R2015 MBA.pdf - SKCET

Sri Krishna College of Engineering and Technology

(An Autonomous Institution)

Affiliated to Anna University, Accredited by NBA-AICTE, New Delhi

An ISO 9001-2000 Certified Institution

Kuniamuthur, Coimbatore – 641008, Tamil Nadu, India

Ph: 0422-2678001 (7 lines) Fax: 0422-2678012

Website: www.skcet.ac.in Email: [email protected]

Master of Business Administration (MBA)

Regulations, Curriculum and Syllabi

(For the Candidates admitted in 2015-16 and thereafter)

http://www.skcet.ac.in/

mailto:[email protected]

Approved by the

Academic Council

on

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SRI KRISHNA COLLEGE OF ENGINEERING AND

TECHNOLOGY KUNIAMUTHUR, COIMBATORE - 641008 (Autonomous College, Affiliated to Anna

University)

REGULATIONS OF POST GRADUATE DEGREEE PROGRAMME

IN MASTER OF BUSINESS ADMINISTRATION (MBA) (For batches of candidates admitted in 2015 – 16 and

subsequently)

NOTE: The regulations hereunder are subject to amendments as may be made by the

Academic Council of the College from time to time. Any or all such amendments will

be effective from such dates and to such batches of students (including those already in

the middle of the programme) as may be decided by the Academic Council.

1. PRELIMINARY DEFINITIONS AND NOMENCLATURE

In these Regulations, unless the context otherwise requires:

i. “Programme” means Post Graduate Programme in Master of Business

Administration.

ii. “Course” means Theory or Practical subject that is normally studied in a semester,

like

Strategic Management, Marketing Management, Research Methods lab, Communication skills etc.

iii. “Head of the Department” means Head of the Department or Director concerned.

iv. “Head of the Institution” means the Principal of the Institution who is responsible for

all academic activities and for implementation of relevant Rules and Regulations.

v. “Controller of Examinations” means the Authority of the College who is responsible for

all activities of the Semester End Examinations.

vi. “University” means ANNA UNIVERSITY.

2. MODES OF STUDY:

2.1 Full-Time:

Candidates admitted under „Full-Time‟ should be available in the College / Institution during the

entire duration of working hours (From Morning to Evening on Full-Time basis) for the

curricular, Co curricular and extra-curricular activities assigned to them.

The Full-Time candidates should not attend any other Full-Time programme(s) / course(s)

or take up any Full-Time job / Part-Time job in any Institution or Company during the period of

the Full-Time programme. Violation of the above rules will result in cancellation of admission to

the PG programme.

2.2 ADMISSION REQUIREMENTS:

2.2.1 Candidates for admission to the first semester of the M.B.A. Degree Programme shall be

required to have passed an appropriate Undergraduate Degree Examination of Anna University

or equivalent thereof as specified under qualification for admission as per the Tamil Nadu

Common Admission (TANCA) criteria.

Note: TANCA releases the updated criteria for admissions during every academic year.

Admission shall be offered only to the candidates who possess the qualification prescribed

against each course.

2.2.2 Notwithstanding the qualifying examination the candidate might have passed, he/she shall

have a minimum level of proficiency in the appropriate programme / courses as prescribed by the

University from time to time.

2.2.3 Eligibility conditions for admission such as the class obtained the number of attempts in

qualifying examination and physical fitness will be as prescribed by the University from time to

time.

3 DURATION OF THE PROGRAMME:

3.1 The minimum and maximum period for completion of the M.B.A. Programme is given

below:

Programme Min. No. of Semesters Max. No. of Semesters

M.B.A. 4 8

3.2 The Curriculum and Syllabi of the M.B.A. Programme shall be approved by the Academic

Council of the Institution. The number of Credits to be earned for the successful completion of

the programme shall be as specified in the Curriculum of the M.B.A Programme

3.3 Each semester shall normally consist of 90 working days or 450 periods of each 55 minutes

duration, The Head of the Department shall ensure that every teacher imparts instruction as per

the number of periods specified in the syllabus and that the teacher teaches the full content of the

specified syllabus for the course being taught. Each of the Semester Examinations (End Semester

Examination) will be scheduled after the last working day of the semester.

3.4 Credits will be assigned to the courses for different modes of study as given below:

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3.4.1 The following will apply to M.B.A. Programme.

For theory courses of 3 hours per week 3 credits

For tutorial courses of 2 hours per week 1 credit

For practical courses of 2 hours per week 1 credit

For Internship Training 2 credits

For final semester Project work 12 credits

3.5 The minimum prescribed credits required for the award of the degree shall be 93

3.6 Students can take up Employment Enhancement Courses (EEC) identified and given in the

curriculum and can earn additional credits on successful completion of these courses. These

additional credits are beyond the minimum stipulated credits of 93.

4. STRUCTURE OF THE PROGRAMME

[The structure, curriculum and syllabi of the M.B.A. programme are designed under Choice

Based Credit System.]

4.1 Every M.B.A. Programme will have a curriculum and syllabi consisting of Foundation

courses, Programme core courses, Programme Soft core courses, Programme Project courses,

Mandatory courses, Programme elective courses, internship training/mini project, and Project work.

The Programme may also include Technical seminar / practical / practical training/ Paper

presentation in the Conferences, if they are specified in the curriculum.

4.1.1 The electives from the curriculum are to be chosen with the approval of the Head of the

Department. Every candidate shall opt for three courses each from any two elective streams. The

six elective courses shall be done in the third semester.

4.1.2 Training to the first and second year students can be imparted by experts with domain

knowledge for the practical courses in the curriculum.

4.1.3 Every candidate shall undertake an internship training preceding the third semester.

4.1.4 Every candidate shall undertake a project work in the fourth semester. The project work

shall be undertaken in an Industry / Research Organization.

4.1.5 The medium of instruction shall be English for all courses, examinations, seminar

presentations and project thesis/dissertation reports.

4.2 Maximum Marks

4.2.1 The maximum marks assigned shall be as given below:

Each of the theory courses shall carry a maximum of 100 marks of which 40 marks will be through

the Continuous Internal Assessment (CIA) and the End Semester Examination (ESE) will carry 60

marks. Each Practical course (except the Project Work in the fourth semester) shall carry a

maximum of 100 marks which will be assessed through only internal mode. Internship Training

shall carry a maximum of 100 marks of which 40 marks will be through the C ontinuous Internal

Assessment(CIA) and the End Semester Examination (through internal mode) will carry 60 marks.

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4.2.2 Evaluation of Internship Training

INTERNAL : 40 Marks SEMESTER END EXAMINATION (INTERNAL): 60 Marks

Review and Presentation Report Viva – Voce

Internal Internal Internal -I Internal -II

40 20 20 20

Internship Training/Mini Project: Every candidate must undergo Internship training at the end

of second semester f o r a period of four weeks. The candidate should do an organizational s t u

d y in n a manufacturing company or a service organization and the study shall be carried

out under the guidance of a faculty member of the Department.

An internship training report must be submitted by the students within 15 days from the

commencement of the third semester. Evaluated reports should be sent to the controller of

examinations by the Director through the Principal, before the last working day of the third

semester.[A candidate may opt to do a Mini Project instead of undergoing Internship training. The

Mini Project shall also be done for a duration of 4 weeks and the Project Report must be submitted

within 15 days from the commencement of the Third Semester. Mini Projects shall be carried out

under the guidance of a faculty member of the department. ]

4.3 PROJECT WORK

4.3.1 Project work shall be carried out under the supervision of a “qualified teacher” in the

Department concerned. In this context “qualified teacher” means the faculty member possessing

a Ph.D. degree or PG degree with a minimum of 3 years experience in teaching PG courses.

4.3.2 T h e candidate s h a l l work on projects in a manufacturing / service organization or in a

Research Organization. The candidate can choose his/her own or family-owned organization, or an

outside organization, either within the country or abroad for carrying out the Project work. The

Project work shall be jointly supervised by a supervisor of the department and an expert, as a

joint supervisor from the organization and the student shall be instructed to meet the supervisor

periodically and to attend the review committee meetings for evaluating the progress. Though all

the Projects shall be done in an organization, on specific approval by the Head of the Department,

General Research projects may be permitted. However, the number of such

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general Research projects shall not be more than 25% of the total number of Project works

being done in a semester.

4.3.3 The Project work shall be pursued for a minimum of 16 weeks during the final

semester.

4.3.4 The deadline for submission of the final Project Report will be decided by the Head

of the Department and communicated during the respective semester in which the project has

been undertaken.

5. EVALUATION OF PROJECT WORK

The evaluation of Project Work shall be done independently in the respective semesters

and marks shall be allotted as per the weightings given in Clause 12.2. There shall be three

reviews d u r i n g t h e Semester by a review committee. The Student shall make a

presentation on the progress made before the Committee. The Head of the Department shall

constitute the review committee. There will be a vice-voce Examination during End Semester

Examinations conducted by a Committee consisting of the Supervisor, one Internal Examiner

and one External Examiner.

5.1 The project work shall be evaluated for a maximum of 100 marks of which 40 marks will be

through internal assessment. The internal marks of 40 and the external marks of 60 shall be

distributed as below.

Internal Marks:40 External Marks: 60

Review – I Review – II Review – III Thesis Evaluation (15 marks)

Viva - Voce

(45 marks)

Review Committee

and

Supervisor

Review Committee

and

Supervisor

Review Committee

and

Supervisor

External Internal External Supervisor

10 10 20 15 15 15 15

5.2 The Project Report prepared according to approved guidelines and duly signed by the

supervisor(s) and the Head of the Department concerned shall be submitted to the Head of the

Institution.

5.3 The evaluation of the Project Work will be based on the project report and a Viva-Voce

Examination by a team consisting of the supervisor, an internal examiner (other than

the supervisor) and an External Examiner for each programme. The internal examiner and

the external examiner shall be appointed by the Controller of Examinations for the evaluation.

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5.3.1 If the candidate fails to obtain 50% of the internal assessment marks in the project, he/she

will not be permitted to submit the report for that particular semester and has to re-enroll for the

same in the subsequent semester.

If a candidate fails to submit the project report on or before the specified deadline, he/she is

deemed to have failed in the Project Work and shall re-enroll for the same in a subsequent

semester.

If a candidate fails in the viva - voce examination of Project work, he/she shall resubmit the

Project Report within 60 days from the date of declaration of the results. For this purpose the

same Internal and External examiners shall evaluate the resubmitted report.

5.3.2 A copy of the approved Project Report after the successful completion of viva-voce

examinations shall be kept in the library of the college / institution.

5.3.3 A student who has passed all the courses prescribed in the curriculum for the award of the

degree shall not be permitted to re-enroll to improve his/her marks in a course or the aggregate

marks / CGPA.

6. CLASS ADVISER

To help the students in planning their courses of study and for general advice on the academic

programme, the Head of the Department will attach the students of a particular class to a teacher

of the Department who shall function as class Adviser for those students throughout their period

of study. Such class Adviser shall advise the students and monitor the courses taken by the

students, check the attendance and progress of the students attached to him/her and counsel them

periodically. If necessary, the class adviser may also discuss with or inform the parents about the

progress of the students.

7. CLASS COMMITTEE

7.1 A Class Committee consists of teachers of the concerned class, student representatives and a

chairperson who is not teaching the class. It is like the „Quality Circle‟ (more commonly used in

industries) with the overall goal of improving the teaching-learning process. The functions of the

class committee include:

• Solving problems experienced by students in the classroom and in the laboratories.

• Clarifying the regulations of the programme and the details of rules therein.

• Informing the student representatives, the “academic schedule” including the dates of

assessments and the syllabus coverage for each assessment period.

• Informing the student representatives, the details of regulations regarding the weightage

used for each assessment. In the case of practical courses (laboratory/ project work/

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seminar etc.) The breakup of marks for each experiment/ exercise/ module of work

should be clearly discussed in the class committee meeting and informed to the students.

• Analyzing the performance of the students of the class after each test and finding the

ways and means of improving the Students Performance

• Identifying the weak students, if any, in any specific subject and requesting the teachers

concerned to provide some additional help or guidance or coaching to such weak students

as frequently as possible.

7.2 The class committee shall be constituted on the first working day of any semester or earlier.

7.3 At least 2 student representatives (usually 1 boy and 1 girl) shall be included in the class

committee.

7.4 The chairperson of the class committee may invite the Class adviser(s) and the Head of the

Department to the meeting of the class committee.

7.5 The Head of the Institution may participate in any class committee of the institution.

7.6 The Chairperson of the Class Committee is required to prepare the minutes of every meeting,

submit the same to the Head of the Institution within two days of the meeting and arrange to

circulate among the concerned students and teachers. If there are some points in the minutes

requiring action by the management, the same shall be brought to the notice of the management

by the Head of the Institution.

7.7 The first meeting of the class committee shall be held within one week from the date of

commencement of the semester in order to inform the students about the nature and weight age

of assessments within the framework of the Regulations. Two or three subsequent meetings may

be held at suitable intervals. During these meetings the student members, representing the entire

class, shall meaningfully interact and express the opinions and suggestions of the class students

to improve the effectiveness of the teaching-learning process.

8. COURSE COMMITTEE FOR COMMON COURSES

Each common course offered to more than one group of students shall have a “Course

Committee” comprising all the teachers teaching the common course with one of them

nominated as Course Coordinator. The nomination of the course Coordinator shall be made by

the Head of the Department / Head of the Institution depending upon whether all the teachers

teaching the common course belong to a single department or to several departments. The

„Course committee‟ shall meet as often as possible and ensure uniform evaluation of the

tests and arrive at a common scheme of evaluation for the tests. Wherever it is feasible, the

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course committee may also prepare a common question paper for the Assessment Test(s).

9. PROCEDURES FOR AWARDING MARKS FOR INTERNAL

ASSESSMENT

9.1 Every teacher is required to maintain an 'ATTENDANCE AND ASSESSMENT

RECORD' which consists of attendance marked in each lecture or practical or project work

class, the test marks and the record of class work (topics covered), separately for each course.

This should be submitted to the Head of the Department and to the Head of the Institution

periodically for checking the syllabus coverage and the records of test marks and attendance.

The Head of the department will put his signature and date after due verification. At the

end the semester, the record should be verified by the Head of the institution who will keep this

document in safe custody (for five years).

9.2 Internal Assessment for Courses

(a) Theory Courses

For all theory courses the Continuous Internal Assessment (CIA) shall be for a maximum of 40

marks. The above continuous assessment shall be awarded as per the procedure given below:

Criteria Internal Marks

Internal Examinations: (I Test: 5 Marks, II Test: 5 Marks, Model Exam: 10 Marks)

20

Seminar

20 (Individual

components of assessment will be

based on the nature of the course)

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

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(b) Practical Courses

i) Laboratory based & Instruction based

Every l a b o r a t o r y b a s e d practical exercise / experiment shall be evaluated based on

the performance of the student in carrying out the exercise / experiment prescribed as per the

syllabi and documenting the inference and the records of work done maintained. Since the

assessment for Practical courses is totally through internal mode, the total marks of 100 per

Practical Course will be assessed internally, as per the following pattern.

Model Examination 20

Record Work 20

End Semester Examination: Lab experiment/ Exercise

Viva voce

40

20

Total Marks 100

ii) Instruction based:

Every i n s t r u c t i o n b a s e d practical course shall be evaluated based on the exercise

prescribed as per the syllabi and the records of work done and maintained. Since the assessment

for Practical courses is totally through internal mode, the total marks of 100 per Practical Course

will be assessed internally, as per the following pattern.

Participation 40

Exercises 40

Report / record 20

Total Marks 100

(c) Internship Training / Mini Project

Every Internship Training Programme shall be evaluated based on the work done and

exposure gained in the industry / organization / institution in which the training was

undergone and the records of work done maintained. The breakup details of marks will be as

per clause 4.2.2

Every Mini Project shall be evaluated based on the work done and problem analysed/ solution

arrived at and the records of work done maintained. The breakup details of marks will be as per

clause 4.2.2

(d) Outbound Training

The outbound training will be assessed through internal mode for 100 marks. The break-up

details of marks will be as under:

Participation 40

Exercises 40

Report/ Record 20

Total Marks 100

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10. ATTENDANCE REQUIREMENTS FOR COMPLETION OF A SEMESTER

10.1 A candidate who has fulfilled the following conditions shall be deemed to have satisfied the

attendance requirements for completion of a semester. Ideally every student is expected to attend

all c lasses a n d e a r n 1 0 0 % a t t e n d a n c e . However, i n o r d e r t o a l l o w p r o v i s i o n f o

r c e r t a i n unavoidable reasons such as prolonged hospitalization / accident / specific illness

/ participation in Sports / Participation in NSS, etc., the student is expected to earn

a minimum of 75% attendance to become eligible to write the End-Semester

Examinations. Therefore, every student shall secure not less than 75% of overall attendance in

that semester taking into account the total number of periods in all courses attended by the

candidate as against the total number of periods in all courses offered during that semester.

10.2 However, a candidate who secures overall attendance between 65% and 74% in that current

semester due to medical reasons (prolonged hospitalization / accident / specific illness),

participation in sports event may be permitted to appear for the current semester examinations

subject to the condition that the candidate shall submit the medical certificate / sports

participation certificate to the Head of the Institution. The same shall be forwarded to the COE

for record purposes.

10.3 Candidates who could secure less than 65% overall attendance and Candidates who do not

satisfy the clauses 10.1 and 10.2 will not be permitted to write the end-semester examination

of that current semester and are not permitted to go to next semester. They are required to repeat

the incomplete semester in the next academic year.

11. REQUIREMENTS FOR APPEARING FOR SEMESTER EXAMINATION

11.1 A candidate shall normally be permitted to appear for the End Semester examinations of the

current semester if he/she has satisfied the semester completion requirements as per clause 10.1

and 10.2 and has registered for examination in all courses of the current semester.

11.2 Further, registration is mandatory for all the courses in the current semester as well as for

arrear(s) course(s) for the End Semester examinations failing which, the candidate will not be

permitted to move to the next semester.

12. SEMESTER END EXAMINATIONS

12.1 There shall be an End- Semester Examination of 3 hours duration in each lecture based

course. The examinations shall ordinarily be conducted between October and December during

the odd semesters and between March and May in the even semesters. For the Practical and

Internship Trainings internal examiners shall be appointed by the COE. F or t he project work

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both internal and external examiners shall be appointed b y t he C OE.

12.2 WEIGHTAGES

The following will be the weightages for internal and external assessment for the different

courses.

i) Lecture or Lecture cum Tutorial based course:

Continuous Internal Assessment* 40%

Semester End Examination 60%

ii) Foundation Courses

Internal Assessment** 100%

iii) Mandatory Course

Internal Assessment 100%

iv) Practical Courses(Laboratory based)


Practical Courses(Instruction based)


v) Internship Training

Continuous Internal Assessment 40%

Semester End Examination ( internal) 60%

vi) Project work

Continuous Internal Assessment 40%

Evaluation of Project Report by external Examiner

15%

Viva-Voce Examination 45%

* Continuous Internal Assessment(CIA) refers to the assessment done through internal mode during the

course. Where the CIA component covers only 40% of the maximum marks for the course, the remaining

60% of the marks will be assessed through a Semester End examination (SEE). For Lecture/ Tutorial based

courses, the SEE will be through external mode.

** Internal Assessment refers to the pattern of assessment wherein there won‟t be any external assessment.

For Practical courses that are laboratory based, the assessment will have CIA component for 40% of the

marks and there will be a SEE through internal mode for the remaining 60% of the marks. For Practical

courses that are instruction based, the entire assessment will be only through CIA.

12.3 If a student indulges in malpractice in any of the End Semester / internal examinations, he /

she shall be liable for punitive action as prescribed by the Institution from time to time.

13. PASSING REQUIREMENTS

13.1 A candidate who secures not less than 50% of the total marks prescribed for the courses

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with a minimum of 50% of the marks prescribed for each of the courses of the

Semester End Examination (wherever Semester End Examination is conducted for a course) in

both theory and practical courses shall be declared to have passed in the Examination.

13.2 If the candidate fails to secure a pass in a particular course as per clause 13.1, it is

mandatory that the candidate shall register and re-appear for the examination in that course

during the subsequent semester when examination is conducted in that course. Further, the

candidate should continue to enroll and reappear for the examination till a pass is secured in such

arrear course.

The internal assessment marks obtained by the candidate in the first appearance shall be retained

and considered valid for all subsequent attempts till the candidate secure a pass.

13.2.1 The internal assessment marks obtained by the candidate in the first appearance shall be

retained and considered valid for all subsequent attempts till the candidate secure a pass.

However, from the 3rd attempt onwards if a candidate fails to obtain pass marks (CIA +

Semester End Examination) as per clause 13.1, then the passing requirement shall be as follows:

The candidate should secure 50% of the maximum marks prescribed for the course in the

End Semester Examinations alone irrespective of Continuous Internal Assessment marks

obtained.

14. ELIGIBILITY FOR THE AWARD OF THE DEGREE

14.1 A student shall be declared eligible for the award of the degree if he/she has:

i. Successfully passed all the courses as specified in the curriculum corresponding to

his/her programme within the stipulated period. (as per clause 3.1)

ii. No disciplinary action is pending against him/her.

iii. The award of the degree must have been approved by the University.

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15. LETTER GRADE AND GRADE POINT

15.1 Each student, based on his/her performance, will be awarded a final letter grade and grade point

for each course at the end of each semester.

The letter grade and grade points are awarded to each student based on the percentage of marks

secured by him/her as detailed below;

Range of percentage of total marks Letter Grade Grade Point

91 to 100 S 10

81 to 90 A 9

71 to 80 B 8

61 to 70 C 7

57 to 60 D 6

50 to 56 E 5

0 to 49 or FE < 50 % RA 0

Inadequate attendance I 0

Withdrawal W 0

Absent AB 0

A student is deemed to have passed and acquired the corresponding credits in a particular course

if he / she obtained any one of the following grades: “S”, “A”, “B”, “C”, “D”, “and “E”.

“FE” stands for final examination mark

“RA” denotes Reappearance is require d f o r t h e examination i n t h e c o u r s e

The Letter “W” denotes withdrawal from the course. (Clause 18)

The Letter “I” denotes i n a d e q u a t e attendance (as per clause 10.3) and hence prevention

from writing the End Semester Examinations.

(Grade “I‟ and “W” will figure only in the Result Sheets).

15.2Grade Sheet

After results are declared, Grade Sheets will be issued to each student which will contain the

following details.

The list of courses enrolled during the semester and the grades scored.

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The Grade Point Average (GPA) for the semester and

The Cumulative Grade Point Average (CGPA) of all courses enrolled from first semester

onwards.

GPA for a semester is the ratio of the sum of the products of the number of credits for courses

and grade points acquired for the sum of the number of credits for the courses assigned in

the semester.

GPA = Sum of [Credits assigned x Grade Points acquired] / Sum of Credits assigned

CGPA will be calculated in a similar manner, considering all the courses from first semester

to the final semester, using the formula,

n

Σ Ci GPi

i=1

CGPA = --------------------

n

Σ Ci

i=1

where C i – is the Credits assigned to the course

GPi – is the Grade point corresponding to the grade acquired for each Course

n – is the number of all Courses successfully cleared during the particular semester in

the case of GPA and during all the semesters in the case of CGPA

[The additional credits earned by successfully completing Employment Enhancement Courses will not be taken into account for the computation of GPA/ CGPA and Ranking] 16. CLASSIFICATION OF THE DEGREE AWARDED

16.1 A candidate who qualifies for the award of the Degree (Vide Clause 14) having passed the

examination in all the courses in his / her first appearance within the specified minimum number

of semesters securing a CGPA of not less than 8.50 shall be declared to have passed the

examination in First Class with Distinction. For this purpose the withdrawal from examination

(vide clause 18) will not be construed as an appearance. Further, the authorized break of study

(vide clause 19) will not be counted for the purpose of classification.

16.2 A candidate who qualifies for the award of the Degree (vide clause 14) having passed the

examination in all the courses within the specified minimum number of semesters plus one year

(two semesters), securing a CGPA of not less than 6.75 shall be declared to have passed the

examination in First Class. For this purpose the authorized break of study (vide clause 19) the

Withdrawal from the Examination, as well, will not be counted for the purpose of classification.

16.3 All other candidates (not covered in clauses 16.1 and 16.2) who qualify for the award of the

degree (vide clause 14) shall be declared to have passed the examination in Second Class. A

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candidate who is absent in the End Semester Examination in a course / project work after

having enrolled for the same shall be considered to have appeared in that examination for the

purpose of classification.

17. REVALUATION

A candidate can apply for revaluation of his/her End Semester Examination answer paper in a

theory course, within 2 weeks from the declaration of results, on payment of a prescribed fee

through proper application to the Controller of Examinations through the Head of Institutions.

The Controller of Examinations will arrange for the revaluation and the results will be intimated

to the candidate concerned through the Head of the Institutions.

Revaluation is not permitted for practical courses and for project work.

18. PROVISIONS FOR WITHDRAWAL FROM EXAMINATION

A candidate may, for valid reasons, be granted permission to withdraw from appearing for any

course(s) of only one semester examination during the entire duration of the degree programme.

Also only one application for withdrawal is permitted for that semester examination in which

withdrawal is sought. The withdrawal application shall be valid only if the candidate is

otherwise eligible ( as per clause 10.1 or 10.2) to write the examination and if it is made

prior to the examination in that course(s) and also recommended by the Head of Department and

Head of the Institution.

A Xerox copy of the hall ticket must be enclosed along with the withdrawal application and

submitted to the COE. The withdrawal shall not be construed as appearance for the eligibility

of a candidate for the purpose of classification, vide clause 16.1.

19. AUTHORIZED BREAK OF STUDY FROM A PROGRAMME

19.1 Break of Study shall be granted only once for valid reasons for a maximum of one year

during the entire period of study of the degree programme. However, in extraordinary situation

the candidate may apply for additional break of study not exceeding another one year by paying

the prescribed fee for break of study. If a candidate intends to temporarily discontinue the

programme in the middle of the semester for valid reasons, and to re-join the programme in a

subsequent year, permission may be granted based on the merits of the case provided he / she

applies to the Director of technical Education for the semester in question, through the Principal

of the Institution stating the reasons therefore and the probable date of re-joining the programme.

However, if the candidate has not completed the first semester of the programme, Break of Study

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will be considered only for valid medical reasons.

19.2 The candidate permitted to re-join the Programme after the break shall be governed by the

Curriculum and Regulations, in force, at the time of re-joining. If the Regulations are

changed, then, those candidates may have to do additional courses as prescribed by the

committee constituted by the Head of the Institution.

19.3 The authorized break of study will not be counted for the duration specified for passing all

the courses for the purpose of classification. (vide Clause 16.1 and 16.2).

19.4 The total period for completion of the Programme reckoned from, the commencement of the

first semester to which the candidate was admitted shall not exceed the maximum period

specified in clause 3 irrespective of the period of break of study in order that he/she may be

eligible for the award of the degree (vide clause 16).

19.5 If any student is detained for want of requisite attendance, progress and good conduct, the

period spent in that semester shall not be considered as permitted „Break of Study‟ and Clause

19.3 are not applicable in this case.

20. DISCIPLINE

Every student is expected to observe discipline and decorum both inside and outside the college

and not to indulge in any activity which will tend to bring down the prestige of the College. In

the event of an act of indiscipline being reported, the Principal shall constitute a disciplinary

committee consisting three Heads of Departments of which one should be from the faculty of the

student, to inquire into acts of indiscipline and notify the principal about the disciplinary action

taken.

21. REVISION OF REGULATIONS, CURRICULUM AND SYLLABUS

The College may from time to time revise, amend or change the Regulations, scheme of

examinations and syllabi if found necessary through the Academic Council and the approval of

the Governing Body.

15

COURSE CODE

(Course number for the semester

Starting from „1‟ )

↑ ↑

↑ ↑

Semester (‘C’ for Core ‘F’ for Foundation

‘E’ for Elective ‘M’ for Mandatory Courses ‘P’ for Project)

The First two locations [1 & 5] indicate the academic year in which the curriculum is introduced

The third and the fourth locations stand for „Master of Business‟

1

5

M

B

16

CURRICULUM STRUCTURE- CHOICE BASED CREDIT SYSTEM (CBCS)

Semester I

Sl.No. Type Course code Courses L T P C Internal External Total

Marks

1 PC 15MB1C01

Management

principles and

Practices

3 3 40 60 100

2 PC 15MB1C02 Organizational

Behavior 3 3 40 60 100

3 PC 15MB1C03 Managerial

Economics 3 3 40 60 100

4 PC 15MB1C04 Accounting for

Managers 3 3 40 60 100

5 PC 15MB1C05 Accounting for

Managers – Lab 2 1 100 - 100

6 PC 15MB1C06

Business

Mathematics and

Statistics

2 2 3 40 60 100

7 PC 15MB1C07

Information

Technology for

Management

3 3 40 60 100

8 PC 15MB1C08

Information

Technology

Application– Lab

2 1 100 - 100

9 FG 15MB1F09 Communication

Skills 2 1 100 - 100

10 FG 15MB1F10

Business Ethics and

Values 1 1 100 100

11 FE

15MB1F11

15MB1F12

15MB1F13

Corporate Skills/

Innovation and

Creativity/

Quantitative skills

2 1 100 - 100

12 PP 15MB1P14 Business Insight 4 2 100 - 100

Total 18 2 12 25 1200

PC: Programme Core; F G: Foundation (General); FE: Foundation (Elective); PP: Programme Project

[Under FE, any one course is to be selected out of three courses offered]

17

Semester II

PC: Programme Core; PSC: Programme Soft Core; PP: Programme Project; PSP: Programme Soft

Project; MC: Mandatory Course

[Under PSC, any one course is to be selected out of four courses offered. Under PSP, one course is

to be selected out of three courses offered.]

Sl.No. Type Course Code Courses L T P C Internal External Total

Marks

1 PC 15MB2CO1 Operations

Management 3 3 40 60 100

2 PC 15MB2C02 Marketing


3 PC 15MB2C03 Human Resources


4 PC 15MB2C04 Financial


5 PC 15MB2C05 Research Methods

in Business 3 3 40 60 100

6 PC 15MB2C06 Research Methods

in Business Lab 2 1 100 100

7 PC 15MB2C07 Decisions Models

in Business 4 4 40 60 100

8 PC 15MB2C08 Decisions Models

in Business Lab 2 1 100 100

9 PSC

15MB2C09

15MB2C10

15MB2C11

15MB2C12

International

Business

Management/

Quality

management/

Legal Aspects of

Business/

Banking and

Insurance

3 3 40 60 100

10 PP 15MB2P13

Data Analysis and

Business Modeling

using EXCEL –Lab

2 1 100 100

11 PSP

15MB2P14

15MB2P15

15MB2P16

15MB2P17

Business Plan

Development/

Paper Publication/

Paper Presentation/

Business

Consultancy

4 2 100 100

12 MC 15MB2M18 Outbound Training 2 1 100 100

Total 22 0 12 28 1200

18

Semester III


Marks

1 PC 15MB3C01 Strategic


2 PSC

15MB3C02

15MB3C03

15MB3C04

Business

Environment/

Entrepreneurship

and New Venture

Management/

Green Management

3 3 40 60 100

3 PE

Refer List of

Electives for

Course Codes

ELECTIVE-1 3 3 40 60 100

4 PE ELECTIVE-2 3 3 40 60 100

5 PE ELECTIVE-3 3 3 40 60 100

6 PE ELECTIVE-4 3 3 40 60 100

7 PE ELECTIVE-5 3 3 40 60 100

8 PE ELECTIVE-6 3 3 40 60 100

9 PSP 15MB3P35

15MB3P36

Internship Training

Mini Project 2 100 100

10 PP 15MB3P37 Case Analysis &

Report Writing 4 2 100 100

Total 24 0 4 28 1000

PC: Programme Core PSC: Programme Soft Core PE: Programme Elective PP: Programme Project;

PSP: Programme Soft Project

[Under PSC, one course is to be selected out of three courses offered; Under PSP, one course is to

be selected out of two courses offered.]

19

Semester IV


Marks

1 PP 15MB4P01 Project Work and

Viva Voce 24 12 40 60 100

Total 0 0 24 12 100

Grand Total 93 3500

PP – Programme Project

ELECTIVES

There are five Elective streams, viz.,

Finance

Human Resource

Marketing

Production &

Systems

Elective Stream: Finance

Course Code Courses

15MB3E05 Security Analysis and Portfolio Management

15MB3E06 Mergers and Acquisitions

15MB3E07 International Financial Management

15MB3E08 Financial Derivatives

15MB3E09 Econometrics and Financial Modeling

15MB3E10 Financial Journalism

Elective Stream: Human resource Management

Course Code Courses

15MB3E11 Industrial Relations and Labour Law

15MB3E12 Talent Management

15MB3E13 Transition Management

15MB3E14 Human Resource Analytics

15MB3E15 Diversity and Inclusion

15MB3E16 Global Human Resource Practices

20

Elective Stream: Marketing

Course Code Courses

15MB3E17 Retail Management

15MB3E18 Brand Management

15MB3E19 Integrated marketing Communication

15MB3E20 Services Marketing

15MB3E21 Neuro Marketing

15MB3E22 Marketing Research

Elective Stream: Production

Course Code Courses

15MB3E23 Project Management

15MB3E24 Technology Management

15MB3E25 Lean Manufacturing

15MB3E26 Product Design and Development

15MB3E27 Logistics and Supply Chain Management

15MB3E28 Manufacturing Systems

Elective Stream: System

Course Code Courses

15MB3E29 System Analysis and Design

15MB3E30 Networking and Cloud Services

15MB3E31 E Business

15MB3E32 Enterprise Resource Planning

15MB3E33 Business Analytics

15MB3E34 Decision Support Systems

21

Additional Credits: Students can earn additional credits by choosing any of the following Employment

Enhancement Courses (EEC) in any of the semesters. Students should register with the department before

pursuing any of the under mentioned courses. If a student opts to undertake any other course for earning

additional credits, the same should be approved by the department, before registering for the course.

S.No. Course Credit

1

Foreign Language – German (Conducted by Goethe-Zentrum,

a Unit of Coimbatore Indo German Cultural Asssociation) –

Level - I

1

2

Foreign Language – German (Conducted by Goethe-Zentrum,

a Unit of Coimbatore Indo German Cultural Asssociation) –

Level - II

1

3

Foreign language – Japanese ( Japanese language proficiency

test – JLPT, conducted by ABK-AOTS Dosoki -, a Japanese

Language Training Centre)

2

4 TA 101 Certification- Module-I (Conducted by International

Transactional Analysis Association) 1

5 Six Sigma ( Yellow Belt) –Conducted by Technology

Development Centre of MSME Ministry 1

6 Six Sigma ( Green Belt) –Conducted by Technology

Development Centre of MSME Ministry 1

7 Certificate Course on Disaster Management – Conducted by

National Disaster Management Institute, New Delhi 1

V Skills –Certified Programmes (A Govt. of India and Govt. of NCT-National Capital Territory

Co- initiative.)

8 Certified Brand Manager 1

9 Certified Corporate governance Professional 1

10 Certified Event Management Professional 1

11 Certified Performance Manager 1

12 Certified Risk Management Professional 1

13 Certified Export Import (foreign trade professional) 1

BSE Institute Ltd, Mumbai

14 BSE‟s Certification on Securities Market (BCSM) – 1

NSE’s Certification in Financial Markets (NCFM) Modules

18 Capital Market (Dealers) Module-CMDM 1

22

16 Banking Sector Module 1

17 Insurance Module 1

18 NSDL- Depository Operations Module 1

19 Commodities Market Module 1

20 Technical Analysis Module 1

21 Venture Capital and private Equity Module 1

22 Financial Markets(Advanced) Module 2

23 Security market(Advanced) Module 2

24 Derivatives (Advanced) Module 2

25 Mutual Funds(Advanced) Module 2

26 Equity Research Module 2

National Institute of Securities Markets (NISM) Certification Modules

27 NISM Series V-B Mutual Fund Foundation 1

28 NISM Series VII Securities Operations and Risk Management 1

29 NISM Series - IX Merchant banking 1

30 NISM Series- XV Research Analyst 1

31 NISM Series- X-A Investment Advisor(Level-I) 1

32 NISM Series- X-B Investment Advisor (Level-II) 2

33 Certificate Diploma in developmental TA 1

34 Primavera P6 – Enterprise project portfolio Management 2

35 Primavera P6 Analytics 2

MicroSoft Virtual Academy Courses- (Business Intelligence Courses)

36

Finance BI for sales Organizations

1

37

BI Solutions with Microsoft SQL Server 3

Other Courses

38 Business Analytics – SAS ( From authorized trainers) 3

39 Business Analytics – COGNOS ( From authorized trainers) 3

40 Business Analytics – R (From authorized trainers) 3

23

Category wise Breakup:

Sl.

No. Course Type Credits Marks

1 Core 44 1700

2 Programme Soft Core 6 200

3 Foundation General 2 200

4 Foundation Elective 1 100

5 Programme Elective 18 600

6 Programme Project 16 400

7 Programme Soft Project 3 200

8 Mandatory Course 1 100

Total 92 3500

Semester wise Breakup

Sl.

No. Semester Hours/week Credits Marks

1 Semester-I 30 24 1200

2 Semester-II 34 28 1200

3 Semester-III 28 28 1000

4 Semester-IV 24 12 100

Total 92 3500

24

V. DETAILED SYLLABI

25

Usage of Grouping for mode of Teaching, Weightage for Unit Contents, Bloom’s Taxonomy and

Mapping with Graduate Attribute, Programme Education Objectives and Programme Outcomes

The following are the details of the classification of the course under various mode of teaching:

(Please choose any one)

A. Group 1 – 100 % Descriptive B. Group 2 – 100% Analytical

C. Group 3 –__% Descriptive & __%Analytical D. Group 4 – Programming

E. Group 5 – Practical F. Group 6 – Project

G. Group 7 – __% Descriptive & __% Case Method H. Group 8 – Case Method

I. Group 9 – Field Work

Weightage of Unit Contents - Factors Considered:

F1: Number of Hours allotted for the units.

F2: Usefulness of content with respect to students‟ work (0 – 5 scale: 0 – Not Useful & 5 – Highly

Important)

F3: Usefulness of content with respect to other units of same subject (0 – 5 scale: 0 – Not Useful & 5 –

Highly Important)

F4: Usefulness of content with respect to other subjects for the same programme (0 – 5 scale: 0 – Not

Useful & 5 – Highly Important)

Graduate Attribute

Bloom’s Taxonomy Action Verbs:

Lower Order Thinking

R Remembering Students are expected to Recall the information through Recognizing, listing,

describing, retrieving, naming, finding

U Understanding Students are expected to Explain an ideas or concepts through Interpreting,

summarizing, paraphrasing, classifying, explaining

AP Applying Students are expected to Use the information in another familiar situation

through Implementing, carrying out, using, executing

Higher Order Thinking

A Analyzing

Students are expected to Break the information into parts to explore

understandings and relationships through Comparing, organizing,

deconstructing, interrogating, finding

E Evaluating Students are expected to Evaluate the Justifying a decision or course of action

through Checking, hypothesizing, experimenting, judging

26

C Creating Students are expected to Generate new ideas, products, or ways of viewing

things through Designing, constructing, planning, producing, inventing.

GRADUATE ATTRIBUTES:

Graduate attributes Descriptions

GA1 Scholarship of

Knowledge

Acquire in-depth knowledge of the specific discipline or professional

area, including wider and global perspective, with an ability to

discriminate, evaluate, analyse and synthesize existing and new

knowledge, and integration of the same for enhancement of knowledge.

GA2 Critical Thinking

Analyse complex engineering, technological and managerial problems

critically, apply independent judgment for synthesizing information to

make intellectual and/ or creative advances for conducting research in a

wider theoretical, practical and policy context.

GA3 Problem Solving

Think laterally and originally, conceptualize and solve engineering,

technological and managerial problems and arrive at feasible, optimal

solutions after considering public health and safety, cultural, societal

and environmental factors in the core areas of expertise.

GA4 Research Skill

Extract information pertaining to unfamiliar problems through literature

survey and experiments, apply appropriate research methodologies,

techniques and tools, design, conduct experiments, analyse and interpret

data, demonstrate higher order skill and view things in a broader

perspective, contribute individually / in group(s) to the development of

scientific / technological knowledge in one or more domains of

engineering.

GA5 Usage of modern

tools

Create, select, learn and apply appropriate techniques, resources and

modern engineering and IT tools, including prediction and modeling, to

complex engineering activities with an understanding of the limitations.

GA6 Collaborative and

Multidisciplinary

work

Possess knowledge and understanding of group dynamics, recognize

opportunities and contribute positively to collaborative-

multidisciplinary scientific research, demonstrate a capacity for self-

management and team work, decision-making based on open-

27

mindedness, objectivity and rational analysis in order to achieve

common goals and further learning of themselves as well as others.

GA7 Project Management

and Finance

Demonstrate knowledge and understanding of engineering and

management principles and apply the same to one‟s own work, as a

member and leader in a team, manage projects efficiently in respective

disciplines and multidisciplinary environments after consideration of

economical and financial factors.

GA8 Communication

Communicate with engineering and business community, and with

society at large, regarding complex engineering activities confidently

and effectively, such as, being able to comprehend and write effective

reports and design documentation by adhering to appropriate standards,

make effective presentations, and give and receive clear instructions.

GA9 Life-long Learning

Recognize the need for, and have the preparation and ability to engage

in life-long learning independently, with a high level of enthusiasm and

commitment to improve knowledge and competence continuously.

GA10 Ethical Practices and

Social Responsibility

Acquire professional and intellectual integrity, professional code of

conduct, ethics of research and scholarship, consideration of the impact

of research outcomes on professional practices and an understanding of

responsibility to contribute to the community for sustainable

development of society.

GA11 Independent and

Reflective Learning

Observe and examine critically the outcomes of one‟s actions and make

corrective measures subsequently, and learn from mistakes without

depending on external feedback.

PROGRAMME EDUCATIONAL OBJECTIVES :

PEO1. To prepare the management graduates for gainful employment and engage them in the holistic

application of management patterns in real life business environment.

PEO 2. To ease the management graduates to explore the entrepreneurial opportunities emanating in the

domestic and global environment and capitalizing those opportunities into innovative business

ventures.

PEO 3. To inculcate in management graduates academic interest and aptitude to actively pursue research

and consultancy appointments.

28

PEO 4. To create responsibly and ethically committed corporate citizens with the thirst for knowledge

through lifelong learning

PROGRAMME OUTCOMES:

By the end of the programme, the students are assured of

PO1. An ability to apply knowledge of management, science and engineering

PO2. Proven ability to work with multidisciplinary teams

PO3. An ability to apply the techniques, skills and innovative tools necessary for

management practices

PO4. An ability to capitalize the business opportunities emanating in the domestic and

Planetary surroundings

PO5. An ability to put across effectively in every business setting

PO6. An ability to dissect and render data for pulling in job decisions

PO7. An ability to develop schemes to achieve desired business outcomes

PO8. An ability to identify, assess and solve managerial problems in a global environmental

context

PO9. An understanding of professional, ethical and social duties

PO10. A recognition of the need for, and an ability to engage in lifelong learning

PO11. A knowledge of contemporary topics in the area of management

Weightage of Unit Contents - Factors Considered:

F1: Number of Hours allotted for the units.

F2: Usefulness of content with respect to students‟ work (0 – 5 scale: 0 – Not Useful & 5 – Highly

Important)

F3: Usefulness of content with respect to other units of same subject (0 – 5 scale: 0 – Not Useful & 5 –

Highly Important)

F4: Usefulness of content with respect to other subjects for the same programme (0 – 5 scale: 0 – Not

Useful & 5 – Highly Important)

29

1. Course pre-requisites : Exposure to basic Management Terms

2. Course learning objectives :

To present a thorough and systematic coverage of management theory and practice.

To focus on the basic roles, skills and functions of management, with special attention to

managerial responsibility for effective and efficient achievement of goals.

To help the students understand the fundamental concepts and principles of management and

apply those concepts in Management scenario.

To assist the students to learn and apply management techniques and management functions that

will best suit the practical problems.

3. Expected Level of Output : Conceptual Level

4. Department Offered : MBA

5. Nature of the Course : Group 1 – 100 % Descriptive

Continuous Internal Assessment (CIA): 40 Marks

Semester End Examination (SEE) : 60 Marks

6. Course Input

Un

it N

o

Name of the Topic

Ref

eren

ce B

ook

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y Course Assessment

Factors

F1

F2

F3

F4

I

UNIT 1

Management Principles –concept,

nature, importance, Evolution A 1,2 1 R

9

5 4 3

Art and science, Profession A 1 2 U 5 5 2

Management Skills A 1,2 2 AP 4 2 2

Roles of manager- Characteristics of

Manager-Management Vs

Administration,

A 3 2 A 5 5 2

Business environment, Strategies A 4 1 E 5 5 3

UNIT –II

Planning- definition, nature, process A 5 3 A 9 5 5 4

Course Code Course Name Contact Hours

L T P C

15MB1C01 MANAGEMENT PRINCIPLES AND PRACTICES 3 0 0 3

30

II MBO, MBE A 6 3 A 5 3 5

Types of Planning- Strategies, Types A 7 2 R 4 4 4

Decision Making –Process, Types A 8 1 E 5 3 5

III

UNIT –III

Organizing-definition, nature, process A 9 2 U

9

5 5 3

Structure –formal and informal A 10 2 R

Departmentation A 11 2 U 5 5 2

Delegation of authority A 11 3 A 5 5 4

IV

UNIT –IV

Staffing- Process A 13 3 A

9

4 5 0

Training and Recruitment A 13 2 E 5 4 5

Communication A 19 2 AP 5 5 5

Organization Culture, Managing

diversity A 15 1 R 5 5 3

V

UNIT-V

Control- definition, Process A 20 2 AP

9

5 5 2

Types of Control A 21 2 A 5 4 2

Controlling Techniques A 21 2 E 5 4 2

Control Planning operations, Cost and

Purchase control A 23 3 E 5 4 3

Bloom’s Legends:

R-Remembering U-Understanding AP-Applying

A-Analyzing E – Evaluating C-Creating

7. Reference book:

A. Koontz - Principles of Management (Tata Mc Graw Hill, Ist Edition 2008)

B. Stoner, Freeman & Gilbert Jr - Management (Prentice Hall of India, 6th

Edition)

C. Robbins & Coulter - Management (Prentice Hall of India, 8th

Edition)

D. Robbins S.P. and Decenzo David A. - Fundamentals of Management: Essential Concepts and

E. Applications (Pearson Education, 5th

Edition)

F. Hillier Frederick S. and Hillier Mark S. - Introduction to Management Science: A Modeling

G. and Case Studies Approach with Spreadsheets (Tata Mc Graw Hill, 2nd

Edition 2008)

H. 6. Weihrich Heinz and Koontz Harold - Management: A Global and Entrepreneurial Perspective

(Mc Graw Hill, 12th

Edition 2008)

8. Assessing Level of Bloom’s Taxonomy in Numbers:

R U AP A E C TOTAL

UNIT I 1 1 1 1 1 - 5

UNIT II 1 - - 2 1 - 4

UNIT III 1 2 - 1 - - 4

UNIT IV 1 - 1 1 1 - 4

UNIT V 1 - - 1 2 - 4

TOTAL 21

31

9. Weightage of Bloom’s Taxonomy in the Syllabus

R U AP A E C TOTAL ( %)

UNIT I 4.76 4.76 4.76 4.76 4.76 - 23.8

UNIT II 4.76 - - 9.52 4.76 - 19.04

UNIT III 4.76 9.52 - 4.76 - - 19.04

UNIT IV 4.76 - 4.76 4.76 4.76 - 19.04

UNIT V 4.76 - - 4.76 9.52 - 19.04

TOTAL 23.8 14.28 9.52 28.56 23.8 - 100

Lower Order Thinking (%) 47.64%

Higher Order Thinking (%) 52.36%

10. Expected outcome of the course:

Upon successful completion of this course, the student will be able to:

CO1. Identify and understand different management principles techniques in business environment.

CO2. Analyze and apply the theoretical knowledge in different management processes.

CO3. Apply management fundamentals to solve organization problems.

CO4. Apply best suited management techniques to handle field level management issues and evaluate

their effectiveness.

11. Mapping course outcome with Bloom’s Taxonomy LOT and HOT:

R U AP A E C

CO1 √ √

CO2 √√ √√

CO3 √√

CO4 √√

12. Mapping Course outcome with graduate attributes:

GA1 GA2 GA3 GA4 GA5 GA6 GA7 GA8 GA9 GA10 GA11

CO1 √√ √ √ √

CO2 √√ √ √√ √ √ √

CO3 √√ √ √ √ √ √

CO4 √√ √√ √ √ √ √

13. Mapping course outcome with programme outcomes:

PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10 PO11

CO1 √ √√ √ √ √ √√ √√ √√

CO2 √√ √ √ √√ √

CO3 √√ √ √ √ √

CO4 √ √√ √ √ √ √√

14. Mapping with Programme Educational Objectives:

PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √√

32

CO3 √ √√

CO4 √ √

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I

SEE Semester End Exam 60

CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial

Assignments 10

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

33

1 Course pre-requisites : Exposure to basic behavioral science concepts

2 Course learning objectives :

To facilitate the students to understand and describe specific theories related to Individual, group

and organizational behavior.

To demonstrate effective teamwork behavior by learning the concepts of group dynamics and

conflict management.

To assist in bringing changes within an individual which will change the group as well as the

organization.

To help the students to understand and evaluate the models and create new models for more

behavioral learning.

3 Expected Level of Output : Conceptual Level

4 Department Offered : MBA

5 Nature of the Course : Group 1 – 100 % Descriptive

Continuous Internal Assessment (CIA) : 40 Marks


6 Course Input

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course Assessment

Factors

F1

F2

F3

F4

I

Concepts of OB

Introduction to Organization Behaviour A 1 1 R

9

5 4 3

Historical development A 1 2 U 5 5 2

Fundamental principles of OB A 1 2 AP 4 2 2

Framework of OB-Contributing

disciplines A 1 2 A 5 5 2

OB models A 1 2 E

5 4 2

INDIVIDUAL PERSPECTIVE

Individual behaviours: Introduction,

foundation of individual behavior A 2 2 R 5 5 3


L T P C

15MB1C02 ORGANIZATIONAL BEHAVIOUR 3 0 0 3

34

II

Personality: determinants, personality

traits, types, theories, instruments to

measure personality, personality

attributes influencing OB. Emotions

A 4 3 U

9

5 5 4

Perception: factors influencing

perception, theories, perceptual errors A 5 2 AP 5 3 5

Motivation Concept, theory A 6 2 A 4 4 4

III

INDIVIDUAL BEHAVIOUR

Attitudes: sources of attitudes, types of

attitudes, cognitive dissonance theory,

from concepts to skills, changing

attitudes, work related attitudes.

A 3 3 AP

9

5 5 3

Values: importance of values, sources

of our value systems -types of values,

loyalty and ethical behavior.

A 3 3 A 5 5 2

Learning: theories of learning ‐ Specific

organizational applications-Theories of

Motivation.

A 5,6 3 E 5 5 4

IV

GROUP BEHAVIOUR

Organisation structure-Formation-

Groups in organizations-Influence A 8,9 3 U

9

4 5 0

Group decision making techniques-

Team building A 8 2 R 5 4 5

Interpersonal relations-Leadership-

Power –Politics A 11,12 2 AP 5 5 5

Conflict and negotiation A 13 2 A 5 5 3

V

DYNAMICS OF ORGANISATION

Organisational Culture A 3 2 AP

9

5 5 2

Organisation climate- Organizational

change-Reaction & Resistance to

change

A 3 3 A 5 4 2

Managing Change-Stress - Balancing

work and life A 3 2 E 5 4 2

Organisation Development. A 4 2 E 5 4 3

Bloom’s Legends:



7. Reference Books:

A. Robbins-Organization Behavior -15 e Prentice hall

B. Koontz Harold & Weihrich Heinz – Essentials of management (Tata Mc Graw Hill, 5th Edition

2008)

35

C. Newstrom John W. - Organizational Behaviour: Human Behaviour at Work (Tata Mc Graw Hill,

12th Edition)

D. Luthans Fred - Organizational Behaviour (Tata Mc Graw Hill,10th edition)

E. VSP RAO-Managing Organization (EXCEL 1 EDITION)

F. Chaturvedi& Saxena -Managing Organization (Himalaya Publication)

G. Stoner, Freeman & Gilbert Jr - Management (Prentice Hall of India, 6th

Edition)

H. Mc Shane L. Steven, Glinow Mary Ann Von & Sharma Radha R. - Organizational Behaviour

(Tata Mc Graw Hill, 4th Edition)


R U AP A E C TOTAL

UNIT I 1 1 1 1 1 - 5

UNIT II - 1 1 2 - - 4

UNIT III - - - 2 1 - 3

UNIT IV - 1 1 2 - - 4

UNIT V - - 1 1 2 - 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 5 5 5 5 5 - 25

UNIT II - 5 5 10 - - 20

UNIT III - - - 10 5 - 15

UNIT IV - 5 5 10 - - 20

UNIT V - - 5 5 10 - 20

TOTAL 5 15 20 40 20 - 100

Lower Order Thinking (%) 40

Higher Order Thinking (%) 60



CO1. Understand and relate individual, group and organisation behaviour.

CO2. Apply the concepts and judge the behavior of individual in group. It will help them to

accommodate themselves in their work place.

CO3. Analyze the changes within an individual will change the group as well as the organisation.

CO4. Understand and evaluate the models discussed and create new models for more behavioural

learning.

36


R U AP A E C

CO1 √ √√

CO2 √√ √√

CO3 √√ √√

CO4 √ √√ √√



CO1 √ √ √ √√ √√ √ √

CO2 √ √ √ √ √ √ √√ √

CO3 √ √ √ √ √√ √v √

CO4 √ √√ v √√ √ √ √√ √ √√



CO1 √ √√ √ √ √ √ √√ √√ √

CO2 √√ √ √√ √√ √√ √

CO3 √ √ √ √ √√ √ √

CO4 √√ √√ √ √ √ √√ √


PEO1 PEO2 PEO3 PEO4

CO1 √√

CO2 √√ √

CO3 √√ √√

CO4 √ √√ √ √

37

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 5

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

38

1. Course pre-requisites : Nil


i. To equip the students with the methodology of decision making using the concepts of

macroeconomics

ii. To measure the responsiveness of consumers demand to changes in the price of a good or service,

the price of other goods and services, and income

iii. To know the different costs of production and how they affect short and long run decisions

iv. To understand the four basic market models of perfect competition, monopoly, monopolistic

competition, and oligopoly

v. To develop the economic way of thinking in dealing with practical business problems and

challenges

3. Expected Level of Output : Conceptual & Application Level





6. Course Input :

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

1

INTRODUCTION

Meaning, Scope of Managerial Economics, Role

and Responsibility of Managerial Economics

A,C 2,1 2 U

9

5 5 2

Managerial Economics with other discipline C 1 2 AP 5 5 4

Distinction between Micro and Macroeconomics A 2 3 A 5 3 2

Theories in Macro Economics A 5 2 E 5 3 0

II

DEMAND AND SUPPLY

Demand: Law of demand, Determinants,

Elasticity of Demand and their types

A 11 3 U 9 5 3 2

Demand Forecasting techniques & Shift in

Demand

C 2 2 A 5 3 2

Supply, Law of Supply & Elasticity of Supply C 4 2 A 5 3 2


L T P C

15MB1C03 MANAGERIAL ECONOMICS 3 0 0 3

39

Factors affecting supply & shift in supply C 4 2 A 5 3 2

III

PRODUCTION AND COST ANALYSIS

Production Function and Process, Law of

production & Factors of production

E 13 2 U 9 5 3 0

Economies and Diseconomies of Scale A 16 2 AP 5 4 5

Cost Concepts & Various Types of Cost, Short

Run & Long Run Cost Curve

E 5 2 A 5 3 4

Marginal Cost and Break Even Analysis A 20 3 E 5 3 4

IV

MARKET STRUCTURE AND PRICING

Perfect competition E 8 2 AP 9 5 3 3

Monopoly & Monopolistic competition E 8 3 A 5 2 3

Duopoly & Oligopoly E 9 2 A 5 2 3

Pricing: Types of Pricing & Pricing Strategies E 11 2 E 5 5 5

V

NATIONAL INCOME AND ITS RELATED CONCEPTS

National income: Measurement of National

Income

B 18 2 E 9 5 5 0

Economic Indicators like GNP, GDP, WPI and

CPI

B 18 2 A 5 3 3

Inflation, Types, Deflation & Business Cycle, B 19,20 2 C 5 2 3

Fiscal Policy, Monetary Policy & Balance of

Payment

C 58,

59,63

3 E 5 2 3

Bloom’s Legends:



7. REFERENCE BOOKS

A. K.K. Dewett Modern Economic Theory S. Chand, 2009

B. Geetika, Ghosh, Choudhury, Managerial Economics, Tata McGraw Hill, 2009

C. Maheswari, Managerial Economics Prentice Hall of India, 2009

D. Baye, Managerial Economics & Business strategy, Mcgraw hill, 2014


R U AP A E C TOTAL

UNIT I 0 1 1 1 1 0 4

UNIT II 0 1 0 3 0 0 4

UNIT III 0 1 1 1 1 0 4

UNIT IV 0 0 1 2 1 0 4

UNIT V 0 0 0 1 2 1 4

TOTAL 20

40



UNIT I 0 5 5 5 5 0 20

UNIT II 0 5 0 15 0 0 20

UNIT III 0 5 5 5 5 0 20

UNIT IV 0 0 5 10 5 0 20

UNIT V 0 0 0 5 10 5 20

TOTAL 0 15 15 40 25 5 100%

Lower Order Thinking (%) 70%

Higher Order Thinking (%) 30%



CO1. Understand the role of managerial economics in the business decision-making process for

profit maximization

CO2. Analyze the demand and supply conditions and assess the position of a company

CO3. Analyse the nature of production and its relationship to costs.

CO4. Evaluate appropriate pricing strategies.

CO5. Analyse business practices with respect to economic indicators


R U AP A E C

CO1 √√

CO2 √√

CO3 √

CO4 √

CO5 √



CO1 √√ √ √√ √ √ √√ √ √√

CO2 √√ √√ √ √ √ √ √ √ √ √√

CO3 √√ √ √√ √ √ √ √ √ √ √

CO4 √ √ √√ √ √ √√ √ √

CO5 √√ √ √ √ √ √ √ √ √



CO1 √ √ √ √ √ √ √√ √ √ √

CO2 √√ √ √ √ √ √ √

CO3 √ √ √√ √ √ √ √√ √ √

CO4 √ √ √ √ √ √ √ √ √ √

41

CO5 √√ √√ √ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √ √

CO2 √ √ √

CO3 √ √ √ √

CO4 √√ √ √

CO5 √√ √√ √

√√ Strongly agreed √ Moderately agreed

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 5

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

42

1. Course pre-requisites : NIL


To acquaint them in brief with accounting mechanics, process and system

To provide knowledge in preparation and interpretation of Financial Statements

To develop an understanding of Accounting tools, techniques and information and their uses in

Managerial decision making

To equip students to prepare Flexible, Fixed and Master budgets on their own

To facilitate the students to analyse the financial statements using ratio analysis

3. Expected Level of Output : Conceptual Level and Analytical Level

4. Department Offered : School of Management

5. Nature of the Course : Group 3 – 20 % Descriptive& 80% Analytical



6. Course Input

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y

Course Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Definition - Concept and Conventions -

Accounting Equation B A-2 2 U

11

4 4 3

International Accounting -Principles and

Standards - Double Entry System of

Accounting

B A-2 1 AP 5 3 5

Journalizing of Transaction A 3 3 AP 4 4 3

Preparation of Final Accounts

(Problems) - Profit and Loss Account

and Balance Sheet

A 8 3 C 5 5 3

Introduction to Tally Package – salient

features – types of vouchers – reports

generated by Tally.

K II -

1 2 AP 5 4 2

II

INTERPRETING THE REPORTS

Techniques of Financial Statement

Analysis - Comparative Statement

Analysis(Problems)

B B.1 2 E

9

5 4 4

Common Size Statements (Problems) B B.1 2 E 4 4 5

Trend Analysis(Problems) – Sickness

Prediction B B.1 2 E 5 5 3


L T P C

15MB1C04 ACCOUNTING FOR MANAGERS 3 0 0 3

43

Ratio Analysis - Classification of Ratios

- Computation and Interpretation of

Accounting Ratios(Problems) - Du Pont

Analysis

B B.2 3 E 5 3 2

III

FINANCIAL STATEMENTS

Preparation of Schedule of Changes in

Working Capital - Computation of Fund

from Operation

and Preparation of Fund Flow Statement

(Simple Problems)

B B.3 3 U

9

5 4 3

Cash Flow Statement - Computation of

Cash fromOperation B B.4 3 AP 5 3 2

Preparation of Cash Flow

Statements(Simple Problems) B B.4 2 AP 4 3 5

Use of Cash Flow and Fund Flow

Statement B B.4 1 R 5 4 4

IV

COST ACCOUNTING

Distinction of Financial Accounting and

Cost Accounting - Cost Technology -

Elements of Cost

B A.3 2 U

9

4 4 5

Method of Costing - Preparation of Cost

Sheet (Problems) - Activity Based

Costing

B A.3 2 AP 5 5 4

Marginal Costing (Problems) –Cost -

Volume - Profit Analysis(Problems) B C.4 3 AP 5 3 4

Break - Even Point Analysis(Problems) –

Managerial Applications of Marginal

Costing.

B C.4 2 A 4 3 3

V

BUDGETING

Budgeting and Budgetary Control -

Types of Budgets B C.1 2 U

7

5 3 2

Preparation of Flexible and Fixed

Budgets (Problems) B C.1 2 A 5 2 3

Master Budget and Cash

Budget(Problems) B C.1 2 A 5 3 2

Zero - Based Budgeting -Significance of

Computerized Accounting System B C.1 1 R 5 4 4

Bloom’s Legends:



7. Reference books:

A. Jain S.P and Narang K.L , Financial Accounting, Kalyani Publishers, New Delhi, 2006

B. Maheswari S. N, Principles of Management Accounting, Sultan Chand and Sons Limited, New

Delhi

C. Sharma Shashi K Gupta, Management Accounting: Principles and Practice, Kalyani Publishers,

New Delhi, 2006

D. Khan, Jain, Management accounting: Text, Problems and Cases, Tata McGraw Hill, 2010

44

E. Srinivasan N.P &SakthivelMurugan. M , Accounting for Management, SChand&Company, New

Delhi, 2010

F. Vijayakumar. T, Accounting for Management, Tata McGraw Hill Education Private Ltd,New

Delhi, 2010

G. Anthony, Hawkins, Accounting, Text and cases, Tata McGraw Hill, 2009

H. Ashok Banerjee, Financial Accounting: A Managerial Emphasis, Excel Books, 2005

I. Bhattacharya, Management Accounting, Pearson, 2010

J. Pandikumar, Management Accounting, Theory and Practice, Excel Books, 2009

K. Dr.NamrataAgrawal, Tally 9, dreamtech press, 2010


R U AP A E C TOTAL

UNIT I 0 1 3 0 0 1 5

UNIT II 0 0 0 0 4 0 4

UNIT III 1 1 2 0 0 0 4

UNIT IV 1 0 2 1 0 0 4

UNIT V 1 1 0 2 0 0 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 0 4.72 14.28 0 0 4.72 23.72

UNIT II 0 0 0 0 19.05 0 19.05

UNIT III 4.72 4.72 9.52 0 0 0 18.96

UNIT IV 4.72 0 9.52 4.72 0 0 18.96

UNIT V 4.72 4.72 0 9.52 0 0 18.66

TOTAL 14.16 14.16 33.32 14.24 19.05 4.72 99.65





CO1. Apply accounting mechanics, process and system

CO2. Prepare and interpret Financial Statements

CO3. Apply Accounting tools, techniques and information to make Managerial decisions.

CO4. Prepare Flexible, Fixed and Master Budgets on their own

CO5. Analyse the financial statements using ratio analysis


R U AP A E C

CO1 √ √ √

CO2 √ √ √√ √√

CO3 √√ √√ √√

45

CO4 √ √ √√

CO5 √√ √√



CO1 √√ √ √ √√ √

CO2 √√ √ √√ √ √ √ √ √√

CO3 √ √

CO4 √√ √ √ √√ √√ √ √

CO5 √√



CO1 √√ √ √ √√ √ √ √√

CO2 √√ √ √

CO3 √ √ √ √ √√ √√

CO4 √√ √ √ √

CO5 √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √ √√ √

CO2 √ √√

CO3 √√ √ √

CO4 √

CO5 √√ √√

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 5

Tutorial 5

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

46

Debate

Total 100

1. Course pre-requisites : Basic


To familiarize the students with the basics of Tally and to create a company.

To enable the students to provide information about Ledgers, Vouchers and Final

Accounts.

To enable the student to deal with all Inventory related information.

To familiarize the student with report generation.

To enable the student to master the payroll concept and the Tax Module.

3. Expected Level of Output : Application Level


5. Nature of the Course : Group 5 - Practical



6. Course Input

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Exp

erim

ent

No

Inst

ruct

ion

a

l H

ou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course Assessment Factors

F1

F2

F3

F4

GROUPS, LEDGERS, VOUCHERS AND ORDERS

I

Creating a Company and

managing groups

A 1 2 C

5 5 5

Working with Ledgers A 2 2 AP 5 3 2

Creating Cost Categories and

Cost Centers

A 3 2 C 4 3 3

Configuring, Creating,

Displaying, Altering,

Duplicating and Cancelling

Vouchers

A 4 2 C 5 4 3

Creating Stock Groups, Stock

Categories and Stock Items

A 5 2 C 5 4 5

Configuring Trial Balance,

Profit and Loss Account and

Balance Sheet

A 5 2 C 5 4 4


L T P C

15MB1C05 ACCOUNTING FOR MANAGERS - LAB 0 0 2 1

47

II

REPORTS WITH TALLY

30

Configuring Trial Balance,

Balance Sheet and Profit and

Loss Account.

A 6 2 C 5 4 3

Interpreting the Financial

Statements using Ratios, Cash

and Fund Flow statement

A 7 2 E 5 4 3

Preparing Bank Reconciliation

Statement A 8 2 E 5 4 3

Creating, Altering and Deleting

a Budget A 9 2 C 5 4 2

Creating and Altering Group

Companies A 10 2 C 4 5 3

PAYROLL AND TAXATION

III

Enabling Payroll Module and

managing employees

A 11 2 AP 5 5 4

Configuring Pay Attendance

Sheet, Gratuity, PF and

employee loan

A 12 2 AP 5 4 4

Preparing payroll reports and

payroll register A 13 2 C 4 4 5

Enabling TDS and VAT

modules in Tally A 14 2 AP 4 5 5

Enabling TCS and Service Tax

Accounting A 15 2 AP 5 4 4

Bloom’s Legends:



7. Reference Books

A. Lab Manual –Accounting for Managers- Lab- 2015

B. Kogent Solutions Inc, Tally 9, Dreamtech Press,2010

C. Dr. NamrataAgrawal, Tally 9, Dreamtech Press, 2010


R U AP A E C TOTAL

UNIT I 1 4 5

UNIT II 2 3 5

UNIT III 4 1 5

48

TOTAL 15


R U AP A E C TOTAL

( %)

UNIT I 6.66% 26.67% 33.33

UNIT II 13.34% 19.99% 33.33

UNIT III 26.67% 6.66% 33.33

TOTAL 33.33% 13.34% 53.32% 99.99





CO1: Create a Company and manage groups

CO2: Generate Vouchers, Ledgers, Balance Sheet and Profit and Loss Account

CO3: Deal with all the Inventory related information.

CO4: Generate reports for all the data.

CO5: Master the payroll and the Tax module.


R U AP A E C

CO1 √ √√

CO2 √√ √√

CO3 √√

CO4 √√

CO5 √ √√



CO1 √ √ √ √√ √

CO2 √√ √ √ √√ √√ √

CO3 √ √ √

CO4 √ √ √ √√

CO5 √√ √ √ √√



CO1 √ √√ √√ √ √√

CO2 √√ √ √

CO3 √√ √ √ √√ √ √

CO4 √ √ √

49

CO5 √√ √√ √√ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √

CO2 √√ √√

CO3 √ √

CO4 √ √√

CO5 √√ √

15. Capstone Model:

Exam Type Components Group Name

A B C D E F G H I


CIA

Internal Test

Attendance

Seminar

Technical

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

Model Practical 20

Total 100

50

1 Course pre-requisites : Basic Computing Skills


1. To enable the students get acquainted with

the fundamentals of Business Mathematics and Statistics

2. To enable the students acquire the required

skills for the application of mathematical and statistical skills in analyzing business problems

3. To enable the students analyze and categorize

data meaningfully for deriving inputs needed for business

4. To provide the students with the knowledge

and skill required to carry out statistical analysis of business problems by applying

appropriate statistical tools

3 Expected Level of Output : Conceptual and Procedural Level

4 Department Offered : School of Management

5 Nature of the Course : Group 2 – 100 % Analytical



Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course Assessment Factors

F1

F2

F3

F4

I

PROGRESSIONS, SET THEORY, MATRICES AND CALCULUS

Algebra – Arithmetic,

Geometric and Harmonic

progressions – Applications

in Business Environment

H 8 3 U

15

5 2 5

Set Theory – Practical

Applications – Permutations

and Combinations – Binomial

Theorem

G

H

10

10 3 A 4 2 4

Matrices – Types – Properties

– Matrix Addition – matrix

multiplication – Transpose of

Matrix – Inverse of matrix –

Solution of simultaneous

linear equations using Matrix

H 11 5 A 4 1 4


L T P C

15MB1C06 BUSINESS MATHEMATICS AND STATISTICS 2 2 0 3

51

Functions – Limits –

Derivatives and Integral –

Business Applications of

Differentiation and

Integration

H 15,16,

17 4 A 4 1 4

II

DESCRIPTIVE STATISTICS, DISTRIBUTIONS AND SAMPLING

Classification of data –

Frequency Distribution –

Discrete – Continuous

C 2, 3 2 A

12

5 2 4

Descriptive Statistics –

Measures of Central tendency

– Mean – Median – Mode –

Measures of Dispersion -

Skewness – Moments –

Kurtosis

C 6, 7, 8 3 A 5 2 4

Basic Concepts of Probability

– Standard Distributions –

Binomial Distribution –

Poisson Distribution –

Normal Distribution-

Standard Normal Distribution

C 9, 10 4 A 4 1 4

Sample – Sampling –

Parameter – Statistic –

Sampling Distribution –

Sampling error – Standard

error

C 11 3 E 5 2 5

III

HYPOTHESIS TESTING – PARAMETRIC TESTS

Hypothesis - Null – Alternate

– One tailed and two tailed

tests

C 13 2 E

8

4 1 4

Hypothesis testing for

population parameters –

Population Proportion –

Large Sample and Small

samples

C 13 2 E 4 2 4

Z-Test – t- Test - F-test -

Analysis of variance – One

way and Two way

Classification

C 13, 15 4 E 4 1 4

IV

NON PARAMETRIC TESTS

Chi Square Test of Goodness

of fit – Chi Square test of

Independence of attributes

C 14 3 E 4 2 3

Sign test – Mann-Whitney U

– Test - Kurskal-Wallis H

test

C 20

12 3 E

12

3 1 3

Kolmogorov Smirnov Test –

Spearman‟s Rank Correlation

test

C

F

20

12 3 E 3 1 3

One Sample Run test – C 20 3 E 3 1 3

52

Wilcoxson Signed Rank test F 12

V

CORRELATION AND REGRESSION

Scatter diagram – Karl

Pearson‟s Coefficient of

Correlation – Regression –

Lines of Regression

C

F

L

17

9

5

3 E

13

4 1 3

Simple regression – Method

of Least Squares – Time

Series Analysis

C

F

L

16 ,19

11

5

3 E 4 2 4

Method of Semi Averages –

Method of Moving Averages

– Cyclical Variations

C

L

19

5 3 E 4 2 4

Residual Method – Direct

Method – Reference Cycle

Analysis Method – Harmonic

Analysis Method

C

L

19

5 4 E 4 2 4

Bloom’s Legends:



REFERENCE BOOKS

A. Beri G.C., „Statistics for Management‟,

TMH, 2003

B. Ravitha Bharadwaj, „Mathematics for

Managers‟ University Science Press 2010

C. Hari Shankar Asthana and Braj

Bhushan,‟Statistics for Social Sciences‟,PHI, 2007

D. Subramani K and Santha A, „ Statistics for

Management‟, Scitech Publications, 2014

E. Qazi Zameeruddin, „Business Mathematics‟,

Vikas Publishing House, 2013

F. Aczel Amir, „ Complete Business Statistics‟,

TMH, 2006

G. Aggarwal B.M. „Business Mathematics and

Statistics‟, Ane Books Pvt Ltd., 2010

H. Das N.G and Das J. K, „Business

Mathematics and Statistics TMH, 2012

I. Gupta S.C., and Kapoor V.K, „Fundamentals

of Mathematical Statistics‟, Sultan Chand and Sons, 2001

J. Richard Levin and David Rubin, „Statistics

for management‟, PHI, 2004

53

K. Sancheti D.C., Manhotra A.M., and Kapoor

V.K., „ Business Mathematics‟, Sultan Chand& Sons, 2001

L. Sharma, J.K, „ Business Mathematics –

Theory and Applications‟, Ane Books Pvt. Ltd.,

6 Assessing Level of Bloom’s Taxonomy in Numbers:

R U AP A E C TOTAL

UNIT I 0 1 0 3 0 0 4

UNIT II 0 0 0 3 1 0 4

UNIT III 0 0 0 0 3 0 3

UNIT IV 0 0 0 0 4 0 4

UNIT V 0 0 0 0 4 0 4

TOTAL 19

7 Weightage of Bloom’s Taxonomy in the Syllabus

R U AP A E C TOTAL

( %)

UNIT I 0 5.26 0 15.79 0 0 21.05

UNIT II 0 0 0 15.79 5.26 0 21.05

UNIT III 0 0 0 0 15.79 0 15.79

UNIT IV 0 0 0 0 21.05 0 21.05

UNIT V 0 0 0 0 21.05 0 21.05

TOTAL 0 5.26 0 31.58 63.15 0 100.00

Lower Order Thinking (%) 5.26 %


8 Expected outcome of the course:


CO1: Understand the basic mathematical concepts that find applications in business

CO2: Apply mathematical and statistical tools in decision making situations

CO3:Analyse the information obtained and present the information in a manner appropriate to

business environment

CO4:Evaluate the usefulness of different mathematical and statistical tools and make use of the right

tools for the given situations.

9 Mapping course outcome with Bloom’s Taxonomy LOT and HOT:

R U AP A E C

CO1 √√

CO2 √√

CO3 √√

CO4 √

10 Mapping Course outcome with graduate attributes:

54


CO1 √√

CO2 √√ √√ √√

CO3 √√ √√ √√ √√ √ √

CO4 √ √ √

11 Mapping course outcome with programme outcomes:


CO1 √ √

CO2 √ √√ √√ √ √

CO3 √√ √√

CO4 √√ √ √ √

12 Mapping with Programme Educational Objectives:

PEO1 PEO2 PEO3 PEO4

CO1 √ √

CO2 √ √ √

CO3 √√ √√

CO4 √√ √√

13 CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


Internal Test 20

Attendance

Seminar

Presentation

Tutorial 10

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

55

CIA

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

56

1. Course pre-requisites : Basic knowledge about computer system and its operating


i. To provide students the understanding of the foundation concepts of Information

systems

ii. To make students to understand about Information Technologies

iii. To make students to understand business applications of IT

iv. To make students to understand about developmental process of information

systems

v. To enable students to demonstrate knowledge about management challenges in IT






6. Course Input :

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

I

FOUNDATION CONCEPTS

Information System, Fundamentals roles of

IS in business A 1 2 U

9

2 4 2

Types of IS A 1 2 A 3 3 2

Systems Concepts A 1 1 A 2 3 1

Information Systems Resources and

Activities A 1 2 Ap 3 2 1

Strategic Uses of IT A 2 2 Ap 3 2 1

INFORMATION TECHNOLOGIES

Computer Hardware A 3 2 A 9 2 3 1


L T P C

15MB1C07 Information Technology for Management 3 0 0` 3

57

II

Computer Software- Software types,

Software alternatives

A 4 2 Ap 1 3 1

Operating systems, Programming Languages A 4 2 A 2 2 1

Fundamentals of Data concepts A 5 1 A 3 4 1

Data Warehouse A 5 1 Ap 3 2 1

Data Mining A 5 1 Ap 3 2 1

III

Business Applications

E- Business A 7 1 A

9

3 3 4

Functional Business Systems – Marketing

systems, Manufacturing systems, HR

Systems, Accounting systems and Financial

Management systems

A 7 3 A 2 2 3

ERP A 8 1 Ap 3 2 1

CRM A 8 1 Ap 3 2 1

SCM A 8 1 Ap 3 2 1

e-Commerce Fundamentals A 9 2 Ap 3 2 1

IV

Developmental Process

Planning for IT advantage, SWOT analysis A 11 2 U

9

4 2 2

Implementation Challenges A 11 2 A 2 1 2

Developing Business Systems- Systems

Development Life cycle A 12 2 AP 4 1 1

Implementing Business Systems – Project

Management, Evaluating Hardware and

Software and Services

A 12 2 A

4 2 3

Other Implementation Activities A 12 1 Ap 5 2 2

V

Management Challenges

Security, Ethical and Social Challenges in IT,

Privacy Issues A 13 2 U

9

2 1 1

Computer Crime and Current State of Cyber

Law

A 13 1 A 1 2 1

Security Management in IT- Inter-Networked

Security Defenses and other security

measures

A

13 2 AP 2 1 1

Managing IT –Organizing IT, outsourcing

and off shoring, Failures in IT management

A 14 2 Ap 2 1 1

Managing Global IT A 15 2 Ap 2 1 1

Bloom’s Legends:



58

7. REFERENCE BOOKS

A. Management Information Systems James O'Brien, George Marakas McGraw Hill Education- 10th

Edition

B. Information Technology for Management Turban, Ephraim McLean and James Wetherbe

MacMillan Publishing- 6 th Edition

C. Introduction to Information Systems Rainer Turban wiley Indian Edition - 3rd Edition

D. Management Information Systems Waman S. Jawadekar - 4th Edition

E. Management Information Systems Robert A. Schultheis, Mary Sumner- 4th Edition

F. E - Commerce: An Indian Perspective 3rd edition, PHI – 3rd

Edition


R U AP A E C TOTAL

UNIT I 0 1 2 2 0 0 5

UNIT II 0 0 3 3 0 0 6

UNIT III 0 0 4 2 0 0 6

UNIT IV 0 1 2 2 0 0 5

UNIT V 0 1 3 1 0 0 5

TOTAL 27


R U AP A E C TOTAL

( %)

UNIT I 0 3.7% 7.4% 7.4% 0 0 18.5

UNIT II 0 0 11.1% 11.1% 0 0 22.2%

UNIT III 0 0 14.8% 7.4% 0 0 22.2%

UNIT IV 0 3.7% 7.4% 7.4% 0 0 18.5%

UNIT V 0 3.7% 11.1% 3.7% 0 0 18.5%

TOTAL 0 11.1% 51.8 37% 0 0 99.9%





CO1: To understand Foundation concepts of Information systems.

CO2: To apply the concepts of information technologies in organizations.

CO3: To understand and apply the concept of business applications of IT

CO4: To understand the developmental process of information systems

CO5: To evaluate the management challenges in IT

59


R U AP A E C

CO1 √ √ √

CO2 √ √√

CO3 √ √√

CO4 √ √ √

CO5 √



CO1 √ √

CO2 √ √ √ √ √

CO3 √ √√ √ √ √

CO4 √ √ √

CO5 √ √ √ √



CO1 √ √ √ √ √ √

CO2 √ √ √ √ √

CO3 √ √ √ √ √√ √

CO4 √ √ √ √ √ √

CO5 √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √

CO2 √

CO3 √

CO4 √

CO5 √


60

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 10

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

61

1. Course pre-requisites : Basic Computing Skill


i. To facilitate the students to utilize the library resources

ii. To train the students on the use of application software in business

iii. To enable the students to know and practice about the MS Office used in the Business

Organization

iv. To enable the students gain expertise in the use of various tools for decision making


4. Department Offered : Management




6. Course Input :

Un

it N

o Name of the Topic

Tex

t /

Ref

Book

s

Exp

erim

ent

No

Inst

ruct

ion

a

l H

ou

rs

Lev

el o

f

Blo

om

’s

Taxon

om


F1

F2

F3

F4

I Review of Literature using

library resources

A 1 2 A

5 4 5

2 Book search using Library

Management System

A 2 2 A 5 4 5

3 Preparation of monthly report

using MS office

A 3 2 A 5 4 3

4 Drafting a letter to the

customers about a promotion

offer using mail merge option

A 4 2 C 5 4 3

5 Designing an advertisement

copy with necessary graphics

and content using MS office

A 5 2 C 5 4 3

6 Designing a process flowchart

and a layout of a manufacturing

company

A 6 2 C 5 4 3

7 Introduction to worksheets and

functions in MS Excel

A 7 2 E 5 4 4

8 Analysis of correlation using

MS Excel

A 8 2 A 5 4 4

9 Analysis of Regression using

MS Excel

A 9 2 A 5 4 4

10 Generating employee payroll

using MS Excel

A 10 2 A 5 4 3


L T P C

15MB11C08 INFORMATION TECHNOLOGY APPLICATION - LAB 0 0 2 1

62

11 Break Even Analysis using MS

Excel

A 11 2 A

30

5 4 4

12 Creation of student database

using MS Access

A 12 2 C 5 4 3

13 Creation of Reports and forms

using MS Access

A 13 2 C 5 4 3

14 Creating Presentation using

slide master and templates in

various color schemes

A 14 2 C 5 4 5

15 Presentation of Industrial report

using Prezi

A 15 2 C 5 4 5

Bloom’s Legends:



7. Reference Books

A. Lab Manual – Business Application Software- Lab- 2015

B. Weverka, MS Office 2010, Wiley India, 2010

C. Whigham, Business Data Analysis Using Excel, Oxford, 2010.

D. Anthonyraj, Computer Application in Business, BPB Publications 2010 8. Assessing Level of Bloom’s Taxonomy in Numbers:

R U AP A E C TOTAL

Exercise 0 0 0 22 1 7 30

TOTAL 30


R U AP A E C TOTAL

( %)

Exercise 0 0 0 73.33% 3.33% 23.33% 99.99%

TOTAL





CO1: Understand the utilize of library resources

CO2: Analysis the business problem using application software

CO3: Analysis the practice of MS Office in the business organization

CO4: Evaluate the various tools for decision making


R U AP A E C

CO1 √

CO2 √√

CO3 √√

CO4 √√

63



CO1 √√ √ √√ √ √ √√√

CO2 √√ √√ √ √ √ √ √

CO3 √√ √ √ √ √ √ √ √ √

CO4 √√ √ √ √ √√ √ √ √ √√



CO1 √ √√ √√ √√ √ √√ √ √√ √

CO2 √ √ √ √ √ √ √√ √√ √ √

CO3 √ √ √ √ √ √ √ √

CO4 √ √√ √√ √√ √√ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √√ √√

CO2 √ √ √ √

CO3 √ √ √

CO4 √ √ √√ √√


15. Capstone Model:

Exam

Type

Components Group Name

A B C D E F G H I


CIA

Internal Test

Attendance

Seminar

Technical Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

Model Practical 20

64

Total 100

1. Course pre-requisites : Basic Grammar


i. The course aims to develop and enhance the linguistic and communicative competence of the

students.

ii. The focus is on honing the skills of reading, writing, listening, and speaking

iii. To familiarize the students with the application of the business correspondence in practical

situations

3.Expected Level of Output : Application Oriented





6. Course Input :

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Communication - Meaning - Significance -

Types of Communication C I 2 Ap

9

4 3 2

Flow of Communication – Use of language C I 2 AP 3 5 5

Media of Communication - Barriers to

Communication - Principles of Effective

Communication

C I 3 AP 5 4 2

Listening, Reading and Writing skills A 4,14 2 AP 4 4 3

ENGLISH GRAMMER

Spoken English in India, The Organs of

Speech, Description and Articulation of

English Speech Sounds

C

A

II

17 3 C 9 5 4 3

Course Code

Course Name Contact Hours

L T P C

15MB1F09 COMMUNICATION SKILLS 0 0 2 1

65

II Syllables and Stress (Weak Forms,

Intonation), C II 2 C 5 1 4

Connected Speech, Spelling and

Pronunciation C II 2 C 4 3 2

International Phonetic Alphabet

Transcription of Received Pronunciation of

Words as per the Oxford Advanced Learners

Dictionary of H.S. Hornby

C II 2 C 5 4 5

III

BUSINESS LETTERS

Introduction - Importance - Norms for

Business letters - Letter for Different Kinds

of Situations, Personalized Standard Letters

C III 3 C

9

5 4 2

Organizing and writing business messages

Patterns of organization – Use of tools such

as mind maps – composing the message

C III 1 C 5 4 3

Report writing - Structure of Reports - Long

and Short Reports - Formal Reports -

Informal Reports – Writing - Research

Reports - Technical Reports - Norms for

Including Exhibits & Appendices

A 10,11 3 C 5 5 4

Job Application - Cover letter, Differences

between bio-data, CV and Resume C IV 2 C 5 2 3

IV

TECHNICAL AIDS

Personal Appearance Posture - Body

Language B 2 2 AP

9

4 5 2

Use of Charts - Diagrams and Tables - Audio

Visual Aids for Communication B 8 2 C 3 5 4

Face to Face Communication -Telephonic

Conversation - Technology-based

Communication

B 4 2 AP 5 3 5

Netiquettes: effective e-mail messages;

power-point presentation; enhancing editing

skills using computer software

C

A

VIII

18 3 C 5 4 3

V

PRESENTATION AND INTERVIEW SKILLS

Conducting Meetings - Procedure - Preparing

Agenda -Minutes - Resolutions A 14 2 AP

9

5 3 4

Conducting Seminars - Conducting

Conferences - Procedure of Regulating

Speech

C X 2 AP 4 5 2

Evaluating Oral Presentation - Group

Discussion - Drafting Speech - Developing a

B

C

7

X 2 AP 4 5 2

66

sales pitch, Negotiation and conflict

resolution – Constructive Criticism

Interview Skills: - Types of Interviews;

Ensuring success in job interviews;

Appropriate use of non-verbal

communication

C X 3 AP 5 4 3

Bloom’s Legends:



7. Reference books:

A. Lesikar, Flately, Basic Business Communication: Skills for Empowering the internet

Generation , Tata McGraw Hill, 2009

B. Mohan Krishna, Banerjee Meera, Developing Communication Skills Macmillan India

Ltd, 2009

C. Rajendra Pal, J.S. Korlahalli, Essentials of Business Communication, Sultan Chand & Sons, 2010

D. Penrose, Rasberry, Myers, Business Communication for Managers, Cengage, 2009

E. Ramachandran. K. K, et al Business Communication Macmillan India Ltd, 2009

F. Bovee, Business Communication Essentials, Pearson, 2011

G. Locker, Kaczmarek, Business Communication, Tata McGraw Hill, 2008

H. Francis, Speaking and writing for Effective Business Communication Macmillan India Ltd, 2007


R U AP A E C TOTAL

UNIT I 0 0 4 0 0 0 4

UNIT II 0 0 0 0 0 4 4

UNIT III 0 0 0 0 0 4 4

UNIT IV 0 0 2 0 0 2 4

UNIT V 0 0 4 0 0 0 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 0 0 19.05 0 0 0 19.05

UNIT II 0 0 0 0 0 19.05 19.05

UNIT III 0 0 0 0 0 19.05 19.05

UNIT IV 0 0 9.52 0 0 9.52 19.04

UNIT V 0 0 19.05 0 0 0 19.05

TOTAL 0 0 47.62 0 0 47.62 95.24

67

Lower Order Thinking (%) 50 %




CO1. Understand the basics of communication and the grammatical concepts in it.

CO2. Converse fluently and effectively in English and should be able to prepare reports and make

presentations.

CO3. Attend the interviews with confidence and with an error-free resume in hand

CO4. Write Business letters and correspondence effectively

CO5. Present seminars and Group discussions effectively.


R U AP A E C

CO1 √√ √ √

CO2 √√

CO3 √ √√ √√ √√

CO4 √√ √

CO5 √√ √√ √√



CO1 √ √ √√ √

CO2 √√ √ √√ √ √ √ √ √√

CO3 √√ √ √

CO4 √√ √ √√ √√ √ √

CO5 √√ √ √



CO1 √√ √ √ √ √ √√

CO2 √√ √ √

CO3 √ √ √√ √

CO4 √√ √ √ √

CO5 √√ √ √√ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √ √ √√

CO2 √√

CO3 √√

CO4 √√ √√ √

CO5

68


15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test

Attendance

Seminar

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

Model Practical 20

Debate

Total 100

69

1 Course pre-requisites : Basic knowledge on business.


i) To examine the role and purpose of ethics in business

ii) To present the concept of corporate social responsibility and explore its relevance to ethical

business activity

iii) To sensitize them to conduct the business with ethical manner to ensure the longevity of the

Business.

iv) To consider the moral deligations of business to the environment and to the people

v) To learn better self management

3. Expected Level of Output : Conceptual and application

4. Department Offered : Master of Business Administration



6. Course Input :


L T P C

15MB1F10 Business Ethics and Values 1 0 0 1

Un

it

Des

crip

tion

Tex

t B

ook

Ch

ap

ter

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y

Course Assessment

Factors

F1

F2

F3

F4

I

Indian Ethos - Need - Objectives A 1&3 1 U

3

5 5 3

Relevance - Distinctive Features

of Indian Ethos of Management A 1 1 U 5 5 3

Economics of Giving - Law of

Karma A 2 1 AP 5 3 4

II

Business Ethics - Religious View

- Ethics Policy I

1,7

&

10

1 U

3

5 4 4

Scholars View on Business Ethics

- Definition & nature,

Characteristics of ethical problems

in management

I,C 7 &

8, 8 1 A 5 4 4

Causes of unethical behavior;

Ethical abuses; Work ethics -

Ethics in practice - professional

ethics for functional managers

I,C

7,4

&

22

1 A 5 4 4

III Priceless value - Purpose -

Science and Human Values -

Aristotle View

A,C 5,4 1 A 3 5 4 5

70

Bloom’s Legends:



7. REFERENCE BOOKS

A. Nandagopal, Ajith Shankar, Indian Ethos and Values in Management, Tata McGraw Hill,2010

B. Khandelwal Indian Ethos and Values for Managers, Himalaya Publishing House, 2009

C. Biswanath Ghosh, Ethics In Management and Indian Ethos, Vikas Publishing House,2009

D. Joseph Des Jardins, An Introduction to Business Ethics , Tata McGraw Hill, 2009

E. Chakraborty S.K, Management by Values, Oxford University Press, New Delhi, 2008

F. Rinku Sanjeev, Parul Khanna, Ethics and Values in Business Management, Ane BooksPvt. Ltd,

2009

G. Rao A.B, Business Ethics and Professional values, Excel Books, 2000

H. Gandhi M K, the Story of My Experiment with Truth, Navjivan Publishing House, Ahmedabad,

1972

I. R.V BADI, NV BADI , Business Ethics, Vrinda Publications (p) ltd.,2005 , 2ND

Edition.

WEB RESOURCES

www.cecp.co

www.icaew.com

Application of Values -Social

Responsibility of Business I,C 22,7 1 AP 5 4 4

Business Value of ethical

corporate - Practical consideration A 4 1 A 5 4 4

IV

Ethos and management - Trans-

cultural Human Values in

Management

A 4 1 A

3

4 3 3

Secular Vs Spiritual Values in

Management

A 4, 1 AP 5 5 3

Decision making – Holistic

Approach A,C 4 ,9 1 A 4 5 4

V

Self-Management - Lessons from

Ancient Indian Education System A, 6 1 A

3

5 4 5

Techniques for Time Management

– Stress Management and Anger

Management

A 7 1 A 5 3 5

Indian Ethos and Corporate

Governance I,G 28,5 1 AP 4 4 3

Total Hours 15

http://www.cecp.co/

http://www.icaew.com/

71


R U AP A E C TOTAL

UNIT I 2 1 3

UNIT II 1 2 3

UNIT III 1 2 3

UNIT IV 1 2 3

UNIT V 1 2 3

TOTAL 15



UNIT I 13 7 20

UNIT II 7 13 20

UNIT III 7 13 20

UNIT IV 7 13 20

UNIT V 7 13 20

TOTAL 20 28 52 100





CO1: Know about the ethics and its role in business

CO2: Understand the role and relevance of corporate social responsibility

CO3: Conduct the business with ethical manner to ensure the longevity of the Business.

CO4: Consider the moral deligations of business to the environment and to the people

CO5: Do better self-management for achieving happiness and perfection in life.


R U AP A E C

CO1 √√ √

CO2 √√ √

CO3 √√ √

CO4 √√ √

CO5 √√ √



CO1 √ √ √ √√ √

CO2 √ √ √ √ √√

CO3 √ √ √√ √ √√ √

CO4 √√ √√ √ √√ √

CO5 √√ √√ √√ √ √√ √√

72


PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10

CO1 √√ √ √ √ √ √√ √√ √ √

CO2 √ √ √ √ √√ √

CO3 √ √ √√ √ √ √

CO4 √ √√ √ √√ √

CO5 √ √ √√ √ √√ √√ √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √ √ √√

CO2 √ √ √√

CO3 √ √√

CO4 √ √ √√

CO5 √ √ √


15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I

SEE Semester End Exam

CIA

Internal Test

Attendance

Seminar

Presentation

Tutorial

Assignments 20

Coding

Mini Project

Group Discussion

Field work 40

Case study

Technical Quiz 40

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

73



To facilitate the campus to corporate transition, to help the students to understand and acquire

the knowledge, skills and attitudes which are required for successful campus to corporate

transition

To introduce the students to the concept of life skills and to facilitate the life skill

development, which will equip the students to be effective in their personal and professional

lives

To enable students with the behavioral skills to manage themselves in corporate work life.

3. Expected Level of Output : Basic Working Level


5. Nature of the Course : Group 5 – Practical

(Please choose any one)

A. Group 1 – 100 % Descriptive B. Group 2 – 100% Analytical

C. Group 3 –__% Descriptive & __%Analytical D. Group 4 – Programming

E. Group 5 – Practical F. Group 6 – Project

G. Group 7 – H. Group 8 –

I. Group 9 –



6. Course Input:


L T P C

15MB1F11 CORPORATE SKILLS 0 0 2 1

S.

N

o

Name of practices Purpose Field Work Documents to

be collected

and filed

Pre

sen

tati

on

Pra.

Hrs

Lev

el o

f

Blo

om

’s

Ta

xon

om

y

1 Communication skills To facilitate the

students to

acquire

communication

skills –

listening, verbal

and written

Practice

sessions

Record of

exercises and

tests

Record

Book

2 C

74

2 Aptitude/Verbal test

and feedback

To help students

gain

Quantitative

aptitude and

verbal

knowledge and

to provide

feedback about

their

performance

Written

Exercises

and test

papers

Record of

exercises and

test papers

Record

Book

2 C

3 Personal Values and

Attributes and its

impact on behavior

To introduce

students to

concepts

Case

studies and

managemen

t game

Record of Case

Analysis

Record

Book

2 U

4 Goal Setting To enable the

students to be

effective in goal

setting

Exercises

on goal

setting

Record of

exercises

Record

Book

2 U

5 Time Management To enable skill

and attitude

development of

time

management

Manageme

nt games

Records and

snap shots

Record

Book

2 E

6 Stress Management To provide

conceptual

knowledge on

stress

management

Psychometr

ic test of

stress levels

and stress

relief

technique

practices

Record of write

up on stress

management

Record

Book

2 C

7 Team work To equip the

students to be

better team

players

Manageme

nt games

Records and

snap shots

Record

Book

2 C

8 Adaptability/flexibility To provide the

students with

life skill on

adaptability/

flexibility

Manageme

nt games

Records and

snap shots

Record

Book

2 C

75

9 Positive attitude/

Energy/Passion

To equip the

students with

these personal

skills

Case study

and

managemen

t games

Record of case

analysis and

snap shots of

games

Record

Book

2 C

10 Professionalism To help students

develop the

skills and

attitude of

professionalism

Interactive

discussions

and

managemen

t games

Record of

write up

professionalism

Record

Book

2 C

11 Self Confidence To facilitate the

student to

develop self

confidence

Manageme

nt games

Records or

snaps

Record

Book

2 C

12 Self motivated/ability

to work with little or

no supervision

To help students

develop

independence

and

empowerment at

work

Manageme

nt games

Records /Snaps Record

Book

2 C

13 Ability to sell To equip

students with

ability to sell

Exercises Records and

snaps

Record

Book

2 C

14 Ability to negotiate To provide

students with

the ability to

negotiate

Exercises Records and

snaps

Record

Book

2 C

15 Facilitation skills To help the

students acquire

facilitation skills

Manageme

nt games

Records and

snaps

Record

Book

2 E

16 Impression

Management/Self

Presentation

To help students

develop

Impression

Management

and Self

Presentation

skills

Interactive

discussion

facilitated

by Videos

and PPTs

Record of

writes of

learning

Record

Book

2 U

17 Thinking Skills To equip

students with

thinking skills

Exercises Record of

exercises

Record

Book

2 C

18 Leadership Skills To help student

develop

leadership skills

Manageme

nt games

Record of

exercises and

snaps

Record

Book

2 C

76

Bloom’s Legends:



7. Reference Books:

A. Applied Psychology: Individual and Organizational Effectiveness. – Andrew J Durbin. Pearson

– Merril Prentice Hall , 2004

B. An Applied Approach , Michael G Aamodt, 6th Edition Wadsworth Cengage Learning , 2010

C. Attitudes in and around Organizations, AP Brief , Hous and Oaks, CA: Sage , 1998

D. Organizational Behavior: Foundations, Theories and Analyses, John B Miner, Oxford University

Press, 2002

E. Drive: The surprising Truth about what Motivates us, Daniel H Pink, Canongate Books, 2011

F. Attribution Theory: An Organizational Perspective, Mark J Martinko, St Lucie , 1995

G. The Habbits of Highly Effective People, Stephen Covey, Free Press, 2004

H. The Best 25 Time Management Tools and Techniques: how to get more done without driving

yourself crazy, Kenneth H Blanchard, Peak Performance Press

I. The one minute manager , Blanchard and Johnson, William Morrow Publishers

J. Stress Management for Life, Michael Olpin, Margie Hesson, Cengage Learning 2009

K. Organizational Behavior, Stephen Robbins, Pearson Prentice Hall, 2009

L. Full Leadership Development: Building the vital Forces in Organiations, Bruce J A volio, Sage,

1999

19 Multicultural

sensitivity/ awareness

To introduce

students to

multicultural

awareness and

sensitivity

Interactive

sessions

using

videos and

PPTs

Record of write

up of learnings

Record

Book

2 U

20 SWOT Analysis To help students

develop a

SWOT analysis

about

themselves

Exercises Record of

Exercises

Record

Book

2 C

21 Group Discussions To help students

gain knowledge

and skills to do

group

discussions

Practice

sessions

Record of write

ups and snaps

Record

Book

2 C

22 Interview Skills To help students

gain knowledge

and skills to be

successful in

interviews

Interactive

discussions

using PPTs

and practice

session

Record of write

up on learning

and snaps

Record

Book

3 C

Total h 45

77


R U AP A E C TOTAL

All Exercises 0 3 0 0 2 17 22

TOTAL 22


R U AP A C E TOTAL ( %)

All Exercises 0 13.6% 0 0 9% 77.3% 99.9%%

TOTAL 0 13.6% 0 0 9% 77.3% 99.9%





CO1: Move from campus to corporate world with ease, having acquired the required knowledge

and skills.

CO2: Become successful in their professional and personal lives

CO3: Perform well in the corporate world having acquired the required behavioral skills.


R U AP A C E

CO1 √ √√ √

CO2 √√ √

CO3 √ √√ √



CO1 √ √ √√ √√ √ √ √ √

CO2 √ √ √√ √√ √ √ √ √

CO3 √ √ √√ √ √√ √ √ √ √ √



CO1 √ √√ √ √ √ √

CO2 √ √√ √ √ √ √

CO3 √ √√ √ √ √ √ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√

CO2 √√

CO3 √√ √ √ √


78

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test

Attendance

Seminar

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

Model Practical 20

Debate

Total 100

79

1. Course Objective :

(i)To enable students to generate, improve, expand and conceptualize ideas; to define situations and

needs for new ideas,

(ii) To develop and familiarize students with processes that manage the generation, adaptation and change

of ideas and concepts and their implementation.

(iii) To get hands on experience in applying creativity in solving Organizational problems

2. Expected Level of Output : Working Level

3. Department offered : Management

4. Course Inputs:


L T P C

15MB1F12 INNOVATION AND CREATIVITY 0 0 2 1

S.

N

o

Name of

practices Purpose Field Work

Documents

to be

collected

and filed

Presentation Hrs

Level of

Bloom’s

Taxonomy

1 Forms of

Management

Creativity

To stimulate

Creativity in

all forms

Identify an

organization

which require

creative ideas

for its

Survival and

apply all

forms of

creativity

Organization

details

Group

presentation

and record

book

3hrs A

2 The Creative

problem

Solving

process(Intervie

w with

Entrepreneur)

To develop

Convergent

thinking

Students need

to visit few

organizations

and select

few

problems,

Organization

details

Group

presentation

and record

book

3hrs E

3 The Creative

Manager

To impart

managerial

Case Analysis Cases studies Group

presentation

3hrs A

80

Creativity and record

book

4 Managerial

Creativity

Diagnostic

Instrument

To Identify

Creative

traits needed

for

Managerial

personnel

Role playing

followed by

an

Assessment

by using

Questionnaire

Questionnaire Record book

3hrs C

5 Techniques of

creative

problem solving

To expose

creative

problem

solving

Brain

storming to

solve a

business

problems

Record of

exercises

Group

presentation

and record

book

3hrs C

6 Development of

Creative teams

To develop

Creative

teams

Group

discussion

followed by

team

assessment

Instrument

Group

discussions

and team

assessment

Instrument

Record book

3hrs A

7 Glimpses of

Organizational

Creativity-I

To analyze

Organization

al Creativity

Case analysis Record of

exercises

Record book 3hrs A

8 Glimpses of

Organizational

Creativity-II

To Identify

two

organizations

with and

without

innovation

and analyze


exercises

Record book

3hrs E

9 Creative

Management

Practices

To Identify

innovations

in functional

areas of

organizations

Group

discussion

Record of

exercises

Record book

3hrs E

10 The Innovative

Organization

To

understand

requisites of

an innovative

organization


exercises

Record book

3hrs U

81

Note: 100% practical

CIA: 50 Marks; Semester: 50 Marks

5. Text Book References

Sl.No Exercises Text Book References

1 1-9 Pradip N.Khandwalla,Corporate Creativity,Tata Mc Graw-Hill

Publishing Limited,2003 Edition

2 10-15 Shlomo Maital and D.V.R.Seshadri,Innovation Management,Sage

Publications Ltd,Second Edition 2012


Since all this Exercises involves application of Creativity and Innovation Skills, It has only 100% Higher

order thinking


11 Managing

Innovation

To expose

how to

manage an

innovative

organization


exercises

Record book

3hrs A

12 Identification of

top five

Innovative

Companies

To impart

knowledge

on

innovative

followed by

Companies

Students need

to Identify

five

organizations

Record of

exercises

Group

presentation

and record

book

3hrs A

13 Product Rating To generate

ideas for

innovations

Students has

to choose a

favorite

product

Record of

exercises

Group

presentation

and record

book

3hrs A

14 Development of

products value

statement

To write

down the a

value

statement of

a product

Students has

to Identify a

product

Record of

exercises

Record book

3hrs A

15 Changing

Innovation

To create an

awareness of

periodical

changes

in Innovation


exercises

Record book

3hrs A

82


CO1: Demonstrate Creative problem solving Techniques

CO2: Enhance Managerial Creative thinking

CO3: Enable them how to manage a Innovative organization and Inculcate changes



CO1 √√ √ √

CO2 √ √√ √ √√ √ √

CO3 √ √√ √√ √ √√ √ √



CO1 √√ √√ √√ √ √ √

CO2 √ √ √√ √ √

CO3 √√ √√ √ √ √ √ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √ √

CO2 √ √ √ √

CO3 √ √ √

11. CAPSTONE MODEL: E - Group 5 (Practical)

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test

Attendance

Seminar

Presentation 20

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

83

Model Practical

Debate

Total 100

84

1 Course pre-requisites : Basic mathematical ability and logical reasoning ability


i. To make the students understand the mathematical concepts underlying in business problems

ii. To make the students identify and apply the appropriate mathematical concepts in solving

business problems

iii. To carry out quantitative analysis of business problems

iv. To arrive at correct decisions with the aid of quantitative assessment of any given business

situation

3 Expected Level of Output : Conceptual Level


5 Nature of the Course : Group 2 – 100 % Analytical


Semester End Examination (SEE) : -Nil-

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om


F1

F2

F3

F4

1. T

ime and work A 19 2 A

45

4 2 1

2. Time and distance A 29 2 A 4 2 1

3. P

rofit and Loss A 8 2 A 5 1 1

4. P

roblems on ages A 7 1 A 4 1 1

5. P

roblems on Trains A 23 2

A 4 1 1

6. H

eights and Distance A 30 1

A 4 1 1

7. B

oats and Streams A 24 1

A 4 1 1

8. S

imple Interest A 17 1

A 5 2 1

9. CA 18 2 A 5 2 1


L T P C

15MB1F13 QUANTITATIVE SKILLS 0 0 2 1

85

ompound Interest

10.

Average A 6 1

A 5 2 1

11. L

CM & HCF A 1 2

A 4 1 1

12. S

quare root & Cube root A 10 2

A 4 1 1

13. F

ractions A 13 3

A 4 2 1

14. C

alendar A 28 2

A 4 1 1

15. A

rea and Volume A

25,

26 2

A 4 1 1

16. P

ermutation and Combination

A 2 4 A 4 1 1

17. P

robability A 3 4

A 5 2 1

18. C

lock A 5 1

A 4 1 1

19. P

ercentage A 5 1

A 5 2 1

20. R

atio and proportion A 4 1

A 5 2 1

21. P

ipes and cistern A 21 2

A 4 1 1

22. S

implification A 39 1

A 5 2 1

23. S

eries A 11 2

A 4 1 1

24.

Odd man out and series A 32 1

A 4 1 1

25. P

roblems on Numbers A 37 2

A 4 2 1

Bloom’s Legends:



6. REFERENCE BOOKS

A. Praveen R.V., „Quantitative Aptitude and reasoning‟, PHI, 2013

B. Agarwal R.S „Quantitative Aptitude for Competitive Examinations‟ S. Chand Publishing, 2012

WEB RESOURCES

1. www.practiceaptitudetests.com

2. www.theonlinetestcentre.com

http://www.practiceaptitudetests.com/

http://www.theonlinetestcentre.com/

86

3. www.elinxs.com

4. www.indiabix.com

5. www.careerbless.com

6. www.pskills.org

7. www.fresherslive.com


Since all the topics involve mathematical/logical analysis they fall under the „High Order Thinking‟ of

Bloom‟s Taxonomy;

Lower Order Thinking: 0%

Higher Order Thinking: 100%



CO1: Grasp the mathematical concepts underlying in any given problem

CO2: Apply mathematical concepts in solving business problems

CO3: Analyse any given situation by considering the underlying logic

CO4: Make faster and correct decisions in situations involving quantitative parameters

9. Mapping of Course outcome with graduate attributes


CO1 √√ √√ √√ √√

CO2 √√ √√

CO3 √

CO4 √√ √√ √√



CO1 √√ √√

CO2 √ √ √

CO3 √ √√ √

CO4 √√ √√ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √

CO2 √√ √√

CO3 √√ √

http://www.elinxs.com/

http://www.indiabix.com/

http://www.careerbless.com/

http://www.pskills.org/

http://www.fresherslive.com/

87

CO4 √


12. CAPSTONE MODEL

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test

Attendance

Seminar

Presentation

Tutorial 20

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record

Viva

Model Practical 20

Debate

Total 100

1 Course pre-requisites : NIL


1 To give an insight into challenges faced in business at the Strategic level

2 To build students capacity to understand and apply theory to contemporary situations.

3 To inculcate the concept of innovation and scaling up of new projects

4 To introduce the concept of systematic approach for decision making

5 To offer learning on the sectoral analysis of various Industries

3 Expected Level of Output : Application Level

4 Department Offered : Management

5 Nature of the Course : Group 5 - Practical




L T P C

15MB1P14 Business Insight 0 0 4 2

88

6 Course Input :

S.

No

Name of

Exercises Purpose Field Work

Documents

to be

collected

and filed

Presentation Pra.

Hrs

Lev

el o

f

Blo

om

’s

Ta

xo

no

my

1 Knowing

about the

visionary

Leaders of

India and

World

To inculcate the

concept of

innovation,

scaling up new

projects,

developing

successful

practices, and

preparing the

mind for future

learning

Collection of

secondary data

from websites

and library

resources on

biography of

business

leaders, top ten

companies

Articles from

Magazines,

Websites

Prepare a

write-up on

visionary

business

leaders and

highlight the

milestones

achieved by

them for ten

companies and

the motivation

gained from

their

experience.

4 A

2 Personal

Interview

with

Corporate

Executive /

Entreprene

ur

To prepare an

interview

document on

the experiences

gained and

challenges in

the sector

Visit an

Industry and

meet the

Executive /

CEO of an

enterprise

Videos or

photographs

and dialogue

script

Prepare the

dialogue script

and consolidate

the learning

gained from

the Interview

6 A

3 Visit to

Manufactur

ing

Industry

To familiarize

with the factory

set up, its

layout and

practices in a

manufacturing

industry and to

know the first

hand

information.

Visit to a

manufacturing

Industry

Videos or

photographs

and inputs

collected

from the

industry

Prepare a

report on the

sector,

Company

Profile,

working

methods and

employment

practices and

performance

report

5 A

4 Visit to a

Retail

Outlet

To increase

their knowledge

of retail

environment

Visit to a Retail

Outlet

Videos or

photographs

and inputs

collected

from the

industry

Prepare a

report on the

sector,

company

profile, Retail

layout and

practices in

managing stock

level - product

sourcing and

customer

4 A

89

preferences

5 Learning

about

Logistics

services

To gain

practical

knowledge and

skills in the

field of supply

chain

management,

storage and

distribution of

goods and

services

Visit to an

organization

offering

Logistic

services

Videos or

photographs

and inputs

collected

from the

industry

Prepare a

report on the

logistics sector,

company

profile,

Evaluate the

process of

supply chain

management,

storage and

distribution of

goods and

services

4 E

6 Learning

about a

Financial

institution

To gain insight

into the

information

sharing,

Coordination

and capacity

building

through banks

Visit to a bank Videos or

photographs

and inputs

collected

from the

organization

relating to

financial

support to the

business

organisations

Prepare a

report on the

working of a

bank, its

organizational

structure,

funding

programs and

evaluate the

processes

including

Capacity

building

4 E

7 Poster

Presentatio

n of an

Industry

To evaluate the

data collected

and learn how

to present a

report in a

concise,

visually

pleasing

manner with

informative

illustration

Collection of

secondary data

from websites,

databases,

Library

Resources

Documents

on

Geographic

Area,

Industry size,

trends,

outlook,

Product,

Buyers,

target

customers,

Regulatory

Environment

Prepare a

poster

presentation

incorporating

the information

collected from

various sources

4 E

8 Economic

Analysis of

a Sector

To apply and

evaluate a wide

range of

fundamental

economic

concepts learn

to assess and

evaluate,

Collection of

secondary data

from websites,

databases,

Library

Resources,

Annual

Survey of

Growth of

the Sector

(Contribution

to GDP),

Exports,

Foreign

Direct

Investment

Prepare a

report to

present the

economic

reasoni

ng in concise

written

statements

4 E

90

objectively and

realistically

.

Industries

(ASI)

(FDI) based on the

Statistical

information

and the

changes in

the growth,

composition

and structure of

a sector. It can

be a extended

research

papers, with

oral

presentations

9 Case

Analysis - I

To offer

students an

opportunity to

gain awareness

about the real

business

situations.

Simple caselets Collection of

theoretical

input relating

to the case

Prepare a

document

focusing on

Problem

identification

2 E

10 Case

Analysis- II

To offer

students an

opportunity to

critically

evaluate the

information

presented, and

then develop a

thorough

assessment of

the situation,

leading to a

well-thought-

out solution or

recommendatio

n.

Case study Collection of

input for

solving the

case study

Prepare a

document

incorporating

the detailed

Case Analysis

comprising of

Problem

identification,

Identifying

alternative

courses of

action,

Evaluation of

Alternatives

and offering

solution

4 C

11 Case

Analysis-

III

To familiarize

with solving of

real time case

studies of

industries

Case Study Collection of

input for

solving the

case study

Prepare a

document

incorporating

the detailed

Case Analysis

comprising of

Problem

identification,

Identifying

alternative

courses of

action,

Evaluation of

4 C

91

Bloom’s Legends:


A-Analyzing C-Creating E – Evaluating


R U AP A E C TOTAL

Exercises 0 0 0 4 5 2 11

TOTAL 11


R U AP A E C TOTAL

( %)

Exercises 0 0 0 36.3% 45.5% 18.2% 100%

TOTAL 0 0 0 36.3% 45.5% 18.2% 100%



9 Expected outcome of the course:


CO1: Develop an understanding on the challenges faced by leaders at the Strategic Level

CO2: Evaluate the theoretical concepts learned with the real time situations pertaining to

different industrial set up.

CO3: Evaluate the environmental factors based on the theoretical models learnt objectively and

realistically.

CO4: Demonstrate the ability to critically evaluate a situation

CO5: Develop the problem solving ability by creating solution based on alternatives framed.


R U AP A E C

CO1 √√

CO2 √√

CO3 √√

CO4 √√

Alternatives

and offering

solution

Total hours 45

92

CO5 √√



CO1 √ √ √

CO2 √√ √ √ √

CO3 √√ √√ √√ √√ √ √

CO4 √ √√ √√ √√ √√ √ √ √

CO5 √ √√ √√ √√ √√ √ √ √



CO1 √ √

CO2 √√ √ √ √

CO3 √√ √ √ √√ √ √√ √ √

CO4 √√ √ √ √√ √ √√ √ √ √

CO5 √√ √ √ √√ √ √√ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √√ √√ √

CO2 √√ √ √√

CO3 √√ √ √

CO4 √ √√ √

CO5 √ √√ √


14 Capstone Model:

Exam

Type


A B C D E F G H I


Internal Test

Attendance

Seminar


Tutorial

Assignments

Coding

93

CIA Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

Model Practical 20

Total 100

15 References and Additional Readings

Knowing about the visionary Leaders of India and World

Collins, James Charles, and Jerry I. Porras. Built to last: Successful habits of visionary companies.

Random House, 2005.

http://www.businesspundit.com/25-visionaries-who-created-empires-from-virtually-nothing/

http://www.entrepreneur.com/greatmindsofbusiness/

Personal Interview with Corporate Executive / Entrepreneur

Scarborough, Norman M. Essentials of entrepreneurship and small business management. Upper

Saddle River, 2011.

http://dlib.bc.edu/islandora/object/bc-ir:101111

Visit to Manufacturing Industry

http://www.gtu.ac.in/circulars/14Aug/28082014_04.pdf

Visit to a Retail Outlet

http://shodhganga.inflibnet.ac.in/bitstream/10603/9375/18/18_chapter%207.pdf

http://www.directionsmag.com/entry/retail-mapping-leveraging-the-power-of-location-intelligence-for-

a-tel/251107

Learning about Logistics services

http://work.chron.com/write-industrial-visit-report-3844.html

Learning about a Financial institution

http://work.chron.com/write-industrial-visit-report-3844.html

Poster Presentation of an Industry

http://colinpurrington.com/tips/poster-design

http://www.ncsu.edu/project/posters/

http://www.businesspundit.com/25-visionaries-who-created-empires-from-virtually-nothing/

http://www.entrepreneur.com/greatmindsofbusiness/


http://shodhganga.inflibnet.ac.in/bitstream/10603/9375/18/18_chapter%207.pdf

http://colinpurrington.com/tips/poster-design

94

Economic Analysis of a Sector

http://www.crisil.com/pdf/economy/CRISIL%20Research_Insight_Pulses%20Inflation_03Dec2013.pdf

http://ec.europa.eu/eurostat/statistics-explained/index.php/Tourism_industries_-_economic_analysis

Case Analysis

http://wps.prenhall.com/bp_laudon_essmis_6/21/5555/1422312.cw/content/index.html

http://www.monash.edu.au/lls/llonline/writing/business-economics/management/2.1.xml

https://www.dlsweb.rmit.edu.au/lsu./content/2_AssessmentTasks/assess_tuts/case%20study_LL/iden

tify.html

http://www.swlearning.com/management/hitt/hitt_student/case_analysis_1.html

http://www.crisil.com/pdf/economy/CRISIL%20Research_Insight_Pulses%20Inflation_03Dec2013.pdf

http://ec.europa.eu/eurostat/statistics-explained/index.php/Tourism_industries_-_economic_analysis

http://wps.prenhall.com/bp_laudon_essmis_6/21/5555/1422312.cw/content/index.html

http://www.monash.edu.au/lls/llonline/writing/business-economics/management/2.1.xml

https://www.dlsweb.rmit.edu.au/lsu./content/2_AssessmentTasks/assess_tuts/case%20study_LL/identify.html

https://www.dlsweb.rmit.edu.au/lsu./content/2_AssessmentTasks/assess_tuts/case%20study_LL/identify.html

http://www.swlearning.com/management/hitt/hitt_student/case_analysis_1.html

95

1 Course pre-requisites : Theoretical/Practical exposure to Production oriented

Organizations


To enable the students acquire a thorough

knowledge about the Operations management strategies and techniques in manufacturing and

service organizations

To enable the students handle operations

related issues and arrive at solutions

To facilitate the students in learning and

using the latest tools to solve operational issues faced by organizations

To make students understand the importance

of quality and help them in the process of analyzing and ensuring quality in a manufacturing

organization

3. Expected Level of Output : Conceptual and procedural Level


5. Nature of the Course : Group 3 – 60 % Descriptive & 40% Analytical



Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om


F1

F2

F3

F4

I

INTRODUCTION

Evaluation of Operations

Management – Significance of

Operations function in an

organization – Challenges in

Operations Management

D

H

L

1, 2

1

1

2 U

9

3 2 1

Products and Services –

Productivity – Productivity

Measures

H

K

L

1

11

2

2 A 3 2 2

Relationship of Production with H 1 2 U 3 2 1

Course Code

Course Name

Contact Hours

L T P C

15MB2C01 OPERATIONS MANAGEMENT 3 0 0 3

96

other Management functions L 2

Achieving Competitive

advantage – Strategic and

Tactical decisions in Operations

Management

H

L

12

2 3 E 3 4 2

II

LOCATION AND LAYOUT STRATEGY

Strategic importance of location

– Factors that affect location

decisions – Methods of

evaluation

H

L

5

8 2 A

9

4 3 2

Service location strategy – Plant

Layout – Types of Layouts –

Advantages and Disadvantages

- Layout in service/retail sectors

D

H

L

3

5

3

2 A 4 3 2

Material handling- Objectives –

Relationship between Plant

Layout and material handling

D

H

11

6

2 A 3 3 2

Line balancing H

L

7

6 3 E 3 3 2

III

PRODUCTION PLANNING

Production Planning vs.

Production Control –

Relationship of PPC with other

departments

H

L

12

13 2 A

9

4 3 3

Forecasting – Types of

Forecasts

H

L

4

5 2 A 4 3 3

Materials Planning – Bill of

Materials – Materials

Requirement Planning

H

L

9, 11

13 2 A 4 3 2

Process Planning – Steps

involved – Production Planning

- Loading and Scheduling –

Dispatching – Progressing

D

H

L

5

9

16

3 A 4 3 2

IV

PURCHASING AND INVENTORY COTROL

Purchasing – Functions of

Purchase department - 5R‟s of

buying – Methods of buying –

Buying Procedure

H

L

9, 14,

15

11

2 Ap

9

4 2 2

Inventory Control – Objectives

– ABC Analysis – VED

Analysis – HML Analysis –

D

H

L

6

9

11

2 A 4 2 2

97

SDE Analysis – SOS Analysis –

FSN Analysis

Economic Ordering Quantity –

Instantaneous replenishment –

Gradual replenishment

D

H

L

6

9

11

2 A 4 2 2

Economic Lot size with

quantity discounts – Periodic

Ordering System – Periodic

Ordering quantity

D

H

L

6

9

11

3 A 4 2

V

QUALITY MANAGEMENT AND LEAN OPERATIONS

Definitions – Implications –

Cost of Quality – TQM – TQM

Tools

G

L

1, 2

9 2 U

9

4 3 3

Statistical Process Control –

Control Chart for Variables –

Control Chart for Attributes

G

L

3

9 2 Ap 5 3 3

TQM in services – JIT

Manufacturing – JIT

Techniques

D

J

L

8

7

15

2 A 5 2 2

The KANBAN System –

Quality Circles – Lean

Operations – 7 wastes – PDCA

Cycle – Lean Operation in

services

J

L

7

15 3 A 5 2 2

Bloom’s Legends:



6. REFERENCE BOOKS

A. William J Stevenson „Operations Management‟, McGraw Hill – Smart Book

B. Pannerselvam R, „Production and Operations Management‟, PHI, 2014

C. Jhamb L.C., „A Text book of production (Operations) management, Everest publishing House,

2001

D. Upendra Kachru, „Production and Operations Management- Text and Cases‟ , Excel Books, 2007

E. Murugesan G, „ Total Quality Management‟, University Science Press, 2013

F. Subburaj Ramasamy, „Total Quality Management‟, TMH, 2006

G. Chase- Aquilano, „Operations Management for Competitive Advantage‟, TMH, 2003

H. Jasdeep Singh Chandra, „Production and Operations Management – Theory and Practice‟,

University Science Press, 2011

I. Jay Heizer and Barry Render, „Operations Management‟, Pearson Education, 2009

J. Judie Krajewkski, „Operations management – Processes and Supply Chains‟, Pearson education,

2010

98

K. Lee Krajewski, Larry Ritzman and Manoj Malhotra, „Operations Management – Process and value

Chains‟, Pearson education, 2008

L. Russel and Taylor, „Operations Management‟ Pearson Education, 2003


R U AP A E C TOTAL

UNIT I 0 2 0 1 1 0 4

UNIT II 0 0 0 3 1 0 4

UNIT III 0 0 0 4 0 0 4

UNIT IV 0 0 1 3 0 0 4

UNIT V 0 1 1 2 0 0 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 0 10 0 5 5 0 20

UNIT II 0 0 0 15 5 0 20

UNIT III 0 0 0 20 0 0 20

UNIT IV 0 0 5 15 0 0 20

UNIT V 0 5 5 10 0 0 20

TOTAL 0 15 10 65 10 0 100%





CO1: Understand the significance of operations function in an organization

CO2: Apply the principles of Operations Management and arrive at solutions to Operations

related problems arising in an environment.

CO3: Analyze using the latest tools, the issues faced by organizations and arrive at solutions to

such issues.

CO4: Analyse the process of ensuring „Quality‟ and bring out products of accepted quality „


R U AP A E C

CO1 √

CO2 √√ √√

CO3 √√ √√ √√

CO4 √ √ √


99


CO1 √

CO2 √√

CO3 √√ √√ √ √ √

CO4 √ √ √ √



CO1 √

CO2 √ √ √

CO3 √ √√

CO4 √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √

CO2 √√ √

CO3 √ √

CO4 √ √


14. CAPSTONE MODEL:

xam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 5

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

100

Model Practical

Debate

Total 100

1. Course pre-requisites : Exposure to contemporary terms in marketing


The course is designed to enable the students to learn the basics of marketing.

This course intends to provide an experience-based approach to marketing theory and its practical

application.

Topics of the syllabus shall be addressed and discussed from an application oriented perspective.

The course assists them to evaluate contemporary techniques and build new models to solve

market problems.






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Course Assessment

Factors F

1

F2

F3

F4

I

INTRODUCTION TO MARKETING

Concepts and Tasks, Definition, A 1 2 U 9 5 4 3

Marketing Fundamentals A 1 1 R 5 4 3

Marketing Orientation, Customer value A 1,2 2 AP 5 5 2

Marketing environment A 3 2 A 4 2 2

Marketing strategies and plans A 2 2 R 5 5 2

CONSUMER ANALYSIS

Buyer Behaviour A 6 2 U 9 5 5 4

Market Segmentation and Targeting,

Positioning and differentiation strategies

A 8 3 A 5 3 5

Product life cycle strategies, New A 11,20 1 AP 4 4 4


L T P C

15MB2C02 MARKETING MANAGEMENT 3 0 0 3

101

II

product development-process and

strategies

Branding and Packaging A 9,10 2 E 5 3 5

Pricing A 14 1 E 5 4 3

III

DISTRIBUTION PLANNING

Marketing channel system A 15 2 U 9 5 5 3

Channel management A 15 2 A 5 5 2

Channel dynamics – Value chain

analysis

A 16 2 AP 5 5 4

Retailing A 16 3 U 5 4 3

IV

INTEGRATED MARKETING COMMUNICATION

Introduction to IMC A 17 2 U 9 4 5 0

Advertising A 18 2 E 5 4 5

Sales promotion, Direct Marketing,

Online marketing

A 19 2 E 5 5 5

Sales force management A 19 2 AP 5 5 3

V

GLOBAL MARKETING

Strategies to enter global market A 21 2 A 9 5 5 2

Global Market Decisions A 22 2 E 5 4 2

Managing holistic Marketing

Organization

A 22 3 C 5 4 2

Socially Responsible Marketing-

Marketing Non Profit Organizations.

A 22 2 U 5 4 3

Bloom’s Legends:



6. REFERENCE BOOKS:

A. Philip Kotler, Mithileswar Jha,Kevin Lane Keller,Abraham Koshy, 14e, Pearson Publishing.

B. Philip Kotler-Agnihotri : Principle of marketing 13 e, Pearson Education

C. Ramaswamy V.S. and Namakumari S - Marketing Management: Planning, Implementation and

Control (Macmillian, 3rd Edition).

D. Rajan Saxena: Marketing Management, Tata McGraw Hill.

E. R Kumar& Goel-Marketing Management(UDH Publishers, edition 2013).

F. Tapan Panda : Marketing Management, (ExcelBooks)

G. Stanton William J - Fundamentals of Marketing (TATA Mc Graw Hill)

H. Etzel M.J., Walker B.J. and Stanton William J - Marketing concept & Cases special Indian

Edition (Tata Mc Graw Hill, 13th Edition).


R U AP A E C TOTAL

102

UNIT I 1 1 1 2 - - 4

UNIT II - 1 - 2 2 - 5

UNIT III - 1 1 2 - - 4

UNIT IV 1 - - 1 2 - 4

UNIT V - 1 - 1 1 1 4

TOTAL 22


R U AP A E C TOTAL

( %)

UNIT I 4.9 4.9 4.9 9.8 - - 25

UNIT II - 9.8 9.8 - 20

UNIT III 4.9 9.8 - - 15

UNIT IV 4.9 - - 4.9 9.8 - 20

UNIT V - 4.9 - 4.9 4.9 4.9 20





CO1: Understand and remember the concept of marketing and its importance.

CO2: Apply the marketing concepts and theories in the real time scenario.

CO3: Apply and evaluate different techniques in the practical market space.

CO4: Create new models to read and solve the upcoming challenges in the market.


R U AP A E C

CO1 √√ √√

CO2 √√

CO3 √√ √√

CO4 √ √√



CO1 √ √ √ √

CO2 √ √√ √ √ √ √

CO3 √ √√ √ √√ √ √ √

CO4 √ √ √√ √√ √ √ √√ √



103

CO1 √ √√ √ √ √ √√ √√ √

CO2 √√ √ √ √√ √ √

CO3 √√ √ √ √ √

CO4 √ √√ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √

CO2 √√ √

CO3 √ √

CO4 √ √√

14. CAPSTONE MODEL:

Exam

Type


A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial

Assignments 10

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

104

1. Course pre-requisites : Basic knowledge about organizational behavior


To learn the basics about the Human Resource Management

To have an awareness about the various issues prevailing in the Human Resource

Management

To know about the role of Human Resource Manager in the area of people management

To know about the various concepts and systems of Human Resource Functions






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Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION TO HRM

Introduction- Nature- Scope- Functions and

Objectives of HRM – Importance of HRM. A 1,2 3 U

9

5 4 3

Systems approach to HRM – HRM and

Competitive advantage – Strategic HRM. A 1 2 U 5 5 3

Traditional HR versus Strategic HR –

History of personnel / Human Resource

Management.

A 1 2 R 5 4 3

Evolution of HRM - Role of HR Manager-

Globalization and HRM -Impact of

technology on HRM.

A 1,2,3 2 U 5 4 4

JOB ANALYSIS AND HUMAN RESOURCE PLANNING

Job Analysis: Process and uses -Job

description and Job specification. A 4 3

AP 9 5 4 3

Course Code

Course Name

Contact Hours

L T P C

15MB2C03 HUMAN RESOURCE MANAGEMENT 3 0 0 3

105

II

Human Resource Planning; Meaning and

Importance. A 5 1

AP 5 4 3

Factors affecting HRP-Process of HRP. B 4 2 R 5 4 4

Recruitment and Selection: Sources of

recruitment- Methods of selection-

Induction and Placement.

C 6,7 3 AP 5

4 3

III

TRAINING AND DEVELOPMENT

Training needs analysis- Designing

Training Programme- Benefits and Types

of Training- Difference between Training

and Development.

B 9 3

A

9

5 4 3

Executive Development. A 10 1 AP 5 4 3

Evaluation of the training programme –

Training scenarios in Indian Industry. A 9 2

A 5 4 3

Wage and Salary administration – Factors

influencing wage fixation - Job evaluation -

Incentive schemes.

B 10,11,

12

3

AP

5 4 4

IV

PERFORMANCE MANAGEMENT AND REWARD

Objectives – Performance appraisal process

– Methods of Appraisal system - 360

degree feedback system

B 10 3 E

9

5 4 2

Appraisal interview and feedback –

Challenges in performance management –

Performance appraisal practices in India

A 15 1 E 5 4 3

Potential appraisal system A 15 2 AP 5 4 3

Career planning and Development -

Succession planning - HRD - HR audit A 11,12,27 3 AP 5 5 3

V

NEW CONCEPTS IN HRM

Recent Trends in HR- HR outsourcing -

Management of Turnover and retention C 5 2 A

9

5 5 3

Competency mapping - Human Resource

Accounting- Knowledge Management. A 3 3 A 5 4 4

Employee grievance and discipline-

collective bargaining, participation and

empowerment.

A 22,23,24 2 U 5 4 2

Job stress- counseling and mentoring-

Human Resource Information System. A 28,29 2 E 5 4 5

Bloom’s Legends:



106

6. Reference Books

A. RaoVSP, Human Resource Management 3rd

Edition, Text and Cases Excel Books, 2006.

B. Aswathappa. K, Human Resource & Personnel Management 4th Edition, Tata McGraw Hill,

2009.

C. David Lepak and Mary Gowan, Human Resource Management 1st Edition, Pearson, 2009

D. Gary Dessler, Human Resource Management 10th Edition, Pearson Education, 2009.

E. Dr.S.S Khanka, Human Resource Management (Text and Cases) First Edition, S Chand

&Company Ltd, 2009.


R U AP A E C TOTAL

UNIT I 1 3 0 0 0 0 4

UNIT II 1 0 3 0 0 0 4

UNIT III 0 0 2 2 0 0 4

UNIT IV 0 0 2 0 2 0 4

UNIT V 0 1 0 2 1 0 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 5 15 0 0 0 0 20%

UNIT II 5 0 15 0 0 0 20%

UNIT III 0 0 10 10 0 0 20%

UNIT IV 0 0 10 0 10 0 20%

UNIT V 0 5 0 10 5 0 20%

TOTAL 10 20 35 20 15 0 100%

Lower Order Thinking (65%) 65 %

Higher Order Thinking (35%) 35%



CO1: Understand and remember the concept of human resource management

CO2: To understand the various human resource issues prevailing.

CO3: Executing the gained knowledge in corporate environment.

CO4: Creating and implementing human resource management system.


R U AP A E C

CO1 √ √

CO2 √

107

CO3 √√

CO4 √ √



CO1 √√ √ √ √ √

CO2 √ √ √√ √ √ √

CO3 √√ √√ √ √ √ √

CO4 √√ √√ √ √ √ √ √ √



CO1 √√ √ √ √ √ √ √√

CO2 √√ √ √ √ √ √

CO3 √√ √ √ √ √ √

CO4 √√ √ √ √ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √√ √

CO2 √√ √ √

CO3 √√ √

CO4 √√ √ √

14. CAPSTONE MODEL:

Exam

Type


A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

108

Debate

Total 100

1. Course pre-requisites : Basic knowledge on arithmetic operations would

impel the way for excellence in this course


The course will emphasize the importance of understanding the fundamentals of Financial

Management.

To Study about the capital budgeting and its evaluation techniques

To study about the capital structure, dividend theories

To Study also about the importance of Working capital management for the business organization



5. Nature of the Course : Group 3 – 40 % Descriptive& 60% Analytical


Semester End Examination (SEE) : 60 Mark

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F 1

F 2

F 3

F 4

FINANCIAL MANAGEMENT-INTRODUCTION

I

Financial Management :

Definition - Nature and Scope A 1 1 U

9

5 4 3

Finance Functions - Goals of

Financial Management –

Financial Manager‟s Role

A 1 2 U 5 5 3

Time Value of Money A 2 2 A 5 5 4

Compounding and

Discounting& Risk and Return

A 2,4&5 4 A 5 5 3

CAPITAL BUDGETING

II

Capital Budgeting : Nature and

Principles - Cash Flows A 8 &10 1 U

9

5 4 2

Discounted Cash Flow

Techniques: Net Present Value -

Internal Rate of Return -

A,C 8,13 4 A 5 4 2


L T P C

15MB2C04 FINANCIAL MANAGEMENT 3 0 0 3

109

Profitability Index

Comparison of Discounted Cash

Flow Techniques - Non

Discounted Cash Flow

Techniques: Pay Back and

Accounting Rate of Return

A 83 3

E 5 5 2

Project Selection under Capital

Rationing A,C 8, 13 1 E 4 4 3

COST OF CAPITAL

III

Concept of Cost of Capital -

Determining Components A 9 1 AP

9

5 5 4

Cost of Capital - Specific Cost

of Capital A 9 2 U 5 5 3

Overall Cost of Capital A,C 9, 15 2 A 5 5 3

Financial and Operating

Leverages - Indifference Point

A,C 14, 16 4

A 5 5 3

CAPITAL STRUCTURE

IV

Capital Structure :Theories -

Designing Capital Structure and

Cost of Capital

A, 15 2 C

9

5 4 3

Dividend Policy - Objectives A 18 2 U 4 4 3

Practical Consideration - A,C 17 &

18, 18 3 A 5 4 2

Types -Theories - Share Splits A,C 17 &

18, 18 2 U 5 3 2

WORKING CAPITAL

V

Working Capital :Principles and

Concepts - Reports of Various

Committees

A

27

2

AP

9

5 4 3

Determinants - Operating Cycle A 27 2 U 5 4 4

Receivables Management -

Inventory Management A

28 &

29 3 A 5 3 4

Cash Management - Short-Term

Finance A

30 &

31 2 A 5 4 4

Bloom’s Legends:


A-Analyzing E–Evaluating C-Creating

6. Reference Books

A. Pandey. I. M, Financial Management, Ninth Edition , Vikas Publishing House, 2006

B. Prasanna Chandra, Fundamentals of Financial Management, Tata McGraw Hill, 2009

C. James C Van Horne, Financial Management and Policy Prentice Hall of India, 2009

D. Khan and Jain, Financial Management, Tata McGraw Hill, 2009

110

E. Eugene F Brigham, Michael C Ehrhardt, Financial Management Theory and Practice,Cengage

Learning, 2008

F. Bhat, Financial Management Principles and Practice, Excel Books, 2009


R U AP A E C TOTAL

UNIT I 2 2 4

UNIT II 1 1 2 4

UNIT III 1 1 2 4

UNIT IV 2 1 1 4

UNIT V 1 1 2 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 10 10 20

UNIT II 5 5 10 20

UNIT III 5 5 10 20

UNIT IV 10 5 5 20

UNIT V 5 5 10 20

TOTAL 35 10 40 10 5 100





CO1: Understand the nuance of financial management

CO2: Understand how to prepare capital budgeting and also to evaluate the best Capital budgeting by

application of various techniques.

CO3: Design the capital structure for an organization

CO4: To prepare the working capital requirement for an organization.


R U AP A E C

CO1 √√ √

CO2 √√ √ √√

CO3 √√ √√

CO4 √√ √ √



CO1 √√ √√

CO2 √ √√ √ √

CO3 √ √ √√

111

CO4 √ √√ √

12. Mapping course outcome with Programme outcomes:


CO1 √√ √ √ √ √ √ √ √

CO2 √√ √√ √√ √√ √ √ √

CO3 √ √ √ √ √√ √

CO4 √√ √ √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √ √√

CO2 √√ √ √

CO3 √ √ √

CO4 √√ √


14. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial 5

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

112

Total 100

1. Course pre-requisites : Basic knowledge about all the functional areas is desirable


To make the learners to analyze the importance of Business research methods

To equip them to analyze the data collection techniques

To facilitate them to evaluate various measurement techniques of business research

To familiarize them towards statistical tools for data analysis

To train them to obtain solutions to business problems through research

3. Expected Level of Output : Conceptual and Application Level


5. Nature of the Course : Group 3- 85% Descriptive &15% Analytical



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Course

Assessment

Factors

F1

F2

F3

F4

I

BUSINESS RESEARCH

Introduction: Definitions - Objectives -

Nature & Scope – Concept – Importance -

Types of Research

A 3 3 U

9

5 5 5

Research Process - Criteria of Good

research A 3 2 A 5 5 5

Research Problem: Defining - Formulation -

Identification and selection of problems in

Management

A 6 2 E 5 5 5

Research design and experimental design in

Management A 8 2 C 5 5 5

METHODS OF DATA COLLECTION

Primary data collection: Quantitative

Research Techniques - Observation data

collection techniques

A 9 3 A 9 5 5 5


L T P C

15MB2C05 RESEARCH METHODS IN BUSINESS 3 0 0 3

113

II

Qualitative Research Techniques: Focus

Groups - Depth Interviews – Projective

Techniques - Survey Techniques

A

9 2 A 5 5 5

Questionnaire Design and Testing A 9 2 C 5 5 5

Secondary data collection: Role in

management research - Sources and

Limitations of secondary data

A 9 2 E 5 5 5

III

SAMPLING

Basis of sampling- Process-Types-

Determination of Sample- Sampling error B 14 3 A

9

5 5 5

Measurement in Research- Basic Scaling

Techniques: Nominal - Ordinal - Interval -

Ratio

B 11 3 E 5 5 5

Measuring Attitude : Comparative Rating

Scale - Non Comparative Rating Scale -

Itemized Rating Scale

B 12 2 E 5 5 5

Meaning and Relationship of Reliability

and Validity B 12 1 U 5 5 5

IV

PROCESSING AND ANALYSIS OF DATA

Processing operations - Hypotheses Testing A 13 2 A

9

5 5 5

Univariate analysis - Bivariate analysis A 14 2 A 5 5 5

Multivariate analysis - Factor analysis -

Cluster analysis – Correspondence analysis

- Conjoint Analysis

A 15 2 A 5 5 5

Application of SPSS C 21-

24 3 A 5 5 5

V

INTERPRETATION AND REPORT PREPARATION

Meaning and techniques of interpretation A 16 2 A

9

5 5 5

Significance of report writing - Layout of

the research report A 16 2 A 5 5 5

Different types and steps in report writing -

Mechanics and Precautions for research

report

A 16 2 C 5 5 5

Recent trends in business research: Online

survey - Online focus groups - Pop-up

surveys

A 16 3 E 5 5 5

Bloom’s Legends:



6. Reference Books:

A. Kenneth S Bordens & Bruce B Abbott, Research Design and Methods: A Process Approach, Tata

McGraw Hill Publishing, 8/e

B. Donald R Cooper & Pamela S Schindler, Business Research Methods, Tata McGraw Hill Publishing,

2009

C. William G Zikmund, Barry J Babin, Jon C Carr, Atanu Adhikari & Mitch Griffin, Business Research

Methods – A South Asian Perspective, Cengage Learning, 8e

114

D. Uma Sekaran, Research Methods for Business, Wiley India, 2009

E. Kothari, Research Methodology, New Age Publishers, 2008


R U AP A E C TOTAL

UNIT I 0 1 0 1 1 1 4

UNIT II 0 0 0 2 1 1 4

UNIT III 0 1 0 1 2 0 4

UNIT IV 0 0 0 4 0 0 4

UNIT V 0 0 0 2 1 1 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 0 5 0 5 5 5 20

UNIT II 0 0 0 10 5 5 20

UNIT III 0 5 0 5 10 0 20

UNIT IV 0 0 0 20 0 0 20

UNIT V 0 0 0 10 5 5 20

TOTAL 0 10 0 50 25 15 100





CO1. Analyze the importance of Business research methods

CO2. Analyze the data collection techniques

CO3. Evaluate various measurement techniques of business research

CO4. Apply statistical tools for data analysis

CO5. Create solutions to business problems through research


R U AP A E C

CO1 √√

CO2 √√

CO3 √√

CO4 √√

CO5 √√



CO1 √√ √√ √√ √ √√ √√

CO2 √√ √√ √√ √√ √√ √√

115

CO3 √√ √√ √√ √√ √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√ √√ √√ √√ √√

CO5 √√ √√ √√ √√ √√ √√ √√ √√ √√ √√ √√



CO1 √√ √ √ √√ √√

CO2 √√ √√ √√ √√

CO3 √√ √√ √√ √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√ √√ √√ √√ √√

CO5 √√ √√ √√ √√ √√ √√ √√ √√ √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √√

CO2 √√ √√

CO3 √√ √√ √√

CO4 √√ √√ √√

CO5 √√ √√ √√ √√


14. Capstone Model:

Exam

Type


A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar


Tutorial

Assignments 5

Coding

Mini Project 10

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

116

Record

Viva

Model Practical

Total 100

1. Course pre-requisites : Basic Knowledge of Research Methods and Statistical techniques


Acquaint with problem identification and collection of literature reviews

Familiarize with the art of preparing data collection instruments

Create an understanding on the choice of statistical tools for solving a research problems

Facilitate interpretation of statistical output for managerial decision making.

Assist in presentation of research findings.






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Taxon

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Factors F

1

F2

F3

F4

I Identification of Research Problem and

collection of Review of Literature

A 1 1 A

5 5 5

Estimation of Sample size and

choosing an appropriate Sample

Design

A 2 1 A 5 5 2

II Preparation of Questionnaire /

Interview Schedule and the Data

collection Plan

A 3 2 C 5 5 3

Reliability and Validity of

Questionnaire/ Collection of

Secondary data using CMIE Prowess

A 4 2 E 5 4 3

III Generating Frequencies, Histogram,

Descriptive and Percentiles

A 5 2 E 5 3 3


L T P C

15MB2C06 RESEARCH METHODS IN BUSINESS LAB 0 0 2 1

117

Performing Mean, Median, Mode,

Standard Deviation, Variance,

Skewness and Kurtosis

A 6 2 E

30

5 3 3

IV Performing Correlation and Regression

analysis on a dataset.

A 10 2 C 5 2 4

Performing Test of Independence on a

dataset

A 7 2 E 5 2 3

Performing Parametric Tests on a

dataset

A 8 2 E 5 2 3

Performing Non - Parametric Tests on

a dataset

A 9 2 E 5 2 3

Financial Analysis using –

Autocorrelation, Runs Test on a

sample dataset.

A 11 2 E 4 2 2

V Categorizing similar variables into

factors using factor Analysis

A 12 2 C 5 2 4

Perform a Multivariate Analysis using

MANOVA for constructing composite

variables which maximize group

differences

A 13 2 C 5 2 4

Perceptual Mapping using

Discriminant Analysis for identifying

the predictor variables which are

related to the dependant variable

A 14 2 C 5 2 5

Classifying a sample of subjects using

Cluster Analysis for segmentation

A 15 2 C 5 2 5

Analyse and create the best

combination of product attributes that

influence customers, purchasing

decisions using conjoint Analysis.

A 16 2 C 5 2 5

Bloom’s Legends:



6. Reference Books

A. Lab Manual - Research Methods in Business- Lab- 2015

B. Rajendra Nargundkar, Marketing Research, Text and Cases, Tata McGraw Hill Publishing Co

Ltd, Second edition, 2007

C. Hair, Joseph F., William C. Black, Barry J. Babin, Rolph E. Anderson, and Ronald L. Tatham.

Multivariate data analysis. Vol. 6. Upper Saddle River, NJ: Pearson Prentice Hall, 2006.

D. Carver, Nash, Doing Data analysis with SPSS, Thomson, 2006

118

E. Naval Bajpai, Business Research Methods, Pearson Education India, 2011


R U AP A E C TOTAL

UNIT I 0 0 0 2 0 0 2

UNIT II 0 0 0 0 1 1 2

UNIT III 0 0 0 0 2 0 2

UNIT IV 0 0 0 0 4 1 5

UNIT V 0 0 0 0 0 5 5

TOTAL 16



UNIT I 0 0 0 12.4 0 0 12.4

UNIT II 0 0 0 0 6.3 6.3 12.6

UNIT III 0 0 0 0 12.4 0 12.4

UNIT IV 0 0 0 0 25 6.3 31.3

UNIT V 0 0 0 0 0 31.3 31.3

TOTAL 12.4% 43.7 43.9 100%





CO1: Develops the ability to identify a research problem from a given situation .

CO2: Select appropriate data collection tools.

CO3: Evaluate the dataset using statistical tools in SPSS and offer inferences based on the result .

CO4: Assess the data collected using statistical analysis and create models for decision making.

CO5: Prepare professional research reports


R U AP A E C

CO1 √√

CO2 √√

CO3 √√

CO4 √√

CO5 √√


119


CO1 √√ √√ √√ √√ √√ √ √√

CO2 √√ √√ √√ √√ √ √

CO3 √√ √√ √√ √√ √ √ √√

CO4 √√ √√ √√ √√ √√ √√ √ √√

CO5 √√ √√ √√ √√ √√ √√ √ √√



CO1 √√ √√ √√ √ √√ √√ √

CO2 √√ √ √√ √ √√ √√ √

CO3 √√ √ √√ √ √√ √√ √

CO4 √√ √√ √√ √ √√ √√ √√ √ √

CO5 √√ √√ √√ √ √√ √√ √√ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √ √

CO2 √

CO3 √ √ √

CO4 √√ √√ √

CO5 √√ √ √√ √


14. Capstone Model:

Exam

Type


A B C D E F G H I


CIA

Internal Test

Attendance

Seminar


Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

120

Observation

Record 20

Viva

Model Practical 20

Total 100

1. Course pre-requisites : Understanding of Basic Mathematics


To enable the students appreciate the importance and role of Operations Research techniques in

business

To provide the students with the skills

required to apply Operations research techniques in organizational decision making situations

To enable the students to build appropriate

decision models to business problems

To enhance the ability of students in making

scientific decisions

3. Expected Level of Output : Conceptual and Procedural Level


5. Nature of the Course : Group 3 – 20 % Descriptive & 80% Analytical



Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Ta

xon

om

y

Course Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION TO LINEAR PROGRAMMING

Formulation of Linear Programming

Problems – Applications in business

environment

G 1 2 U 14 3 3 2

Graphical solution to Linear

Programming Problems

G 2 2 Ap 3 3 2

Simplex Method B

G

2

3

6 A 3 3 2

Big M Method – Two Phase Method B 2 4 A 3 3 2


L T P C

15MB2C07 DECISION MODELS IN BUSINESS 3 1 0 4

121

J 5, 9

II TRANSPORTATION AND ASSIGNMENT MODELS

Transportation Problem - Initial

solutions using North-West Corner

Rule, Least Cost method and Vogel‟s

approximation Method

B

J

13

11

2 A

12

4 3 4

Check for Optimality – Stepping Stone

method

B

J

13

11

2 E 4 3 4

Check for Optimality – MODI Method B

J

10

7

4 E 4 3 4

Assignment Problem – Hungarian

Method – Salesman Routing Problem

B

J

10

7

4 A 4 3 3

III

SEQUENCING AND REPLACEMENT MODEL

Sequencing of „n‟ jobs through „2‟

machines – Sequencing of „n‟ jobs

through „3‟ machines

B

G

13

11

2 A 12 3 3 3

Sequencing of „n‟ jobs through „m‟

machines

B

G

13

11

2 A 3 3 3

Types of Replacement Models –

Replacement of items that deteriorate

gradually

B

G

10

7

4 A 3 3 3

Replacement of items that fail suddenly

– Individual and Group replacement

Policy

B

G

10

7

4 A 3 3 3

IV

SIMULATION AND QUEUING MODELS

Types of Simulations – Random

phenomena in Simulation – Random

Numbers – Monte Carlo Simulation

B

G

9

15

2 A 12 3 2 3

Demand prediction using Simulation G

H

15

9

2 A 3 2 3

Prediction of Production output using

Simulation

G

H

15

9

2 A 3 2 3

Inventory and Queuing Problems using

Simulation – Problem on Simulated

Profit- Queuing system

G

H

15

9

4 A 3 2 3

Single Server Queuing Model-

( M/M/1): (FCFS/∞/∞) Model

G

H

15

9

2 A 3 2 3

V

NETWORK MODELS

Net work components – Rules for

constructing a Network Diagram

I 8 3 E 10 4 2 3

Critical Path Method – Project Duration I 8 2 E 4 2 3

Analyzing PERT Network I 8 2 E 4 2 3

Crashing of Project duration – Cost

Analysis

I 9 3 E 4 2 3

122

Bloom’s Legends:



6. REFERENCE BOOKS

A. Dharani Venkatakrishnan S, „Operations Research‟, Keerthi Publications, 2004

B. Kapoor V.K., „Operations Research‟, Sultan Chand & Sons, 2004

C. Rajagopal K, „ Operations Research‟, PHI learning, 2012

D. Manohar Mahajan “Operations research‟, Dhanpat Rai & Co, 2009

E. Anderson, Sweeney and Williams, „Quantitative Methods for Business‟, Thomson Learning,

2001

F. Gupta P.K., Manmohan, „Problems in Operations Research (Methods and Solutions)‟, Sultan

Chand and Sons, 2003

G. Hamdy A. Taha, „Introduction to operations research‟ Prentice Hall India, 2004

H. Jaisankar S., „Operations Research‟ Excel Books, 2010

I. Tulsian P.C., Vishan Pandey, „Quantitative Techniques (Theory and Problems), pearson

Education, 2002

J. Nagarajan K, „Project Management‟, New Age International, 2013

K. Sharma J.K., „Operations Research- Theory and Applications‟, Macmillan, 2013

7. WEB RESOURCES

NPTEL lecture series on “Operations Research‟ by Prof. G. Srinivasan, IIT Madras


R U AP A E C TOTAL

UNIT I 0 1 1 2 0 0 4

UNIT II 0 0 0 2 2 0 4

UNIT III 0 0 0 4 0 0 4

UNIT IV 0 0 0 4 0 0 4

UNIT V 0 0 0 0 4 0 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 0 5 5 10 0 0 20

UNIT II 0 0 0 10 10 0 20

UNIT III 0 0 0 20 0 0 20

UNIT IV 0 0 0 20 0 0 20

UNIT V 0 0 0 0 20 0 20

TOTAL 0 5 5 60 30 0 100.00%


123

Higher Order Thinking (%) 90 %



CO1. Understand the importance and value of Operations Research techniques

CO2. Apply Operations Research techniques for making business decisions

CO3. Formulate decision models for organizational problems and apply appropriate Operations

research techniques to solve the problems

CO4. To analyse business decision situations involving many constraints and to arrive at optimal

solutions


R U AP A E C

CO1 √√

CO2 √√ √√

CO3 √ √√ √√

CO4 √√ √√ √



CO1 √√ √

CO2 √√ √√ √√ √√ √

CO3 √√ √√ √√ √√ √ √

CO4 √ √ √ √



CO1 √ √ √

CO2 √√ √√ √√ √ √

CO3 √√ √√

CO4 √√ √√ √ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√

CO2 √ √

CO3 √√

CO4 √ √√


124

15. CAPSTONE MODEL:

Exam

Type


A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial 10

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

125

1. Course pre-requisites : Decision Models in Business and Operations Management


To train the students to interpret the operational problems

To equip the students to apply and practice logical ability to solve operational problems

To make them to evaluate various tools for solving operational problems

To facilitate the students to gain expertise in applying software for solving operational problems

3. Expected Level of Output : Practical





Sl.

No

Name of the Topic

Ref

eren

ce

Books

Exper

imen

t N

o

Inst

ruct

ional

Hours

Lev

el o

f

Blo

om

‟s

Tax

onom

y

Course

Assessment

Factors

F1

F2

F3

F4

1 Linear Programming using Graphical Method

(Maximize) A 1 1 A

30

5 3 5


(Minimize) A 2 1 A 5 3 5


(Unbounded) A 3 1 A 5 3 5

4 Linear Programming using Simplex method

(Maximization) A 4 1 A 5 3 5

5 Linear Programming using Simplex method

(Minimization) A 5 1 A 5 3 5

6 Linear Programming using Big M Method A 6 1 A 5 3 5

7 Linear Programming using Sensitivity analysis A 7 1 A 5 3 5

8 Transportation model by initial and optimal

solution A 8 1 A 5 3 5

9 Transportation model – unbalance( Demand is

lesser than supply) A 9 1 A 5 3 5

10 Transportation model – unbalance( Demand is A 10 1 A 5 3 5


L T P C

15MB2C08 DECISIONS MODELS IN BUSINESS LAB 0 0 2 1

126

greater than supply)

11 Assignment Problem using Transportation Model

(Minimization) A 11 1 A 5 3 5

12 Assignment problem using Transportation model

(unbounded) A 12 1 A 5 3 5

13 Network Problem using CPM A 13 1 A 5 1 5

14 Network Problem using PERT A 14 1 A 5 3 5

15 Network problem by analyzing parameters A 15 1 A 5 3 5

16 Queuing Analysis A 16 1 A 5 0 5

17 Simplex Moving Average A 17 1 A 5 4 5

18 Weighted Moving Average A 18 1 A 5 4 5

19 Simplex Exponential smoothing A 19 1 A 5 4 5

20 Exponential Smoothing Trend A 20 1 A 5 4 5

21 Time Series Regression Analysis A 21 1 A 5 4 5

22 Basic EOQ model A 22 1 A 5 4 5

23 EOQ for production lot A 23 1 A 5 4 5

24 EOQ with quantity discounts A 24 1 A 5 4 5

25 Fixed order period A 25 1 A 5 4 5

26 X –Bar chart A 26 1 A 5 3 5

27 R Chart A 27 1 A 5 3 5

28 P Chart A 28 1 A 5 3 5

29 MRP (Minimum for Lot) A 29 1 A 5 3 5

30 MRP ( Lot for Lot) A 30 1 A 5 3 5

Bloom’s Legends:



6. Reference Books:

A. Lab Manual - Decisions Models in Business Lab, 2015

B. Jaisankar.S , Operations Research, Excel Books, 2010

C. Norman Gaither, Greg Frazier, Operations Management, South Western Thomson

Learning, 2005

D. Hamdy A Taha, Introduction to Operations Research, Prentice Hall India, Seventh

Edition, Third Indian Reprint, 2004


R U AP A E C TOTAL

Exercises 0 0 0 30 0 0 30

TOTAL 30


R U AP A E C TOTAL (%)

Exercises 0 0 0 100 0 0 100

TOTAL 0 0 0 0 0 0 100

127





CO1: To interpret the operational problems

CO2: Apply and practice logical ability to solve operational problems

CO3: Evaluate various tools for solving operational problems

CO4: Apply software for solving operational problems


R U AP A E C

CO1 √√ √√

CO2 √√ √√

CO3 √√

CO4 √√ √√



CO1 √√ √√

CO2 √√ √√ √√ √√ √√

CO3 √√ √√ √√

CO4 √√ √√ √√ √√



CO1 √√

CO2 √√ √√ √√ √√ √√

CO3 √√ √√ √√

CO4 √√ √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√

CO2 √√ √√

CO3 √√

CO4 √√ √√


128

14. Capstone Model:


A B C D E F G H I


CIA

Internal Test

Attendance

Seminar


Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

Model Practical 20

Total 100

129



To develop the capacity of the students to understand thecontemporary changes in the global

business environment.

To familiarize the students with the extent of embeddedness of global business in the

international institutional setting.

To provide the student a comprehensive knowledge about international business






Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y Course Assessment

Factors F

1

F2

F3

F4

I

INTRODUCTION

Nature and Characteristics -

Introduction - Drivers of IB A

C

1

1

2 R 9 4 4 3

Routes of Global Trade -Reasons –

Forms - Elements that Decide Forms -

Different Forms

A

C

1

1

3 AP 4 2 4

International Business Strategies -

Exports and imports -Definition -

Documentation -Procedures

C 1 2 R 5 4 1

EPC -ECGC - Organizations

Facilitating International Trade

A 22 2 R 4 3 3

TRADE THEORIES

Trade Theories - Mercantilism C 2 3 R 9 4 5 4

Absolute Advantage Theory -

Comparative Cost Theory C

B

2

3 2 AP 5 3 4

Course Code

Course Name Contact Hours

L T P C

15MB2C09 INTERNATIONAL BUSINESS MANAGEMENT 3 0 0 3

130

II Heckscher - Ohlin

Theory - Product Life Cycle Theory C 2 2 A 5 4 3

The New Trait Theory - Porter‟s

Diamond C 2 2 A 5 3 3

III

INTERNATIONAL ENVIRONMENT

Business Environment - Socio

Cultural Environment

C 3 3 AP 9 3 4 3

Cultural Environment -Economic C

B

3

6 2 AP 4 4 2

Political -Technological C

B

3

6,

10

2 AP 5 3 5

Ecological Environment of

International Business C 3 2 AP 4 5 4

IV

TRADE POLICIES

MNC- Features -Classification –

Drawbacks, Conflict - Role of MNCs

in Developing Countries

C

A

9

9 2 U 9 5 4 4

Foreign Direct Investment- Global

FDI Patterns; FDI Distribution by

Regions; Sectoral Analysis of FDI.

C

B

6

4 3 E 4 4 5

FII –FEMA – Indian Fiscal Policy-

Foreign Portfolio Investment (FPI) A

A

21

8 2 E 4 4 5

Sovereign Wealth Funds (SWFs);

Cross border Mergers and

Acquisitions

B 7 2 E 5 4 4

V

TRADE ORGANISATIONS

WTO -Trade Policy (Free Trade Vs

Protection) C

B

18

16 2 R 9 4 4 3

Country Risk Analysis Types of

Regional Groupings A 4 3 A 4 5 2

SAARC -SAPTA C 12 2 R 5 4 2

Inter-Regional Trade among Regional

Groups C 12 2 A 5 4 4

Bloom’s Legends:



4. Reference books:

A. Francis Cherunilam, International Business Text and Cases, Prentice Hall Publishing,

2009

B. Aswathappa. K , International Business Second Edition Tata McGraw Hill Publishing,

2009

C. Subbarao, International Business, Himalaya Publishing House, 2009

D. Daniels, Radebugh, Sullivan, Salwan, International Business, Pearson, 2009

E. Michael R CzinkotaIlkkaARonkainenMichaelHMoffett International Business Seventh

Edition, Cengage Publishing, 2000

131


R U AP A E C TOTAL

UNIT I 3 0 1 0 0 0 4

UNIT II 1 0 1 2 0 0 4

UNIT III 0 0 4 0 0 0 4

UNIT IV 0 1 0 0 3 0 4

UNIT V 2 0 0 2 0 0 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 14.28 0 4.72 0 0 0 19

UNIT II 4.72 0 4.72 9.52 0 0 18.96

UNIT III 0 0 19.05 0 0 0 19.05

UNIT IV 0 4.72 0 0 14.28 0 19

UNIT V 9.52 0 0 9.52 0 0 19.04

TOTAL 28.52 4.72 28.49 19.04 14.28 0 95.05





CO1. Understand the happenings in the International Business and the underlying theories.

CO2. Know the organizations that will facilitate the International business.

CO3. Evaluate the export opportunities prevailing in different countries by considering the risk part

involved in those countries.

CO4. Carry out the cross country analysis for sourcing business opportunities.

CO5. Understand the trade blocs and regional groupings prevailing among the countries.


R U AP A E C

CO1 √ √

CO2 √ √√

CO3 √√ √ √√

CO4 √ √

CO5 √√ √√



CO1 √ √ √√ √√ √

CO2 √√ √ √ √ √ √ √√

CO3 √ √ √√ √

CO4 √ √ √√ √√ √√ √ √

132

CO5 √√ √ √ √√



CO1 √√ √ √ √ √ √ √√

CO2 √ √

CO3 √ √ √√ √√

CO4 √√ √ √

CO5 √ √√ √ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √√

CO3 √ √√

CO4 √√ √√ √

CO5 √√


12. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

133

1. Course pre-requisites : Basic understanding of Quality Concepts


To assist in developing concepts, knowledge and skills about QM

To expose to the tools and of QM for effective decision-making.

To enable the students to understand the techniques of QM

To familiarize with the current practices in the field of QMS

To understand the fundamental Structure of Lean Manufacturing

3. Expected Level of Output : Conceptual Level and application





Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om


F1

F2

F3

F4

I

QUALITY MANAGEMENT INTRODUCTION

Definitions of quality,

Dimensions of quality A 1 1 U

9

5 5 3

Contribution by Quality Gurus A.D 1 2 U 5 5 3

TQM-Definition, Evolution of

TQM A 1 1 U 5 5 3

Principles, Core concepts A 1 1 U 5 5 3

Benefits of TQM, Traditional

organization versus TQM

Organization

A 1 1 U 5 5 3

TQM Implementation and its

barriers A 1 1 U 5 5 3

Quality Awards: Deming Prize,

Malcom Baldridge EFQM,

Rajiv Gandhi National Quality

B

25

2

U

5

5

2


L T P C

15MB2C10 QUALITY MANAGEMENT 3 0 0 3

134

II

Awards

TOOLS OF TQM

Seven Tools of Analysis:

Control Charts, Pareto Diagram,

Ishikawa Diagram, Histogram,

Flow Charts, Scatter Diagram,

and Stratification

A 8 3 A 5

3

2

New Seven Q.C.tools: Affnity

diagram, Relationship Diagram,

Tree Diagram, Matrix Diagram,

Prioritization matrices, Process

decision program chart, Activity

network diagram,

C 17 3 A

9

5 3 2

Six Sigma concepts of process

quality B 31 1 A 5 2 2

Continuous Process

Improvement, PDSA

Cycle,Kaizen

C 5 2 A 5 2 2

III

TECHNIQUES OF TQM

Benchmarking, Types, Reasons,

Process C 8 2 A

9

5 2 2

Quality Function Deployment

(QFD) Benefits, QFD Process,

House of Quality

C 12 2 A 5 2 0

Failure Mode and Effect

Analysis (FMEA): Types,

Procedure

A 14, 2 A 5 0 0

Tauguchi Quality Loss

Functions: Parameter Design,

Quality Loss Function,

Orthogonal arrays, Signal-to-

Noise Ratio

C 20 3 C 5 0 0

IV

QUALITY MANAGEMENT SYSTEMS

Benefits of ISO Registration -

ISO 9000 Series A 17 1 AP

9

5 0 2

ISO 14000 Series C, 11 1 AP 5 0 2

ISO/TS 16949 B 32 1 AP 5 0 2

Quality Auditing :Audit

standards, Objectives and types,

Audit checklist

A 18 2 E 5 0 2

Audit: Planning and A 18 1 AP 5 0 2

135

preparation, Quality auditors

Internal audit A 18, 1 AP 5 0 2

Cost of Quality A 1 1 U 5 0 2

Capability Maturity Model

Integration:Benefits,Main

Features

A 5 1 A 5 0 0

LEAN MANUFACTURING OVERVIEW

V

Emergence Agile manufacturing

Paradigm E 1 1 U

9

5 5 2

Non-homogeneity of practices

in Contemporary Organizations, E 1 2 E 5 5 2

Origin of Lean Manufacturing

at Ford, and Toyota‟s foray in

Lean,

E 2 1 U 5 5 2

Wastes to be eliminated in

Lean, E 2 2 AP 5 5 2

Tools and Techniques applied to

Eliminate Wastes E 2 3 AP 5 5 2

Bloom’s Legends:



6. REFERENCE BOOKS

A.Poornima M.Charantimath “Total Quality Management,Second Edition”Pearson,2013

B. D.D.Sharma “Total Quality Management “(Principles,Practice,and cases),Sulthan Chand&Sons,2009

C. Dale H Besterfield, Total Quality Management, Pearson, 2010

D. Sridhara Bhat, Total Quality Management , Himalaya Publishing House, 2009

E. A.S.R.Devadasan,V.Mohan Sivakumar,R.Murugesh,P.R.Shalij “Lean and Agile Manufacturing,PHI

Learning Private Ltd


R U AP A E C TOTAL

UNIT I 0 7 0 0 0 0 7

UNIT II 0 0 0 4 0 0 4

UNIT III 0 0 0 3 0 1 4

UNIT IV 0 1 5 1 1 0 8

UNIT V 0 2 2 0 1 0 5

TOTAL 28

136


R U AP A E C TOTAL

( %)

UNIT I 0 25 0 0 0 0 25

UNIT II 0 0 0 14.28 0 0 14.28

UNIT III 0 0 0 10.71 0 3.57 14.28

UNIT IV 0 3.57 17.85 3.57 3.57 0 28.56

UNIT V 0 7.14 7.14 0 3.57 0 17.85

TOTAL 100

Lower Order Thinking (%) 60.73

Higher Order Thinking (%) 39.27



CO1: Understand the concepts, knowledge and skills about TQM

CO2: Apply the Quality control tools to analyze quality problems.

CO3: Execution of quality management systems

CO4: Develop Competency to analyze quality control problems, by the application of techniques of TQM

CO5: Acquire insights of Lean Manufacturing


R U AP A E C

CO1 √

CO2 √√

CO3 √ √

CO4 √ √ √ √

CO5



CO1 √√

CO2 √√ √√ √√ √√

CO3 √√ √√ √√ √√

CO4 √√ √√ √√ √√

CO5 √√ √√ √√ √√



CO1 √√ √ √ √ √

CO2 √ √ √√ √

CO3 √√ √ √√ √ √

CO4 √ √√ √√ √

137

CO5 √ √√ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √

CO2 √

CO3 √ √

CO4 √ √

CO5 √ √


14. CAPSTONE MODEL

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work 5

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

138



To make the students to analyze the significance of Indian Contract Act

To expose the students towards Sales of Goods Act, 1930 and the Negotiable Instrument Act, 1881

To provide insight on the Indian Partnership Act, 1932

To make the students to understand the Companies Act, 1956

To enable the students in gaining expertise on the Consumer Protection Act, 1986 and Cyber Laws






Un

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o

Name of the Topic

Ref

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ce

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s

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Inst

ruct

ion

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f

Blo

om

’s

Taxon

om

y

Course Assessment

Factors F

1

F2

F3

F4

I

THE INDIAN CONTRACT ACT, 1872

Nature and classification of contracts

– essentials of a valid contract

A 1 2 U 9 5 5 2

Breach of contract: Meaning and

remedies

A 10 2 A 5 2 2

Contingent contracts – Quasi-

contracts

A 11 1 A 5 1 2

Indemnity – guarantee – Surety and

Co-surety: Rights and liabilities

A 12 2 U 5 2 2

Agency – Relationship between

Principal and Agent – Rights, duties

and liabilities of Agent and Principal

A 14 2 A 5 2 2

SALES OF GOODS ACT, 1930 AND THE NEGOTIABLE INSTRUMENT ACT, 1881

Contract for sale of goods –

Document of title to goods -

A 15 3 A 9 5 2 2


L T P C

15MB2C11 LEGAL ASPECTS OF BUSINESS 3 0 0 3

139

II

Essentials of a Contract of Sale

Sale and agreement to sell –Sale and

hire-purchase agreement

A 15 1 A 5 2 3

Conditions and warranties - Doctrine

of Caveat emptor – Expressed and

implied conditions of warranties

A 16 2 E 5 3 2

Rights of unpaid vendor – Transfer of

property - Property, Possession, Risk

- Contracts involving sea routes –

Sale by non owners

A 20 2 A 5 2 3

The Negotiable Instrument Act, 1881:

Nature and Types, Negotiation and

Assignment. Holder in Due Course,

Dishonor and Discharge - Negotiable

Instruments

A 20 2 U 5 1 4

III

THE INDIAN PARTNERSHIP ACT, 1932

Concept and formation of

Partnership – Rights and duties of a

partner

A 22,

23

2 U 9 5 3 4

Kinds of partners - Position of a

minor partner

A 23 2 A 5 2 4

Reconstitution of a firm – Dissolution

of a firm – Dissolution without the

order of Court – Dissolution by Court

A 27 3 E 5 2 4

Rights and liabilities of partners on

dissolution relations between

partners- Settlement of accounts

A 27 2 E 5 0 4

IV

THE COMPANIES ACT, 1956

Company - Definition, Meaning,

Features - Types of companies

A 35,

36

1 U 9 5 3 4

Incorporation of a company -

Memorandum of Association -

Articles of Association - Prospectus

A 37-

40

3 U 5 1 3

Company Management – Meetings

and Resolutions

B 9,1

0

1 A 5 1 2

Shares – Debentures – Shareholder

rights – Winding up – Modes of

Winding up

A 41 2 E 5 2 4

Appointment of Auditors – Rights,

powers and duties of Auditors

A 47 2 A 5 2 0

V

THE CONSUMER PROTECTION ACT, 1986 AND CYBER LAWS

Definitions of Consumer –Consumer

Dispute

A 56 2 A 9 5 4 4

Central consumer protection council

– State Consumer protection councils

A 57 2 U 5 4 4

Consumer Disputes Redressal forum

–Redressal commission: State

Commission – National Commission

A 58 2 A 5 4 4

140

Cyber Crimes – Information

Technology Act 2000 and 2002 –

Cyber Laws

D 8 3 E 5 3 4

Bloom’s Legends:



6. Reference Books:

A. Bansal C. L., Business and Corporate Laws, Excel Books, 2006

B. Goel K.L, Business Law for Managers. Biztantra Publishers, 2008

C. Kapoor N.D., Elements of Mercantile Law, Sultan Chand & Sons, 2003

D. Bulchandani K.R., Business Law for management, Himalaya Publishing House, 2006

E. Maheswari S.N., Business Regulatory Framework, Himalaya Publishing House, 2006

F. Pathak, Legal Aspects of Business, Tata McGraw Hill, 2005

G. Tulsian P.C. Business and Corporate Law, Tata McGraw Hill, 2007

H. Datey V.S, Business and Corporate Law, Taxman Publications, 2008

I. Alix Adams, Law for Business Students 8th edition, Pearson, 2014


R U AP A E C TOTAL

UNIT I 0 2 0 3 0 0 5

UNIT II 0 1 0 3 1 0 5

UNIT III 0 1 0 1 2 0 4

UNIT IV 0 2 0 2 1 0 5

UNIT V 0 1 0 2 1 0 4

TOTAL 23


R U AP A E C TOTAL

( %)

UNIT I 0 8.70 0 13.05 0 0 21.75

UNIT II 0 4.35 0 13.05 4.35 0 21.75

UNIT III 0 4.35 0 4.35 8.70 0 17.4

UNIT IV 0 8.70 0 8.70 4.35 0 21.75

UNIT V 0 4.35 0 8.70 4.35 0 17.4

TOTAL 0 30.45 0 47.85 21.75 0 100



http://www.pearsoned.co.uk/bookshop/Results.asp?iCurPage=1&Type=1&Author=Alix+Adams&Download=1&SearchTerm=Alix+Adams

http://www.pearsoned.co.uk/bookshop/detail.asp?item=100000000532415

141



CO1. Analyze the significance of Indian Contract Act

CO2. Analyze the relevance of Sales of Goods Act, 1930 and the Negotiable Instrument Act, 1881

CO3. Evaluate the rights, obligations and liabilities of different types of partners

CO4. Evaluate whether the activities of a company conforms to the provisions and requirements of the

companies act.

CO5. Analyze and solve consumer disputes


R U AP A E C

CO1 √√

CO2 √√

CO3 √√ √√

CO4 √√ √√

CO5 √√ √√



CO1 √√ √√ √√ √√

CO2 √√ √√ √√ √√

CO3 √√ √√ √√ √√ √ √√ √√ √√

CO4 √√ √√ √√ √√ √ √√ √√ √√

CO5 √√ √√ √√ √√ √√ √√ √ √√ √√ √√



CO1 √√ √√ √√ √√ √√ √√

CO2 √√ √√ √√ √√ √√ √√

CO3 √√ √√ √√ √ √√ √√ √√ √√ √√

CO4 √√ √√ √√ √ √√ √√ √√ √√ √√

CO5 √√ √√ √√ √ √√ √√ √√ √√ √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √√

CO2 √√ √√

CO3 √√ √√

CO4 √√ √√

CO5 √√ √√ √√


142

14. Capstone Model:

Exam

Type


A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5


Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Total 100

143

1. Course pre-requisites : Basic knowledge about banking and insurance industry


To enable the students to understand the functioning of the Indian banking system.

To develop the domain knowledge required for employability in the banking industry

To create awareness regarding various instruments and lending by banks

To familiarize and apply the domain knowledge of insurance.

To expose the student to the contemporary classic practices of virtual banking.



5. Nature of the Course : Group 1 –100% Descriptive


L T P C

15MB2C12 BANKING AND INSURANCE 3 0 0 3

Unit Description

Tex

t B

ook

Ch

ap

ter

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

s

taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

INTRODUCTION TO INDIAN BANKING SYSTEM

I

Introduction - Banking - Meaning –

Definition and functions of

Commercial Bank

H 1,2 2 U

9

5

5

3

Structure of Commercial banks: Public

sector Banks – Private sector Banks –

Foreign Banks

H 2 &14 3 R 5 4 3

RBI - Role of RBI - Regulation of

monetary system - Role of Banking in

the Economic Development of a

Country

I,H 1,3,19 1 A 5 5 4

Quantitative and qualitative

instruments of monetary policy. H,A 3,9 2 A 5 4 2

BANKER – CUSTOMER RELATIONSHIP

II Banker – customer - Types of

Customers: Individuals, Firms, Trusts

and Companies –-

H 26 2 A 9 5 4 2

144

Bloom’s Legends:



6. REFERENCE BOOKS

Mechanism for opening an account for

different types of customers - KYC

Norms - Importance of Customer

relations

A,H 19,27 3 AP 5 4 3

Special classes of customers:– Banking

Ombudsman Scheme,2006 I,A 12,19 2 R 4 4 3

Types of Accounts - Diversification in

Banking functions I,A 8,18 2 R 5 4 4

BANKING INSTRUMENTS

III

Banking instruments - Negotiable

Instruments Act, 1881 - Cheque, Bill of

exchange - Promissory Note – Crossing

of a Cheque

I 7 3 A 5 5 3

Paying banker and Collecting banker –

Duties - Cash credit – Bill discounting

–types of advances : secured and

unsecured –kinds of securities

H 30 &

31,33 2 R

9

5 5 3

Advances - Principles of bank lending

–methods granting advances - Term

loan

H 33 2 A 4 5 4

Essentials of a Valid Endorsement –

Kinds of Endorsement H 28 2 A 5 5 3

INSURANCE

IV

Nature of insurance business-

Classification J

5,7 2 A

9

5 4 4

Life insurance-Classification of

insurance policies - LIC J 10,11,13 2 A 5 3 4

Non life or General Insurance business

and role of GIC J 19 3 A 5 4 3

Risk Management and insurance in a

Global economy K 26 2 A 4 3 3

VIRTUAL – BANKING

V

Virtual Banking – meaning - E-Corner

(ATM)–Cash Less Plastic Cards -

Electronic Fund Transfer –NEFT,

RTGS or IMPS(24*7)

I, A 10 &

11, 21 4 AP

9

5 5 4

Green Banking - Electronic Clearing

System -Pros and Cons - I,A 10,21 3 A 5 4 3

Cyber Crimes in Banking sector A,I 21,10 3 A 5 4 4

Role of Information Technology in the

Banking industry I,A 11,21 2 A 5 3 4

145

A. S.Natarajan and Dr.R.Parameswaran, Indian Banking, S.Chand publishing

B. Varshney and Malhotra, Principles of Banking, Sultan Chand & Sons, 2005

C. Suneja, H.R., Practice and Law of Banking, Himalaya Publishing House, 2000

D. Chabra, T.N., Elements of banking Law, Dhanpat Rai & Sons, 2000

E. Gordon E and Natarajan K., Banking theory, law and practice, Himalaya Publishing House,2003

F. Saxena G.S., Legal aspects of banking operations, Sultan Chand & Sons, 2005

G. Vaish M.C., Money, Banking and International Trade, New Age International Pvt., Ltd.,1997

H. KC Shekhar and Lekshmy Shekhar, Banking theory and practice

I. D.Muraleedharan, Modern Banking – Theory and Practice, PHI Learning Private Limited

J. P.Periasamy, principles & practice of insurance,Himalaya publishing House

K. Harold D. Skipper W.Jean Kwon, Risk management and Insurance,Wiley India pvt. Ltd.,

7. WEB RESOURCES

www.rbi.org.in

www.iba.org.in


R U AP A E C TOTAL

UNIT I 1 1 2 4

UNIT II 2 1 1 4

UNIT III 1 3 4

UNIT IV 4 4

UNIT V 1 3 4

TOTAL 20

9.Weightage of Bloom’s Taxonomy in the Syllabus

R U AP A E C TOTAL

( %)

UNIT I 5 5 10 20

UNIT II 10 5 5 20

UNIT III 5 15 20

UNIT IV 20 20

UNIT V 5 15 20

TOTAL 20 5 10 65 100





CO1: Have a thorough knowledge of Indian Banking system.

http://www.rbi.org.in/

http://www.iba.org.in/

146

CO2: Gain knowledge and expertise for applying it in banking and insurance industry.

CO3: Analyse, compare and evaluate the various lending schemes of the banks

CO4: Have a thorough knowledge of insurance and its application in business

CO5: Perform well in virtual banking environment.


R U AP A E C

CO1 √√ √√ √√

CO2 √√ √ √

CO3 √√ √

CO4 √√

CO5 √√ √√



CO1 √√ √ √ √ √ √ √

CO2 √√ √ √ √√ √ √√ √ √ √

CO3 √ √ √ √ √ √ √

CO4 √√ √ √ √ √ √ √

CO5 √√ √√ √ √ √√ √√ √ √ √ √



CO1 √ √s √ √ √ √ √

CO2 √√ √ √√ √√ √ √

CO3 √ √√ √√ √

CO4 √√ √ √ √ √ √ √ √

CO5 √√ √√ √ √ √ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √√ √ √

CO2 √√ √ √√

CO3 √√ √√ √

CO4 √ √√ √

CO5 √√ √√ √√ √√


147

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial

Assignments 10

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

149

1. Course pre-requisites : Operating knowledge of EXCEL


To familiarize the students with different Excel functions that are useful in taking business

decisions

To make the students build mathematical simulation models using Excel that can be used in a

variety of business applications

To make business forecasting using simulation models

To enable students take informed business decisions based on quantitative assessment of business

problems

3. Expected Level of Output : Conceptual and Operational Level


5. Nature of the Course : Group 2– 100 % Analytical


Semester End Examination (SEE) : - NIL-

S.N

o

Name of the Experiment

Tex

t /

Ref

Book

s

Exp

erim

ent

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course Assessment

Factors

F1

F2

F3

F4

1 Entering data – Formatting –

performing Calculations A 1 1 U

4 5 3

2 Creating Lookup functions &

Match functions A 2 1 U 4 4 3

3 Evaluating investments by using

NPV criteria A 3 1 Ap 4 5 3

4 Calculation of Internal Rate of

Return A 4 2 Ap 4 4 3

5 Use of Excel Financial

functions ( PV, FV, PMT,

PPMT, IPMT, CUMPRINC,

CUMIPMT, RATE & NPER)

A 5 3 Ap 4 4 3

6 Use of IF statements A 6 2 Ap 4 4 3

7 Use of Time functions A 7 2 Ap 4 4 3

8 Sensitivity Analysis with data

Tables A 8 2 A 4 4 3


L T P C

15MB21P13 DATA ANALYSIS AND BUSINESS MODELING USING EXCEL

- LAB

0 0 2 1

150

9 Optimization using Excel

Solver A 9 2 A

30

4 3 2

10 Summarizing data using

Descriptive Statistics

A

10

2 A 4 4 3

11 Estimating Straight line

Relationship

A

11 2 A 4 4 3

12 Modeling exponential growth A 12 2 A 4 3 2

13 Generating random Numbers A 13 2 A 4 3 2

14 Simulating a discrete Random

Variable using Monte Carlo

Simulation

A

14 2 E 4 3 2

15 Simulating future demand based

on past data A 15 2 E 4 3 2

16 Simulation using the properties

of Normal distribution A 16 2 E 4 3 2

Bloom’s Legends:



6. REFERENCE BOOKS

A. Lab Manual

B. Winston Mayne L, „Microsoft Excel 2010 – Data analysis and Business Modeling‟

PHI, 2010

C. Glyn Davis and Branko Pecar, „ Business Statistics using Excel‟, Oxford University Press, 2011


8.Expected outcome of the course:


CO1: Acquire working knowledge of various Excel functions that are useful in business applications

CO2. Build Simulation models for different business problems and solve them using Excel

CO3. Apply Simulation models for business forecasting

CO4. Analyze business environments by quantifying the factors affecting business and taking informed

business decisions

9.Mapping course outcome with Bloom’s Taxonomy LOT and HOT:

R U AP A E C

CO1 √ √

CO2 √√

CO3 √√

No. of Experiments with „U‟ level 2 12.50% Lower Order

Thinking: 43.75% No. of Experiments with „Ap‟ level 5 31.35%

No. of Experiments with „A‟ level 6 37.50% Higher Order

Thinking: 56.25% No. of Experiments with „E‟ level 3 18.75%

Total 16 100%

151

CO4 √ √√



CO1 √

CO2 √√

CO3 √√ √√ √ √ √

CO4 √ √ √ √



CO1 √

CO2 √ √ √

CO3 √ √√ √√ √

CO4 √√ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √

CO2 √√ √√

CO3 √√ √

CO4 √ √


13.CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test

Attendance

Seminar

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

Model Practical 20

152

Debate

Total 100

1. Course pre-requisites : Basic Knowledge on all functional areas desirable


Develop the technique to estimate the market potential for new product and learn how to build

successful companies.

This course will equip the students to familiarize with the challenges in starting a new business.

Offer knowledge on the appropriate choice of business organisation

Emphasize collection and organization of the fundamental information necessary to prove the

viability of your business idea

Articulate the factors to be considered to create a DPR







L T P C

15MB2P14 BUSINESS PLAN DEVELOPMENT 0 0 2 1

S.

N

o

Name of


Documents

to be

collected

and filed

Presentation P

ra.H

rs

Lev

el o

f

Blo

om

s

Taxon

am

y

1 Scouting for

Project

To

understand

the avenues

and

techniques

for

identifying

and sourcing

new project

ventures

Desk research

on secondary

data from

newspapers,

business

magazines,

websites and

library

resources on

promising

sector in the

economy

Evidences of

growth

prospects in a

particular

sector

identified

Prepare a write-up

on the

Macroeconomic

aspects of the

economy specific

to a particular

sector and illustrate

and describe the

justification for

selection of the

sector.

2 E

2 Market

Analysis and

New Product

To

understand

the various

Preparation of

tools and

collection of

Collection of

primary data

using

Prepare a

professional

presentation

3 E

153

Identification techniques

of market

analysis

using

appropriate

tools and

performing

Gap analysis

data appropriate

tools,

recording the

gap between

the current

situation and

the future

state.

highlighting the

customer

preferences and

gaps identified and

New product /

services Product

positioning

3 Personal

Interview

with

Entrepreneur

To prepare

an interview

document on

the

experiences

gained and

challenges

in the sector

Visit an

Industry and

meet the

Entrepreneur

Videos or

photographs

and dialogue

script

Prepare the

dialogue script and

consolidate the

learning gained

from the Interview

on the specific

sector of study.

2 E

4 Techno

economic

Feasibility

Study

To

familiarize

the factors

to be

considered

to evaluate

the Techno

economic

strength of a

business

opportunity

to make an

investment

decision

regarding

the project

Collection of

secondary

data from

newspapers,

business

magazines,

websites and

library

resources

Analysis of

Techno

economic

Feasibility

factors for a

specific

project

Prepare a write-up

on the Techno

economic

Feasibility and

illustrate and

describe the

practicality and

viability of the

business venture.

2 E

5 Market

Feasibility

Study

To

familiarize

the

components

of market

Analysis and

identify the

business

opportunity.

Collection of

primary or

secondary

data based on

the product

under

consideration

Evidences of

Market

Prospects for

the particular

product

Prepare a write-up

on the Market

Feasibility and

Demand

Forecasting.

Illustrate and

describe the market

prospects and

suitability of the

product.

2 E

6 Financial

Feasibility

Study

To acquaint

with the

capital

requirement,

outlay and

sources of

finance and

using these

Collection of

data

pertaining to

the capital

requirement,

outlay, cash

inflows and

outflows and

Evidences of

financing

requirements

and projected

cash inflows

and outflows.

Sourcing of

Finance

Prepare a write-up

on the Financial

Feasibility report

describing the

Start-Up Capital

Requirements -

Start-Up Capital

Sources, and

3 E

154

metrics to

evaluate the

financial

feasibility.

sources of

financing

through

Venture

Capitalists /

Angel

Investors

Potential Returns

for Investors, CVP

Analysis Sources of

Finance available

7 Organisation

al Feasibility

Study

To

understand

and apply

the concepts

of legal and

corporate

structure of

the business,

organization

al structure,

Policies and

Professional

Skills and

the

procedure

for Creating

and Starting

a new

venture and

the Steps for

Starting a

Small

Industry

Desk work on

the various

forms of

business

entity,

organisational

structure, and

policies;

practices in

organisation.

Visit to DIC,

MSME

Development

Institute

Description

of various

types of

organization,

organization

structure and

corporate

policies

Collection of

various forms

required for

starting and

enterprise

Prepare a narrative

description of the

legal requirements

for establishing the

business, the pros

and cons of

business structures

and the availability

of professional

skills, Business‟

organizational

structure, Principles

and Practices of the

Business

2 E

8 Business Plan

for a Non

Technical

Small Scale

Project

To

familiarize

with the

process of

consolidatin

g the Value

proposition,

marketing

assumptions,

operations

plan,

financial

plan and

staffing plan

Collection of

Information

on

Competitors,

Market,

Financial ,

data for

preparation of

feasibility

report.

Business

Plan

Template

Prepare a Business

Plan comprising the

summary, the

business structure,

consolidated report

of Market, and

Financial fesibility,

budgeting and

future growth

prospects

3 C

9 Business Plan

for a Large

Scale Project

To

familiarize

with the

process of

consolidatin

g the Value

proposition,

marketing

assumptions,

Collection of

Information

on

Competitor,

Market,

Technical and

Financial, data

for

preparation of

Business

Plan

Template

Prepare a Business

Plan comprising the

summary, the

business structure,

consolidated report

of Market,

technical and

Financial fesibility,

budgeting and

5 C

155

Bloom’s Legends:




R U AP A E C TOTAL

Exercises 0 0 0 0 7 3 10

operations

and

technical

plan,

financial

plan and

staffing plan

feasibility

report.

future growth

prospects

10 Detailed

project

Report

To acquaint

and

familiarize

with the

preparation

of Detailed

project

report for

investment

decision-

making

approval,

and also for

execution of

the project

Collection of

detailed

information

on

Project

DPR

Template

Prepare a DPR

comprising the

Background/exp

erience

Product

Capacity to be

built up

Processes

involved,

Project location,

Cost of the

Project

Means of

financing,

Availability of

utilities

Technical

arrangements

Market

Prospects

Environmental

aspects

Budgeting

Profitability

projections and

Cash flows for

the entire

repayment

period of

financial

assistance

6 C

Total Hours 30

156

TOTAL 10


R U AP A E C TOTAL

( %)

Exercises 0 0 0 0 70% 30% 100%

TOTAL 0 0 0 0 70% 30% 100%





CO1: Understand the components required for preparing a Business Plan.

CO2: Use the knowledge gained to evaluate the feasibility of a Project.

CO3: Use the knowledge gained to create a well written investment quality business plan attractive

to the venture capitalists.

CO4: Create a detailed plan of new business on their own.

CO5: Develops the ability to evaluate the challenges in the environment and create a DPR


R U AP A E C

CO1 √

CO2 √√

CO3 √√

CO4 √√

CO5 √√



CO1 √√

CO2 √√ √√ √√ √ √ √ √

CO3 √√ √√ √√ √ √ √ √ √

CO4 √ √ √ √ √ √ √ √√

CO5 √√ √√ √√ √ √ √ √ √



CO1 √√

CO2 √√ √ √√ √√ √ √

CO3 √√ √ √√ √√ √ √

CO4 √√ √ √√ √√ √ √ √

CO5 √√ √√ √√ √ √

157


PEO1 PEO2 PEO3 PEO4

CO1 √√ √√ √√ √

CO2 √√ √

CO3 √ √√ √

CO4 √ √√ √

CO5 √√ √√ √


13. Capstone Model:

Exam

Type


A B C D E F G H I


CIA

Internal Test

Attendance

Seminar


Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

Model Practical 20

Total 100

158

7. References and Additional Readings

Scouting for Project

Radjou, Navi, Jaideep Prabhu, and Simone Ahuja. Jugaad innovation: Think frugal, be flexible, generate

breakthrough growth. John Wiley & Sons, 2012.

Market Analysis and New Product Identification

Crawford, Charles Merle, and C. Anthony Di Benedetto. New products management. Tata McGraw-Hill

Education, 1991.

Presentation format: (refer to Deloitt university Press: Business Insights / link attached),

http://www.deloitteaccesseconomics.com.au/uploads/File/Sample%20Retail%20Forecasts(2).pdf

Personal Interview with Entrepreneur

Scarborough, Norman M. Essentials of entrepreneurship and small business management. Upper Saddle

River, 2011.


Techno economic Feasibility Study

Kumar, S. Anil. Entrepreneurship development. New Age International, 2008.

Market Feasibility Study

Kumar, S. Anil. Entrepreneurship development. New Age International, 2008.

Financial Feasibility Study

Gupta C. B, Srinivasan. N.P, Entrepreneurial Development, Sultan Chand and Sons, 2002

Organisational Feasibility Study

Gupta C. B, Srinivasan. N.P, Entrepreneurial Development, Sultan Chand and Sons, 2002

Business Plan for a Non Technical Small Scale Project

Brian Finch, How to write a business plan, Kogan Page, 2002

Business Plan for a Large Scale Project

Brian Finch, How to write a business plan, Kogan Page, 2002

Detailed project Report

David Butler, Business planning a guide to business start-up, Butterworth-Heinemann,1988


159

1. Course pre-requisites : Research Methods in Business


To encourage the students to prepare and publish research papers

To equip the students to review research papers

To develop conceptual knowledge and research skills to compete in the present business environment

To publish research papers and articles in journals with ISSN



5. Nature of the Course : Group 6 – Project


Course Code

Course Name

Contact Hours

L T P C

15MB2P15 PAPER PUBLICATION 0 0 2 1

S.

No

Name of

practices Purpose Field Work

Documents

to be

collected

and filed

Publication Pro.Hr

s

Lev

el o

f

Blo

om

’s

Taxon

am

y

1 About Paper

Publication

To prepare a

paper for a

publication

Refer the

refereed

journals

either ISBN

or ISSN

Format of a

referred

journal paper

List down the

procedure for

preparation of

a paper 4 U

2 Identify the

Problem

To determine

the objective

and intention of

the research

Observation

of events &

issues of

current

interest

Literature

reviews,

Articles and

texts

Write down

the problem

for

preparation of

a paper

2 A

3 Review the

Literature

To understand

the relevant of

theoretical and

empirical

background of

the problem

Refer the

relevant

Literature

Review

Literature

Reviews

Write down

the review of

literature for

preparation of

a

research

design

4 A

160

Bloom’s Legends:




R U AP A E C TOTAL

Exercises 0 1 0 5 2 1 09

TOTAL 09

4 Research

Methodology

& Data

Collection

To prepare a

research design

& data

collection

Data

Collection

Questionnair

e or

Secondary

data

Prepare

Research

Methodology

and

Questionnaire

4 A

5 Analyse the

Data

To convert the

data collected

into credible

evidence about

the

development of

the intervention

and its

performance

Data

analysis

Analysis &

Interpretation

Write down

the inference

for the

analysis

6 E

6 Findings &

Conclusion

To gives an

overview of the

project,

conclusions,

implications and

recommendatio

ns

To give

suggestion

for the

findings

Findings and

Suggestion

Write down

the findings

and

conclusion 2 C

7 Bibliography To give credit to

other authors

whose work you

have consulted

in your research

To write in

APA format

Reference of

your research

paper

List out the

references in a

APA format 2 A

8 Plagiarism

To reduce the

academic theft

To identify

the

plagiarism

Research

paper without

plagiarism

Re check

before upload

the

research paper 2 E

9 Refereed

Journal

To upload the

research paper

Refer the

referred

journal

paper

Uploaded

paper

List down the

month of

issue, Volume

and year of

publication

4 A

161


R U AP A E C TOTAL

( %)

Exercises 0 11.11 0 55.55 22.22 11.11 99.99%

TOTAL 99.99%





CO1: Understand how to prepare a research paper

CO2: Critically examine and review research publications

CO3: Develop research skills required to compete in the business environment

CO4: Prepare and publish research papers solving practical management problems


R U AP A E C

CO1 √

CO2 √

CO3 √

C04 √



CO1 √ √ √ √

CO2 √ √ √

CO3 √ √ √ √ √ √ √ √

CO4 √ √ √ √ √ √ √ √

11.Mapping course outcome with programme outcomes:


CO1 √ √ √ √

CO2 √ √

CO3 √ √ √ √ √ √ √ √

CO4 √ √ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √ √

CO2 √ √ √

CO3 √ √ √ √

CO4 √ √ √


162

13. Capstone Model:

Exam

Type


A B C D E F G H I


CIA

Internal Test

Attendance

Seminar


Tutorial

Assignments 20

Coding

Mini Project

Group Discussion

Field work 40

Case study

Technical Quiz

Project Viva voce

Observation

Record 40

Viva

Model Practical

Total 100

163

1. Course pre-requisites : Research Methods in Business


To encourage the students to prepare and present research papers in other colleges.

To enable the Students to analyse, summarize and present research papers and to evaluate them.

To enable the students to use research tools extensively while preparing research papers.

To develop the knowledge and skills to interpret the current business environment

To equip the students with confidence and to enhance their competitiveness in external forums.

3. Expected Level of Output : Basic Conceptual Level




Course Code

Course Name

Contact Hours

L T P C

15MB2P16 PAPER PRESENTATION 0 0 2 1

S.

N

o

Name of

practices Purpose

Field

Work

Documents

to be

collected

and filed

Presentation Pro.

Hrs

Lev

el o

f

Blo

om

’s

1 About Paper

Presentation

To prepare a

paper for

presentation

Select the

college

within or

outside

the state

Inter-

College

competition

details and

the

guidelines

List down the

procedure for

preparation of

a paper 4 AP

2 Identify the

Problem

To determine the

objective and

intention of the

research

Observati

on of

events&

issues of

current

interest

Literature

reviews,

Articles and

texts

Write down

the problem

for

preparation of

a paper

4 A

3 Review the

Literature

To understand the

relevance of

theoretical and

empirical

background of the

problem

Refer the

relevant

Literature

Review

Collect and

list down

the reviews

from offline

and online

sources

Write down

the review of

literature for

preparation of

research

design

2 A

4 Research

Methodology

& Data

Collection

To prepare a

research design &

data

collection

Data

Collection

Questionnai

re or

Secondary

data

Conduct a

pilot study

using samples 4 E

164

Bloom’s Legends:




R U AP A E C TOTAL

Exercises 0 0 1 3 4 1 09

TOTAL 09

5 Analyse the

Data

To analyse the

data collected

using statistical

tools.

Data

analysis

Applying

the tools

either

manually or

using SPSS

software.

Writing the

inference for

the analysis 6 E

6 Findings &

Conclusion

To gives an

overview of the

project,

conclusions,

implications and

recommendations

To give

suggestion

for the

findings

Findings

and

Suggestion

Listing the

Findings of

the study and

concluding . 2 C

7 Bibliography To give credit to

other authors

whose work you

have consulted in

your research

To write

in APA

format

Reference

of your

research

paper

List out the

references in

a APA format 2 A

8 Plagiarism

To reduce the

academic theft

To identy

the

plagiarism

Research

paper

without

plagiarism

Re check

before

finalising the

research

paper

2 E

9 Evaluation Rubric system which is a

scoring guide

composed of

criteria used to

evaluate

performance of

the student.

Student

has to do

dry runs in

front of

other

students

and solicit

feedback

on their

slides

from

them.

Content, the

quality of

preparation,

and the

extent to

which it

covers up

the areas

studied in

the course.

Grading using

Rubric

System

4 E

165


R U AP A E C TOTAL

( %)

Exercises 0 0 11.11 33.33 44.44 11.11 99.99%

TOTAL 99.99%





CO1: Prepare and present research papers outside the college confidently

CO2: Analyze, summarize and present research papers.

CO3: Analysis the data using different tools

CO4: Develop the skills to compete in the business environment

CO5: Putforth their research findings with clarity and confidence before a forum.


R U AP A E C

CO1 √

CO2 √

CO3 √

CO4 √

C05 √



CO1 √ √ √ √ √

CO2 √ √ √ √

CO3 √ √ √ √ √ √

CO4 √ √ √ √ √ √ √ √

CO5 √ √ √ √ √ √ √ √



CO1 √ √ √ √ √

CO2 √ √ √

CO3 √ √ √ √ √

CO4 √ √ √ √ √ √ √ √

CO5 √ √ √ √ √ √ √

166


PEO1 PEO2 PEO3 PEO4

CO1 √ √ √ CO2 √ √

CO3 √

CO4 √ √ √

CO5 √ √ √ √


13. Capstone Model:

Exam

Type


A B C D E F G H I


CIA

Internal Test

Attendance

Seminar 20


Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work 40

Case study

Technical Quiz

Project Viva voce

Observation

Record 40

Viva

Model Practical

Total 100

167

1. Course pre-requisites : Basic Knowledge about Business and administration.

2. Learning objectives :

To create the awareness about business consulting.

To understand the importance of business consulting.

Be exposed to corporate consultancy.

Be familiar with diagnosing business problems and developing solutions.







L T P C

15MB2P17 BUSINESS CONSULTANCY 0 0 2 1

S.

No Name of Exercises Purpose Field Work

Documents

to be

collected and

filed

Presentation Pra.Hrs

Lev

el o

f

Blo

om

s

Taxon

am

y

1 Businesses

consulting which

provides services to

plan, establish, run,

manage and

transform the

business projects at

all levels of the

business. It helps

the business

organization to

increase the

potential of the

employees

Improve

managerial

performance

Client

Organization

Documents

pertaining to

organizational

problems and

solution.

Presentation

with Client

head.

16

Hours

C

168

Bloom’s Legends:




R U AP A E C TOTAL

Exercises 0 0 0 1 0 1 02

TOTAL 02


R U AP A E C TOTAL

( %)

Exercises 0 0 0 50 0 50 100%

TOTAL 0 0 0 50 0 50 100%





CO1. Understand the concept of business consulting.

CO2. Understand the business problems and develop appropriate business solutions.

CO3. Handle business problems of the corporate world and handle clients confidently.

CO4. Develop tailor made solutions for complex business problems.

2 By conducting

different types of

workshops for

them. To uplift the

standards of

business

organization in a

competitive world,

it is necessary to

conduct brain-

storming

workshops for the

employees to

convert them as

proactive employee

and bring high

performance work

culture within the

organization.

Workshops

are designed

to empower

individuals

within an

organization

with the

knowledge

and skills

necessary to

help propel

their

business

success.

Designing

and

Execution of

workshop

Workshop

modules

Conduct

training

Programme

for various

functional

groups based

on the

training

needs.

14

Hours

A

169


R U AP A E C

CO1 √

CO2 √

CO3 √

CO4 √



CO1 √√ √ √ √ √ √ √ √ √ √

CO2 √√ √ √ √ √ √ √ √ √ √

CO3 √ √ √

CO4 √ √ √ √ √ √ √



CO1 √√ √ √ √ √ √

CO2 √ √ √ √ √ √ √ √ √ √

CO3 √ √ √√

CO4 √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √√ √

CO2 √ √ √

CO3 √ √√

CO4 √ √


170

13. Capstone Model:

Exam

Type


A B C D E F G H I


CIA

Internal Test

Attendance

Seminar


Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work 40

Case study

Technical Quiz

Project Viva voce

Observation

Record

Viva

Model Practical

Total 100

14.Recommended Books:

1. Management Consulting: Delivering an Effective Project, 4/E, Louise Wickham and Jeremy

Wilcock, Pearson.

2. The Economist: Business Consulting: A Guide to How it Works and How to Make it Work , by

Fiona Czerniawska , Gilbert Toppin, Profile books limited.

171



To enable participants to learn and experience the challenges in an unfamiliar ground through

Outbound Training.

To help to enhance behavioral skills and qualities of an individual, bringing out latent facets of

one's personality through Interactive sessions, creative activities, nature trails, leadership, team

building exercises, treasure hunts, camp fires, etc.

To help in building confidence among the participants and better relate to their work situations.





Semester End Examination (See) : Nil


L T P C

15MB2M18 OUTBOUND TRAINING 0 0 2 1

S.

No

Name of

Exercises Purpose

Field

Work

Documents

to be

collected

and filed

Present-

ation Pra.Hrs

Lev

el o

f

Blo

om

s

Taxon

om

y

1 Egg Missile To facilitate skill

development on

creativity, Problem

solving, Lateral thinking

and innovation

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

2 C

2 Mine Field To facilitate skill

development on team

work, communication

and trust under adverse

conditions

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

2 C

3 Perfect

Square

To facilitate skill

development on

Teamwork,

Communication and

leadership

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

2 C

172

4 The Right

Chemistry

To facilitate skill

development on conflict

management

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

2 C

5 Big Rocks To facilitate skill

development on Time

management and

ascertaining wildly

important goals

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

2 C

6 Obstacle

course

Activities

To facilitate skill

development on

uncovering latent skills,

confidence building and

performing beyond

potential

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

3 C

7 Navigational

Night Trek

To facilitate skill

development on

Performing out of

comfort zones,

interdependence on team

members to achieve

common goals, risk

taking, following a road

map with role

clarification.

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

3 E

8 Rock

Climbing

To facilitate skill

development on

Overcoming fear of the

unknown and can do

attitude

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

3 E

9 Single Knot To facilitate skill

development on out-of-

box thinking

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

2 C

10 Trust Fall To facilitate skill

development on

collaboration and trust

building

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

2 C

11 Tower

Building

To facilitate skill

development on time

management and team

building

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

2 C

173

Bloom’s Legends:




R U AP A C E TOTAL

All

Exercises 0 0 0 0 11

2 13

TOTAL 13


R U AP A C E TOTAL

( %)

All Exercises 0 0 0 0 84.6% 15.4% 100%

TOTAL 0 0 0 0 84.6% 15.4% 100%





CO1: Experience the challenges in an unfamiliar ground.

CO2: To create and evaluate behavioral skills and qualities of an individual, bringing out latent

Facets of one‟s personality.

CO3: To create confidence among the team members and better relate to their work situations.


R U AP A C E

CO1 √√ √

CO2 √√ √

CO3 √√ √

12 Bigger

Picture

To facilitate skill

development on Synergy

of individual, team and

organization goals.

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

3 C

13 Poster

Making

To facilitate skill

development on

communication and

listening skills

Performing

the activity

Snaps and

write up on

learning

experience

Record

book

2 C

Total Hours 30

174



CO1 √ √ √√ √√ √ √ √ √

CO2 √ √ √√ √ √√ √ √ √ √ √

CO3 √ √ √√ √√ √ √ √ √



CO1 √ √√ √ √ √ √

CO2 √ √√ √ √ √ √ √ √ √ √ √

CO3 √ √√ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√

CO2 √√ √ √ √

CO3 √√


14. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I

SEE Semester End Exam ----

CIA

Internal Test

Attendance 40

Seminar

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work 40

Case study

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

Model Practical

Debate

Total 100

175

Appendix

Description of Activities in Outbound Training

Sl

No

Name of

Activity

Brief Description of Activity

1 Egg Missile Task is to build a single egg package as a team of 6-8 members, that can sustain a fall

of certain height such as 6 feet without breaking the egg.

2 Mine Field Activity involves two member teams - one person is blind-folded (or keeps eyes

closed) and cannot talk (optional) and the other person can see and talk, but cannot

enter the field or touch the person. The challenge is for each blind-folded person to

walk from one side of the field to the other, avoiding the "mines", by listening to the

verbal instructions of their partners.

3 Perfect

Square

Each member of the team should make a perfect square from the pieces given, by

negotiating to get the suitable pieces from other team members.

4 The Right

Chemistry

The team is given a survival scenario with certain items. They should prioritize the

items and save themselves.

5 Big Rocks The members stand in a circle and toss a ball to someone, using his/her name, and they

in turn toss it to someone else, using the next person's name. Then more balls are

introduced as the game progresses.

6 Obstacle

Course

Activities

Team should navigate through various obstacles to reach the end point.

7 Navigational

Night Trek

The team should follow a road map to reach a certain destination while adapting to

certain roles assigned.

8 Rock

climbing

Climbing a big rock as individual members.

9 Single Knot Human Knot is formed by different people holding each others‟ hands, without letting

go of the hands team should untangle themselves.

10 Trust Fall Fall backwards from a height of 3 feet into the hands of team mates.

11 Tower

Building

As a team the highest possible tower using straw should be made in a given time.

12 Bigger

Picture

The group is divided into different functional teams of an organization and certain

targets are given to achieve. Penalty will be given for not achieving the targets.

13 Poster

Making

Team should make a poster as per the guidelines and instructions.

176

1 Course pre-requisites :Strong knowledge in functional subjects like

Production, Finance, Marketing, HR and systems


To learn the concepts of Strategic Management and Strategic Analysis

To have an insight into the Strategic Formulation

To learn how to evaluate the international strategy and creating value to face global competence

To develop digital business strategy in a disruptive environment

To analyze strategic management cases and enabling the decision making easier.

3 Expected Level of Output :Professional and Consulting level

4 Department Offered :MBA

5 Nature of the Course :Group 7 – Descriptive and Case study



U

nit

No

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION TO STRATEGIC MANAGEMENT

Introduction- Concept – Strategic

Management Process – Vision, Mission

analyzing goals and objectives

A 1 2 A

9

5 4 2

Analyzing the external environment of

the firm – assessing the internal

environment

A 2, 3 3 A 5 4 4

Corporate Governance and Social

Responsibility – Ethics in business C 2,3 2 U 5 4 3

Porter‟s Five Forces Model, Industry

analysis, strategic groups and hyper

competition

C 4 2 AP 5 4 2

COMPETITIVE ADVANTAGE

Strategic Groups Competitive Changes

during Industry evolution - Globalization E 5 3

U 9 5 4 1


L T P C

15MB3C01 STRATEGIC MANAGEMENT 3 0 0 3

177

II

and Industry Structure

National Context and Competitive

advantage resources - Capabilities and

competencies–core competencies

E 6 2

R 5 4 2

Generic Building Blocks of Competitive

Advantage -Distinctive Competencies –

Disruptive strategies

A 5 2

A 5 4 1

Resources and Capabilities durability of

competitive - Advantage -Avoiding

failures and sustaining competitive

advantage

A 5 2 E 5 4 2

III

STRATEGY FORMULATION

The generic and grand strategic

alternatives - Stability- Expansion -

Retrenchment and Combination

strategies -Competitive based strategies.

E 7 2

A

9

5 3 2

Business–Level Strategies – The

foundation of business level strategies –

Industry Structure – Positioning of firm

in Industry – Cost Leadership Business

strategies – Business strategies for

different Industry conditions.

E 8 2

E

5 4 2

Strategic Analysis – Tools and

techniques for Strategic analysis –

Corporate portfolio analysis –

Experience Curve – Life Cycle analysis

– Industry Analysis – Strategic Group

Analysis – SWOT analysis .

E 9 2

E

5 2 1

GAP Analysis - Mc Kinsey's 7 S

Framework - GE 9 Cell Model -

Distinctive competitiveness - Selection

of matrix

E 6 3

E 5 2 1

IV

STRATEGY IMPLEMENTATION

A General framework of Strategic

Implementation – Approaches of

strategic Implementation- Issues in

strategic Implementation

A 9 3 A

9

5 4 2

Strategic Implementation of all

functional areas – Resource allocation -

Organizational structure –

Organizational design – Building the

Organization Structure.

A 10 2 C 5 4 3

Business valuation in reference with

profitability – Strategic leadership –

Developing learning organisations

A 11 2 C 5 4 3

Managing innovation, creating new

opportunities, entrepreneurial leadership A 12 2 C 5 5 3

STRATEGIC EVALUATION AND CONTROL

Introduction and meaning of strategic D 9 3 E 9 5 2 3

178

V

control system – Types of control –

Characteristics of an effective control

system. Balanced score card

Guidelines for effective strategic control

system- Organization structure and

strategic control

C 11 2 E 5 4 1

Strategic evaluation and control –

Process of strategic evaluation and

control – Strategic control systems types.

D 12 2 E 5 4 2

Designing Strategic control system-

Strategies and techniques to acquire

power – Managing conflict. Techniques

of strategic evaluation and control.

D 12 2 C 5 3 3

Bloom’s Legends:



6 Reference Books

A. Dess, Lumpkin and Eisner, Strategic Management Texts and Cases, Tata McGraw Hill 2009

B. John A Pearce Richard B Robinson, Strategic Management Tata Mc Graw Hill, 2009

C. Thomas L Wheelen and J David Hunger, Concepts in Strategic Management and Business

Policy, Pearson 2012

D. Fred R David, Strategic Management Concepts and Cases PHI, 2011

E. Jeyarathnam, Strategic Management, Himalaya Publishing House, 2014

F. Kazmi, Strategic Management & Business Policy, Tata McGraw Hill, 2009.

G. S.Senthilkumar, M MaruthaDurai, A.Sharmila, J.Poornima, Business Policy and Strategic

Management, S.Chand 2014.


R U AP A E C TOTAL

UNIT I 0 1 1 2 0 0 4

UNIT II 1 1 0 1 1 0 4

UNIT III 0 0 0 1 3 0 4

UNIT IV 0 0 0 1 0 3 4

UNIT V 0 0 0 0 3 1 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 0 5 5 10 0 0 20

UNIT II 5 5 0 5 5 0 20

UNIT III 0 0 0 5 15 0 20

UNIT IV 0 0 0 5 0 15 20

UNIT V 0 0 0 0 15 5 20

TOTAL 100



179

9 Expected outcome of the course


CO1: Understand and analyze the strategic management concepts

CO2: Understand the various strategic management issues and able to formulate strategy.

CO3: Evolve national and international strategies to gain competitive advantage

CO4: Develop disruptive strategy to gain distinctive competencies

CO5: Analyze the cases and develop solutions through strategic information system

10 Mapping course outcome with Bloom’s Taxonomy LOT and HOT

R U AP A E C

CO1 √ √

CO2 √

CO3 √√

CO4 √

CO5

11 Mapping Course outcome with graduate attributes


CO1 √√ √ √

CO2 √√ √√ √ √ √ √ √

CO3 √√ √ √ √ √

CO4 √√ √ √√

CO5



CO1 √√ √√ √ √ √ √ √

CO2 √√ √ √

CO3 √√ √ √

CO4 √√ √ √ √

CO5


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √√

CO3 √

CO4 √

CO5

180

14 Capstone Model:


A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar


Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 10

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Total 100

181



To facilitate the students for environmental scanning

To enable the students to evaluate the types of political systems

To equip the students to evaluate the role of regulatory institutions

To provide insight towards the significance of social and technological environment

To enable the students in gaining expertise on legal environment






6. Course Input :

Un

it N

o

Name of the Topic

Ref

eren

ce B

ook

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Business Environment - Concept, significance and

factors A 1 2 U

9

5 5 4

Role of Environment in business A 1 2 E 5 5 4

Environmental awareness A 1 2 A 5 5 4

Environmental scanning for business planning A 1 3 A 5 5 4

II

POLITICAL ENVIRONMENT

Business and Government B 5 2 U

9

5 4 4

Political systems and types - Political relationships

and role of WTO B 5 2 E 5 4 4

Political Stability – Political Risks and Sources -

Political Risk Assessment – Bargaining and

Integrative Approaches

B 5 3 U 5 4 4

Policy formulations B 5 2 A 5 1 4

III

ECONOMIC ENVIRONMENT

Economic System and Types B 10 2 U

9

5 5 4

Economic Policies - Monetary and Fiscal Policy -

Industrial Policy - Trade Policies B 10 2 A 5 4 4


L T P C

15MB3C02 BUSINESS ENVIRONMENT 3 0 0 3

182

Economic Scenario – Inflation – Fiscal Stability -

Balance of Payments – Financial System – Direct &

Indirect Taxes

B 10 2 E 5 3 5

Role of regulatory institutions - Trade Blocs B 10 3 E 5 1 5

IV

SOCIAL AND TECHNOLOGICAL ENVIRONMENT

Demographic trend and social structure - Social &

cultural factor - Inter-face between society and

management

B 9 3 U

9

5 4 5

Social Change and Development B 9 1 A 5 3 5

Features of Technology – Classification of

Technology - Management of Technology – Impact

of Technology

B 9 3 E 5 3 4

International Technology Transfers B 9 2 E 5 3 4

V

LEGAL ENVIRONMENT

Monopolies Restrictive Trade Practices Act B 5 2 U

9

5 2 4

Foreign Exchange Management Act - Securities

and Exchange Board of India Act B 5 2 U 5 2 4

Customs & Central Excise Act - Central & State

Sales Tax B 5 2 A 5 2 4

Consumer Protection Act – IPR Acts - Competition

Law. B

5,

23 3 E 5 0 4

Bloom’s Legends:



7. Reference Books:

A. Francis Cherunilam, Business Environment, Text and Cases, Himalaya Publishing House, 8th

Edition

B. Aswathappa, International Business, McGraw Hill, 4rth

Edition

C. Shaikh & Saleem, Business Environment, Pearson Education, 2nd

Edition

D. Namit Gopal, Business Environment, Tata McGraw Hill Education, 2010


R U AP A E C TOTAL

UNIT I 0 1 0 2 1 0 4

UNIT II 0 2 0 1 1 0 4

UNIT III 0 1 0 1 2 0 4

UNIT IV 0 1 0 1 2 0 4

UNIT V 0 2 0 1 1 0 4

TOTAL 20



UNIT I 0 5 0 10 5 0 20

UNIT II 0 10 0 5 5 0 20

UNIT III 0 5 0 5 10 0 20

UNIT IV 0 5 0 5 10 0 20

UNIT V 0 10 0 5 5 0 20

TOTAL 0 35 0 30 35 0 100


183




CO1. Evaluate the role of environment in business

CO2. Analyze the types of political systems

CO3. Evaluate the role of regulatory institutions

CO4. Analyze the significance of social and technological environment

CO5. Gained expertise on legal environment


R U AP A E C

CO1 √√

CO2 √√

CO3 √√

CO4 √√

CO5 √√



CO1 √√ √√ √√ √√ √√

CO2 √√ √√ √√ √√ √√

CO3 √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√

CO5 √√ √√ √√ √√ √√ √√



CO1 √√ √√ √√ √√ √√ √√ √√ √√

CO2 √√ √√ √√ √√ √√ √√ √√ √√

CO3 √√ √√ √√ √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√ √√ √√ √√

CO5 √√ √√ √√ √√ √√ √√ √√ √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √√ √√

CO2 √√ √√

CO3 √√ √√

CO4 √√ √√

CO5 √√ √√

184

15. Capstone Model:


A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5


Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work 5

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Total 100

185

1 Course pre-requisites : Elementary knowledge about business organizations

and willingness to undertake business ventures


To facilitate the students understand the evolution of entrepreneurs and entrepreneurial

motivation

To infuse the quality of creativity and urge to innovate new business ideas

To facilitate the students understand the process of entrepreneurship development and to

prepare them to take up entrepreneurial ventures of their choice

To prepare the students face the entrepreneurial challenges by exposing them to the ways of

overcoming the risks associated with promoting new ventures

3 Expected Level of Output : Conceptual and procedural Level


5 Nature of the Course : Group 1 – 100 % Descriptive



Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

ENTREPRENEURSHIP – AN EVOLVING CONCEPT

The evolution of entrepreneurship –

Approaches to entrepreneurship –

Entrepreneurial traits - Entrepreneurship

theories

A 1 3 U

9

3 2 1

Entrepreneurial motivation – Developing

creativity and understanding innovation A 2

2 A 3 2 2

Entrepreneur and society - Ethical and

Social responsibility of entrepreneurs –

„For profit‟ and „Not for profit‟

organizations

A 2 2 U 3 2 1

Barriers to entrepreneurship – Rewards

and penalties for an entrepreneur D 1 2 E 3 4 2

II

DEVELOPING AN ENTREPRENEURIAL PLAN

Environment Assessment – Macro view

& Micro view - Preparation for a new

venture

A 3 3 A

9

4 3 2

Marketing research for new ventures A 3 2 A 4 3 2

Financial preparation for entrepreneurial

ventures – Capital Budgeting – Break

even analysis

A 3 3 A 3 3 2


L T P C

15MB3C03 ENTREPRENEURSHIP AND NEW VENTURE

MANAGEMENT 3 0 0 3

186

Developing an effective business plan A 3 1 E 3 3 2

III

INITIATING ENTREPRENEURIAL VENTURES

The challenges for new venture start-ups

– pitfalls in selecting new ventures –

Critical factors for new venture

development

A 4 2 A

9

4 3 3

Failure of new ventures – causes and

cures A 4 2 A 4 3 3

Identifying legal structures – sole

proprietorships, partnerships, Limited

Liability Partnerships – Joint stock

Companies – Statutory compliances

A 4 2 A 4 3 2

Registrations of business firms –

licensing requirements – export/import

registrations – Export processing zones –

incentives from Govt.

C 10 3 A 4 3 2

IV

SOURCES OF CAPITAL INSTITUTIONAL SUPPORT FOR ENTREPRENEURS

Debt vs. Equity – Industrial finance Govt.

sponsored financial institutions – Central

level and State level institutions–

International financial institutions

B 29 2 Ap

9

4 2 2

Role of commercial banks in financing to

business ventures –Term loans – working

capital assistance - Leasing – Hire

purchase

B 30 2 A 4 2 2

Venture capital – „Angel‟ financiers –

leveraged buy-out – Assistance from

Non-banking financial institutions

B 30 3 A 4 2 2

Export promotion Councils – Technical

Consultancy Organizations – Export

processing Zones – Subsidies/incentives

to entrepreneurs – Product based

incentives and location based incentives

C 10 2 A 4 2

V

CONTEMPORARY CHALLENGES IN ENTREPRENEURSHIP

Legal issues related to emerging ventures

– patents, copyrights, trademarks –

Bankruptcy law - Law of limitation

A 4 3 U

9

4 3 3

Management of succession and continuity

– Development of succession strategy A 6 2 Ap 5 3 3

Man-power challenges – Resource

constraints – Technology Constraints –

Competition from existing players –

Overcoming competitions

A 6 3 A 5 2 2

Challenges posed by Consumer

Protection Act, 1986 – Competition Act,

2002

C 14 1 A 5 2 2

Bloom’s Legends:



187

6. REFERENCE BOOKS

A. Kurutko and Hodhetts, „Entrepreneurship – Theory, Process and Practice‟, Thompson, 2004

B. Clifford Gomez, „ Financial markets, Institutions and Financial services‟, PHI, 2008

C. Poornima M. Charantimath, „Entrepreneurship Development and Small Business enterprises‟,

Pearson, 2014

D. Singhal R.K. „Entrepreneurship Development and management‟, S.K. kataria & sons, 2009

E. Nandhan H, „Fundamentals of entrepreneurship‟, PHI, 2011

F. Aplana Trehan, „ Entrepreneurship‟, Dreamtech Press, 2011

G. Rajeev Roy, „Entrepreneurship‟, Oxford University Press, 2008


R U AP A E C TOTAL

UNIT I 0 2 0 1 1 0 4

UNIT II 0 0 0 3 1 0 4

UNIT III 0 0 0 4 0 0 4

UNIT IV 0 0 1 3 0 0 4

UNIT V 0 1 1 2 0 0 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 0 10 0 5 5 0 20

UNIT II 0 0 0 15 5 0 20

UNIT III 0 0 0 20 0 0 20

UNIT IV 0 0 5 15 0 0 20

UNIT V 0 5 5 10 0 0 20

TOTAL 0 15 10 65 10 0 100%





CO1: Know the entrepreneurial process and get motivated towards entrepreneurship

CO2: Think creatively and spot out new, promising business ideas

CO3: Identify business ideas that matches their profile and resources

CO4: Identify the apparent and hidden risks associated with business ventures and the ways to

overcome them


R U AP A E C

CO1 √

CO2 √√ √√

CO3 √√ √√ √√

CO4 √√ √√

188



CO1 √

CO2 √√

CO3 √√ √√ √ √ √

CO4 √√ √ √ √ √



CO1 √ √ √

CO2 √ √ √

CO3 √ √√

CO4 √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √

CO2 √√ √

CO3 √ √

CO4 √ √

14. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 5

Tutorial

Assignments 5

Coding

Mini Project 5

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

189

1. Course pre-requisites : Basic Understanding of Environmental issues


i. To enable the students to understand fundamentals of Environmental management

ii. To sensitise the students in Sustainable development & Environmental protection

iii. To create awareness on the rise of Green Consumerism and greening of Company Managements

iv. To enable them to understand implementation of Environmental management systems in

Industry and to familiarize them about Environmental legislations

3. Expected Level of Output : Conceptual and application level





6. Course Input :

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I INTRODUCTION TO ENVIRONMENTAL MANAGEMENT

Environmental Ethics- Environmental

Philosophies A 1 2 U

9

4 4 2

Basics of ecology and Environment: Eco

system-Definition-Forest Eco system-

Biodiversity

A

1

1

U

4

4

2

Environmental pollution-Air pollution and

Climate change, Water Pollution-Land

Pollution-Pollution by solid wastes- Pollution

by Hazardous wastes

A

1

4

U

4

2

2

Economic Development and Environmental

degradation: Environmental impact-Facts-

Threat to health-Ecological Footprint-Limits to

Growth

A

6

2

U

4

3

2

II SUSTAINABLE DEVELOPMENT

Sustainable development and environmental

protection Compared-Components of

Sustainable development

A 8 2 A

9

4 3 2

Weak and Strong Sustainable Development-

Components and goals of sustainable

development

A 8 2 A 4 3 2

Conditions for sustainable development-The A 8 3 U 4 2 2


L T P C

15MB3C04 GREEN MANAGEMENT 3 0 0 3

190

IUCN/UNEP Strategies for sustainable

development

Policy measures for achieving sustainable

development A 8 2 U 5 2 2

III

ENVIRONMENTAL LEGISLATIONS

Environment (Protection) second Amendment

and Rules-2002 and Act-1986 B

Vol

IV-1 2 A

9

5 3 3

Air (Prevention & Control of Pollution) Act -

1981and the corresponding Rule-1982

B

Vol

IV-

7,8

2 A 5 3 3

Water ( Prevention & Control of Pollution)

cess (Amendment)Act -2003and the

corresponding Rule-1978

B

Vol-

IV-

9,10

2 A 5 3 3

Hazardous Waste (Management & Handling)

Rules(Recycled plastics manufacture and usage

Amendment rules-2002

B

Vol-

V -

29

2 A 5 3 3

E-waste (Management and Handling) Rules,

2011

E I-VI 1 A 5 2 2

IV

THE RISE OF GREEN CONSUMERISM &THE GREENING OF COMPANY

MANAGEMENTS

Green Consumerism-Definition-The green

Consumer- impact of Green Consumerism to

Ecological crisis

A 10 2 A

9

4 3 3

The greening of Company Managements: Defects of market Economy, Corporate

Responsibility for environmental problems

A

10

2

A

5

4

3

Pressure for a Greener Business Environment-

Reasons for business to go green A,D

10,

Vol.

93(1)

2 E 5 3 3

Five stage model of Corporate Environmental

Responsibility A 10 2 A 5 3 3

Financial Reasons for Going Green A 10 1 A 5 3 3

V

ENVIRONMENTAL MANAGEMENT SYSTEMS IN THE INDUSTRY

EMS-Definition-EMS models-Need for firms

to certify EMS

A 11 2 A

9

5 3 3

Ten elements of EMS-Benefits of EMS A 11 2 U 5 2 3

Impact of EMS on Technological Innovation-

EMS and Green Supply management

A 11 2 A 5 2 3

Management based strategies and EMS-

Barriers to EMS adoption

A 11 2 A 5 2 3

Conditions essential for successful

implementation of EMS A,E 11 1 A

5

2

3

191

7. REFERENCE BOOKS

A. Green Management: Theory & Applications, By M. Karpagam, Geetha Jaikumar,Ane books ,Pvt

Ltd,2010

B. Environmental Legislation in India, By K.R. Gupta, Atlantic publishers and distributors, 2006

Reference journals &Websites

C. Linas Čekanavičius, Vilnius University, Lithuania, Rugilė Bazytė, Strathclyde University, United

Kingdom,Agnė Dičmonaitė,Vilnius University, Lithuania, Green Business: Challenges and Practices,

ISSN 1392-1258. EKONOMIKA 2014 Vol. 93(1)

D. Indian experience of the Environmental management system (EMS), by V. K. KHANNA,

International Journal of Innovation and Technology Management: Vol. 07, No. 04, December 2010

E. www.moef.nic.in/downloads/rules-and-regulations/1035e_eng.pdf


R U AP A E C TOTAL

UNIT I 0 4 0 0 0 0 4

UNIT II 0 2 0 2 0 0 4

UNIT III 0 0 0 5 0 0 5

UNIT IV 0 0 0 4 1 0 5

UNIT V 0 1 0 4 0 0 5

TOTAL 23



UNIT I 0 17.39 0 0 0 0 17.39

UNIT II 0 8.70 0 8.70 0 0 17.39

UNIT III 0 0 0 21.74 0 0 21.74

UNIT IV 0 0 0 17.39 4.36 0 21.74

UNIT V 0 4.36 0 17.39 0 0 21.74

TOTAL 100 %





CO1: Understand the Eco system and impact of pollution on Environment

CO2: Understand the policy measures and Environmental Legislations to achieve sustainable development

CO3: Develop Strategy for greening company managements

CO4: Formulate management based strategies for successful implementation of EMS


R U AP A E C

CO1 √√

CO2 √ √√

CO3 √√ √√ √

CO4 √ √√

http://www.moef.nic.in/downloads/rules-and-regulations/1035e_eng.pdf

192



CO1 √√ √ √√ √ √ √ √

CO2 √ √√ √ √ √ √

CO3 √ √√ √ √√ √ √ √ √

CO4 √ √ √√ √√ √ √ √



CO1 √√ √ √ √√ √

CO2 √√ √ √√ √ √√ √ √ √

CO3 √ √ √√ √√ √√ √ √ √

CO4 √ √ √ √ √√ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √ √

CO3 √ √√ √

CO4 √ √ √


15. CAPSTONE MODEL- A - Group 1 (100% Descriptive)

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work 5

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

193

1. Course pre-requisites : Knowledge on Investment


To enable students to understand the conceptual framework of Investment , Securities Market

and Portfolio Management

To facilitate the students to understand the functioning of Securities Market in India

To equip the students to gain expertise in valuation of securities

To familiarize the students to evaluate the performance of portfolio of securities

To equip the students to build a diversified portfolio, to periodically evaluate and revise the

portfolio



5. Nature of the Course : Group 3 – 80% Descriptive & 20%Analytical



6. Course Input :

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

io

nal

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INVESTMENT

Investment: Meaning, Nature and Scope,

Decision Process, Financial and

Economic Meaning

A 2 2 U

9

5 5 3

Characteristics and Objectives - Types of

Investors A 2 2 AP 5 5 3

Investment Alternatives C 2 2 A 5 5 3

Choice Evaluation, Risk and Return

Concepts A 6 3 E 5 5 4

II

SECURITIES MARKET

Financial Market, Segments, Types &

Participants in Financial Market A 3 2 U

9

5 5 2

Regulatory Environment, Primary

Market and Secondary Market A 3 2 AP 5 5 3

Methods of floating new issues, Book

building, Role of primary market &

Stock Exchanges in India

A 3 2 A 5 5 3

Stock Exchanges in India – BSE, OTCE,

NSE, ISE, Trading System in Stock

Exchanges & SEBI

A 4,5 3 A 5 5 3

FUNDAMENTAL ANALYSIS


L T P C

15MB3E05 SECURITY ANALYSIS AND PORTFOLIO

MANAGEMENT 3 0 0 3

194

III Economic Analysis: Economic

Forecasting and Stock Investment

Decisions, Forecasting Techniques

A, C 7,12 3 A

9

5 5 0

Industry Analysis: Industry

Classification, Industry Life Cycle A, B 8,19 2 A 5 5 3

Company Analysis: Measuring Earnings A 8 2 A 5 5 2

Forecasting Earnings & Applied

Valuation Techniques C 12 2 E 5 5 2

IV

TECHNICAL ANALYSIS

Fundamental Analysis Vs Technical

Analysis B 20 2 A

9

5 5 3

Charting methods, Market Indicators,

Trend and Trend Reversals & Patterns A 11 3 A 5 5 3

Moving Average, Exponential Moving

Average & Oscillators A 11 2 E 5 5 3

Efficient Market theory A 12 2 E 5 5 0

V

PORTFOLIO MANAGEMENT

Portfolio Analysis A 13 2 A

9

5 5 5

Portfolio Selection & Capital Asset

Pricing Model A 14,15 3 C 5 5 3

Portfolio Revision A 16 1 A 5 5 2

Portfolio Evaluation A 17 3 E 5 5 4

Bloom’s Legends:



7. Reference Books

A. Kevin, Securities Analysis and Portfolio Management , Prentice Hall of India, 2009

B. Bhalla, Investment Management, S Chand & Company Ltd,16th edition, 2010

C. Punithavathy Pandian, Security Analysis and Portfolio Management, Vikas Publication Pvt. Ltd,

2010


R U AP A E C TOTAL

UNIT I 0 1 1 1 1 0 4

UNIT II 0 1 1 2 0 0 4

UNIT III 0 0 0 3 1 0 4

UNIT IV 0 0 0 2 2 0 4

UNIT V 0 0 0 2 1 1 4

TOTAL 20



UNIT I 0 5 5 5 5 0 20

UNIT II 0 5 5 10 0 0 20

UNIT III 0 0 0 15 5 0 20

UNIT IV 0 0 0 10 10 0 20

UNIT V 0 0 0 10 5 5 20

TOTAL 0 10 10 50 25 5 100%



195



CO1. Understand the conceptual framework of Investment, Securities Market and Portfolio

Management

CO2. Analysis the functioning of financial mark

CO3. Understand and critically evaluate investment advice from analyst

CO4. Evaluate and select financial securities in constructing an investment portfolio using relevant

tools and techniques.

CO5: Create a diversified portfolio and assess portfolio performance


R U AP A E C

CO1 √√

CO2 √

CO3 √ √

CO4 √√

CO5 √



CO1 √ √ √ √√ √ √ √√ √ √

CO2 √√ √ √√ √ √ √ √ √ √

CO3 √ √ √√ √√ √ √ √ √ √

CO4 √√ √ √ √√ √√ √ √ √ √

CO5 √√ √√ √ √√ √ √ √ √√ √



CO1 √ √ √ √ √ √ √ √ √

CO2 √√ √ √ √ √ √ √ √ √

CO3 √√ √ √ √ √ √ √√ √ √ √

CO4 √ √ √ √ √ √ √ √ √ √

CO5 √√ √ √ √ √ √ √√ √ √√ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √ √ √

CO2 √√ √√ √

CO3 √ √ √

CO4 √ √ √ √

CO5 √√ √√ √√

196

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 5

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 10

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

197

1. Course pre-requisites : A basic understanding about what is merger and

acquisition and its impacts.


To understand the nature and mechanism of mergers and acquisitions

To assess the impact of merging and acquiring companies and to make recommendations

To understand corporate restructuring and its purpose.

To understanding the key participants in the M&A process.



5. Nature of the Course : Group 3- 80% Descriptive & 20%Analytical



6. Course Input :

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

a

l H

ou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

Introduction to Merger

Introduction to Mergers, Types of Mergers

Merger Strategy A 1,4 2 U

8

4 4 5

Growth Synergy, Operating Synergy, Financial

Synergy A 3,4 2 A 3 4 2

Diversification, Other Economic Motives,

Hubris Hypothesis of Takeovers B 3 2 C 4 3 2

Financial Evaluation, Joint Venture and Strategic

Alliances. B 3 2 C 3 2 4

II

Legal aspects of Merger

Legal Aspects of Mergers B,C 33,17 1 U

8

3 2 4

Amalgamation and Acquisition B 33 2 U 3 4 5

Provisions of Companies Act C 17 1 U 3 4 2

Regulation by SEBI, Takeover Code, Scheme of

Amalgamation, Approval from Court, Valuation

of a Business.

C,B 17,33

32

4 A 5 4 2

Valuation of Merger and Acquisition

Due Diligence –types, screening due diligence,

challenges and checklist C 16 1 U

13 2 4 2


L T P C

15MB3E06 MERGER AND ACQUISITION 3 0 0 3

198

III

Valuation for Merger and Acquisition, Concepts

of value, methods of Enterprise and Equity

valuation

A,C 6,5 2 A 4 3 2

Brand, Goodwill, Human resources valuation,

Customer Relationships valuation and Firm

valuation,

C 5 2 A 3 2 3

Cost of Capital, Relative valuation, Issues in

Valuation, Synergy and Value creation

C 9 2 E 4 2 3

Financing Mergers and Acquisitions, Equity,

debt and venture capital funds, Negotiation

A,C 12,15 3 A 2 3 2

Deal structuring and Methods of payments in

mergers and acquisitions, Accounting for

Mergers and Acquisitions,

A 12 3 C 3 2 2

IV

Collars

Collars, Role of Arbitrage in Merger &

Acquisition D 70 2 A

8

4 2 2

Interpretation of arbitrage spreads, Earn out and

CVRS

C 8 2 A 3 2 4

Pre closing &t closing M&A Risk with the help

of Collars

C 6 2 U 2 2 3

Fixed Collar Offers vs. Floating Collars Offers D 71 2 E 4 2 2

V

Control Mechanism

Internal and External control Mechanism A 29 2 E

8

2 2 3

Takeover tactics 2 A 3 2 2

Takeover defenses A 20 2 A 4 2 3

Regulatory Aspects in India with respect to

Takeover defenses A 20 2 U 2 3 2

Bloom’s Legends:


A-Analyzing E – Evaluating C - Creating

7. REFERENCE BOOKS A. J. Fred Weston- Kwang S.Cheng-Susan E.Hog “Merger and Acquisition, Restructuring

and corporate control

B. MY.Khan and PK Jain Financial Management, Text, Problem, Cases- 5. TH. Edition.

Tata MCGraw Hill Publishing, 6th Edition

C. Merger and Acquisition strategy, valuation and integration, Kamal Ghosh Ray. PHI

Learning Pvt. Ltd., 2010

199


R U AP A E C TOTAL

UNIT I 0 1 0 1 0 2 4

UNIT II 0 3 0 1 0 0 4

UNIT III 0 1 0 3 1 1 6

UNIT IV 0 1 0 2 1 0 4

UNIT V 0 1 0 2 1 0 4

TOTAL 22


R U AP A E C TOTAL

( %)

UNIT I 0 4.54 0 4.54 0 9.09 18.17

UNIT II 0 13.63 0 4.54 0 0 18.17

UNIT III 0 4.54 0 13.63 4.54 4.54 27.25

UNIT IV 0 4.54 0 9.09 4.54 0 18.17

UNIT V 0 4.54 0 9.09 4.54 0 18.17

TOTAL 0 31.79 0 40.89 13.62 13.63 100





CO1: Demonstrate an advanced and integrated understanding of the regulatory framework relating

to the operation of mergers and acquisitions

CO2: Critically evaluate the effects of mergers and acquisitions

CO3: Analyze and research complex problems relating to regulation of takeovers and make

appropriate choices amongst alternatives.

CO4: Demonstrate sophisticated cognitive and creative skills in approaching legal issues relating

to mergers and acquisitions and generate appropriate responses.


R U AP A E C

CO1 √ √ √

CO2 √ √ √

CO3 √ √√

CO4 √ √ √



CO1 √ √

CO2 √ √√ √ √ √

CO3 √ √√ √ √ √ √ √√

CO4 √ √ √√

200



CO1 √ √√ √ √ √ √ √

CO2 √ √ √ √

CO3 √ √ √√ √

CO4 √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √√ √ √

CO3 √ √

CO4 √ √√ √ √√

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 05

Tutorial

Assignments 05

Coding

Mini Project

Group Discussion 05

Field work

Case study 05

Technical Quiz

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

201

1. Course pre-requisites : Basic knowledge about financial management and

use of Financial analysis in decision making.


To discuss the role and practices of foreign exchange markets and their use in financial

management for international businesses

To explain the exchange rate determination and the role of global financial markets

To appraise the financial risks faced by international businesses and the principles for

managing these risks

To apply the principal financial management techniques in international business



5. Nature of the Course : Group 3 - 80% Descriptive & 20%Analytical



Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors F

1

F2

F3

F4

I

INTRODUCTION

The Finance Function in Global Context,

Distinguishing Features of International.

A 1 2 U

10

4 4 2

Foreign Exchange - Foreign Exchange

Market - Market Participants. A 7 2 A 5 4 2

Types of Transactions , Foreign Exchange

Management and its Risk A 7 2 A 4 3 3

International Financial System ,

International Monetary System, Balance of

Payments

A,B 4,3 4 E 4 3 3

II

FOREIGN EXCHANGE

Evolution , Regulations, Indian Foreign

Exchange Market, Modes of Investment B 5,4 3 U

8

3 4 2

Foreign Direct Investment (FDI) B 11,

14 2 A 5 2 2

Foreign Institutional Investors (FII) B 11, 2 A 5 2 3


L T P C

15MB3E07 INTERNATIONAL FINANCIAL MANAGEMENT 3 0 0 3

202

14

Investment in India B 16 2 E 3 3 4

III

FOREIGN EXCHANGE RISK

Types of Foreign Exchange Exposure and

Risk, Management of Transaction Risk A,B 13,9 4 A

10

4 4 3

Techniques for Hedging Transaction

Risk, Internal Hedging Strategies , B

9,10,

13 4 E 3 3 3

Management of Operating Risk, Managing

Transaction Exposure B

9,10,

13 2 U 4 2 2

IV

INTERNATIONAL FINANCIAL MARKET

Motive -Sources -Segments C 17 1 U

10

3 3 2

International Money Markets ,

International Credit Market C 17 2 A 4 3 3

Foreign Exchange Market B 5 1 A 3 3 2

The international Financing Decision,

International Equity Financing

Evaluating Borrowing Options, Funding

Avenues in Global Capital Markets

A 18 5 E 4 4 3

Eurocurrency Markets, Depository

Receipts. A 20 1 E 3 3 3

V

INTERNATIONAL PORTFOLIO INVESTMENT

International Portfolio Investment B 14 1 U

7

4 4 2

Corporate Strategy and Foreign Direct

Investment B 14 1 U 5 4 1

Capital budgeting for MNCs B 12 3 A 3 3 2

Cost of Capital and Capital Structure of

Multinational Firms B 12 2 E 4 4 3

Bloom’s Legends:



7. REFERENCE BOOKS

A. International Financial Management P G Apte (Tata McGraw Hill), Sixth Edition

B. International Financial Management Sixth Edition By Sharan, Vyuptakesh PHI Learning, 6th

Editon

C. Fundamentals of International Financial Management S. Kevin-2 Edition

D. International Financial Management P.K Jain, Josette Peyrard and S. Yadav, 2 Edition


R U AP A E C TOTAL

UNIT I 0 1 0 2 1 0 4

UNIT II 0 1 0 2 1 0 4

UNIT III 0 1 0 1 1 0 3

UNIT IV 0 1 0 2 2 0 5

UNIT V 0 2 0 1 1 0 4

TOTAL 20

203


R U AP A E C TOTAL

( %)

UNIT I 0 5 0 10 5 0 20

UNIT II 0 5 0 10 5 0 20

UNIT III 0 5 0 5 5 0 15

UNIT IV 0 5 0 10 10 0 25

UNIT V 0 10 0 5 5 0 20

TOTAL 0 30 0 40 30 0 100





CO1: Understand a complex body of knowledge relating to the international financial environment with

in which the hospitality industry must operate.

CO2: Critically evaluate the international financial objectives of various types of multinational hospitality

organizations and the respective requirements of stakeholder.

CO3: Possess a comprehensive knowledge of alternative sources of international finance and investment

opportunities and their suitability in particular circumstances

CO4: Understand the factors affecting international investment decisions and opportunities


R U AP A E C

CO1 √ √ √

CO2 √ √ √

CO3 √ √ √√

CO4 √ √ √



CO1 √ √

CO2 √ √ √ √ √

CO3 √ √√ √ √ √ √√

CO4 √ √ √



CO1 √ √√ √ √ √ √ √

CO2 √√ √ √ √

CO3 v √ √√ √

CO4 √ √ √ √ √

204


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √√ √ √

CO3 √ √

CO4 √ √√ √ √√

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial

Assignments 05

Coding

Mini Project

Group Discussion

Field work 05

Case study 10

Technical Quiz

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

205

1. Course pre-requisites : Knowledge on Investment


To equip young managers with the knowledge of derivatives practices in India

To acquaint the students to manage the risk associated with derivatives and their synergic

effect on financial returns.

To examine forwards and futures contracts for equity indexes, commodities, and currencies

To learn to model and evaluate derivative instruments and risk exposure.

To develop an appreciation and a practical understanding of the key features of major

derivative instruments



5. Nature of the Course : Group 3 – 80% Descriptive & 20%Analytical



Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

1

INTRODUCTION

Derivatives, Types of derivatives,

Participants: hedgers, speculators,

arbitrageurs and scalpers

A,C 1,1 3 U

9

5 5 3

Traders – Types of Settlement A,B 1,1 2 AP 5 5 0

OTC and Exchange Traded Securities B 1 2 A 5 5 3

Uses and Advantages of Derivatives,

risks In Derivatives C 1 2 E 5 5 2

II

FUTURES CONTRACT

Specifications of Futures Contract -

Margin Requirements – Marking to

Market

C 2 2 U

9

5 5 2

Hedging using

Futures – Types of Futures Contracts B 1,3 2 E 5 5 1

Securities - Stock Index Futures,

Currencies and Commodities B 5 2 A 5 4 3

Delivery Options, Relationship between

Future Prices, Forward Prices and Spot

Prices

B 2 3 A 5 5 3


L T P C

15MB3E08 FINANCIAL DERIVATIVES 3 0 0 3

206

III

SWAPS

Definition of SWAP, Interest Rate

SWAP & Currency SWAP C 13 2 U

8

5 4 0

Role of Financial Intermediary –

Warehousing C 13 2 A 5 0 0

Valuation of Interest rate SWAPs and

Currency SWAPs Bonds C 13 2 E 5 4 0

FRNs & Credit Risk A,B 4,7 2 A 5 4 0

IV

OPTIONS

Definition, Exchange Traded Options &

OTC Options C 14 1 U

10

5 5 0

Specifications of Options, Call and Put

Options & American and European

Options, Intrinsic Value and Time Value

of Options

C 14 4 E 5 4 3

Option payoff, options on Securities,

Stock Indices, Currencies and Futures C 14 2 E 5 4 3

Differences between future and Option

contracts, Options Pricing models C 14,15 3 A 5 4 0

V

DERIVATIVE PRODUCTS

Commodity Market Derivative

Instruments D 8 3 A

9

5 5 0

Equity Market Derivative instruments D 9 2 C 5 5 4

Interest rate market Derivative

instruments D 10 2 E 5 3 0

Currency Derivative instruments D 11 2 E 5 3 0

Bloom’s Legends:



6. REFERENCE BOOKS

A. S.S.S Kumar, Financial Derivatives, Theory, Concepts and Practice, PHI Learning, 2010

B. John C Hull, Options, Futures and other Derivative Securities, Pearson, 2009

C. Gupta, Financial Derivatives, Theory, Concepts and Practice, Prentice Hall of India, 2008

D. R. Madhumathi & M. Ranganathan, Derivatives & Risk Management, Dorling Kindersley

(India)

Pvt. Ltd, 2010


R U AP A E C TOTAL

UNIT I 0 1 1 1 1 0 4

UNIT II 0 1 0 2 1 0 4

UNIT III 0 1 0 2 1 0 4

UNIT IV 0 1 0 1 2 0 4

UNIT V 0 0 0 1 2 1 4

TOTAL 20

207



UNIT I 0 5 5 5 5 0 20

UNIT II 0 5 0 10 5 0 20

UNIT III 0 5 0 10 5 0 20

UNIT IV 0 5 0 5 10 0 20

UNIT V 0 0 0 5 10 5 20

TOTAL 0 20 5 35 35 5 100%





CO1: Understand how derivative securities work and how they are traded.

CO2: Apply the knowledge for hedging activity.

CO3: Analyse financial derivatives: forward contracts, futures, Swaps and options.

CO4: Create derivative pricing models and identify payoffs from derivative positions

CO5: Analyse knowledge of financial derivatives to a range of scenarios


R U AP A E C

CO1 √√

CO2 √

CO3 √√

CO4 √

CO5 √



CO1 √√ √ √√ √√ √ √ √ √ √√

CO2 √ √ √ √ √ √ √√ √ √√

CO3 √√ √ √√ √√ √√ √ √√ √ √√

CO4 √√ √√ √√ √ √√ √ √ √√

CO5 √√ √ √√ √ √√ √ √√ √ √√



CO1 √√ √√ √ √ √√ √ √ √

CO2 √ √ √ √√ √ √ √ √ √

CO3 √√ √√ √ √ √√ √ √ √

CO4 √ √ √ √ √√ √ √

CO5 √ √ √√ √ √√ √ √ √ √√

208


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √ √

CO2 √ √ √

CO3 √ √√ √

CO4 √ √ √

CO5 √√ √ √ √

14. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 5

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 10

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

209

1. Course pre-requisites : Basic feature of Excel and Econometrics


To disseminate basic knowledge about Econometrics and Financial Modeling.

To create financial model using excel spreadsheet for derivatives.

Using the excel spreadsheet for valuation of bonds and equities

Using excel for creating efficient portfolio.

3. Expected Level of Output : Analyzing and application


5. Nature of the Course : Group C – 20% Descriptive 80 % Analytical



Un

it N

o

Description

Tex

t B

ook

Ch

ap

ter

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

EXCEL AND ECONOMETRICS – INTRODUCTION

Understanding the Basic Features of Excel

- Introduction to Modeling, Excel

-Creating Charts

B 1,5 2 U

9

5 4 4

Understanding Finance Functions present

in Excel - Creating Models B,E 4,8 3 AP 5 5 4

Introduction to Econometrics - Data types E 1 2 U 5 4 3

Estimation using the method of Ordinary

Least Squares (OLS) – Scaling and Units

of Measurement

E, 3 to 6 1 A 5 3 3

II

ECONOMETRICS – LINEARITY AND NON-LINEARITY

Basic concepts of regression analysis -

Introduction to Multiple Linear

Regression Model

B,C 8,53 2 U

9

5 4 3

The Multiple Linear Regression Model E, A 9, 7

& 8 3 AP 5 4 3

Regression Model for linearity A,D 14,12 2 AP 5 5 3

Non- linear Pricing Strategy and

incorporating Qualitative factors into C 82,54 2 AP 5 5 3


L T P C

15MB3E09 ECONOMETRIC AND FINANCIAL MODELING 3 0 0 3

210

multiple regression

III

RISK ANALYSIS IN CAPITAL BUDGETING

Risk Analysis in Project Appraisal

through Simulation F,C 12,69 3 A 5 5 3

Sensitivity Analysis and Scenario

Analysis using excel F,C 12,17 2 A

9

5 5 4

Using Solver in Excel for Selection of

investment alternatives and financial

planning

C 32,33 2 A 5 5 3

Evaluating the investments by NPV, IRR C,B 8 &

9,15 2 E 5 4 3

IV

PORTFOLIO VALUATION

Valuation of securities – Determining risk

and return B 12 2 AP

9

5 5 4

Excel in Derivatives - Black and Scholes

Model in Pricing D, C 9,74 2 A 5 4 3

Pricing of options – put option and call

option F, C 7,74 3 A 4 3 2

Portfolio Analysis - Creating Optimal

Portfolios A 12 2 A 5 3 2

V

FINANCIAL ANALYSIS

Excel in financial tools - Analyzing from

income statement and balance sheet B 6 2 A

9

4 5 4

Forecasting Financial Statements using

Excel C,B

67,

8,9&10 2 A 4 5 4

Valuing the company by Adjusted

Accounting and market method B 19 2 A 4 5 4

Excel in Fixed Income Securities – Bonds

Valuation C 71 3 A 5 4 3

Total Hours 45

Bloom’s Legends:



6. REFERENCE BOOKS

A. Damodar N. Gujarati Sangeetha, Basic Econometrics, The McGraw-Hill

B. Alastair L. Day, Mastering Financial Modeling in Microsoft Excel, Prentice Hall(Second Edition)

C. Wayne L. Winston, Excel 2010 Data Analysis and Business Modeling, PHI learning Pvt. Ltd.,

D. John Y Campbell, Andrew W. Lo, A. Craig Mackinlay, The Ecnometrics of Financial Markets,

New Age International (p) Limited,

E. William H. Greene, Econometric Analysis Pearson Education, (fifth Edition)

F. I M Pandey, Financial Management, Vikas publishing house pvt.ltd.,

WEB RESOURCES

www.proschoolonline.com

http://www.proschoolonline.com/

211


R U AP A E C TOTAL

UNIT I 2 1 1 4

UNIT II 1 3 4

UNIT III 3 1 4

UNIT IV 1 3 4

UNIT V 4 4

TOTAL 20



UNIT I 10 5 5 20

UNIT II 5 15 20

UNIT III 15 5 20

UNIT IV 5 15 20

UNIT V 20 20

TOTAL 15 25 55 5 100





CO1: Understand the concept of econometrics and financial modeling

CO2: Create the financial model using excel spreadsheet.

CO3: Determine the right price while transacting the futures and options in Derivatives market.

CO4: Use the excel spreadsheet to analyze the company and securities

CO5: Construct the optimum portfolio of securities.


R U AP A E C

CO1 √√ √ √

CO2 √ √√

CO3 √√ √

CO4 √ √√

CO5 √√



CO1 √ √ √ √ √ √ √

CO2 √ √ √√ √√ √√ √ √√ √ √

CO3 √ √√ √ √ √

CO4 √ √√ √√ √ √ √ √ √

CO5 √ √√ √√ √ √

212



CO1 √√ √ √√ √ √ √ √ √

CO2 √ √ √ √ √ √ √ √√ √√

CO3 √ √ √ √

CO4 √√ √√ √√ √√ √ √ √√

CO5 √√ √√ √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √ √ √

CO2 √√ √√

CO3 √ √√ √√

CO4 √ √√ √

CO5 √ √ √√

14. CAPSTONE MODEL

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial 5

Assignments 10

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

213

1. Course pre-requisites : Basic understanding of the Financial Markets


To understand the operation of National and International Financial System and its regulatory

framework

To study and interpret the Government Budget and its impact on the economy

To understand the impact of various industries on economy

To understand the legal environment of the financial market and to react to the field level

happenings

To interpret a company‟s status and future growth by analysing annual reports and other

documents






Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Structure of Indian Financial System

,Monetary Policy and Fiscal Policy

A

B

3

1 2 AP

9

5 4 2

Regulatory Authorities: RBI, SEBI, IRDA,

NHB

A

B

19

2,10 2 R 4 3 5

Share Markets, Commodities Markets and

Money Market E 2 3 E 4 3 2

NSE and BSE Basics E 10 2 E 5 4 3

II

INTERPRETING THE REPORTS

Central and State budgets – Budget-making

exercise G 14 2 C

9

5 5 4

How to read a Budget - Concept of Zero

budget, Importance of Public Accounts

Committee

G 14 2 C 5 2 5

Gathering, Distribution and allocation of

revenue vis-à-vis the Central and State

Government

G 14 3 Ap 4 5 3

Course Code

Course Name

Contact Hours

L T P C

15MB3E10 FINANCIAL JOURNALISM 3 0 0 3

214

Finance and Planning Commission G 53,

54 2 R 5 4 3

III

LEGAL ACTS AND MEDIA REPORTING

Introduction to Tax laws – FERA-Industrial

Relations Act C 20 2 R

9

4 5 3

Companies Act – Chamber of Commerce and

Industries C 20 2 R 4 3 2

Sources of news of business Print Media

(Newspapers and Magazines) C 20 2 E 4 4 5

Electronic Media (Internet and Television-

CNBC TV18, NDTV Profit, CNBC Asia, Fox

News Channel, Bloomberg Television)

C 20 3 E 4 5 4

IV

COMPANY ANALYSIS

Business Beats – Finding basic Company

Information F 7-9 2 E

9

5 4 5

Analysis of decisions – Reading company

reports and statements, AGMs and creating

stories

F 21-

25 3 E 5 4 4

Satellite network and new trends in business

Journalism - Commercial Database F

21-

25 2 A 5 4 4

Ethics in Business reporting - Concept of

Social Audit F

21-

25 2 R 5 5 3

V

INTERNATIONAL ENVIRONMENT

Covering Exports and Imports - Foreign

Capital Investment (FDI,FPI, FII) C

15,1

9 2 E

9

5 4 2

Contributions of WTO and World Bank –

Determinants of Exchange rates C 4 2 E 4 4 3

Federal Reserve System and European Central

Bank

C

D

6

4 2 E 5 4 2

NYSE,NASDAQ,LSE D 5 3 A 4 4 3

Bloom’s Legends:


A-Analyzing E – Evaluating C- Creating

6. Reference books:

A. K.C.Shekhar&LekshmyShekhar, A Banking Theory and Practice , Vikas Publishing House

Pvt Ltd., 2013

B. Dr.R.Parameswaran, Indian Banking, S.Chand& Company Pvt Ltd., 2012.

C. CheolS.Eun& Bruce G. Resnick. International Financial Management, Tata Mc.Graw- Hill

edition, 2002.

D. P.K Jain,JosettePeyrard, Surendra S. Yadav, Macmillan Publishers India Ltd.,2013

E. Dr. S. Gurusamy, Capital markets, Tata Mc.Graw Hill Publishers, 2010

F. Warren Buffett, Interpretation of Financial Statements, Scribner, 2008.

G. A.N. Agrawal, Indian Economy- Problems of Development and Planning, New Age

International Publishers, 2013.

H. Stock Markets and Financial Journalism by S.K. Aggarwal

I. Financial Journalism: Money Matters - by Marie Kinsey

http://www.amazon.in/s/ref=dp_byline_sr_book_1?ie=UTF8&field-author=S.K.+Aggarwal&search-alias=stripbooks

215

J. Understanding Financial Statements: A Journalist‟s Guide, Jay Taparia, Marion Street Press,

2004.

K. Writing about Business: The New Columbia Knight-Bagehot Guide to Economics and

Business Journalism, Terri Thompson, editor, Columbia University Press, 2001.

L. The New York Times Reader: Business and Economics, Mark Tatge, CQ Press, 2011.

M. Covering Business: A Guide to Aggressively Reporting on Commerce and Developing a

Powerful Business Beat, Robert Reed and Glenn Lewin, 2005, Marion Street Press.

N. Show Me the Money: Writing Business and Economics Stories for Mass Communication,

Chris Roush.Routledge, 2010 (second edition).

O. The Financial Writer‟s Stylebook, Chris Roush and Bill Cloud, Marion Street Press, 2010.

P. Reckless Endangerment, Gretchen Morgenson, Times Books, 2011

Q. The Big Short, Michael Lewis, Norton, 2011

R. All the Devils Are Here, Bethany McLain and Joe Nocera, Portfolio, 2010

S. Too Big to Fail, Andrew Ross Sorkin, Viking, 2009.

T. 24 Days: How Two Wall Street Journal Reporters Uncovered the Lies that Destroyed Faith

in Corporate America.By Rebecca Smith and John Emshwiler.Harper Collins. 2003.


R U AP A E C TOTAL

UNIT I 1 0 1 0 2 0 4

UNIT II 1 0 1 0 0 2 4

UNIT III 2 0 0 0 2 0 4

UNIT IV 1 0 0 1 2 0 4

UNIT V 0 0 0 1 3 0 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 4.72 0 4.72 0 9.52 0 18.96

UNIT II 4.72 0 4.72 0 0 9.52 18.96

UNIT III 9.52 0 0 0 9.52 0 19.04

UNIT IV 4.72 0 0 4.72 9.52 0 18.96

UNIT V 0 0 0 4.72 19.05 0 23.77

TOTAL 23.68 0 9.44 9.44 47.61 9.52 99.69





CO1. Understand and evaluate the National and International Financial system and its regulatory

framework

CO2. Read and interpret the Government Budget and its impact on the economy

CO3.Students should understand the impact of various industries on economy

CO4. Should know the legal environment of the Financial Markets

CO5. Should interpret the company information through Annual Reports and other documents

216


R U AP A E C

CO1 √ √

CO2 √ √√

CO3 √√ √√

CO4 √

CO5 √√ √√



CO1 √√ √ √ √√ √

CO2 √√ √ √√ √ √ √ √ √√

CO3 √ √

CO4 √√ √ √ √√ √√ √ √

CO5 √√



CO1 √√ √ √ √ √ √ √√

CO2 √√ √ √

CO3 √ √ √√

CO4 √√ √ √ √

CO5 √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √ √ √√

CO2 √√ √√

CO3 √

CO4 √√ √

CO5 √√

217

14. CAPSTONE MODEL

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

218

1. Course pre-requisites : Basic Knowledge of Human resource Management


To grasp the essence of Positive employee relations and Discipline

To explain the departmental enquiry procedures and code of discipline.

To explain the legal frame work governing the human resources and develop skills in

handling legal issues within which the industry functions.

To propagate the concept of non discrimination at workplace

To offer insight on the labor welfare and the social schemes available to workers






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

a

l H

ou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INDUSTRIAL RELATIONS

Industrial Relations - Theories and

Perspectives of Industrial Relations

C Part A :

1

2 R 9 5 4 4

ILO C Part A :

2

1 U 3 5 2

Building Positive Employee Relations

and Positive Discipline -WPM

C Part A :

8

2 AP 5 4 3

Labour Legislation –Classification of

Laws

J 1,4 1 U 4 5 0

Industrial Employment Standing Order

Act, 1946

C Part B :

10

3 E 5 4 1

TRADE UNIONS AND CONFLICT RESOLUTION

Trade Unions - Trade Union Theories -

Functions

J 2,5 1 A 12 5 5 3

Trade Unions ACT 1926 C Part B :

11

3 E 5 4 3


L T P C

15MB3E11 INDUSTRIAL RELATIONS AND LABOUR LAW 3 0 0 3

219

II

Trade Unionism in the unorganised

sector

C Part A :

2

1 AP 3 4 3

Collective Bargaining J 7 1 E 5 3 3

Grievance and Disciplinary Procedures C Part A :

4,5

2 E 4 4 4

Industrial Disputes Act, 1947 J 8 4 E 5 5 4

III

PROTECTIVE AND EMPLOYMENT LAWS

Factories Act, 1948 C Part B : 1 2 E 8 5 4 4

Contract Labour (Regulation &

Abolition) Act, 1970

I - 1 E 5 5 3

Apprentices Act, 1961 C Part B :

13

1 E 5 5 4

The Tamil Nadu Shops and

Establishments Act, 1947

I - 2 E 5 5 5

The Sales Promotion Employees

(Conditions Of Service) Act 1976

I - 2 E 5 4 5

IV

WAGES AND EMPOWERMENT LAWS

The Minimum Wages Act 1948 C Part B : 8 1 A 8 4 5 2

Payment of Wages Act 1936 C Part B : 7 2 E 5 4 3

Payment of Bonus Act 1965 C Part B :

12

3 E 5 5 5

The Equal Remuneration Act, 1976 I - 2 E 5 4 3

V

SOCIAL SECURITY LAW

The Employee Provident Fund Act and

Miscellaneous Act 1952

C Part B : 4 2 E 8 5 5 5

The Payment of Gratuity Act 1972 C Part B : 5 1 E 5 5 2

The Workmen‟s Compensation Act

1923

C Part B : 2 2 E 5 4 4

The Maternity Benefit Act 1961 C Part B : 6 1 E 4 3 2

ESI Act 1948 C Part B : 3 2 E 5 5 2

Bloom’s Legends:



7. Reference Books F. Mamoria and Mamoria, Gankar, Dynamics of Industrial Relation, Himalaya Publishing House,

2008

G. Srivastava.S.V, Industrial Relations and Labour Laws, Vikas Publishing Pvt. Ltd, 2007

H. Tripathi.P.C, Gupta.C.B and Kapoor.N.D. Industrial Relations and Labour Laws, Sultan chand

and Sons, 2009

I. Venkata Ratnam.C.S, Industrial Relations, Oxford University Press, 2006

J. Ratna Sen, Industrial Relations in India, Macmillan, 2007

220

K. Monal Arora, Industrial Relations, Excel Books, 2007

L. Singh.B.D,Industrial Relations, Excel Books, 2012

M. Chabra.T.N, and Suri.R.K, Industrial Relations, Dhanpat Rai & Co, 2005

N. Bare Acts

O. Budd, John W. Labor relations: Striking a balance. McGraw-Hill Irwin, 2010.


R U AP A E C TOTAL

UNIT I 1 2 1 0 1 0 5

UNIT II 0 0 1 1 4 0 6

UNIT III 0 0 0 0 5 0 5

UNIT IV 0 0 1 0 3 0 4

UNIT V 0 0 0 0 5 0 5

TOTAL 25



UNIT I 4% 8% 4% 0 4% 0 20%

UNIT II 0 0 4% 4% 16% 0 24%

UNIT III 0 0 0 0 20% 0 20%

UNIT IV 0 0 4% 0 12% 0 16%

UNIT V 0 0 0 0 20% 0 20%

TOTAL 4% 8% 12% 4% 72% 0 100%





CO1: Understand, the importance of maintaining positive environment and methods to ensure

healthy employee relations at work

CO2: Appreciate the importance of procedural machinery and critically evaluate the role of

voluntarism as a dispute resolution mechanism for long standing effectiveness in the

workplace.

CO3: Create Human resource manual based on the knowledge gained on statutory obligations

CO4: Create an environment of inclusive growth for the sake of improving the ultimate well

being of Human resources in an organization.

CO5: Evaluate the implications of current and intended legislation and contemporary decisions of

various adjudicating bodies on an organization‟s personnel policies, practices and

procedures.


R U AP A E C

CO1 √

CO2 √√

CO3 √√

CO4 √√

CO5 √√

221



CO1 √√ √ √√

CO2 √√ √√ √ √ √√

CO3 √√ √√ √√ √√ √√ √ √√

CO4 √√ √√ √√ √√ √ √√ √√

CO5 √√ √√ √√ √ √√ √√



CO1 √ √√ √√

CO2 √ √√ √ √√

CO3 √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√ √√ √√

CO5 √√ √√ √√ √√ √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √√ √ √

CO3 √√ √ √

CO4 √√ √ √√

CO5 √√ √√

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion 5

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

222

Total 100

1. Course pre-requisites : Knowledge on Organizational Management and Human

Resource Management


To make the students to understand the concepts of managing talents and importance of

Talent Management System.

To help students to understand Performance Management.

To enable students to understand and analyze functions of Talent Management and Rewards

& Awards.

To enable students to apply the knowledge gained about Talent Management in the industry.

To provide students with the expertise in executing the knowledge gained in practical aspects

of management.






6. Course Input :

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION TO TALENT MANAGEMENT

Introduction- Difference between talents

and knowledge workers A 1 1 A

9

5 5 1

Four Steps for creating Talent

Management System A 1 1 AP 5 5 0

Building blocks of Talent Management A 1 2 AP 5 5 0

Competencies A 1 1 AP 5 5 0

Performance management; Evaluating

Employee Potential A&B 5,6&1 2

A 5 4 2

Recruiting Superkeepers A 11 1 A 5 4 2

Issues in Performance Management

System and Talent Management System A&B 6&15 1

A 5 3 1

II

FUNCTIONS OF TALENT MANAGEMENT

Work force planning A 43,44 2 A

9

5 3 2

Recruiting; Outsourcing; Screening

Applicants A 47,48 2

A 5 3 2

Selecting Best Employees A 48 1 A 4 3 2

Paying Employees and Proving benefits A 26 1 A 5 3 2


L T P C

15MB3E12 TALENT MANAGEMENT 3 0 0 3

223

Training Employees A 18 2 A 4 3 2

Developing Top Talent A 20 1 A 5 4 3

III

PERFORMANCE MANAGEMENT CYCLE

Introduction - Steps in Performance

Management Cycle B 1 2 U

9

5 3 2

Setting Performance goals ; Design

process to develop performance

management goals

B 14 1 A 5 3 2

360- Degree Feedback System ;

Elements of a 360 Degree Feedback

System

B 17 2 A 5 3 1

Integrating Compensation with

Performance Management;

Compensation Vs Performance

Management

A&B 26&9 2 A 5 4 3

Ways to retain top talent employees;

Rewards and awards beyond

compensation A

27,28,

29 2 A 5 4 3

IV

REWARDS AND AWARDS

Rewards and Awards, Emerging Reward

Trends

A 27 1 AP

9

4 5 3

Characteristics of “Top Talent” and

“Superkeeper” Employees

A 1 1 AP 5 4 3

Strategies for Finding and Retaining Top

Talent

A 47 1 AP 4 5 3

Succession Planning; Career

Development

A 12,15 2 A 5 5 2

Leadership Development A 22,24 1 A 5 3 3

Coaching A 21,25 2 A 5 3 3

Retention and Engagement A 29 1 A 4 3 2

V

ENHANCING TALENT MANAGEMENT

Enhancing Talent Management;

Multiplying Talent for High

Performance

A 42 1 A

9

5 2 1

Role of Ethics in Talent Management A 38 2 E 4 1 1

Assessment and Development centers B 18 2 AP 3 2 1

Talent Management Information System A 49,50 2 AP 5 1 2

Global State of Talent Management A 53 2 AP 4 3 2

Bloom’s Legends:



7. REFERENCE BOOKS

A. The Talent Management Hand Book - Lance A. Berger & Dorothy R. Berger, Tata McGraw Hill

B. T.V Rao, Appraising and Developing Managerial Performance , Excel Books

C. T V Rao et al., 360 Degree Feedback and Assessment and Development Centers , Vol 3. Excel

Books

D. The Talent Era, Chowdhary, Subir, Pearson Education, New Delhi.

224

E. Appraising & Developing Managerial Performance- Rao T. V, Excel BOOKS

F. Performance Management - Herman Aguinis, Pearson Education, 2007.

G. Performance Management, Rao, Wiley, ISBN: 9789350042892.


R U AP A E C TOTAL

UNIT I 0 0 3 4 0 0 7

UNIT II 0 0 0 4 0 0 4

UNIT III 0 1 0 4 0 0 5

UNIT IV 0 0 3 4 0 0 7

UNIT V 0 0 3 1 1 0 5

TOTAL 28



UNIT I 0 0 10.7% 14.29% 0 0 24.99%

UNIT II 0 0 0 14.29% 0 0 14.29%

UNIT III 0 3.6% 0 14.29% 0 0 17.89%

UNIT IV 0 0 10.7% 14.29% 0 0 24.99%

UNIT V 0 0 10.7% 3.6% 3.6% 0 17.9%

TOTAL 0 3.6% 32.1% 60.76% 3.6% 0 100%





CO1: Understand and remember the concept of managing talents and importance of Talent

Management System

CO2: Understand Performance Management.

CO3: Understand and to Analyze functions of Talent Management and Reward & Awards

CO4: To apply the knowledge gained about Talent Management and Talent Engagement in the

Industry.

CO5: Execute the gained knowledge in practical aspects of Management


R U AP A E C

CO1 √√

CO2 √√

CO3 √√

CO4 √√

CO5 √√



CO1 √√ √√ √ √ √ √ √

CO2 √√ √ √√ √ √ √ √

CO3 √√ √ √ √ √ √ √ √ √

CO4 √√ √√ √ √ √

CO5 √√ √√ √

225



CO1 √√ √√ √ √ √ √

CO2 √√ √ √ √ √ √

CO3 √√ √√ √ √ √ √ √

CO4 √√ √√ √ √ √ √

CO5 √ √ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√

CO2 √√ √

CO3 √√ √ √

CO4 √√ √

CO5 √

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 10

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

226

1. Course pre-requisites : Knowledge of Organisational Behaviour


To enable students understand the art or unlearning for thinking afresh to provide new

solutions to the problems and assess the reasons for resistance during a change process.

The course will help students to improve their competencies as a Manager of Transition /

Transformational Leader during Downsizing, Mergers, and Acquisitions

To offer students an understanding of planned methods of bringing about a process change

The course shall discuss the personal leadership approach to manage change

The course offers various interventions to be adopted during transition






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

TRANSITION PLANNING

Transition Management -Definition F 1 1 U 9 5 4 1

Importance of Transition Management in

BPO and outsourcing Projects

F 1 3 AP 5 4 2

Need for Change – Being in Transition G 1,2,3,4 3 A 5 4 4

Transition in Work Life F 2 2 A 5 3 3

II

BUSINESS PROCESS REENGINEERING

BPR as a tool of Managing

Transformation

C 9 2 U 9 5 4 4

Focus of Business Process Reengineering C 9 2 U 5 3 3

Five steps methodology to implement

BPR.

C 9 3 AP 5 3 3

Impact of IT of Business Process

Reengineering

C 9 2 A 5 4 3

III CHANGE MANAGEMENT

Assessing Transition Readiness –

Planning for Transition

A

3,4

1 AP 9 5 4 4


L T P C

15MB3E13 TRANSITION MANAGEMENT 3 0 0 3

227

Setting up a Transition Monitoring Team

- Career Advice for Employees

A

4

3 A 5 3 2

Process of Planned change- Resistance to

Change

C

14

1 A 5 4 4

Leading people through the neutral zone-

Transition, Development and Renewal

A

4

2 A 5 4 4

Initiating a new beginning –

Communicating the new purpose

A

5

2 A 4 3 1

IV

LEADERSHIP IN TRANSFORMATION

The Leadership role during Transition-

Transformational Leadership.

C

20

2 AP 9 4 5 2

Charismatic vs. Non-charismatic

Leadership

C 20 1 A 5 3 1

Role of transformational leaders during

downsizing, mergers and acquisitions

C 20 3 E 5 5 4

Developing a personal leadership

approach for today‟s global business

C 20 3 C 5 3 3

V SUSTAINING THE CULTURE

Cultural values and the impact of culture

on management

G 12 1 U

9

3 5 1

Cross-cultural management models-

Downsizing, Mergers, and Acquisitions,

Personal Intercultural Awareness Profile

E 6,8,9 2 A 5 4 1

Transition- Development & Renewal A 6 1 E 5 3 1

Role of transition in Organisational Life

Cycle - OD Interventions for Transition

A

6

2 E 5 3 1

Organizational Renewal A 6 1 C 4 3 2

Managing Nonstop Change – Sustaining

the Change

A

7

2 C 5 3 3

Bloom’s Legends:



7. Reference Books A. Bridges, William. Managing transitions: Making the most of change. Da Capo Press, 2009.

B. French, Wendell L., Cecil Bell, and Robert A. Zawacki. Organization development: Theory,

practice, and research. Business Publications, 1978.

C. Kondalkar.V.G, Organizational Effectiveness and Change Management, PHI Learning

Private Limited,2009

D. Hammer, M. and J. Champy, Reengineering the Corporation, Nicholas Brearley Publishing,

London, 1993.

E. Sue Cartwrighy and Cary L. Cooper, Managing mergers, acquisitions and strategic alliances:

Integrating people and cultures: by, Butterworth Heinemann, 1995

F. Bridges, William. Transitions: Making sense of life's changes. Da Capo Press, 2004.

G. Palmer, Dunford, Akin, Managing Organizational Change: A Multiple Perspectives

Approach. McGraw-Hill/Irwin, 2nd

edition

228


R U AP A E C TOTAL

UNIT I 0 1 1 2 0 0 4

UNIT II 0 2 1 1 0 0 4

UNIT III 0 0 1 4 0 0 5

UNIT IV 0 0 1 1 1 1 4

UNIT V 0 1 0 1 2 2 6

TOTAL 23


R U AP A E C TOTAL

( %)

UNIT I 0 4.3% 4.3% 8.7% 0 0 17.4

UNIT II 0 8.7% 4.3% 4.3% 0 0 17.4

UNIT III 0 0 4.3% 17.4% 0 0 21.7

UNIT IV 0 0 4.3% 4.3% 4.3% 4.3% 17.4

UNIT V 0 4.3% 0 4.3% 8.7% 8.7% 26.1

TOTAL 0 17.39% 17.39% 39.13% 13.04% 13.04% 100


Higher Order Thinking (%) 65.22 %



CO1:Apply the concepts of transition management and procedures for transition management in

the organisation.

CO2: Apply the competencies needed to ensure smooth transition during change process.

CO3: Create strategies for managing resistance during a change process

CO4: Evaluate the role of „change agents‟ as transformational leaders

CO5: Create appropriate diagnostic tools and interventions to solve organizational and

behavioural issues that may affect the change process in an organizational settings


R U AP A E C

CO1 √

CO2 √

CO3 √√

CO4 √√

CO5 √√



CO1 √√ √√ √√ √ √ √ √√

CO2 √√ √√ √√ √ √√ √ √ √√

CO3 √√ √√ √ √√ √ √ √√

CO4 √√ √√ √ √√ √ √ √ √ √ √√

CO5 √√ √√ √√ √√ √ √ √ √√

229



CO1 √√ √ √ √ √ √ √ √ √

CO2 √√ √√ √ √ √√ √ √ √ √

CO3 √√ √ √ √√ √√ √ √ √ √ √√

CO4 √√ √ √√ √√ √ √ √ √√

CO5 √√ √ √ √√ √ √ √ √ √ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √√

CO2 √√ √√

CO3 √ √√ √√ √

CO4 √√ √ √

CO5 √√ √√ √√ √

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

230

1. Course pre-requisites : Knowledge of Organisational Behaviour and Human

Resources Management


The course offers the students a unique experience to understand the importance of measuring

Human resource performance and their contribution for strategic decision making.

This course familiarizes students on various HR Metrics to measure the contribution of

various HR initiatives to the firm‟s growth.

The course enhances the understanding on the cost and predictive analytics on various

Strategic Human Resources outcomes.

Develop a structured approach to apply judgment, and generate insight from data for

enhanced decision making.

Build analytical skills that support the business to guide decisions and providing actionable

support for key stakeholders.






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course Assessment

Factors

F1

F2

F3

F4

I

HR ANALYTICS – AN OVERVIEW

Changing Role of HR- HR as a

Strategic Partner C 1 2 U

9

5 5 4

The need for Measuring HR C 1 1 U 4 4 3

Evolution of HR Analytics; C 1 2 U 3 4 2

HR Metrics and HR Analytics A 1 1 AP 5 4 3

LAMP, HCM: 21 Frameworks A 1 3 AP 5 3 3

II

CREATING BUSINESS UNDERSTANDING FOR HR INITIATIVES

Descriptive, Predictive and

Prescriptive Analysis

C 10 1 AP

9

5 5 3

Human Capital Analytics A 2 3 AP 5 4 4

Using HR Metrics and Workforce

Analytics Choosing the right measures A 2 2 AP 5 5 5


L T P C

15MB3E14 HUMAN RESOURCE ANALYTICS 3 0 0 3

231

Fundamental analytical concepts from

Statistics A 2 1 A 5 2 2

Research Design – Economics and

Finance A 2 2 A 4 3 2

III

COST AND INVESTMENTS IN HUMAN RESOURCES

Costs of Employee Separation -

Absenteeism - Turnover rates A 3,4 2 E

9

5 4 4

ROI on Employee Health, Wellness

and Welfare A 5 2 E 5 5 5

Cause and Effect Analysis A 5 2 E 5 5 5

Cost - Benefit and Return on Business

Analysis A 5 3 E 5 5 5

IV

PREDICTIVE MODELLING IN HUMAN RESOURCES

Employee Attitudes and Engagement A 6 1 E

8

4 5 4

Connecting Attitudes and behavior and

financial outcomes - The Behaviour

Costing Approach

A 6 2 E 5 4 4

Financial Effects of Work Life

programme – Remixing Rewards A 7 3 E 5 5 5

Analytics and measures: Connecting

Work Life A 7 2 E 5 4 4

V

MEASUREMENT MODELS AND STRATEGIC DECISION MAKING

Decision based Framework for staffing

Measurement A 8 2 C

10

5 5 4

Utility Analysis – The Economic

Value of Job Performance A 8 2 C 5 5 4

The Payoff from Enhanced selection A 10 2 C 5 5 4

HR development Programmes – Talent

Investment Analysis A 11 2 C 5 5 4

The next generation HR Valuation -

Human Resource Valuation strategy

for Inventing Future

C 12 2 C 4 3 3

Bloom’s Legends:



7. REFERENCE BOOKS A. Wayne F Cascio and John Boudreau. Investing in people: Financial Impact of human

resource initiatives. Ft Press, 2010.

B. Dave Ulrich Human Resource Champions, Harvard Business School Press, Boston, USA.

232

C. Phillips, Jack, and Patricia Pulliam Phillips. Making Human Capital Analytics Work:

Measuring the ROI of Human Capital Processes and Outcomes. McGraw Hill Professional,

2014.

D. Dave Ulrich and Wayne Brock bank, The HR Value Proposition, Harvard Business School

Press, Boston, USA.


R U AP A E C TOTAL

UNIT I 0 3 2 0 0 0 5

UNIT II 0 0 3 2 0 0 5

UNIT III 0 0 0 0 4 0 4

UNIT IV 0 0 0 0 4 0 4

UNIT V 0 0 0 0 0 5 5

TOTAL 23


R U AP A E C TOTAL

( %)

UNIT I 0 13% 8.7% 0 0 0 21.7

UNIT II 0 0 13% 8.7% 0 0 21.7

UNIT III 0 0 0 0 17.4% 0 17.4

UNIT IV 0 0 0 0 17.4% 0 17.4

UNIT V 0 0 0 0 0 21.8% 21.8

TOTAL 0 13% 21.7% 8.7% 34.8% 21.8% 100





CO1: Apply the theoretical knowledge gained for enhanced Human Capital Management

CO2. Analyze the effectiveness of various HR practice using HR Metrics

CO3: Perform HR metrics analysis, and evaluate the highest priority/ROI activity

CO4: Evaluate the measures of critical outcomes based on the objective analysis of key data

CO5: Recognize the fundamental strategic priorities of the business and create models for

enhanced decision support leveraging analytics.


R U AP A E C

CO1 √ √

CO2 √

CO3 √√

CO4 √

CO5 √√

233



CO1 √√ √√ √ √ √√

CO2 √√ √√ √√ √√ √√

CO3 √√ √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √ √√

CO5 √√ √ √√ √√ √√ √ √ √√



CO1 √√ √ √√ √√

CO2 √√ √√ √√ √√

CO3 √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√

CO5 √√ √√ √√ √√ √√ √√ √ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √

CO2 √√

CO3 √√ √√

CO4 √√ √√

CO5 √√ √√ √

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

234

1. Course pre-requisites : Basic knowledge about human resource management.


To learn the basics about the culture and cross culture.

To have an awareness about the various issues prevailing in the cross cultural management

To know about the role of cross culture in the area of human resource management.

To know about the various concepts and systems of cross cultural management.

3. Expected Level of Output :Conceptual Level

4. Department Offered :MBA

5. Nature of the Course :Group 1 – 100 % Descriptive



6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Boo

ks

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION TO CULTURE

Definitions and Concepts – Elements of

Culture – The growing importance of

culture

A 1 3 U

9

5 5 4

Role of Culture – Variables of culture –

Characteristics of culture – Dimensions

of Culture.

A 1 2 R 5 5 4

Culture and behavior – Guidelines for

stable culture – Culture and systems A 1 2 R 5 5 4

Layers of Culture – Theories of Culture

– Manifestation of Culture – Creation of

Culture.

A 1 2 C 5 5 3

II

DIVERSITY AND ORGANIZATIONAL CULTURE

Definitions and concepts – Culture and

diversity. A 4 2

U

9

5 4 1

Methods to ensure cultural diversity –

Importance of diversity A 4 2

R 5 4 3

Barriers to cultural diversity – Diversity

management. A 4 3

U 5 4 1

Approaches to work place diversity-

Diversity and business performance.

A 4 2 U 5 4 2

III CROSS CULTURAL MANAGEMENT

Definitions and concepts – Cross cultural A 5 3 9 5 5 3


L T P C

15MB3E15 DIVERSITY AND INCLUSION 3 0 0 3

235

issues and theories – Cross cultural

issues in Organization - Cross –cultural

Variables.

R

Understanding Cross-cultural differences

- Cross cultural analysis – Cross –

cultural issues in Marketing –Cross

cultural issues in Human Resource

Management.

A 5 2

A 5 5 2

Cross cultural training – Cross cultural

performance feedback – Cross cultural

Issues in Decision –making –

International Business entities.

A 5 2

E 5 5 2

Cross cultural issues in organizations –

Cross-cultural Management Issues across

Nations – Culture of Indian Management

Style.

A 5 2

U 5 5 2

IV

CROSS CULTURAL COMMUNICATION

Definition and concepts – Elements of

communication – Nature of

communication.

A 8 2 U

9

5 4 4

Communication barriers – Dimensions

of Cross –cultural Communication . A 8 2 R 5 4 4

Cross –cultural negotiation – Theories

and concepts of cross cultural

negotiation – Issues in cross- cultural

negotiation.

A 8 2 A 5 4 3

Comparative study of Negotiating Styles

in Different countries- Types of

Negotiation- Culture and negotiation

strategies.

A 8

3 A 5 3 3

V

INTERNATIONAL HRM AND CROSS –CULTURAL ISSUES

Definition and Concepts – Difference

between IHRM and Domestic HRM –

Reasons for the emergence of IHRM –

Components of IHRM – Benefits Cross-

cultural HRM.

A 11 2 U

9

5 4 3

Preparatory Steps for Managing cultural

diversity – A model of IHRM –HR

Planning – International Human resource

staffing – Appraising performance.

A 11 2 C 5 4 3

Compensating the Expatriate – Training

and Development – Internal operations

in IHRM – IHRM Policies and practices-

Matching and adopting HR Practices.

A 11 2 A 5 4 3

Key IHRM issues in International Joint

ventures- HR Activities – Auditing

IHRM Initiatives – IHRM and managing

diverse culture – Managerial practices in

various countries – International

Manners.

A 11 3 A 5 5 3

236

Bloom’s Legends:



7. Reference Books

Dipak Kumar Bhattacharyya, Cross-Cultural Management First Edition , PHI Learning Private

Limited,2010

Marie – Joelle Browaeys and Roger Price, Understanding Cross-Cultural Management First

Edition, Pearson,2010

Sana Reynolds and Deborah Valentine, Guide to Cross – Cultural Communication Second

Edition,Pearson,2011

Radha R Sharma, Change Management Fifth Reprint, Tata McGraw Hill, 2010.


R U AP A E C TOTAL

UNIT I 2 1 0 0 0 1 4

UNIT II 1 3 0 0 0 0 4

UNIT III 1 1 0 1 1 0 4

UNIT IV 1 1 0 2 0 0 4

UNIT V 0 1 0 2 0 1 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 10 5 0 0 0 5 20

UNIT II 5 15 0 0 0 0 20

UNIT III 5 5 0 5 5 0 20

UNIT IV 5 5 0 10 0 0 20

UNIT V 0 5 0 10 0 5 20

TOTAL 0 0 0 100





CO1: Understand the concept of cross cultural management

CO2: Understand the various cross cultural issues prevailing.

CO3: Execute the cross cultural management model in corporate environment.

CO4: Apply the knowledge gained about the cross cultural management.

CO5 : Create high performance culture in the cross cultural environment.


R U AP A E C

CO1 √ √

CO2 √

CO3 √√

CO4 √

237

CO5 √



CO1 √√ √ √ √ √ √

CO2 √√ √√ √ √ √ √ √

CO3 √√ √ √ √ √ √ √

CO4 √√ √ √ √√ √

CO5 √ √ √ √ √ √√



CO1 √√ √√ √ √ √ √ √ √

CO2 √√ √√ √ √ √ √

CO3 √√ √ √ √ √ √ √

CO4 √√ √ √ √

CO5 √√ √ √ √√ √ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √√ √

CO3 √ √ √

CO4 √√ √

CO5 √√ √√ √

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

238

1. Course pre-requisites : Knowledge on Organizational Behavior and Human

Resource Management


To help students to apply the concepts of cultural variables in global human resource

scenario.

To enable students to analyze the functions of global human resource management.

To help in understanding and analyzing the challenges of global HRM.

To provide students with the expertise in applying the knowledge gained about global

workforce management in practical situations.

To help students to gain knowledge on International Labor Standards.






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION TO GLOBAL HUMNA RESOURCE SERVICES

Human Resource and cultural variables

in global organizations A 1 2 A

9

4 5 3

Cross cultural differences and

managerial implications A 2 2 A 4 4 3

Cross cultural leadership and decision

making A 6,8 2 A 5 4 3

Cross cultural communication and

negotiation A 3,9 2 A 5 4 3

Structural Evolution of Global

organizations G&B 1&1 1 A 3 4 1

II

FUNCTIONS OF GLOBAL HR

Human resource management in global

organizations B 1 2 A

9

4 5 4

Conflicting demands in Global HRM B 2 2 AP 4 3 2

Developing International Staff and

Multinational Teams A 5 1 A 4 3 2

Building strategic capabilities B 3 2 AP 4 4 3


L T P C

15MB3E16 GLOBAL HUMAN RESOURCE PRACTICES 3 0 0 3

239

Motivating Global Perspective A 7 1 A 2 4 2

Managing Cross Cultural Transitions A 10 1 A 3 4 2

III

CHALLENGES OF GLOBAL HR

Collaboration across borders B 4 3 AP

9

3 4 2

Developing Coordination and control in

global perspective B 5 3 AP 3 4 2

Knowledge management in Global

HRM B 6 3 A 3 3 2

IV

GLOBAL WORKFORCE

Managing Global, Diverse Workforce A 10,11,12 2 E

9

3 4 3

Building Transnational capabilities B 7 2 A 3 4 1

Preparing for Future – Evolution of the

Transnational

B 8 3 A 3 4 1

Managing Global Careers A 12 2 E 4 4 4

V

INTERNATIONAL LABOR STANDARDS

International Labor Standards:

Introduction – History E&F 1 2 AP

9

4 3 2

Advantages and disadvantages F 1 2 A 4 3 2

Models – Legislative , Direct trade

sanctions and Voluntary standards E&F 1&1 3 E 4 3 2

Enforcement E 1 2 A 3 3 3

Bloom’s Legends:



7. Reference Books

A. International dimensions of organizational behavior – Adler N J , Cengage Learning

B. Transnational Management : text, cases and reading in cross border management by Barlett

and Ghosal , McGraw Hill Publishers

C. Cultural Consequences : International Differences in work related values - Hofstede G , Sage

Publications

D. International Dimensions of HRM – Dowling P J et al. Belmont: Wadsworth

8. Web Resources

E. http://en.wikipedia.org/wiki/International_labor_standards

F. ilo.org

G. http://footnote1.com/the-evolution-of-organizational-structure/


R U AP A E C TOTAL

UNIT I 0 0 0 5 0 0 5

UNIT II 0 0 2 4 0 0 6

UNIT III 0 0 2 1 0 0 3

UNIT IV 0 0 0 2 2 0 4

UNIT V 0 0 1 2 1 0 4

TOTAL 22

http://en.wikipedia.org/wiki/International_labor_standards

http://footnote1.com/the-evolution-of-organizational-structure/

240



UNIT I 0 0 0 22.7% 0 0 22.7

UNIT II 0 0 9.1% 18.18% 0 0 27.28

UNIT III 0 0 9.1% 4.5% 0 0 13.6

UNIT IV 0 0 0 9.1% 9.1% 0 18.2

UNIT V 0 0 4.5% 9.1% 4.5% 0 18.1

TOTAL 0 0 22.7% 63.58% 13.6% 0 99.88





CO1: Apply the concepts of cultural variables in global HR scenario.

CO2: Analyze the functions of global HRM.

CO3: Understand and Analyze the challenges of global HRM.

CO4: Apply the knowledge gained about global workforce management in practical situations.

CO5: Gain knowledge on International labor standards.


R U AP A E C

CO1 √√

CO2 √√

CO3 √√

CO4 √√

CO5 √√



CO1 √√ √ √ √ √ √

CO2 √√ √ √ √ √

CO3 √√ √ √ √ √

CO4 √√ √√ √√ √ √ √ √ √

CO5 √√ √ √ √ √ √ √



CO1 √√ √ √ √ √

CO2 √√ √ √ √ √

CO3 √√ √ √ √ √

CO4 √√ √√ √ √ √ √ √ √ √ √

CO5 √√ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √

CO2 √√ √

CO3 √√ √

CO4 √√ √ √

CO5 √√ √

241

16. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 10

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

242

1. Course pre-requisites : Basic Understanding of Marketing Concepts


To enhance the knowledge of retailing, customer buying behavior, and prepare them for careers

in the area of retailing.

To enable the students to understand the retail market strategy

To enhance the students to understand the importance of retail location, store design and visual

merchandising

To develop knowledge of merchandise planning and assortment, pricing, retail communication

mix,

To Acquire knowledge about Electronic Retailing and Emerging trends in retail






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

a

l H

ou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

RETAILING -AN INTRODUCTION

Introduction to world of Retailing: Its

Social and economic significance, A 1 2 U

9

5 4 2

Classification of Retail formats, Non-

traditional forms or retailing Prospects of

Retailing in India

C,B 2,3 2 U 5 4 2

Key Drivers of Retailing in India, Global

retail market, Challenges faced by

Retailers Worldwide

C 3,1 1 A 5 2 2

Career Opportunities in Retailing, C 1 1 A 5 2 2

Customer buying behavior: types of

buying decisions, buying process A 4 3 A 5 5 2

II

RETAILING MARKET STRATEGY

Retail market strategy: Market

Segmentation, A 5 2 A

9

5 5 3

Criteria and approaches for segmentation

of retail markets A 2 1 E 5 2 2

Retail format, building sustainable

competitive advantage, A 5 2 A 5 3 5


L T P C

15MB3E17 RETAIL MANAGEMENT 3 0 0 3

243

Distribution and Information Systems A 2 1 A 5 3 5

Growth Strategies, Strategic

Opportunities and competitive

advantage, Global Growth Opportunities

A 5 2 A 5 4 4

Strategic Retail Planning Process A 5 1 A 5 3 3

III

RETAIL LOCATION, STORE DESIGN AND VISUAL MERCHANDISING

Types of Locations: Factors. Influencing

Location - Site Evaluation B 4,7 2 E

9

5 4 3

Trading Area Analysis Factors Affecting

Site Selection, B 4 2 E 5 5 2

Store design: objectives of good store

design, Types of layouts, Space

management: Space allocation, Location

of merchandise categories

A 18 2 A 5 5 4

Visual merchandising: Presentation

Techniques, Atmospherics

A 18 3 A 5 5 5

IV

MERCHANDISE MANAGEMENT ,PRICING AND RETAIL COMMUNICATION

Merchandise Management process over

view, sales forecasting, A

12

1 A

9

4 3 2

Development and Implementing

Merchandise plans A 12 1 A 4 3 2

Pricing strategies: objectives, Factors

affecting, Developing a Pricing Strategy A 15 2 C 5 4 3

Retail audit B 20 2 AP 5 5 5

Retail communication mix: selecting

promotional mix, A 16 2 C 5 5 3

Planning retail communication process A 16 1 AP 5 3 2

V

ELECTRONIC RETAILING AND EMERGING TRENDS IN RETAIL

The Importance of Information

Technology in retail: Factors

affecting,Applications, Data base

management, Data Warehousing, Data

Mining

C 24 3 A

4 4 2

Limitations, Stages of developing, B 6 1 A 5 4 2

Electronic Retailing : Role of Web,

Factors to be considered

B

6

1

A

5

4

2

The marketing research process B 8 2 A 3 1 2

Servicing the retail

customer:Importance,Service as a part of

retail Strategy, Future of Retailing

B,D 23,13 2 U 5 5 3

Bloom’s Legends:



7. REFERENCE BOOKS

A. Michael Levy,Barton A.Weitz,Ajay Pandit, Retail Management,Tata Mc Graw-Hill Publishing

Company Ltd,sixth Edition,2011

B. B.Barry Berman and Joel R.Evans, Retail Management (A Strageic Approach) Tenth Edition

Pearson, Education,2008

C. Swapna Pradhan, Retailing Management,4th Edition,2012, Tata Mc Graw-Hill Education Pvt Ltd.

244

D. D.David Gilbert,Retail Marketing Management,Second Edition, Pearson, Education,2008

8. Details of web Sources Publication Website

Apparel Merchandising www.dsnretailing.com

Chain Store Age www.chainstorage.com

CS Store www.csnews.com

DNR www.dnrnews.com

Dealerscope www.dealersscope.com

DSN Retailing Today www.dsnretailingtoday.com

Drug store news www.drugstorenews.com

Fairchild‟s Executive Technology www.executivetechnology.com

Furniture/today www.furnituretoday.com

Hobby merchandiser www.hobbymerchandiser.com

Hotel and Motel management www.advanstar.com

Internet retailer www.internetretailer.com

Mass market retailers www.massmarketretailers

Modern grocer http:/griffcomm.net

Modern jeweler www.modernjeweler.com

NACS Magazine www.csstorecentral.com

Private label www.privatelabelmag.com

Progressive grocer www.grocerynetwork.com

Retail info systems news www.risnews.com

Retail merchandiser www.retail-merchandiser.com

Retail tech magazine www.retailtech.com

Retail traffic www.retailtraffic.com

Shopping center world www.intertec.com

Shopping Centers today www.icsc.org

Store Planning Design and Review www.retailreporting.com

Stores www.stores.com


R U AP A E C TOTAL

UNIT I 0 2 0 3 0 0 5

UNIT II 0 0 0 5 1 0 6

UNIT III 0 0 2 2 0 2 6

UNIT IV 0 0 1 1 1 1 4

UNIT V 0 1 0 4 0 0 5

TOTAL 26


R U AP A E C TOTAL

( %)

UNIT I 0 7.69 0 11.54 0 0 19.23

UNIT II 0 0 0 19.23 3.84 0 23.07

UNIT III 0 0 7.69 7.69 0 7.69 23.07

UNIT IV 0 0 3.84 3.84 3.84 3.84 15.36

UNIT V 0 3.84 0 15.38 0 0 19.22

TOTAL 100 %


245




CO1: Understand the concept of retailing, its social and economic significance, customer buying

behavior

CO2: Understand and apply Retail Market Strategy in Real time situations

CO3: Execute the gained knowledge, for selecting a retail location and Design a store and create

visual merchandising

CO4: Apply the knowledge gained for Merchandise Management, Pricing and Retail

Communication

CO5: Apply the knowledge gained to undertake marketing research process and develop retail

customer service strategy


R U AP A E C

CO1 √ √ √

CO2 √√ √

CO3 √ √

CO4 √ √ √ √√

CO5 √√



CO1 √√ √ √√ √

CO2 √ √√ √√ √√ √√ √√ √√ √√ √√

CO3 √√ √√ √√ √ √√ √ √ √

CO4 √ √√ √√ √√ √ √ √ √

CO5



CO1 √√ √ √√ √

CO2 √√ √√ √√ √ √√ √ √ √

CO3 √ √√ √

CO4 √ √√ √ √

CO5 √ √√ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √√ √

CO3 √ √ √√

CO4 √ √ √ √

CO5 √ √ √ √

246

16. CAPSTONE MODEL: A - Group 1 (100% Descriptive)

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work 5

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

247

1. Course pre-requisites : Basic exposure to Marketing and Product management


The course will assist in bringing innovative ideas in designing, building and positioning a brand.

To increase the understanding of important issues in planning and evaluating branding strategies

across goods and services.

The course will help to gain knowledge and apply the same in building branding strategies.

The course will assist in creating suitable positioning and reengineering models which will gain

success in product/service positioning.






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Introduction to Brand Management A 1 1 U

9

5 4 3

Concept of brand A 1 2 U 5 5 2

Brand Perspectives A 4 2 A 4 2 2

Brand evolution , Brand identity A 5 2 U 5 5 2

II

BRAND POSITIONING

Brand positioning A 8 3 A

9

5 5 4

Basic concepts-alternatives-risks-brands

and consumers-strategies for positioning A 8 2 C 5 3 5

Points of parity-points of difference-

buying decisions A 8 2 A 4 4 4

Perspectives on consumer behavior-

building a strong brand-method and

implications

A 9 2 A 5 3 5

III

BRAND IMAGE

Brand image – dimensions-brand

associations and image A 7 2 U

9

5 5 3

Brand identity-perspective levels and

prism A 6 2 A 5 5 2

Managing brand image-stages-

functional, symbolic and experiential A 7 2 C 5 5 4


L T P C

15MB3E18 BRAND MANAGEMENT 3 0 0 3

248

brands

Brand equity – sources of equity-brand

equity models, brand audits, brand

loyalty.

A 10 3 E

IV

BRAND OVERTIME

Leveraging brands –Brand extension A 11 2 A

9

4 5 0

Reinforcing and revitalization of brands A 12 3 E 5 4 5

Brand architecture A 14 2 C 5 5 5

Brand portfolio management A 13 2 E 5 5 3

V

BRAND EVALUATION

Brand evaluation A 15 3 E

9

5 5 2

Implications of Selling and buying

brands A 15 2 A 5 4 2

Building Global Brands B 14 2 U 5 4 2

Strategic Brand Management Guidelines B 15 2 A 5 4 3

Bloom’s Legends:



7. References Books : A. Harsh Varma, Brand Management, Excel Books, New Delhi

B. Kevin Lane Keller, Strategic Brand Management, PHI/Pearson, New Delhi

C. Kapferer, Strategic Brand Management, Kogan Page, New Delhi.

D. Majumdar, Product Management In India, PHI


R U AP A E C TOTAL

UNIT I - 3 - 1 - - 4

UNIT II - - - 3 - 1 4

UNIT III - 1 - 1 1 1 4

UNIT IV - - - 1 2 1 4

UNIT V - 1 - 2 1 - 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I - 15 - 5 - - 20

UNIT II - - - 15 - 5 20

UNIT III - 5 - 5 5 5 20

UNIT IV - - - 5 10 5 20

UNIT V - 5 - 10 5 - 20

TOTAL 25 40 20 15 100%



249



CO1: Understand the concept of branding the business environment

CO2: Build new strategies that will best suit the latest issues in the market.

CO3: Execute the knowledge gained and build in new branding strategies.

CO4: Evaluate different types of branding elements to create suitable positioning and

reengineering models which will gain success in product/service positioning.


R U AP A E C

CO1 √√ √

CO2 √√ √√ √√ √

CO3 √√ √ √

CO4 √√ √√ √√



CO1 √ √ √ √ √√ √

CO2 √ √√ √ √√ √ √ √ √

CO3 √ √ √ √ √ √ √ √

CO4 √ √√ √ √ √ √ √√ √√



CO1 √ √√ √ √ √ √ √ √√ √√

CO2 √ √ √ √ √ √ √

CO3 √√ √ √ √ √

CO4 √ √ √ √ √√ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √

CO2 √√ √

CO3 √√ √√

CO4 √ √

250

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial

Assignments

Coding 10

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

251



To familiarize the students with the different elements of integrated marketing communications.

To enable the students to learn the basics of marketing communications and have a holistic

approach in communication process.

To gain knowledge and design new strategies to frame promotion mix.

To evaluate different types of communication mix elements to create suitable models which will

gain success in product/service promotion.






6. Course Input :

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y

Course Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Introduction to IMC, Role of IMC A 1 2 U

9

5 4 3

Perspectives on consumer behavior A 4 2 U 5 5 2

Analyzing the communication process-

Response Hierarchy A 5,6 2 A 4 2 2

Setting Communication Objectives:

DAGMAR Ap approach, Budgeting A 7 3 E 5 5 2

II

FUNDATMENTALS OF ADVERTISING

IMC Advertising tools B 5 2 A

9

5 5 4

Media Management B 7 2 C 5 3 5

Message Design, Copywriting, Layout,

Appeal B 7 3 C 4 4 4

Ethical Aspects of Advertising A 22 3 E 5 3 5

ADVERTISING AGENCIES

Advertising Agencies – Roles – Types B 5 2 U

9

5 5 3

In House Agencies – Direct Response

Agencies B 5 2 A 5 5 2


L T P C

15MB3E19 INTEGRATED MARKETING COMMUNICATION 3 0 0 3

252

III Sales Promotion Agencies - PR Firms –

Interactive Agencies B 9 2 A 5 5 4

Advertising Goals and Budget B 5 3 A

IV

SALES PROMOTION STRATEGIES

Rationale, Types - Consumer and Trade

Promotions B 9,10 3 E

9

4 5 0

Sales Promotion Strategies and

Practices A 8,9 2 E 5 4 5

Personal Selling B 11 2 AP 5 5 5

Public Relations, Sponsorship and

regulations B 12 2 U 5 5 3

V

E-COMMUNICATION

Online Marketing Communication

Process B 13 2 A

9

5 5 2

Online Advertising - Online Sales

Promotion - Online PR B 13 3 A 5 4 2

Direct Marketing through Internet B 13 2 A 5 4 2

Evaluating an Integrated Marketing

Program B 15 2 A 5 4 3

Bloom’s Legends:



7. References:

A. George E Belch & Michel E Belch, Keyoor Purani, Advertising & Promotion and Integrating

B. Clow, Baack, Integrated Advertising Promotion and Marketing Communication, Pearson

Education. India.

C. Clow, Kenneth and Black, Donald, Integrated Advertising, Promotion and Marketing

Communication, Pearson Education, New Delhi.

D. Semenik Allen, Advertising and Promotions, Cengage learning.

E. Shah, D‟Souza, Advertising and Promotions, Tata Mcgraw Hill.


R U AP A E C TOTAL

UNIT I - 2 - 1 1 - 4

UNIT II - - - 1 1 2 4

UNIT III - 1 - 3 - - 4

UNIT IV - 1 1 - 2 - 4

UNIT V - - - 4 - - 4

TOTAL 20

253


R U AP A E C TOTAL

( %)

UNIT I - 10 - 5 5 - 20

UNIT II - - - 5 5 10 20

UNIT III - 5 - 15 - - 20

UNIT IV - 5 5 - 10 - 20

UNIT V - - - 20 - - 20

TOTAL 20 5 50 25 - 100%





CO1: Understand the concept of promotion in the business environment

CO2: To apply strategies that will sort the latest issues prevailing in the market.

CO3: Executing the knowledge gained and build in new strategies.

CO4: Evaluating different types of communication mix elements to create suitable models

which will gain success in product/service promotion.


R U AP A E C

CO1 √√ √

CO2 √√ √√ √√ √

CO3 √√ √ √

CO4 √√ √√ √√



CO1 √ √ √ √ √√ √

CO2 √ √ √ √ √ √√ √ √

CO3 √ √ √ √√ √ √ √ √

CO4 √ √√ √√ √ √ √ √√ √√



CO1 √ √√ √ √ √ √ √ √√ √√

CO2 √√ √ √ √ √ √

CO3 √√ √ √√ √ √

CO4 √ √√ √ √ √√ √

254


PEO1 PEO2 PEO3 PEO4

CO1 √√ √

CO2 √√

CO3 √ √√

CO4 √ √

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial

Assignments 10

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

255

1. Course pre-requisites : Basic Understanding of Marketing Concepts


To enable the students to understand fundamentals of services marketing

To sensitise the students in Customer Behavior and Segmentation, Targeting and positioning

in services.

To develop knowledge of Customer Satisfaction & Service Quality

To Clarify the basics in the formulation of a Sound marketing Mix






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

I INTRODUCTION TO SERVICES MARKETING

Services, Marketing, Characteristics,

Classification of services Contribution of

services sector in Indian economy,

Marketing, Managerial Challenges

B,C,

D 1,1,2 3 U

9

5 4 2

Differences between Goods and Services,

Importance of services marketing

C,B

1,1

2

U

5

4

2

Trends in Service marketing: Customer as

the only Centre of attraction, Services as a

key differentiators even for Manufacturing

firms

C

2

2

U

5

2

2

Emergence of Automation and New

Technologies in Services, New service

Opportunities

C 2 2 E 5 3 2

II CUSTOMER BEHAVIOR AND SEGMENTATION, TARGETING AND POSITIONING

Customer behavior in Service Encounters:

Differences among services affect

Customer behavior, Customer Decision

making: The three stage model of service

Consumption-Introduction

A 2, 2 A 9 5 4 3


L T P C

15MB3E20 SERVICES MARKETING 3 0 0 3

256

The Prepurchase Stage, The service

encounter stage, The post-encounter Stage A 2 4 A 5 4 3

Targeting, segmentation and Positioning C 4 2 E 5 4 4

Problems areas of segmentation C 4 1 A 5 3 3

III

MARKETING MIX IN SERVICES MARKETING

Introduction, Marketing Mix: The concept-

TheProduct,Mix,levels,ProductLine,Product

Development, Developing a package,

Product attractiveness

B 3 3 E

9

5 4 3

Promotion Mix: Advertising, Public

Relations/Publicity, Personal Selling, Sales

promotion: Tools of Salespromotion,Word-

of- mouth, Telemarketing

B 3 2 A 5 5 2

The price and Place Mix B 3 1 A 5 5 4

Role of people in services marketing,

Physical Evidence of services in marketing,

Process

C 6,7 3 AP 5 5 5

IV

CUSTOMER RELATION SHIPS& SERVICE QUALITY

Importance, Customer Perspective,

Customer satisfaction: Satisfaction drivers,

Total customer satisfaction and delight

D 17 3 U

9

4 3 0

Relationship building: Levels of

Relationship, Relationship Customers,

Relationship tools and Strategies

D

17

3

E

5

4

3

Service Quality: Quality Dimensions, D 13 1 U 5 3 3

Introduction to Service Quality Models:

Gaps Model, SERVQUAL, and

SERVPERF

D 13 2 A 5 2 2

V

FORMULATION OF MARKETING OF MIX

Banking Services, Insurance Marketing,

Mutual Funds Marketing

B

5,6,7

3

C

9

5

5

3

Tourism ,Hotel and Consultancy Marketing B 5,6,7 2 C 5 5 3

Mass Communication, Entertainment B 5,6,7 1 C 5 5 3

Educational, IT marketing B 5,6,7 1 C 5 5 3

Bloom’s Legends:



6. Reference Books

A. Lovelock, Wirtz and Chatterjee, Services Marketing , People, Technology and Strategy

2006,Edition

B. Jha S M, Services Marketing, Himalaya Publishing House, 2014

A South Asian perspective, Pearson Education, 2007

C. Govind Apte, Service Marketing, Oxford Publisher, 2014

D.Harsh V.Verma, Services Marketing, Dorling Kindersky (India) Pvt.Ltd,2012

257


R U AP A E C TOTAL

UNIT I 0 4 0 0 1 0 5

UNIT II 0 0 0 3 1 0 4

UNIT III 0 0 1 2 1 0 4

UNIT IV 0 2 0 1 1 0 4

UNIT V 0 0 0 0 0 4 4

TOTAL 21


R U AP A E C TOTAL

( %)

UNIT I 0 19.04 0 0 4.76 0 23.81

UNIT II 0 0 0 14.29 4.76 0 19.05

UNIT III 0 0 4.76 9.52 4.76 0 19.04

UNIT IV 0 9.52 0 4.76 4.76 0 19.04

UNIT V 0 0 0 0 0 19.04 19.04

TOTAL 100 %


Higher Order Thinking (%)

66.65



CO1: Understand the Managerial Challenges and Trends in service marketing

CO2: Develop Marketing Strategy based on consumer Insights

CO3: Comprehend the relationship between service quality and customer satisfaction

CO4: Formulate Marketing Mix for different types of services


R U AP A E C

CO1 √√ √

CO2 √√ √√

CO3 √√ √ √

CO4 √ √√ √√



CO1 √√ √ √ √ √

CO2 √ √√ √√ √ √

CO3 √ √√ √ √ √

CO4 √ √ √√ √√ √ √ √



CO1 √√ √ √√ √

CO2 √√ √√ √√ √ √√ √ √ √

CO3 √ √√ √

258

CO4 √ √√ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √ √

CO2 √ √ √ √

CO3 √ √

CO4 √ √

14. CAPSTONE MODEL

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work 5

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

259

1. Course pre-requisites : Marketing Management


To make the learners to understand Neural networks of cognitive processes

To equip the learners to analyze the relevance of cognition process in decision making

To facilitate them to create neuro economic models

To prepare them to solve marketing and business problems by applying cognitive neuroscience

To make them to evaluate neuro ethics and limitations of consumer neuroscience






6. Course Input:

Un

it N

o Name of the Topic

Ref

eren

ce B

ook

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

I

NEURAL NETWORKS

Brain anatomy-physiology and techniques for

registering human brain activity

A

1

2

U

9

5 5 0

Basic neuro anatomy and neurophysiology A 1 2 U 5 5 0

Brain functioning and the distribution of brain

functions in regions and networks

A 1 3 A 5 5 0

Different techniques used in human neuroscience to

monitor brain activity - Brain anatomy-physiology

and techniques for registering human brain activity

A 1 2 A 5 5 0

II

NEURAL BASIS OF COGNITION AND DECISION MAKING

Basic cognitive processes A 2 2 U

9

5 5 5

Attention and perception with special emphasis in

emotion

A 2 2 A

5 5 5

Learning and memory with special emphasis in

emotion

A 2 1 A 5 5 5

Models of human decision making and persuasion A 2 4 E 5 5 5

NEUROECONOMICS AND CONSUMER NEUROSCIENCE


L T P C

15MB3E21 NEURO MARKETING 3 0 0 3

260

III

Application of neuroscience to economic behavior

and consumer research

A 3 2 E

9

5 5 3

Neuro economic and extensive description A 3 2 A 5 4 2

Application of neuroscience to create economic

models.

A 5 3 C 5 4 2

Consumer behavior in the perspective of

neuroscience

A 5 2 E 5 5 2

IV

CONSUMER NEUROSCIENCES – APPLICATIONS

Consumer Neuroscience – role in solving marketing

and business problems

B 9 3 E

9

5 5 5

Description of all the main applications of consumer

neuroscience currently in the market

B 9 2 E 5 5 4

Techniques of cognitive neurosciences B 9 2 A 5 5 5

Eye - tracking and biometrics - FMRI and EEG. B 9 2 A 5 3 2

V

CONSUMER NEUROSCIENCES –IMPLICATIONS

Description of current and future implications of the

use of consumer neuroscience in market research

B 11 2 E

9

5 5 5

Actual cases B Cases 4 A 5 5 5

Limitations of Consumer Neuroscience A 5 1 A 5 4 1

Neuro-ethics A 5 2 E 5 2 2

Bloom’s Legends:



7. Reference Books:

A. Leon Zurawicki, Neuromarketing - Exploring the Brain of the Consumer, Springer, 2010

B. Sharma J K , Deepali Singh, Deepak K K and Agrawal D P , Neuromarketing- a peep into

customers‟ mind, PHI Learning Private Limited, 2010

C. Robert Heath, Seducing the Subconscious: The Psychology of Emotional Influence in

Advertising, John wiley & Sons, 2012

D. Douglas Van Praet , Unconscious Branding: How Neuroscience Can Empower (and Inspire)

Marketing, Palgrave Macmillan Trade, 2012

E. Stephen Genco, Andrew Pohlmann, and Peter Steidl, Neuromarketing for Dummies, John

wiley & Sons, 2013


R U AP A E C TOTAL

UNIT I 0 2 0 2 0 0 4

UNIT II 0 1 0 2 1 0 4

UNIT III 0 0 0 1 2 1 4

UNIT IV 0 0 0 2 2 0 4

UNIT V 0 0 0 2 2 0 4

261

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 0 10 0 10 0 0 20

UNIT II 0 5 0 10 5 0 20

UNIT III 0 0 0 5 10 5 20

UNIT IV 0 0 0 10 10 0 20

UNIT V 0 0 0 10 10 0 20

TOTAL 0 15 0 45 35 5 100





CO1. Understand Neural networks of cognitive processes

CO2. Analyze the relevance of cognition process in decision making

CO3. Create neuro economic models

CO4. Solve marketing and business problems by applying cognitive neuroscience

CO5. Evaluate neuro ethics and its significance


R U AP A E C

CO1 √√

CO2 √√

CO3 √√

CO4 √√ √√

CO5 √√



CO1 √√

CO2 √√ √√ √√ √√

CO3 √√ √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√ √√ √√ √√

CO5 √√ √√



CO1 √√

CO2 √√ √√ √√ √√

CO3 √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√ √√ √√ √√

CO5 √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√

CO2 √√ √√

262

CO3 √√ √√ √√

CO4 √√ √√ √√ √√

CO5 √√

15. Capstone Model:


A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5


Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Total 100

263

1. Course pre-requisites : Marketing Management and Business Research Methods


To make the learners to analyze the role of marketing research in managerial decisions

To facilitate them in creating marketing research plan to obtain solutions to marketing problems

To prepare them to apply various product research techniques

To train them to analyze sales control and advertising research

To provide insight to analyze consumer attitudes and satisfaction surveys



5. Nature of the Course : Group 3: 85% Descriptive & 15% Analytical



6. Course Input:

Un

it N

o

Name of the Topic

Ref

eren

ce

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Introduction - Conceptual Framework -

Historical Development - Nature and Scope -

Importance

C 1 4 U 9 5 4 5

Role of marketing research in managerial

decision – factors influencing marketing

research decision

C 1 2 A 5 4 5

International Marketing Research C 1 2 E 5 2 4

Ethics in Marketing Research C 1 1 E 5 2 5

II

MARKET RESEARCH PROCESS AND RESEARCH DESIGN

Market Research Plan - Steps in Market

Research

C 3-6 1 C 9 5 5 5

Problem Definition - Research Design – Field

Work

C 7, 8 2 A 5 5 5

Data Analysis C 16,18 2 A 5 5 5

Report Preparation - Characteristics of Good

Marketing Research

C 23 2 A 5 3 5

Special Techniques of Marketing Research:

Image Research - Omnibus Surveys - Trade

C 10 2 A 5 3 5


L T P C

15MB3E22 MARKETING RESEARCH 3 0 0 3

264

Research

III

PRODUCT RESEARCH

New Product Research C 24 1 E 9 5 5 5

Idea Generation & Idea Screening -

Concept Development and Testing

C 24 4 A 5 5 5

Conjoint Analysis - Business Analysis C 24 2 A 5 3 5

Product Development - Test Marketing - Uses

and Methods - Commercialization

C 24 2 E 5 3 5

IV

SALES CONTROL RESEARCH AND ADVERTISING RESEARCH

Sales Forecasting - Sales Analysis C 24 2 A 9 5 4 5

Methods of Testing Marketing Potential - Trade

Area Analysis

C 24 3 A 5 4 5

Advertising Content Research - Advertising

Media Research

C 24 2 A 5 4 5

Advertising Effectiveness Research: Pre –Test

and Post - Tests

C 24 2 E 5 2 5

V

CONSUMER RESEARCH

Consumer Research - Nature and Importance of

Measuring Consumer Attitudes

C 25 2 A 9 5 4 5

Measurement of Consumer Attitudes C 25 2 A 5 3 5

Customer Satisfaction Surveys C 25 2 C 5 3 5

Measuring Service Quality Using

SERVQUAL Technique

C 25 3 E 5 0 5

Bloom’s Legends:

R-Remembering U-Understanding AP -Applying

A-Analyzing E - Evaluating C-Creating

7. Reference Books:

A. Kinnear and Taylor , Marketing Research , Applied Approach , McGraw Hill International, TMH,

2010

B. Boyd, Marketing Research , Macmillan, 1999

C. Aaker Kumar and Day, Marketing Research, John Wiley. and Sons, Inc., 2009

D. Naresh. K.Malhotra, Marketing Research , Pearson, Education Asia (Addison Wesley Longman),

2010

E. Parasuraman, Dhruv Grewal and R.Krishnan, Marketing Research, Biztantra, 2007

8. Assessing Level of Bloom’s Taxonomy in Numbers

R U AP A E C TOTAL

UNIT I 0 1 0 1 2 0 4

UNIT II 0 0 0 4 0 1 5

UNIT III 0 0 0 2 2 0 4

UNIT IV 0 0 0 3 1 0 4

UNIT V 0 0 0 2 1 1 4

TOTAL 21

265



UNIT I 0 4.76 0 4.76 9.52 0 19.04

UNIT II 0 0 0 19.04 0 4.76 23.8

UNIT III 0 0 0 9.52 9.52 0 19.04

UNIT IV 0 0 0 14.28 4.76 0 19.04

UNIT V 0 0 0 9.52 4.76 4.76 19.04

TOTAL 0 4.76 0 57.12 28.56 9.52 99.96





CO1. Analyze the role of marketing research in managerial decisions

CO2. Create marketing research plan to obtain solutions to marketing problems

CO3. Apply various product research techniques

CO4. Analyze sales control and advertising research

CO5. Analyze consumer attitudes and satisfaction surveys


R U AP A E C

CO1 √√

CO2 √√ √√

CO3 √√ √√

CO4 √√

CO5 √√



CO1 √√ √√ √ √ √√ √√ √ √ √√ √√

CO2 √√ √√ √√ √√ √√ √ √√ √√ √√

CO3 √√ √√ √√ √√ √√ √√ √ √√ √√

CO4 √√ √√ √√ √√ √√ √√ √ √√ √√

CO5 √√ √√ √√ √√ √√ √√ √ √√ √√



CO1 √√ √√ √√ √ √ √ √√ √

CO2 √√ √√ √√ √√ √ √√ √√ √√ √√ √√ √√

CO3 √√ √√ √√ √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√ √√ √√ √√

CO5 √√ √√ √√ √√ √√ √√ √√ √√

266


PEO1 PEO2 PEO3 PEO4

CO1 √√ √

CO2 √√ √√ √√ √√

CO3 √√ √√ √√

CO4 √√ √√ √√

CO5 √√ √√ √√

15. Capstone Model:

Exam

Type


A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar


Tutorial

Assignments 5

Coding

Mini Project 10

Group Discussion

Field work

Case study 5

Technical Quiz

Project Viva voce

Observation

Record

Viva

Model Practical

Total 100

267

1. Course pre-requisites : Basic knowledge about managing activities in an

organization


To facilitate the students to understand the

importance of Project Management

To enable the students acquire the project

management skills

To familiarize the students with resource

optimization techniques in project management

To make the students understand the different

types of risks associated with projects and enable them to effectively handle such risks

3. Expected Level of Output : Conceptual and Procedural Level


5. Nature of the Course : Group 3: 60% Descriptive & 40 % Analytical



6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Project Characteristics – Taxonomy of

projects – Benefits of Project

Management – Project Management

cycle

A

B

1

1, 2 3 U

9

5 3 4

Project identification – Project Initiation

– Project Planning

A

B

2

2 2 U 5 3 4

Project Execution – Project Closure I 3 2 U 5 3 4

Project Manager – Roles and

Responsibilities – selection of Project

Team

A 2 2 U 5 3 4

II

BUDGETING THE PROJECT

Project cost components – Project cost

estimation

A

B

4

19 2 A

6

4 3 3

Detailed estimate – Order of Magnitude

estimate – A 4 1 A 4 3 2


L T P C

15MB3E23 PROJECT MANAGEMENT 3 0 0 3

268

Sources of Project Finance – Project

Appraisal - Financial appraisal of

Projects – Specialised Financial

Institutions for Project financing –

Venture Capital

A

B

5

11 3 A 4 3 2

III

PROJECT SCHEDULING

Project scheduling – Scheduling

Techniques – CPM – PERT

A

B

8

14, 15 3 A

11

4 4 3

Updating of Network – Line of balance

Technique

A

B

8

14 2 E 4 4 3

Time-Cost Tradeoff - Crashing of

Project Time – Resource Leveling –

Resource Smoothing

A 9 4 E 4 4 3

Forecasting funds requirement A 9 2 E 4 4 3

IV

PROJECT CONTRACTS AND PROJECT AUDIT

Principles of Project Contracts – Project

contracting process – Types of Contracts

A

C

12

11, 12 2

U

10

4 3 2

Pre-qualifications of a Contractor -

Tenders – Types of payments to

contractors

A

C

12

11, 12 1 U 4 3 2

Legal aspects of Project contracts –

Global tendering – Vendor Evaluation C 13, 14 3 Ap 4 3 2

Insurance for Projects – Performance

Guarantee – Deferred payment

Guarantee – BOOT, BOLT Projects

A

C

19

16 3 Ap 4 3 2

Project Audit – Objectives of Audit –

Audit Process – Audit Report – Project

Auditor‟s role

A

B

13

20 1 A 4 3 2

V

PROJECT RISK MANAGEMENT

Project Risks – Completion risks – Price

risks – Resource risks – Operating risks

A

I

16

10 3 E

9

4 3 2

Casuality risks – Technology risks –

Political risks – Environmental risks –

Exchange rate risks

A

I

16

10 2 E 4 3 2

Interest rate risks – Insolvency risks A

I

16

10 1

E 4 3 2

Integrated approach to Risk Management

– Monitoring and Controlling the Project

Plan – Design of Control system –

Earned Value Analysis

A

I

16

10 3 E 4 3 2

Bloom’s Legends:



7. Reference Books

A. Nagarajan K, „Project Management‟, New Age International P. Ltd, New Delhi, 2013

B. Rao, P.C.K.,‟ Project management and Control‟, Sultan Chand & Sons, New Delhi, 2000

269

C. Gopalakrishnan. P and Ramamurthy V.E., „Textbook of project Management‟ , Macmillan India

Limited, New Delhi, 2004

D. Albert Lester, „ Project Planning and Control‟, Butterworth & Co (Publishers) Ltd., London, 2002

E. Dennis Lock, „Project management Handbook‟ Gower technical Press Limited, Hants GU 113

HR, England, 1997

F. James P. Lewis, „Project Manager‟s desk reference‟, Neo Publishing Company, New Delhi, 2003

G. Keith Lockyer, „ Critical Path Analysis and other Network Techniques‟, Pitman Publishing

Limited, London, 1998

H. Mohsin B.L., „Project planning and Control‟, Vikas publishing House Pvt. Ltd, New Delhi, 2001

I. Narendra Singh P. M, „Project Management and Control‟, Himalaya Publishing House, 2009

J. „Study notes on Project Management and Control‟, The Institute of Cost and Works accountant

of India, Calcutta, 1996


R U AP A E C TOTAL

UNIT I 0 4 0 0 0 0 4

UNIT II 0 0 0 3 0 0 3

UNIT III 0 0 0 1 3 0 4

UNIT IV 0 2 2 1 0 0 5

UNIT V 0 0 0 0 4 0 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 0 20 0 0 0 0 20

UNIT II 0 0 0 15 0 0 15

UNIT III 0 0 0 5 15 0 20

UNIT IV 0 10 10 5 0 0 25

UNIT V 0 0 0 0 20 0 20

TOTAL 0 30 10 25 35 0 100%





CO1: Understand the importance of Project based work execution

CO2: Acquire the skills of planning leading, organizing, coordinating and controlling projects and

apply the same in real time projects

CO3: Optimize resource allocations in execution of projects

CO4: Evaluate risks associated with projects and take appropriate action to mitigate the risks


R U AP A E C

CO1 √

CO2 √√

CO3 √√ √

CO4 √ √ √


270


CO1 √

CO2 √√

CO3 √√ √√ √ √ √

CO4 √ √ √ √



CO1 √

CO2 √ √ √

CO3 √ √√ √ √

CO4 √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √

CO2 √√ √√

CO3 √√ √

CO4 √ √


15. CAPSTONE MODEL

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 5

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

271

Viva

Model Practical

Debate

Total 100

1. Course pre-requisites : Basic knowledge about the relevance of technology to

organizations


To facilitate the students understand the importance of technology for an organization in the

context of growing technological innovations

To expose the students to the formulation and implementation of technology strategy

To facilitate the students in gaining expertise to managing technology based organizations

To familiarize the students with intellectual property rights and their application in business






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors F

1

F2

F3

F4

I

TECHNOLOGY AND ITS MANAGEMENT

Importance of Technology to Business –

Essential features of Technology – Achieving

competitive advantage through Technology –

Types of Technologies

A

B

1

1, 2 2 U

9

4 4 3

Technology Portfolio – Technology Life

Cycle – Technology as an investment A 2 2 A 4 3 2

Management of Technology – Principles and

Objectives – Technology Forecasting–

A

B

3

9 1 A 5 3 3

Technology Obsolescence – Technology

discontinuity A 3 1 A

Technology Scouting – Technology Audit –

National technology Policy

A

B

3

9 3 A 4 3 2

INNOVATION, TECHNOLOGY TRANSFER

Role of R&D in Technology generation – A 4 2 A 9 4 4 2


L T P C

15MB3E24 TECHNOLOGY MANAGEMENT 3 0 0 3

272

II

Linear Thinking vs. Lateral Thinking B 2, 5

Inventions – Innovations – Characteristics of

Innovation – Risks associated with

Innovations – Sources of Innovations

A

B

4

11 2 E 4 4 2

Out-sourcing of Technology – Failure of

Innovations - Technology Transfer A 4 2

A 4 3 2

Technology Transfer – Reverse Engineering

– Value Analysis and Value Engineering -

National knowledge Commission‟s report on

the status of Innovations in Indian Industry

A 4 3 Ap 4 3 2

III

TECHNOLOGY ANSORPTION AND DIFUSION

Technology Absorption – Technology

Adoption – Technology Adaptation –

Management of technology Absorption –

A 4 3 A

9

4 3 3

Technology Diffusion – Technology Cycle

(„S‟ Curve Model) - Dominant Design -

Diffusion Communication Channel

A

B

5

3, 4 3 A 4 3 2

Differences between Technology absorption

and Technology Diffusion – Benefits of

Technology diffusion

A 5 2 A 4 3 2

Management of Technology Diffusion –

Indian telecom Sector – Growth through

faster Diffusion

A 5 1 A 4 3 2

IV

TECHNOLOGY MANAGEMENT STRATEGY

Strategy – Business strategy – Technology

Strategy – Linking Business and Technology

strategy – Core Competency

A

B

6

8 3 A

9

5 4 2

Vertically Integrated organization – Strategic

Technology Management System (STMS)

Life cycle management – Sustainable

Competitive advantage

A

B

7

8 3 Ap 4 4 2

Human resource for managing Technology –

the importance of Organizational Structure -

Structure of an innovative organization

A

B

7

13 2 Ap 4 3 2

Project Management approach for handling

Innovations – Knowledge Management A 7 1 Ap 4 3 2

V

INTELLECTUAL PROPERTY RIGHTS

Intellectual property – Intellectual property

Rights

A

C

8

1 1 U

9

4 3 2

Patents – Patentable and non-patentable

inventions – Types of Patent Applications -

Patent Specification – Patent strategy

A

C

8

3 3 A 4 3 2

Industrial designs – Trademarks –

Tradenames – Service marks – Certification

Marks – Collective Trademarks

A

C

8

6 2 A 4 3 2

Copyrights – Geological Indications – Trade

Secrets – Licensing Intellectual Property

Rights as a Business strategy

A

C

8

7, 8,

12

3 A 4 3 2

Bloom’s Legends:

273



7. Reference Books

1. Nagarajan K, „A brief Course on Technology Management‟ , New Age International, 2015

2. Tarek Khalil, „Management of Technology‟, TMH, 2009

3. Michand Stim, „Intellectual Property‟ Cengage Llearning, 2008

4. Elaine, Dundon, „The seeds of innovation‟ , PHI, 2007

5. John E. Ettlie, „Managing Innovation‟, Elsevier, 2006

6. Melissa A. Schilling, „Strategic Management of Technological innovation‟, TMH, 2008

7. Radhakrishnan R and Balasubramanian S, „ Intellectual Property rights – Text and Cases‟, Excel

Books, 2011

8. Shlomo, Maital and Seshadri, „Innovation management‟ Sage Response, 2012


R U AP A E C TOTAL

UNIT I 0 1 0 4 0 0 5

UNIT II 0 0 1 2 1 0 4

UNIT III 0 0 0 4 0 0 4

UNIT IV 0 0 3 1 0 0 4

UNIT V 0 1 0 3 0 0 4

TOTAL 21


R U AP A E C TOTAL

( %)

UNIT I 0 4.77 0 19.05 0 0 23.82

UNIT II 0 0 4.77 9.52 4.77 0 19.05

UNIT III 0 0 0 19.05 0 0 19.05

UNIT IV 0 0 14.28 4.77 0 0 19.05

UNIT V 0 4.77 0 14.28 0 0 19.05

TOTAL 0 9.52 19.05 66.67 4.77 0 100%





CO1: Understand the importance of Technology for an organization

CO2: Become familiar with the formulation and implementation of Technology strategies and

apply the technology strategies effectively

CO3. Analyze the technology based issues in an organization and to gain the expertise on how

to manage technology based organizations

CO4. Become familiar with Intellectual property rights and acquire the required knowledge for

their application in business environment


274

R U AP A E C

CO1 √

CO2 √ √

CO3 √√

CO4 √√ √√ √



CO1 √ √

CO2 √ √√ √

CO3 √√ √√ √ √

CO4 √ √ √



CO1 √

CO2 √ √ √

CO3 √ √√ √ √

CO4 √√ √√ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √

CO2 √√ √√

CO3 √√ √

CO4 √ √

15. CAPSTONE MODEL

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial

Assignments 10

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

275

Record

Viva

Model Practical

Debate

Total 100

1. Course pre-requisites : Knowledge on Fundamental concepts of Operations

Management


To acquire knowledge, about the fundamentals of Lean Manufacturing

To enable them to apply value stream mapping and kaizen concepts to eliminate wastages

To Analyze non-value added activities by applying SMED, Kanban Card and One-Piece Flow

production System

To develop ability to implement lean and Agile Manufacturing Practices



5. Nature of the Course : Group 3 (90%Descriptive & 10%Analytical)



6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter N

o

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y

Course

Assessment

Factors

F1

F2

F3

F4

I

Introduction

Lean manufacturing overview: Need for Lean

Manufacture, Elements of Lean

manufacture,Emergence of lean and agile

manufacturing Paradigm,

A,,B 1,2,

4 3 U

9

5 5 2

Lean Manufacturing Rules, B 10 2 U 5 5 2

Orgin of Lean Manufacturing at Ford, and

Toyota‟s foray in Lean, A, 2, 1 U 5 5 2

Wastes to be eliminated in Lean, A 2 1 U 5 5 2

Tools and Techniques applied to Eliminate

Wastes-Introduction A,C 2,9 2 A 5 5 2


L T P C

15MB3E25 LEAN MANUFACTURING 3 0 0 3

276

II

Lean Training and implementation (Value Stream Mapping and Kaizen)

Training: Select the champion, Leaders and

associates, CEO- Meeting, Training Schedule,

Training, Brainstorming and Selecting the

Projects, Voting the Ideas, Selecting the Lean

Leaders,

B

11

3

AP

9

5

2

2

Prepare project Charter, Plan, Project

Implementation and review, Calculate Cost

savings

B 11 2 AP 5 2 2

Training of Employees,5S Concepts in

application of lean manufacturing: Introduction,

stages of 5S, 5S for waste Elimination

A

3

2

A

5

3

2

Value Stream Management: Introduction,

Primary and Secondary Icons,

A

3

1

AP

5

2

2

Developing the Value Stream Mapping: Current

State Map and future state mapping A 3 1 A

5

3

2

III

Lean System implementation (SMED, Kanban Card and One-Piece Flow production System)

Single Minute Exchange of Die: Introduction,

Theory of SMED, Design for SMED, A,C 6 2 C

9

5

2

2

Strategic SMED, Waste Elimination through

SMED A 6 1 A

5

2

2

Pull Production through Kanban Card System:

Introduction, Kanban Card Control,

Implementation Procedure

A,C 7,8 2 A

5

2

2

One-Piece Flow Production System:

Introduction, Fundamentals, Lean

Manufacturing through One-Piece Flow,


A 7 2 A

5

2

2

Kaizen in Lean Manufacturing paradigm:

Introduction, Steps, Lean manufacturing through

KAIZEN

A,C

4,2

2

AP

5

2

2

IV

Visual Management and Lean Manufacturing through TPM

Introduction: Fundamental Concepts

A

9

1

AP

9

5

2

2

Visual management tools for Eliminating

Overproduction, Inventory, Delay,

Transportation, processing,

A 9 3 A

5

2

2

Unnecessary motion, Defective parts,

Underutilization of people, Facilities,


A 9 2 A

5

2

2

TPM: Introduction: Principles, Leanness

through TPM, Implementation Procedure

A,C

9,7

3

A

5

2

3

V

Agile Manufacturing

Agile Manufacturing: Origin, Definition and

meaning, Twenty Criteria Agile manufacturing

Model

A 12 2 U 9

5

2

2

Implementation of Agile and Lean

manufacturing paradigm in Moderate and Smart

Organizations

A 17 2 A

5

2

2

277

Contemporary Scenario of Implementing lean

and Agile Manufacturing Paradigms:

Consultants, Practicing Managers, Researchers

A 18 3 C

5

2

0

Decision on Implementing Lean or Agile

Manufacturing paradigm A 12 2 C

5

0

2

Bloom’s Legends:



6. Reference Books

A. A.S.R.Devadasan,V.Mohan Sivakumar,R.Murugesh,P.R.Shalij “Lean and Agile

Manufacturing,PHI Learning Private Ltd,2012

B. N.Goplalkrishnan,Simplified Lean Manufacture(Elements,Rules,Tools and

Implementation), PHI Learning Private Ltd,2012

C. John M.Nicholas, Competitive Manufacturing Management,Tata McGraw-Hill

Publishing Company Ltd,2007

D. Diwakar Konda,Fundamentals Of Quality, Lean and Statistics,University Science

Press,2011


R U AP A E C TOTAL

UNIT I 0 4 0 1 0 0 5

UNIT II 0 0 3 2 0 0 5

UNIT III 0 0 1 3 0 1 5

UNIT IV 0 0 1 3 0 0 4

UNIT V 0 1 0 0 2 2 5

TOTAL 24


R U AP A E C TOTAL

( %)

UNIT I 0 16.67 0 4.17 0 0 20.84

UNIT II 0 0 12.5 8.33 0 0 20.83

UNIT III 0 0 4.17 12.5 0 4.17 20.84

UNIT IV 0 0 4.17 12.5 0 0 16.67

UNIT V 0 4.17 0 0 8.33 8.33 20.83

TOTAL 100





CO1: Acquire knowledge, about the concepts, Tools and techniques about Lean Manufacturing

CO2: Executing the gained knowledge to Implement Lean Manufacturing Programme using

value Stream mapping and Lean Tools

CO3: Develop Competency to apply SMED, and Kanban systems in Industries

CO4: Implement Agile and Lean manufacturing practices in Moderate and Smart Organizations


278

R U AP A E C

CO1 √ √

CO2 √√ √

CO3 √√ √√ √

CO4 √ √ √ √



CO1 √√ √√ √√ √ √√ √

CO2 √ √√ √√ √√ √√

CO3 √ √√ √√ √√ √√ √

CO4 √ √ √ √ √



CO1 √√ √√ √√ √ √√ √

CO2 √ √√ √√ √√ √√

CO3 √ √√ √√ √√ √√ √

CO4 √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √

CO2 √√ √

CO3 √√ √

CO4 √√ √√


14. CAPSTONE MODEL

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work 5

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

279

Model Practical

Debate

Total 100

1. Course pre-requisites : Basic knowledge about production activities in an

organization


To facilitate the students understand the different phases and product design

To expose the students to the different approaches and techniques of product design

To facilitate the students understand the different stages of new product development

To encourage the students in creative thinking process, leading to innovations in product

development

3. Expected Level of Output : Conceptual and procedural Level





6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION TO PRODUCT DESIGN

Product design – Definition- Design by

Evolution – Design by Innovation – Essential

factors of Product design

A 6 2 U

9

3 2 1

Phases of Product design – Criteria and

objectives of Product design – Primary

Production Processes –

A

6

2

A

3 2 2

Economic factors influencing Product Design

– Economic Analysis A 3 2 U 3 2 1

Profit and competitiveness – Break-even

Analysis – Economics of a new product

design

A 3 3 E 3 4 2

II

APPROACHES TO PRODUCT DESIGN

Concurrent Design – Quality Function

deployment – Rapid Prototyping A 2 3 A

9

4 3 2

Quality concepts and applications – Taguchi

Method of Robust Product design A 12 2 A 4 3 2

Six Sigma Quality Concepts – Control charts B 4 3 A 3 3 2


L T P C

15MB3E26 PRODUCT DESIGN AND DEVELOPMENT 3 0 0 3

280

and in-process monitoring of quality

Design for Environment – Environmental

factors C 15 1 E 3 3 2

III

NEW PRODUCT DEVELOPMENT

Identifying market opportunities –

Understanding customer and user needs -

New product strategy – Mass-customization –

Made-to-order strategies

B 2 2 A

9

4 3 3

various phases on new product development –

Managing Product Life Cycle –Human

Engineering considerations in Product design

D 4 2 A 4 3 3

Design of controls – design of displays - Role

of Computer in Product Design- CAD/CAM – C 13 2 A 4 3 2

Computer integrated manufacturing – Moving

towards total automation – Artificial

intelligence

C 13 3 A 4 3 2

IV

INNOVATIONS IN PRODUCT DEVELOPMENT

Sources and Types of Technological

innovations –Technology strategy – Idea

management – Idea generation –

Commercialization

E 2 2 Ap

9

4 2 2

Principles of Disruptive Technology –

Qualities of Disruptive innovation E 6 2 A 4 2 2

Protecting innovations – Technology

acquisition – Technology absorption –

Technological forecasting

E 5 3 A 4 2 2

Creative Thinking – Problem solving –

Managing lateral thinking – frugal innovations E 4 2 A 4 2

V

NEW PRODUCT DEVELOPMENT PROCESS

Flowchart Development – Program

Management – Managing people – Managing

Technological risk – Task Breakdown

Structure

C 16 2 U

9

4 3 3

The six stages of Product development –

Market assessment – Prototyping – Core

Developing and Testing

C 16 3 Ap 5 3 3

Industrialization – Commercialization –

Optimization - Obstacle removal – Handling

contingencies

C 16 2 A 5 2 2

Decision Management – Making/Managing a

decision – Reversing a bad decision –

Decision making under uncertainty –

Documentation

C 16 2 A 5 2 2

Bloom’s Legends:



7. REFERENCE BOOKS

A. Kevin Otto and Kristin Wood, „Product design‟ Pearson Education 2009

281

B. Anil Mital, Anoop Desai and Anand Subramaniam, „Product Development‟ , Elsevier, 2009

C. Chitale A.K., and Gupta, R.C., „Product Design and Manufacturing, PHI, 2007

D. Robert G.Cooper „Product Leadership – Creating and launching superior new products‟, Perseus

books, 2008

E. Nagarajan K, „ A brief course on Technology Management‟, New Age International (P) Limited,

2015

F. Dale Brethauer, „New Product Development and Delivery‟, American Management Association‟,

2002

G. Jonathan Cagan and Craig M Vogel, „Creating Breakthrough Products‟, Pearson Education, 2004

H. Kennath B. Kahn, “New product Planning‟, Response Books, 2001

I. Kevin

J. Marc A. Annacchino, „New Product Development‟, Elsevier, 2003

K. Michael Z Brooke and William Ronald Mills, „ New Product Development‟, Jaico Books, 2006


R U AP A E C TOTAL

UNIT I 0 2 0 1 1 0 4

UNIT II 0 0 0 3 1 0 4

UNIT III 0 0 0 4 0 0 4

UNIT IV 0 0 1 3 0 0 4

UNIT V 0 1 1 2 0 0 4

TOTAL 20


R U AP A E C TOTAL

( %)

UNIT I 0 10 0 5 5 0 20

UNIT II 0 0 0 15 5 0 20

UNIT III 0 0 0 20 0 0 20

UNIT IV 0 0 5 15 0 0 20

UNIT V 0 5 5 10 0 0 20

TOTAL 0 15 10 65 10 0 100%





CO1: demonstrate good knowledge about the different aspects of product design and

development

CO2: Apply the different approaches and techniques in designing of products

CO3: Analyze the factors influencing new product development and come out with innovative

product designs

CO4: Think laterally and come out with innovative processes in developing new products


R U AP A E C

CO1 √

CO2 √√ √√

282

CO3 √√ √√ √√

CO4 √√ √√



CO1 √

CO2 √√

CO3 √√ √√ √ √ √

CO4 √√ √ √ √ √



CO1 √ √ √

CO2 √ √ √

CO3 √ √√

CO4 √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √

CO2 √√ √

CO3 √ √

CO4 √ √

15. Capstone Model:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 5

Tutorial

Assignments 5

Coding

Mini Project 5

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

283

Viva

Model Practical

Debate

Total 100

1. Course pre-requisites : Production and Operations Management


To facilitate the students for successful implementation of supply-chain management

To make them analyze the role of logistics in international perspective

To equip them to create supply chain decisions

To prepare them to evaluate strategic fitness

To provide insight on the impact of technology on supply chain






6. Course Input:

Un

it N

o

Name of the Topic

Ref

eren

ce

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

LOGISTICS AND OUTSOURCING

The Logistics of Business - The Logistical

Value Proposition -The Work of Logistics

A 1 2 U 9 5 4 3

Logistical Operating Arrangements- Flexible

Structure

A 2 2 Ap 5 5 3

Supply Chain Synchronization- Intermediaries

and Alliances in Logistics - 3 PL and 4 PL

service providers

A 3,4 3 A 5 2 3

Concept and need of outsourcing-

determinants for outsourcing decisions- role of

outsourcing in global supply chain

management

E 12 2 E 5 5 3

II

GLOBAL TRADE ENVIRONMENT

Various trade blocks/FTZ and their impact on

supply chain management

D 2 2 U 9 5 5 4

International Contracts- Terms of Trade- Term

of Payment- International Currency- Incoterms

D 3,

4,5

3 E 5 3 4

Logistical packaging - Containerization D 12 2 A 5 3 3

Customs and Regulations - Trade D 13 2 A 5 3 3


L T P C

15MB3E27 LOGISTICS AND SUPPLY CHAIN MANAGEMENT 3 0 0 3

284

Documentation

III

OVERVIEW OF SUPPLY CHAIN MANAGEMENT

Understanding the Supply Chain - Supply

Chain Management Basics

C 1 3 U 9 5 4 3

Link between Supply Chain Management and

Other Management Functions

A 2 1 E 5 4 2

Achieving Strategic Fit -Issues - Efficient and

Responsive Supply Chains

C 2 4 C 5 5 3

Supply Chain Decisions C 2 1 C 5 5 3

IV

SUPPLY CHAIN DRIVERS AND PERFORMANCE MEASURES

Drivers of Supply Chain Performance -

Framework for Structuring Drivers

C 3 2 A 9 4 4 4

Obstacles to Achieving Strategic Fit C 3 2 A 5 4 4

Performance Measures - Customer Service and

Cost Trade –Offs – Order Delivery Lead Time

C 3 3 E 5 5 4

Supply Chain Responsiveness - Delivery

Reliability

C 3 2 E 5 5 5

V

NETWORK DESIGN AND SUPPLY CHAIN CO-ORDINATION

Role of Network Design - Factors Influencing

Network Design Decisions

C 5 2 E 9 5 5 4

Framework for Network Design Decisions -

Role of IT in Network Design

C 5 2 E 5 4 4

Supply Chain Co-ordination and Bullwhip

Effect - Lack of Co-ordination - Obstacles to

Coordination - Managerial Levers to Achieve

Co-ordination

C 6 3 E 5 4 3

Milk Vendor Model - Achieving JIT C 6 2 E 5 2 3

Bloom’s Legends:



7. Reference Books:

A. Coyle, Bardi, Longley, A Logistic approach to Supply Chain Management –Cengage Learning,

1/e

B. Donald J Bowersox, Dand J Closs, M Bixby Coluper, Supply Chain Logistics Management,

TMH, 2nd Edition, 2008

C. Sunil Chopra, Peter Meindal, D V Kalra, Supply chain Management , Strategy, Planning

and Operation, Pearson Prentice Hall, 2010

D. Pierre David, International Logistics, Biztantra, 2003

E. Sople V V, Logistics Management, Pearson, 3e

F. Mohanty R.P and Deshmukh S.G , Supply Chain Management, Theories and practices,

Biztantra, 2009

G. Shridara Bhat, Supply Chain Management, Himalaya Publishing House, 2010


R U AP A E C TOTAL

UNIT I 0 1 1 1 1 0 4

UNIT II 0 1 0 2 1 0 4

285

UNIT III 0 1 0 0 1 2 4

UNIT IV 0 0 0 2 2 0 4

UNIT V 0 0 0 0 4 0 4

TOTAL 20



UNIT I 0 5 5 5 5 0 20

UNIT II 0 5 0 10 5 0 20

UNIT III 0 5 0 0 5 10 20

UNIT IV 0 0 0 10 10 0 20

UNIT V 0 0 0 10 10 0 20

TOTAL 0 15 5 35 35 10 100





CO1. Successfully implement supply-chain management

CO2. Analyse the role of logistics in international perspective

CO3. Create supply chain decisions

CO4. Evaluate strategic fitness

CO5. Evaluate the impact of technology in supply chain


R U AP A E C

CO1 √√ √√

CO2 √√ √

CO3 √√ √√

CO4 √√ √√

CO5 √√ √√



CO1 √√ √√ √√ √√ √√ √√ √√ √√ √√ √√

CO2 √√ √√ √ √√ √√ √√ √√ √√ √

CO3 √√ √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√

CO5 √√ √√ √√ √√ √√ √√



CO1 √√ √√ √√ √√ √√ √√ √√ √√ √√ √√

CO2 √√ √√ √√ √√ √√ √√

CO3 √√ √√ √ √√ √√ √√ √√ √√ √√

CO4 √√ √√ √√ √ √√ √√ √√

CO5 √√ √√ √√ √ √√ √√ √ √√ √√


286

PEO1 PEO2 PEO3 PEO4

CO1 √√ √√ √√ √√

CO2 √√ √√ √√

CO3 √√ √√ √√

CO4 √√ √√ √√

CO5 √√ √√ √√

15. Capstone Model:


A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5


Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Total 100

287

1. Course pre-requisites : Broad idea about Production Process


To enable the students to understand the latest and evolving manufacturing methods and

techniques

To provide the students with the knowledge required to design an appropriate manufacturing

system for the given conditions

To enable the students study and analyze and compare the efficiency level of different

manufacturing systems

To understand the role the automated production systems and their applications in production

environment



5. Nature of the Course : Group 3 – 70 % Descriptive .& 30% Analytical



Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y Course

Assessment

Factors F

1

F2

F3

F4

I

MANUFACTRING STSTEM – THE EMERGING SECNARIO

Components of a manufacturing system –

Manufacturing in a competitive

environment

A 1 2 U

9

5 3 2

Automation of manufacturing process -

Automation in production systems - basic

elements of an automated system

E 4 2 A 5 2 2

levels of automation – Hardware

components for automation and process

control

E 4 3 A 5 2 1

Programmable logic controllers -

Computer Integrated manufacturing B 22 2 A 4 2 1

WORK SPACE DESIGN

Physiological Performance – Factors

affecting physiological performance E 4 2 U 9 4 2 2


L T P C

15MB3E28 MANUFACTURING SYSTEMS 3 0 0 3

288

II

Work space design for standing and

seated workers – Ergonomic factors to be

considered in the design of displays and

control-

E 4 3 Ap 5 3 2

Design for maintainability – Design of

human-computer interaction E 4 2 A 5 4 2

Design of environment – Vision and

illumination design – Noise and

Vibration control

G 18 2 E 5 4 2

III

DESIGN OF MANUFACTURING SYSTEM

Limitations of traditional manufacturing

systems - Design of Cellular

Manufacturing System

I 2 2 U

9

4 3 1

Production Flow Analysis –

Optimization Models – I 2 3 A 5 44 2

Inter and Intra Cell layout and Capacity

planning I 2 2 A 5 4 2

Batch sequencing and sizing – Linkages

to JIT systems – Life-cycle issues in

CMS

G 46 2 A 5 4 2

IV

ASSEMBLY LINE ANALYSIS

Analysis of Assembly systems - Manual

Assembly lines I 4 2 A

9

5 3 2

Line balancing algorithms- Mixed Model

Assembly lines – Automated production

lines – Applications

I 4 3 A 5 3 2

Analysis of Transfer lines - Flexible

Manufacturing systems I 4 2 E 5 3 1

Kanban system Single Kanban – Dual

Kanban – Dynamic Management of WIP

inventory

E 7, 8 2 U 5 3 1

V

ROBOTICS AND AUTOMATION

Artificial intelligence – Expert systems –

Coordinate Measuring machines -

Automation and Robotics –Evolution of

industrial robots -

H 1 2 U

9

4 2 2

Robot anatomy – Robot configuration -

Robot activation and feedback

components – Robot sensors and

actuators

H 3 2 U 4 2 2

Robot drive system – Control system and

dynamic performance – Industrial

applications of Robots – material

handling – transportation

H 2 3 U 4 2 2

Robotic Process operations – Economic

Analysis for Robotics – Safety aspects in

Robotics – Social and labour issues -

Future applications

H 14,

17, 18 2 U 4 2 2

Bloom’s Legends:


289


6. Reference Books

A. Frank Rowbotham „Operations Management

in context‟ „ Elsevier, 2009

B. Srinivasan G, „Quantitative Models in Operations and Supply Chain Management‟, PHI, 2010

C. Mikell P. Groover, „Industrial Robotics‟,

TMH, 2012

D. Jhamb L. C , „ Production (Operations)

Management – Everest Publishing House 2000

E. Alan weatherall, „Computer Integrated

Manufacturing‟, Elsevier, 2013

F. Anmol Gore „ Operations Management‟,

Cengage learning, 2012

G. Chryssolouries, George,‟ Manufacturing

system – Theory and Practice‟, Springer Science and Business Media, 2006

H. David J. Williams, „Manufacturing cells –

Control, Programming and Integration‟, Newnes Publishing, 2013

I. Joseph Shunta, „Achieving world class

manufacturing through process control‟, Prentice Hall, 1995

J. Sahay B.S., „World Class Manufacturing- A

strategic perspective‟, Macmillan, 2000


R U AP A E C TOTAL

UNIT I 0 1 0 3 0 0 4

UNIT II 0 1 1 1 1 0 4

UNIT III 0 1 0 3 0 0 4

UNIT IV 0 1 0 2 1 0 4

UNIT V 0 4 0 0 0 0 4

TOTAL 20



UNIT I 0 5 0 15 0 0 20

UNIT II 0 5 5 5 5 0 20

UNIT III 0 5 0 15 0 0 20

UNIT IV 0 5 0 10 5 0 20

UNIT V 0 20 0 0 0 0 20

TOTAL 0 40 5 45 10 0 100%





CO1: Understand the different types of manufacturing systems

CO2: Apply the concepts learnt and design an efficient and effective manufacturing system for

a production oriented organization.

C03: Evaluate the relative efficiencies of different manufacturing systems.

CO4: Analyze the importance and need for automated production systems and their

applications.

290


R U AP A E C

CO1 √

CO2 √√

CO3 √√ √

CO4 √ √ √



CO1 √

CO2 √ √√ √

CO3 √√ √√ √ √

CO4 √ √ √


P

O

1

PO

2

PO

3

PO

4

PO

5

PO

6

PO

7

PO

8

PO

9

PO1

0

PO1

1

CO1 √ √

CO2 √ √√ √ √√

CO3 √√ √√

CO4 √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √

CO2 √√

CO3 √ √

CO4 √ √

14. Capstone Model:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation 5

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

291

Record

Viva

Model Practical

Debate

Total 100

292

1. Course pre-requisites : Knowledge on Basic Computer Applications and

Management Information Systems


To provide students with ability to apply various concepts of System analysis and design in

practical work.

To enable students to analyze Information requirements analysis

To help students to understand and apply system analysis process

To provide students with the expertise to apply the knowledge gained about implementation

process

To help students to apply the concepts of Object Oriented Analysis and Design in real life

scenarios.






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Overview of Systems Analysis &

Design: Business Systems Concepts A&E 2&1 3 Ap

9

4 4 2

Systems Development Life Cycle

(SDLC) A 1 2 Ap 5 4 2

Project management A 3 3 A 5 4 2

Role of systems analyst A 1 1 A 3 4 2

II

INFORMATION REQUIREMENT ANALYSIS

Information Requirement Analysis ;

information gathering A 4 2

Ap

9

5 3 2

Interactive methods - Interviewing , Joint

Application Design , Using &

Administering Questionnaires

A 4 3

A

5 3 2

Unobtrusive methods - sampling,

investigation, observation A 5 2

A 5 3 2

Agile modeling and prototyping A 6 2 A 5 3 2


L T P C

15MB3E29 SYSTEM ANALYSIS AND DESIGN 3 0 0 3

293

III

THE ANALYSIS PROCESS

Analysis process – using data flow

diagram A 7 1 A

9

5 3 2

Analyzing systems using data

dictionaries A 8 1 A 5 3 2

Describing process specifications &

Structured Decisions A 9 1 A 5 3 2

Preparing systems proposal A 10 1 E 5 3 2

Designing Effective Output and Input A 11 2 A 5 3 2

Designing databases A 12 1 A 5 3 2

Human- Computer Interaction A 13 1 A 5 3 2

Designing data entry procedures A 14 1 A 5 3 2

IV

IMPLEMENTATION

Quality assurance through software

engineering – TQM approach, using

structure charts to design systems,

software engineering and documentation ,

testing , maintenance and auditing

A

16 4 A

9

4 3 2

Implementing the information systems-

Training Users, Conversion, Security

Concerns, Other Considerations,

Evaluation

A 17 4 A 4 3 2

V

OBJECT-ORIENTED ANALYSIS &DESIGN

Object-Oriented Analysis &Design

(OOAD): Introduction to Object

Oriented Analysis and design life cycle

A 18 2 Ap

9

4 2 1

Concepts A 18 1 Ap 4 2 1

Unified Modeling Language Concepts

& Diagrams A 18 1 A 4 2 1

Use Case Modeling A 18 1 A 4 2 1

Activity Diagrams, Sequence and

Communication diagrams A 18 1

A 4 2 1

Class Diagrams and statechart Diagrams A 18 1 A 4 2 1

Packages and other UML artifacts,

Importance of using UML for modeling A 18 2

A 4 2 1

Bloom’s Legends:



7. Reference Books

A. Kendall and Kendall : System Analysis & Design, Prentice Hall of India

B. Booch, Grady: Object Oriented Analysis & Design, Addison – Wesley

C. Hoffer: Modern System Analysis & Design, Pearson Education.

D. Jalote, Pankaj: An Integrated approach to Software Engineering, Narosa Publishing House

E. Elias M Awad , System Analysis & Design , Galgotia Pulblications

294


R U AP A E C TOTAL

UNIT I 0 0 2 2 0 0 4

UNIT II 0 0 1 3 0 0 4

UNIT III 0 0 0 7 1 0 8

UNIT IV 0 0 0 2 0 0 2

UNIT V 0 0 2 5 0 0 7

TOTAL 25


R U AP A E C TOTAL

( %)

UNIT I 0 0 8% 8% 0 0 16

UNIT II 0 0 4% 12% 0 0 16

UNIT III 0 0 0 28% 4% 0 32

UNIT IV 0 0 0 8% 0 0 8

UNIT V 0 0 8% 20% 0 0 28

TOTAL 0 0 20% 76% 4% 0 100





CO1: Apply various concepts of System Analysis and Design in practical work.

CO2: Analyze Information requirements analysis.

CO3: Understand and to apply system analysis process

CO4: Apply the knowledge gained about implementation process.

CO5: Apply the concepts of Object Oriented Analysis and Design


R U AP A E C

CO1 √

CO2 √

CO3 √√

CO4 √√

CO5 √√



CO1 √√ √ √ √ √ √

CO2 √√ √ √ √ √ √ √ √ √

CO3 √√ √ √ √ √ √ √ √ √

CO4 √√ √ √ √ √ √ √ √ √

CO5 √√ √ √ √ √ √ √ √ √

295



CO1 √√ √ √ √

CO2 √√ √ √ √ √ √ √ √ √ √

CO3 √√ √ √ √ √ √ √ √ √ √

CO4 √√ √ √ √ √ √ √ √ √ √

CO5 √√ √ √ √ √ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √√ √

CO3 √√ √

CO4 √√ √

CO5 √√ √

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 10

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

296

1. Course pre-requisites : Knowledge on computer software and hardware.


To provide students with the understanding of the fundamentals of computer networks

To help students apply the concepts of network security in organizations

To enable students to understand and apply the concept of cloud computing in business

To help students analyze the concept of cloud solutions

To enable students to understand cloud application architecture






6. Course Inputs:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Networking Basics- Requirements A 1 1 A

9

4 3 2

Architecture A 1 2 Ap 5 3 2

Implementing network software,

Performance A 1 1

Ap 5 3 2

Uses of computer networks B 1 1 Ap 3 3 2

Hardware and software B 1 2 Ap 4 3 2

Models of network computing B 1 2 A 4 3 2

II

NETWORK SECURITY

Network security - Introduction A 8 1 Ap

9

5 3 2

Cryptography , Principles, Secret Key

Algorithms, Public Key Algorithms,

Authentication Protocols,

A&B 8&7 4 A

5 3 2

Cryptography Tools, Secure Systems A 8 2 A 5 3 2

Digital Signatures, Social Issues B 7 2 A 5 3 2

CLOUD COMPUTING

Cloud Computing –Introduction,

Essentials, Benefits, Business and IT F 1 3 U 9 5 3 2


L T P C

15MB3E30 NETWORKS AND CLOUD SERVICES 3 0 0 3

297

III

perspective, Cloud Service

Requirements, Cloud and Dynamic

Infrastructure, Cloud Computing

Characteristics

Cloud Deployment models-

Characteristics, measured service,

Security in Public loud, Public Vs

Private Cloud, Cloud Infrastructure Self

Service

F 2 4 Ap 5 3 2

Cloud as a Service, Conceptual Cloud

Model F 3 2 A 5 3 2

IV

CLOUD SOLUTIONS

Cloud Solutions –Introduction, Cloud

Ecosystem, Cloud Business Process

Management , Cloud Service

Management Cloud on Demand , Cloud

Sourcing

F 4 3 U 9 4 3 1

Cloud Offerings, Testing under cloud,

Information security , Storage cloud

F 5 3 Ap 4 3 2

Cloud Management – Resiliency,

Provisioning, Asset Management, Cloud

Governance, High Availability, Disaster

Recovery, Changing Models

F 6 3 Ap 9 4 3 2

V

CLOUD APPLICATION ARCHITECTURE

Cloud Application Architecture, –

Security , Data Security, Network

Security, Host Security, Compromise

Responsibility

D 5 3 Ap 9 4 2 2

Disaster Recovery D 6 3 A 4 2 4

Scaling a Cloud Infrastructure D 7 3 E 4 2 3

Bloom’s Legends:



7. Reference Books

A. Peterson & Davie, "Computer Networks, A Systems Approach", 3rd ed, Harcourt, 2005

B. Andrew S. Tanenbaum, "Computer Networks", 4th ed., Prentice Hall, 2003.

C. Michael Miller, Cloud Computing: Web-Based Applications That Change the Way You Work

and Collaborate Online, Que Publishing, 2009

D. George Reese, “Cloud Application Architectures”, O‟reilly Publications, 2009.

E. Cloud Computing and Beyond – Sanjiva Shankar Dubey – IK International Publishing House

F. Cloud Computing – Kumar Saurabh – Wiley India

G. John W. Rittinghouse and James F. Ransome, “Cloud Computing Implementation,

Management and Security”, 2010, CRC Press, Taylor & Francis Group, Boca Raton London

New York.

H. Haley Beard, Cloud Computing Best Practices for Managing and Measuring Processes for on-

demand Computing, Applications and Data Centers in the Cloud with SLAs, Emereo Pty

Limited, July 2008.

I. Alfredo Mendoza, “Utility Computing Technologies, Standards, and

J. Strategies”, Artech House INC, 2007

K. Bunker and Darren Thomson, “Delivering Utility Computing”, 2006, John Wiley & Sons Ltd.

298


R U AP A E C TOTAL

UNIT I 0 0 4 2 0 0 6

UNIT II 0 0 1 3 0 0 4

UNIT III 0 1 1 1 0 0 3

UNIT IV 0 1 2 0 0 0 3

UNIT V 0 0 1 1 1 0 3

TOTAL 19


R U AP A E C TOTAL

( %)

UNIT I 0 0 21.1% 10.5% 0 0 31.6%

UNIT II 0 0 5.3% 15.8% 0 0 21.1%

UNIT III 0 5.3% 5.3% 5.3% 0 0 15.9%

UNIT IV 0 5.3% 10.5% 0 0 0 15.8%

UNIT V 0 0 5.3% 5.3% 5.3% 0 15.9%

TOTAL 0 10.6% 47.5% 36.9% 5.3% 0 100.3%





CO1: To understand and apply the concept of computer networks.

CO2: To apply the concepts of network security in organizations.

CO3: To understand and apply the concept of cloud computing.

CO4: To analyze the concept of cloud solutions

CO5: To understand the cloud application architecture.


R U AP A E C

CO1 √

CO2 √ √

CO3 √√

CO4 √

CO5 √



CO1 √√ √ √ √ √ √ √ √ √

CO2 √√ √ √ √ √ √ √ √ √

CO3 √√ √ √ √ √ √ √ √ √

CO4 √√ √ √ √ √ √ √ √ √

CO5 √√ √ √ √ √ √ √ √ √

299



CO1 √√ √ √ √ √ √ √ √

CO2 √√ √ √ √ √ √ √ √ √ √

CO3 √√ √ √ √ √ √ √ √

CO4 √√ √ √ √ √ √ √ √ √ √

CO5 √√ √ √ √ √ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √ √

CO2 √√

CO3 √√ √ √ √

CO4 √√

CO5 √√

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 10

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

300

1. Course pre-requisites : Knowledge of Information Technology Applications


The course offers knowledge on the e-business technology and infrastructure and various

application and benefits of online Business.

The course offers the students the knowledge on techniques and strategies of launching

Online business

The study enables the students to comprehend the appropriateness of various e-payment

techniques

The course creates learning on the security issues involved in conducting business

transactions on the internet.

The course offers an understanding on the innovative method of developing dynamic and

interactive e-business applications






6. Course Input:

U

nit

No

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Ho

urs

Lev

el o

f

Blo

om

’s

Ta

xo

no

my

Course Assessment

Factors F

1

F2

F3

F4

I

ONLINE BUSINESS AND SERVICE

Fundamentals of Information Technology,

Emergence of Internet & WWW A 1 1 U

9

4 4 4

Digital economy, Emergence of E

Commerce- E Commerce vs. E-business A 2 1 A 5 4 2

Business framework - Business models C 1 3 A 5 5 1

Revenue models C 1 1 A 5 4 1

Value chain, Online business technology,

software C 1 2 E 5 5 1

Opportunities in Online Business C

1

1 A 4 3 1

LAUNCHING ONLINE BUSINESS


L T P C

15MB3E31 E BUSINESS 3 0 0 3

301

II

Finding the Market - Business plan, Funding B 1 1 A

9

4 5 3

Web hosting, content creation management,

Website design and construction B 2 2 C 5 4 3

web technologies: website and page

development tools, Open source tools B 2 2 C 3 4 3

Marketing Tools for Online Companies -

Search Engine Optimization B 2 2 C 5 3 2

Building Online Brand B 3,4 2 C 5 5 4

III

E-PAYMENT SYSTEM

Traditional vs. Digital payment systems,

Digital Payment requirements, Merchant

account, Payment gateway

A 18 3 U

9

5 4 2

E-payment methods: Credit cards, E-wallet,

Digital Token based E-payment systems, E-

Cash, Innovative payment methods,

A 18 3 A 5 4 2

Elements of Electronic payment A 18 2 A 5 4 2

Online Banking services E 12 1 E 5 4 2

IV

E-SECURITY

Network and website security D 7 2 U

9

4 5 2

Security concepts D 7 2 U 5 4 3

Cyber crimes, Encryption technologies D 7 1 U 5 5 2

E-Commerce Risk Management, and

security solutions, Information Security in

India,

D 7 1 A 5 4 1

E- Commerce in India A 19 1 A 5 4 3

Cyber Law A 13 2 E 5 5 2

V

ONLINE BUSINESS APPLICATIONS

Application Areas (CRM,ERP,SCM and

Selling), C 11 2 E

9

5 5 5

Mobile Commerce: Introduction to mobile

commerce, Wireless applications, Hand Held

Devices, Mobile Computing, Wireless Web,

Concepts of WAP

C 12 2 E 5 4 2

E-Marketing: Browsing behavior model,

Internet Marketing Trends, E-Advertising,

E-branding, Marketing Strategies, C 13 3 E 5 4 4

SEO, Location based commerce C 11 1 E 4 3 2

Emergence of Web 2.0, Social Media

Strategies. C 13 1 E 5 4 1

Bloom’s Legends:



302

7. REFERENCE BOOKS A. Kamalesh K Bajaj and Debjani Nag, E- Commerce The cutting edge of Business, Tata Mcgraw-

Hill, 2005

B. Tyler Basu , How To Start An Online Business: A Step-By-Step Guide To Building A Profitable

Business On The Internet, Street Smart Publishing, 2014

C. Vinod.V.Sople, E- Marketing Text and Cases, Biztantra,2011

D. Rayadu.C.S, Himalaya Publishing House,2014

E. Ritendra Goel, E-commerce , New Age International publishers, 2008

F. Dave Chaffey, E-Business and E-Commerce Management, Pearson Education, 2012.

G. Kalakota Ravi and M.Robinson, E-Business 2.0: Roadmap for Success, Pearson Education.

H. Efraim Turban et al., E-Commerce, Pearson Education.

I. Joseph P.T., E-commerce An Indian Perspective, PHI


R U AP A E C TOTAL

UNIT I 0 1 0 4 1 0 6

UNIT II 0 0 0 1 0 4 5

UNIT III 0 1 0 2 1 0 4

UNIT IV 0 3 0 2 1 0 6

UNIT V 0 0 0 0 5 5

TOTAL 26



UNIT I 0 3.9% 0 15.3% 3.9% 0 23.1%

UNIT II 0 0 0 3.9% 0 15.3% 19.2%

UNIT III 0 3.9% 0 7.7% 3.9% 0 15.5%

UNIT IV 0 11.5% 0 7.7% 3.9% 0 23.1%

UNIT V 0 0 0 0 19.2% 0 19.2%

TOTAL 0 19.3% 0 34.6% 30.9% 15.3% 100%





CO1: Analyze the concepts of Web hosting and e-marketing

CO2: Create and launch successful brands Online

CO3: Create strategies for suitable offering and payment methods for Online business and

services.

CO4: Secure the online business services from risks through e security concepts

CO5: Develop innovative strategies to further enhance the business outcome.


R U AP A E C

CO1 √√

CO2 √√

CO3 √√

CO4 √√

CO5 √√

http://www.amazon.in/s/ref=dp_byline_sr_book_1?ie=UTF8&field-author=Ritendra+Goel&search-alias=stripbooks

303



CO1 √√ √

CO2 √√ √√ √√ √√ √ √√ √√

CO3 √√ √√ √√ √√ √ √√

CO4 √√ √ √√ √√

CO5 √√ √√ √√ √√ √√ √ √√



CO1 √√ √√ √

CO2 √√ √√ √√ √√ √√ √√ √√ √

CO3 √√ √√ √√ √√ √√ √√

CO4 √√ √√ √√ √√ √√ √

CO5 √√ √√ √√ √√ √√


PEO1 PEO2 PEO3 PEO4

CO1 √√ √√

CO2 √√ √√ √√

CO3 √√ √√

CO4 √√ √√ √√

CO5 √√ √√

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

304

1. Course pre-requisites : Knowledge of Information Technology Applications

and Functional areas of Management


To understand the business process of an enterprise

To grasp the activities of ERP Project Management Cycle

To understand the emerging trends in ERP Developments






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

io

nal

Hou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION TO ENTERPRISE RESOURCE PLANNING

Overview of enterprise system A 1,2 1 U

9

4 4 4

Risks and benefits A 5,6 2 A 5 4 5

ERP and related Technology A 7 3 A 5 5 1

Issues to be consider in planning design A 7 1 A 5 4 1

Business Intelligence and ERP A 8 2 E 5 5 1

II

ERP DATABASE AND FUNCTIONAL MODULES

ERP software solutions -Small, medium

and large enterprise A 9 1 AP

9

4 5 3

Data Warehousing A 11 2 A 5 4 3

Data Mining A 12 2 A 3 4 3

Online Analytical Processing A 13 2 E 5 3 2

Business process Management, Functional

modules software solutions -

A 14,15

,16

2 E 5 5 4

PRE IMPLEMENTATION ERP STRATEGIES FOR COMPETITIVE ADVANTAGE

Need for implementing ERP, Challenges

to Successful Implementation

A 18,19 1 E 9 5 4 2

Transition Strategies B 10 2 E 5 4 2


L T P C

15MB3E32 ENTERPRISE RESOURCE PLANNING 3 0 0 3

305

III

Pre Implementation Tasks and

Methodologies A

22,23

,24 2 E 5 4 2

ERP Project Teams A 26 2 E 5 4 2

Managing contracts with Vendors,

Consultants and Employees B 11 2 E 5 5 2

IV

ERP IN ACTION

Post Implementation Activities A 34 2 E

5 5 3

Operation and Maintenance of ERP A 37 2 E 5 5 3

Measuring the Performance of the ERP

Systems A 38 2 E 5 5 3

Maximising the ERP Systems A 39 2 E 5 5 3

Business Modules of an ERP Package A 40 1 E 5 5 5

V

SAP APPLICATION INTEGRATION

Master Data Configuration C 2 1 C

9

5 5 5

Configuring components of

Documents C 3 1 C 5 5 5

Configuring contracts and special

processes C 4 1 C 5 5 5

Managing Interactions with external

sources C 5 2 C 5 5 5

Execution processes C 6 2 C 5 5 5

Credit and Receivables Management C 10 1 C 5 5 5

Future Directions in ERP B 14 1 C 3 2 2

Bloom’s Legends:



7. Reference Books

A. Alexis Leon, ERP demystified, second Edition Tata McGraw-Hill, 2006.

B. Jagan Nathan Vaman, ERP in Practice, Tata McGraw-Hill, 2008

C. Glynn C. Williams, Implementing SAP ERP Sales & Distribution, McGraw-Hill, 2008

D. Alexis Leon, Enterprise Resource Planning, second edition, Tata McGraw-Hill, 2008.

E. Mahadeo Jaiswal and Ganesh Vanapalli, ERP Macmillan India, 2006.

F. Vinod Kumar Grag and N.K. Venkitakrishnan, ERP- Concepts and Practice, Prentice Hall of

India, 2006.

G. Summer, ERP, Pearson Education, 2008

306


R U AP A E C TOTAL

UNIT I 1 3 1 5

UNIT II 1 2 2 5

UNIT III 5 5

UNIT IV 5 5

UNIT V 7 7

TOTAL 27



UNIT I 3.8 11 3.8 18.6

UNIT II 3.8 7.4 7.4 18.6

UNIT III 18.5 18.5

UNIT IV 18.5 18.5

UNIT V 25.8 25.8

TOTAL 3.8 3.8 18.4 48.2 25.8 100





CO1: Knowledge of ERP implementation cycle

CO2: Evaluate of core and extended modules of ERP

CO3: Develop innovative strategies to create modules that enhance the business outcome.


R U AP A E C

CO1 √

CO2 √√

CO3 √√



CO1 √√ √

CO2 √√ √√ √√ √√ √ √√ √√

CO3 √√ √√ √√ √√ √ √√



CO1 √√ √√ √

CO2 √√ √√ √√ √√ √√ √√ √√ √

CO3 √√ √√ √√ √√ √√ √√

307


PEO1 PEO2 PEO3 PEO4

CO1 √√ √√

CO2 √√ √√ √√

CO3 √√ √√

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 5

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 5

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

308

1. Course pre-requisites :Strong knowledge in functional subjects like Production,

Finance, Marketing, HR and systems


To learn the concepts of Data Analysis

To have an insight into the principles, concepts and applications

To learn how to evaluate the organisation‟s performance with perspective analytics

To develop digital business strategy for the future thro‟ forecasting models

To learn the predictive analytics analysis.

3. Expected Level of Output : Professional and Consulting level


5. Nature of the Course :Group 3 – 70% Descriptive and 30% Analytical



6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

a

l H

ou

rs

Lev

el o

f

Blo

om

’s

Taxon

om

y Course

Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION TO DATA ANALYTICS

Business analytics, terminology, BA process A 1 2 R 9 5 4 2

Relationship of BA Process and

Organisation Decision-Making Process,

Importance of BA, Strategy for competitive

advantage

A 2 3 AP 5 4 4

BA personnel, data, BA technology A 4 2 A 5 4 3

Importance of BA with new sources of data A 4 2 A 5 4 2

II

APPLICATION OF BUSINESS ANALYTICS

Organisation structures aligning business

analytics

A 4 3

U

9 5 4 1

Organisation structures and teams A 4 2 E 5 4 2

Management issues A 4 2 AP 5 4 1

Establishing information policy,

Outsourcing business analytics

A

4

2

C

5

4

2

III

DESCRIPTIVE ANALYTICS

Visualising and exploring data,

Descriptive statistics

A 5 2 AP 9 5 3 2


L T P C

15MB3E33 BUSINESS ANALYTICS 3 0 0 3

309

Sampling methods and estimation A 5 2 A 5 4 2

Introduction to probabilistic distributions A 5 2 E 5 2 1

Marketing planning - Cases study A 5 3 E 5 2 1

IV

PREDICTIVE ANALYTICS

Pridictive modeling, logic driven

models,Data driven models

A 6 3 C 9 5 4 2

Data mining A 6 2 A 5 4 3

A sample illustration of data mining A 6 2 A 5 4 3

Data mining methodologies A 6 2 E 5 5 3

V

PRESCRIPTIVE ANALYTICS

Prescriptive modeling A 7 3 C 9 5 2 3

Nonlinear optimization A 7 2 C 5 4 1

Marketing planning – case study A 7 2 C 5 4 2

A final business analytics case problem A 8 2 E 5 3 3

Bloom’s Legends:



7. Reference Books

A. Marc J Schniederjans, Dara G Schniederjans and Christopher M Starkey : Business Analytics –

Principles, concepts and applications What, Why and How – E Book

B. Johannes Ledolter : Data mining and Busines analytics with R

WEB RESOURCES

http://rattle.togware.com

http://orange.biolab.si

http://www.tableusoftware.com/poducts/desktop/download


R U AP A E C TOTAL

UNIT I 1 1 2 4

UNIT II 1 1 1 1 4

UNIT III 1 1 2 4

UNIT IV 2 1 1 4

UNIT V 1 3 4

TOTAL 20



UNIT I 5 5 10 20

UNIT II 5 5 5 5 20

UNIT III 5 5 10 20

UNIT IV 10 5 5 20

UNIT V 5 15 20

TOTAL 5 5 15 25 25 25 100

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http://www.tableusoftware.com/poducts/desktop/download

310





CO1: Remember and apply the concept of business analytics

CO2: Understand and apply the various concepts and capable of evaluating and developing

solutions for Management issues

CO3: Executing the gained knowledge and skill and evolve the models for perspective analytics

CO4: Analyze and develop forecasting models based on analytic outcomes.

CO5: Able to predict the future in a situation wherein disruptive innovation sweeps away the

competitive advantage


R U AP A E C

CO1 √ √√ √

CO2 √ √ √ √

CO3 √ √ √√

CO4 √√ √ √

CO5



CO1 √√ √ √

CO2 √√ √√ √ √ √ √ √

CO3 √√ √ √ √ √

CO4 √√ √ √√ √

CO5 √√ √ √



CO1 √√ √√ √ √ √ √ √

CO2 √√ √ √

CO3 √√ √ √

CO4 √√ √ √ √

CO5 √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √

CO2 √√

CO3 √

CO4 √

CO5

311

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study 10

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

Total 100

312

1. Course pre-requisites : Knowledge on Management Information Systems


To provide the students with the understanding of the fundamentals of decision support

systems

To make the students understand about Intelligent systems

To make the students understand business intelligence

To make the students understand about implementation of efficient and effective decision

support systems in organisations

To enable the students to demonstrate knowledge about the future of decision support

systems






6. Course Input:

Un

it N

o

Name of the Topic

Tex

t /

Ref

Book

s

Ch

ap

ter

No

Inst

ruct

ion

al

Hou

rs

Lev

el o

f B

loom

’s

Taxon

om

y Course Assessment

Factors

F1

F2

F3

F4

I

INTRODUCTION

Decision Support Systems – Introduction A 1 1 A

9

4 3 2

Decisions and Decision Makers A 2 1 AP 5 3 2

Supporting Organizational decision making A 3 1 AP 5 3 2

Essentials and Framework of Business

Intelligence B 1 1 AP 3 3 2

Modeling Decision Process A 4 2 AP 4 3 2

Group Decision Support and Groupware A 5 2 A 4 3 2


L T P C

15MB3E34 DECISION SUPPORT SYSTEMS 3 0 0 3

313

technologies

II

INTELLIGENT SYSTEMS

Executive information systems A 6 2 AP

9

5 3 2

Expert systems A 7 1 A 5 3 2

Artificial Intelligence A 7 1 A 5 3 2

Advanced Intelligent Systems B 13 2 AP 5 3 2

Intelligent Systems over Internet B 14 1 AP 5 3 2

Knowledge Engineering and Acquisition A 8 2 A 5 3 2

III

BUSINESS INTELLIGENCE

Data warehousing A 10 2 U

9

5 3 2

Data Mining A 11 2 A 5 3 2

Data Visualization A 11 1 AP 5 3 2

Designing and building the data warehouse A 12 2 AP 5 3 2

Systems perspective of DSS A 13 2 A 5 3 2

IV

DEVELOPMENT AND IMPLEMENTATION DSS

Designing and building DSS A 14 3 A 9

4 3 1

DSS Implementation A 15 3 A 4 3 2

Integrating DSS A 16 3 A 4 3 2

V

FUTURE OF DSS

Creative Decision Making and Problem

Solving A 16 2 U

9

4 2 2

Delegation and Agency A 17 1 U 4 2 4

Intelligent software Agents A 17 2 A 4 2 2

Impact of Management support systems on

Organizations and Individuals B 16 1 A 4 2 4

Legality , Privacy and Ethics B 16 1 A 4 2 4

DSS in 21st century A 18 2 E 4 2 3

Bloom’s Legends:



7. Reference Books

A. Decision Support Systems , George M Marakas, PHI learning , 2014

B. Decision Support Systems and Business Intelligence Systems, Turban, Aronson et al.,

Pearson Education.

314


R U AP A E C TOTAL

UNIT I 0 0 4 2 0 0 6

UNIT II 0 0 3 3 0 0 6

UNIT III 0 1 2 2 0 0 5

UNIT IV 0 0 0 3 0 0 3

UNIT V 0 1 0 3 1 0 5

TOTAL 25


R U AP A E C TOTAL

( %)

UNIT I 0 0 16% 8% 0 0 24%

UNIT II 0 0 12% 12% 0 0 24%

UNIT III 0 4% 8% 8% 0 0 20%

UNIT IV 0 0 0 12% 0 0 12%

UNIT V 0 4% 0 12% 4% 0 30%

TOTAL 0 8% 36% 52% 4% 0 100%





CO1: Understand fundamentals of decision support systems.

CO2: Apply the concepts of intelligent systems in organizations.

CO3: Understand and apply the concept of business intelligence.

CO4: Design and implement decision support systems in organisations

CO5: Evaluate the future of decision support systems.


R U AP A E C

CO1 √

CO2 √ √

CO3 √ √√

CO4 √√

CO5 √



CO1 √√ √ √ √ √ √ √ √ √

CO2 √√ √ √ √ √ √ √ √ √

315

CO3 √√ √ √ √ √ √ √ √ √

CO4 √√ √ √ √ √ √ √ √ √

CO5 √√ √ √ √ √ √ √ √ √



CO1 √√ √ √ √ √ √ √ √

CO2 √√ √ √ √ √ √ √ √ √ √

CO3 √√ √ √ √ √ √ √ √

CO4 √√ √ √ √ √ √ √ √ √ √

CO5 √√ √ √ √ √ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √√ √ √ √

CO2 √√

CO3 √√ √ √ √

CO4 √√

CO5 √√

15. CAPSTONE MODEL:

Exam

Type Components

Group Name

A B C D E F G H I


CIA

Internal Test 20

Attendance

Seminar 10

Presentation

Tutorial

Assignments 5

Coding

Mini Project

Group Discussion

Field work

Case study

Technical Quiz 5

Project Viva voce

Observation

Record

Viva

Model Practical

Debate

316

Total 100

317

1. Course pre-requisites : Exposure to Management Principles and Practices


To enable the students acquire a first-hand knowledge about the functioning of business

organizations

To enable the students understand organizational hierarchy, reporting and control mechanism

prevailing in organizations

To enable the students become adaptable to the work culture of organizations

To make students understand the importance of interpersonal relationships and team-work

prevailing in organizations






6. Course Methodology:

Every student will undergo Internship Training at the end of the second semester, for a period of four

weeks. The candidate should carry out an organizational study in a manufacturing company or a service

organization and the study shall be carried out under the guidance of a faculty member of the department.

There will be a mid-term review of the progress of Internship training after two weeks of progress.

The Internship training report must be submitted by the students within 15 days from the commencement

of the third semester.


R U AP A E C TOTAL

Course 1 1 1 1 -- -- 4

TOTAL 4


R U AP A E C TOTAL

( %)

Course 25 25 25 25 -- --





CO1: Understand the method of functioning of organizations

CO2: Understand the organizational hierarchy, reporting and control mechanism prevailing in

organizations and apply the learning while taking up positions in organizations

CO3: Adapt to different work situations and be part of a team


L T P C

15MB3P35 INTERNSHIP 0 0 0 2

318

CO4: Have a better insight on the interpersonal relationships and build effective teams for handling any

given situations.


R U AP A E C

CO1 √ √√

CO2 √√ √√

CO3 √√ √√

CO4 √√



CO1 √ √√ √ √ √

CO2 √√ √ √ √ √

CO3 √ √√ √ √√ √ √ √ √

CO4 √ √ √√ √√ √ √ √√ √



CO1 √ √√ √ √ √ √ √ √

CO2 √√ √ √ √√ √ √

CO3 √√ √ √ √ √ √

CO4 √√ √√ √ √ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √

CO2 √√ √

CO3 √ √

CO4 √ √√

14. CAPSTONE MODEL:

Exam Type Components Group Name --F


CIA Record 20

Viva 20

Total 100

319

1. Course pre-requisites : Ability to identify a problem in an organization that can be

solved by a management professional


To enable the students identify problem areas in organizations

To enable the students apply their theoretical knowledge gained to tackle the identified problems

and arrive at solutions

To enable the students become sensitive to problem identification and problem solving as a tool

for improving organizational efficiency

To make the students conversant and competent to apply the appropriate management tools to

solve real-life management problem in organizations.







Every student will undertake Mini-Project at the end of the second semester, for a period of four weeks.

The candidate should carry out the project work in a manufacturing company or a service organization

and the study shall be carried out under the guidance of a faculty member of the department. The student

should also be attached to an organizational guide, who will guide the student in the project. The project

work should be one that attempts to handle an immediate problem faced by the organization that can be

solved by applying the management principles learnt by the student in the first year of study.

There will be a mid-term review of the progress of Internship training after two weeks of progress.

The Mini project report must be submitted by the students within 15 days from the commencement of the

third semester.


R U AP A E C TOTAL

Course -- 1 1 1 1 -- 4

TOTAL 4


R U AP A E C TOTAL

( %)

Course -- 25 25 25 25 --




L T P C

15MB3P36 MINI PROJECT 0 0 0 2

320



CO1: Identify problem areas in organizations

CO2: Apply the theoretical knowledge gained in solving practical, real-life problems

CO3: Contribute to organizational efficiency by giving effective solutions to organizational problems

CO4: Acquire the knowledge and skill to apply appropriate management tool in a given situation, for

handling/solving a problem


R U AP A E C

CO1 √√ √√

CO2 √√ √√ √√

CO3 √√

CO4 √ √ √√



CO1 √ √√ √ √ √ √

CO2 √ √ √√ √ √ √

CO3 √ √√ √ √√ √ √ √ √

CO4 √ √ √√ √√ √ √ √√ √ √


PO1 PO2

PO3 PO4 PO5 PO6 PO7 PO8 PO9

PO10 PO11

CO1 √ √√ √ √ √ √ √ √

CO2 √ √ √√ √√ √ √

CO3 √ √ √ √ √ √

CO4 √√ √√ √ √ √ √√ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √

CO2 √ √ √√

CO3 √ √√ √

CO4 √ √√

14. CAPSTONE MODEL:

Exam Type Components Group Name --F


CIA Record 20

Viva 20

321

Total 100

1. Course pre-requisites : Exposure to general management principles and

domain knowledge on specific functional areas.


To get exposed to real time issues and problems in management.

Be Familiar with analysis and evaluation of the case studies

To apply various relevant concepts, theories and models to real time cases and draft solutions.

3. Expected Level of Output : Practical

4. Department Offered : SCHOOL OF MANAGEMENT



Semester End Examination (SEE) : 60 Marks (Internal)

6. Course Input:

Bloom’s Taxonomy:



L T P C

15MB3P37 Case Analysis and Report Writing 0 0 4 2

S.

No

Name of


Documents

to be

collected

Presentation Pra.

Hrs

Lev

el o

f

Blo

om

’s

Taxon

om

y

1 Identifica

tion of

Case

studies

To understand the

avenues and bring

in appropriate

case study that

best suit

specialization

Desk search on

the available

sources like,

journals,

Company

websites,

newspapers ,etc

2 Case

studies

from each

elective

stream

Bring in the

case let for

discussion

8

hours

U,A

2 Analyze

the

submitte

d case

To connect the

concepts, theories

and models to

case studies and

bring in suitable

solutions.

Analyze of the 4

case studies

(2 from each

elective stream)

Write up

with

solution

(4 cases and

4 solutions)

Prepare a

presentation

of the case

and solution

12

hours

A,E

3 Building

of new

case

studies

To understand the

real time problem

and give

appropriate

solutions

Collect

information from

different

secondary sources

(1 case study per

elective stream)

Build case

studies with

necessary

annexure

information

Present the

new case

study for

discussion

10

hours

AP,C

Total Hours 30

322



R U AP A E C TOTAL

Module 1 - 1 - 1 - - 2

Module 2 - - - 1 1 - 2

Module 3 - - 1 - - 1 2

TOTAL 6


R U AP A E C TOTAL

( %)

Module 1 - 16. - 16.7 - - 33.4

Module 2 - - - 16.7 16.7 - 33.4

Module 3 - - 16.7 - - 16.7 33.4





CO1: Understanding and getting exposure to real time examples

CO2: Analyse and evaluate cases in real time environment

CO3: Bring in solutions for the problems from the existing theories, models etc..


R U AP A E C

CO1 √√

CO2 √√

CO3 √√ √√ √√



CO1 √ √ √ √ √

CO2 √ √ √√ √ √ √ √ √ √

CO3 √ √ √√ √ √ √ √ √ √



CO1 √√ √

CO2 √√ √ √ √ √

CO3 √√ √ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √ √ √

CO2 √√ √ √ √

CO3 √√ √√ √√ √

323

13. Capstone Model:

Exam

Type


A B C D E F G H I


CIA

Internal Test

Attendance

Seminar

Case Presentation 10

Tutorial

Assignments

Coding

Mini Project

Group Discussion

Field work

Case study 10

Technical Quiz

Project Viva voce

Observation

Record 20

Viva

Model Practical

Total 100

324

1. Course pre-requisites : Ability to apply statistical and other mathematical tools to analyse and give

solution to organizational problems


To enable the students identify problem areas in organizations

To enable the students apply their theoretical knowledge gained to tackle the identified problems

and arrive at solutions

To enable the students become sensitive to problem identification and problem solving as a tool

for improving organizational efficiency

To make the students make effective use of mathematical and statistical tools to solve

organizational problems.







Project work shall be carried out under the supervision of a “qualified teacher” in the Department

concerned. In this context “qualified teacher” means the faculty member possessing a Ph.D. degree or PG

degree with a minimum of 3 years experience in teaching PG courses.

A candidate may, however, in certain cases, be permitted to work on projects in an Industrial/Research

Organization, on the recommendations of the Head of the Department Concerned. In such cases, the

Project work shall be jointly supervised by a supervisor of the department and an expert, as a joint

supervisor from the organization and the student shall be instructed to meet the supervisor periodically

and to attend the review committee meetings for evaluating the progress.

A candidate should a select the topic of his/her study on the basis of his/her elective specialization.

Though primarily the project work should be a research oriented work in any industry/ research

organization, 25% of general Research may be permitted, with the prior approval of the Head of the

Departmet.

The Project work shall be pursued for a minimum of 16 weeks during the final semester. The deadline for

submission of the final Project Report will be decided by the Head of the Department and communicated

during the respective semester in which the project has been undertaken.


R U AP A E C TOTAL

Course -- -- 1 1 1 1 4

TOTAL 4



Course -- -- 25 25 25 25



L T P C

15MB4P01 PROJECT WORK AND VIVA VOCE 0 0 24 12

325




CO1: Identify problem areas in organizations

CO2: Apply the theoretical knowledge gained in solving practical, real-life problems

CO3: Contribute to organizational efficiency by giving effective solutions to organizational problems

CO4: Acquire the knowledge and skill to apply appropriate management tool in a given situation, for

handling/solving a problem


R U AP A E C

CO1 √√ √√

CO2 √√ √√

CO3 √√ √√

CO4 √√ √√



CO1 √ √√ √ √√ √ √

CO2 √ √ √ √ √

CO3 √ √√ √ √√ √ √ √ √

CO4 √ √ √√ √√ √ √√ √ √ √√ √



CO1 √ √√ √ √ √ √ √√ √ √

CO2 √√ √ √ √ √√ √√ √ √

CO3 √√ √ √ √ √ √

CO4 √√ √√ √ √ √ √√ √ √


PEO1 PEO2 PEO3 PEO4

CO1 √ √ √√ √

CO2 √√ √

CO3 √ √ √√

CO4 √ √ √ √√

14. CAPSTONE MODEL:

Exam Type Components Group Name –F


CIA Review 1 10

Review 2 10

Review 3 20

326

Total 40

R2015 MBA.pdf - SKCET

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