DAVANGERE UNIVERSITY

INSTITUTE OF MANAGEMENT STUDIES

COURSES HAVING FOCUS ON EMPLOYABILITY/ ENTREPRENEURSHIP/ SKILL DEVELOPMENT

Activities/Content with direct bearing on

Name of the Year of
Course Code Employability/ Entrepreneurship/ Skill
Course introduction
development

2019-20 and 2020-21

Management
Requisite knowledge, skills and abilities needed
1.1(CPT) Process and 2019-20
Practice.
to successfully manage the organization
provides imperative theoretical and practical
Accounting and insights, knowledge, and abilities required for
1.2(CPT) Financial 2019-20 managers to deal with financial transactions
Statements. recording and reporting transparency in the
business and compliance standpoint
Managerial Skill Development-Understand the basic
1.3(CPT) 2019-20
Decision Analysis. concepts of economics Micro Economics.
Skill Development-Develop skills on analyzing
the business data, application of relevant
Fundamentals of
1.4(CPT) 2019-20 analysis and problem solving, to develop
Business Analytics.
Competencies in quantitative and qualitative
techniques.
Corporate Skill Development- Critical thinking by
1.5(CPT) Communications 2019-20 designing and developing clean and lucid
and Skills writing skills, oral skills
Business and Acquire the requisite knowledge about the
1.6(CPT) Legal 2019-20 various factors in market which influence the
Environment Business and help to sustain in the market.
Information Understanding of key aspects of IT
1.7(SEP) Technology for 2019-20 Management makes learners to utilize the
Managers technology in business decisions.
Skill development, communication and
Mandatory English
2019-20 language helps students to gain the skill of
Skill Paper Communication
speaking language fluently and effectively.
Operations and
Skill development of operations and quality
2.1(CPT) Quality 2019-20
Management information systems
Skill development - demonstrate analytical skills
Marketing
2.2(CPT) 2019-20 in identification and resolution of problems
Management.
pertaining to marketing management.
 Financial Skill development-Current trends of financial
2.3(CPT) 2019-20
Management management tools and techniques.
Skill development- Students will demonstrate
Human Resource
2.4(CPT) 2019-20 effective functioning of Human Resource
Management
activities.
Skills development - develop greater insight into
Organization
2.5(CPT) 2019-20 their own behaviour in interpersonal and group,
Behavior.
team, situations.
Operations Analytical skills-Problem solving techniques,
2.6(CPT) Research and 2019-20 Identify and develop operational research
Analytics. models
Skill development- understands the mathematical
Research Methods
2.7(SEP) 2019-20 tools that are needed to solve business
and techniques
problems.
Computer proficiency makes students or learners
Mandatory
Computer Skills 2019-20 work effectively. This helps for all those who wish
Skill Paper
to become entrepreneurs.
Skill development and Employability- course will
Corporate provide the participants with the basic concepts
3.1(CPT) Governance and 2020-21 of business ethics. Students will demonstrate
Business Ethics effective functioning of ethics and its
applications
Skill development and Employability- provide the
participant with the basic concepts of
Innovations and
Innovations and knowledge management,
3.2(CPT) Knowledge 2020-21
Management course enhances the skill of knowledge,
develops skills of knowledge using different
models.
F1:Investment Employability and skill development- Investment
3.3 (DEP- Analysis and advisor, Understand the process of investments,
2020-21
FINANCE) Portfolio get an insight into functioning of stock markets
Management in India and abroad
Employability and skill development- provides
F2: Banking and imperative and practical insights, knowledge,
3.4(DEP-
Insurance 2020-21 technology, services and abilities required for
FINANCE)
Management managers to deal with the Banking and
Insurance management
Employability and skill development- students will
F3: Behavioral
3.5(DEP- be able to have a good understanding of the
Finance and 2020-21
FINANCE) major concepts and topics of behavioral
Modeling
finance.
MM1: Consumer Employability and skill development- demonstrate
3.3 (DEP- Behavior and how knowledge of consumer behavior can be
2020-21
MARKETING) Marketing applied to marketing, Identify and explain
Research factors which influence consumer behavior
 Employability and skill development- Prepare
MM2: Advertising advertising copy and design other basic
3.4(DEP-
and Brand 2020-21 Advertising tools, Develop skills for managing
MARKETING)
Management brands strategically, Compare and contrast the
elements of product and brand management
Employability and skill development-
contemporary retail management, issues, and
MM3: Retail strategies. Evaluate the recent trends in retailing
3.5(DEP-
Management and E 2020-21
MARKETING) Understand the basic concepts and technologies
Commerce
used in the field of management information
systems;

Employability and skill development- Design a

HRM1: Training
3.3 (DEP-HR) 2020-21 performance appraisal, reward system and pay
and Development
plans and incentives for the organization.

HRM2: Employability and skill development- Business

Performance
Environment and Domain Knowledge (BEDK),
3.4(DEP-HR) Management and 2020-21
Competency Critical thinking, Business Analysis, Problem
Mapping Solving and Innovative Solutions (CBPI)
Employability and skill development- provide the
HRM3: Learning
participants with the basic concepts of Enabling
3.5(DEP-HR) Organization and 2020-21
Development
with various OD diagnosing models, Ability to
handle various OD interventions
Employability, skill development and
Startups and entrepreneurship- formulate a “go to market”
3.6(GEP) incubation 2020-21 strategy for a start-up. Develop a workable
Management funding model for a proposed start-up, Develop
a convincing business plan
An In Plant training report makes students to gain
In plant Training knowledge on various functions of organizations.
3.7 (SEP) 2020-21
Report This work also motivates learners to become
entrepreneurs.
This course develops personality of a student to
Mandatory Personality
2020-21 meet the need of industry and society. It makes
Skill Paper Development
students to become confidently.
Management skills make students to learn
OEP 1 Management Skills 2020-21 managerial skills required to grab the opportunity in
getting employed.
Leadership and Management help students to boost
Leadership and
OEP 2 2020-21 their leadership skills and managing people at the
Management
work place.

To motivate, and encourage the students to become

entrepreneurs and gives information on establishing
OEP 3 Entrepreneurship 2020-21
enterprise. This course is very important for those
who are willing to become the entrepreneurs.
 Technology for The course offered to utilize the technology for
OEP 4 2020-21
Managers managers to make business decisions.
Social media and digital marketing creates
Social Media and
OEP 5 2020-21 employment opportunity for students to excel their
Digital Marketing
talents in creative ads and promotions.
International business environment creates
International knowledge of operating business abroad. This
4.1(CPT) Business 2020-21 course helps to those who wish to become
Environment.(CPT) entrepreneurs and wish to operate business in
abroad.
Sustainable Sustainable development course directs learners the
4.2(CPT) Development for 2020-21 utilization of resource and its benefits in sustainable
Business. (CPT) business.
Employability, skill development foundation and
F4: Corporate applications of practical concepts of risk and
4.3( DEP-
Finance and 2020-21 return. Students will understand the necessity of
FINANCE)
Restructuring the restructuring and who is going to gain in
this process.
Employability, skill development Students can
F5: International differentiate between the domestic finance and
4.4( DEP-
Financial 2020-21 global finance due to effect of interest rate and
FINANCE)
Management exchange rates. Demonstrates the wider scope
and application of finance in the organization.
Employability, Skill development- develops in
4.5( DEP- F6: Derivatives and depth knowledge of the theory and practice of
2020-21
FINANCE) Risk Management currency and commodity derivatives in the
international financial environment.
Employability, Skill development- develops an
understanding of major issues related to
4.3 (DEP- MM4: International
2020-21 international marketing, Improves skills in
MARKETING) Marketing
researching and analyzing trends in global
markets and in modern marketing practice
Employability, Skill development- Analyze
MM5: Industrial business situations in the context of buyer-
4.4(DEP-
and services 2020-21 seller relationships. Develop an understanding
MARKETING)
Marketing about the various concepts and importance of
Services Marketing
Employability, Skill development-Analyze the
roadblocks of Indian rural market and advocate
solutions for the problems of rural markets,
4.5(DEP- MM6: Rural and Recognize and apply appropriate e-marketing
2020-21
MARKETING) Digital Marketing strategies to be adopted for influencing the rural
consumers, Illustrate the use of search engine
marketing, online advertising and marketing
strategies
 Employability, Skill development -Gain
HRM4: Strategic conceptual knowledge and practical experience
4.3(DEP-HR) and International 2020-21 in understanding the HR concepts globally,
HRM Comprehend and correlate the strategic
approaches to HR aspects amongst
Employability, Analytical Skill development-
understanding of the role and importance of HR
HRM5: HR
4.4(DEP-HR) 2020-21 analytics, and the ability to track, store,
analytics
retrieve, analyze and interpret HR data to
support decision making
Employability and skill development- provide a
HRM6: Industrial conceptual basis of Industrial Relations
4.5 (DEP-HR) Relations 2020-21 understanding of the components and meaning
Management of sustaining Industrial peace anchored on
harmonious Employee-Management relations
Employability and skill development- provide
Strategic the participants with the understanding of the
4.6(AEP) Management and 2020-21 fundamental concepts and principles, theories
leadership of Organizational Leadership, Strategic
Management
Project Work
This course makes students to become analyst in
4.7(SEP) (Report and case 2020-21
business. They study various dimensions of project.
writing skills)
2|Page

No. CONTENTS P.No

1 Introduction 03

2 Learning Outcomes - Based Approach to Curriculum 03

Planning and Development(LOACPD)

2.1 Nature and extent of the MBA 03

2.2 Aims of Master of Business Administration 04

3 MBA Degree Attributes 04-07

4 Qualification Descriptors 07

5 Programme Learning Outcomes in Course(PLO)

5.1 Programme outcome Statements(PO) 08
5.2 Programme Specific Outcomes(PSO) 08
6 Structure of MBA
6.1 Course objectives, learning outcomes, 09-14
6.2 Contents, Teaching Learning Programmes &Assessment
6.3 References
7 Teaching Learning Methodologies 15

8 Assessment and Outcome Measurement Methods 16

8.1 In plant training 16
8.2 Extramural activities 16
8.3 Sports, Fest and cultural activities. 17
9 17
Courses

9.1 Core Courses

9.2 Discipline Specific Elective Courses 18

9.3 Skill Enhancement Courses 18

9.4 Generic Electives 18

9.5 Open Electives 18

10 References 18
3|Page

1.0 Introduction
Business Administration is both science and social science-art related multi-disciplinary field of
study. The Learning Outcomes-based Curriculum Framework (LOCF) for MBA degree programme has
been designed to integrate the application of Business to create a cadre of Managers to improve the
quality of life of individuals, Business Enterprises, community and nation. MBA program is
predominantly practical & field oriented and therefore helps to develop and polish various skills to
empower the cadre required towards innovation, incubation and entrepreneurship along with
professional and employable skills. Hands on experience with Project work / internship / fieldwork
would help and build capacities for conducting primary research among the students. The curriculum
has been structured to prepare the Young budding managers to achieve skills to move forward with the
development of the society/community/nation and entrepreneurship.
The Curriculum incorporates multidimensional fundamental, core and applied aspects of various
disciplines with Graduate Attributes (GAs) such as disciplinary knowledge, laboratory/field driven
practical’s, the art of writing & communication, self-learning, critical thinking, analytical & problem
solving abilities, use of ICT, application of knowledge, lifelong learning, research-related skills, team
spirit, multicultural competencies, leadership qualities, global vision, professional commitment and
sensitizing with Sustainable Development Goals (SDGs) of United Nations. It also aims to build future
ready professionals who would be socially responsible global citizens contributing to the overall
development of the country. The model curriculum presented has a multidisciplinary approach keeping
the New Education Policy of 2020 in mind.

2. LEARNING OUTCOMES – BASED APPROACH TO CURRICULUM

PLANNING AND DEVELOPMENT: (LOACPD)

2.1 Nature and extent of MBA programme

Higher education encourages technical know-how, utility skills, employability, a sense of responsibility
and prosperity among the students of nation besides dealing with personality development and
entrepreneurship. The fundamental premise underlying the learning outcomes-based approach to
curriculum planning and development is that higher education qualification MBA is awarded on the
basis of demonstrated achievement of outcomes based on Bloom’s Taxonomy (in terms of knowledge,
understanding skills, attitudes , employability and values) and academic qualities expected from a
professional programme MBA. The learning outcomes specify what exactly Management students after
successfully completing programme of study are expected to know, understand and able to practice at
the professional level.

The expected learning outcomes are very important in present day context, as it helps to develop
professional curriculum based on outcomes. Therefore, higher education degrees must formulate
Graduate Attributes (GAs), qualification descriptors, learning outcomes and course learning outcomes
which help in curriculum planning and development in the form of design and delivery. The overall
formulation of the curriculum has been developed keeping all these attributes to facilitate the
competencies of the learner to match with the expectations of the employer.
4|Page

The overall objectives of the learning outcomes-based curriculum framework are to:
Help formulate graduate attributes, qualification descriptors, programme learning outcomes and course
learning outcomes that are expected to be demonstrated by the holder of a qualification;
Enable prospective students, parents, employers and other understand the nature and level of learning
outcomes (knowledge, skills, attitude and values) or attributes a graduate of a programme should be
capable of demonstrating on successful completion of the programme of study;
Maintain national standards and international comparability of learning outcomes and academic
standards to ensure global competitiveness, and to facilitate student/graduate mobility;
Provide higher education institutions an important point of reference for designing teaching-learning
strategies, assessing student learning levels, and periodic review of programmes and academic
standards.
2.2 Aims of MBA Programme
Program education objectives:

Master of Business Administration is an inter disciplinary course encompassing variety of subjects with
the result it covers all the branches of Business Administration namely Marketing Management Human
Resource Management and Financial Management etc. Keeping the inter & multidisciplinary nature in
mind the Program Educational Objectives (PEOs) have been given below

 To impart the fundamental knowledge in all the major domains of Management and related areas of
studies.
 To develop competency in application of knowledge in different settings i.e. Society, Business
community, workplace, Stakeholders training etc.
 To impart and develop skills for professional life.
 To prepare for progression with specializations, create professionals in different related areas, foster
research & development, corporate life, teaching, government and public service and
entrepreneurship.

3.0 MBA awardees Attributes:

The graduate attributes reflect the particular quality and feature or characteristics of an individual,
including the knowledge, skills, attitudes and values that are expected to be acquired by Management
Student through studies at the higher education institution (HEI).
The graduate attributes for the students pursuing MBA Programme include capabilities that help them to
strengthen their abilities for widening current knowledge base and skills, gaining new knowledge and
skills in the specific areas of Management viz. Marketing , Finance , HR etc. undertaking future studies
to bring solutions to the Business, societal, family and personal problems, performing professionally
well in careers related to Management discipline and alike and playing a constructive role as responsible
member in the family and citizen in the society and nation at large.
5|Page

The attributes of a graduate student of MBA programme define the characteristics of a student's
university degree programme(s), and describe a set of characteristics / competencies that are transferable
beyond study of a particular subject area and programme contexts in which they have been developed.
Graduate attributes are fostered through meaningful learning experiences made available through the
updated curriculum, the total university experiences, and a process of critical and reflective thinking.
The characteristics attributes of Students of MBA Programme include:
1. Disciplinary knowledge and skills: Capable in demonstrating basic theoretical and practical
knowledge and understanding in functional areas like:
Functional Areas Core Courses
Business Management(BM) Managerial (Micro) Economics
Indian Economy & Policy
Business Communication
Legal and Business Environment (Micro & Macro)
Indian Ethos and Business Ethics
Financial Management(FM) Financial Reporting, Statements and Analysis
Corporate Finance
Indian Financial System & Financial markets
Marketing Management(MM) Marketing Management
Marketing Research
Operations Management(OM) Operations & Project Management
Quality Management
Management Information Computer Applications for Business
System(MIS)
Human Resources Human Resources Management
Management(HRM) Managerial Skills for Effectiveness
Organizational Behavior(OB) Organizational Behaviour
Organization Design
Strategic Management(SM) Corporate Strategy
Corporate Social Responsibility & Sustainability
Entrepreneurship
Business Analytics(BA) Business Statistics and Analytics for Decision making
Quantitative Techniques

2. Effective Communicator: Ability to communicate precisely, confidently and with clarity among
the rural and urban communities using attention seeking media on the various educational topics for
creating awareness and making better lives .Competency to express thoughts and ideas through folk
6|Page

media, Social media, print media, PPT’s, role plays, displays and exhibitions along with oral and
writing skills.
3. Critical thinking, Analytical reasoning and Problem solving: Ability to employ critical thinking
in identifying the problem, developing analytical skills and capabilities to resolve the problems
efficiently related to all the five specific areas on a tailor made basis for a client, customer, an
individual , family and society either independently or with the support of concerned authorities.
4. Research and Scientific reasoning: Skills in undertaking small researches by way of Term paper,
Case Studies, Market Surveys, Field visits, Laboratory Experiments etc. on the related topics/
problems of the discipline and arrive at the results based on the scientific reasoning wherever
applicable.
5. Cooperation/ Team Work: Capability of working enthusiastically and united with the working
teams in organizing events in the Department/ Faculty/ University/ Business Community and
accomplishing group work / assignments / tasks by willing cooperation of all and well-coordinated
group living through during educational / Industry visits.
6. Reflective thinking: Ability to practice empathy and objectivity in dealing with the personal and
community interactions and problems.
7. Digital Literacy: Competency in accessing relevant and authentic information and data from
Electronic media with a motive to learn and synthesize it on the given topics in Management
discipline for academic and extension work presentation and to prepare computer aided designs by
using the needed software’s.
8. Self-directive learning: Potential to complete the assigned projects successfully either at
Residential / Commercial level or Community level by managing the resources independently and
wisely.
9. Multicultural competence: Ability to learn about different cultures by way of practicing traditions,
traditional cooking, ethnic designing and stitching, developing itineraries, and making traditional
arts.
10. Moral and Ethical awareness/reasoning: Development of a sense of moral responsibility and
values to refrain from unethical practices such as plagiarism , fabrication, falsification,
misinterpretation of the data, breaching intellectual property rights ,adopting unbiased and truthful
actions and motivate to make efforts to save the Mother Earth.
11. Leadership readiness / qualities: Persuasion to imbibe leadership skills by providing hands on
experience to exercise the leadership skill. Evaluate and guide to practice and acquire the required
acumen to lead successfully.
12. Lifelong Learning: Motivation to be updated regularly and consistently throughout the life with the
content, concepts, theories, upcoming specializations /fields, technologies, books, avenues by self-
paced and self-directed learning with a motive to achieve economic, social, cultural and personal
development goals.

4. QUALIFICATION DESCRIPTORS
A qualification descriptor of MBA programme indicates the generic outcomes and graduate attributes
7|Page

expected for the award of the MBA. The qualification descriptors also describe the academic standard
for a specific qualification in terms of the levels of knowledge and understanding, skills and
competencies and
attitudesandvaluesthattheholdersofthequalificationareexpectedtoattainanddemonstrateinterms of
actual outputs after acquiring MBA. These descriptors also indicate the common academic standards
for the qualification and help the degree-awarding bodies in designing, approving, assessing and
reviewing academic programmes. The learning experiences and assessment procedures are expected
to be designed to provide every student with the opportunity to achieve the intended programme
learning outcomes. The qualification descriptors reflect disciplinary knowledge, professional skills
and understanding of Management discipline under functional areas as Business Management (BM),
Financial Management (FM), Marketing Management (MM), Human Resources Management
(HRM), Operations Management (OM), Management Information System (MIS),
Organizational Behavior (OB), Strategic Management (SM), Business Analytics (BA) including
generic skills, and global competencies, that all students in different academic fields of study should
acquire/attain and demonstrate.
Some of the expected learning outcomes that a student should be able to demonstrate on completion
of MBA programme includes the following:
The qualification descriptors for a MBA programme include the following:
 Demonstrate
1. A systematic, extensive and coherent knowledge and understanding of an academic field of
study as a whole and its applications, and links to related disciplinary areas / subjects of
study; including a critical understanding of the established theories, principles and concepts,
and of a number of advanced and emerging issues in the field of Management
2. Procedural knowledge that creates different types of professionals related to the varied
subject areas of Management, including research and development, teaching and government
and public service;
3. Professional skills in varied areas related to Management and current developments in the
academic field of Management, including a critical understanding of the latest developments
in the area of specialization, and an ability to use established techniques of analysis and
enquiry within the area of specialization.
 Demonstrate comprehensive knowledge about materials, including current research, scholarly, and/or
professional literature, relating to essential and advanced learning areas pertaining to Management
field of study, and techniques and skills required for identifying related problems and issues.
 Demonstrate skills in identifying information needs, collection of relevant quantitative and/or
qualitative data drawing on a wide range of sources, analysis and interpretation of data using
methodologies as appropriate to the subject of Management for formulating evidence-based solutions
and arguments.
 Use knowledge, understanding and skills for critical assessment of a wide range of ideas and
complex problems and issues relating to the academic field of study Management.
 Communicate the results of studies undertaken in an academic field of Management accurately in a
range of different contexts using the main concepts, constructs and techniques of the subject of
8|Page

Management.
 Address one’s own learning needs relating to current and emerging areas of study relating to
Management, making use of research, development and professional materials as appropriate,
including those related to new frontiers of knowledge in Management.
 Apply one’s disciplinary knowledge and understanding relating to Management and transferable
skills to new/unfamiliar contexts and to identify and analyze problems and issues and seek solutions
to real-life problems.
 Demonstrate subject-related and transferable skills that are relevant to the Management related job
and employment opportunities.
5. PROGRAMME LEARNING OUTCOMES (PLO)
MBA is a science-oriented, multidisciplinary subject which encompasses the multifarious activities
that occur in Business Enterprises, households, and communities. Over years, the discipline has
evolved and expanded to encompass activities and services of relevance, not only to the micro
contexts of the family and community, but also to the macro context of the larger society. MBA is
both multidisciplinary and interdisciplinary in its context encompassing the major disciplines.
Business Management (BM), Financial Management (FM), Marketing Management (MM),
Human Resources Management (HRM), Operations Management (OM), Management
Information System (MIS), Organizational Behavior (OB), Strategic Management (SM),
Business Analytics (BA) Each discipline has one or more specific areas of specialization. The term
'programme' refers to the entire scheme of study followed by learners leading to a qualification
which essentially is a combination of these disciplines. Offering the Programme as a value-laden one
needs to be reflected in The Programme Outcomes (PO) and the Programme Specific Outcomes
(PSO) are for MBA programme.
5.1 Programme Outcome (PO) statements
 Deliver quality tertiary education through learning while doing.
 Reflect universal and domain-specific values in Management.
 Involve, communicate and engage key stakeholders.
 Preach and practice change as a continuum.
 Develop the ability to address the complexities and interface among self, societal and national
priorities.
 Generate multi-skilled leaders with a holistic perspective that cuts across disciplines.
 Instill both generic and subject-specific skills to succeed in the employment market.
 Foster a genre of responsible students with a passion for lifelong learning and entrepreneurship.
 Develop sensitivity, resourcefulness and competence to render service to families, communities,
and the nation at large.
 Promote research, innovation and design (product) development favoring all the disciplines.
9|Page

 Enhance digital literacy and apply them to engage in real time problem solving and ideation
related to all fields of Management.
 Appreciate and benefit from the symbiotic relationship among the core disciplines of
Management.
5.2 Programme Specific Outcomes (PSO): on completion of the specific programme (MBA)
following are the outcomes expected from students:

1. Business Environment and Domain Knowledge (BEDK): Economic, legal and social
environment of Indian business. Graduates are able to improve their awareness sand
knowledge about functioning of local and global business environment and society. This
helps in recognizing the functioning of businesses, identifying potential business
opportunities, evolvement of business enterprises and exploring the entrepreneurial
opportunities.
2. Critical thinking, Business Analysis, Problem Solving and Innovative Solutions (CBPI):
Competencies in quantitative and qualitative techniques. Graduates are expected to
develop skills on analyzing the business data, application of relevant analysis, and
problem solving in other functional areas such as marketing, business strategy and human
resources.
3. Global Exposure and Cross-Cultural Understanding (GECCU): Demonstrate a global outlook with
the ability to identify aspects of the global business and Cross Cultural Understanding.
4. Social Responsiveness and Ethics (SRE): Developing responsiveness to contextual social
issues / Problems and exploring solutions, understanding business ethics and
resolving ethical dilemmas. Graduates are expected to identify the contemporary
social problems, exploring the opportunities for social entrepreneurship, designing
business solutions and demonstrate ethical standards in organizational decision
making. Demonstrate awareness of ethical issues and can distinguish ethical and
unethical behaviors.
5. Effective Communication (EC): Usage of various forms of business communication,
supported by effective use of appropriate technology, logical reasoning, articulation of ideas.
Graduates are expected to develop effective oral and written communication especially in
business applications, with the use of appropriate technology (business presentations,
digital communication, social network platforms and soon).
6. Leadership and Teamwork (LT): Understanding leadership roles at various levels of the
organization and leading teams. Graduates are expected to collaborate and lead teams across
organizational boundaries and demonstrate leadership qualities, maximize the usage of
diverse skills of team members in the related context.
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6. STRUCTURE OF MBA PROGRAMME

Number Credits per Course Total credits

S.No. Courses of Theory Practical Internship /
Papers fieldwork
1 Core Paper 16 4 0 0 64
2 Discipline specific elective 06 4 0 0 24
3 Generic Elective 01 4 0 0 04
4 Skill Enhancement 04 2 2 0 14(3x4+1x2)
5 Ability Enhancement 01 4 0 0 04
6 Open Elective 01 2 0 0 02
7Ma Mandatory Skill Papers 03 2 0 0 06
Total 30 118

6.1 Proposed Scheme of Choice based credit system (LOCF)

Semest Core Ability Skill Discipline Generic Open Credits

er Paper Enhancement
Enhancement Elective Paper Elective Elective-1
Theory(C Paper (SEP) – DEP – (6)
Paper (AEP) – Paper (OEP)
P) - (18) (1) (4) (GEP) -1
I 6*4=24 1*4=4 28
II 6 *4=24 1*4=4 28
III 2*4=08 1*2=2 3*4=12 1*4=4 1*2=2 28
(In-plant)
IV 2*4=08 1*4=4 1*4=4(Project) 3*4=12 28
V 3 papers- Mandatory skills 3*2=6 06
Communication/Computer/ Personality
Development.
Total 16 01 04 06 01 01 118

Each domain (Area / branch) will offer Sixteen Core papers (64credits), Six DEP papers (24 credits)
Four Skill Enhancement papers (Theory plus lab 8 credits + In plant 2 credits +Project 4 credits, Total
14 credits), One Ability Enhancement paper (04 credits), One Generic Elective paper (4 credits), One
Open Elective Paper (2 credits), 3 mandatory skill papers (06 Credits). Making up a total of 118 credits.
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6.2 Semester wise (Instruction Hours/Practical/Marks/Exam duration) structure

I Semester
Marks
Instructio Instructio No. of Duratio
Semeste
n n Credit n of the Internal Practica Total
r End
Sl.N (Theory) (Practical s Exam. Assessm Examn. l Exmn. Marks
Paper ent (2hrs)
o. ) Hrs per
Hrs per
Week
Week
1.1. Management
1 Process and 4 0 4 3 Hrs 30 70 0 100
Practice. (CPT)
1.2. Accounting
2 and Financial 4 0 4 3 Hrs 30 70 0 100
Statements. (CPT)
1.3. Managerial
Decision Analysis. 0 0
3 4 4 3 Hrs 30 70 100
(CPT)
1.4. Fundamentals of
4 Business Analytics. 4 0 4 3 Hrs 30 70 0 100
(CPT)
1.5. Corporate
Communications 0 0
5 4 4 3 Hrs 30 70 100
and Skills. (CPT)
1.6. Business and
6 Legal 4 0 4 3 Hrs 30 70 0 100
Environment(CPT)
1.7. Information
7 Technology for 2 2 4 2 Hrs 10 40 20/30 100
Managers (SEP)
26 2 28 190 460 50 700
CPT: CORE PAPER THEORY SEP: SKILL ENHANCEMENT PAPER
Mandatory Activity for 1st Semester: A student must visit industry to enhance practical exposure
on the subjects studied in the semester.
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IISEMESTER
Marks
Instruction Instruction
(Theory ) (Practical) Duration Practic
Sl.No No. of
Paper of the Theory al
. Hrs per Hrs per Credits IA Total
Exam. Exmn.
Week Week
(2hrs)
2.1. Operations and
1 Quality 4 0 4 3 Hrs 30 70 0 100
Management. (CPT)
2.2. Marketing
2 4 0 4 3 Hrs 30 70 0 100
Management. (CPT)
2.3. Financial
0 0
3 Management. (CPT) 4 4 3 Hrs 30 70 100
2.4. Human
4 Resource 4 0 4 3 Hrs 30 70 0 100
Management. (CPT)
2.5. Organization
0 0
5 Behavior. (CPT) 4 4 3 Hrs 30 70 100
2.6. Operations
6 Research and 4 0 4 3 Hrs 30 70 0 100
Analytics. (CPT)
2.7. Research
7 Methods and 2 2 4 2 Hrs 10 40 20/30 100
techniques (SEP)
26 02 28 220 530 50 700
CPT: CORE PAPER THEORY SEP: SKILL ENHANCEMENT PAPER
Mandatory Activity for 2nd Semester: A student must visit industry to enhance practical exposure
on the subjects studied in the semester.
 13 | P a g e

III Semester
Marks
Instructio Instruction No of Duration Theor
Sl.No Paper IA Practical Total
n (Theory (Practical) Credits of the y
. Exmn.
) /Field work Exam.
Hrs per /Field
Hrs per
Week work
Week
3.1: Corporate 100
Governance and
1 4 0 4 3 Hrs 30 70 0
Business Ethics
(CPT)
3.2:Innovations 100
and Knowledge
2 4 0 4 3 Hrs 30 70 0
Management
(CPT)
3.3: (DEP)
FM1/MM1/HRM1 0 0 100
3 4 4 3 Hrs 30 70
/
3.4: (DEP) 100
4 FM2/MM2/HRM2 4 0 4 3 Hrs 30 70 0
/
3.5 : (DEP)
FM3/MM3/HRM3 0 0
5 4 4 3 Hrs 30 70 100
3.6: Startups and
incubation
6 Management 4 0 4 2Hrs 30 70 0 100
(GEP)
3.7. In plant
7 Training Report 2 0 2 2 Hrs 0 0 50 50
(SEP)
8 3.8: OEP 2 0 2 2 Hrs 10 40 0 50
28 0 28 190 460 50 700

CPT: CORE PAPER THEORY SEP: SKILL ENHANCEMENT PAPER

DEP: DISCIPLINE ELECTIVE PAPER AEP: ABILITY ENHANCEMENT PAPER.
Mandatory Activity for 3rd Semester: A student must visit industry to enhance practical exposure
on the subjects studied in the semester.
 14 | P a g e

OEP: OPEN ELECTIVE PAPER

OEP1: Management Skills
OEP2: Leadership and Management
OEP3: Entrepreneurship
OEP4: Technology for Managers
OEP5: Social Media and Digital Marketing

DEP: DISCIPLINE ELECTIVE PAPER

Financial Management Marketing Management Human Resource
Management
F1:Investment Analysis MM1: Consumer Behavior HRM1: Training and
and Portfolio Management and Marketing Research Development
F2: Banking and Insurance MM2: Advertising and HRM2: Performance
Management Brand Management Management and
Competency Mapping
F3: Behavioral Finance MM3: Retail Management HRM3: Learning
and Modeling and E Commerce Organization and
Development

IV SEMESTER
Marks
Instructi
Instruction
on No of Duration
Sl.No (Practical) Theory/
Paper (Theory ) Credit of the IA/ Practical
. Hrs per project Total
Hrs per s Exam. Viva Exmn.
Week
Week
1 4.1: International
Business
4 0 4 3 Hrs 30 70 0 100
Environment.(CP
T)
2 4.2: Sustainable
Development for 4 0 4 3 Hrs 30 70 0 100
Business. (CPT)
4.3: (DEP)
3 FM1/MM1/HRM1
0 0
/ 4 4 3 Hrs 30 70 100

4 4.4: (DEP)
FM2/MM2/HRM2 4 0 4 3 Hrs 30 70 0 100
/
 15 | P a g e

4.5/ : (DEP)
5 FM3/MM3/HRM3 0 0
4 4 3 Hrs 30 70 100
6 4.6: Strategic
Management and 4 0 4 3 Hrs 30 70 0 100
leadership (AEP)
7 4.7: Project Work
(Report and case
4 0 4 30 70 0 100
writing skills).
(SEP)
28 0 28 210 490 0 700

CPT: CORE PAPER THEORY SEP: SKILL ENHANCEMENT PAPER

DEP: DISCIPLINE ELECTIVE PAPER GEP: GENERIC ELECTIVE PAPER

DEP: DISCIPLINE ELECTIVE PAPER

Financial Management Marketing Management Human Resource
Management
F4: Corporate Finance and MM4: International HRM4: Strategic and
Restructuring Marketing International HRM
F5: International Financial MM5: Industrial and HRM5: HR analytics
Management services Marketing
F6: Derivatives and Risk MM6: Rural and Digital HRM6: Industrial
Management Marketing Relations Management

7.0 Teaching Learning Methodologies

1. Case Based Learning: Case based learning enhances student skills at delineating the critical
decision dilemmas faced by organizations, helps in applying concepts, principles and analytical
skills to solve the delineated problems and develops effective templates for business problem
solving. Case method of teaching is to be harnessed as a critical learning tool.
2. Experiential / Live Projects: The learning is driven by the students who take up experiential projects
in companies, where senior executives with a stake in teaching guide them.
3. Global Virtual Teams: The MBA/ students be equipped to work across time zones, languages,
and cultures. To acquire the skills necessary, students can work on a project with member
schools from department / institute’s Global Network / international linkages. The idea of
introducing “Global Virtual Teams,” a required course in the core curriculum, helps for
16 | P a g e

grounding in team dynamics realizing the routine difficulties of working with people
stationed in remote parts of the world. The course will help students develop a set of skills
that the market is demanding.
4. Global Classrooms: Apart from course faculty, using modern ICT technology students learn in class
room from people who are located all over the world who bring real-time insights from their
industries, their customers, happenings in their local place and environment. This sparks different
ways of thinking as well as cover the conventional material.
5. Second Generation Core Courses: Expanded core course offerings that include Business
Intelligence/Analytic, spread sheet modeling and a Project focused Capstone course.
6. Leadership Building: In addition to developing a strong background in the functional areas of
business, the revised MBA curriculum focuses on developing essential leadership capabilities in its
graduates. Encouraging leadership building through the Leadership Initiative of student council/
clubs/ Business Thought Leadership (BTL) Series and or experiential learning programs. Also
fostering entrepreneurship through Innovation Labs.
7. Emphasis on Indian Business Models: In the last twenty years several Indian organizations have
made remarkable presence in the global business scenario with the innovation of new business
models and building world class organizations. The quick examples are Infosys, Dr Reddy
Laboratories, Tata group and ITC-E-choupal, National Stock Exchange, few micro finance
companies and so on. Faculty should appropriately pickup such examples and motivate the students
evolving world class models from India.
It is desirable to have an understanding of the contemporary pedagogical methods
practiced all over the world. In order to employ appropriate pedagogical tools in
management education, it is important to understand the changing profile of learning. The
paradigm shift is from Teaching to learning, Learning things to Learning how to learn,
Certification to Demonstration of competence and skills, Disseminators to Guides and
mentors, Time-limited to Lifelong learning and Linear to Serendipitous learning.
Moderator Supported Learning Approaches (MSLA) such as Case debates, Crossword
Play, Computer Simulations and Card games. May be used to engage and involve the
students in learning process.
Self-learning Tools (SLT) such as Poster Sessions, Break ‘n Build, Free fall learning
mechanisms are other innovative teaching methods like Action-Oriented Leadership, Case
Study Method, Pedagogy Innovations in Business Education include Experiential Design
Thinking Contemplative Practices Usage of Dance, Role play and Drama as pedagogical
tools can enhance deeper learning.

8.0 Internal Assessment and Outcome Measurement Methods

S.No. Assessment Methods Marks
01 Two Internal tests ( One test MCQ/One test Theory) 10
02 Live projects & Assignments 05
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03 Industry visit reports 05

04 Presentations/Seminars 05
05 Attendance 05
Total 30

8.1 In-plant training

Students need to take up in plant training after completion of second semester for six weeks to
understand practical implementation of management concepts in the organisations and submit report
mandatorily for getting admitted to third semester.

8.2 Project Work: Student must take a discipline specific research project to understand the concepts of
subject opted in specialisation, and need to understand emerging trends in the market, practical exposure
and finding solutions to the business problem through proper research process. After successful
completion of the project a student must submit the report to the department and have to undergo a
Viva-Voce before the panel of subject experts to acquire the degree in management.

8.3 Extramural activities

Extramural activity groups shall be formed during the first semester and groups have to
participate in extension activities such as
1. Waste Management
2. Plastic free environment
3. Pollution control activities
4. Rural development
5. Digital awareness programmes
6. Entrepreneurial events
7. Social responsibility activities
8. Plantation
Groups need to submit the reports with supporting documents like photographs/certificates etc,
Students shall be awarded grades (A/B), and these grades are mandatory and shall be incorporated in the
MBA marks card.

8.4 Sports, Management fest and Cultural activities

Students need to participate in any one of Sports, Management fest and Cultural activities during MBA
programme and submit supporting participation certificates to the department in order to get
Extracurricular grading (A/B/C).

9.0 Courses

9.1 Core papers (CPT)/AEC/GEC

Semester
18 | P a g e

Subjects

1.1. Management process and Practice. (CPT)

1.2. Accounting and financial statements. (CPT)
1.3. Managerial Decision Analysis. (CPT)
1.4. Fundamentals of Business Analytics. (CPT)
I 1.5. Corporate communications and skills. (CPT)
1.6. Business and Legal Environment (CPT)
1.7. Information Technology for Managers (SEP)
2.1. Operations and Quality Management. (CPT)
2.2. Marketing Management. (CPT)
2.3. Financial Management. (CPT)
2.4. Human Resource Management. (CPT)
II 2.5. Organization Behavior. (CPT)
2.6. Operations Research and Analytics. (CPT)
2.7. Research Methods and techniques (SEP)
3.1: Corporate Governance and Business Ethics (CPT)
3.2:Innovations and Knowledge Management (CPT)

III 3.3: (DEP) FM1/MM1/HRM1/

3.4: (DEP) FM2/MM2/HRM2/
3.5 : (DEP) FM3/MM3/HRM3
3.6: Startups and Incubation Management (GEP)
3.7. In plant Training Report (SEP)
3.8: OEP ,1/2/3/4/5
4.1: International Business Environment. (CPT)
4.2: Sustainable Development for Business. (CPT)
4.3: (DEP) FM1/MM1/HRM1/

IV 4.4: (DEP) FM2/MM2/HRM2/

4.5/ : (DEP) FM3/MM3/HRM3
4.6: Strategic Management and leadership (AEP)
4.7: Project Work (Report and case writing skills). (SEP)

9.2 Discipline Elective Papers (DEP)

Semester
Finance HR Marketing
Investment Analysis and Training and Consumer behavior
Portfolio Management Development and Marketing
III Research
Banking and Insurance Performance Advertising and brand
Management Management and Management
19 | P a g e

Competency Mapping
Behavioral Finance and Learning Organization Retail Management
Modeling and Development and E Commerce
Corporate Finance and Strategic and International
Restructuring International HRM Marketing
IV International Financial HR analytics Industrial and Services
Management Marketing
Derivatives and Risk Industrial Relations Rural and Digital
Management Management Marketing
9.6 Open Elective Papers (OEP)
1. Management Skills
2. Leadership and Management
3. Entrepreneurship Management
4. Technology for Managers
5. Social Media and Digital Marketing
 This course shall be offered in the third semester to the students of other departments, students
shall choose any one from above five electives, department shall finalize any one paper based on
higher demand from the students.

1. References
 AICTE Model Curriculum
 UGC Model Curriculum
 Learning outcome-based Curriculum framework notifications retrieved from UGC website
 Indian Universities syllabus
 National Education Policy (NEP 2020)
 Tumkur University MBA Syllabus
 Business News papers
 Business Magazines
 Employability reports and surveys.
20 | P a g e

MASTER OF BUSINESS ADMINISTRATION

I-SEMESTER
Course Code: MBA Core: 1.1
MANAGEMENT PROCESS & PRACTICE
No of Lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Hours: Max 03 Hrs.
Exam Marks: 70
Course Objective (CO): To help the students gain understanding of the functions and responsibilities
of managers, To provide them tools and techniques to be used in the performance of the managerial job,
To enable them to analyze and understand the environment of the organization, To help the students to
develop cognizance of the importance of management principles.
Course Specific Outcome (CSO): The course seeks to help students acquire the requisite knowledge,
skills and abilities needed to successfully manage the organization. The course examines the logic and
working of organizations and outlines the major functions of management. Class participation is a
fundamental aspect of this course. Students will be encouraged to actively take part in all group
activities and to give an oral group presentation.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: Essentials of Management: (15 Hours)
Management: Meaning, Definitions, Characteristics, Scope, the Management Process, Levels of
Management, Functions of Management, And Evolution of Management Thought.
Module 02: Planning (12 Hours)
Meaning, Definitions, Nature Of Planning, Steps In Planning, Types Of Planning, Barriers To Effective
Planning, Reasons For Failure, Guidelines For Effective Planning [case study to be discussed]
Model 03: Organising of Directing (15Hours)
Meaning, Definitions, Concept of Organisation Theory, Concept of Organisation Structure,
Departmentation Span of Management. Fundamentals of directing, [case study to be discussed]
Module 04: Controlling & Decision Making. (10 Hours)
Meaning, Definition Of Control; Scope Of Control, Control Process, Essentials Of Effective Control
Systems, Factors Determining Effective Control. Concept of Decision Making, Types, Process,
Rationality, Issues and Guidelines of Decision Making. [Case study to be discussed]
21 | P a g e

Module 05: Special Areas of Management (12 Hours)

Management of change, Conflict Management, Talent Management, Outsourcing Management,
Sustaining Team Work (Case Studies On Leadership And Motivation With Reference To Successful
Indian Business Tycoons)
References:
1. Dr. Manmohan Prasad – Management Concepts & Practices, Himalaya publishing house 5th edition
2015.
2. Harold D Koontz, and Cyril J C Donnel, Principles of Management, McGraw Hill Publication.
3. H.R. Appannaiah, G Dinakar, H.A. Bhaskar – Management (Multi-dimension Approach) Himalaya
publishing house first edition-2016
4. James A.F Stoner – Management. R. Edward freeman – 6th edition- passion education, Daniel. R.
Gibert J.R.
5. K.Shridharabhat – Management of Behavioural process, Himalaya publishing house first edition -
2005.
6. L.M. Prasad – Principles of practice of management seventh edition, sultan chand& sons-2009.
7. Peter F Drucker, The Practice of Management`.
8. Ricky W Griffin, (2005) Management, Eight Edition, Biztantra.
9. Stephen P Robbins et al, Fundamentals of Management, Pearson Publication.
10. V.S.P. Rao – Management text of cases- V. Harikkrishna 1st Edition, Excel Books – 2010.
22 | P a g e

MASTER OF BUSINESS ADMINISTRATION

I-SEMESTER
Course Code: MBA Core: 1.2
ACCOUNTING AND FINANCIAL STATEMENTS
No of Lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Hours: Max 03 Hrs.
Exam Marks: 70

Course Objectives (CO): To develop conceptual understanding of the fundamentals accounting and
financial reporting.

Course Specific Outcome (CSO): Accountancy and financial reporting is a foundation course for
accounting and financial reporting requirement perspective. This course provides imperative theoretical
and practical insights, knowledge, and abilities required for managers to deal with financial transactions
recording and reporting transparency in the business and compliance standpoint.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Module 01: (10 HOURS)

Overview of Accounting and purpose of accounting, requirement of accounting for business entities.
Accounting Concepts, conventions and accounting principles.
Module 02: (14 HOURS)
Introductions of double entry book keeping (the terms debit and credit) General journal and journal
entries, General ledger, posting, Objective of Depreciation, and Methods of Charging Depreciation and
Trial balance. Problems.
Module 03: (14 HOURS)
Meaning of Financial Statements, Income and Expenditure, Receipts and payments, Profit and Loss
account, Balance Sheet and Statements of Cash Flows. Problems.

Module 04: (14 HOURS)

Meaning and Scope of financial reporting, objectives and statutory requirements of financial reporting.
Meaning of audit & requirement of audit of financial reports.

Module 05: (12HOURS)

23 | P a g e

Overview of Tally and applications of tally in business transactions. Students should be exposed to
reading of Annual reports of the companies. Lab class,
References:

1. M.N Arora, Accounting for Management. Himalaya publication house.

2. Dr. Sakshi Vasudeva, Accounting for Business Managers. Himalaya publication house.
3. Ashok Banerjee, Financial Accounting a managerial emphasis. Excel Books, Bangalore
4. J. Madegowda, Accounting for Managers, Himalaya publication house.
5. Dr. JawaharLal, Accounting for Management. Himalaya publication house.
6. B. S. Raman, Financial Management and accounting, United publications
7. R. Narayanaswamy, Financial Accounting a Managerial perspective. Prentice-Hall of India private
Ltd.
24 | P a g e

MASTER OF BUSINESS ADMINISTRATION

I-SEMESTER
Course Code: MBA Core: 1.3
MANAGERIAL DECISION ANALYSIS
No of Lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Hours: Max 03 Hrs.
Exam Marks: 70

Course Objectives (CO): From the subject students learn the concept of managerial economics, micro
and macro- economic concepts and ultimately they learn the importance and use of mathematical tools
to describe the situations in business and it enhance the decision making ability of learners in business
organizations.
Course Specific Outcome (CSO): Subject is designed to make students to understand the basic
concepts of economics Micro Economics. Subject gives insight on the use of mathematical models in
decision making in the area of business economics.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Model 01: Introduction Economics: (14 Hours)

Meaning, definitions, nature, scope, relation to other branches of knowledge, rolls & responsibility of
managerial economist in business decision making.

Module 02: Micro Economics: (14 Hours)

Meaning, nature, scope, importance, law of demand, determinants of demand, Nature Elasticity of
demand (Price & Income), methods of forecasting, Production and cost functions [Case study to be
discussed]

Model 03: Macro Economics: (16 Hours)

Meaning, Objective of instruments ( fiscal policy, monetary policy, exchange rate policy, international
trade policy) inflation, Bop, barriers to international trade, concepts of GDP, GNP, NNP, GNP. [Case
study to be discussed].
25 | P a g e

Model 04: Market Structure of price determination: (12 Hours)

Meaning of Market, Types, price, pricing, methods, factors involved in pricing policy, types of market
structure.[Case study to be discussed].

Model 05: Mathematics for economics: (08 Hours)

EOQ, statistical methods for forecasting demand (time series, trend projection and moving average
method).

Reference:

1. Managerial Economics: Mote V.I Samuel & Gupta G.S. Tata McGraw Hill Publication.
2. Managerial Economics: Varsheny & Maheshwari S. Chand & Sons.
3. Managerial Economics: C.P.Chopra. Tata McGraw Hill Publication.
4. Managerial Economics: Spencer, H.H & L. Siegelmen, Richard D. Irwin.
26 | P a g e

MASTER OF BUSINESS ADMINISTRATION

I-SEMESTER
Course Code: MBA Core: 1.4
FUNDAMENTALS OF BUSINESS ANALYTICS
No of Lecture Hrs/ Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Hours: Max 03 Hrs.
Exam Marks: 70
Course Objectives (CO) To emphasize the need for statistics and decision models in solving business
problems, to enhance the knowledge on descriptive and inferential statistics, to introduce analytics as a
tool for business decision making, to develop analytical skills in students in order to comprehend and
practice data analysis at different levels.

Course Specific Outcomes (CSO) To develop skills on analyzing the business data, application of
relevant analysis and problem solving, to develop Competencies in quantitative and qualitative
techniques. To make students practice and understand usage of statistical software. To inculcate the
analytical reasoning skills that facilitates effective decision making.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: Descriptive Statistics (16 Hours)
Role of statistics: Implications of statistics in managerial decision-making; Presentation of data to
convey meaning - Tables, Graphs and Frequency Distribution. Measures of central tendency: Mean,
Median and Mode and their implications, Measures of Dispersion: Range, Mean deviation, Standard
deviation, Coefficient of Variation.
Module 02: Correlation and Regression (12 Hours)
Scatter Diagram, Karl Pearson correlation, Spearman’s Rank correlation (one way table only), simple
and multiple regression.
Module 03: Time Series Analysis (16 Hours)
Introduction - Objectives of Studying Time Series Analysis - Variations in Time Series - Methods of
Estimating Trend: Moving Average Method - Semi-Average - Least Square Method. Methods of
Estimating Seasonal Index: Method of Simple Averages - Ratio to Trend Method - Ratio to Moving
Average Method.
Module 04: Concept of Probability (14 Hours)
Concept and definition - Rules of probability –Random variables – Concept of probability distribution –
Theoretical probability distributions: Binomial, Poisson, Normal and Exponential (No derivation)
27 | P a g e

(Problems only on Binomial, Poisson and Normal).

Module 05: Foundations of Analytics: (6 Hours)
Introduction – Evolution – Scope – Data for Analytics Decision models – Descriptive, Predictive,
Prescriptive – Introduction to data warehousing – Dashboards and reporting – Master data management
(only theory)
(Instruction: Equal weightage is given for both theory and problems in the ratio of 60:40)
Reference Books:
1. Statistical Method s – Dr S. P Gupta, Sulthan Chand & sons, fourth Edition, ISBN 81-8054298-X.
2. Fundamentals of Statistics, S.C Gupta, 6th edition, Himalaya Publishing House, 2007, ISBN, 978-
81-8318-755-8.
3. Statistical Methods - Dr. S P Gupta, Sulthan Chand and Sons, Educational Publishers, New Delhi 9.
Mathematics and Statistics – Raghavachari
4. Complete Business Statistics - Aczel&Sounderpandian, 7/e, Tata- McGraw Hill, 2006.
5. James R. Evans, Business Analytics – Methods, Models and Decisions, Prentice Hall, 1st
6. edition, 2013, ISBN – 978-0-13-295061-9
7. Anderson, Sweeney and Williams, Quantitative Methods for Business, Thomson, 2005, ISBN 981-
240-641-7
28 | P a g e

MASTER OF BUSINESS ADMINISTRATION

I-SEMESTER
Course Code: MBA Core: 1.5
CORPORATE COMMUNICATION AND SKILLS
No of Lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Hours: Max 03 Hrs.
Exam Marks: 70
Course Objectives (CO): To provide general understanding about communication and its importance in
corporate world. To inculcate oral and written communication skills required incorporates amongst
students. To bring in noticeable change in learners by studying importance of communication skills
across the cultures. To imbibe the value system among students by explaining significance of
communication in lives of people.
Course Specific Outcomes (CSO): To be familiar with the complete course outline/Course
Objectives/Learning Outcomes/ Evaluation Pattern & Assignments. To distinguish among various levels
of organizational communication and communication barriers while developing an understanding of
Communication as a process in an organization, To draft effective business correspondence with brevity
and clarity, To stimulate their Critical thinking by designing and developing clean and lucid writing
skills, To demonstrate his verbal and non-verbal communication ability through presentations.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Module 01: Introduction (10 Hours)

Meaning, Basic types of communication (Non-verbal and verbal) Nature, Scope, process of
communication Noise in the communication process, Barriers in Communication, Essentials of good
communication, Benefits of communication, factors responsible for growing importance of
communication.

Module 02: Basics of Corporate Communication (10 Hours)

Patterns of communication- formal communication channels and informal communication channels,
Merits and demerits of both formal and informal communication. Special Area of corporate
communication skills: Managing routine and crisis communication. [Case study to be discussed]

Module 03: Corporate oral communication (15 Hours)

29 | P a g e

Meaning- importance of oral communication incorporates, Significance of speaking and listening skills
Formal speeches & presentations -Role of Visual aids in effective communication
Interviews: Meaning, Importance of interviews in corporate world, categories of interviews, Role of
interviewer and interviewee in making the interview effective. Skills required to conduct interviews
Meetings: Meaning, types of meetings, Process of running a productive meeting, Roles and
responsibilities of the chairman in conduct of effective meeting. [Case study to be discussed]
Module 04: Written Communication in Corporates: (15 Hours)
Meaning and importance of written communication Major types of corporate written
communication
1. Corporate letters-Types of letters -Standard parts, optional parts of the letter, letter layout,
2. Memorandum: Role memorandum in corporates, Parts of memorandum, layout of memorandum,
Differences between letter and memorandum.
3. Reports and proposals: Meaning and differences between report and proposal, features of good
corporate report - accuracy, good judgment, responsive format, style and organization,
Planning and organizing of short and long reports, Kinds of proposals parts of proposal, short and long
proposal.
Module 05: Inter-cultural communication: (14 Hours)
Basics, Understanding and Learning about a culture Developing intercultural communication skills,
handling oral and written communication, Difficulties of intercultural corporate communication skills,
language barriers, Cultural barriers, ethnocentric barriers. [Case study to be discussed]
IT in corporate communication –Role of office automation – Time saving message media – Social
media – E –office for oral and written communication

References:
1. Business Communication: Concepts, Cases and Applications – P D Chaturvedi, MukeshChaturvedi
Pearson Education.
2. Business Communication, Process and Product – Mary Ellen Guffey – Thomson Learning.
3. Basic Business Communication – Lesikar, Flatley TMH
4. Advanced Business Communication – Penrose, Rasberry, Myers Thomson Learning,
5. Business Communication, M.K. Sehgal& V. Khetrapal, Excel Books.
6. Effective Technical Communication by M Ashraf Rizvi. - TMH, 2005
7. Business Communication Today by BoveeThillSchatzman – Pearson & Education.
30 | P a g e

8. Contemporary Business Communication - Scot Ober-Biztanntra.

9. Business Communication – Krizan, Merrier, Jones- Thomson Learning
31 | P a g e

MASTER OF BUSINESS ADMINISTRATION

I-SEMESTER
Course Code: MBA Core: 1.6
BUSINESS AND LEGAL ENVIRONMENT
No of Lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Hours: Max 03 Hrs.
Exam Marks: 70

Course Objective (CO): To understand the different environment in the business climate, looking into
the minor and major factors affecting the business in various streams, acquainting the existing policy
and Acts to acquire in-depth knowledge about Business environment and Legal Framework.
Course Specific Outcome (CSO): Business Environment is an introductory course on the market
environment focusing on Business policy. The course seeks to help students to acquire the requisite
knowledge about the various factors in market which influence the Business and helps to sustain in the
market. The course examines the legal frame work of business and outlines the major measures and
Provisions available.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars
Module 01: Introduction to Business Environment: (16Hours)
Nature, Scope and Importance of Business Environment, Factors Affecting Environment To The
Business, Types of Environment, Internal Environment and External Environment, Nature Of
Globalization, Challenges Of International Business, Why Firms Go Global, Routes Of Globalization.
Analysis of global environment – Scanning, Monitoring, Forecasting, Assessing Global Environment.
[Case study to be discussed].
Module 02: Technological and Economic Environment: (14 Hours)
Meaning, Features, Impact Of Technology On Business, Information Technology Act, Meaning and
Nature of Economic Environment, Government Policies; Industrial Policy, Fiscal Policy, Monitory
Policy and EXIM Policy.[Case study to be discussed]
Module 03: Social and Cultural Environment: (10 Hours)
Business And Society, Business And Culture, Language, Culture And Organizational Behaviour, Other
Social/Cultural Factors, Social Responsibility Of Business. [Case study to be discussed]
32 | P a g e

Module 04: Legal Environment: (12 Hours)

Introduction to legal environment of business, Intellectual property right, Patent, Copy right, Trade
mark, Geographical Indication.
Module 05: Companies Act 1956 and Consumer Protection Act 1986: (12 Hours)
Nature and Registration, Kinds of Companies, Memorandum of Association, Articles of Association,
unfair Trade Practice, Rights of Consumer, Redressal of Grievance, Remedies Available to Injured
Consumers.
References:
1. F. Cherunilam, Business and Government, Himalaya Publishing House
2. K. Ashwathappa, Essential of Business Environment, Himalaya Publishing House.
3. K. Puri and S. K. Misra, Economic Environment of Business, Himalaya Publishing House.
4. K. Ashwathappa, Business Environment, Himalaya Publishing House.
5. Buchholz, Business Environment and Public Policy; Implication for Management and Strategy
formulation, Prentice Hall of India.
6. N.D. Kapoor & Business Laws and Management; Sultan Chand & Sons. DinkarPagare
7. M.C. Kuchhal Mercantile Law; Vikas Publishing House, New Delhi.
8. M.C. Shukla A Manual of Mercantile Laws; Sultan Chand & Company, New Delhi.
33 | P a g e

MASTER OF BUSINESS ADMINISTRATION

1-SEMESTER
Course Code: ITM
INFORMATION TECHNOLOGY FOR MANAGERS
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Hours: Max 03 Hrs.
Exam Marks: 70

Course objective: This course is designed to help students to understand the importance of managing
Technology, innovation and change at the firm’s level and also understand the role of Business Process
Reengineering technique in an organization.

Course specific outcomes: To elevate students’ awareness of information technology and develop an
in-depth and systematic understanding of key aspects of IT Management. To help students gain a
strategic perspective on business

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Module-01: Information Technology: (12 Hours)

Introduction to information technology, Trends, software programming, Emerging mobile digital
platform, cloud computing and types of services, IOT and digitization, IOT impact, IOT Challenges.
Module-02: Concepts of MIS: (12 Hours)
Management information system – Concept, Definition, Types of Systems used in Organisation, Role of
MIS in Organisation, Electronic Business, Electronic Commerce, Electronic Commerce Models, Types
of E- Commerce, E-commerce marketing, M- commerce services and applications..
Module-03: Operating system & computer networking: (12 Hours)
Functions of operating system. Computer networking- Meaning, uses of networking, pros and cons of
networking. Computer Networks: Overview and Types (LAN, WAN and MAN), Network topologies.
Module-04: E-Business lab: (14 Hours)
Internet, World Wide Web, Internet Architectures, Internet Applications, Business Applications on
Intranet, Cyber-crime, Malware and Its types, Email Concepts, LinkedIn, Facebook, Twitter, Instagram
and Google Forms, Blog – WordPress, G- suite.
Module-05: Office automation lab: (14 Hours)
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Introduction Office Software: Use of MS-Office, Basics of MS-Word, MS-Excel ( Advanced MS Excel
) MS-PowerPoint, Office automation – E- office and their applications in business and creations of
reports and files.
References:
1. Sudalaimuthu & Hariharan, Information Technology for Managers, Himalaya publications.
2. D.Monley& CS Parker, Understanding Computers Today & Tomorrow, Cengage/Thomson
3. ITL Education Solutions Ltd, Introduction to Computer Science, Pearson
4. Kenneth. C. laudon, MIS. PEARSON. 2013
5. Jaiswal & Mital, MIS, Oxford University Press, Latest edition.
6. Srinivasa K G, “Internet of Things”, CENGAGE Leaning India, 2017.
7. Sanjay Saxsena- MS Office 2000- Vikas Publishing House.
8. Niranjan Shrivastava- Computer Applications in management, Dreamtech Press.
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MASTER OF BUSINESS ADMINISTRATION

II-SEMESTER
Course Code: OQM
Course Code: Operations and Quality Management

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: This course is designed to help students to understand the importance of managing
Technology, innovation and change at the firm’s level and also understand the role of Business Process
Reengineering technique in an organization.
Course specific outcomes: To elevate students’ awareness of information technology and develop an
in-depth and systematic understanding of key aspects of IT Management. To help students gain a
strategic perspective on business
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: (12 Hours)
Introduction- Operations Evolution of POM and Scientific Management- Production system- Recent
Trends in POM. Role of Operations Management in Strategic Management- Operations Strategy in
Services.
Module 02: (12 Hours)
Production Process & Layout and Services Design and Operations: product design- process design and
planning- Types of Process designs- Facility Location- Facility Layout- Manufacture Facility Layouts-
Flexible Manufacturing and Lean systems- Computer applications.
Module 03: (14 Hours)
Production planning and control functions- Types of PPC- Aggregate Planning- Capacity Planning-
Material Requirement planning (MRP)- Capacity Requirement Planning- Introduction to CPM and
PERT- Comparison of PERT and CPM- Network problems
Module 04: (14 Hours)
Inventory Management- Q and P System- ABC- VED Analysis EOQ and other inventory methods-
Concepts of SCM- Process of SCM- Purchasing Process and Policies- vendor Ratings- Make or Buy
Analysis- Introduction to e-business- Concepts and Benefits of JIT.
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Module 05: (12 Hours)

Concept of Quality- Masters of Quality(Deming- Crosby- Ishikawa- Taguchi) Statistical Quality
Control- Control Charts- Total Quality Management- QFD- Quality Circles- kaizen-pokayoke. Six
Sigma. Quality Management systems- ISO 9000 and 14000 Standards- Quality Audit- Quality awards.
References
1. Production and Operations Management- by K. Aswathappa and K ShridharaBhat-
2. Operations Management by Norman Gaither and Greg Frazier- South Western Cengage Learning
3. Production and Operation Management- Everctt Adam Ronald- Ebert- PHI
4. Production and Operation Management- R PanneerSalvam- PHI
5. Production and Operation Management- Chary S.N- TMH
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MASTER OF BUSINESS ADMINISTRATION

II-SEMESTER
Course Code: MM
Course Code: Marketing Management

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: This course is designed to help students to understand the concept of marketing
management and learn about marketing process for different types of products and services. They need
to understand the tools used by marketing managers in decision situations.
Course specific outcomes: Students will demonstrate strong conceptual knowledge in the functional
area of marketing management. Students will demonstrate effective understanding of relevant functional
areas of marketing management and its application. Students will demonstrate analytical skills in
identification and resolution of problems pertaining to marketing management.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: Introduction: (12 Hours)
Introduction to Marketing – Elements of Marketing Concepts – Functions of Marketing – Marketing
Management Philosophies – Marketing process – Marketing environment – Marketing mix – Consumer
market and Consumer Buying Behavior – Marketing to the 21st century customers.
Module 02: Product Decision: (12 Hours)
Product Decision - Market Segmentation- Positioning and Targeting - Branding Strategies – Packaging
as a Marketing tool – Concept of Product - Price Decision – Objectives – Pricing policies – Pricing
Methods and Strategies – Channel decision – Factors affecting channel choice – Channel Management
Decision – Designing a Physical Distribution System- Network Marketing .
Module 03: Promotion Decision: (12 Hours)
Promotion Decision – Kinds of Promotion – Tools and Techniques of Sales Promotion – Push and Pull
Strategies – Advertising campaign – Developing advertising strategy – Evaluating advertising sales
promotion – Developing the sales promotion programmes.
Module 04: Integrated Marketing Communication: (14 Hours)
Integrated Marketing Communication –IMC strategies- Marketing Research – Procedure of Marketing
research – Marketing Control – Marketing Audit – Direct Marketing – The role & Impact of public
relations.
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Module 05: Trends in Marketing: (14 Hours)

New trends in Marketing Scenario- Holistic Marketing – Green Marketing – Content Marketing – Social
Media Marketing – Viral Marketing – Event Marketing .
References
1. Philip Kotler: Marketing Management: Analysis- Planning and Control- PHI
2. Cundiff- Still &Govoni : Fundamental of Morden Marketing - PHI
3. Ramaswamy V S &Namakumari S: Marketing Management- Planning- Implementation and
Control- Macmillan
4. Michael J. Etzel- Marketing - TMH
5. William O Bearden- Marketing principles and perspectives- International Edition
6. Advertising and Promotions IMC Perspectives- Belch and Belch - TMH
7. O'Guinn- Alien- Serpenik- Advertising and integrated Brand Promotion- Thomson Learning
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MASTER OF BUSINESS ADMINISTRATION

II-SEMESTER
Course Code: FM
Course Code: Financial Management

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The focus of this course is on the understanding of techniques and concepts and in
showing their application to financial decision marketing situations. The paper will examine the
objective of shareholder wealth maximization which encompasses much of modern corporate finance
and its implication for decision making in the present context.
Course specific outcomes: To equip students with the current trends in financial management, To
enhance the students skills with the industry requirements, To expose practical aspects of the subject.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: Introduction: (10 Hours)
Concept of finance and finance function, Financial Goal: Profit V/s. Wealth Maximization, Organization
of finance functions, Financial Planning: Objectives and considerations, capitalization- Over and under
capitalization.
Module 02: Capital Structure: (12 Hours)
Optimum Capital Structure, Capital Structure, Theories, Features of sound Capital Mix, Leverage -
Financial and Operating leverage, Sources of Finance.
Module 03: Working Capital: (16 Hours)
Concept, Importance and Determinants, Sources of Working Capital Finance, Cash Management:
Motive for holding Cash, Control of Cash Collection and Disbursement, Receivable Management,
Nature and Goals of Credit Policy, Optimum Credit Policy, Credit Policy Variables, Inventory
Management: Objective, Inventory Control Techniques.
Module 04: Cost of Capital: (14 Hours)
Concept, calculation of cost of capital of equity share, Preference Share, Debentures and retained
earnings, Capital Budgeting: Features, Methods of Capital Budgeting: Features, Methods of Capital
Budgeting.
Module 05: Dividend and Dividend Policy: (6 Hours)
Management of Earnings, Dividend and Dividend Policy, Objectives and Determinants of dividend
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Policy, Stable Dividend Policy, Forms of Dividend, Concept of lease Financing, Hire Purchase,
Financing Venture Capital, Factoring, Economic value added, Dividend policy and its impact on stock
price.
References:
1. Ravi M. Kishore , Financial Management, Taxman Publications.
2. Khan and Jain, Financial Management, Tata Mc Graw-Hill.
3. S.N.Maheshwari, Fundamentals of Financial Management- Sultan Chand Publications.
4. I.M.Pandey, Financial Management, Vikas Publishers.
5. Prasanna Chandra, Financial Management Theory and Practice, Tata McGraw- Hill.
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MASTER OF BUSINESS ADMINISTRATION

II-SEMESTER
Course Code: HRM
Course Code: Human Resource Management

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: To understand the concept of Human Resource Management, To learn about job
analysis and HR activities, To understand about employee welfare and grievance.
Course Specific Outcomes (CSO): The course will provide the participants with the basic concepts of
Human Resource Management. Students will demonstrate effective functioning of Human Resource
activities.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: (10 Hours)
Human Resource Management: Introduction, meaning, nature, scope of HRM - Importance and
Evolution of the concept of HRM - Major functions of HRM - Principles of HRM
Module 02: (12 Hours)
Job Analysis: Meaning, process of Job Analysis, methods of collecting job analysis data, Job
Description and Job Specification, Role Analysis.
Human Resource Planning: Objectives, Importance and process of Human Resource Planning,
Effective HRP.
Module 03: (16 Hours)
Recruitment: Definition, Constraints and Challenges, Sources and Methods of Recruitment, New
Approaches to recruitment.
Selection: Definition and Process of Selection.
Placement: Meaning, Induction/Orientation, Internal Mobility, Transfer, Promotion, Demotion and
Employee Separation.
Training and development: Training v/s development, Training v/s Education, Systematic Approach to
Training, Training Methods.
Module 04 (12 Hours)
Performance Appraisal: Concept of Performance Appraisal, the Performance Appraisal Process,
Methods of Performance Appraisal
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Compensation: Objectives of Compensation Planning, Job Evaluation, Compensation Pay Structure in

India.
Module 05 (14 Hours)
Employee Welfare: Introduction, Types of Welfare Facilities and Statutory Provisions.
Employee Grievances: Employee Grievance procedure, Grievances Management in Indian Industry.
Discipline: Meaning, approaches to discipline, essential of a good disciplinary system, managing
difficult employees
References:
1. Bernadin, Human Resource Management, Tata Mcgraw Hill, 8th edition 2012.
2. Wayne Cascio, Managing Human Resource, McGraw Hill, 2007.
3. Human Resource Management - John M. Ivancevich, 10/e, McGraw Hill.
4. Human Resource Management in practice - Srinivas R. Kandula, PHI, 2009
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MASTER OF BUSINESS ADMINISTRATION

II-SEMESTER
Course Code: OB
Course Code: Organisation Behaviour

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: This course is designed in the perspective that, management deals with individuals in
the organizational context. People have diversified personalities, attitudes, perceptions, behaviours and
values. After their entry, they cannot remain as individuals. However, organizations have their own
culture, leadership and conflicts. This subject blends in compatible ones into a whole. Understanding the
individual and organizational behaviours would go a long way in accomplishing short and long term
perspectives.
Course specific outcomes:
This subject enhance student to understanding of the dynamics of interactions between individual and
the organization and Facilitate a clear perspective to diagnose and effectively handle human behavior
issues in Organizations. And also develop greater insight into their own behavior in interpersonal and
group, team, situations.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: (12 Hours)
Focus and Purpose: Definition, need and importance of organizational behavior – Nature and scope –
Frame work – Organizational behavior models.

Module 02: (14 Hours)

Individual Behavior: Personality – types – Factors influencing personality – Theories – Learning –
Types of learners – The learning process – Learning theories – Organizational behavior
modification.Misbehaviour – Types – Management Intervention Emotions - Emotional Labour –
Emotional Intelligence – Theories. Attitudes – Characteristics – Components – Formation –
Measurement- Values Perceptions – Importance – Factors influencing perception – Interpersonal
perception- Impression Management Motivation – importance – Types – Effects on work behavior.
Module 03: (14 Hours)
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Group Behavior: Organization structure – Formation – Groups in organizations – Influence – Group

dynamics – Emergence of informal leaders and working norms – Group decision making techniques –
Team building -Interpersonal relations – Communication – Control.

Module 04: (12 Hours)

Leadership and Power: Meaning – Importance – Leadership styles – Theories – Leaders Vs Managers
– Sources of power – Power centers – Power and Politics.
Module 05: (12 Hours)
Dynamics of Organization Behavior: Organizational culture and climate – Factors affecting
organizational climate – Importance. Job satisfaction – Determinants – Measurements – Influence on
behavior. Organizational change – Importance – Stability vs. Change – Proactive Vs Reaction change –
the change process – Resistance to change – Managing change. Stress – Work Stressors – Prevention
and Management of stress – Balancing work and Life. Organizational development – Characteristics –
objectives –. Organizational effectiveness.

REFERENCES
1. Schermerhorn, Hunt and Osborn, Organisational behavior, John Wiley, 9th Edition, 2008.
2. Udai Pareek, Understanding Organisational Behaviour, 2nd Edition, Oxford Higher Education, 2004.
3. Mc Shane & Von Glinov, Organisational Behaviour, 4th Edition, Tata Mc Graw Hill, 2007.
4. Hellrigal, Slocum and Woodman, Organisational Behavior, Cengage Learning, 11th Edition 2007.
5. Ivancevich, Konopaske & Maheson, Oranisational Behaviour & Management, 7th edition, Tata
McGraw Hill, 2008.
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MASTER OF BUSINESS ADMINISTRATION

II-SEMESTER
Course Code: OR&A
Course Code: Operation Research and Analytics

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course Objective (CO):

Operations Research and analytics aims to introduce students to the use of quantitative methods and
techniques for effective decisions–making; model formulation and applications that are used in solving
business decision problems.
Course Specific Outcome (CSO):
Students will be able to Identify and develop operational research models from the verbal description of
the real system. Course help to understand the mathematical tools that are needed to solve business
problems. Courses assess to develop a report that describes the model and the solving technique,
analyses the results and propose recommendations in language understandable to the decision-making
processes in Management.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: Introduction to Operations Research. (15 Hours)
Introduction to Operations Research: Meaning and definition, scope, objectives, phases, models and
limitations of Operations Research. Linear Programming Problem – Formulation of LPP, Graphical
solution of LPP. Simplex Method, Artificial variables and degeneracy solutions.
Module 02: Assignment and Transportation Theory. (15 Hours)
Assignment model: Formulation, Hungarian method for optimal solution. Solving unbalanced problem.
Travelling salesman problem. Transportation Problem. Formulation, finding basic feasible solutions –
Northwest corner rule, least cost method and Vogel’s approximation method. solution, unbalanced
Transportation problem. Optimality test.
Module 03: Game Theory. (10Hours)
Game Theory. Competitive games, rectangular game, saddle point, minimax/maximin method of
optimal strategies. Solution of games with saddle points, dominance principle. Rectangular games
without saddle point – mixed strategy for 2 X 2 games and Graphical method to solve problems.
Module 04: Network Fundamentals. (14 Hours)
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Meaning, Features, Drawing Network, Scheduling the Activities. CPM- Earliest and Latest Times -
Determination of Earlier Starting Time and Earliest Finishing Time in the Forward Pass – Latest
Starting Time and Latest Finishing Time in Backward Pass, Determination of Critical Path.
Module 05: Introduction to Analytics. (10 Hours)
Introduction: What is analytics? Historical Overview of data analysis, types and application of
Analytics, Descriptive analytics and Predictive analytics.
References:
1. Bhimasankaram Pochiraju, and Sridhar Seshadri, Essentials of Business Analytics: An
Introduction to the methodology and its application, Springer.
2. J K Sharma, “Operations Research Theory & Applications, 3e”, Macmillan India Ltd, 2007.
3. P. K. Gupta and D. S. Hira, “Operations Research”, S. Chand & co., 2007.
4. S. D. Sharma –Kedarnath Ramnath & Co 2002.
5. Taha H. A. Operations Research and Introduction, – Pearson Education edition 2. Operations
Research,
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MASTER OF BUSINESS ADMINISTRATION

II-SEMESTER
Course Code: RM&T
Course Code: Research Methods and Techniques (SEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: This course is designed to help students to understand the importance research
methodology which are absolute relevant to predict and identify business risk and opportunities through
scientific methods that enable to take data driven decisions in the competitive world.

Course specific outcomes: To enable the students to comprehend need of research in management and
benefits through Introduction of concept of scientific research and the methods of conducting scientific
enquiry and statistical tools of data Analysis and report writing methods.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: (12 Hours)
Research – Meaning, Scope and Significance – Type of Research – Research process –Characteristics
of good research – Scientific method – Problems in research – identifying research problem –
Objectivity in research.
Module 02: (14 Hours)
Hypothesis – Meaning – Sources – Types – Case study – Features of good design measurement –
Meaning, need, errors in measurement, tests of sound measurement, techniques of measurement. Scaling
techniques – meaning, types of scales, scale construction techniques – Sampling design – meaning.
Concepts, steps in Sampling – Criteria for good sample design – Types of sample designs, probability
and non-probability sample.
Module 03: (12 Hours)
Data Collection – Types of data – Sources – Tools for data collection, methods of data collection,
constructing questionnaire – Pilot study – Case study – Data processing coding – Editing and tabulation
of data – Data analysis.
Module 04: (14 Hours)
Analysis of data; Test of significance – Assumptions about parametric and nonparametric tests.
Parametric tests– chi – square, t – Test, F Test, Z Test. Problems on each test Introduction to ANOVA,
One way, Two way (only theory), Factor Analysis and Conjoint Analysis.
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Module 05: (12 Hours)

Report Writing: Interpretation – meaning, Techniques of interpretation, Report writing – significance
and steps – layout of report – types of reports – oral presentation – executive summary – mechanics of
writing research report – Precautions for writing report – norms for using tables, chart and diagrams –
Appendix – norms of using Index and Bibliography.
References:
1. Rao K.V. Research Method for Management and Commerce – Sterling.
2. Kothari C.R. – Research Methodology.
3. Wilkinson Bhadarkar – Methodology and Techniques of Social Research.
4. Anderson et.al. – Assignment and Thesis writing.
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: CG&BE
Course Code: Corporate Governance and Business Ethics (CPT)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The objective is to provide basic knowledge of business ethics and values and its
relevance in modern context.
Course Specific Outcomes (CSO): The course will provide the participants with the basic concepts of
business ethics. Students will demonstrate effective functioning of ethics and its applications.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: BUSINESS ETHICS (14 Hours)
Introduction – Meaning - Scope – Types of Ethics – Characteristics – Factors influencing Business
Ethics – Importance of Business Ethics - Arguments for and against business ethics- Basics of business
ethics - Corporate Social Responsibility – Issues of Management – Crisis Management
Module 02: PERSONAL ETHICS (12 Hours)
Introduction – Meaning – Emotional Honesty – Virtue of humility – Promote happiness – karma yoga –
proactive – flexibility and purity of mind.
Module 03: ETHICS IN MANAGEMENT (12 Hours)
Introduction – Ethics in HRM – Marketing Ethics – Ethical aspects of Financial Management –
Technology Ethics and Professional ethics.
Module 04: ROLE OF CORPORATE CULTURE IN BUSINESS (12 Hours)
Meaning – Functions – Impact of corporate culture – cross cultural issues in ethics
Module 05: CORPORATE GOVERNANCE (14 Hours)
Meaning, scope, composition of BODs, Cadbury Committee, various committees, reports on corporate
governance, scope of Corporate Governance, Benefits and Limitations of Corporate Governance with
living examples.
References:
1. Murthy CSV: Business Ethics and Corporate Governance, HPH
2. Bholananth Dutta, S.K. Podder – Corporation Governance, VBH.
3. Dr. K. Nirmala, Karunakara Readdy : Business Ethics and Corporate Governance, HPH
4. H.R.Machiraju: Corporate Governance
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5. K. Venkataramana, Corporate Governance, SHBP.

6. N.M.Khandelwal: Indian Ethos and Values for Managers
7. S Prabhakaran; Business ethics and Corporate Governance
8. C.V. Baxi: Corporate Governance
9. R. R. Gaur, R. Sanghal, G. P. Bagaria; Human Values and Professional ethics
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: Innovations and Knowledge Management (CPT)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The objective is to provide basic knowledge of innovations and Knowledge
management, to understand different sources of innovations, understanding knowledge of core business
that helps in decision making
Course Specific Outcomes (CSO): The course will provide the participants with the basic concepts of
Innovations and knowledge management, course enhances the skill of knowledge, develops skills of
knowledge using different models.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module: 01 (12 Hours)
Innovation Meaning, Exercises on Innovation, Sources of innovation, New Ideas, idea into opportunities
Creative Problem Solving using Heuristics, Brain storming, Synectics, Value analysis, Profits and
innovations, Globalization and Innovation, Sources and transfer of innovation Why Innovate, What
Innovation, How to innovate, Who innovates, Creativity.
Module: 02 (12 Hours)
Understanding knowledge: the core of business: What Is Knowledge Management, Multidisciplinary
Nature of KM, Drivers of KM, The Two Major Types of Knowledge, The Concept Analysis Technique,
History of Knowledge Management, From Physical Assets to Knowledge Assets, Organizational
Perspectives on Knowledge Management, Knowledge, Intelligence, Experience, Common sense.
Cognition and KM. Types of Knowledge, Knowledge Management architecture and Implementation
Strategies. Theoretical KM Models
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Module: 03 (10 Hours)

The knowledge management cycle: Knowledge Management System Life Cycle, Major Approaches to
the KM Cycle, The Zack KM Cycle, The Bukowitz and Williams KM Cycle.
Module: 04 (14 Hours)
Knowledge sharing and Communities of practice: The Social Nature of Knowledge, Sharing
Communities, Types of Communities, Roles and Responsibilities in CoPs, Knowledge Sharing in
Virtual CoPs, Data Mining and Knowledge Discovery, Blogs, Content Management Tools, Knowledge
Sharing and Dissemination Tools.
Module: 05 (14 Hours)
Knowledge application and role of organizational culture: KM for Individuals, Groups,
Communities and Organization levels, Future Challenges for KM. Characteristics of Individual
Knowledge Workers, Task Analysis and Modelling, EPSS, Knowledge Reuse, Knowledge Repositories,
Strategic & Practical Implications of Knowledge Application, Types of Cultures, Organizational Culture
Analysis, The Effects of Culture on Individuals, Cultural Transformation to a Knowledge-Sharing
Culture, Organizational Maturity Models
Reference Books:
1. Change and Knowledge Management- R L Nandeshwar, Bala Krishna, Jayasimha, Excel Books,
Latest edition
2. Change Management, concepts and applications, Radha R Sharma TMH
3. Managing organizational change- V Nilkant, S Ramnarayan Response Books 2004
4. Organization Change and Development, Kavitha Singh, Excel Books
5. Knowledge Management, a resource book, A Thohothathri Raman, Excel 2004
6. Knowledge Management-Elias M, Awad Hasan M Ghazri Pearson education
7. Knowledge Management, Sudhir Warier, Vikas Publications
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Specialization - Finance

MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: Investment Analysis and Portfolio Management (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: To develop a thorough understanding of process of investments, To familiarize the

students with the stock markets in India and abroad, To provide conceptual insights into the valuation of
securities, To provide insight about the relationship of the risk and return and how risk should be
measured to bring about a return according to the expectations of the investors.
Course Specific Outcomes (CSO): At the end of the course, the students are able to, Understand the
process of investments, get an insight into functioning of stock markets in India and abroad, Have
insight into the relationship of the risk and return, have familiarity of the fundamental and technical
analysis, Learn the Theories of Portfolio management and also the tools and techniques for
Efficient portfolio management.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: (12 Hours)

Introduction to Investment: Basic concepts, various investment avenues, Investment and speculation,
Features of a good investment, Investment Process. Risk-return trade-off, Measurement of historical risk
and returns, Expected risk and returns.

Module 02: (12 Hours)

Securities Market: Primary Market - Factors to be considered to enter the primary market, Modes of
raising funds, Secondary Market- Major Players in the secondary market, Functioning of Stock
Exchanges, Trading and Settlement Procedures, Leading Stock Exchanges in India. Stock Market
Indicators - Types of stock market Indices, Indices of Indian Stock Exchanges.

Module 03: (14 Hours)

Risk and Return Concepts: Concept of Risk, Types of Risk- Systematic risk, Unsystematic risk,
Calculation of Risk and returns. Portfolio Risk and Return: Expected returns of a portfolio, Calculation
of Portfolio Risk and Return, Portfolio with 2 assets, Portfolio with more than 2 assets.
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Module 04: (14 Hours)

Security Analysis: Fundamental Analysis – EIC analysis (Economic- Industry- and Company) - factors/
indicators of risk- tools of EIC analysis- Technical analysis- Efficient Market Hypothesis (EMH)

Module 05: (12 Hours)

Modern Portfolio Theory: Markowitz model. Sharpe’s single index model, Optimum portfolio selection.
Portfolio Management, Steps in portfolio creation, Active and passive portfolio management. Portfolio
evaluation, Sharpe’s ratio, Treynor and Jenson measure. Portfolio revision – various methods.

Recommended Books:

1. Security Analysis & Portfolio Management – Punithavathy Pandian, 2/e, Vikas, 2005
2. Investment Analysis and Portfolio management – Prasanna Chandra, 3/e, TMH, 2010.
3. Investment Management – Preethi Singh, 17/e, Himalaya Publishing House 2010
4. Investments – ZviBodie, Kane, Marcus &Mohanty, 8/e, TMH, 2010
5. Investment Management – Bhalla V. K, 17/e, S.Chand, 2011.
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: Banking and Insurance Management (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course Objectives:
To provide an understanding of concepts of Indian banking system and Insurance, To understand the
overview of commercial banking and services rendered, To provide an understanding of Insurance and
General Insurance. , To give an overview of role of Insurance companies in Insurance Management.
Course Specific Outcome:
Banking and Insurance Management is a foundation course for Banking and Insurance Management
requirement Perspective for Managers. This course provides imperative and practical insights,
knowledge, technology, services and abilities required for managers to deal with the Banking and
Insurance management. Subjects give insight about the Management of Insurance companies and the
practices followed by them.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: Introduction to Banking: (16 Hours)
Definition and Meaning of Banking, Systems of Banking: Branch Banking, Unit banking, Chain
Banking, Group banking. Types of banks: Public Sector, Regional Banks, Private Sector Banks,
Evolution of Indian Banks, Central Banking, RBI, Origin and growth, Functions of RBI, Bank
Nationalization in India Banking Regulation Act, Banking Sector Reforms, Monetary system, Sources
of funds, Quantitative and qualitative measures of credit control. Bank performance analysis and Future
of Banking. (Theory)
Module 02: Commercial banking: (14 Hours)
Structure, Role of commercial banks in socio economic development, Services rendered by commercial
banking, Mechanism of Credit Creation, Limitations of Credit Creation, Concept of Universal Banking,
Home banking, ATMs, Internet Banking, Mobile Banking, Core Banking Solutions, Debit, Credit and
Smart Cards, Electronic Payment systems, MICR, Cheque Truncation, ECS, EFT, NEFT, RTGS.
(Theory)
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Module 03- Introduction to Insurance: (12 Hours)

Definition and Basic Characteristics of Insurance-Requirements of an Insurable Risk Adverse Selection
and Insurance-Insurance vs. Gambling Insurance vs. Hedging Types of Insurance-Essentials of
Insurance Contracts. Indian Insurance Industry -Historical Framework of Insurance, Insurance sector
Reforms in India. IRDA-Duties and powers of IRDA-IRDA Act 1999. (Theory).
Module 04- General Insurance: (10 Hours)
Classification of Insurance, Life Insurance, Types of General Insurance, Insurance of Property,
Pecuniary Interest, Liability and person, types of policies: fire, marine, motor, engineering, aviation,
agriculture, liability and person. Health Insurance and types of Health Insurance, Factors to be
considered for Premium Fixing. (Theory).
Module 05 – Management of Insurance Companies: (12 Hours)
Functions and Organization of Insurers, Types of Insurance Organization, Organizational Structure of
Insurance Companies, Functions of Insurers. Underwriting-Principles of Underwriting, Underwriting in
Life Insurance, Underwriting in nonlife Insurance. Claims Management- Claim Settlement in General
Insurance, Claim Settlement in Life Insurance. (Theory).
Reference:
1. Banking and Insurance-E. Gordon & P. K Gupta First Edition, 2012, Himalaya Publishing House
2. Banking Theory, Law and Practice- E. Gordon & K Natarajan23rd Revised Edition 2012, Himalaya
Publishing House
3. Banking Theory and Practice- K C Shekhar & Lekshmy Shekhar20th Edition2011, Vikas Publishing
House
4. Banking and Financial Services- Mukund Sharma 2015, Himalaya Publishing House
5. Risk Management and Insurance- Scott E Harrington & Gregory R Niehaus2nd Edition 2004, Tata
McGraw Hill
6. Principle of Risk Management and Insurance- George E Rejda8th Edition2003, Pearson Education
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: Behavioral Finance and Modeling (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The purpose of this course is to introduce the student to the new field of behavioural
finance. Students will deal with major implications of human psychology for financial decision-makers
and for financial markets.
Course Specific Outcomes (CSO): Upon completion of this course, students will be able to have a
good understanding of the major concepts and topics of behavioural finance.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01- Rational Markets Hypothesis and the Challenge of Behaviouralists: (14 Hours)
Introduction to behavioural finance; Intellectual underpinnings; The rise of the rational markets
hypothesis; Impact on wall street and the corporate; The challenges of behaviouralists; Synthesis and
future horizons.
Module 02- Foundation of Rational Finance: (12 Hours)
Expected utility theory, Modern portfolio theory, Capital asset pricing model (CAPM); efficient markets
hypothesis; Arbitrage pricing theory, Random walk hypothesis, Agency theory; the influence of
psychology.
Module 03- Foundations of Behavioural Finance: (14 Hours)
Theories of Behavioural Finance: Asymmetric information - Ego centricity - Human Behavioral
Theories, How the human mind works-the two systems; Familiarity and related heuristics;
Representativeness and related biases; Anchoring; Irrationality and adaptation; Hyperbolic discounting.
Module 04- Prospect Theory and Mental Accounting: (12 Hours)
Error in Bernoulli’s theory; Prospect theory; SPA theory, Framing; Mental Accounting; Emotional
factors and social forces-substance of emotion, theories of emotion, evolutionary perspective on
emotions, types and dimensions of emotions, emotional style, emotions and investing, social influence,
social influence on investment and consumption
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Module 05- Behavioural Corporate Finance- Future: (12 Hours)

Timing of good and bad corporate news announcement. Systematic approach of using behavioural
factors in corporate decision–making. Neurophysiology of risk– taking. Personality traits and risk
attitudes in different domains.
Reference:
1. Chandra, P. (2017), Behavioural Finance, Tata Mc Graw Hill Education, Chennai (India).
2. M. M. Sulphey, Behavioural Finance, PHI, 2014 / 1st Edition.
3. Parag Parikh, Value Investing and Behavioural Finance, McGraw Hill, 2009.
4. Shuchita Singh, Shilpa Bahi., Behavioural Finance, Vikas, 2018 / 1st Edition.
5. Sujata Kapoor, Jaya Mamta, Behavioural Finance, Sage, 2019.
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Specialization - Marketing

MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: Consumer behavior and Marketing research (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: Investigate theories and research on how consumers make decisions, process
information, develop preferences and make choices. Explore how marketing tactics are used to influence
consumer behavior and used for marketing management decisions. Learn to apply tools used by
businesses/organizations to understand consumer behavior in a Danish context.
Course specific outcomes: After the successful completion of course, the student will be able to,
demonstrate how knowledge of consumer behaviour can be applied to marketing, Identify and explain
factors which influence consumer behaviour.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module-01: Introduction: (12 Hours)
Consumer behavior: Concept and Implications; Integration of consumer behavior in the marketing
concept; Consumer Decision Making Process; Levels of consumer decision making; Types of Consumer
Decision Making.
Module-02: Consumer Behaviour & Marketing Strategy: (12 Hours)
Key Determinants of Consumer Behaviour and Marketing Strategy; Providing Customer Value and
Retention; Market segmentation: Concept, Bases and Significance; How market segmentation operates;
Criteria for effective targeting of market segments; Target Marketing strategies.
Module-03: Consumer Motivation: (12 Hours)
Consumer Motivation; Dynamics of Motivation, type and systems of needs; Personality and theories of
personality (relevant to marketing); Consumer diversity; Self and self-image; Consumer Perception;
Dynamics of perception and consumer imagery; Consumer Learning; Behavioral and cognitive learning
theories; Consumer Attitude; Attitude formation and behavior; Communication and consumer behavior.
Module-04: Family & Consumer Influence: (14 Hours)
Family: Concept, Roles and influences; Reference groups and their influence; Social class and consumer
behavior; Influence of culture on consumer behavior; Culture and core values; Influence of sub-culture
& cross culture on consumer behavior. Consumer Influence and the Diffusion of Innovations; Opinion
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Leadership, WOM, e-WOM. Newtimes, new consumers; Managing Consumer Dynamics; Consumer
decision making and beyond; Consumer Satisfaction and Dissatisfaction: Mechanism; Managing Post-
purchase behavior
Module-05: Market Research: (14 Hours)
Market Research: Concept and significance; Types of Research; Research approach and Process;
Consumer research paradigms; Combining qualitative and quantitative research; Sampling, Data –Types
and Collection; Questionnaire and Schedule; Scaling Techniques; Data analysis & reporting research
findings; Barriers to market research.
Reference Books:
1. Schiffman, L.G. and Kanuk, L.L. (2011) Consumer Behavior, 9th Ed., Prentice Hall.
ISBN:9780131869608
2. Batra, S.K. and Kazmi, S.H.H. (2009) Consumer Behavior Text and Cases 2nd Eds, Excel Books.
ISBN: 978-8174466440
3. Majumdar, Ramanuj. (2011) Consumer Behavior. Prentice Hall India. ISBN: 978-8120339637
4. Loudon, D.L. and Bitta, A.J.D. (2005) Consumer Behavior Concepts and Applications, TMH.ISBN:
978-0070387676
5. Solomon, Michael R. (2013) Consumer Behavior 10th Ed., Prentice Hall. ISBN: 978-0132672146
6. Blackwell, R.D, Miniard, P.W, and Engel, J.F. (2006) Consumer Behaviour, Cengage.
ISBN:9780030211089
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: Advertising and Brand Management (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The aim of the paper is to acquaint the students with concepts, techniques and give
experience in the application of concepts for developing an effective advertising programme, To help
the students appreciate the relationship between corporate strategy and Brand Management, To develop
familiarity and competence with the strategies and tactics involved in building, leveraging and defending
strong brands in different sectors.
Course Specific Outcomes (CSO):
Define and apply knowledge of various aspects of managerial decision making related to Advertising
strategy and tactics. Prepare advertising copy and design other basic Advertising tools, Develop skills
for managing brands strategically, Compare and contrast the elements of product and brand
management. Assess growth-opportunities for brands, e.g., brand extension strategies.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module: 01 (12 Hours)
Advertising, Its role in the marketing process; Different Types of advertising, Functions of Advertising,
Different Strategies of Advertising appeal in Phases of PLC, integrated marketing communications, Its
evolution, reasons for its growth and its role in branding. The promotional mix; segmentation, Targeting
and positioning and their role in promotion.
Module: 02 (12 Hours)
Promotional objectives, determination, types and approaches, DAGMAR approach, problems in setting
objectives; Advertising budget, establishment and allocation, budgeting approaches. Media Planning,
Establishing Media objectives, Media strategies, Media mix, Reach Vs. Frequency, Creative aspects,
budget considerations, Evaluation of Broadcast media, Print media, Support media, Internet and
interactive media etc.; computers in Media planning.
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Module: 03 (14 Hours)

Brand –Meaning, Definition, Functions of Brand to consumer, Role of Brand- Advantages of Brand,
Product Vs Brand, Branding- Meaning, Creation of Brands through goods, services, people,
Organisation, Retail stores, places, online, entertainment, ideas, challenges to Brand builders Brand
Management-Meaning & Definition.
Brand Management Process-Meaning, Steps in Brand Management Process Strong Indian Brands
(Case study)
Module: 04 (14 Hours)
Customer Based Brand Equity-Meaning, Model of CBBE Brand Equity: Meaning, Sources, Steps in
Building Brands, Brand building blocks- Resonance, Judgments, Feelings, performance, imagery,
salience-Brand Building Implications, David Aaker’s Brand Equity Model. Brand Identity & Positing:
Meaning of Brand identity, Need for Identity & Positioning, Dimensions of brand identity, Brand
identity prism, Meaning, Point of parity & Point of difference, positioning guidelines Brand Value:
Definition, Core Brand values, Brand mantras, Internal branding,
Module: 05 (12 Hours)
Brand hierarchy, Branding strategy, Brand extension and brand transfer, Managing Brands over time.
Brand Architecture and brand consolidation. Brand Imitations: Meaning of Brand Imitation, Kinds of
imitations, Factors affecting Brand Imitation, Imitation Vs Later market entry, First movers advantages,
Free rider effects, Benefits for later entrants, Imitation Strategies.
Reference Books:
1. Advertising and Promotions IMC Perspectives: Belch and Belch, 9/e, Tata McGraw Hill, 2012.
2. Advertising & Integrated Brand Promotion - O’Guinn, Allen, Semenik, Cenage Learning.
3. Strategic Brand Management, Building Measuring & Managing Brand Equity – 2nd Ed Phi /
Pearson Education – Kevin Lane Keller.
4. Brand Management -The Indian Context – Y L R Moorthi – Vikas Publication.
5. Integrated Advertising, Promotion, and Marketing Communications, Clow, Baack, 3/e, Pearson
Education, 2007.
6. Advertising an IMC perspective, S.N.Murthy & U Bhojanna, Excel Books.
7. Compendium Brand Management – Chunnawalla, 1/e, HPH, 2003.
8. Strategic Brand Management- Richard Elliott & Larry Perclu, 1/e, Oxford Press.
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: Retail Management and E Commerce (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: To develop an understanding of the contemporary retail management, issues,

Strategies and trends in Retailing, to highlight the significance of retailing and its role in the success of
modern business houses, outline a basic model of the internet technology infrastructure. Assess e-
commerce strategies and applications, including online marketing, e-government, e-learning and global
e-commerce.
Course Specific Outcomes (CSO):
Find out the contemporary retail management, issues, and strategies. Evaluate the recent trends in
retailing and its impact in the success of modern business. Relate store management and visual
merchandising practices for effective retailing. Understand the basic concepts and technologies used in
the field of management information systems; Have the knowledge of the different types of management
information systems;

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module: 01 (14 Hours)
Retailing: - Meaning, Nature, Classification, Growing Importance of Retailing, Factors Influencing
Retailing, Functions of Retailing, and Retail as a career. Evolution of Retail in India-Drivers of Retail
change in India-Emergence of young earning retail entrepreneurs–Emerging Sectors-FDI in retail-Retail
Realities: Beyond Urban Boundaries –Challenges to Retail Development in India. Developing and
applying Retail Strategy, Strategic Retail Planning Process, Retail Organization, The changing Structure
of retailing, Classification of Retail Units, Types of Retail Formats
Module: 02 (14Hours)
Setting up Retail organization: Size and space allocation, location strategy, factors Affecting the
location of Retail, Retail location Research and Techniques, Objectives of Good store Design. Store
Layout and Space planning: Types of Layouts, role of Visual Merchandiser, Visual Merchandising
Techniques, Controlling Costs and Reducing Inventories Loss, Exteriors, Interiors. Store Management:
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Responsibilities of Store Manager, Store Security Parking Space Problem at Retail Centers, Store
Record and Accounting System, Coding System, Material Handling in Stores, Management of
Modern retails stores. Retail Pricing: Factors influencing retail pricing, Retail pricing strategies, Retail
Module: 03 (12 Hours)
E-commerce and its Technological Aspects Overview of developments in Information Technology and
Defining E-Commerce: The scope of E commerce, Electronic Market, Electronic Data Interchange,
Internet Commerce, Benefits and limitations of E-Commerce, Produce a generic framework for E-
Commerce, Architectural framework of Electronic Commerce, Web based E Commerce Architecture.
Module: 04 (12Hours)
Consumer Oriented E Commerce E-Retailing: Traditional retailing and e retailing, Benefits of e
retailing, Key success factors, Models of e retailing, Features of e retailing. E services: Categories of e-
services, Web-enabled services, and matchmaking services, Information-selling on the web, e
entertainment, Auctions and other specialized services. Business to Business Electronic Commerce
Module: 05 (12 Hours)
Electronic Data Interchange: Benefits of EDI, EDI technology, EDI standards, EDI communications,
EDI Implementation, EDI Agreements, EDI Security. Electronic Payment Systems, Need of Electronic
Payment System: Study and examine the use of Electronic Payment system and the protocols used,
Study Electronic Fund Transfer and secure electronic transaction protocol for credit card payment.
Digital economy: Identify the methods of payments on the net – Electronic Cash, cheques and credit
cards on the Internet.

Reference Books
1. Integrated Retail Management - James R. Ogden & Denise Trodden, Biztantra, 2003.
2. Retail Management - Levy & Weitz, 8/e, TMH, 2012.
3. Retailing Management - Swapna Pradhan, 4/e, TMH, 2012.
4. Elias. M. Awad, “Electronic Commerce", Prentice-Hall of India Pvt Ltd.
5. RaviKalakota, Andrew B. Whinston, "Electronic Commerce-A Manager's guide", Addison-Wesley.
6. Principles of Retail Management - Rosemary Varley, Mohammed Rafiq, Palgrave Macmillan, 2009.
7. Retail Management -Chetan Bajaj, Oxford University press.
8. Efraim Turban, Jae Lee, David King, H.Michael Chung, “Electronic Commerce–A Managerial
Perspective", Addison-Wesley.
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9. Elias M Award, “Electronic Commerce from Vision to Fulfilment”, 3rd Edition, PHI, Judy Strauss,
Adel El-Ansary, Raymond Frost, “E-Marketing”, 3RDEdition, Pearson Education.
10. E-Commerce fundamentals and applications Hendry Chan, Raymond Lee, Tharam Dillon, Ellizabeth
Chang, John Wiley
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Specialization - HR

MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: Training and Development (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: To understand the relevance of training and creation of a congenial training climate
for Human Resource Development.
Course specific outcomes: To realize the importance of training and development of employees, to be
able to develop and design a training and development program. Design a performance appraisal, reward
system and pay plans and incentives for the organization.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module: 01 (12 Hours)
Training – Introduction, Meaning, definitions and importance, Training and Development, Roles,
responsibilities and Skills of trainer, relevance of Training and development, Training and HRD,
Training process, principles of Training , Edifice of effective Training System,
Module: 02 (12 Hours)
Training Need Analysis, Methods and techniques of TNA, organizational support for TNA,
Organizational Analysis, Task Analysis, person Analysis, requirements Analysis, methods and
techniques of TNA, Approaches to TNA- Training Design- Designing a Training Programme,
Constraints in designing a Training programme, types of cost involved in Training programme.
Module: 03 (12 Hours)
Types of Training - on the job methods- knowledge based , Simulation based, Experiential Based, off
the Job methods, Training Approaches, - Teaching Aids for Training , Selecting appropriate Training
Aids, emerging Training technologies- CD ROM and interactive multimedia, Web based Instruction,
Intelligent Tutoring systems, Virtual Reality Training .
Module: 04 (14 Hours)
Structure of training objectives, training design process, implementing the training programme, trainer
skills, changing role of a trainer, managing the transfer of training, human sigma, Training methods-
lecture, case study method, role playing, In – basket exercises, Fish bowl exercise, problem and project
based learning, job rotation, assignment, deputation, officiating, coaching, mentoring and vestibule
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training. Emerging training technologies-CD-ROM and interactive multimedia, Web based instruction,
Intelligent Tutoring systems, Virtual reality training.
Module: 05 Training Evaluation: (14 Hours)
Reasons for evaluating training, overview of the evaluation process, evaluation designs, threats to
validity, types of Evaluation designs, considerations in choosing an evaluation design, Determining
Return On Investment (ROI).
References:
1. Training and Development, G. Pandu Naik, Excel Books, 2007.
2. Training in Organisations, Irwin.L Goldstein and J. Kevin Ford, Wadsworth Thomson Learning.
3. The theory and practice of training, Roger Buckley and Jim Caple, Kogan page.
4. Enriching human capital through Training and Development, P.L. Rao, Excel Books.
5. Effective Leadership, Lussier/ Achua, Thomson South- Western, 2007.
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: Performance Management and Competency Mapping (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The objective is to provide Business Environment and Domain Knowledge (BEDK),
Critical thinking, Business Analysis, Problem Solving and Innovative Solutions (CBPI), develop
Leadership and Teamwork, Memorize the process of competency mapping and profiling, Learn the art
of customization and institutionalization, Aware of the implementation pre-requisites and strategies,
Competency Assessments and Competency Mappings.

Course Specific Outcomes (CSO): Discuss the importance of performance management,

organizational strategic planning and succession planning using KRAs., Explore and identify ways to
utilize the personal self as an instrument in the performance management process, Execute the entire
performance management model with the help of team members, Explain the benefits of reward systems
for team performance management., Students would be able to understand competency frame work and
various implementations in modern corporate life .Students would also be able to recognize why to
promote the competency culture in the modern organizations, Students would be able to illustrate the
integration of the HR Function and how the How HR processes are connected with the organization
strategy.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: (12 Hours)
Performance Management; Aims, Characteristics; Developments in Performance Management;
performance management system and organization culture, Concerns; Performance Appraisal and
performance Management – PM and MBO – Techniques of Appraisal; Process of Performance
Management - Planning, Performance Management cycle; Working of PM; Performance Management
Activities; Linking PMS with other HR functions
Module 02: (14 Hours)
Performance Monitoring; Assessment Center, Measuring performance, Criteria for performance
measurement; Setting Organizational, Team & Individual Performance Standards; Methods for
evaluating Performance – 360 Degree appraisal, Competency Mapping & Competency Modelling,
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H.R.Scorecard.,H.R.Audit,Errors in appraisal Relevant Cases/ Applications & Web-exercises

concerning the Module Discussing check-list for managers Discussing & displaying various
Performance Appraisal forms (Generic, Balanced-scorecard based; Key performance area based, for
various positions)
Module 03: (12 Hours)
Role of Training and Development in PMS: Need Identification for Training and Development for
Performance Management, Rewards and Recognition Team Performance, Performance Management
linked Reward System, Role of HR Professionals in Performance Management, Potential Appraisal &
its linkage to Performance Management, Performance Agreements, Performance Reviews; feedbacks –
e-PM, Strategic role of HR professionals, Ethics in Performance Management
Module 04: (14 Hours)
Introduction: Concept and definition of Role and competency, Characteristics of competency, Core
Competency Competency versus competence, Performance versus competency; skills versus
competency, behavior indicators, Types of competencies - generic/specific, threshold/performance, and
differentiating and technical, managerial and human; Competency Method in Human Resource
Management, Features of Competency Methods, Historical Development, Definitions,. Competencies
Applications Competency Frameworks (competency management framework or competency model),
Competency Maps, and Competency Profiles. Case Discussion
Module 05: (12 Hours)
Using Competency Profiles Profiles in HR Competency framework - development of personal
competency framework, Lancaster Model of managerial competencies, competency modelling
framework developing a competency model - Understanding job positions, Data collection instruments
for job descriptions, Stages in design and implementation of competency model, Validation of the
competency model after data gathering
Reference Books:
1. Kohli A S & Deb T, Performance Management, Oxford Higher Education
2. Dipak Kumar Bhattacharya, Performance management system and strategies, Pearson publication,
Latest edition
3. R K Balyan, Performance Management (Text & cases), Himalaya Publishing House, 2017 / 1st
edition
4. G.K. Suri, Venkata Ratnam, N.K. Gupta, Performance Measurement and Management, Excel
Publications, 2005
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5. McClelland , David Competence at Work, Spencer and Spencer,1993,

6. Shermon, Ganesh. Competency based HRM. 1st edition, Tata McGraw Hill.
7. Sanghi, Seema. The Handbook of Competency Mapping: Understanding, Designing and
Implementing Competency Models in Organizations, 2nd e, Sage Publications Pvt. Ltd 2007
8. Competency Mapping: A pre- requisite for HR Excellence - by Dr. Lovy Sarikal

MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
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Course Code: Learning Organization and Development (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The objective is to provide basic knowledge of learning the various tools &
techniques for Organization Development, To understand the different OD interventions and its
effectiveness.
Course Specific Outcomes (CSO): The course will provide the participants with the basic concepts of
Enabling with various OD diagnosing models, Ability to handle various OD interventions.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: (12 Hours)
Learning organizations – meaning and definitions, emergence of learning organizations, creating a
learning organizations, developing learning managers, levels of learning, types of learning, skills for
organizational learning, technology based learning, types of learning technologies.
Module 02: (12 Hours)
Introduction to training and development: learning vs development, Training Needs Analysis types of
needs, components of needs, Training Design and Development: Meaning and significance, principles
of training design, design process, identifying the training objectives, determining structure, content,
duration, method, learning activities, follow up activities and lesson plan
Module 03: (12 Hours)
Organization development-Introduction, history, evolution of OD, OD interventions: Definition, actors
to be considered, choosing and sequencing, intervention activities, classification of OD interventions,
results of OD, typology of interventions based on target groups. Process of Organization
Development: Entering into OD relationship, developing a contract.
Module 04: (14 Hours)
Human Process Interventions: Human process interventions (individual, group and inter-group human
relations): Individual based: coaching, counselling, training, behavioral modelling, delegating, leading,
morale boosting, mentoring, motivation, etc., Group based: conflict management, dialoguing, group
facilitation, group learning, self-directed work teams, large scale interventions, team building, and
virtual teams. Inter-group based: Organization mirroring, third party peacemaking interventions.
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Diagnosing Organizations- Need for diagnostic models, organization, group, individual level
diagnosis, Collecting and analyzing the diagnostic information, Feeding Back of diagnostic information,
Designing interventions,
Module 05: (14 Hours)
Techno-structural Interventions and Future of OD: Restructuring Organizations, Employee
Involvement, work Design, Balanced scorecard; business process reengineering; downsizing and
outsourcing; Strategic Interventions: Competitive and Collaborative Strategies, Organization
Transformation. The Future of OD: The changing environment, Fundamental strengths of OD,
Implications of OD for the client, ethical standards in OD, OD’s future. OD Consultant’s role, issues in
consultant client relationship, Power, Politics & OD, Research on OD.

Reference Books:
1. Theory of Organization Development and Change. Thomas G. Cummings, Christopher G. Worli,
Cengage Learning.
2. Understanding the theory and design of organization, Richard L Draft, Cengage Learning.
3. Organization Development, behavioral science interventions for Organization Improvement,
Wendell French, Cecil H.Bell, Veena, Jr, Pearson, PHI.
4. Organization Change and Development, Kavith Singh, Excel BOOKS.
5. Training and Development, Pandu Naik G, Excel Books, 2007.
6. Employee Training & Development – Noe A. Raymond, McGraw Hill, 2008.
7. Training and Development - Janakiram B, Biztantra, 2007.
8. Effective training Systems, strategies and practices – Blanchard, 2/e, Pearson education.
9. Training for development– Rolf Lynton & Udai Pareek, Sage Publications, 2011.
10. Building the learning Organization, 3rd edition, Acheving Strategic Advantage through a
commitment to learning by Marquardt M J.Nicholas Brealey publishing
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: Start-ups and Incubation Management (GEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course Objectives (CO)

To understanding the strategic decisions involved in establishing a start-up, To analyse the decision
making matrix of entrepreneur in establishing a start-up, To identify the issues in developing a team to
establish and grow a start-up.
Course Specific outcomes (CSO)
At the end of the course the student will be able to, formulate a “go to market” strategy for a start-up.
Develop a workable funding model for a proposed start-up, Develop a convincing business plan,
description to communicate value of the new venture to customers, investors and other stakeholders.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Module 01: Being an Entrepreneur (14 Hours)

The entrepreneur, Profile analysis, behaviour and motivations, Lean Start –up, The entrepreneurial
ecosystem, Entrepreneurs and strategic decisions , Sustainability of Entrepreneurship: Dilemmas of an
entrepreneur for success; Handling doubts on survival of business, Struggles-Causes of failure–Product/
market, financing, managerial-Resilience. Legal Fundamentals - When, how and where to incorporate.

Module 02: Customer Discovery (14 Hours)

Entrepreneurial Opportunity Search and Identification; Market Intelligence, Market analysis, Market
research, Customer validation, developing your business model, Crafting your value proposition,
Product Development , Managing the product development process, Long Tail markets, Product launch
goals, Go-to- Market Strategy, The role of selling in a start-up, Sales forecasting for start-ups, Mapping
buyer response modes. Social media Promotion tools.

Module 03: Entrepreneurial Leadership (10 Hours)

Building and managing the founder team, Attracting and retaining the right people, The Team -
Board/Governance, The role of a successful board, Different board models for different ventures, How
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to assemble a board of advisors, separating leadership from management, Legal Matters- Organizational
form–partnership, sole proprietorship, Employee management and leadership in the workforce,
Recruiting, selection and hiring, Hiring the first employee.

Module 04: Business Plan for Start-up (16 Hours)

Need & Objectives, Target audience, Contents - Cover page and table of contents, Executive summary,
Description of the current situation: Basic company information, products/services, management team,
business organization, future goals, vision, and mission, Description of opportunity and market: Who are
the buyers, who are the competitors, what are the competitive advantages of the company? Description
of the business model, the marketing and sales strategy, Basic facts on the financials: Cash flow
projection (life line), income statement (bottom line/profit and loss), balance sheet (business
health/assets, liabilities, etc.), funding requirements, Risk analysis and possible exit strategies.

Module 05: Incubation (10 Hours)

Meaning and definition, objectives, role of incubation centre, strengthening of ideas, Challenges of
Incubation, Incubation as a systematic practice, Incubation Management, Learning Cycle, The roles of
the incubator, incubation training, and Success stories of Start-ups in India.
Reference Books:
1. Fundamentals of Entrepreneurship, Nandan H, PHI
2. Entrepreneurship – Indian Cases on Change Agents by K Ramchandran, TMGH.
3. Cases in Entrepreneurship by Morse and Mitchell, Sage South Asia Edition.
4. Entrepreneurship – The engine of growth, edited by Mark Rice and Timothy Habbershon, Published
by PraegerPerspectives.
5. Entrepreneurship: Theory, Process and Practice by Kuratko, D.F. &Hodgetts, R.M. Thomson Press.
6. A Guide to Entrepreneurship by David, Otes ,Jaico Books Publishing House, Delhi.
7. Indian Entrepreneurial Culture by A Gupta , New Age International.
8. New Venture Management: The Entrepreneur's Roadmap (Entrepreneurship Series), Donald F.
Kuratko and Jeffrey S. Hornsby, Pearson
9. The Manual for Indian Start-ups: Tools to Start and Scale-up Your New Venture, Vijaya Kumar
Ivaturi, MeenaGanesh, Penguin Random House India.
10. Managing New Ventures, AnjanRaichoudhuri, Prentice-Hall of India Pvt.Ltd
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11. Entrepreneurship Development: Small Business Enterprises by Charantimath, P., Pearson.

12. The Dynamics of Entrepreneurial Development & Management by Desai, Vasant Himalaya
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: MBA OEP1
MANAGEMENT SKILLS
No of Lecture Hrs / Week: 02 IA Marks: 10
Total No. of Lecture Hrs: 32 Exam Hours: Max 02 Hrs.
Exam Mark: 40
Course Objective (CO): To help the students gain understanding of the functions and responsibilities
of managers, To provide them tools and techniques to be used in the performance of the managerial job,
To enable them to analyse and understand the environment of the organization, To help the students to
develop cognizance of the importance of management principles.
Course Specific Outcome (CSO): The course seeks to help students acquire the requisite knowledge,
skills and abilities needed to successfully manage the organization. The course examines the logic and
working of organizations and outlines the major functions of management. Class participation is a
fundamental aspect of this course. Students will be encouraged to actively take part in all group
activities and to give an oral group presentation.
Module 1: Functions of Management
Conceptual Framework of Management, Roles of managers- managerial skills required. Leader v/s
Manager. Planning: Nature, types and purpose of planning, planning process and planning instruments,
Reasons for failure, guidelines for effective planning. Organization structures. Formal and informal
organization and types. Functional activities departmentation, Controlling meaning and process.
Module 2: Fundamentals of Organizational Behaviour
Introduction and fundamental concepts of OB, Nature, Scope and historical perspective of OB,
Foundations of Individual behavior- individual differences. Personality theories, Perception meaning
and importance, Perception process, Employee counselling and inter personal behavior, Importance of
counseling, counseling functions, The manager’s counseling role; Organization culture meaning and
characteristics
Module 3: Basics of communication
Meaning, Nature, Scope, type of communication, process, Elements of communication process,
Essentials of good communication, Benefits of communication. Organizational Communication,
patterns of communication in organizations, formal communication channels, Problems in
communication.
Module 4:
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Meaning and nature of strategic management, Characteristics, Process of Strategic management,

Concept of Strategic management. Strategic formulation Michael E. Porters 5 force model, Competitive
Environment Analysis. Company Analysis- SWOT Analysis, BCG Matrix.
REFERENCES
1. Emest Dale. “Management Theory and Practices”
2. Horold.D.Koontz and Cyril J. C. Donnel. Principles of Management”McGraw Hill Publication.
3. Prasad M “Principles and Practice of Management”.
4. Organizational Behavior, P.G. Aquinas, Excel Books.
5. “Management and Behavioral process” by BJanakiram and Vijay N Rao.
6. Ashraf Rizvi M, 2005 2005 Effective Technical Communication, MH
7. Bovee Thill Schatzman Business Communication Today by- Pearson & Education.
8. P D Chaturvedi, Mukesh Chaturvedi, Business Communication: Concepts, Cases and
applications- Pearson Education.
9. Upendra Kachru – (2009) Strategic Management Concept and Cases
10. VSP Rao and V Hari Krishna – (2009) Strategic Management Text and Cases, Excel Books
India
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: MBA OEP2
LEADERSHIP AND MANAGEMENT
No of Lecture Hrs / Week: 02 IA Marks: 10
Total No. of Lecture Hrs: 32 Exam Hours: Max 02 Hrs.
Exam Marks: 40
Course Objectives (CO): This course enables students to apply relevant theories and concepts of
leadership in various situations and prepare them to apply these concepts to influence others in
achieving company’s vision and mission. This course also elaborates on Blue Ocean strategies and
frameworks which will help the students to understand about the creation of new markets.

Course Specific Outcome (CSO): On having completed this course student should be able to Identify
best qualities of effective leaders, Able to differentiate participative style of leadership with delegation
and empowerment , Appraise the current status of working in team and able to apply various team
building activities , Analyze the blue ocean strategies and frameworks for creation of new markets
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Module 01: (06 Hours)

Leadership: Definition, The nature of Leadership, Manager vs Leaders, Traits of good leaders and
followers, Effective leadership behaviours, level of conceptualization, , Delegation, Motivation and
Empowerment, Consequences of empowerment, Facilitating conditions for empowerment.
Module 02: (08 Hours)
Leader as change and Transformation agent: Leading change – coaching and mentoring. Transactional,
transformational, level five leaders and servant leadership. Charismatic Leadership Early contingency
theories of effective leadership: Contingency approaches - Fiedler’s contingency model, Hersey and
Blanchard’s theory, Path goal theory and Blake and Mouton managerial grid.
Module 03: (06 Hours)
Nature of teams and determinants of team performance. Leadership in teams, procedures for facilitating
team learning, Leadership training programs, Ethical leadership, gender and leadership, leadership in
different cultures, managing diversity, Women Leadership.
Module 04: (06 Hours)
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Management: Meaning, Definitions, Characteristics, Scope, the Management Process, Levels of

Management, Functions of Management, And Evolution of Management Thought.

Module 05: (06 Hours)

Managers vs Leaders, Planning, Organising, Decision making process, Controlling and Budgeting,
Strategic Leadership and organisation culture.
Reference Books:
1. Yukl, G A (2014). Leadership in Organizations. 8th Edition. Pearson.
2. Kim, WC. Mauborgne, R. (2015) Blue Ocean Strategy: How to Create New Market Space and Make
the Competition Irrelevant (Expanded ed.). Boston: Harvard Business School Press.
3. Kim, WC. Mauborgne, R. (2017) Blue Ocean Shift Beyond Competing: Proven Steps to Inspire
Confidence and Seize New Growth. New York: Hachette Books.
4. Daft, R L (2012). Leadership. Cengage Learning.
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: MBA OEP3
Entrepreneurship
No of Lecture Hrs / Week: 02 IA Marks: 10
Total No. of Lecture Hrs: 32 Exam Hours: Max 02 Hrs.
Exam Marks: 40
Course Objectives (CO): To develop and strengthen entrepreneurial quality in students, To impart
basic entrepreneurial skills and understanding to run a business efficiently and Effectively, To provide
insights to students on entrepreneurial opportunities.
Course Specific Outcome (CSO): At the end of the course students will be able to, Display keen
interest and orientation towards entrepreneurship, Develop a business plan, Become aware about various
sources of funding for an entrepreneur including financial institutions, venture capitalists.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: (06 Hours)
The entrepreneur; Definition; Emergence of entrepreneurial class; Theories of entrepreneurship; Role, of
socio-economic environment; Characteristics of entrepreneur; Leadership; Risk taking; Decision-making
and business planning.
Module 02: (06 Hours)
Promotion of a Venture: Opportunities analysis; External environmental analysis economic, social, and
technological; Competitive factors; Legal requirements for establishment of a new unit, and raising of
funds; Venture capital sources and documentation required.
Module 03: (06 Hours)
Entrepreneurial Behaviour: Innovation and entrepreneur; Entrepreneurial behaviour and Psycho
Theories, Social responsibility. Entrepreneurial Development Programmes (EDP): EDP, their role,
relevance, and achievements; Role of Government in organizing EDPs; Critical evaluation.
Module 04: (06 Hours)
Role of an entrepreneur in economic growth as an innovator, generation of employment opportunities,
complimenting and supplementing economic growth, bringing about social stability and balanced
regional development of industries; Role in export promotion and import substitution, forex earnings,
and augmenting and meeting local demand.
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Module 05: (06 Hours)

Industrial Policies and Strategies relating to Small Scale Sector; Technological Know-how and Start-ups
Structure of Small Firms; Special Problems in the Management of Small Business in various Functional
Areas like Finance, Marketing, Production and Personnel; Sickness in the Small Scale Sector;
Modernisation of Small scale industries.
Reference Books:
1. TandonB.C: Environment and Entrepreneur; Chugh Publications, Allahabad.
2. SinerA David: Entrepreneural Megabuks; John Wiley and Sons, New York.
3. Srivastava S. B: A Practical Guide to Industrial Entrepreneurs; Sultan Chand and Sons, New Delhi.
4. Prasanna Chandra: Project Preparation, Appraisal, Implementation; Tata McGraw Hill, New Delhi.
5. PandeyI.M: Venture Capital - The Indian Experience; Prentice Hall of India.
6. Holt: Entrepreneurship-New Venture Creation; Prentice Hall of India.
7. Papola, T S. Rural Industrialization Approaches and Potential. Bombay, Himalaya, 1982(Preferably
latest edition).
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MASTER OF BUSINESS ADMINISTRATION

III-SEMESTER
Course Code: MBA OEP4
Technology for Managers
No of Lecture Hrs / Week: 02 IA Marks: 10
Total No. of Lecture Hrs: 32 Exam Hours: Max 02 Hrs.
Exam Marks: 40
Course Objectives (CO): This course aims to provide students with the knowledge of the role of
Technology, Information Systems, Information system design and development and security related
aspects in managing the Business entity.
Course Specific Outcome (CSO): Differentiate amongst Information, Information Systems and
Information Technology. Develop awareness of management, development and operations of
Information Systems, including lifecycles, project management and security, considering the society and
nation at large while exploiting technology.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 01: (06 Hours)
Information Systems vs Information Technology, Interaction Model for Managing Information Systems.
DIKW hierarchy, Information as a Resource, Types of Information Technology.
Module 02: (06 Hours)
Business Innovations with IT, Using IT for Competing, Information Goods, Information Systems &
Competitive Strategy. Vendor Management, Role of CIO, IT Governance, Challenges for the Manager,
IT Infrastructure Decisions.
Module 03: (06 Hours)
Infrastructure components, Basics of Hardware, Software, Open Source. Overview of Networks, Data
Centre concepts.
Module 04: (08 Hours)
Enterprise Business Applications, Overviews of ERP, Supply Chain Management System, CRM,
International Information Systems. Transaction Processing Systems, MIS, DSS, Analytics and Business
Intelligence, Knowledge Management System
Module 05: (06 Hours)
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Artificial Intelligence, Machine Learning, AI & ML - Implications for Managers. Cloud, Virtualization;
IoT; Block chain. Cyber security.
References Books:
1. Bidgoli, H., Chattopadhyay, N. (2016). Management Information Systems – A South-Asian
Perspective. CENGAGE Learning
2. Laudon, K., Laudon, J. (2018). Management Information Systems – Managing the Digital Firm
(15thed.). Pearson Education.
3. Hoffer J.A., Ramesh V., & Heikki T. (2017). Modern database management (12th ed.). Pearson
Education.
4. Singh A.N., Singh A. (2018). Lean IT – Principles to Practice (1st ed.): Notion Press.
5. Johnson, B. (2013, 27 October). How Data Centers Work. HowStuffWorks.com. Retrieved from
https://computer.howstuffworks.com/data-centers.htm Last Accessed on 10th February 2020
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III-SEMESTER
Course Code: MBA OEP5
Social Media and Digital Marketing
No of Lecture Hrs / Week: 02 IA Marks: 10
Total No. of Lecture Hrs: 32 Exam Hours: Max 02 Hrs.
Exam Marks: 40
Course Objectives (CO): This course attempts to help students to understand both functional and
management roles required to plan and execute effective Digital Marketing campaigns.
Course Specific Outcome (CSO): On having completed this course student should be able to Outline
the basics of digital marketing and digital marketing plan, Utilize the concepts of display ads and e-mail
marketing in digital campaigns, Choose the appropriate social media for achieving the objectives of the
campaign, Explain Mobile Marketing and Web Analytics pertaining to any business. CLO 6: Design and
run a digital marketing campaign for a client.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module01: (6 Hours)
Digital Marketing: Origin of digital marketing; Traditional Vs Digital Marketing; Internet Users in
India; Grehan’s 4Ps of digital marketing; The consumer decision journey; The P-O-E-M Framework;
Digital Marketing Plan. Ethical Challenges: Frauds on the Web, Data and Identity Theft, Issue of
Privacy. Information Technology Act, 2000
Module 02: (6 Hours)
Concept of Display Advertising; Types of display Ads; Buying Models; Display Plan; Targeting –
Tagging; what makes a good Ad? Programmatic digital advertising; Analytics tools – viewability, on
target reach, Ad fraud, Brand Health. E-mail Marketing – Building a List- Content Strategies – e-mail
Module 03: (8 Hours)
How to build a successful social media strategy? Facebook Marketing- Facebook for Business Anatomy
of an Ad campaign – Adverts - Facebook Insights Linkedin Marketing – Linkedin Strategy- Sales lead
generation – Content Strategy – Linkedin Analytics – Targeting – Ad Campaign Twitter Marketing –
Getting started with Twitter – Building a content strategy – Twitter Ads – Twitter Analytics Instagram
Marketing – Objectives – Content Strategy – Style guidelines – Hashtags – Videos Sponsored Ads –
Apps – Generate leads
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Module 04: (6 Hours)

Why pay for Search Advertising? Understanding Ad Placement; Understanding Ad ranks; creating the
first Ad campaign; enhancing the Ad campaigns; Performance reports. Google Ad sense. Search Engine
Optimisation – How search engine works? SEO Phases; on page Optimisation; off page Optimisation;
Social Media Reach; Maintenance
Module 05: (6 Hours)
Mobile Advertising – Mobile Marketing toolkit – Mobile Marketing Features – Mobile Analytics Web
Analytics – Key Metrics – Making web analytics actionable – Types of tracking codes
Reference Books
1. Seema Gupta. (2018). Digital Marketing (1st Ed). Tata Mc Graw Hill
2. Evans. D. & Bratton, S. (2008). Social Media Marketing: An Hour a Day (2nd ed.). Wiley.
3. Ryan, D. & Jones, C. (2012). Understanding digital marketing: Marketing strategies for engaging the
digital generation. Kogan Page.
4. Teixeira, J. (2010). Your Google Game Plan for Success: Increasing Your Web Presence with
Google AdWords, Analytics and Website Optimizer. Wiley.
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MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
Course Code: International Business Environment (CPT)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The objective is to expose students to contemporary international business trends,
issues and debates. Analyse forces affecting international business organisations. Connect economic
theories to actual business / management issues

Course Specific Outcomes (CSO): The course will provide the participants: To understand the most
widely used international business terms and concepts, To identify the role and impact of political,
economical, social and cultural variables in international business, To analyze international business
from a multi-centric perspective, avoiding ethnocentrism
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module: 01 Globalization: (12 Hours)
Introduction to the field of Global Business, Significance, Nature and Scope of Global Business, Modes
of Global business – Global Business Environment- Social, Cultural, Economic, Political and Ecological
factors
Module: 02 International Theories: (10
Hours)
Theories of International Trade, Trading Environment of International Trade - Free Trade Vs Protection-
Tariff and Non-tariff Barriers –Trade Blocks. Multinational Corporations: Conceptual framework of
MNC’s; and host and home country relations; Technology transfer – importance and types of MNCs.
Module: 03 Balance of Payment: (14 Hours)
Concept, Components of BOP, Disequilibrium in BOP – Causes for disequilibrium and Methods to
correct the disequilibrium in Balance of Payment. Foreign Investment: Capital flows – types and
theories of foreign investment.
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Module: 04 Foreign Exchange Market: (14 Hours)

Nature of transactions in foreign exchange market and types of players, Exchange rate determination,
Convertibility of rupee – Euro currency market.
Module: 05 World Trade Organization: (14 Hours)
Objectives, Organization Structure and Functioning, WTO and India, International liquidity: Problems
of liquidity; International Financial institutions - IMF, IBRD, IFC, ADB – Their role in managing
international liquidity problems
Reference Books:
1. Daniel, John D and Rdebangh, Lee H. International Business, 6h ed., New York, Addision Wesley,
2007.
2. Michael R. Czinkota, Iikka A. Ronkainen & Michael H. Moffett., International Business, Cengage
Learning, 2008.
3. Bhall, V.K. and S. Shivaramu, International Business Environment and Business, New Delhi,
Anmol, 2003.
4. Charles W. L. Hill, Irwin , International Business, 3rd Edition, McGraw-Hill, 2000
5. Francis Cherunilam, International Business Environment, Himalaya Publishing House, 2008.
6. K.Aswathappa, International Business, Tata Mc-Graw Hill Publishing Company Ltd., New Delhi,
2004.
7. Roger Benett, International Business, Pearson Education, New Delhi, 2006
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MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
Course Code: Sustainable Development for Business (CPT)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: Raise students’ awareness of, sensitivity to and familiarity with issues arising from
globalization, SDGs – their evolution and potential to solve world’s most pressing problems and global
fund management for sustainable development goals.
Course Specific Outcomes (CSO): To understand various approaches of globalization, impact of
globalization on business and implement practices of sustainable development goals.
Module: 01 Sustainability (12 Hours)

Concept of sustainability, Sustainable in Business Practices, Environment and Sustainability, Key terms
and bodies promoting sustainability. Evolution of sustainable development – Indian perspective.

Module: 02 Sustainable Development Goals (SDGs): (12 Hours)

Evolution of SDGs, MDGs-challenges in their accomplishment and learning, 17 SDGs with 169
indicators/targets, Focus on SDGs in national planning (NITI AYOG), Focus on SDGs in International
Development Agencies.

Module: 03 Environment Development: (14 Hours)

Internal and External environment; Indian corporate Structure and environment; how to go green?
Environmental and sustainability issues for the production of high-tech components and materials.
Corporate Social Responsibility (CSR) - Corporate Environmental Responsibility.

Module: 04 Implementing and Reporting Standards: (14 Hours)

SDGs - Implementation and Reporting - Environmental dimensions, Social dimensions, Economic

dimensions, Global standards & Reporting requirements. Green financing; financial initiative by UNEP;
Green energy Management.
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Module: 05 SDGs Analytics: (12 Hours)

Trends, challenges, and measurement issues related to each of the 17 Sustainable Development Goals,
PESTEL Analysis - (Political, Economic, Social, Technological, Environmental, Legal), Green energy
Management; Green product Management.

References:

1. Introduction to Globalization and Business by Barbara Parker.

2. Negotiating the Sustainable Development Goals by Felix Dodds, David Donoghue and Jimena
LeivaRoesch.
3. Green Management and Green Technologies: Exploring the Causal Relationship by Jazmin
Seijas Nogarida - ZEW Publications.
4. The Green Energy Management Book by Leo A. Meyer- LAMA books.
5. Corporate Social Responsibility, Corporate Governance, Sustainable Development and
Corporate Ethics/Business Ethics b7 Prof. Dr. C. U. Saraf.
6. Mandatory Environmental, Social, and Governance Disclosure in the European Union. A Case
Study.
7. Reports by NITI Ayog, UNDP, UNEP, UNESCO
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Specialization - Finance
MASTER OF BUSINESS ADMINISTRATION
IV-SEMESTER
Course Code: Corporate Finance and Restructuring (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The objective is to provide basic knowledge of corporate restructuring and its process
and practical implication in the business.
Course Specific Outcomes (CSO): The course will provide the participants with the foundation and
applications of practical concepts of risk and return. Students will understand the necessity of the
restructuring and who is going to gain in this process.
Module: 01 (10 Hours)

Overview of Financial Management- Time value of money- valuation of financial assets- risk and
return- portfolio theory and asset pricing models- options- capital budgeting- MM approach techniques-
risk analysis in capital budgeting- cost of capital- long term finance.

Module: 02 (14 Hours)

Strategy and financing policy- Role of cost of capital in linking asset liability sides of business financing
mature companies-Financing high growth companies Firms in financial difficulty-Managing mismatches
in the balance sheet-Raising funds from the markets: Choices and decision variables- Earnings
distribution policy-Financial strategy-Corporate strategy and financial policy.

Module: 03 (12 Hours)

Mergers – types of merger – theories of mergers, operating, financial and managerial synergy of merger,
impact of M&A on stakeholders., strategic approaches to M&A – SWOT analysis, BCG Matrix.

Module: 04 (14 Hours)

Corporate restructuring, need, scope and modes of restructuring, global scenario, national scenario. Joint
ventures – sell off and spin off – divestures – equity carve out – LBO – MBO – LLP – buyback of shares
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Module: 05 (14 Hours)

M&A process – due diligence challenges – methods of financing the mergers – cash offer, share
exchange. Takeover, types, takeover strategies – takeover defences – takeover code, poison pills.

References:

1. Mergers- Restructuring and Corporate Control- Fred Weston- Kwang S Chung- Susan E Hoag-
4/e- Pearson Education.
2. Corporate Finance-Theory And Practice – AswathDamodaran – John Wiley & Sons.
3. Takeovers- Restructuring and Corporate Governance- Weston- Mitchell And Mulherin - 4/e-
Pearson Education- 2003.
4. Mergers, acquisitions and corporate restructuring, Nishikant Jha, Himalaya Publishing House,
2011.
5. Business Legislation for Management, M.C. Kuchhal and VivekKuchhal, 4/e, Vikas Publishing
House, 2013.
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MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
Course Code: International Financial Management (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The objective is to provide basic knowledge of International finance and how the
exchange rates across the countries will affect the balance sheet of the organization.
Course Specific Outcomes (CSO): The course will provide the participants with the basic concepts of
international finance. Students can differentiate between the domestic finance and global finance due to
affect of interest rate and exchange rates. Demonstrates the wider scope and application of finance in the
organization.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module: 01 (12 Hours)
International Financial Environment – an overview- Growth and Importance of MNC/ MNEs- IFM and
domestic financial Management– goals & functions: International Monetary System – evolution of Gold
standard- Bretton Woods and Exchange rate regimes.
Module: 02 (12 Hours)
Exchange rate regimes, International Monetary Fund (IMF), European Monetary System (EMS),
Economic & Monetary Union (EMU), Global Capital Budgeting – International portfolio investment.
Module: 03 (14 Hours)
Foreign Exchange Markets – Spot Prices and Forward Prices – Factors influencing Exchange rates –
The effects of Exchange rates in Foreign Trade – Tools for hedging against Exchange rate variations –
Forward, Futures and Currency options – FEMA – Determination of Foreign Exchange rate and
Forecasting.
Module: 04 (12 Hours)
International Parity Relationships - Purchasing Power Parity (PPP), International Fisher Effect (IFE) and
Interest Rate Parity (IRP); Forecasting Foreign Exchange Rates. Alternative theories of exchange rate
behaviour
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Module: 05 (14 Hours)

Exchange central and foreign exchange regulation in India, organization of foreign exchange department
in a bank. International Monetary fund, international liquidity, Euro-currency market. Management of –
Transaction – Translation – Economic – Political – Interest rate Exposure.
Recommended Books:
1. Apte, P.G. (2009). International Financial Management (5 th ed.). New Delhi: Tata McGraw Hill
Education Pvt. Ltd.
2. Multinational Financial Management- Alan C Shapiro- John Wiley Edn.
3. Jeff Madura, International Corporate Finance, Cengage Learning, 12 th Edition, 2015.
4. Eun & Resnick, International Financial Management, Mc-Graw Hill Education, 8 th Edition,
2017.
5. Chaudhari B.K.: Finance of Foreign trade and Foreign Exchange, Himalaya Publishing House,
Delhi.
6. Avadhani, V.A.: International Finance: Theory and Practice, Himalaya Publishing House, Delhi.
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MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
Course Code: Derivatives and Risk Management (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: To understand the concept of Derivatives Market, To acquire Knowledge of

Derivatives Transaction in the Economy.
Course Specific Outcomes: To develop in depth knowledge of the theory and practice of currency and
commodity derivatives in the international financial environment.

Pedagogy: Interactive lectures, Presentations and Assignments

Module: 01 Derivatives Market in India (12 Hours)

Introduction, Meaning and Definition, History of Derivatives Market in India, Types of Derivatives,
Advantages and Importance of Derivatives, users and Participants of Derivatives Market and its
development.

Module: 02 Forward and Futures (14 Hours)

Concepts, Forward v/s Futures, Valuation of Futures, Mechanics of Buying and Selling Futures,
Margins, Hedging Using Futures-Specification of Futures – commodity Futures, Index futures , Interest
rate futures , Valuation of Futures, Forward Rate Agreements (FRAs), Arbitrage Opportunities ( theory
and problems).

Module: 03 Currency Options (12 Hours)

Types of options, Option Pricing, Factors Affecting Option Pricing, Using Stock Option, Trading
Strategies Involving option. Concept of Exotic Option, Pay –off Profile Strategies for Different Options,
Hedging with currency Option. Call Options and Put Options (Problems).

Module: 04 Swaps (12 Hours)

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Introduction, Cross Currency Swaps, Important Features of Swap Contracts, Mechanics of Interest Rate
Swaps , Volatility of Interest Rate Swaps, Valuation of Currency Swaps, Plain Vanilla Swaps ( Theory
and Problems,).

Module: 05 Commodity Derivatives (14

Hours)

Commodity Futures Market- Exchanges for Commodity futures in India, Forward markets.
Commissions and Regulations, Commodity Trading, Trading and Settlement, Physical Delivery of
Commodity, Recent Developments in derivatives Market (only theory).

References:

1. Bansal, Derivatives and Financial Innovations, TMH.

2. Edward and Ma, Options and Futures, I Editions, McGraw Hill.
3. National Stock Exchange Publications.
4. Robert W Kolb, Futures, Options and Swaps, Black well Publishing.
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Specialization - Marketing

MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
Course Code: International Marketing (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: This course is designed to help students should be able to apply the key terms,
definitions, and concepts used in marketing with an international perspective. Compare the value of
developing global awareness vs. a local perspective in marketing. Evaluate different cultural, political,
and legal environments influencing international trade. Explain the impact of global and regional
influences on products and services for consumers and businesses.

Course specific outcomes: On successful completion of this course you will: develops an
understanding of major issues related to international marketing, Improves skills in researching and
analyzing trends in global markets and in modern marketing practice, will Be able to assess an
organization’s ability to enter and compete in international markets.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Module: 01 Introduction: (12 Hours)

International Marketing vs domestic Marketing - the dynamic environment of international trade - FDI-
licensing- strategic alliances- manufacturing subsidiaries- entry modes and Marketing control- optimal
entry strategies - World Trade and India‘s foreign trade: an overview – Institutional framework for
exports in India Global e-Marketing –

Module: 02 International Trade Theories: (12 Hours)

International Trade Theories- Absolute cost-comparative Cost- H-O Theorem- New Trade Theories-
Porter‘s Diamond Theory- Managerial Implications Global Marketing environment –Modes of entry in
to foreign business. India‘s Export – Import policy – procedure and Documentation - INCO terms -
balance of trade and payments.
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Module: 03 International Product Policy and Planning: (12 Hours)

International Product Policy and Planning – Need for product planning- Product adaptation- Product
Standardization- Cross country segmentation- Product life cycle in International Marketing -
International Packaging- International Market selection – International Marketing Research –
International Marketing Planning and control.

Module: 04 Pricing decisions: (14 Hours)

Pricing decisions: Global Pricing Framework and Promotion decisions- International pricing decisions-
International promotional decisions-Evaluation of international Marketing performance- coordination of
international Marketing performance

Module: 05 International distribution strategy: (14 Hours)

International distribution strategy: International Channels- Channel alternatives –Importance of Channel

decision- Factors influencing the Channel decision – Channel Selection decision – International
Retailing- issues in international retailing- Role of Logistics- major changes in Global Marketing - new
trends in international Marketing.

References:
1. International Marketing - Cateora. Graham - TMH
2. International Marketing - Varshney- Bhattacharya - S Chand
3. Global Marketing Management- Warren Keegan - Pearson / PHI4 Global Marketing - Johny K.
Johannson- TMH5 International Marketing - Dana - Nicoleta- Lascu - Biztantra
4. International Marketing – Francis Cherunillam – HPH
5. Global Marketing Strategies- Jean-Pierre Jeannet- Biztantr
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MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
Course Code: Industrial and Services Marketing (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: To develop an understanding of the various concepts of Industrial Marketing, To

understand the buying process and marketing channels for industrial goods, To acquaint with B-2-B-2-C
Strategies and their implementation, To acquaint the students with the characteristics of services and their
marketing Implications, To discuss and conceptualize the service quality, productivity in services, role of
personnel in service marketing and to manage changes in the environment. To familiarize the students with
the GAPS model.
Course Specific Outcomes (CSO): The student should be able to: Describe the nature of business
markets and the related concepts, Familiarize the business buying behavior of industrial customers,
Analyze business situations in the context of buyer-seller relationships. Develop an understanding about
the various concepts and importance of Services Marketing, Enhance knowledge about emerging issues
and trends in the service sector
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module: 01 (12 Hours)

Dimensions of Industrial Marketing: Nature of Industrial Marketing, Industrial Marketing vs. Consumer
Marketing, Economics of Industrial demand, The Resellers Market, The Industrial Marketing Concept,
Understanding Industrial Markets, Types of Industrial Markets, Classifying Industrial Products,
Organizational Procurement Characteristics, Industrial Marketing Environment, Environmental effect on
Industrial Market with special reference to Government rule.
Module: 02 (12 Hours)
Nature of Industrial buying: Organizational buying Activity, Buying models and buying centre concept,
Inter Personal Dynamics of Industrial Buying Behavior, Roles of Buying centre, Conflict Resolution in
Decision Making Ethics in Purchasing, Market Segmentation: Choosing Target Segments,
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Positioning, Differentiated and Un-Differentiated Markets, Concentrated and Niche Markets,

Positioning Strategies, Difference between Industrial Market Research and Consumer Market Research.

Module: 03 (14 Hours)

Introduction to Services Marketing: Services – Concepts, Characteristics, Classification of Services,
Goods vs. Services, Service Marketing Triangle, Factors responsible for Growth of Services sector,
Challenges faced by the Services Sector, Service and Technology, Impact of Technology on Service
Firms, Emerging Service Sectors in India. Service marketing mix, GAP models of service quality.
Search, Experience and Credence property, consumer expectation of services, two levels of expectation,
Zone of tolerance, Factors influencing customer expectation of services. Customer perception of
services-Factors that influence customer perception of service, Service encounters, Customer
satisfaction, Strategies for influencing customer perception.
Module: 04 (14 Hours)
Product, Product differentiation, product levels, Service design and positioning-Challenges of service
design, new service development-types, stages. Service blue printing-Using & reading blue prints.
Service positioning-positioning on the five dimensions of service quality, Service Recovery.Pricing of
services- pricing concepts, pricing strategies for services, use of differential pricing. Place-Service
distribution, components of service delivery system, potential management, and problems associated
with services delivery.
Module: 05 (12 Hours)
Promotion- Advertising, Sales Promotion & Personal Selling in service industry. People- Importance of
people in service marketing. Role of various people involved. Physical Evidence-concept of Physical
Evidence, importance, types of Physical Evidence in various services Process-concept, types of process,
Role of process in various services
References
1. Industrial Marketing - Robert R. Reeder & Reeder, PHI
2. Business Marketing Management - Michael D. Hutt, Thomas W. Speh, 10/e, Cengage Learning,
2012.
3. Industrial Marketing - Krishna Havaldar, 3/e, TMH, 2011.Cox. F. (Jr.)
4. Industrial Marketing Research, John-Willey & Sons, New York, 1971.
5. Services Marketing-Valarie A Zeithmal & Mary Jo Bitner 5/e, TMH, 2011
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6. Services Marketing-Christopher Lovelock, Pearson Education, 2004

7. Services Marketing: The Indian Perspective-Ravi Shankar, Excel BOOKS, 2006
8. Services Marketing - Rajendra Nargundkar, 3/e, TMH, 2010
9. Services Marketing - Govind Apte, Oxford, 2007

MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
Course Code: Rural and Digital Marketing (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course Objectives (CO)

To understand the important concepts related to Rural marketing, To provide a conceptual understanding
on the Rural Marketing with special reference to Indian context, To create awareness about the
applicability of the concepts, techniques and processes of marketing in rural context, To understand the
important concepts related to e-marketing, To learn the use of different electronic media for designing
marketing activities.

Course Specific outcomes (CSO)

At the end of the course the student will be able to: Highlight the characteristics of Indian rural markets
and describe the differences between rural and the urban economy, Analyse the roadblocks of Indian
rural market and advocate solutions for the problems of rural markets, Recognize and apply appropriate
e-marketing strategies to be adopted for influencing the rural consumers, Illustrate the use of search
engine marketing, online advertising and marketing strategies, Will be able to create a digital marketing
plan for rural business, Develop critical thinking skills in order to evaluate different approaches towards
Digital marketing.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Module 01: Introduction to Indian Rural Marketing (12 Hours)

Definition, scope of rural marketing, concepts, classification of rural markets, rural v/s urban markets.
Rural marketing environment, expenditure pattern, development programs, infrastructure facilities, rural
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credit institutions, rural retail outlets, print media in rural areas, rural areas requirement, rural demand
and problems in rural marketing.

Module 02: Rural Consumer behaviour (14 Hours)

Consumer buying behaviour models, Factors affecting Consumer Behaviour, Social factors,
Technological Factors, Economic Factors, Political Factors, Characteristics of Rural consumer-,
Occupation and Income, Economic circumstances, Lifestyle, Personality and Brand Belief, Information
Search and pre-purchase Evaluation. Rise of Consumerism, Consumer Buying Process, Opinion
Leadership Process, Diffusion of Innovation, Brand Loyalty.

Module 03: Rural Marketing of FMCG’s (14 Hours)

Indian FMCG industry, characteristics of Indian FMCG sector, Challenges in the FMCG industry, Rural
Marketing of FMCG’s: Select case studies Rural Marketing of Consumer durables: Issues related to
consumer durables in the rural market, Evolution of rural banking, after digitalisation.

Module 04: Introduction to Digital Marketing (12 Hours)

Concept of Digital Marketing, Origin, Traditional V/s Digital Marketing. Digital Marketing Strategy-
the PO-E-M Framework, Segmenting and customising Messages, Digital Landscape. Digital advertising
market in India. Skills required in Digital Marketing, Digital Marketing Plan.

Module: 05 Search Engine Advertising (12 Hours)

Understanding Ad Placement, Understanding Ad Ranks, Creating First Ad Campaign, Performance

Reports. Search Engine Optimization: How search engines work, concept of search engine optimisation
(SEO), Social media Reach and Social Media Marketing.

References:
1. Rural Marketing by Pradeep Kashyap & Siddhartha Raut – Biztantra, 2108
2. Rural marketing: Challenges and OpportModuleies by Dinesh Kumar &Punam Gupta- SAGE 2017
3. Rural Marketing by Sanal Kumar Velayudhan - Response Publication 2014
4. Fundamentals of Digital Marketing by Puneet Bhatia - Pearson 2/e, 2014
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5. Marketing 4.0: Moving from Traditional to Digital by Philip Kotler, Hermawan Kartajaya, Iwan
Setiawan- Wiley 2017
6. Digital Marketing by Seema Gupta - McGraw Hill Education, 2017

Specialization - HR

MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
Course Code: Strategic and International HRM (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The student will be able to describe and Identify the application of IHRM in
managing and developing an Organisation, The student will be able to describe and explain in her/his
own words, the relevance and importance of IHRM in managing and developing an Organisation, The
student will be able to apply and solve the workplace problems involving International issues, The
student will be able to classify and categorise different Laws related to IHRM,
Course Outcomes: Gain conceptual knowledge and practical experience in understanding the HR
concepts globally, Comprehend and correlate the strategic approaches to HR aspects amongst PCN’s,
TCN’s and HCN’s, Develop knowledge and apply the concepts of HR in global perspective, Have a
better insight of HR concepts, policies and practices by critically analysing the impact of contemporary
issues globally

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Module: 01 (14 hours)

Meaning and Definition IHRM: Evolution, Challenges, Objectives, IHRM Versus Single Nation-centric
HRM IHRM: Approaches Emergence of Global HR Manager IHRM; Culture and Cross-Cultural
Management Introduction, Studies on culture in management Positivist views: ‘Culture and values’
Interpretive views: ‘Culture and meanings’ Critical views: ‘Culture and power”; Comparative Human
Resource Management - Globalisation and HRM, The importance of context, Differences in HRM
practice; Approaches to International Human Resource Management - Review of IHRM approaches,
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The concept of HRM, Are IHRM models applicable to other contexts? What factors affect HRM
approaches internationally? What are the implications of change for IHRM approaches?

Module: 02 (14 hours)

Managing Knowledge in Multinational Firms: Introduction, Different types of knowledge, Factors

influencing knowledge sharing How to stimulate knowledge sharing Gaining access to external
knowledge, Knowledge retention From the management of knowledge to innovation Training and
Development: Developing Global Leaders and Expatriates Training and Development: Domestic Versus
International Organisations International Training Management: Basic Concepts and Models Leadership
Training and Development in International Organisations Technology in International Training
Management.

Module: 03 (12 hours)

Global Performance Management Introduction, Key components of PMSs Factors affecting PMSs
Culture and PMSs, PMSs in six leading economies: China, India, Japan, South Korea, UK and USA,
PMS for expatriates Total Rewards in the International Context Recap: differentiating between PCNs,
TCNs and HCNs Introduction: the current state of total rewards Complexities faced by IHR managers,
International total rewards objectives for the MNC Newer forms of international assignments, Key
components of global total rewards programs. Approaches to international compensation Repatriation
issues, International trends in global total rewards.

Module: 04 Employment Practices (12 hours)

Regulation and Multinational Corporations: The Changing Context of Global Employment Relations
Importance of regulation and political context, Political agendas to de-regulate, Political and institutional
drivers of de-regulation, Problems with de-regulation in a global context. Human Resource Management
in Cross-Border Mergers and Acquisitions. Cultural differences and cross-border M&A performance,
managing cross-border integration: the HRM implications

Module 05: Diversity Management and CSR (12 hours)

Equal opportunities, Diversity Management, Work–life balance: practices and discourses; International
Culture Management: Model Organisational Culture and Innovation, Models of Culture, Hofstede’s
Four, Cultural Dimensions, Trompenaar’s Seven Cultural Dimensions, Globe’s Nine Cultural
Dimensions, Edgar Schein’s Model of Culture Deal and Kennedy’s Culture Model, Schneider’s Culture
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Model, Cameron and Quinn’s Model of Culture Charles Handy’s Model of Culture Denison’s Model of
Culture, Profile of Organisational Culture in International Organizations Managing International
Culture. Corporate Social Responsibility and Sustainability through Ethical HRM practices. Ethics and
corporate social responsibility International labour standards.

Reference books:
1. International Human Resource Management Srinivas R. Kandula Sage Publication India Pvt. Ltd.
2018

2. International Human Resource Management Anne-Wil Harzing, Ashly H. Pinnington Sage

Publication India Pvt. Ltd. 4/e, 2015

3. Diversity at Work Arthur P Brief Cambridge University Press 2008

4. Strategic Human Resource Management: An International Perspective Gary Rees, Paul E. Smith
Sage Publication India Pvt. Ltd. 2014

5. Global Talent Management: An Integrated Approach Sonal Minocha and Dean Hristov Sage
Publication India Pvt. Ltd. 2019

6. International Human Resource Management Anne-Wil Harzing, Ashly Pinnington Sage Publication
India Pvt. Ltd. 2011
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MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
Course Code: HR Analytics (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: This course introduces the student to the theory, concepts, and business application
of human resources research, data, metrics, systems, analyses, and reporting. The student will develop
an understanding of the role and importance of HR analytics, and the ability to track, store, retrieve,
analyse and interpret HR data to support decision making.
Course specific outcomes: The course is an application oriented one and most of the exercises have to
be done with case studies and examples. During the course basic concepts regarding HR metric will be
revised and applied using organizational data.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Module-01: HR Analytics in Perspective: (12 Hours)

Role of Analytics, Defining HR Analytics, HR Analytics: The Third Wave for HR value creation, HR
Measurement journey in tune with HR maturity journey Understanding the organizational system (Lean)
, Locating the HR challenge in the system , Valuing HR Analytics in the organizational system, Typical
problems (working session).

Module-02: HRA Frameworks: (12 Hours)

Current approaches to measuring HR and reporting value from HR contributions, Strategic HR Metrics
versus Benchmarking, HR Scorecards & Workforce Scorecards and how they are different from HR
Analytics, HR Maturity Framework: From level 1 to level 5, HR Analytics Frameworks: (a) LAMP
framework; (b) HCM:21 Framework and (c) Talentship Framework, 5 overarching components of an
effective Analytics framework.

Module-03: Basics of HR Analytics: (12 Hours)

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Basics of HR Analytics, what is Analytics, Evolution, Analytical capabilities, Analytic value chain,
Analytical Model, Typical application of HR analytics.

Module-04: Insight into Data Driven HRA: (14 Hours)

Typical data sources, Typical questions faced (survey), Typical data issues, Connecting HR Analytics to
business benefit (case studies), Techniques for establishing questions, Building support and interest,
Obtaining data, Cleaning data (exercise), Supplementing data.

Module-05: HR Metrics: (14 Hours)

Defining metrics, Demographics, data sources and requirements, Types of data, tying data sets together,
Difficulties in obtaining data, ethics of measurement and evaluation. Human capital analytics
continuum.

References:
1. Moore, McCabe, Duckworth, and Alwan. The Practice of Business Statistics: Using Data for
Decisions, Second Edition, New York: W.H.Freeman, 2008.
2. Predictive analytics for Human Resources, Jac Fitz- enz, John R. Mattox, II, Wiley, 2014.
3. Human Capital Analytics: Gene Pease Boyce Byerly, Jac Fitz-enz, Wiley, 2013.
4. The HR Scorecard: Linking People, Strategy, and Performance, by Brian E. Becker, Mark A.
Huselid, Mark A Huselid, David Ulrich, 2001.
5. HR Analytics: The What, Why and How, by Tracey Smith
6. The New HR Analytics: Predicting the Economic Value of Your Company's Human ByJac FITZ-
ENZ, 2010.

MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
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Course Code: Industrial Relations Management (DEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The objective is to provide basic knowledge for students to grasp and apply the
principles of IR and develop an awareness of the significance of industrial peace, To provide a
conceptual basis of Industrial Relations, To give an understanding of the components and meaning of
sustaining Industrial peace anchored on harmonious Employee-Management relations.

Course Specific Outcomes (CSO): The course will provide the participants with the basic Of
Acquiring conceptual knowledge of Industrial relations and labour laws followed within industries,
Develop the greater understanding of IR concepts and its application in solving various issues in IR,
Apply the IR and labour laws concepts in various industries in India.

Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.

Module: 01 (14 hours)

Introduction:
Background of Industrial Relations – Definition, scope, objectives, factors affecting IR, participants of
IR, importance of IR. Approaches to Industrial relations, system of IR in India– Historical perspective &
post-independence period, Code of Discipline and historical initiatives for harmonious IR, Government
policies relating to labor, ILO and its influence on Legal enactments in India.
Collective Bargaining: Definition, Meaning, Nature, essential conditions for the success of collective
bargaining, functions of collective bargaining, importance of Collective Bargaining, collective
bargaining process, prerequisites for collective bargaining, implementation and administration of
agreements.
Module: 02 (12 Hours)
Trade Union
Trade Unions: Meaning, trade union movement in India, The role of the Trade Unions in Modern
Industrial Society of India, functions of trade unions, objectives of important trade unions, The Trade
Union Act, 1926, procedure for registration of Trade Union, Grounds for the withdrawal and
cancellation of registration, union structure, Rights and responsibilities, Penalties for offences of trade
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unions, Difference between a registered and a recognized Trade Union, problems of trade unions, future
trends of trade union movement in India.
Module: 03 (12 Hours)
Grievance procedure and Discipline management:
Grievance - Meaning and forms, sources of grievance, approaches to grievance machinery, Grievance
procedures, and model grievance procedure.
Discipline - Causes of Indiscipline - Maintenance of discipline. Principles of Natural Justice, Judicial
approach to discipline, Domestic enquiries, Disciplinary procedures, approaches to manage discipline in
Industry, Principles of Hot stove rule.
Module: 04 (14 Hours)
Industrial Conflicts:
Industrial conflict – perspectives, Nature of conflicts and its manifestations causes and types of
Industrial conflicts, prevention of Industrial conflicts, industrial disputes act of 1947, settlement
Machinery of Industrial disputes.
Paradigm shift from industrial relations to employee relations – shift in focus, difference, employee
relations management at work, culture and employee relations, future of employee relations.
Module: 05 (12 Hours)
Law and procedure for employee discipline: Meaning and significance of employee discipline,
service rules and standing orders, misconduct, suspension and subsistence allowance, show cause notice,
investigation, enquiry and charge sheet, principles of natural justice and enquiry procedure, Sections
11A, 17B, 33 and schedule 5 of Industrial Disputes Act and Section 10A of Industrial Employment
standing orders Act.
Reference Books:
1. Employee Relations Management - P N Singh, Singh P. N., Pearson Publications
2. Dynamics of Industrial Relations – Mamoria & Mamoria,
3. Human Resource Management, Principles & Practice – Aquinas, Vikas Publication
4. Personnel Management & Industrial Relations – Nair
5. Essentials of Human Resource Management and Industrial Relations - Subba Rao – 3rd Revised
edition
6. Malhotra, O.P. : The Law of Industrial Disputes
7. Arya, V.P. : A Guide to Settlement of Industrial Disputes
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8. Aggarwal, Dr. Arjun P. and Larki, H. : Gherao and Industrial Relations, Trade Unionism in the New
Society
9. Aggarwal, S.L. : Labour Relations Law in India

MASTER OF BUSINESS ADMINISTRATION

IV-SEMESTER
Course Code: Strategic Management and Leadership (AEP)

Exam Hrs: 03
No of lecture Hrs / Week: 04 IA Marks: 30
Total No. of Lecture Hrs: 64 Exam Marks: 70

Course objective: The objective is to provide basic knowledge of Strategic Management process
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describing and identifying the application of Leadership styles and practices followed in the
implementation of Strategies. The student will be able to describe and explain in her/his own words, the
relevance and importance of various Strategic Management Tools and practices followed in the
Organization,
Course Specific Outcomes (CSO): The course will provide the participants with the understanding of
the fundamental concepts and principles, theories of Organizational Leadership, Strategic Management
Analyze the organizational leadership approaches and Organizational Culture, its impact on the
Strategic Management Process.
Pedagogy: Lecturing in combination with Case analysis, Group discussion and Seminars.
Module 1 Strategic Management- Concept of Strategy -Strategic Management Process –Vision &
Mission – Characteristics of good mission statements - Objectives and Goals – Mckinsey 7S Framework
– External Environmental Analysis –Macro Environment and Industry Analysis – Porter’s Five Forces
Analysis –Internal Analysis - SWOT Analysis –Resource Based View – Value Chain Analysis -
Strategic Analysis

Module 2 Types of Strategies Levels of Strategy – Business level strategies – Generic Strategies - Cost
leadership – Differentiation – Focus – Corporate level strategies- Stability strategies- Expansion
strategies – Intensification- Integration- Diversification strategies – Mergers- Acquisitions- Strategic
Alliances- Turnaround- Divestment and Liquidation Strategies – Strategies for Stable and Dynamic
markets – Global strategies – Functional Strategies

Module 3 Strategy Implementation and Control Strategy Implementation – Resource Allocation –

Leadership in Strategic Management– Strategy- Structure and Organization Culture – Strategies for
Managing Change – Portfolio Analysis – BCG Matrix- GEC Model- Product-Market Evolution Matrix-
TOWS Matrix- etc- Review &Strategic Control - Evaluation Strategy – Use of Balanced Score Card -
Controls – Premise- Surveillance- Implementation and Strategic Alert Control

Module 4 Building resource strengths and organizational capabilities – frame work for executing
strategy – strategy execution process – organizational structure – managing internal operations-
Sustainability and Strategic Management– Integrating Social & Environmental Sustainability issues in
Strategic Management– Triple Bottom Line, Strategic Leadership and culture.

Module 5 Recent Developments in Strategic Management Core Competence as the Root of Competitive
Advantage – Blue Ocean Strategy – Difference between Blue Ocean & Red Ocean – Strategy Canvas-
Value Curve & Four Actions Framework – New Business Models for Digital Economy – E-commerce
Business Models – Strategies for Small and Medium Enterprises – Strategies for Non Profit
Organizations
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References
1. Arthur A.Thomson- A.J. Strick land III- John E. Cambel- Crafting and Executing Strategy-
Pearson Education- New Delhi.
2. Charles W.L..Hill- Gareth R.Jones. Strategic Management An integrated approach- Cengage
Learning New Delhi
3. Sukul Lomesh- P.K.P.K. Mishra- Business policy and Strategic Management- Tata Mc Graw
Hill- New Delhi.
4. Azhar Kazmi- Strategic Management– Tata McGraw Hill
5. Srinivasan R – Strategic Management: The Indian Context- Prentice Hall of India
6. Srivastava RM – Strategic Management: Concepts- Skills and Practices- Prentice Hall of
7. Mason Carpenter- Gerard Sanders- Prashant Salwan – Concepts and Cases Strategic
Management: A Dynamic Perspective- Pearson Education- India