Syllabus for
Master of Business Administration
Academic Year  (2021)

The MBA programme consists of six trimesters. Students move to specialization courses during the last four trimesters. Most of the courses are of three credits with coverage of 30 hours. The course curriculum is designed for academic depth and employability in the industry. Variety of pedagogy are used in addition to the regular class room teaching, such as case sessions, simulations, management games, laboratories and research based assignments. Experiential, student centric learning is the highlight of the programme. Co-curricular activities such as organizational study, mentoring and current affairs sessions, book reviews, paper presentation conferences augment the regular classes. Extracurricular activities hone up the organizing skills and teamwork among the students. School of Business and Management has collaborations with Universities such as Virginia Commonwealth University (VCU), USA; Western Michigan University (WMU), USA and University of Applied Sciences (FHWS), Würzburg-Schweinfurt, Germany wherein students are permitted to take approved courses from these Universities and transfer of credits for such courses will be considered for the award of MBA Degree.

CIA I: Assignment /  presentation                                                                                                          

CIA II:  Mid-term examination (written exam)

Two  hours examination on topics covered in about 50% of the course (15 hours of coverage). Questions based on understanding, application of concepts, and analysis  

CIA III:   Mutliple choice questions, Research Based Assignment                                     

End term examination:                                                                                                

Two  hours examination on topics covered in all the units. Questions based on understanding, application of concepts, and analysis  

The MBA programme consists of six trimesters. Students move to specialization courses during the last four trimesters. Most of the courses are of 3 credits with coverage of 30 hours. The course curriculum is designed for academic depth and employability in the industry. Variety of pedagogy are used in addition to the regular class room teaching, such as case sessions, simulations, management games, laboratories and research-based assignments. Experiential, student centric learning is the highlight of the programme. Co-curricular activities such as organizational study, mentoring and current affairs sessions, book reviews, paper presentation conferences augment the regular classes. Extracurricular activities hone up the organizing skills and teamwork among the students. In addition to the regular MBA programme, Institute of Management also offers three post graduate programmes in collaboration with foreign universities. In collaboration with Virginia Commonwealth University (VCU), USA, a dual degree programme with MBA from CHRIST (Deemed to be University) and MS Finance/Global Marketing Management/ Information Systems / Decision Analytics is offered. In collaboration with University of Applied Sciences Würzburg-Schweinfurt (FHWS), MBA from FHWS and MB in Finance/Marketing from CHRIST (Deemed to be University) is offered. In collaboration with WMU, USA, a dual degree programme with MBA from CHRIST (Deemed to be University) and MBA from WMU, USA is offered

Programme Outcome/Programme Learning Goals/Programme Learning Outcome:

PO2: Foster Analytical and Critical abilities for data based decision making

PO3: Ability to develop value based leadership ability

PO4: Ability to understand, analyze, communicate global, economic, legal and ethical aspects of business

PO5: Ability to lead themselves and others in the achievement of organizational goals, contributing effectively to the team environment

PO6: Identify business opportunities, design and implement innovations in work environment

PO7: Enhance capabilities for generating research ideas in respective management domains?

CIA I:                                                                                                           10 marks 

Assignment. Case analysis on Units 1, 2 and 3. Mini project on developing a research project proposal

CIA 2:                                                                                             25 marks

MCQ and Research Based Assignment

CIA III:   MCQ and Research Based Assignment                            30 marks 

Attendance                                                                                           5 Marks

End term:                                                                                          30  marks 

Two  hours examination on topics covered in all the units. Questions based on understanding and application of concepts related to research design and process

The MBA programme consists of six trimesters.  Students move to specialization courses during the last four trimesters.  Most of the courses are of three credits with coverage of 30 hours.

The course curriculum is designed for academic depth and employability in the industry.  Variety of pedagogy are used in addition to the regular class room teaching, such as case sessions, simulations, management games, laboratories and research-based assignments.  Experiential, student centric learning is the highlight of the programme. Co-curricular activities such as organizational study, mentoring and current affairs sessions, book reviews, paper presentation conferences augment the regular classes.  Extracurricular activities hone up the organizing skills and teamwork among the students.

Quiz Sessions

Continuous Internal assessments

Assignments

Field study reports

Periodic Tests

Assessment of Class Participation in case studies and discussions

Any other appropriate method identified by the instructor that would ensure objective assessment of the student performance.

Course Description: This course is offered to MBA students during the first trimester. The course is designed to induct the students into the MBA program from various cultures, perspectives and educational background. The course ensures induction of the students into reading habits related to business, develops curiosity through current affairs and equips the students to benefit from peer learning through a structured mentoring process.

Course Objectives: This course enables the students to be equipped with the current affairs knowledge with specific focus on business. This is ensured by habituating the students in the business newspaper reading process enabling them to discuss, critically analyse news in an inquisitive manner. Activities in the course are designed to improve communication and presentation skills of the students.

Basket of currencies, Exchange rates, Inflation, repo rate, reverse repo rate, Oil price, GDP, Stock market

Business, National, International, Technology, Politics, Sports

Latest topics from Technology, Business and Economics

Topics related to Management, Current affairs and Society, Goal setting with action plan, OST report guidance

Management books, Autobiographies, Biographies, Entrepreneurship, Building organizations

Course Description: Accounting is the language in which the financial information is communicated in the world of business. Managers, irrespective of their functional areas will be either directly or indirectly exposed to the financial information and will have to use them in their decision-making. This course tries to familiarize students with the basics of financial accounting. The course describes the concepts of accounting, its principles, its standards and uses of the accounting information. Ultimately this course discusses preparation of income statement and balance sheet and financial statement analysis. 

Forms of business organization and their activities, importance of accounting in the information age, users of accounting information; Explanation and interpretation of accounting equation; Analyze the effects of transactions on the accounting equation; Accounting standards, principles and Transaction Analysis

Profit and Loss Account and Balance Sheet; Understanding the different items that appear in these two statements; Different Types of assets and liabilities

Financial assets, Operating investments, Operating liabilities, Financial liabilities and Equity

Cost of Acquisition of depreciable assets, capital and revenue expenditure; Methods of depreciation – Straight line method and Written down value method, effect of choice of depreciation method on reported income

Inventory valuation and income measurement, Effect of inventory valuation error on reported earnings

Inventory valuation following perpetual inventory system under LIFO, FIFO and Weighted Average Cost Methods and their impact on reported earnings

Introduction to cash flow statement, its purpose and structure (indirect method only); Computing Net cash flows from operating activities (using only the indirect method), financing activities and the investing activities; interpreting the cash flow statement.

Introduction to analysis of financial statements and its purpose; Horizontal (comparative analysis and trend analysis) analyses and vertical (common-size) analysis; Ratio Analysis – Analysis of profitability, liquidity, solvency and capital market standing of a company by using its Profit and Loss Account and the Balance Sheet.

2.      Bhattacharya, A.B. (2010). Financial accounting for business managers. (3^rd Ed.). New Delhi: Prentice Hall of India.

3.      N.Ramchandran., & Kakani. (2010), Financial accounting for management (3^rd ed.). Delhi: Tata McGraw-Hill Publications.

Course Description: This course is offered as common core course in first trimester for 3 credit hours. The subject will equip the students with the art of managerial decision making at the firm level. The subject focuses on markets, pricing and managerial decision making. Essentially on concepts such as scarcity and efficiency, problems of economic society, demand analysis, elasticity, consumer behavior, producer behavior, and cost analysis as well inclusion of advanced topics in economic analysis, with a focus on strategic behavior of different kinds of market structures and pricing.

Course Objectives: This course attempts to equip the students with the art of managerial decision-making, based on economic principles.

Introduction to Managerial Economics-Economic Systems-Principles of managerial economics, Integration with other managerial decision-making process-Tools and analysis of optimization-role of Government, private**, Competition Vs Cooperation. Relationship with other management subjects*.

Definition of demand, Law of demand and its determinants and exceptions, movement along the demand curve and shift in demand curve. Demand and supply relationship*. Definition of supply, Law of supply, Movement along the supply curve and shift in supply curve, Factors affecting supply, Market equilibrium and pricing, floor price and ceiling price. Application of demand and supply analyses: Concepts of elasticity, degree, determinants & types, practical implication, Relationship of Revenue and elasticity of demand, Demand forecasting and its use in demand. Qualitative and Quantitative interpretation of demand techniques-model specification using regression and OLS.

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

Production functions, Law of Variable proportions, returns to scale and economies of scale. Producers surplus-   Costs, Isoquants, Least cost combination types of costs, Short run costs and long run cost, Revenue Analysis –TR, AR and MR, and break even analysis, (case study)

Market types, characteristics, Perfect competition features, Price determination and equilibrium in the short run and the long run, Monopoly - features, equilibrium condition, Price discrimination. Monopolistic competition- features, Oligopoly - Cartels as one of the features of Oligopoly, Game theory-types, static and dynamic games-Pricing Strategy (Case study), Sustainability business model- Circles of Sustainability.

Course Description: This is offered as a core course in first trimester. This course will provide a general introduction to management principles and theories, and a brief outline on history and development of management thought

Meaning; Scope; Managerial levels and skills; Managerial Roles; Management: Science, Art or Profession; Universality of Management.

Ancient roots of management theory; Classical schools of management thought; Behavioural School, Quantitative School; Systems Approach, Contingency Approach; Contemporary Management thinkers & their contribution. Ancient Indian Management systems & practices. Comparative study of global management systems & practices. 

Evolution of Management: Teaching management through Indian Mythology (Videos of Devdutt Pattanaik, Self-learning mode)

Types of Plans; Steps in Planning Process; Strategies, level of Strategies, Policies and Planning; Decision making, Process of Decision Making, Techniques in Decision Making, Forecasting & Management by Objectives (MBO).

Planning: HBS Case and Projects of Events

Organizational structure and design; types of organizational structures; Roles and Responsibilities Span of control, authority, delegation, decentralization and reengineering. Social responsibility of managers, Managerial Ethics- Emerging Trends in Corporate Structure.

Organizing: Holacracy form of organization structure, HBS Case

Human resource planning, Recruitment, selection, training & development, performance appraisal, Organizational Change -managing change, compensation and employee welfare. Use of Analytics and AI for HR Actions and Talent Management, Employee Motivation, Stress and managing employee stress

Staffing: Stress Management & Career path, HBS Case

Leadership concept, leadership Styles, leadership theories, leadership communication.

Nature of organizational control; control process; Methods and techniques of control; Designing control systems, Quality Management

Leading: Article on Styles of leadership by Daniel Goleman

Controlling: HBS Case and Projects of Events

Course Description:

This is a common core course for 3 credit hours. It will discuss from both conceptual and application perspective, basic statistical methods widely used in business applications. The course gives an introduction to statistical methods needed in data analysis work related to applications in Economics, Finance, Marketing, Operations and Human Resources. Further it enables to conceptualize business problems in statistical terms and enhances understanding and application of fact and evidence-based decision-making process.

Course Objective:

This course attempts to enable the students to conceptualize business problems in statistical terms and to enhance their understanding and application of fact and evidence based decision making process.

Frequency distributions, histograms, stem-and-leaf displays, cross-tabulation, bar charts, pie charts, and scatter plots.

Data Preparation: Editing, coding, data entry, cross-tabulation, and graphical displays using MS Excel

Probability - Event algebra*. Conditions of statistical dependence and independence, Types of probability, probabilities under conditions of statistical independence, conditional probability under statistical dependence, Bayes’ theorem and its applications.

Probability Distributions - Meaning of Probability Distribution, Random variables, Discrete and continuous random variables. Expected value, Use of expected value in decision making, Variance of a random variable. Binomial, Poisson, Uniform, Normal and Exponential distributions and their properties and applications.

Sampling - Need, benefits and limitations. Probability and Non-probability sampling methods. Sampling distributions, Central Limit Theorem

Estimation - Point and Interval estimators of mean and proportion - Determining sample size using confidence interval approach.

Testing Hypothesis - Concepts basic to hypothesis, null and alternative hypothesis, testing procedure, level of significance, Types of errors. Measuring power of a hypothesis test. Testing of means and proportions for small and large samples, testing of difference between means and proportions for small and large samples.

Chi-Square test of goodness of fit and test of independence. ANOVA, Multiple comparison procedures.

Inference about population variance. Overview of Analysis of CRD, RBD, LSD, and factorial designs.

t-Tests, Chi-square test for Goodness of Fit and independence of attributes, ANOVA using MS Excel.

Concept of Correlation - Measure of Correlation & Interpretation. Simple Linear Regression - Form, fitting, prediction, hypothesis testing in linear regression. Residual analysis for validation of assumptions* - normality, homoscedasticity, outliers and influential observations.

Black, K. (2013). Applied business statistics. New Delhi: Wiley Publications.

Levine, D. M., Stephan, D. F., Krehbiel, T. C. & Berenson, M. L. (2011). Statistics for managers using microsoft excel, 6th ed. New Delhi: Prentice Hall India Publications.

Evaluation Pattern

** Ethical issues *self learning,

Course Description: The course is offered as a mandatory core course for all students in Trimester II.  The course introduces students to a comprehensive set of concepts and theories, facts about human behaviour and organizations that have been acquired over the years. The subject focuses on ways and means to improve productivity, minimize absenteeism, increase employee engagement and so on thus, contributing to the overall effectiveness. The basic discipline of the course is behavioral science, sociology, social psychology, anthropology and political science.

Course Objectives: To make sense of human behaviour, use of common sense and intuition is largely inadequate because human behaviour is seldom random. Every human action has an underlying purpose which was aimed at personal or societal interest. Moreover, the uniqueness of each individual provides enough challenges for the managers to predict their best behaviour at any point of time. A systematic study of human behaviour looks at the consistencies, patterns and cause effect relationships which will facilitate understanding it in a reasonable extent. Systematic study replaces the possible biases of intuition that can sabotage the employee morale in organizations.

Historical Development, Behavioural sciences and Organizational behaviour, Meaning, Importance, Basic concepts, methods and tools for understanding behaviour, Challenges and Opportunities, OB model, ethical issues in organizational Behaviour.

Cross-cultural management, managing multicultural teams, communicating across cultures, OB in the digital age.

Personality:  Foundations of individual behaviour, Personality, Meaning and Importance, Development of personality, Determinants of personality, Theories of personality, Relevance of personality to managers.

Perception: Nature, Importance and Definition of Perception, Factors involved in perception, The Perceptual Process, Perceptual Selectivity and Organization, Applications in Organizations.

Learning: Definition and Importance, Theories of learning, Principles of learning, Shaping as managerial tool.

Attitudes: Sources and types of attitudes, Attitude formation and change, Cognitive Dissonance Theory. Effects of employee attitude, Job related attitudes

Values: meaning, importance, source and types, and applications in organizations.

Job satisfaction: Measuring Job Satisfaction, Causes of Job Satisfaction, impact of satisfied and dissatisfied employees on the workplace.

Meaning, process and significance of motivation, Early Theories of motivation: Hierarchy of Needs, Theory X Theory Y, Two Factor theory, McClelland Theory of Needs, Contemporary Theories of Motivation: Goal Setting theory, Self-Efficacy theory, Equity theory/Organizational justice, Expectancy theories, Motivation theories applied in organizations: Job design, employee involvement, rewards and global implications

Groups – Meaning, classification and nature of groups, Stages of group development, an alternative model for Temporary Groups with punctuated equilibrium model, Group properties: Roles, Norms, Status, Size and Cohesiveness, Group decision making.

Teams -Meaning of teams, Types of teams, Creating Effective teams, what makes individuals into effective team players, Team development, Team decision making.

Course Description: This course is undertaken by the students as a self-study project.  The project is carried out by the students for one month before joining the MBA program and is evaluated during Trimester I. It will be an organizational study in a manufacturing-oriented, large organization for a minimum of thirty days

Course Objectives

At the end of the course, students should have the knowledge and application of

●       Vision, mission and objectives of business organization

●       Organizational structure in business organizations

●       Business functions in a business firm

●       Organization type  the business under study fits in

●       SWOT analysis for a business organization

●       Key Result Areas of a business organization

• Business growth over years with appreciation of enablers and barriers

1.      Organization Structure Training (OST) should be undertaken for thirty days in a reputed manufacturing organization with a minimum turnover of Rs. 100 crores.

2.      The organization should be sufficiently large with all departments such as human resources (HR), production, marketing and finance.

3.      Students are required to be in touch with their mentor while choosing the organization and till the completion of the study. They need to apprise the faculty-mentor about the progress of the OST on a weekly basis.

4.      Students will be provided with an introduction letter by Associate Dean to enable them to approach companies for undertaking the OST.

5.      Students have to do a self-study on the types of business organisations clearly identifying the advantages and disadvantages of every type. Further they need to map and relate their organization of study to its type.

6.      Students need to keep a soft copy of draft of the report. Some of the broad chapters of report can be as follows.

a)     Introduction to Organization

b)     Organization Structure

c)     Functional Departments

d)    SWOT Analysis

e)     Functional Highlights across Key Result Areas (financial performance, marketing performance etc., over the years)

f)      Findings, Recommendations and Conclusions

7.      On joining the MBA program in June, the report has to be finalized as per the Academic Standards Handbook (to be made available to students on joining) in consultation with their respective faculty mentors.

8.      Students will make OST presentation in their respective mentor group after the commencement of MBA program and the best presentation from each mentor group will be presented to all the candidates of first year MBA.

9.   Students are necessarily required to get OST completion certificates from the organizations supporting their OST, clearly mentioning the number of days of student visits for OST work. 

a)     Organization’s history

b)     Profile of the product

c)      Mission, objectives and strategies of the organization

d)     Organization chart - Design & Structure

e)     Policies and procedures followed

f)      Functions of various departments and their managers

g)     SWOT analysis of the organization

h)     Key Result Areas (KRAs) of the organization

i)       Significant factors for success

j)       System of accounting followed

k)     Product promotional measures

l)       Career planning and promotion policy of employees

m)   Training measures

n)     System followed for purchase of materials

o)     HRD measures (including welfare measures)

p)     Manpower planning

q)     Performance appraisal system

r)      Financial highlights during the last three years

s)      Future plans for growth of the organization

t)      Views of managers at various levels and non-managerial staff by detailed interaction.

u)     Advantages and drawbacks of the organization structure

v)     Recommendations to overcome the drawbacks.

w)   Modifications, if any, to the organization structure.

Course Description: This is a core paper offered in first trimester of MBA program. The course provides a comprehensive foundation for understanding the scope of information systems in a business environment. It covers the fundamental concepts of information and IT infrastructure including hardware, software, network, database and applications. Apart from this, the course also includes aspects related to strategy and innovation, Information system management, development and operations including security. Latest IS paradigms like Artificial Intelligence, Machine Learning, Cloud, IoT, Blockchain etc are given an exposure in the course. Sustainability aspects like Green IT as well as Ethical issues are addressed in the course. Additionally, use of IS and IT for societal good and nation building are also bought to students’ attention through the topics of Smart Cities, E-Governance etc. 

CO1:  Understand the concepts of MIS and interaction of information systems with organisations.

CO2: Apply MIS concepts in managing and developing secure information systems for organisational competitiveness.

CO3: Analyse the applicability and value of enterprise information systems in a dynamic business environment.

CO4: Illustrate working knowledge of data management and IT infrastructure components.

CO5: Identify managerial implications of implementing disrupting technologies in organizations and associated ethical issues.

Information Systems vs Information Technology, Interaction Model for Managing Information Systems. DIKW hierarchy, Information as a Resource, Information in Organizational Functions, Types of Information Technology.

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. Business Process Analysis Overview, Business Process Integration, Life Cycle Models, Introduction to Software Project Management. Overview of IT Security, Basics of IT Operations and Lean IT

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 Systems.

Challenges of Data Management, Database Concepts, Database Elements, E-R Diagrams, SQL. Practice of SQL. Data Warehouses, Data Mining, Big Data. Basics of Hardware, Software, Open Source. Overview of Networks, Data Centre concepts.

Artificial Intelligence, Machine Learning, AI & ML - Implications for Managers. Cloud, Virtualization; IoT; Blockchain. Green IT, Ethical Issues, Dark Side of IT, Social Issues of Technology, ICT for National Development, E-Governance Concepts, Smart Cities. Industry 4.0, Service 4.0, Autonomous Robots, Robotic Process Automation, Virtual Reality, Augmented Reality, 3D Printing, Wearables Technology, Bionics. Current developments and trends.

^$ Including 1.5 hours of practical on SQL

* Self Learning Topics/Module

Course Description: This course is offered to MBA students during the second trimester. The course is designed to familiarize students with business terms and updates through significant developments in the corporate world. The course also enables students to reflect on their personal values and work on their self-development. It gives opportunity for the students to identify their strength areas and work towards their area of Specialization in MBA.

Course Objectives: This course develops a futuristic thinking for the students to identify themselves with a specific area of Specialization and a career goal. Students get exposure to various business terms and develop an aptitude towards management thinking.

Business, National, International, Technology, Politics, Sports

Latest topics from Technology, Business and Economics, Visit to Industry

Entrepreneurship & Startup, Exposure to Domains

Topics related to Science, Environment, Business, Society, Government, Technology

Identify projects, Report writing

Course Description: This is a core course offered in the Second trimester to students across all specializations. Students learn various aspects of Marketing in terms of concepts, strategies, opportunities and challenges.

Course Objectives: This course attempts to enable students to apply relevant theories and concepts to various aspects of doing business abroad and to deal with foreign firms and competition in domestic market. 

Importance and Scope of Marketing, Core marketing concepts; Company Orientations; analyzing the Marketing Environment, Components of Environment Macro Environment and micro environment.

Levels of Segmentation; Bases for Segmenting Consumer and Business Markets;

Market Targeting, Developing and Communicating a Positioning Strategy.

Factors influencing Consumer Behavior; Buying Decision Process; Theories of Consumer Decision Making. Organizational Buying; Participants in the Business Buying Process; Stages in the Buying Process; Institutional and Government Markets; Managing Relationships.

Product Levels: Classifying products; New product development, Product Line, Mix; Product Life cycles.

Pricing Environment: Consumer Psychology & Pricing; Pricing methods; Setting Price; Price Adaptations; Initiating Price Changes; Responding to Competitors’ Price Changes

WOM, IMC, Cultural aspects of Marketing Communication; Advertising, Sales Promotion, Personal Selling, Direct Marketing; Public Relations.

Corporate Social Responsibility & Ethics in Marketing,                   

The role of Marketing channels; Channel Design Decisions; Channel Management Decisions; Channel Integration and Systems.

Baines, P., Fill, C., Page, K., & Sinha, P. K. (2013); Marketing. Asian edition, Oxford University Press, New Delhi

Course Description: course is an introduction to the human resources function and related elements and activities. The course outlines the roles and functions of members of the human resources department, as well as educating others outside human resources, in how their roles include human resources-related activities. The student will learn about the evolution in human resources management as we know it today. Emphasis is placed on the modern-day importance of HRM and the new “corporate view” of the function. Additionally, the student will be exposed to the view of HRM from the perception of both management and subordinate employees. The importance of maintaining fair and equitable compensation and benefit programs will be discussed. The student will be exposed to practical situations and problem solving, regarding areas of employee counseling, discipline and termination. Other critical areas of training and development, staffing and strategy will also be explored.

Course Objectives: This course attempts to integrate the understanding of the human resources management framework with the management best practices, tools and models

Concept: Meaning, Objectives, Scope, Functions, models of HRM, Strategic HRM, Human Resource Management A sustainability perspective. Human Resource Management in India: An overview, skills and competencies of HR professionals Overview of ethical choices in HRM and expected professional standards 

Definition, Objectives scope and importance, Methods of forecasting, Job analysis – objectives, process and methods, job description, job specification, job evaluation and job design.

Meaning and objectives, sources and constraints of recruitment, Selection process, Methods of selection, reliability and validity of test, meaning and importance of socialization, methods of socialization and retention of employees Ethical dilemmas in recruitment and selections, promotions and transfers. Employee privacy and confidentiality in testing

Meaning, Objectives and scope of human resource development                             

Training :Orienting and on boarding new employees, aligning strategy and training, the ADDIE five step model , conducting the training need analysis , Designing the training program , developing the Programme ,Implementing the Training Program, Management Development Programme, Evaluation of training effectiveness Current trends in training

Performance Management and Appraisal :                                                  

Meaning, Objectives, scope & purpose, Appraisal process, methods for evaluating performance, problems & challenges in appraisal, Fairness and equity in performance appraisals. Current trends in performance management 

Compensation                                                                       

Definition and objectives, Basic factors in determining pay rates, Job evaluation methods how to create a market – competitive pay plan , Executive compensation , broad banding  individual employee incentive, and recognition programme ,incentives for sales people , benefits Recent trends in wage and administration    

Meaning and importance of industrial relations, Trade unions, Collective bargaining and Workers’ participation in management.

2.      Decenzo, D A & Robbins, S P (2011). Human resource management, John Wiley & Sons.

3.      Fisher, C D., Schoenfeldt, L F & Shaw, J B (2011). Human resource management, Biztantra.

4.      Mathis, R L & Jackson, J H (2000). Human Resource Management, 9^th ed, South Western: Thomson Learning Publications.

5.      Rao, V S P (2000). Managing people. Amexcel Publisher.

6.      Snell, S & Bohlander,G (2009). Human resources management: A South Asian perspective. India: Cengage Learning.

Course Description: This paper is offered as a common core course in the second trimester. The course aims to develop a research orientation among students and thereby making their managerial decision-making process scientific. The course covers all elements of business research process including problem discovery, literature review, research design, data collection, and data analysis using software applications, interpretation and reporting of results. It provides a knowledge base on steps in a research process needed to conceptualize, define, design and execute a business research project.

Course Objectives: This course attempts to equip the students with the art of managerial decision-making, based on economic principles. 

Business Research: Concepts, Research skills, types of research, manager-researcher relationship, limitations of research. Research Problem Definition - Problem definition, hypothesis, variables and measurement. Research process, designing a research study, Sampling design, Resource allocation and budgets, Scheduling of projects. Research Proposal:  Purpose, Proposal development, types, structuring the proposal and valuation.  

 Research design – and overview, the basic stages of research design, classification of research designs – Descriptive, causal, longitudinal, cross – sectional, Experimental and Exploratory. Research in ethics. Ethical treatment of participants, obligation towards sponsors, researchers, team members, and society. Professional standards. Resources for ethical awareness.

Sources of Data: Primary versus Secondary data, Library research, Literature review, use of internet. Data collection design: Qualitative - Focus group discussion, Projective techniques, Depth interview, Observation and Surveys. Measurement: Nature, data types, sources of measurement differences, characteristics of sound measurement, validity and reliability.

Scaling Design: Definition, classification, response methods, rating and ranking scales, scale construction, arbitrary scale, graphic scale, Itemized rating scales. Instrument Design: Types of data collection instruments. Questionnaire construction - structure - content, Wording - sequence, Response strategy, Instrument refining. Experimentation: Nature, Evaluation, Conducting an experiment - Randomized designs - Completely randomized design (CRD) and Randomized block design (RBD).

Overview of hypothesis testing- t-test, F-test, Chi-square test, Correlation, Regression, Discriminant analysis, MANOVA, Factor analysis, Cluster analysis. Report Presentation: Short and long report - Research report components - Report writing – Presentation – oral and written.

Course Description: This is an introductory course designed to help students understand the basic concepts of Financial Management. Apart from concepts like Time Value of Money, Cost of Capital, Capital Structure, etc, tools of financial decision making for Capital Budgeting, Working Capital Management, Dividend Policy, etc are also covered in this course. This course helps the students understand how financial theory translates into practical decision making.

Introduction to Financial Management, Meaning of Finance, Economics and Accounting, Goal of Financial Management & the three decisions - investing, financing & dividend, Corporate Finance, Capital Markets and Investments, Business Ethics and Corporate Governance, Agency problems - Managers v/s Stockholders, Agency problems - Stockholders v/s Bondholders

Time value of money - timelines, interest rate, number of periods, cash flows Future values - single cash flow, multiple cash flows, uneven cash flows Present values - single cash flow, multiple cash flows, uneven cash flows Annuity, annuity due Time value of money - perpetuities, fractional time periods, quoted rate v/s effective rate, loan amortisation schedule Time value of money - applied problems

Cost of Capital: pre and post -tax cost of debt, cost of preferred stock Cost of retained earnings - CAPM, DCF Cost of new common stock, floatation cost, weighted average cost of capital - WACC, book value weights, market value weights, target weights

Basics of Capital Budgeting, meaning of Capital Budgeting, techniques of Capital Budgeting, NPV, Payback period, Discounted Payback period, IRR, MIRR Comparison between different techniques, NPV profiles, Cross -over rate, decision criteria used in practice Capital budgeting - a pplied problems, Cash flow estimation for new projects Replacement projects

Capital Structure, book value capital structure, market value capital structure, target value capital structure Leverage – Operating Financial and Total

Dividends v/s capital gains, other dividend policy issues, establishing the dividend policy in practice Factors influencing dividend policy, stock dividends Share Repurchases

Working Capital Management, Financial Planning and Forecasting, meaning and types of working capital, Current Assets financing policies Inventory Conversion, Collection period, Payables deferral period, Cash conversion cycle Effective cost of credit

2.      Financial Management: Theory and Practice, Prasanna Chandra, McGraw Hill, 10th edition

Course Description: This is a core paper offered in second trimester of MBA degree. This course provides students, insights related to Strategy, Planning, Manufacturing and Control aspects of Operations. It prepares students for careers in the area of Planning, Production and Control functions in Manufacturing, as well as, in Service sector. The concepts learnt in this field are applicable to all specializations including, Marketing, Human Resources, Finance, Business Analytics, Lean Operations and Systems, and also in other fields.

Introduction: The Field of Operations Management, Production Systems, OM in the Organizational Chart, Operations as Service, Historical Development of OM, Current Issues in Operations Management. Operations Strategy: Operations Strategy, Operations Competitive Dimensions, Corporate Strategy Design Process, Fitting Operational Activities to Strategy, Productivity Measurement.

Process Selection, Manufacturing Process Flow Design, Measuring Product Development Performance, Planning the strategic use of resources -Plant location and Plant Layout, Line balancing with numerical, Takt time.

Inventory Management: Definition of Inventory, Purposes of Inventory, Inventory Costs, Independent versus Dependent Demand, Inventory Systems, ABC, EOQ, FSN, VED and VMI. Introduction to SCM, Bull whip effect, Push and Pull Systems Role of Technologies in SCM.

Management of Quality – Introduction to QM tools such as TQM, SPC, 7 QC tools and Six Sigma

Introduction, Project Planning, Structuring Projects and Work Breakdown Structure. Ethical issues in OM. Lean concepts & Sustainable operations

Course Description: This course attempts to utilise the academic capability and skill of the students of MBA programme to develop and suggest practicable solutions to enduring societal problems prevalent in India. Thus the course inculcates among the students the agility of utilising acquired knowledge to explore strategies to overcome practical problems, while helping them to become a socially aware global citizen.

Course Objectives: This course attempts to utilize the academic capability and skill of the students of MBA programme to develop and suggest practicable solutions to societal problems while helping the students to become a socially aware global citizen.

Course Execution:

1. This course shall be offered in association with the Centre for Social Action (CSA), Christ University; and they would be providing necessary capability building workshops, training, orientation and guidance programs for both the faculty as well as students.
2. Further to this CSA would act as a catalyst between the students of the course and the social development organisation or community that requires solutions to the societal problem faced by them.
3. The course shall be executed through the faculty mentors, who will act as a guide to students. Thus this course would present an opportunity to the faculty as well to contribute to the social service learning.

Each student, in consultation with the respective mentor, has to carry out necessary study, literature review and to prepare a project report to suggest feasible solutions to pre-identified societal problems of various social development organisations

Course Description: This is a three-credit course offered as a Common Core during second trimester for all MBA students. This course aims to impart the foundational concepts and skills essential for a future manager to understand and manage data, use data for decision making and present the outputs creatively using data visualization techniques. The course further aims to build an understanding of machine learning and the way it is used by organizations.

Definition, Types - Descriptive, Predictive and Prescriptive Analytics, Ethics in data management, Business Analytics for decision making

Machine Learning - Definition, Machine Learning workflow, Models – CRISP DM & SEMMA, Types - supervised, unsupervised and reinforcement learning, managerial applications of Machine Learning

Applications of Analytics in various functional areas – Finance, Marketing, Human Resources and Operations

Business Intelligence – Concept and architecture, Role and significance in Business,

Fundamentals of visualization, Introduction to visualization tool (Tableau), data ingestion, working with visualization tool, dash boarding, story telling

functions, formulae, filters and conditional formatting. Pivot tables, Modelling using Multiple linear regression, Introduction to Monte Carlo simulation

Course Description: This course is offered during third trimester for MBA students. This course includes readings, presentations, activities, and projects which help students to develop domain knowledge, skills and competency in their chosen area of specialization (Business Analytics, Finance, Human Resources, Marketing, Lean Operations & Systems). Students are expected to read, analyze, reflect, share their knowledge, opinions and views and participate actively in the session discussions.

Course Objectives: The objective of this course is to develop knowledge, skill and competence in the chosen area of Specialization that will support the student in building a lasting career in the functional area of their choice. Within the Specialization, identify a ‘’practice area’ for developing deeper level competencies. 

Key terms in domain, their meaning, relevance and application. Potential career opportunities and roles in domain, generic competencies for domain, specific competencies for special roles / opportunities

Key practice areas or sub areas in the domain, competencies associated with each practice area, career opportunities.

Building a resume, one minute video pitch, Group Discussion sessions, Interview performance skills

Industry / sector specific opportunities, personal networking skills, proactively exploring internship opportunities.

Course Description: This paper is offered as a common core course in the third trimester. It develops and nurtures an analytical attitude and prepares students for careers in all possible walks of life. It portrays and formulates optimization methods for different business situations. The course has two approaches – mathematical and probabilistic.

Course Objectives: The objective of this course is to teach the application of various optimization methods in different business situations.

Introduction: Evolution - importance - scope and impact on business - Models - by function; by structure; by environment - limitations of OR techniques. Introduction to LPP- formulation, Graphical method, Sensitivity analysis, and Duality theory. Overview of the Simplex method.Formulating and developing a spreadsheet model for LPP and use of Excel Solver. Solution and Sensitivity Analysis using Excel.

Nature and scope - Optimal solution - North West Corner rule - Matrix minima method - VOGEL’s Approximation Method (VAM) - Test for optimality - Modified Distribution Method (MODI) - Unbalanced transportation problems. Spreadsheet models for Transportation problems.

Hungarian method - Unbalanced assignment - Maximization in assignment - Travelling salesman problem - Transshipment problem. Flight assignment problems. Spreadsheet models for Assignment problems.

Introduction to Game theory- Definition - Payoff - Types of games - 2-person zero sum game –maximin/minimax principle. Applications of Saddle point theorem.

Sequencing: Processing n jobs through 2 and 3 machines.

Simulation: Introduction - random number generation - Monte Carlo Technique - application.

Applications of Transitions Matrices of Markov Chains - Brand Switching Analysis, Attrition Analysis, Spreadsheet models., Queuing Theory: Features of the Waiting Line system - Kendall’s Notation - Queuing models - Single Channel/Infinite capacity.

Course Description: This is a three-credit course offered as a Functional Core during third trimester for Business Analytics Specialization students. It is an introductory course on Relational Database Management (RDBMS) concepts. The course includes aspects related to database architecture and creation & querying of data. Various concepts of RDBMS will be driven through lab sessions.

Data vs Information, Traditional Processing Systems, Database approach, Types of databases- Personal, Workgroup, Department, Enterprise, Inter-organizational, Virtual Storage, Functions and components of DBMS, Risks and Advantages of DBMS, Roles and Users of DBMS. Database Models, - RDBMS- Comparison between different data models. Database Architecture, Database Schemas- Logical, Conceptual and Physical, Designing Databases.

Database design strategies, Database structures- Tables, Views, Index. Logical Design vs Physical Design, Entity Relationship Modelling: Entity, Relationship, Cardinality, Types of Keys, Enhanced ER Design, Normalization and de-normalization, Setting up an RDBMS environment. Introduction to Database Languages: DDL, DML, TCL, DCL.

Data Definition Language (DDL), Constraints, Integrity constraints, Data Manipulation Language (DML): UPDATE, DELETE, SELECT, Functions and Operators.

SELECT with Order BY, GROUP BY, Subqueries: Single row, Multi row; Set Operators, JOINs: Inner JOIN, Outer JOIN. Procedural SQL: Procedure, function and trigger

Roles and Responsibilities of Database Administrator, Database Integrity and ACID (Atomicity, Consistency, Isolation and Durability) properties, Transaction Management, Commit and Rollback of Transactions, Emerging Trends:  Self Study: Data Centers, Distributed Data Storage, Big Data- Storage and Retrieval, Web, Cloud Databases, Influence of Data Management, - Social Media, Business, E-Commerce, Retail, Banking etc. Ethics while handling data.

Education (India) Pvt. Ltd.

                     a. Hoffer J.A., Ramesh V., &Topi H. (2011). Modern database management (10th ed.).New

Delhi: Pearson.

                    b. Coronel, C., Morris, C., & Rob, P. (2011). Database Principles – Fundamentals of Design, Implementation, and Management. Cengage Learning India Pvt. Ltd.