes of digital marketing operations For many new elements of digital marketing, the

supply chain and logistics world can appear mature in comparison. Nowadays, new marketing tools and

strategies must be paired with an industry that has been around for a long time. The market is oversaturated

with more and more companies looking for a logistics solution. In this industry, it is vital to stand out from the

crowd.

In current scenario the roles of digital marketing is rapidly enhanced for online business as getting more values

compare then traditional business For example,Flipkart,Amazone,logistech and many more.

Course Outcome:

CO1: Students will able to understand the importance of digital marketing in LSCM operation.

CO2: will able to understand the role of various network of digital marketing.

CO3: Understand the Understand Online Consumer Buyer Behavior

CO4: The student will after be finished course Learn social media promotional techniques and will

learn LSCM business development skils through digital marketing.

CO5: After finished course the student will be able - Role of Mobile Marketing in business.

Course Content:

UNIT 1- Overview of Digital marketing, 8 lectures hours

Importance of Digital marketing for online business and its future, Roles of Digital marketing in LSCM,

Function of Digital marketing, Advantages of digital marketing for customers, Digital Marketing meaning

scope and importance, Internet versus traditional marketing communication,

UNIT 2- internet micro Environment 8 lectures hours

Use of Business to Consumer and Business to Business Internet Marketing, Internet marketing strategy, Online

buyer behavior and Model, The Marketing Mix (7-Ps) in online context, Managing the Online Customer

Experience; Planning website design,

UNIT 3- Understanding site user requirement, 8 lectures hours

site design and structure, developing and testing contents, Integrated Internet Marketing Communication

(IIMC), Objective and Measurement of Interactive marketing communication, Digital Promotion Techniques

I , Email Marketing,

UNIT 4- Opt-in-email-Permission Marketing, 8 lectures hours

Online PR, Interactive Advertising, Online Partnerships, Viral Marketing, Blogs, Search Engines- Search

Engine Marketing (SEM),+

Search Engine Optimization; Website Optimization,

UNIT 5- Designing content for social media marketing, 13 lectures hours

Campaign management, tracking SMM performance, Mobile Marketing-advertising on mobile devices,

mobile apps, tracking mobile marketing, performance. Introduction to Web Analytics-Meaning types, Key

Metrics and tools., Advantages of D.M in LSCM, Cost optimization by DM, Roles of IT and Function in

D.M

Text Book

Logistics in E-commerce Business , by Paul T. Sudhakar (Author)

Course Name: Air Cargo and Shipping Logistics Management.


Semester IV

Credits 3

No of Sessions 45

Course Description

The course is designed to provide the students with adequate skills and knowledge in functional areas of Shipping and

maritime business environment. It also gives a holistic understanding of the sector integrating various aspects viz. Ship

management, Maritime business environment and Cargo management apart from a thorough grounding on general

managerial skills. This helps the students to tap into opportunities not only in port, shipping and logistics sector but also

into other sectors of the economy.

Course Outcome:

CO1. Apply concepts of the commercial, operational and technical components of ship management. CO2: Demonstrate sea transport characteristics, various sea routs and transport based on stowage, volume of ships

etc.

CO3: Apply the knowledge of shipping and maritime logistics, to the solution of complex International logistics

management problems. CO4: Appraise Cargo and geographical factors

CO5: Measuring and evaluating performance of cargo safety and shipping operations

Course Contents

Unit I: Air Cargo and Sshipping Industry Overview 8 lectures hours

Description of a ship – Uses of a ship or a floating vessel – Classification of ship (route point)(cargo carried) –

Superstructure – Tonnages and Cubic – Drafts and Load lines – Flag Registration – Different Cargo (Packing, Utility or

Value) – Trimming – Cleansing Unitized Cargo. Ship registration and insurance.

Unit II: Air Cargo & Shipping Logistics 8 lectures hours

Concept, objectives, Importance and relevance to global marketing and Supply chain management- Coastal and Ocean

transportation- World Sea-borne Transport- Global Sea Routes and the trade volume- Characteristics of shipping

transport- Types of Ships- Container, Roll-on/roll-off (ro-ro) vessels, General cargo ships, Bulk carriers, Tankers, etc-

Busiest Sea routes: East-West and North-South and Intra Region International Maritime Organization (IMO): Formation

and functions Regulations concerning dangerous and polluting cargoes, including the class structure

https://www.amazon.in/Paul-T.-Sudhakar/e/B00IMT9ML4/ref=dp_byline_cont_book_1

Unit III: Air Lines & Shipping Lines 8 lectures hours

Hub and Spoke – Process Flow – Advices _ Booking – Containerization – Containers – Container Numbering – Process

Flow – Shipping Sales – Leads – Quotations – Customer Service, Major Container Trades - Container Operators -

Container Ships – Terminal, Consideration of Container Terminal Planning - Container Distribution – Container types -

ISO Container Dimension by types - Non- Container cargo - Features of Containerization - Equipment for non-container

cargo.

Unit IV: Cargo and Geographic Factors 8 lectures hours

Dry cargoes - Non-bulk dry cargoes - Stowage factors - Dangerous cargo and IMDG Code - Bills of lading and cargo

claims - Liquid cargoes - Tank cleaning - Petroleum products - Chemicals - Liquid gas carriers - Ullage, dead freight and

slack tanks - Geography and metrology - Routing services - Load lines.

Unit V: Operations and Voyage Estimation 13 Lectures hours

Volume/Weight Calculations, Shipment Planning Basics, Preparing and Loading Containers, Types of container services

– FCL – Consolidation – LCL – Advanced Scientific Shipment Planning – Container De-stuffing, Budget preparation -

Account processing and reporting. Operations: Voyage planning - Hires and freight - Commissions - Commercial

operations. Voyage Estimation: Length of the voyage - Commencing the voyage estimates - tankers - Time charter -

Practical calculations - Voyage estimates. Bunkering.

Text Book

1. Alan E.Branch. 2008, Elements of Shipping. Chapman and Hall, Fairplay Publications, U.K.

Reference book

2. John. W. Dick. 2014, Reeds 21st Century Ship Management. Bloomsbury Publishing, U.K.

3. Prabhakaran Palleri (2009) Marine Environment: Management and People's Participation. KW Publishers Pvt.

Ltd., and National Maritime Foundation: New Delhi

4. Proshanto K. Mukherjee, Mark Brownrigg (2013), Farthing on International Shipping.4th edition, Springer

publications

Course Name: Global Supply Chain Management


Semester IV

Credits 3

No of Sessions 45

Course Description

The course is to introduce the evolution and basic concepts of International Logistics Management. The course further

deals with the focus towards international Marketing and its relation with logistics. It also deals with the international

logistics and introduces various transportation modes their advantages. The inventory management and containerization

also taught with the focus towards international logistics.

Course Outcome: -

CO1: Apply the concepts of International logistics and trade.

CO2: Apply basic components of International Logistics and integrating all the subsystems of

Logistics.

CO3: Apply various EXIM strategies for effective operations of logistics across the National

boundaries.

CO4: Analysis of supply chain risk, transportation, communication, utilities and technology

infrastructure.

CO5: Demonstrate effective application capabilities of their conceptual understanding to the real

world business situations.

Course contents

UNIT I: International Logistics and Supply Chain Management 8 lecture hours

Meaning and objectives, Basics of global operations, factors affecting international logistics, Management of logistics

over national boundaries, Analysing logistics problems, importance in global economy, Characteristics of global supply

chains, Global Supply Chain Integration – Supply Chain Security – International Sourcing – Role of Government in

controlling international trade and its impact on Logistics and Supply Chain.

UNIT II: International Retail Environment 8 lecture hours

Assessing the International Economic, Political, Legal and Social Environment Market Selection Market Entry Methods-

Flagship Stores, Organic Growth, M&A, Franchising, JVs, Concessions, Exporting and Wholesaling, Internet

Relationship between Market Selection and Market Entry International Market De-Entry: Divestments and Withdrawals

UNIT III: EXIM Logistics 8 lecture hours

Special Aspects of Export logistics: Picking, Packing, Vessel Booking [Less-than Container Load(LCL) / Full Container

Load (FCL)], Customs, Documentation, Shipment, Delivery to distribution centres, distributors and lastly the retail

outlets- Import Logistics: Documents Collection- Valuing- Bonded Warehousing- Customs Formalities- Clearing

Distribution to Units- Security & Insurance- Multimodal Transport- UN International convention on MT of Goods-

Terminal Networks: Types and Roles.

UNIT IV: Globalization Logistics Network Design 8 lecture hours

global supply chain - global logistics network design - risk management - information management - performance

measurement for global logistics - governments interest in logistics - documentation, terms of sale and terms of payment,

The Global Trade Environment, partners, touch points and risks along the international supply chain, Infrastructure

necessary for global trade (transportation, communication, utility, and legal & regulatory).

UNIT V: Documentation and terms of sales 13 lecture hours

Containerization and Chartering Containerization: Inland Container Depot (ICD): Roles and Functions, CFS, Export

Clearance at ICD; CONCOR; ICDs under CONCOR; Chartering: Kinds of Charter, Charter Party, and Arbitration, Expert

Sales Contact, International Contact Terms, CIF Contact, Duties of Importers, FOB Contacts; Documentation in Logistics:

Invoice, Packing List, Certificate of Origin, Bill of lading, Shipping Bill, Marine Insurance, Bill of Entry. IT and Industry

4.0 Application in International Logistics Management

Text Books

1. Dr. Sudalaimuthu and S. Anthony Raj, Logistics for International Business: Text and cases, Prentice Hall India, New

Delhi.

References Books

1. Multiah Krishnaveni, “Management and World Sea Borne Trade” Publisher: Himalaya Publication

2. Reji Ismail- Logistic Management (Excel Books Publishing house, New Delhi)

3. SakOnkvisit & John J. Shaw, “International Marketing” Prentice Hall of India

4. Bowersox, Donal J. and David Closs, Logistical Management, 5th ed., McGraw-Hill

5. Gupta and Varshing, “International Marketing “Publisher: Sultan Chand and Sons.

Course Name: Supply Chain Risk Management


Semester IV

Credits 3

No of Sessions 45

Course Description

To understand the concept of risk, uncertainty and disruption in business and supply chain. What are the various sources

of risks and its impact on supply chain and business. Effective risk management will reduces the negative impact of risk

and allow the opportunity to be encased. Due to uncertain and volatility in business environment, risk management are

gaining importance in all industry and worldwide. Risk management involves planning, identification, assessments,

mitigation and control and monitoring the risks in supply chain. Safety management is also important for the entire supply

chain due involvement of labor and goods movement. Effective safety management can reduce unwarranted loss to the

supply chain and business.

Course Outcome:

CO1: Understanding the concept of uncertainty, disruption and risk. What are various sources of risk

to the business and supply chain.

CO2: Identification of various types of risk in the supply chain and logistics and its consequent impact

on business and competitiveness.

CO3: Use of qualitative and quantitative techniques to evaluate and assess risk in the supply chain.

CO4: Developing various risk strategies and its implementation to reduce the negative impact of the

supply chain as well as business.

CO5: Evaluate the effectiveness of risk strategies and revising the plan.

Course contents

Unit I: Introduction to Risk Management 8 lecture hours

Concept of risk, Definition of risk, Level of risks within an organization, Relationship of risk with losses and gains.

Concept of uncertainty and risk, Sources of uncertainty an risk in an organization, Probability of occurrence and outcome

of risks. Concept of enterprise risk management (ERM).

Unit II: Supply Chain Risks Identification 8 lecture hours

Concept of supply chain and logistics risks, Importance of supply chain risk management, Sources of risks in supply chain

and logistics. Risk events, Risk exposure and vulnerability, risk appetite. Concept of Supply Chain Risk Management

(SCRM). Risk identification methods in enterprise and supply chain. Examples from industry.

Unit III: Supply Chain Risk Assessment 8 lecture hours

Concept of risk evaluation and assessment. Probability of occurrence, severity and impact of risk. Methods of evaluation

and assessment of supply chain and logistics risks, Risk assessment matrix (RAM).

Unit IV: Supply Chain Risk Mitigation and Control 8 Lecture hours

Concepts of mitigation and control. Risk responses; avoid, accept, transfer and mitigate. Supply chain risk mitigation

strategies. Risk plan, Risk governance, risk compliance, risk audit.

Unit V: Supply Chain Risk and Safety Systems 13 lecture hours

Integrating supply chain strategy with enterprise strategy. Linking supply chain risk management with supply chain

strategy. Environmental Management System ISO 14001, Risk Management Framework ISO 31000. Linking supply

chain risk management (SCRM) with ISO 31000. Concept of safety and occupational health. OSHA recommended

guidelines. Occupational health and safety management system ISO 45001.IT Application in Risk and Safety

Management Creation of enterprise level and supply chain risk database. Concept of Industry 4.0. Application of

Artificial Intelligence (AI) and Big Data in assessment and mitigation of supply chain and logistics risks.

Text Books:

(1) Supply Chain Risk Management, Donald Walters, Edition 2, Publisher: Kogan Pages, London, UK, Ed 2, 2011.

Reference Book:

(1) Supply Chain Risk Management, George A. Zsidisin, Bob Ritchie, Publisher: Springer, USA, 2009.

(2) Handbook for Supply Chain Risk Management: Case studies, George A. Zsidisin and Omera khan, Publisher: Ross

Publishing. Florida, USA. 2011.

(3) Supply Chain Risk Management, Gregory Schlegel and Robert Trent, Publisher CRC Press, NY, USA. 2014

(4) Managing Supply Chain Risk: Integrating with Risk Management, Sime Curkovic, Thomas Scannell, and Bret

Wagner, CRC Press, Florida, USA. 2016

(5) Supply Chain Risk Management e-book, David Olson, Edition 2, Publisher: Business Expert Press, NY, USA,

2014

Course Book MBA 2021-23 - Galgotias University

Documents

Transcript of Course Book MBA 2021-23 - Galgotias University