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1 Semester - 2019 - Batch | Course Code |
Course |
Type |
Hours Per Week |
Credits |
Marks |
MBA111 | MENTORING AND CURRENT AFFAIRS | - | 3 | 3 | 100 |
MBA131 | FINANCIAL ACCOUNTING FOR MANAGERS | - | 3 | 3 | 100 |
MBA132 | MANAGERIAL ECONOMICS | - | 3 | 3 | 100 |
MBA133 | MANAGING IT, DATA AND BUSINESS SYSTEMS | - | 3 | 3 | 100 |
MBA134 | UNDERSTANDING BUSINESS | - | 3 | 3 | 100 |
MBA135 | STATISTICS FOR MANAGEMENT | - | 3 | 3 | 100 |
MBA136 | FOUNDATIONS OF MARKETING MANAGEMENT | - | 1 | 1 | 50 |
MBA181 | ORGANIZATION STRUCTURE TRAINING | - | 0 | 2 | 100 |
2 Semester - 2019 - Batch | Course Code |
Course |
Type |
Hours Per Week |
Credits |
Marks |
MBA211 | MENTORING AND CURRENT AFFAIRS | - | 3 | 3 | 100 |
MBA231 | MARKETING MANAGEMENT | - | 3 | 3 | 50 |
MBA232 | INDIVIDUAL AND GROUP BEHAVIOUR IN ORGANIZATIONS | - | 3 | 3 | 100 |
MBA233 | MANAGEMENT SCIENCE | - | 3 | 3 | 100 |
MBA234 | FINANCIAL MANAGEMENT | - | 3 | 3 | 100 |
MBA235 | MICROSOFT EXCEL | - | 2 | 2 | 50 |
MBA236 | OPERATIONS MANAGEMENT | - | 3 | 3 | 100 |
MBA237 | ENTERPRISE RESOURCE PLANNING AND E-BUSINESS | - | 3 | 3 | 100 |
MBA239 | ANALYSIS OF FINANCIAL STATEMENTS | - | 1 | 1 | 50 |
3 Semester - 2019 - Batch | Course Code |
Course |
Type |
Hours Per Week |
Credits |
Marks |
MBA3041L | QUALITY MANAGEMENT SYSTEMS AND PRODUCT DESIGN AND DEVELOPMENT | - | 3 | 3 | 100 |
MBA3042F | MANAGEMENT OF BANKS | - | 3 | 3 | 100 |
MBA3043L | LEAN OPERATIONS MANAGEMENT | - | 3 | 3 | 100 |
5 Semester - 2018 - Batch | Course Code |
Course |
Type |
Hours Per Week |
Credits |
Marks |
MBA5041B | BIG DATA ANALYTICS | - | 3 | 3 | 100 |
MBA5041F | MANAGERIAL ACCOUNTING | - | 2 | 3 | 100 |
MBA5041H | ORGANIZATIONAL CHANGE AND DEVELOPMENT | - | 3 | 3 | 100 |
MBA5041M | MARKETING METRICS | - | 3 | 3 | 100 |
MBA5042B | PREDICTIVE ANALYTICS II | - | 3 | 3 | 100 |
MBA5042H | LABOUR LAW -II | - | 3 | 3 | 100 |
MBA5042M | STRATEGIC MARKETING MANAGEMENT | - | 3 | 3 | 100 |
MBA5043B | TEXT AND SOCIAL MEDIA ANALYTICS | - | 3 | 3 | 100 |
MBA5043H | COMPENSATION MANAGEMENT | - | 3 | 3 | 100 |
MBA531A | ENTREPRENEURSHIP AND STARTUP | - | 3 | 3 | 100 |
MBA531B | INTERNATIONAL BUSINESS | - | 3 | 3 | 100 |
MBA531C | BLUE OCEAN STRATEGY | - | 3 | 3 | 100 |
MBA532A | PROJECT MANAGEMENT - CONCEPTS AND APPLICATION | - | 3 | 3 | 100 |
MBA532B | ARTIFICIAL INTELLIGENCE FOR MANAGERS | - | 3 | 3 | 100 |
MBA542AF | MERGERS, ACQUISITIONS AND RESTRUCTURING | - | 3 | 3 | 100 |
MBA542BF | FINANCIAL RISK MANAGEMENT | - | 3 | 3 | 100 |
MBA542BL | SUPPLY CHAIN DESIGN AND MODELLING | - | 3 | 3 | 100 |
MBA542CL | AGILE MANAGEMENT OF SOFTWARE PROJECTS | - | 3 | 3 | 100 |
MBA543AL | WORLD CLASS MANUFACTURING | - | 3 | 3 | 100 |
MBA543AM | ADVERTISING AND PUBLIC RELATIONS | - | 3 | 3 | 100 |
MBA543BF | ANALYTICS FOR FINANCE | - | 3 | 3 | 100 |
MBA543BL | IT SERVICE MANAGEMENT | - | 3 | 3 | 100 |
MBA543BM | RETAILING MANAGEMENT | - | 3 | 3 | 100 |
MBA543CF | FINANCIAL PLANNING AND WEALTH MANAGEMENT | - | 3 | 3 | 100 |
MBA544AH | HUMAN RELATIONS SKILLS | - | 3 | 3 | 100 |
MBA544AL | SERVICE OPERATIONS MANAGEMENT | - | 3 | 3 | 100 |
MBA544BH | ADVANCED ORGANIZATION BEHAVIOUR AND EMOTIONAL INTELLIGENCE | - | 3 | 3 | 100 |
MBA544BL | MANAGING AUDIT OF INFORMATION SYSTEMS, RISKS AND CONTROLS | - | 3 | 3 | 100 |
MBA545A | CUSTOMER CENTRICITY | - | 30 | 3 | 3 |
MBA545B | PERSONAL FINANCIAL PLANNING | - | 1 | 1 | 0 |
MBA545C | SUSTAINABLE BUSINESS MANAGEMENT | - | 2 | 1 | 0 |
MBA545D | MANAGING PEOPLE AT WORK | - | 3 | 3 | 150 |
MBA545E | FAMILY BUSINESS MANAGEMENT | - | 2 | 1 | 0 |
MBA551F | SMALL AND MEDIUM ENTERPRISES | - | 1 | 0 | 50 |
MBA552F | PROJECT APPRAISAL AND FINANCE | - | 1 | 1 | 50 |
MBA583 | INDUSTRY PRACTICUM - LOS | - | 1 | 1 | 0 |
MBA584 | INDUSTRY PRACTICUM - MARKETING | - | 1 | 2 | 150 |
MBA585 | INDUSTRY PRACTICUM - HR | - | 3 | 4 | 150 |
MBA586 | CAPSTONE PROJECT | - | 3 | 4 | 200 |
6 Semester - 2018 - Batch | Course Code |
Course |
Type |
Hours Per Week |
Credits |
Marks |
MBA6041B | COGNITIVE ANALYTICS | - | 3 | 1 | 50 |
MBA6041F | STRATEGIC FINANCIAL MANAGEMENT | - | 3 | 3 | 100 |
MBA6041H | INTERNATIONAL HUMAN RESOURCE MANAGEMENT | - | 3 | 3 | 100 |
MBA6041L | SUSTAINABLE OPERATIONS | - | 3 | 3 | 100 |
MBA6041M | BRAND MANAGEMENT | - | 3 | 3 | 100 |
MBA6042B | ANALYTICS APPLICATIONS IN FUNCTIONAL AREAS | - | 3 | 3 | 100 |
MBA6042H | LATEST TRENDS IN HUMAN RESOURCE MANAGEMENT | - | 3 | 3 | 100 |
MBA631A | LEADERSHIP AND BUSINESS ETHICS | - | 3 | 3 | 100 |
MBA631B | INNOVATION AND DESIGN THINKING | - | 3 | 3 | 100 |
MBA631C | COST ANALYSIS AND MANAGEMENT CONTROL SYSTEMS | - | 3 | 3 | 100 |
MBA631D | E-BUSINESS | - | 3 | 3 | 100 |
MBA642AF | INSURANCE | - | 3 | 3 | 100 |
MBA642AL | BUSINESS ANALYSIS - II | - | 3 | 3 | 100 |
MBA642AM | DIGITIAL MARKETING | - | 3 | 3 | 100 |
MBA642BL | INTERNATIONAL LOGISTICS | - | 3 | 3 | 100 |
MBA642BM | CUSTOMER RELATIONSHIP MANAGEMENT | - | 6 | 3 | 100 |
MBA642CF | FINANCIAL ENGINEERING | - | 3 | 3 | 100 |
MBA642DF | BEHAVIORAL FINANCE | - | 3 | 3 | 100 |
MBA645A | CUSTOMER CENTRICITY | - | 30 | 3 | 3 |
MBA645B | PERSONAL FINANCIAL PLANNING | - | 3 | 3 | 150 |
MBA645C | SUSTAINABLE BUSINESS MANAGEMENT | - | 3 | 3 | 150 |
MBA645D | MANAGING PEOPLE AT WORK | - | 3 | 3 | 150 |
MBA645E | FAMILY BUSINESS MANAGEMENT | - | 3 | 3 | 150 |
MBA651F | ETHICS AND CORPORATE GOVERNANCE | - | 1 | 1 | 50 |
MBA651L | IT LEADERSHIP AND GOVERNANCE | - | 2 | 2 | 100 |
MBA682 | MASTERS THESIS | - | 15 | 1 | 50 |
MBA683 | INDUSTRY PRACTICUM - LOS | - | 3 | 3 | 150 |
MBA684 | INDUSTRY PRACTICUM - MARKETING | - | 2 | 3 | 150 |
MBA685 | INDUSTRY PRACTICUM - HR | - | 3 | 4 | 150 |
MBA686 | CAPSTONE PROJECT | - | 3 | 4 | 100 |
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Introduction to Program: | |
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 University of Applied Sciences W?rzburg-Schweinfurt (FHWS), MBA from FHWS and MB in Finance/Marketing from CHRIST (Deemed to be University) is offered. | |
Assesment Pattern | |
CIA I - 10 marks CIA II - 25 marks (mid-term exam) CIA III -30 marks Attendancce - 5 marks End-term exam - 30 marks | |
Examination And Assesments | |
CIA I: Assignment - 10 marks CIA II: Mid-term exam - 25 marks 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 the course. |
MBA111 - MENTORING AND CURRENT AFFAIRS (2019 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Mentoring is a highly valuable development activity where a more experienced and knowledgeable person guides a less experienced and less knowledgeable person to achieve one’s career goals and objectives. It is an one-on-one ongoing interaction between the mentor and the mentee focussing on his/her individual development over a period of time.
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Course Outcome |
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Knowledge: Mentees develop a habit of keeping themselves updated on the latest happenings in the business world. They also get clarity on the choice of specialization to be pursued. Skill: Mentees develop presentation skills, communication skills, leadership skills and analytical skills. Attitude: Mentees develop a positive attitude towards learning process apart from time management and punctuality. |
Unit-1 |
Teaching Hours:30 |
Industrial Domain Knowledge
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Developing various soft skills and analytical skills through analysis of current affairs on a continuous basis | |
Text Books And Reference Books: Reading material as provided by mentor | |
Essential Reading / Recommended Reading Daily newspaper and periodicals | |
Evaluation Pattern Mentees are assessed based on the following parameters: Review of SWOT - II Book reading and review Preparation for regular updation of news events Individual contribution to the mentoring session (Enthusiasm, initiative) Group presentations (Content, Delivery) Any other activity adopted by mentor | |
MBA131 - FINANCIAL ACCOUNTING FOR MANAGERS (2019 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description Accounting is at the heart of the information age. By studying this course, the student will learn about the concepts, rules and procedures, and analysis that are useful in everyday activity connected to finance. This course describes the concepts of accounting, its principles, users and uses of the accounting information, recording of transactions in journal, ledger and subsidiary books, bank reconciliation statement and trial balance. The course also discusses preparation of income statement and balance sheet. Course Objective This course attempts to familiarize the students the concepts, principles and the role of accounting in business so as to make them skilled enough to analyze and interpret the financial health of an organization and use the same for fact based decision making. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge Skills Attitude |
Unit-1 |
Teaching Hours:2 |
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Introduction to Accounting
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Unit-2 |
Teaching Hours:5 |
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Financial Accounting ? Concept, Conceptions, IGAAP & IFRS
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Unit-3 |
Teaching Hours:10 |
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Steps in Processing Transaction
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Unit-4 |
Teaching Hours:5 |
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Subsidiary Books
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Unit-5 |
Teaching Hours:8 |
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Preparation of Disclosure ? Annual Report
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Text Books And Reference Books: Naryanaswamy, R. Financial accounting – A Management perspective, (6th ed.). PHI | ||||||||||||||||||||||||||||||||||||
Essential Reading / Recommended Reading
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Evaluation Pattern
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MBA132 - MANAGERIAL ECONOMICS (2019 Batch) | ||||||||||||||||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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This course is offered as core paper 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. This course attempts to equip the students with the art of managerial decision-making, based on economic principles.
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Course Outcome |
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At the end of the course, the student should be able to: Knowledge (CL 01) (CL02) · Look at economic principles as foundation to functional subjects · Evaluate consumer behavior in the light of economic theory · Analyze various product and factor markets to take better business decisions · Critically examine market structures using economic logic and apply the same in taking strategic decisions. Skills (CLO 13) (CLO 15) · Use excel in analyzing economic information · Estimate demand using excel · Prepare of industry reports Attitude (CL0 21) (CLO 23) · Appreciate the interdependence of functional areas in business. · Develop an approach that transcends functional fixation in business decision problems Level of knowledge · Understand basic concepts and practical application in relevance · Learning the art of decision making and integrate with other inter-disciplinary subjects · Useful in understanding the optimal combination and trade off with available alternatives |
Unit-1 |
Teaching Hours:4 |
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Introduction
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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*. | ||||||||||||||||||||||||||||||||||||||||
Unit-2 |
Teaching Hours:6 |
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Demand and Supply Analyses (Application)
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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. | ||||||||||||||||||||||||||||||||||||||||
Unit-3 |
Teaching Hours:6 |
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Consumer Behaviour (Application)
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Introduction to Consumer behavior, Utility, Cardinal approach, Ordinal approach, Consumer’s equilibrium using Indifference curve analysis and Consumer surplus, Application of Indifference curve analyses | ||||||||||||||||||||||||||||||||||||||||
Unit-4 |
Teaching Hours:5 |
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Analyses of Production, Costs and Revenues
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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) | ||||||||||||||||||||||||||||||||||||||||
Unit-5 |
Teaching Hours:9 |
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Market structures and decision making
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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 feature of Oligopoly, Game theory-types, static and dynamic games-Pricing Strategy (Case study), Sustainability business model- Circles of Sustainability .
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Text Books And Reference Books: Mankiw, N. Gregory. (2015). Principles of Micro Economics(7th ed.). New Delhi: Cengage Learning
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Essential Reading / Recommended Reading 1. Salvatore, D. (2013). Managerial economics Principles and worldwide applications, New York: Oxford University Press New Delhi. 2. Geetika., Ghosh., Piyali., & Choudhari, P. R. (2012). Managerial Economics.(2nd ed.). New Delhi,India:McGraw Hill Higher Education. 3. Trivedi M.L. (2010). Managerial economics - Theory and applications . New Delhi: TATA MC graw Hill. 4. Managerial Economics A problem -solving approach, Nick Wilkinsin,(2005) Cambridge University press e-copy.
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Evaluation Pattern
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MBA133 - MANAGING IT, DATA AND BUSINESS SYSTEMS (2019 Batch) | ||||||||||||||||||||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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Course Outcome |
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At the end of the course, students should be able to: Knowledge · Realize the impact of technology on business enterprises and the deployment / utilization of information systems to gain competitive advantage (CLO1, CLO23, CLO24, CLO25) · Develop awareness of management, development and operations of Information Systems, including lifecycles, project management and security (CLO1) · Learn the basics of IT infrastructure components (CLO1) · Understand the database-related aspects and its use and management (CLO1) Skill · Plan, analyze and design information system solutions for various functionalities of an organization (CLO2, CLO11, CLO12, CLO13, CLO14, CLO18, CLO21, CLO22) · Use basic SQL to analyze data for managerial decision-making (CLO2, CLO11, CLO13, CLO14) Attitude · Bring managerial perspective to development and use of Information Technology (CLO2, CLO22, CLO23, CLO24, CLO25) · Approach Technology as a strategic asset for the growth of the organization in a globally competitive market (CLO2, CLO23, CLO24, CLO25) Utilize Lean and Green principles as well as consider the society and nation at large while exploiting technology (CLO2, CLO11, CLO12, CLO13, CLO14, CLO22, CLO23, CLO24, CLO25) |
Unit-1 |
Teaching Hours:3 |
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Introduction and Overview
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Information Systems vs Information Technology, Interaction Model for Managing Information Systems.
DIKW hierarchy, Information as a Resource, Information in Organisational Functions, Types of Information Technology. | |||||||||||||||||||||||||||||||||||||||||||
Unit-2 |
Teaching Hours:6 |
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Managing & Developing Information Systems, Innovation & Strategy
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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. Overview of IT Security, Basics of IT Operations and Lean IT.
Business Process Analysis Overview, Business Process Integration, Life Cycle Models, Introduction to Software Project Management. | |||||||||||||||||||||||||||||||||||||||||||
Unit-3 |
Teaching Hours:3 |
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IT Infrastructure components
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Basics of Hardware, Software, Open Source.
Overview of Networks, Data Centre concepts. | |||||||||||||||||||||||||||||||||||||||||||
Unit-4 |
Teaching Hours:3 |
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Information Systems for Business
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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.
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Unit-5 |
Teaching Hours:4 |
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Managing Data Resources
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Challenges of Data Management, Database Concepts, Database Elements, E-R Diagrams, SQL.
Practice of SQL
Data Warehouses, Data Mining, Big Data.
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Unit-6 |
Teaching Hours:6 |
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Disrupting Technologies
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Artificial Intelligence, Machine Learning, AI & ML - Implications for Managers.
Cloud, Virtualization, IOT.
Blockchain | |||||||||||||||||||||||||||||||||||||||||||
Unit-7 |
Teaching Hours:5 |
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Sustainability, Ethics and Emerging Trends in Information Systems
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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. | |||||||||||||||||||||||||||||||||||||||||||
Text Books And Reference Books:
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Essential Reading / Recommended Reading
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Evaluation Pattern CIA-1: 10 marks CIA-2: 25 marks CIA-3: 30 marks End Term: 30 marks Attendance: 5 marks
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MBA134 - UNDERSTANDING BUSINESS (2019 Batch) | |||||||||||||||||||||||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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Course Description - This course is offered as a core subject in first trimester with 3 credits score. Organizations are all around and they shape the businesses in many ways. Business organizations create a drive for innovation rather than a reliance on standard products and outmoded approaches to management and organization design. This course will provide a general introduction to management studies and a brief outline on history and development of management thought. |
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Course Outcome |
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At the end of the course students will be able to: |
Unit-1 |
Teaching Hours:6 |
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A) Nature and purpose of Management
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Unit-1 |
Teaching Hours:6 |
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B) Evolution of Management Thought
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Unit-2 |
Teaching Hours:6 |
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Planning
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Unit-3 |
Teaching Hours:3 |
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Organizing
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Unit-4 |
Teaching Hours:3 |
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Staffing
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Unit-5 |
Teaching Hours:3 |
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Leading
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Unit-6 |
Teaching Hours:3 |
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Controlling
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Unit-7 |
Teaching Hours:6 |
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Social Responsibility, Ethics and Stress Management
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Text Books And Reference Books:
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Essential Reading / Recommended Reading 1. Daft, R. L. (2013). The new era of management (10th Edition). Cengage Publications. | |||||||||||||||||||||||||||||||||
Evaluation Pattern
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MBA135 - STATISTICS FOR MANAGEMENT (2019 Batch) | |||||||||||||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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Course Description: This is a 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. |
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Course Outcome |
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Learning Outcomes: At the end of the course, the student should be able to acquire the following knowledge, skills and attitude Knowledge: Skills: · Conduct basic statistical analysis using MS Excel (CLO11, CLO12) Attitude: |
Unit-1 |
Teaching Hours:3 |
Data Visualization
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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 | |
Unit-2 |
Teaching Hours:4 |
Introduction to Probability
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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. | |
Unit-3 |
Teaching Hours:4 |
Probability Distributions
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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. | |
Unit-4 |
Teaching Hours:5 |
Sampling Methods and Estimation
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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. | |
Unit-5 |
Teaching Hours:5 |
Testing of Statistical Hypothesis
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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. | |
Unit-6 |
Teaching Hours:4 |
Chi-square Test and Analysis of Variance
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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. | |
Unit-7 |
Teaching Hours:5 |
Correlation and Regression
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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. | |
Text Books And Reference Books: Anderson, D.R., Sweeny, D.J., Williams, T.A., Camm, J.D., Cochran, J.J. (2017). Statistics for business & economics, 13thEdition .Boston: CengageLearning. | |
Essential Reading / Recommended Reading Levin, I. R. & Rubin, D. S. (2011). Statistics for management. New Delhi: Prentice Hall India Publications. 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
Evaluation Pattern CIA I 10 CIA II 25 CIA III 30 End Trimester 30 Attendance 05 Total 100 CIA I consists of MCQ, CIA II consists of Midterm, and CIAIII consists of Assignment and MCQs. End term examination is for 50 marks, converted for 30 marks. *self learning, ** Ethical issues | |
MBA136 - FOUNDATIONS OF MARKETING MANAGEMENT (2019 Batch) | |
Total Teaching Hours for Semester:10 |
No of Lecture Hours/Week:1 |
Max Marks:50 |
Credits:1 |
Course Objectives/Course Description |
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Course description:
This course is designed to offer the fundamental aspects, ideas, concepts and examples of how marketing is understood and practiced to the students of MBA during the first trimester. The course will focus on establishing a strong understanding of the role played by the customer in the larger idea of business and how a marketer could spearhead business decisions by providing customer insights to the top management or decision makers. The course will discuss at length the philosophy behind marketing as a business orientation in comparison with other orientations such as production, product and sales.
In addition to the mentioned aspects, the course will dwell into offering practical understanding of why and how markets are segmented. What are the pre-requisites to be considered while choosing a target market? And what positioning strategies could be developed to create the required impact in the chosen market.
The course is offered using class discussions, micro-projects, case study analysis as pedagogic tools. This course has two components of continuous internal assessments, one mid-trimester examination and an end-trimester examination.
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Course Outcome |
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On completion of the course, the participant will be able to; Knowledge Skills Attitude: 1. Effectively realize the importance of customer orientation in business decisions. |
Unit-1 |
Teaching Hours:6 |
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Introduction to Basic Marketing Concepts
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Introduction to Marketing
Importance and Scope of Marketing; Core marketing concepts; Company Orientations; Marketing Realities; Integrated, Internal and Performance Marketing; Marketing Management Tasks
Value Philosophy in Marketing
Understanding the value philosophy, Meaning of value; Value Creation and Delivery; Value Delivery Process; Value Delivery and Upstream Marketing; Value Innovation; Co-creation of value
Analysing the Marketing Environment
Components of Environment; Macro Environment; Environment specific to the firm; Global Environment – global economy, global demographics, consumer environment, technology environment, competition environment.
Marketing environment of India and the Marketing Challenges | |||||||||||||||||||||
Unit-2 |
Teaching Hours:4 |
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Market Segmentation, Targeting, Differentiation & Positioning
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Levels of Segmentation; Bases for Segmenting Consumer and Business Markets;
Market Targeting
Developing and Communicating a Positioning Strategy
Differentiation Strategies
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Text Books And Reference Books: Kotler, P., Keller, K. L., Koshy, A. & Jha, M. (2009); Marketing Management – A South Asian Perspective. 13thEd, Pearson, New Delhi. | |||||||||||||||||||||
Essential Reading / Recommended Reading
Ramaswamy,V.S. &Namakumari. (2013); Marketing Management. 5thEd, McGraw Hill, New Delhi.
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Evaluation Pattern
Evaluation Pattern
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MBA181 - ORGANIZATION STRUCTURE TRAINING (2019 Batch) | |||||||||||||||||||||
Total Teaching Hours for Semester:0 |
No of Lecture Hours/Week:0 |
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Max Marks:100 |
Credits:2 |
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Course Objectives/Course Description |
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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 1. It will be an organizational study in a manufacturing-oriented, large organization for a minimum of thirtydays. |
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Course Outcome |
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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 |
Unit-1 |
Teaching Hours:0 |
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Topics
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OST project work should cover the following topics. 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. Note: Relevant software applications used in the organization need to be identified, wherever applicable for the above topics. | ||||||||||||||||||||||||||||||||||||||||||||||
Text Books And Reference Books: 1. Harold Koontz and Heinz Weihrich. Principles of management. Tata McGraw Hill. | ||||||||||||||||||||||||||||||||||||||||||||||
Essential Reading / Recommended Reading 1. Meenakshi Gupta. Principles of management. PHI. 2. Tripathi and Reddy. Principles of management. Tata McGraw Hill. 3. Interaction with company people 4. Website of organization | ||||||||||||||||||||||||||||||||||||||||||||||
Evaluation Pattern
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MBA211 - MENTORING AND CURRENT AFFAIRS (2019 Batch) | ||||||||||||||||||||||||||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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Mentoring enables a student to enforce the learning process thus enabling the student to achieve career goals and objectives. It is a continuous, feedback driven process where the individual's development is monitored, assessed on a regular basis. |
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Course Outcome |
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Knowledge: Mentees develop a habit of keeping themselves updated on the latest happenings in the business world. They learn to interpret various economic indices on a regular basis. Skill: Mentees develop presentation skills, communication skills, leadership skills and analytical skills. Attitude: Mentees develop a positive attitude towards learning process apart from time management and Punctuality. |
Unit-1 |
Teaching Hours:30 |
Industrial Domain Knowledge
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Developing various soft skills and analytical skills through analysis of current affairs on a continuous basis | |
Text Books And Reference Books: Reading material provided by mentor | |
Essential Reading / Recommended Reading Daily newspaper and periodicals | |
Evaluation Pattern Mentees are evaluated upon the following assessment parameters on a continuous basis: Formulation of SWOT analysis Preparation of regular updation of news, events etc Individual contribution to mentoring sessions (Enthusiasm, Initiative, Sharing, Group Discussion, Quiz) Individual presentations (Content, Skills, Communication)\ Book Review Any other activity designed by mentor | |
MBA231 - MARKETING MANAGEMENT (2019 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:50 |
Credits:3 |
Course Objectives/Course Description |
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Course description: This course is designed to offer the fundamental aspects, ideas, concepts and examples of how marketing is understood and practiced to the students of MBA during the first trimester. The course will focus on establishing a strong understanding of the role played by the customer in the larger idea of business and how a marketer could spearhead business decisions by providing customer insights to the top management or decision makers. The course will discuss at length the philosophy behind marketing as a business orientation in comparison with other orientations such as production, product and sales.
In addition to the mentioned aspects, the course will dwell into offering practical understanding of why and how markets are segmented. What are the pre-requisites to be considered while choosing a target market? And what positioning strategies could be developed to create the required impact in the chosen market.
This course provides conceptual and practicing knowledge of product/brand development; pricing mechanisms and various pricing options available for marketers; develop effective communication strategies and identify and evaluate distributing options for the designed customer value proposition.
The course is offered using class discussions, micro-projects, case study analysis as pedagogic tools. This course has two components of continuous internal assessments, one mid-trimester examination and an end-trimester examination. |
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Course Outcome |
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Knowledge Skills Attitude: · Effectively realize the importance of customer orientation in business decisions · Place marketing decisions on its significance in the broad context of strategic business decisions in organizations. |
Unit-1 |
Teaching Hours:15 |
Marketing Mix
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Product and Brand Strategy Product Levels; Classifying products; Product Range, Line, Mix; Product Lifecycles; New Product Development, New Service Development; Stages of Product Development; Adoption Process; Branding
Pricing to Capture Value Pricing Environment; Consumer Psychology & Pricing; Pricing Philosophy; Setting Price; Price Adaptations; Initiating Price Changes; Responding to Competitors’ Price Changes
Developing Effective Distribution, Logistics and Retailing Marketing channels and Value Networks; The role of Marketing channels; Channel Design Decisions; Channel Management Decisions; Channel Integration and Systems; Conflict; Cooperation and Competition; E-commerce, Retailing, Private Labels
Promoting Value Marketing Communications; Communication Theory; Personal Influencers; Marketing Communications Mix; WOM, IMC, Cultural aspects of Marketing Communication; Advertising, Sales Promotion, Personal Selling, Direct Marketing; Public Relations; Account Management; Mix Selection; Media | |
Unit-2 |
Teaching Hours:15 |
Sustainable Marketing & Ethics
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Corporate Social Responsibility & Sustainable Marketing; Ethics and Marketing; Ethical Decision Making Process; Ethics in Distribution Management, Promotion, Offering Products and Pricing; Universalism/Relativism in Marketing Ethics; Bribery Cause-related Marketing; Social Marketing. | |
Text Books And Reference Books:
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Essential Reading / Recommended Reading
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Evaluation Pattern Evaluation Pattern Evaluation will be continuous and conducted under three categories, a) Assignments. b)MCQ c) End Term Examinations. CIA-1 Assignment 10 marks Weightage 10% CIA-II Assignment 15 Marks Weightage 25% MCQ Test 10 Marks Weightage 25% CIA-III Assignment 30 Marks Weightage 30%
Attendance 5 Marks Weightage 100%
End-term Question Paper Format: Marks 50– Time - 2 hours Weightage 30% Section A - 10 marks 4 out of 6 questions (4 x 10=40 marks) Questions from self learning module would be included in the above mentioned pattern
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MBA232 - INDIVIDUAL AND GROUP BEHAVIOUR IN ORGANIZATIONS (2019 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This core course aids students to understand, predict and influence individual and group behaviour. The course is designed to introduce the field of organizational behavior, giving special attention to the major challenges and the paradigm shift facing individuals and groups in today's organizations;it covers individual understanding of personality, perception, learning, attitudes and values and their influence in organizational context; it provides students with understanding of group processes and dynamics, motivation and job satisfaction; It will create opportunities to become aware of one’s own behaviour and understand others’ behaviour. The experiential learning method is adopted to understand self, others and groups. |
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Course Outcome |
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Learning Outcomes At the end of the course, the student will be able to Knowledge: · Integrate basic concepts of individual and group behaviour as a distinct field in management with practical application. Skill · Develop ability to understand one’s own behaviour and its impact on others at the workplace · Plan interventions which involve ability to diagnose and effectively deal with human behaviour at the workplace. · Develop personal and interpersonal skillsfor influencing and managing individuals and groups Attitude · Adopt a proactive and holistic approach toward dealing with peoplechallenges. · |
Unit-1 |
Teaching Hours:6 |
Introduction to Operations Research and LPP
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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 Simplex method. Formulating and developing a spreadsheet model for LPP and use of Excel solver. Solution and Sensitivity Analysis using Excel. | |
Unit-2 |
Teaching Hours:6 |
Transportation Problems
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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. | |
Unit-3 |
Teaching Hours:3 |
Assignment Problems
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Hungarian method - Unbalanced assignment - Maximization in assignment - Travelling salesman problem - Transshipment problem.Flight assignment problems. Spreadsheet models for Assignment problems. | |
Unit-4 |
Teaching Hours:4 |
Game Theory
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Introduction to Game theory- Definition - Payoff - Types of games - 2-person zero sum game –maximin/minimaxprinciple. Applications of Saddle point theorem. | |
Unit-5 |
Teaching Hours:4 |
Sequencing and Simulation
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Sequencing:Processing n jobs through 2 and 3 machines. Simulation:Introduction - random number generation - Monte Carlo Technique - application. | |
Unit-6 |
Teaching Hours:4 |
Applications of Markov Chains
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Applications of Transitions Matrices of Markov Chains - Brand Switching Analysis, Attrition Analysis, Spreadsheet models. | |
Unit-7 |
Teaching Hours:3 |
Queuing Theory
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Queuing Theory: Features of the Waiting Line system - Kendall’s Notation - Queuing models - Single Channel/Infinite capacity. | |
Text Books And Reference Books: Anderson, D.R., Sweeney, D.J., Williams, T.A., Camm, J.D., Cochran J.J., Fry, M.J., Ohlmann, J.W. (2016). Quantitative Methods for Business, 13th Edition.Boston: Cengage Learning. | |
Essential Reading / Recommended Reading Hillier, F. S. & Hillier, M.S. (2014).Introduction to Management Science: A Modeling and Case Studies Approach with Spreadsheets, 5/e. New Delhi: McGraw-Hill Education. Hillier, F.S.& Lieberman, G.J. (2015).Introduction to Operations Research, 10/e. New Delhi: McGraw Hill Education.
Taha, H.A. (2017). Operations Research: An Introduction (10th Edition). Noida: Pearson India Education Services Pvt. Ltd. | |
Evaluation Pattern CIA I 10 Marks CIA II 25 Marks CIA III 30 Marks
Attendance 5 Marks End Trimester 30 Marks CIA- 1 consists of assignment, CIA 2 consists of 1 assignment and 1 MCQ, CIA 3 consists of 1 assignment and 1 MCQ. The final examination will be of 50 marks, converted to 30 marks. | |
MBA234 - FINANCIAL MANAGEMENT (2019 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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In this course, the focus shifts from recording and analyzing the financial books to using the accounting information efficiently for managerial effectiveness. While financial accounting provides information for external users, financial management forms a useful tool for internal users namely the managers. Students learn concepts of financial management such as time value of money, cost of capital, capital structure, dividend policy and sources of finance and further learn to use these concepts for decision making. |
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Course Outcome |
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Level of Knowledge: Basic, Applied / Working |
Unit-1 |
Teaching Hours:0 |
Overview of Corporate Finance (Self Learning Module)
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Scope of finance, Finance functions, financial manager’s role, financial goal Profit maximization vs. wealth maximization, Organization of finance function. | |
Unit-2 |
Teaching Hours:4 |
Time Value of Money
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Time preference for money; Future value of a single cash flow & annuity, Present value of a single cash flow of a single cash flow and annuity, Simple interest & compound interest, Capital recovery & loan amortization, Stated vs. effective rate of interest | |
Unit-3 |
Teaching Hours:4 |
Cost of Capital
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Concept of opportunity cost of capital, Method of calculating cost of capital- cost of debt, preference & equity capital, CAPM model, Determination of weighted average cost of capital (WACC), Weighted marginal cost of capital. | |
Unit-4 |
Teaching Hours:7 |
Investment Decision
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Objectives: Nature of investment decision, Type of investment decision, Investment evaluation criteria, Compare & contrast NPV & IRR. Determining cash flows for investment analysis: Cash flows v/s profit Incremental cash flows, components of cash flows. | |
Unit-5 |
Teaching Hours:4 |
Working Capital Management
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Needs for investing in current assets, Concept of working capital management. Approaches in working capital, Factors affecting working capital management Estimation of working capital requirement, Receivable management, Working capital finance decision. | |
Unit-6 |
Teaching Hours:6 |
Capital Structure and Dividend Policy
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Introduction, planning the capital structure, capital structure theory (in brief), Factors in determining capital structure decisions. EPS / EBIT analysis and EPS/ ROE analysis. Dividend theories (Walter, Gordon, M&M), Dividend policies in practice, Bonus shares.
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Unit-7 |
Teaching Hours:5 |
Sources of Finance
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Sources of Long-term Finance:Shares, Debentures and term loans; Raising long-term finance- IPO, Right issue, Private placement etc. International sources of finance – ECB, FCCB, ADR, GDR etc (only the product and not the process of raising money). | |
Text Books And Reference Books:
1. Brigham & Houston, 14th Ed., Fundamental of Financial Management, CENGAGE Learing 2. Chandra, P. (2010). Fundamentals of Financial Management. Tata McGraw-Hill Education. 3. Khan, M. Y., & Jain, P. K. (2010). Financial Management. Tata Mac Graw Hill Publishing Co. Ltd. 4. Pandey,I M(2010).Financial Management.(10e)Vikas Publishing House Pvt Ltd. | |
Essential Reading / Recommended Reading
1. Banerji, A.S.K. (2002). Financial Management and Policy. S.Chand & Co. 2. Brealey, R. A. (2007). Principles of Corporate Finance. Tata McGraw-Hill Education. 3. Madhu, V. (2002). Multinational Financial Management. Excell Books Publications. 4. Pandey, I.M. (2010). Financial Management (10th ed.).Vikas Publication House. 5. Shah, P. P. (2005). Financial Management+ with CD Indian text edition. Dreamtech Press. 6. Van, Horne James, C. (2002). Financial Management & policy (12th ed.). Pearson Education India. | |
Evaluation Pattern
Evaluation Pattern: a. CIA 1 - 10% Marks (One Assignment, group or individual)
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MBA235 - MICROSOFT EXCEL (2019 Batch) | |
Total Teaching Hours for Semester:15 |
No of Lecture Hours/Week:2 |
Max Marks:50 |
Credits:2 |
Course Objectives/Course Description |
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Microsoft Excel is a proprietary spreadsheet application developed by Microsoft. Its significant features include calculations, functions, graphing tools, pivot tables among others. Microsoft Excel has varied uses for managers in the business like planning, estimating, budgeting, forecasting, tracking, reporting, creating dashboards, analyzing varied business scenario and financial modeling. This course attempts to build the skills of MBA students to effectively use Excel as a tool while handling data. Current MBA students are future young managers who would don multiple roles in the functional areas of Production, Planning, Personnel Management, Marketing, Payroll and Accounting. |
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Course Outcome |
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Knowledge · Be familiar with Advanced Excel features & functions that are frequently used to solve business problems. Skills · Identify business problems through practice exercises · Acquire hands-on skills in Excel · Find solutions with appropriate features & functions using Microsoft Excel · Interpret the solution for a given problem situation Attitude · Focus on the problem identification · Choice of right tools to handle/analyze data Draw meaningful insights from a given scenario |
Unit-1 |
Teaching Hours:15 |
Microsoft Excel
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Spreadsheet programs are developed to automate tasks such as mathematical calculations, inferential statistics and data analysis among others. It is essential that every management student must acquire these skills as it enables a budding manager progress in his career. | |
Text Books And Reference Books: Class Exercises provided for hands-on practice | |
Essential Reading / Recommended Reading https://www.excel-easy.com/ | |
Evaluation Pattern Hands-on assignment in each unit Quiz 20 marks Comprehensive test 30 marks
Total 50 marks | |
MBA236 - OPERATIONS MANAGEMENT (2019 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description This paper is offered as a Core mandatory course in the Second Trimester. It develops an insight into the Strategy, Planning, Manufacturing (also known as Production) and Control aspects of Operations. It prepares students for careers in the area of Operations Management (OM) encompassing both Manufacturing and Service organizations. Course Objective This course provide students, the insights related to the Strategy, Planning, Execution and Control aspects of Operations related to both manufacturing and service sectors. Various concepts such as Supply Chain Management (SCM), Project Management, Total Quality Management (TQM), Product & Process Design which are related to Operations for enhancing effectiveness are dealt with. |
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Course Outcome |
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Learning Outcomes At the end of the course students should be able to: Knowledge · Gain expertise on the concepts of Operations Management which include Inventory Management, Project Management, Supply Chain Management, Total Quality Management for effective utilization of resources and meeting customer expectations. · Develop Operations strategies to ensure manufacturing companies and service companies are competitive globally. Skills · Use Analytical Skills in solving problems related to Inventory management, Project Management, Supply Chain Management and Total Quality Management. · Use good Reporting Skills to make reports related to Operations Management. Attitude · Developing understanding of other functional department goals and overall goals of organization and align operation department goals to suit organizational goals. Level of Knowledge Conceptual and Basic understanding of the fundamentals of Operations Management. |
Unit-1 |
Teaching Hours:5 |
Introduction and Operations Strategy
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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. | |
Unit-2 |
Teaching Hours:4 |
Business Process Design
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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. | |
Unit-3 |
Teaching Hours:4 |
Inventory Measurement
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Inventory Management: Definition of Inventory, Purposes of Inventory, Inventory Costs, Economic Order Quantity (EOQ),Independent versus Dependent Demand, Inventory Systems, Inventory Classification: ABC, FSN, VED and Vendor Managed Inventory (VMI) | |
Unit-4 |
Teaching Hours:4 |
Supply Chain Management
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Introduction to Supply Chain Management (SCM), Bull-whip effect, Push and Pull Systems, Role of Technologies in SCM | |
Unit-5 |
Teaching Hours:5 |
Quality Management
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Management of Quality – Introduction to Quality Management (QM) tools such as Seven Quality Control (7 QC) tools, Total Quality Management (TQM), Statistical Process Control (SPC), Six Sigma | |
Unit-6 |
Teaching Hours:4 |
Project Management
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Introduction, Project Planning, Structuring Projects, Work Breakdown Structure.
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Unit-7 |
Teaching Hours:4 |
Current trends in Operations Management
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Ethical issues in Operations Management (OM). Lean Concepts, Sustainable Operations ( Self learning Module ) | |
Text Books And Reference Books:
Recommended reading 1. Chase, R. B. & Nicholas, A. J., & et al. (2010). Operations management for competitive advantage. New Delhi: Tata McGraw Hill. 2. Lee, K. J., & Larry, R. P. (2002). Operations management, processes and value chains. New Delhi: Pearson Education Publications. 3. Gaither, N. F.(2002). Production & operations management. New Delhi: Thomson Learning Publications. 4. Stevenson, W. J. (2007).Production and operations management, New Delhi: McGraw Hill. 5. Jay, H., & Barry, R. (2011). Operations management. New Delhi: Pearson Education Publications. 6. Buffa, E. S., & Sarin, R. K. (2008).Modern production/operations management. New Delhi: John Wiley & Sons Publications.
8. Chase, R. B., & Ravi Shankar, Et al. (2010). Operations and Supply Management. India: McGraw Hill. | |
Essential Reading / Recommended Reading
Mahadevan, B. (2015). Operations Management. India: Pearson. 3rd Edition | |
Evaluation Pattern
Evaluation Pattern CIA I 10 marks (Assignment 10 marks) CIA II 25 marks (Mid-Term Exam, 50 marks paper with marks obtained converted to 25 marks) CIA III 30 marks (Assignment 15 marks, MCQ: 15 marks) CIA = Continuous Internal Assessment. Some components of CIA will be group assignments.
Attendance 05 marks End Term Exam 30 marks | |
MBA237 - ENTERPRISE RESOURCE PLANNING AND E-BUSINESS (2019 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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The course offers a fundamental framework of Enterprise Resource Planning (ERP) in an organization and makes students understand the scope and role of ERP. It identifies the various functional modules for vertical and horizontal workflow of business operations and enables students to understand how managers could take better decisions through integration of information. It also provides an understanding of conducting business-related processes through the internet.
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Course Outcome |
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The course would enable students to understand the role of ERP in business transactions through various business processes. They would learn the application of ERP for effective and efficient functioning of organizations to bring improvement in business functions. Students would gain knowledge in the various aspects of E-Business such as E-Commerce and E-Security. At the end of the course, students are expected to: Knowledge · Understand the role of ERP in business transactions through various business processes · Apply ERP concepts for effective and efficient functioning of organizations to bring improvement in business functions. Enable students to understand and implement digital technologies in business. Be able to appreciate the role of e-payments, e-security, e-marketing, e-services. Focus on Academic Excellence by understanding concepts and applications related to ERP and E-Business. Skills · Gain expertise in selection of ERP software and the associated issues and challenges in implementation. Gain expertise in understanding of business processes that can be integrated in a seamless chain Obtain skills to evaluate various e-commerce revenue models Enhance critical thinking through Case Analysis Develop technical ability to design an e-commerce website Attitude · Value the significance of data integration across functional modules by managers · Appreciate sharing of data across various functional departments for better decision making Have an enhanced focus on ethical aspects in an e-business environment. |
Unit-1 |
Teaching Hours:3 |
Concepts and Benefits of ERP
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Definition of ERP, Benefits of ERP, ERP potential in Business transformation. Roles of ERP, Need for ERP, Demand of ERP, Evolution of ERP | |
Unit-2 |
Teaching Hours:4 |
Building Business Cases for ERP
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Gap analysis, Competitive Environment Analysis, Strategic Needs analysis, Feasibility Analysis. ERP Project lifecycle, Cost elements, Modules of ERP | |
Unit-3 |
Teaching Hours:4 |
ERP enabled Business Process Reengineering
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Is Re-engineering necessary? Introduction to BPR, Implementing BPR, BPR characteristics and steps, ERP and BPR, ERP modeling in BPR. Business Case, Five stage AS-IS-TO-BE Analysis | |
Unit-4 |
Teaching Hours:4 |
ERP Implementation and Trends in ERP
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Critical success factors for ERP implementation, ERP implementation approaches, Issues in ERP implementation projects, Change Management strategies**. Integration with E-Business, Cloud-based ERP | |
Unit-5 |
Teaching Hours:3 |
Introduction to E-Business
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Introduction to E-Commerce and E-Business, Unique features of E-Commerce, Partial Vs Pure E-Commerce, Benefits and Limitations of E-Commerce. Various Business Models of E-Commerce: B2C, B2B, C2B, C2C, etc., Revenue models of E-Commerce | |
Unit-6 |
Teaching Hours:4 |
EDI and M-Commerce
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EDI, Evolution Standards, VAN. How EDI works, EDI implementation. Mobile Commerce, Drivers, Technologies, M-Commerce standards, CDMA, GSM. M-Commerce: Bluetooth, Wi-Fi, Wi-Max | |
Unit-7 |
Teaching Hours:4 |
E-Payment and E-Security
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Introduction to E-Payment, E-Payment Types, E-payment applications, B2B e-payments. Security issues, Prevention of security breaches, Digital Signature, Digital Certificate. | |
Unit-8 |
Teaching Hours:4 |
Marketing on the Internet and E-Business Trends
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Consumer-oriented E-Commerce, Search Engine Marketing. Advertising and marketing on the Web*, E-mail marketing, Service marketing on the Web. | |
Text Books And Reference Books:
Jaiswal, M., & Vanapalli, G. (2005). TextBook of Enterprise Resource Planning (5th Edition ed.). Chennai: MacMillan Publishers India Limited.
Turban, E., & King, D. (2012). Electronic Commerce 2012 Managerial and Social Networks Perspectives (7th ed.,). Pearson Education Inc. | |
Essential Reading / Recommended Reading
Leon, A. (2008). Enterprise Resource Planning (2nd Edition). New Delhi: Tata McGraw Hill Education Private Limited. Singla, A. R. (2008). Enterprise Resource Planning (3rd Edition). New Delhi: Cengage Learning India Pvt. Ltd. Laudon K.C, Traver C.G. (2008), E-Business- Business. Technology. Society, (4th Edition).India: Pearson Education. Kalakota R.B., Whinston A.B., (2011). Frontiers of Electronic Commerce, USA: Addison Wesley Publications. | |
Evaluation Pattern
· CIA Assignments CIA 1 - 10 marks CIA 2 - 25 marks CJA 3 - 30 marks (MCQ 15 marks and Assignment 15 marks)
· Attendance - 5 marks · End Trimester Examination - 30 marks (converted from 50 marks) | |
MBA239 - ANALYSIS OF FINANCIAL STATEMENTS (2019 Batch) | |
Total Teaching Hours for Semester:15 |
No of Lecture Hours/Week:1 |
Max Marks:50 |
Credits:1 |
Course Objectives/Course Description |
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This course is a continuation of the course Financial Accounting For Managers which is offered in the first trimester. This course deals with analysing the financial statements of a company. As the students already know how to prepare financial statements, during this course, they will learn how to analyse them. The three financial statements analysed in this course are Profit and Loss account, Balance Sheet and Cash Flow Statement. Course Objectives This course attempts to familiarize students to derive conclusions on profitability, liquidity and solvency of a firm from its financial statements. This course intends make students able to analyse and interpret the financial health of an organization and use the same for fact based decision making. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · Appreciate decision facilitating roles of accounting information. · Read and understand contemporary developments in the area of accounting. Skills · Understand and analyse information contained in Financial Statements. Attitude · Appreciate the ethical dimensions in accounting and reporting and be able to adopt a socially responsible outlook while preparing accounting statements. · Bring about an integrative understanding of the entire business while reading and / or preparing financial statements. · Understand the importance of collaborative functioning in diverse teams to achieve the common organizational goal of value creation to all the stake holders. |
Unit-1 |
Teaching Hours:8 |
Analyzing financial statements:
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Profit and Loss Account and Balance sheet Ratio Analysis, Vertical Analysis, Horizontal Analysis | |
Unit-2 |
Teaching Hours:7 |
Cash Flow statement
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Cash flow from operating, investing and financing activities Interpreting cash flow statement Free cash flow | |
Text Books And Reference Books: Naryanaswamy, R. Financial accounting – A management perspective, (4th ed.). PHI. | |
Essential Reading / Recommended Reading 1. Anthony, Robert. (2009), Accounting text and cases. New Delhi: Tata McGraw-Hill Publications. 2. Bhattacharya, A.B. (2010). Financial accounting for business managers. (3rd Ed.). New Delhi: Prentice Hall of India. 3. Gupta, Ambrish., Financial accounting for management. New Delhi: Pearson Publications. 4. Lal, Jawahar., & Srivastava, Seema. Cost accounting. New Delhi: Tata McGraw Hill Publications. Maheshwari S.N., Advance accounting. New Delhi: Vikash Publishing House | |
Evaluation Pattern The course will have two evaluation components - CIA 1 - 20 marks and CIA 2 - 25 marks and attendance - 5 marks
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MBA3041L - QUALITY MANAGEMENT SYSTEMS AND PRODUCT DESIGN AND DEVELOPMENT (2019 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This paper is offered as a functional elective in the third trimester to LOS students. This paper is divided into two parts -- QMS and Product Design & Development. Quality Management Systems emphasizes the importance of Total Quality Management in all areas or segments of business and organizations. Students develop and specialize on various approaches to quality and problem solving methodology, using Quality tools. Product Design & Development emphasizes the importance of product design in a business. Students develop and specialize in design thinking and on several concepts involved in product design decisions.
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Course Outcome |
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Students must have undergone courses of fundamentals in Operations Management. |
Unit-1 |
Teaching Hours:4 |
Introduction to Quality
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Importance of Quality – history - dimensions of quality – evolution of Total Quality principles. Quality Philosophies: Deming 14 Points to transform business; Juran Trilogy; Crosby Zero Defects; Ishikawa quality circles, customer supplier relationship; Taguchi Loss function. Kaizen as a function of Quality. | |
Unit-2 |
Teaching Hours:3 |
Cost of Quality
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Cost of Quality - Discretionary Cost: - Prevention – Appraisal - Consequential Cost: Internal Failure - External Failure. Quality and differentiation strategies, quality - strategic planning. COPQ- Cost of Poor Quality, Warranty Claims/ Field Returns and Management.
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Unit-3 |
Teaching Hours:5 |
Quality Tools, Systems and Awards
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Management tools for quality, tools for Quality planning. Process Design & Control. Quality Circles, ISO 9000, ISO 14000, ISO TS 16949 and Six Sigma. Malcolm Baldridge Award – criteria for performance excellence, International quality awards. Comparing Baldridge, ISO 9000 and Six Sigma. TQM in Education. | |
Unit-4 |
Teaching Hours:3 |
Quality Teamwork and Leadership
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Importance of teams in Total Quality Management - types of teams - effective teamwork. Importance of empowerment & motivation - principles of empowerment - role of a quality leader. Ethical values in Quality. Implementing TQM - culture change required. Establishment of (EQC) Effective Quality Communication system. To enhance internal (department) and external (customer and supplier) communication management. Manpower Training and Management of Quality systems. “Genchi Gembutsu”concept – Go and See actual to understand Quality.
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Unit-5 |
Teaching Hours:4 |
Introduction to Product Design and Development
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Characteristics of successful product development, Duration and cost of product development, Challenges of product development, Development processes and organizations: A generic development process, concept development, product development process flow. Concept of Process Design from Material to Dispatch, incl. man( how many), machines (type), equipment ( conveyors, work tables, lights etc).
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Unit-6 |
Teaching Hours:4 |
Product Development Process
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Product Planning – Product planning process, identifying customer needs, Product specifications. Product Development process – Concept generation, concept selection – concept screening, scoring, caveats, Concept Testing – methods and measures. Product Family Design: Mass customization, product portfolios architecture. Implication of architecture, establishing architecture, delayed differentiation, platform planning. Product Evaluation and Material Evaluation, Suppliers Product and Quality Development. Built in Quality (BIQ) at each process.
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Unit-7 |
Teaching Hours:4 |
Product Life Cycle Design
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Design for manufacture and assembly– types of processes, process flow structures, process analysis, Manufacturing and associated costs, Prototyping, Robust design, Industrial automation, Design for services – product process matrix for services, Design for environment. Ethical values in Product Design. | |
Unit-8 |
Teaching Hours:3 |
Latest trends in Quality Management and Product Design
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Student self-learning module. Industry expert inputs. Mini project on Quality or systems improvement at industries (implemented through Quality Circles competition).
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Text Books And Reference Books:
1. Besterfield, D. H, & Besterfield, M.C., & et al. (2011). Total Quality Management. Revised 3rd Edition New Delhi: Pearson Publications. 2. K.T. Ulrich et al., (2016). Product Design and Development, 5th edition, McGraw Hill. | |
Essential Reading / Recommended Reading
1. Bedi, K. (2010). Quality Management. New Delhi: Oxford Press Publications. 2. Bhatt, S. (2010). Total Quality Management. New Delhi: Himalaya Publications. 3. Evans, J. R. (2012). Quality & Performance Excellence - management, organization and strategy. New Delhi: Cengage Learning 6th Edition | |
Evaluation Pattern CIA I 10 marks (Research Article review assignment) CIA II 25 marks (Mid term Exam) CIA III 30 marks (MCQ 15, Group Presentation 15) Attendance 5 marks End term Examination 30 marks | |
MBA3042F - MANAGEMENT OF BANKS (2019 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description This course is offered as a finance specialization mandatory course for the MBA program. It prepares students for careers in Banking and Finance industry. Students opting for this specialization understand the various aspects related to management of banks from a macro perspective mainly.
Course Objective
This course attempts to make students understand the broad functioning of a bank both at the macro and at micro levels and measure the performance of banks. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · Understand the broad functioning of a bank both at the macro and at micro levels. · Gain foundation in the key issues confronting bank managers today. · Recognize the trade-offs involved in making financial decisions and to develop the logical thought processes needed to reach reasonable conclusions in a banking business. Skill · Measure a bank performance using key metrics which are different from other entities business models. · Develop a critical analytical thinking in credit proposal processing and disbursing loans. Attitude · Appreciate the ethical, social and governance dimensions concerning banking industry. · Develop an integrative thinking of the functioning of the banking industry with the rest of the economy. · Understand the importance of collaborative functioning in diverse teams to achieve the common organizational goal of value creation to all the stake holders. |
Unit-1 |
Teaching Hours:2 |
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Functions of Banks and Financial Institutions
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Role of commercial banks in the economy- Intermediation between savers and users of money in the economy. Payment and Custodial services as functions. Universal Banking License Vs Differentiated Banking License. | ||||||||||||||||||||||||||||||||||||||
Unit-2 |
Teaching Hours:2 |
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Overview of the Banking Industry & Regulation
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Structure of banks in India. Perspectives of Indian banking sector. Banking policy environment. (Reference: RBI circulars) | ||||||||||||||||||||||||||||||||||||||
Unit-3 |
Teaching Hours:0 |
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Banking Products and Services (Self Study)
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Deposit products: Deposit Accounts, Current Accounts and Savings Accounts -Credit products – Term loans, Working capital loans – Cash Credit and Overdraft Accounts. Payment services and Custodial services, as products. | ||||||||||||||||||||||||||||||||||||||
Unit-4 |
Teaching Hours:4 |
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Evaluating Bank Performance
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Operation and performance of commercial banks (Reference: RBI circular).Understanding Bank financial statements. DuPont model for evaluating bank performance. Basic risk and return features of commercial banks. | ||||||||||||||||||||||||||||||||||||||
Unit-5 |
Teaching Hours:8 |
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Managing Cost of Funds and Liquidity in banks
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Overall liquidity analysis. Estimating marginal cost of funds for pricing assets and taking investment decisions. How do banks meet legal reserve requirements and manage cash assets? A model to estimate liquidity needs and plan for temporary cash deficiencies and longer-term liquidity needs. | ||||||||||||||||||||||||||||||||||||||
Unit-6 |
Teaching Hours:4 |
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Credit and NPA Management
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Basic credit analysis principles and the characteristics of different types of loans. Procedure for estimating a business borrower’s cash flow from operations. Basic credit scoring models applied to individual borrowers. Interpreting financial statements and generating cash flow estimates to determine repayment prospects. Customer profitability analysis the basic framework used to assess whether a bank is profiting from a customer’s total relationship.NPA regulations governing banks and NPA management. | ||||||||||||||||||||||||||||||||||||||
Unit-7 |
Teaching Hours:8 |
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Risks in Banking
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Trade-offs involved in balancing credit risk, liquidity risk, interest rate risk, market risk, operational risk etc. How do banks measure and manage interest rate risk? Pricing of securities, total return analysis to investors and the determinants of interest rates. GAP analysis and the use of sensitivity analysis to assess the potential impact of interest rate and balance sheet changes on net interest income. Regulatory capital requirements under Basel III norms. | ||||||||||||||||||||||||||||||||||||||
Unit-8 |
Teaching Hours:2 |
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Contemporary Topics
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Relevance of socially responsible banking and financial inclusion. Technology in banking, off-the-shelf products versus in-house developed, in-sourcing versus outsourcing key technology functions. Recent trends in International banking. | ||||||||||||||||||||||||||||||||||||||
Text Books And Reference Books:
RBI circulars; Banks Annual reports, Business news paper articles to follow the trends in banking. | ||||||||||||||||||||||||||||||||||||||
Essential Reading / Recommended Reading 1. MacDonald Scott S., Koch Timothy W, Management of Banking. 6th Edition, Indian: Cengage learning. 2. R M Shrivastava., Dr Divya Nigam, (2009). Management of Indian Financial Institutions. 8th edition, Publisher: Himalaya Publications. 3. Gup Bentone., Kolari James W, Commercial Banking - The Management of Risk. 3rd Edition, Wiley India edition. 4. Hull John C., Risk Management and Financial Institutions. Pearson. 5. Dun Bradstreet., Financial Risk Management. Tata McGraw Hill. 6. Genneral Management Bank Management. IIBF Books for CAIIB Exam, Macmillan Publications. 7. Risk Management. IIBF Books for CAIIB Exam, Macmillan Publications. 8. Vivek.,Asthana P.N, Financial Risk Management. Himalaya Publishing House. 9. Bhattacharya Hrishikesh., Banking Strategy- Credit Appraisal and Lending Strategies - A Risk-Return Framework. Oxford University Publications. 10. Mukherjee D.D., Credit Appraisal, Risk Analysis and Decision Making. 4th enlarged and revised edition, Snow White Publications.
11. Tannan M.L., Tannan’s Banking Law and Practice in India. Jain Book Agency. | ||||||||||||||||||||||||||||||||||||||
Evaluation Pattern
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MBA3043L - LEAN OPERATIONS MANAGEMENT (2019 Batch) | ||||||||||||||||||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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This course is offered as a specialization paper for Lean Operations & Systems students in the third trimester. It develops an insight into the current trends and latest concepts that are being applied in the areas of lean management in both manufacturing and service sector. This course prepares the students to achieve excellence in their work area through the application of lean tools and techniques that are contemporary and facilitates organizations to attain greater efficiency and effectiveness through optimal use of resources. |
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Course Outcome |
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At the end of the course students should be able to: Knowledge: · Learn the latest concepts of lean operations and its applications in both manufacturing and service sectors. · Assimilate lean concepts through practical workshop. · Analyze and apply lean concepts to the various scenarios across industries. Skill · Use TIMWOOD as a frame work for identifying and managing Operations Waste · Use VSM as a tool for value addition to business and customer · Use 5S as a tool for value addition to business and customer Attitude · Visualize business processes through lean philosophy · Achieve excellence in all the operational activities |
Unit-1 |
Teaching Hours:4 |
Overview of Classical Manufacturing Systems
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Overview of Manufacturing System and its evolution through Craft Production System. Scientific Management - Division of Labour & Standardisation of Fredrick W. Taylor and Time and motion study of Frank & Lillian Gilbreth. Mass Production System pioneered by Henry Ford. Advantages and Disadvantages of Classical Production System in terms of productivity and efficiency. Introduction to Modern Production System. | |
Unit-2 |
Teaching Hours:4 |
Toyota Production System (TPS)
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History of Toyota Production System; 4Ps of Toyota Toyota's - 14 Management Principles. Toyota Way - Respect for People and Continuous Improvement. Introduction to Lean Management - James Womack. | |
Unit-3 |
Teaching Hours:4 |
Lean - Concept of Waste and Value
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Concepts of waste and value in operations, 3 Ms - Muda, Mura & Muri 8 Forms of waste - T. TIMWOOD Waste Walk & Gemba, Genchi Gembutsu. Waste identification through simulation exercise | |
Unit-4 |
Teaching Hours:4 |
Lean Management Principles
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Definition of Value Definition of Value added time, Process Time, Cycle Time, Throughput Time, Takt time, Inventory buffers, Little's Law. Establishing Value Stream and Value Stream Map.Definition of Flow through Value Stream. Establishing Pull. Pursue Perfection. Simulation example of preparing a current and improved value stream. | |
Unit-5 |
Teaching Hours:4 |
House of Toyota / House of Lean
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House of Lean / House of Toyota definition.Foundation of House of Lean : Stability and Standardized Work. 1st. Pillars of House of Lean : JIT 2nd. Pillar of House of Lean : Jidoka Employee Involvement and engagement as part of Lean Management.Customer Focus - Highest Quality, shortest lead time and lowest cost | |
Unit-6 |
Teaching Hours:6 |
Lean Tools : 5S & Visual Management
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What is 5 S ? Importance of 5 S in the context of Lean implementation Details steps of 5S implementation : Sort, Set-up, Shine, Standardize and Sustain Work Cell / Cell Design or Cellular Layout Cell Design Principles : 9 Steps for Work Cell Design What is Visual Management ? Visual Display and Visual Control tools Benefits of 5 S and Visual Management | |
Unit-7 |
Teaching Hours:4 |
Continuous Improvement through Kaizen Event
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What is Kaizen or Continuous Improvement? What is a Kaizen Event ?Different stages of a Kaizen Event DMAIC process for Kaizen Event Benefits of a Kaizen Event. Step by step approach to conduct a KAIZEN Event | |
Text Books And Reference Books: 1. Toyota Production System - An integrated approach to Just-in-time : Yasuhiro Monden 2. Toyota Way – Jefrey Liker | |
Essential Reading / Recommended Reading 1. The machine that changed the world : James Womack, Roos and Jones 2. Lean Thinking – James Womack and Roos | |
Evaluation Pattern 1. CIA I (10 marks) 2. CIA III (30 marks) 3. Attendance (5 marks) 4. CIA II (Written Exam) (25 marks) 5. End Trimester Examination (30 marks) | |
MBA5041B - BIG DATA ANALYTICS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This is a course offered to the Business Analytics students in their 5 th trimester. The course encompasses fundaments of Big Data, Big Data architecture and Big Data ecosystem. By the end of the course, students will be able to independently work on Big Data platforms spanning different domains.The objective of this course is to equip students with the fundamentals of Big Data and Big Data analytics with specific focus on Big Data ecosystem comprising of Hadoop Distributed File System (HDFS), Hive and Spark. |
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Course Outcome |
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At the end of the course, the student should be able to: Knowledge · Understand theoretical concepts behind Big Data and Big Data analytics · Decide on Big Data models relevant to business needs · Understand and Appreciate algorithms behind predictive models used in Big Data Analytics Skills · Develop, test and deploy Big Data models · Interpret the results of Big Data analytics and present through well-structured reports. Attitude · Appreciate the importance of various predictive and classification models and the underlying assumptions governing them |
Unit-1 |
Teaching Hours:3 |
Introduction to Big Data
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Introduction to Big Data, different types of data, introduction to cloud computing, cloud computing concepts, cloud computing applications, cloud systems and infrastructure, Big Data applications in cloud, cloud networking | |
Unit-2 |
Teaching Hours:4 |
Understanding the Big Data Ecosystem
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The components of a Big Data architecture. Extract-transform-load (ETL) layer. File system – HDFS. NoSQL DB. Hive. Hadoop. Kerberos. Pig. Cassandra. Other competing products. | |
Unit-3 |
Teaching Hours:4 |
Working with HDFS and Hive
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HDFS overview, installation, API. Hive architecture and installation. Comparison with traditional databases. HiveQL – querying data, sorting and aggregating
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Unit-4 |
Teaching Hours:4 |
Working with Map Reduce and HBase
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Introduction to Map Reduce. Map Reduce scripts, joins and sub queries. HBase concepts, schema design, indexing. Pig. Zookeeper. | |
Unit-5 |
Teaching Hours:4 |
Data Analysis with Spark
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Introduction to Spark. Downloading, installing and getting started with Spark. Programming with Resilient distributed datasets. Machine learning with MLib. | |
Unit-6 |
Teaching Hours:3 |
Working with NoSQL
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Introduction to NoSQL. Types of NoSQL databases. Advantages and uses. SQL vs NoSQL. Using NoSQL to develop reports. | |
Unit-7 |
Teaching Hours:8 |
Big Data Project and Case Studies
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End-to-end case study on a business problem. Challenges and problems in handling Big Data. Big Data case studies from Healthcare, Banking. | |
Text Books And Reference Books: Seema Acharya and Subhashini Chellappa. Big Data and Analytics. 1st Edition. Wiley (2015) | |
Essential Reading / Recommended Reading TBD | |
MBA5041F - MANAGERIAL ACCOUNTING (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:2 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description In this course, the focus shifts to using the cost information of an enterprise for analysis and decision making. While the Financial accounting system provides information, this course helps in developing the analytical ability of the student by using various Managerial accounting methods and techniques. In addition, the student gets to learn about the various Management control aspects that would be required for a manager, in terms of designing, Using and planning control systems to achieve firm’s objectives. Course Objective
This course attempts to provide the students with the knowledge of fundamentals of Cost analysis and Management Control systems required for all the managers.
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge: Skill Attitude Level of Knowledge: Basic, Applied / Working |
Unit-1 |
Teaching Hours:2 |
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Introduction to Cost concepts and classifications
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Cost, Cost centers, Cost Unit, Method of costing, Techniques of costing, Classification of cost- fixed and variable, Allocation, Apportionment & Absorption, Apportionment of costs to service cost centers, Pre-determined overhead rates | |||
Unit-2 |
Teaching Hours:4 |
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Job and Process Costing Methods
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Job costing, Process Costing, WIP (Equivalent Production), Normal & abnormal losses, Internal process profits, Joints & by-product costing. | |||
Unit-3 |
Teaching Hours:8 |
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Cost Volume Profit Analysis & Variable Costing
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Common cost behavior patterns- cost estimation method – Breakeven analysis– contribution margin and what if analysis- multi product analysis -Assumptions in CVP analysis- Variable costing and Full costing- benefits of variable costing for internal reporting purpose- Incremental analysis- make or buy decisions-dropping a product line- qualitative considerations in decision making including ethical dimensions. [ 8 hours here includes additional 3 hours to focus on additional numerical exercise] | |||
Unit-4 |
Teaching Hours:4 |
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Cost Allocation and Activity Based Costing:
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Process of cost allocation- traditional product costing systems - problems with cost allocation- activity based costing- Activity based management as a tool to improve efficiency.
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Unit-5 |
Teaching Hours:4 |
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Management Control systems
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Performance evaluation- Revenue Centers, Cost centers, Profit center and investment center – Transfer Pricing. | |||
Unit-6 |
Teaching Hours:6 |
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Budgetary Planning and Performance analysis
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Uses of budgets in planning and control (Self Learning area) - developing the budget- The master budget- budgeted balance sheet- static and flexible budgets - standard costs and budgets- development of standard costs- variance analysis | |||
Unit-7 |
Teaching Hours:2 |
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Special Topics
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Balanced score card and performance evaluation including Governance adherence - Target costing- Life cycle costing- Total cost of ownership | |||
Text Books And Reference Books:
Text book
1. Cost Accounting - A Managerial Emphasis, Horngren, Datar, Rajan 15th ed. Pearson
Reference Books
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Essential Reading / Recommended Reading 1.Drury, Colin (2014), Cost and Management Accounting (8th Edition), Cengage Publicaitons 2. Arora, M.N. ( 2010).Cost and management accounting (9th ed.). Vikash Publications. 3. Khan., & Jain. (2010). Management accounting (5th ed.). Tata McGraw Hills Publications | |||
Evaluation Pattern Evaluation Pattern CIA I 10 CIA III 30 Mid term exam 25 Attendance 5 End Term Exam 30 | |||
MBA5041H - ORGANIZATIONAL CHANGE AND DEVELOPMENT (2018 Batch) | |||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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The course is offered as a human resource elective in the second year. This course introduces students to the social science techniques and change interventions used to improve organizational effectiveness and enhance the personal development of individuals. It focuses on the philosophy, history, and evolving approaches associated with organizational change and development, with special focus on initiating and managing change. Introduces methods used to identify organizational problems, understand the underlying causes for these problems, and collect information and data about the causes or problems, and present diagnostic results.
Course Objective
This course attempts to introduce the students to the social science techniques and change interventions used to improve organizational effectiveness and enhance the personal development of individuals.
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Course Outcome |
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Learning Outcomes By the end of the course, the student should be able to: Knowledge: · Appreciate organizational change processes from multiple role perspectives. · Plan the steps involved to effectively manage organizational change in a variety of contexts and settings. · Identify the type and significance of various drivers of organizational change and identify the nature and significance of various impediments to organizational change. Skills · Plan approaches and strategies for managing organizational change. · Implement organizational diagnosis and OD interventions design. · Evaluate the effectiveness of OD interventions. Attitude: · Explore and clarify assumptions, beliefs, and values about organizations and the nature of the change process. Level of Knowledge: Basic to moderate knowledge, understanding and application |
Unit-1 |
Teaching Hours:4 |
Introduction to organizational change and development
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Definition, history, and evolution of Organizational change and OD. Theories of planned change-Theory O and Theory E, types of planned change, critique of planned change, who is the OD practitioner? Professional OD, values and ethics, strategic focus | |
Unit-2 |
Teaching Hours:3 |
Attitude towards change
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Theory of psychological reactance, Overcoming resistance to change, Commitment to change –Creating readiness for organizational change | |
Unit-3 |
Teaching Hours:4 |
Diagnostic techniques and feedback in OD
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Diagnosing organizations, open-systems model, Force field analysis, Weisbord six box model, Congruence model, Grid OD, Tichy’s TPC framework, Stream analysis, Kilmann Model, Mckinsey 7s framework, Extended 7S framework, Burke-Litwin model, Appreciative inquiry, Survey feedback
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Unit-4 |
Teaching Hours:6 |
Human process interventions
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Interpersonal and group process approaches – T-groups, process consultation, third party interventions and team building.
Organization process approaches – organization confrontation meeting, inter group relations interventions, large group interventions, and grid OD
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Unit-5 |
Teaching Hours:5 |
V Techno Structural Interventions
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Restructuring organizations – structural design, group’s process structure, downsizing, and reengineering
Employee involvement – What is it? Employee involvement practices, parallel structures, high – involvement organizations, high involvement, and TQM
Work design – the engineering approach, the motivational approach, the socio technical approach and designing work for technical and personal needs
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Unit-6 |
Teaching Hours:6 |
Human Resources Management and strategic Interventions
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Developing and assisting members – career planning and development interventions, resources planning and strategy, workforce diversity interventions, and employee wellness interventions
Integrated strategic change, trans organizational development and mergers and acquisitions
Organizational transformation – characteristics of transformational change, culture change, self-designing organization organizational learning and knowledge management
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Unit-7 |
Teaching Hours:2 |
Evaluation and Future of OD intervention
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Sustaining change after intervention evaluation – Ending an engagement
Global issues in OD, OD in International business, and future of OD
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Text Books And Reference Books:
Cummings, T G and Worley C G( 2013). Organization Development and Change, South-Western College Publishing.
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Essential Reading / Recommended Reading
1. French, W L and Bell C H (2007). Organization Development: Behavioural science interventions for organizational improvement, Pearson Education.
2. French W L., Bell, C H and Vohra, V, (2009). Organization Development: Behavioural science interventions for organizational improvement. Dorling Kindersley (India) Pvt. Ltd.
3. Harvey D and Brown D R ( 2004). An Experiential approach to Organization Development. 7/e, Pearson Education.
4. Kotter, J P (1996). Leading Change. Boston: Harvard Business School Press. ISBN # 0-87584-747-1.
5. Nilakant, V and Ramnarayan S (2006). Change Management: Altering mindsets in a global context. Response Books.
6. Singh, K (2006). Organization Change and Development. Excel Books
7. Ramanarayn, S. and Rao T V (2011). Organization Development: Accelerating Learning and Transformation. SAGE Publications.
8. Sharma,R.(2012). Organizational Change and Transformation. Tata McGraw Hill.
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Evaluation Pattern
CIA 1=20 marks (MCQ/Group Presentations/ case analysis and presentation/ micro projects/written assignments)
Mid semester= 50 marks
CIA II= 20 marks (MCQ/Group Presentations/ case analysis and presentation/ micro projects/written assignments)
End semester=100marks
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MBA5041M - MARKETING METRICS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Marketing Metrics is a marketing specialization course designed to develop students to use numbers in assessing marketing strategy. The course reviews the different measures used by marketers and other decision makers in corporations. It covers metrics for understanding value of brands, customer loyalty, profitability of customers and to measure the performance of marketing activities. This course examines the importance of managing marketing data in effective marketing decision making. It presents the role of marketing metrics within the organisation and establishes how an understanding of a range of measurement techniques can enable organisations to achieve marketing objectives through strategic decision making. |
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Course Outcome |
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On completion of the course, participants will be able to: 1. Knowledge: a. Understand the role of marketing metrics b. Understand the significance of different measurement techniques across a range of market contexts 2. Skills: a. Apply marketing metrics to establish the effectiveness of marketing activities b. Utilise various analytics tools and techniques for marketing insight and strategic decision making 3. Attitude: a. Develop expertise in using numerical information to justify and evaluate marketing strategies b. Be able to correctly select, calculate, and interpret specific marketing metrics for marketing decisions and articulate returns on marketing investment
c. Understand the connections across various marketing metrics
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Unit-1 |
Teaching Hours:3 |
INTRODUCTION
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The alignment of business objectives, strategies and metrics; the potential gap between metrics and business outcomes, people, planet and profit, the importance of marketing metrics, measuring market effectiveness. | |
Unit-2 |
Teaching Hours:5 |
SHARE METRICS
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Market share, relative market share, market concentration, market penetration, brand penetration, penetration share, share of requirements, heavy usage index, market share decomposition, brand development index and category development index. | |
Unit-3 |
Teaching Hours:6 |
MARGINS and PROFITS
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Variable and fixed costs, margins, markups, average price per unit, contribution per unit, contribution margin, breakeven sales level, target profit, rate of return on sales and breakeven on incremental investment. | |
Unit-4 |
Teaching Hours:8 |
PRICING, PRODUCT and PORTFOLIO MANAGEMENT
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Price premium, maximum reserve price and maximum willingness to buy, price elasticity, optimal price, percentage breakeven price change, price discrimination, competitor reaction elasticity and cross and residual price elasticity. Trial volume and trial rate, repeat volume and repeat rate, adjusted trial rate, cannibalization rate, weighted contribution margin and breakeven with cannibalization. | |
Unit-5 |
Teaching Hours:8 |
SALES FORCE MANAGEMENT and PROMOTION PROFITABILITY
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Sales funnel, sales pipeline, lead, closure rate, sales forecasting, workload, sales force effectiveness. Baseline sales, incremental sales, promotional lift, return on marketing investment, coupon redemption, pass-through, gross rating points, impression, cost per thousand impressions, reach, frequency, share of voice, page views, visitors, click-through rates, cost per click, cost per order, cost per customer acquired, bounce rate, abandonment rate. Customer lifetime value, retention rate, attrition rate& churn rate. | |
Text Books And Reference Books:
Winston, W.L. (2014). Marketing Analytics: Data-driven Techniques with Microsoft Excel (First Edition). Indianapolis, Indiana: John Wiley & Sons. | |
Essential Reading / Recommended Reading Bendle, N.T., Farris, P.W., Pfeifer, P.E., and Reibstein, D.J. (2006) Marketing Metrics: The Manager’s Guide to Measuring Marketing Performance (Third Edition). Upper Saddle River, New Jersey: Pearson. | |
Evaluation Pattern CIA I: Max Marks: 10 Marks; Weights Assigned: 10 Marks. CIA II: Max Marks: 50 Marks; Weights Assigned: 25 Marks. CIA III: Max Mars: 30 Marks; Weights Assigned: 30 Marks. ETE: Max Marks: 50 Marks; Weights Assigned: 30 Marks. Attendance: Max Marks: 10 Marks; Weights Assigned: 5 Marks Total = 100 Marks
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MBA5042B - PREDICTIVE ANALYTICS II (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description:This is course is offered to the students of Business Analytics specialization in their 5th trimester and is a continuation of the Predictive Analytics I in the 4th trimester. The course encompasses fundamental concepts behind clustering and association mining techniques predominantly segmentation and profiling models. By the end of the course, the students would be able to independently work on these models to address varied business problems. Course Objective:The objective of this course is to equip students with various clustering and association mining techniques so that they become well conversant with the models and use them in solving real business problems and decision making. |
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Course Outcome |
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At the end of the course, the student should be able to: Knowledge: Skills: Attitude: |
Unit-1 |
Teaching Hours:4 |
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Unit I: Introduction to Clustering
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Introduction to cluster analysis, cluster analysis process- attributes selection, data scaling, outlier detection, distance calculation, selecting clustering algorithm, determining number of clusters, identifying final number of clusters, visualizing cluster results, cluster interpretation, validation of cluster results, different types of distances and calculations, distance calculation for continuous data, distance calculations in mixed data types. | ||
Unit-2 |
Teaching Hours:4 |
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Unit II: Types of Clustering ? Hierarchical methods
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Introduction to hierarchical and partitioning clustering, process of hierarchical and partitioning clustering, different types of hierarchical clustering methods-single linkage, complete linkage, average linkage, centroid and Ward, interpretation of dendrogram. | ||
Unit-3 |
Teaching Hours:4 |
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Unit III: Types of Clustering ? Non-hierarchical methods
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Partitioning methods in cluster analysis- K-means clustering and its process, partitioning around medoids, interpretation of scree plot and cluster plot, dealing with R –packages to perform hierarchical and partitioning cluster analysis, case study | ||
Unit-4 |
Teaching Hours:3 |
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Unit IV: Association mining techniques
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Introduction to association mining techniques, product recommendation in retail market, introduction to Market Basket Analysis (MBA), creating and exploring dataset, Item frequency plot, support, lift and confidence measures and their interpretations.
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Unit-5 |
Teaching Hours:3 |
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Unit V: Association mining ? Business insights
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Extracting association rules, extracting top five rules, inspecting rules, implementing product recommendations, visualization of product association, dealing with R-packages to perform market basket analysis, case study. | ||
Unit-6 |
Teaching Hours:6 |
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Unit VI: Time-series Analysis
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Introduction – Time Series, Time Series vs Regression, Components – Predictable, Unpredictable, Local, Global – Trend, Seasonality, Additive & Multiplicative models, Cyclicity, Seasonality Stationarity, Noise, Autocorrelation function, AR model, MA model, ARMA model, Modelling in R. | ||
Unit-7 |
Teaching Hours:6 |
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Unit VII: Latest trends and Cases from Industry
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Students to present latest trends and cases from the industry. | ||
Text Books And Reference Books: Essential ReadingShmueli, G., Patel, N. R., & Bruce, P. C. (2008).Data Mining for Business Intelligence: Concepts,Techniques, and Applications in Microsoft Office Excel with XLMiner (2nd ed., p. 428).Wileys | ||
Essential Reading / Recommended Reading Recommended Reading1. Applied Multivariate Statistical Analysis by Richard A. Johnson, Dean W. Wichern, PHI Learning 2. Data analysis and graphics with R by Robert Kabacoff 3. Practical Data Science with R by Nina Zumel and John Mount 4. Multivariate Data Analysis by Hair| Black| Babin |Anderson| Tatham, Pearson publication | ||
Evaluation Pattern
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MBA5042H - LABOUR LAW -II (2018 Batch) | ||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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This course is offered as a human resource elective in the second year. This paper helps the students to understand the legal aspect of the Human resources in the organization. The paper develops awareness about the various acts and legal compliances required for smooth functioning of an organization. |
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Course Outcome |
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To make the students aware of · The employers obligations under the statutes · The employee/workers rights under the Acts · Consequences of non compliance of the statutes · The powers of the government/authorities under the Act |
Unit-1 |
Teaching Hours:8 |
The Employee State Insurance Act, 1948 (Self learning Module)
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Objectives, Definitions [Benefit period, confinement, Contribution period, dependant, employment injury, Employee, Exempted Employee, Immediate employment, Disablement (partial and permanent, wages, exclusion of wages], Applicability of the act, Contribution and Contribution calculation, Registration of establishments, Benefits, Restrictions, Protection, Penalties. | |
Unit-1 |
Teaching Hours:8 |
The Employee Provident Funds and Miscellaneous Provisions Act, 1952 (Self Learning Module)
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Definitions [ Authorized officer, Basic Wages, Contribution, Controlled industry, Employer, Employee, Exempted Employee, Recovery officer], Employee Provident Fund Schemes, Contributions, Statutory rate of contribution, retaining allowance, calculation], Employees Pension Scheme: Establishment of Employees Pension Fund, Grant By central Government, Employees Deposit Linked Insurance Scheme, Framing and its functioning, circumstances under which employers contribution can be recovered, Attachment of properties, Penalties: Offences by companies. | |
Unit-2 |
Teaching Hours:6 |
The Payment of Gratuity Act, 1972
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Scope of the act, Applicability of the act, Definitions[ Completed years of service, Employee, Wages, Retirement, Controlling authority, employer, employee, Superannuation, Family], Payment of gratuity on termination, forfeiture of gratuity, compulsory insurance and payment of gratuity, nomination, determination and recovery of gratuity, Penalties. | |
Unit-2 |
Teaching Hours:6 |
The Employee's Compensation Act, 1923
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Scope of the act, Definitions [Dependant, Employer, Disablement, Wages, Workman and Contract of Employment], Rules regarding employment [Personal injury by accident, Theory of notional extension], Occupational Diseases, Amount of compensation, Calculation of Compensation for [death, permanent total disablement, permanent partial disablement, temporary disablement], Compensation when due, distribution of compensation. | |
Unit-3 |
Teaching Hours:8 |
The Industrial Employment Standing Orders Act, 1946
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Objects, Definitions [ Employer, Industrial Establishment, Standing Orders], Scope of the Act, Establishments to which this act doesn?t apply, Procedure for submission of draft standing orders, Procedure for certification of standing orders, Conditions for certification of standing orders, Payment of subsistence allowance, Penalties. | |
Unit-3 |
Teaching Hours:8 |
The Trade Unions Act, 1926.
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Scope of the act, Definitions [ Trade Dispute, Trade Union], Agreements not affected by the act, Procedure for registration of Trade Unions, Cancellation of registration of trade union, Duties and Liabilities of a Trade Union, Amalgamation and Dissolution of a Trade Union, Penalties. | |
Unit-4 |
Teaching Hours:6 |
The Maternity Benefit Act, 1961
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Scope of the act, Definitions [Child, Delivery, Employer, Establishment, Miscarriage, Wages], Prohibition of Employment, Right to Maternity Benefit, Payment of maternity benefit in certain cases, Dismissal during absence of pregnancy, Leave and nursing breaks, Penalties. Domestic Inquiry: Definition, Preliminary investigation, Rules of natural justice, procedure. | |
Unit-4 |
Teaching Hours:6 |
The Industrial Disputes Act, 1947
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Scope and Extent of the act, Definitions [ Industry, Industrial dispute, Individual and collective dispute, Average Pay, Employer, Independent person, Lay ? off, Lock Out, Retrenchment, Strike, Unfair Labor Practices, Wage and Workmen], Procedure for settlement of industrial dispute, Prohibition of strikes and lockouts, Matters under the purview of Labor Court and Industrial Tribunal, Notice of change in conditions of service, Voluntary reference of disputes to arbitration, Award Settlement. | |
Unit-5 |
Teaching Hours:2 |
The Sexual harassment of Women at workplace (Prevention, Prohibition and Redressal) Act, 2013
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Definitions, Constitution of Internal Complaints Committee, Constitution of Local Complaints Committee, Complaint, Inquiry and complaint, Duties of Employer, Duties and powers of District Officer, Penalties and Provisions. | |
Text Books And Reference Books:
1. Kapoor N.D. (2012). Elements of industrial law (11th ed.). New Delhi: Sultan Chand & Sons. 2. Kumar, H.L. (2013). Labor Laws Everybody should know (9th ed.). New Delhi: Universal Law Publishing Co. Pvt Ltd. | |
Essential Reading / Recommended Reading
Sarma A.M., (2013). Industrial Relations and Labour Laws (2nd ed.). Mumbai: Himalaya Publishing House. | |
Evaluation Pattern Evaluation Pattern CIA 1=20 marks (MCQ/Group Presentations/ Seminars/ micro projects on any industry in secondary sector). Mid Trimester= 50 marks CIA II= 20 marks End Trimester=100marks
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MBA5042M - STRATEGIC MARKETING MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course description: Strategic marketing management is a marketing specialization course that is designed to develop students' holistic understanding and knowledge in strategic marketing. A marketing manager, as a planner-coordinator-controller of marketing activities, must be analytical and skilled in decision-making. Therefore, emphasis is placed on the analytical and decision-making functions of managers in the planning and implementation of marketing strategies at all levels of an organisation. The course is comprehensive and covers the following sections in depth: (a) External and internal analyses (b) Application of popular strategic models and concepts, and (c) Planning for market-orientation and strategy implementation. The course requires students to refer to multiple books and authors as directed by the reading references provided in the session plan. In addition to book chapters, articles and case studies would be distributed to the students for discussion in class. The unit is heavily case-oriented, and expects students to be well versed in the case method. |
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Course Outcome |
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Learning Outcomes: On completion of the course, participants will be able to: 1. Knowledge: a. Appreciate marketing as an idea that has strategic relevance and not just as an operational function. b. Identify pressing issues in the area of marketing and be able to get to the source of the problem and offer logical and relevant recommendations. c. Have insightful perspective on customer centric value creation, value capturing and delivery 2. Skills: a. Identify, appreciate, apply, critique and evaluate strategic marketing initiatives prevalent in businesses b. Create strategic marketing plan/blue print that can be readily implemented in the given context. c. Design business ready solutions for contemporary marketing issues. 3. Attitude: a. Operate from a problem solving mindset b. Perceive cross functional relevance of strategizing marketing activity |
Unit-1 |
Teaching Hours:8 |
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Fundamentals of strategic marketing
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Unit-2 |
Teaching Hours:16 |
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Strategic implications of marketing mix elements
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Unit-3 |
Teaching Hours:8 |
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Contemporary strategic marketing issues
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Text Books And Reference Books: Prescribed text book/s: 1. Kumar, N. (2004). Marketing as Strategy. Massachusetts: Harvard Business School Publishing | ||||||||||||||||||||||
Essential Reading / Recommended Reading Description of books and additional reading materials Prescribed text book/s: 1. Kumar, N. (2004). Marketing as Strategy. Massachusetts: Harvard Business School Publishing Additional reference books: 1. Ferrell, O.C and Hartline, M. D. (2005), Marketing Strategy 3rd Ed, South-Western: Thomson Learning 2. Anderson, C. H. and Vincze, J. W. (2004), Strategic Marketing Management 2nd Ed, Boston: Houghton Mifflin 3. Baker, M. J. (2000), Marketing Strategy and Management, Palgrave McMillan Articles: 1. HBR’s 10 Must Reads on Strategic Marketing Case Studies: 1. NASCAR: Leading a Marketing Transformation in a Time of Crisis 2. Brannigan Foods: Strategic Marketing Planning 3. Outotec (A): Project Capture 5. Clique Pens: The Writing Implements Division of U.S. Home | ||||||||||||||||||||||
Evaluation Pattern End trimester examination Approach to question paper The questions will be both theoretical and practical in nature. Students will have to demonstrate their learning through answering comprehensive answers in which they present their reflections on the topic and also practical application of those concepts in business. Reading the prescribed text book and articles for preparation will be necessary. However, it will not be adequate. Owing to the nature of the subject being highly dynamic, questions about current happenings and latest updates will often be asked in the paper and students are expected to keep themselves equipped to handle these challenges. Topics to be covered: All the topics covered in class discussions. Students should be prepared to answer questions that can broadly be contextualized under strategic marketing and must not expect the question paper to ask straight jacketed questions straight from the text book. The questions will come from contemporary issues in business and the case studies that are discussed in class. Question paper pattern: 1. Section A – Answer any four questions out of six, each carrying twenty marks (4*20=80) 2. Section B – Compulsory case study carries 20 marks (1*20=20) Total = 100 Marks Note: 1. The duration of the examination will be 3 hours 2. The examinations will be held between 15th December and 22nd December 2016
Marks break-up:
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MBA5043B - TEXT AND SOCIAL MEDIA ANALYTICS (2018 Batch) | ||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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This is a two-credit course mandatory course offered to the students of MBA in Business Analytics. The course introduces the students to the basic and intermediate levels of text and social media analytics. The coverage includes (a) basics of language processing, use of machine learning to analyze text and social media data, sentiment analysis, and, (b) the use of common software tools to carryout text, social media, and social network analysis. |
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Course Outcome |
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At the end of the course the students should be able to do the following: Knowledge (a) Understand the sources and limitations of text and social media data. (b) Develop a text/social media analytics research project to obtain managerial insights. (c) Able to understand the structural, syntactical, semantic elements of textual data. (d) Able to understand the structural and social aspects of social media networks. (e) Become familiar with core practice communities, publications, and organizations focusing on text and social media analytics and the research questions they are engaged in. Skill (a) Be able to use common text mining and social media analytics tools to gather managerial insights. (b) Be able to develop and present network visualization for social media data. Attitude Understand the nature and importance of ethical concerns that pertain to text and social media analytics. |
Unit-1 |
Teaching Hours:3 |
Natural Language Basics
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Natural language. Language, syntax and structure. Language semantics. Natural language processing. | |
Unit-2 |
Teaching Hours:4 |
Understanding Text and Processing
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Text tokenization. Text normalization. Cleaning text. Understanding structure and syntax. | |
Unit-3 |
Teaching Hours:6 |
Text Similarity and Clustering
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Information retrieval. Text similarity and similarity measures. Common distance measures: Hamming distance, Manhattan distance, Euclidian distance, Levenshtein Edit Distance. Document clustering. | |
Unit-4 |
Teaching Hours:4 |
Introduction to Sentiment Analysis
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Defining the sentiment analysis problem – objective and tasks. Understanding affect, emotion, mood, and opinion. Preparing data for analysis. Supervised and unsupervised learning. Classification using lexicon-based approach. | |
Unit-5 |
Teaching Hours:3 |
Introduction to Social Media Analytics
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Introduction. Social media and social media networks. Social media data – structured and unstructured data. Applications. | |
Unit-6 |
Teaching Hours:6 |
Social Media Data Analysis and Visualization
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Collecting and extracting social media data. Statistical analysis of data. Extracting useful patterns. Network analysis. Creating network graphs. Node importance – key influencers. Modeling network dynamics and growth. | |
Unit-7 |
Teaching Hours:4 |
Case Studies
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Text analytics case study –analyzing corporate financial reports. Social media network analysis using Facebook data. Sentiment analysis case study of Twitter data with a specific reference to the ethics of using social media data. | |
Text Books And Reference Books:
Dipanjan Sarkar: Text Analytics with Python: A Practical Real-World Approach to Gaining ActionableInsights from Your Data.1st edition. Apress (2016). | |
Essential Reading / Recommended Reading
1. 1. Steven Struhl: Practical Text Analytics: Interpreting Text and Unstructured Data for Business Intelligence. 1st edition. Kogun Page (2015). 2. 2. Bing Liu: Sentiment Analysis: Mining Opinions, Sentiments, and Emotions. 1st edition. Cambridge University Press (2015). 3. 3. Marco Bonzanini: Mastering Social Media Mining with Python. 1st edition. Packt Publishing (2016). | |
Evaluation Pattern CIA I (Assignment): 10 marks CIA II (Mini Project): 25 marks CIA III (MCQ of 15 marks + Assignment of 15 marks): 30 marks End-term (Project): 30 marks | |
MBA5043H - COMPENSATION MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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The course is offered to second year MBA students specializing in HR.
Compensation Management is a specialization in the field of Human Resources that addresses how organizations use financial and other forms of pay to attract, retain and reward employees. In most organizations, compensation costs are the single largest line item expense on a balance sheet. As a result, HR practitioners responsible for managing wage, salary and benefit administration are required to have interdisciplinary training. Course content introduces important concepts from various fields including labor law and economics, individual, group and organizational psychology, financial management and actuarial science. The administrative systems used to manage compensation are surveyed in the context of underlying theory and major regulatory, competitive and ethical constraints on pay practices. |
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Course Outcome |
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The goal of this course is to provide students with an orientation to compensation practices – globally in general and with specific reference to India. Beginning with common organizational procedures such as job analysis and job evaluation, the administrative mechanics of pricing jobs for internal equity and external labor market competitiveness is described. Different models and approached to compensation management and pay administration is discussed in the context of the theories upon which they are based. Upon completion of the course, the student will be able to: · Use of compensation and benefits management as a strategic HR tool and techniques to leverage compensation to gain competitive advantage · Understand and critically assess the contextual influences on compensation as it relates to improving societal and organizational efficiency through improved productivity and social good. · Compensation models to that support decision choices about base pay, merit, skill and seniority pay and the link between compensation models and competitive strategy · Design of incentive pay including individual and group incentives · Creating internal consistent compensation plans thorough job analysis and evaluation techniques · Design market-competitive compensation systems through market definition and salary surveys and way to integrate internal job structures and external pay market rates · Understand, evaluate and implement legally required and discretionary benefit programs · Understand options and their use for employee reward and retention · Understand executive pay and the regulatory framework which applies when fixing executive pay Knowledge · Appreciate the concept, scope, process and significance of Compensation and Benefits in an organizational context. · Understand the different approaches adopted in the concept. 1. Gain insights in to the different forms and newer trends in C& B. · Link compensation and benefits programmes and organizational strategy. · Set and implement C&B Programmes in selected industry sectors. · Design, implement and evaluate a reward strategy. Attitude · Inculcate fairness and equity mind set in designing and administering C&B Programmes. · Develop concerns regarding professional hazards involved in various jobs while prioritizing C&B Programmes. Skills · Design a pay structure · Match internal grades with market benchmark positions · Conduct and participate in a salary survey · Determine competitive pay level based on pay policy · Design and Administer compensation program for organization Attitude · Inculcate fairness and equity mind set in designing and administering C&B Programmes. · Develop concerns regarding professional hazards involved in various jobs while prioritizing C&B Programmes. |
Unit-1 |
Teaching Hours:6 |
Introduction to Compensation Management
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Compensation definition, Perspectives on Compensation, Forms of Pay – Base Pay, Merit Pay, Cost of Living, Long term and Short term incentives, Benefits – Income Protection, Tax Protection, Allowances, Work life balance; Total Earnings Opportunities, Relational Returns from work; Total Rewards Models – The Pay Model, Towers Perrin Total Rewards Model | |
Unit-2 |
Teaching Hours:6 |
Compensation Strategy
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Compensation strategies – contextual similarities and differences; Strategic choices in compensation that support business Strategy and HR strategy; Developing a total compensation strategy; Test for competitive advantage through compensation; Best Practice vs Best Fit; Virtuous and Vicious Circles | |
Unit-3 |
Teaching Hours:3 |
Alignment; Job Analysis and Job Evaluation
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Internal Alignment – Internal and External factors that shapes Internal structure; Strategic choices in designing internal structures, Theories that guide internal structures – Equity Theory, Tournament Theory, Institutional Model; Consequences of internal structures
Job analysis methods; Describing jobs through a Job Description; Judging job analysis; Job Evaluation Methods – Ranking; Classification, Point Method (with specific focus on Hay Point Method) | |
Unit-4 |
Teaching Hours:3 |
Competitiveness
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Defining competitiveness; Factors that shape external competitiveness – Labor market factors, Product market factors and organizational factors, Labour demand and supply – Marginal product, marginal revenue, marginal cost; Theories that explain modification of labour demand and supply - Compensating Differential, Efficiency Wage, Signaling, Reservation Wage, Human Capital Theory; Defining relevant markets; globalization and relevant markets, offshoring and outsourcing; Competitive Pay Policy Alternatives – Lead, Lag, Match; Different policies for different employee groups; Consequences of pay decisions, pay levels and pay mix; Defining a competitive pay policy; Purpose of salary survey; Selecting relevant market competitors; Design of salary survey; Interpreting results of salary survey and constructing a market line; Combine Internal Structure and External Market; The Pay-Policy Line; Salary grades and ranges; Broad Banding; Balancing Internal and External Pressures; Adjusting the Pay Structure. | |
Unit-5 |
Teaching Hours:3 |
Employee Contributions; Employee Benefits
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Pay for performance plans; Short term and Long term performance pay plans; Options: Employee Stock Ownership Plans (ESOPs), Broad-Based Option Plans (BBOPs), Stock Grant; Gain sharing and profit sharing plans.
The Value of Employee Benefits; Key Issues in Benefit Planning, Design, and Administration; Administering the Benefit Program; Legally Required Benefits; Retirement and Savings Plans; Life Insurance; Medical and Medically Related Payments; Miscellaneous Benefits; Benefits for Contingent Workers. | |
Unit-6 |
Teaching Hours:3 |
Compensation for special groups and; Unions and Salary and Wages Administration
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Special Groups – Supervisors, Corporate Directors, Scientists and Engineers in High-Technology Industries, Sales Forces. The Impact of Unions in Wage Determination; Government and legal issues in compensation; Wages – Minimum wage, Living wage, Fair wage | |
Unit-7 |
Teaching Hours:3 |
Development of the pay structure and payroll administration in Indian Context; Overview of compensation related US laws
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Understanding of Basic, House Rent Allowance , Dearness allowance, Deductions: ESI, PF, PT,TDS Contributions (PF ESI) Calculation of Gross salary and Net salary, Calculations of CTC, Preparation of Break up salary Retirement Plans including VRS/Golden Handshake Schemes. Global Perspective: Overview of US labour laws - FLSA, COBRA, HIPPA, ERISA, IRA, FMLA | |
Unit-8 |
Teaching Hours:3 |
Making it all work
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Managing, Controlling, Reducing Labor Costs; Structuring the Compensation Function – Centralization vs Decentralization; Reengineering and Outsourcing. Ethics in Compensation Decisions, Wage Discrimination, Equal Pay | |
Text Books And Reference Books: Milkovich, G.T.,Newman, J.M., & VenkataRatnam,C.S.(2009).Compensation New Delhi : Tata McGraw Hill. | |
Essential Reading / Recommended Reading
Additional Readings (Articles, handouts, videos, tools):
1. Implementing Total Rewards Strategies
2. Employee Benefits in a Total Rewards Framework
3. Compensation Professional Development Framework
4. Videos:
a. Job Analysis
c. Pay Policy
5. Income Tax for salaried employees (handout)
6. Income tax return tool (downloadable xml tool)
7. Tax treatment of salary (Theory & practical) - handout
8. Stock Options: SEBI Act – Share Based Employee Benefits Regulations, 2014
9. Compensation & The Board: Appointment and Remuneration of Key Personnel, Companies Act 2013
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Evaluation Pattern
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MBA531A - ENTREPRENEURSHIP AND STARTUP (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This cross functional Elective course will help students to learn about the Lean Start-up framework which will allow them to successfully initiate/improve business idea. Concepts like starting and operating a business, developing a feasibility plan, obtaining financing, marketing strategies will be covered in-depth. Different dimensions like effectuation, accelerators or incubators will be discussed to broaden the understanding of entrepreneurship. This course will also focus on the development of a business plan, designed to either start a new venture or take an existing venture into new markets. The course will develop required competencies needed to become an innovative, opportunity-driven, market-ready and entrepreneurial manager. This course will cover key elements like customer and market assessments, analysis of customer development, and business model development. Through lectures, case studies, external inputs, videos, group presentations, students will be exposed to the skills and knowledge necessary to evaluate the commercial viability of new start-up.
1. Understand entrepreneurship as a method, and how expert entrepreneurs think about creating new value. 2. Learn to anticipate common early stage problems, and proactively manage risk. 3. Understand how opportunities and entrepreneurs fit together. 4. Connect the entrepreneurial principles for creating new value to non-profit and government organizations, not just for profit entities. 5. To advocate the importance of innovation and technology in entrepreneurship |
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Course Outcome |
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Learning Outcomes By the end of the course, the students should be able to: Knowledge: CLO1,CLO2, ü Identify potential market opportunities for an early stage venture ü Utilize screening and feasibility tools to effectively conduct a feasibility analysis to determine the worthiness of a potential new business idea ü Business Plan Creation ü Prepare an analysis for an early stage enterprise through a lean model framework. Attitude: CLO21 ü Improve risk taking ability while minimizing the risks in a start-up Level of knowledge: CLO12 ü To generate ideas for executable business. ü To prepare and build to various facet of business development of the lean startup. |
Unit-1 |
Teaching Hours:3 |
Introduction to Lean Startup
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Nature of Lean Startup, Changes created by Lean Startup, Limitations of the Lean Startup method, Customer Development Model Nature and importance of Entrepreneurs, Role of entrepreneurship in economic development. Intrapreneurship - Corporate versus Intrapreneurial culture, Climate for Intrapreneurship, Establishment of Intrapreneurship in organizations | |
Unit-2 |
Teaching Hours:3 |
Entrepreneurial Thinking
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Principles of effectuation, reasoning, effectuation process. Opportunity Identification- Generating business idea, sources of new ideas, environmental scanning, competitor and industry analysis.
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Unit-3 |
Teaching Hours:6 |
Accelerators to Startup
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Accelerators, Incubation, Business Canvas Model, Feasibility study- market feasibility, technical/operational feasibility, financial feasibility. Legal requirements of the venture | |
Unit-4 |
Teaching Hours:6 |
Growth and Exit of Venture
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Preparing for the new venture launch, management decisions at early stage, managing early growth of the new venture. New venture expansion- strategies and issues. Private capital, Private equity and venture capital, Going public – attractions to going public. Exiting strategies- IPO and mergers and acquisition. | |
Unit-5 |
Teaching Hours:3 |
Challenges faced by entrepreneurs
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Challenges faced from individuals, from family, from groups, from community, from society. Women Entrepreneurs*, Entrepreneurial ethical dilemmas | |
Unit-6 |
Teaching Hours:3 |
Social Entrepreneurship and International Perspective
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Social Entrepreneurship in the Developing World, Ideas, Opportunities, and Innovations in Social Entrepreneurship.
International Entrepreneurship - International versus Domestic Entrepreneurship, Entrepreneurial entry into International Business, Barriers to enter international trade, Entrepreneurial partnering | |
Unit-7 |
Teaching Hours:6 |
Sustainable Entrepreneurship &Indian Perspective
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Linking business to society, Innovation and Entrepreneurship, Challenges for the Future. MSME, Startup India Action Plan, Eligibility & Scheme Details, Entrepreneurial development in India, Licensing systems, GST, etc. | |
Text Books And Reference Books: 1. Hisrich, Robert D, Manimala, J. Mathew, Peters, Michael P. and Shepherd, Dean A, (2015). Entrepreneurship. New Delhi: Tata-McGraw-Hill. | |
Essential Reading / Recommended Reading Recommended Reading:
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Evaluation Pattern CIA I - 10 marks
CIA II - 25 marks
CIA - III 30 marks
Attendance - 05 marks | |
MBA531B - INTERNATIONAL BUSINESS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description This course is offered as a cross-fucntional elective in the fifth trimester to students across all specializations. In this course students learn various aspects of International Business in terms of concepts, operations, opportunities and challenges.
Course Objective 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. |
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Course Outcome |
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On having completed this course student should be able to: · Apply relevant theories and concepts to various aspects of doing business abroad or /and dealing with foreign firms and competition in domestic market.(CLO2, CLO23) · Develop a holistic/fundamental framework for industries or firms to address issues connected to internationalization and managing the same in a globalized environment.(CLO11, CLO13) Skill: Attitude: |
Unit-1 |
Teaching Hours:5 |
Introduction
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Globalization and the need for International business, Nature of international business, drivers of cross-border business, routes of global business and active players in multinational business. Concept of Internationalization. International business environment – Political, Economic, Legal, Technological and Cultural factors. | |
Unit-2 |
Teaching Hours:2 |
International Institutions in International Business ? Self Learning Module
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International Institutions in International Business: WTO and Regional Economic Integration (European Trade Union, Asian Trade Agreements Like APEC, ASEAN, African Trade Agreements, Western hemisphere trade agreements like NAFTA, CAFTA, MERCOSUR, Andean Community) | |
Unit-3 |
Teaching Hours:4 |
International Trade Theories
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Theories of Global Trade and Investment- Mercantilism, Theory of Absolute Advantage, Theory of Comparative Advantage, Factor Endowment Theory, Product Life Cycle Theory, Strategic Trade Theory, Porter’s National Competitive Advantage. | |
Unit-4 |
Teaching Hours:6 |
International Trade Policy
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Introduction to Trade Policy, Tools for trade policy – Tariffs, Non-Tariff trade Barriers, Quotas, Purpose of protectionism, EXIM Policy, Free Trade Agreements- Trade Diversion Vs Trade Creation. | |
Unit-5 |
Teaching Hours:7 |
International Business Strategies
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International Business strategy – Industry Analysis, Mode of Entry, Foreign Direct Investment, Intra-Industry Trade Porter’s five forces model, Three Generic Strategies: Cost leadership, Differentiation, Strategic Alliance and Networks. | |
Unit-6 |
Teaching Hours:6 |
Managing Business Functions
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Marketing – benefits of international markets, major activities in international marketing Operations management – strategic issues in operations management, International financial management – financing foreign trade. International human resource management, Social responsibility and ethical issues in international business – national differences in ethics and social responsibility, codes of conduct for MNC’s, International Business and Sustainability, profits: with special focus on south Asian. | |
Text Books And Reference Books:
1. Peng M W and Srivastava D K (2012). 2nd Edition, Global Business, CENGAGE Learning Publications | |
Essential Reading / Recommended Reading
1. Hill, Charles W.L. and Jain, Arun K, (2010). International Business. New Delhi: Tata McGraw-Hill,. 2. Czinkota M.R., Ronkanen, I.A. & Moffett M.H. (2012). International Business. New Delhi: Pearson. 3. Daniels, John D., Radebaugh, Lee H. and Sullivan, Daniel P. (2007). International Business. New Delhi: Pearson. 4. Aswathappa K., (2010). International Business. New Delhi: Tata McGraw-Hill
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Evaluation Pattern Centralised CIA-I: 10 marks CIA-II: 25 marks CIA-III: 30 marks Attendance: 5 marks ESE Exam: 30 marks | |
MBA531C - BLUE OCEAN STRATEGY (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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The main objective of the course is to provide students with the necessary theoretical and conceptual tools used in Blue Ocean Strategy formulation and implementation. By guiding students working for companies (even nations) to pursue both differentiation and low cost, blue ocean strategy seeks to break the value-cost trade-off, thereby helping them create new demand and achieve strong profitable growth. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · As prospective managers, gain knowledge how to apply Blue Ocean Strategy concepts and tools in a real life scenario · Understand how Blue Ocean Strategy can be applied in diverse industries · Apply the framework to address existing as well as new markets and industries Skill · Provide students with specialized tools and techniques to obtain unique perspectives of markets and competition Attitude · Appreciate the complex environment in which Venture Capitalists operate · As entrepreneurs, be confident in strategy formulation and implementation. Employability · Will be useful for students choosing careers in Marketing and Consulting. Entrepreneurship · Helpful for students with entrepreneurial intentions, as the course offers a unique perspective on competition and the creation of markets. |
Unit-1 |
Teaching Hours:9 |
Blue Ocean Strategy Basics
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Red Ocean Strategy vs. Blue Ocean Strategy, Blue Ocean Strategy: Aligning Value, Profit and People in Pursuit of Differentiation and Low Cost, Noncustomer Analysis – the Three Tiers | |
Unit-2 |
Teaching Hours:9 |
Analytical Tools and Frameworks
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Six Paths to Creating Blue Oceans, Getting the Strategic Sequence Right, Executing Blue Ocean Strategy, Analytical Tools and Frameworks – Value Innovation, Strategy Canvas, Value Curve, Four Actions Framework, ERRC Grid | |
Unit-3 |
Teaching Hours:6 |
Evolution of Blue Ocean Strategies
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Making Blue Ocean Strategic Moves – A Historical Pattern, Red Ocean Traps and How to avoid them | |
Unit-4 |
Teaching Hours:6 |
Blue Ocean Shift
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Humanness, Overview of the Blue Ocean Shift Process, Pioneer-Migrator-Settler Map, Buyer Utility Map, Blue Ocean Fair, A National Blue Ocean Shift in Action | |
Text Books And Reference Books: 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.
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Essential Reading / Recommended Reading Kim, WC., Mauborgne, R. (2017) Blue Ocean Shift Beyond Competing: Proven Steps to Inspire Confidence and Seize New Growth. New York: Hachette Books. | |
Evaluation Pattern CIA I 10 Marks CIA III 10 Marks Attendance 5 Marks Mid Trimester Examination 25 Marks End Term Examination 50 Marks
Please Note:
1. The decentralised evaluation policy will continue next AY for both Senior and Junior Batches (Trimester 1 and 4). This means 70% for internal assessments and 30 % for End Trimester Exams. The 70% internal assessment includes 5% for attendance. Therefore, the CIA components will be for 65%.
2. The Internal Assessment will be done as under:
3. End Trimester Exam (ETE) (30% Marks) will be for 2 Hrs / 50 Marks
4. Passing criteria for a subject is overall 50% with a minimum of 40% for ETE.
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MBA532A - PROJECT MANAGEMENT - CONCEPTS AND APPLICATION (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This paper is offered as a cross-functional elective from Lean Operations and Systems in the fifth Trimester. It develops a project management mindset and prepares students for careers in the area of project management. Students studying this course understand the various aspects of project management; – defining scope, project estimation of cost and time, project quality management, project network management and risk management.
After completing this course students can enroll for CAPM/PMI certifications conducted by PMI. |
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Course Outcome |
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Learning Outcomes At the end of the course, students should be able to Knowledge Students to Skills Students to schedule Attitude Students develop an attitude to |
Unit-1 |
Teaching Hours:3 |
Project Management Framework
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Definition of project, Need for project management, Project life cycle, Project stake holders | |
Unit-2 |
Teaching Hours:4 |
Project Management Scope
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Defining project scope, Establishing project priorities, Work break down structure, Process breakdown structure, Responsibility matrices | |
Unit-3 |
Teaching Hours:6 |
Estimating Project Time, Cost and Selection
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Factors influencing the quality of estimates, Estimating guidelines for times, costs and resources, Macro and micro estimating, Methods for estimating, Level of detail, Developing budgets, Types of costs, Refining estimates and contingency fund, Selection of project | |
Unit-4 |
Teaching Hours:4 |
Project Teams
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Five stage team development model, Situational factors affecting team, Building high performance project teams, Managing virtual project teams, Project Management Maturity Model (PMMO). | |
Unit-5 |
Teaching Hours:4 |
Project Expediting
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Gantt chart, Crashing of projects, Cost analysis for project crashing, Project procurement | |
Unit-6 |
Teaching Hours:5 |
Project Risk management
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Risk concept, Risk identification, Risk assessment, Risk response development, Contingency planning, Contingency funding and time buffers, Risk response control, and Change control management | |
Unit-7 |
Teaching Hours:4 |
Project Control Process
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Project progress & performance measurement and evaluation-Structure of a project monitoring information system, Project control process, Monitoring time performance, Need for an integrated information system, Progress monitoring indexes, Environment, Health and Safety(EHS) in Projects, Ethical issues in Project Management. | |
Text Books And Reference Books: Gray, C. F. & Larson, E. W. & Desai, G.V (2014). Project Management –The Managerial Process (6th ed,). New Delhi : Tata Mc Graw Hill. | |
Essential Reading / Recommended Reading 1. Meredith, J.R. & Mantel, S. J. (2010). Project Management- A Managerial Approach. New Delhi. John Wiley. 2. Nicholas, J. M. & Steyn. H. (2010). Project Management for Business, Engineering and Technology. New Delhi. PHI. | |
Evaluation Pattern CIA I 10 marks CIA II(Midterm) 25 marks CIA III 30 marks Attendance 5 marks End Term Exam 30 marks | |
MBA532B - ARTIFICIAL INTELLIGENCE FOR MANAGERS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description The origins of Artificial Intelligence (AI) can be traced to the seminal work done by Alan Turing during the World War time. Advances in computing power have made application of brute force to AI feasible e.g., machine learning.
This Core Optional course in the fifth trimester provides an insight into Artificial Intelligence, Machine Learning, and Robotic Process Automation (RPA).
Course Objective The main objective of the course is to provide students an overview of AI and its applications in various fields of Management. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · Be aware of AI, Machine Learning, and Robotic Process Automation (RPA) concepts · Gain an appreciation for managerial applications of AI Skill · As an MBA, gain a strategic perspective of application of AI for competitive advantage Attitude · Appreciate the trends and applications of AI in the real world. Employability · Will be useful for students choosing careers with the IT and ITeS sector. Entrepreneurship · Intentionally left blank. |
Unit-1 |
Teaching Hours:4 |
Introduction to AI
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Introduction to AI, History and evolution of AI | |
Unit-2 |
Teaching Hours:4 |
Foundations of AI
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Intelligent agents, uninformed search, Heuristic search, adversarial search, game playing | |
Unit-3 |
Teaching Hours:4 |
Machine Learning ? Supervised Learning
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Basic concepts, Classification, Artificial Neural Network, IBM Watson | |
Unit-4 |
Teaching Hours:4 |
Machine Learning ? Unsupervised Learning
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Association, Clustering | |
Unit-5 |
Teaching Hours:5 |
Robotic Process Automation
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Robotic Process Automation & Cognitive AI | |
Unit-6 |
Teaching Hours:5 |
Deep Learning
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Deep Learning Concepts, Applications of Deep Learning | |
Unit-7 |
Teaching Hours:4 |
Future of AI
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Future of Work, Future of AI | |
Text Books And Reference Books: Please see next section. | |
Essential Reading / Recommended Reading
Essential Reading
Russell, S., Norvig, P. (2010) Artificial Intelligence: A Modern Approach (3rd ed.). Prentice Hall.
Khemani, D. (2013) A First Course in Artificial Intelligence. McGraw-Hill. | |
Evaluation Pattern
CIA I - Assignment 10 Marks CIA-II- Mid Trimester Examination 25 Marks CIA III - MCQ+ Group Assignment 30 Marks End Term Examination 30 Marks Attendance 5 Marks | |
MBA542AF - MERGERS, ACQUISITIONS AND RESTRUCTURING (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This course is offered as a finance elective. This course aims to facilitate the understanding of corporate strategies from the perspective of mergers and acquisitions. Different issues concerning valuation during M&A as well as the legal and regulatory issues (being so important to M&A) also form a part of the course learning. |
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Course Outcome |
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Learning Outcomes By the end of the course, the students should be able to: Knowledge · Understand the importance of Mergers, Acquisitions and Corporate restructuring in the business world. · Understand the glossary of terms (language) used in M&A, the issues, and processes involved in an M&A. · Understand the regulatory guidelines of RBI / SEBI, legal and the financial aspects relevant to M&A. · Analyze an M&A transaction critically, understand the design of an M&A deal and learn to present a proposal for an M&A transaction. · Understand the various options available for merger financing. Skill Attitude · Understand the HR and Strategic issues in an integrative manner and the interplay of global and cross-cultural factors in the context of mergers, acquisitions and restructuring. · Understand the ethical issues relating to M&A and Restructuring. · Understand the importance of collaborative functioning in diverse teams to achieve the common organizational goal of value creation to all the stake holders. |
Unit-1 |
Teaching Hours:3 |
Overview of Corporate Restructuring
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Introduction. History of Merger Movements. Forms of Corporate Restructuring: Expansions, Mergers and Acquisitions, Tender Offers, Joint Ventures, Sell Offs, Spinoffs, Split offs, Split ups, Divestitures, Employees Stock Option Plans (ESOPs), Equity Carve Outs, Master Limited Partnership (MLP). Corporate Control Premium, Buybacks, Standstill Agreements, Leveraged Buyouts. | |
Unit-2 |
Teaching Hours:4 |
Overview of Mergers and Acquisition
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Merger Process: Five-stage model. Economic rationale for M&A. Major types of Mergers- Horizontal mergers - Vertical mergers - Conglomerate mergers - Concentric Mergers. Framework for analysis of mergers. Organization learning and organization capital. The Role of industry life cycle, Product life cycle in M&A. | |
Unit-3 |
Teaching Hours:4 |
Cost and Benefit of Merger
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Cost and benefit analysis of merger (mergers as a capital budgeting decision) - Share exchange ratio - Problems of calculating pre and post merger performances. | |
Unit-4 |
Teaching Hours:3 |
Theories of Mergers
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Theories of merger : Efficiency theories - Differential efficiency - Inefficient management - Operating synergy - Pure diversification - Financial synergy - Strategic realignment to changing environments. Undervaluation - Information and signaling - Agency problems and managerialism - Hubris hypothesis. | |
Unit-5 |
Teaching Hours:10 |
Valuation
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Multiples - various kinds of multiples and how to view this from the perspective of M&A. What are the factors which impact the multiple and how to find the right multiple to value the company. Risk free rate of return - Key things to remember while doing cross border M&A. Beta- What factors impact beta. Levered and unlevered beta. Valuation during special situation of M&A- growth companies, distress companies, stable growth companies, listed and unlisted companies, volume and liquidity discount, companies with negative cash flows, cash risk companies, IRR expectations, control premium. Valuation for cash Vs stock deals. Common mistakes / biases at the time of valuation. Negotiation for valuation in M&A deals, convert structure, warrant structure and other ways of structuring options. Special situation in valuation - SEBI valuation rules, takeover code valuation rules, FDI valuation rules. | |
Unit-6 |
Teaching Hours:3 |
Legal and Cultural Aspects in Merger
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Organizational and human aspects - managerial challenges of M & A - Legal and regulatory frame work of M & A - provisions of company?s act 1956 - Indian Income Tax act 1961 - SEBI takeover code | |
Unit-7 |
Teaching Hours:3 |
Take Over Defenses
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Financial defensive measures - Coercive offers and defense - anti-takeover amendments - poison pill defense. | |
Text Books And Reference Books:
1 Donald., M. DePamphilis, (2014). Mergers Acquisitios, and Other Restructuring Activities. Elsevier. 2 Weston., Fred,( 2001). Mergers & Acquisitions. McGraw Hill. 3 Galpin., Timothy J, Herndon, Mark. JosseyBass,( 2007). The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level. 2nd edition. 4 Feldman, Mark L / Spratt, Michael Frederick., (1999 ). Five Frogs on A Log: A CEO's Field Guide to Accelerating the Transition in Mergers, Acquisitions, and Gut Wrenching Change. 1st edition, New York: Harper Business. | |
Essential Reading / Recommended Reading
1. Harvard business review on mergers and acquisitions.(2001).Boston: Harvard Business School Press. 2. Burrough., Bryan, Helyar, John,( 1990). Barbarians at The Gate: The Fall of RJR Nabisco. 1 st e, New York: Harper & Row;. xvi, 528 p., 32 p of plates ISBN: 0060161728. Collins Business 2008. 3. Gaughan., Patrick A, (2010 ). Mergers-What Can Go Wrong and How to Prevent it. 1st edition, Wiley Finance. 4. Damodaran., Ashwath,( 2009), Damodaran on Valuation. 2e, John Wiley. 5. Gaughan., Patrick A,( 2009). M&A and Corporate Restructuring. Wiley. | |
Evaluation Pattern
Evaluation Pattern CIA I 10% CIA III 30% Attendance 5% Mid Trimester 25% End Trimester 30%
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MBA542BF - FINANCIAL RISK MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description This course is offered to provide the students an understanding of the emerging areas of Risk Management. This course equips the students with the tools and techniques to manage the financial risk efficiently. It also enables them to learn corporate governance and risk strategies to control both financial and non financial risks. Course Objective
This course attempts to equip the students with the tools and techniques to manage the financial risk efficiently. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · Understand the importance of risk management to an organization. · Understand the regulatory frame works, which mandate risk management. · Understanding the best practices, accounting and legal issues relating to Enterprise Risk Management with specific focus on banking industry. Skills · Use basic risk measurement models prescribed in Basel accords. · Measure risk using VaR. · Relate concepts and practice of risk management through case studies from organizations that failed due to inadequate risk management practices and learn the relevant governance issues. Attitude · Develop an ethically and socially responsible outlook in the context of risk management in the financial sector space with specific reference to banking. · Understand the importance of risk management in a world filled with uncertainty and ambiguity and take decisions under these situations using the tools taught during the classroom sessions. · Understand the interplay of various factors that makes risk management process important and to develop a global and cross cultural awareness in this context. |
Unit-1 |
Teaching Hours:2 |
Introduction to Risks- I
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Risk in General Management and financial risk in specific, Nature of risk, Need for risk management and benefits, Classification of risks, Systematic and Non-Systematic risk, Approaches to Risk management. Imperatives in Regulations. | |
Unit-2 |
Teaching Hours:5 |
Introduction to Risks- II
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Risk Vs Return dynamics, Identifying risk exposure, Recap of how to define returns and measure it, Recap of how to measure risks – Standard Deviation, Covariance and Probability, Enterprise risk management, Risk based supervision.
Financial risks management through Options, futures and derivative securities. Assessment of financial asset risks, interest rate & debt securities, value at risk. Capital adequacy risk, Operational risks in banks, Basel II committee recommendations. | |
Unit-3 |
Teaching Hours:3 |
Regulations, Basel II & III
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Overview of Basel norms –Basel Committee on Banking Supervision (BCBS), Basel norms - A move towards Enterprise Risk Management & Integrated supervision, Basel II norms - 3 Pillar approach, BCBS guidelines, Identifying the sources of Credit, Market & Operational risks and determining respective capital as part of Minimum required capital, Approaches to Capital measurement. Basel III - A perspective. | |
Unit-4 |
Teaching Hours:13 |
Detailed Study of Risks
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Principles of credit risk management (3 Hrs): Forms of credit risk – Settlement risk, Counter party risk & Sovereign risk, Common sources of credit risk management, measuring credit risk – Probability of default, Loss given default, Exposure at default, Expected & Unexpected loss, and use of derivatives to manage credit risk. Liquidity risk & Interest rate risk (3 Hrs): Recap of how liquidity risk is managed in banks, Recap of how Interest rate risk is managed in banks, Recap of how ALM tool is used to manage liquidity and interest rate risk, Optimization of NIM, Use of derivatives for interest risk management. Scenario analysis & Stress testing (2 hrs): Generating the scenarios, reverse stress testing and its uses. Principles of "Sound stress testing practices and supervision,” BCBS consultative document. Operational Risk (4 hrs): Operational risks in banks, Measuring and managing operational risks | |
Unit-5 |
Teaching Hours:7 |
Contemporary Topics
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Economic capital and RAROC (2 hrs):Understanding the concepts - RAROC, Economic capital, How to measure businesses using RAROC, Forecasting and RAROC, Introduction to simulation using Monte Carlo method. Convergence: IFRS & Basel norms - Investments, Loan loss provisioning, derivatives. Need for measuring risk correctly in order to fairly price products and services, protect stakeholders from unwarranted risk taking, sound corporate governance the key to risk debacles and frauds. Risk Management - Mistakes to avoid:Learning from Case Studies- Bank Herstatt, Lehman Bros., Long Term Capital Management (LTCM), Barings Bank etc. | |
Text Books And Reference Books: Vivek., & Asthana, P.N. (2012). Financial risk management. (2nd ed.). Himalaya Publishing House. | |
Essential Reading / Recommended Reading 1. RBI’s Master Circulars on Risk Management 2. BCBS Consultative Document 3. Hull, J. C. (2010). Risk Management and financial institutions. (3rd ed.). Toronto: Wiley India. 4. Dun., & Bradstreet. (2006). Financial risk management. (1st ed.). Tata McGraw Hill. 5. Crouhy, M., Galai, D., & Mark, R., (2006). The essentials of risk management. The McGraw Hill Companies. 6. Williams, A. C., Young, P., & Smith, M.L. (1998). Risk management & insurance. The McGraw Hill Companies.
7. Risk Management materials from GAARP and FRM. | |
Evaluation Pattern 1. CIA I MCQ 2. CIA II and III Project 3. Attendance/Participation
4. End Semester Examination | |
MBA542BL - SUPPLY CHAIN DESIGN AND MODELLING (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description This course is offered as a specialization optional paper in the fifth trimester for LOS Students. The focus of this course is introducing quantitative techniques for taking supply chain decisions and designing of the Supply Chain. The approach is to consider Supply Chains as a system with number of entities that interact in a complex manner. To facilitate decision making in such systems, the course presents mathematical models and optimization techniques that form the tool kit for Supply Chain Design and decision making.
Course Objective Supply Chain Engineering emphasizes on use of mathematical models and methods to determine the optimal strategies for managing the supply chain. This course help the students to look at supply chains a systems perspective in a dynamic environment and enable them to use optimization techniques in supply chain related decision making. |
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Course Outcome |
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Learning outcomes expected from the course are given below: Knowledge Skill Attitude |
Unit-1 |
Teaching Hours:3 |
Introduction to Supply Chain Engineering(SCE)
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Meaning of Supply Chain Engineering. Introduction to mathematical modelling of physical systems. Supply chain decisions. Supply Chain Performance (efficiency, responsiveness, risk). | |
Unit-2 |
Teaching Hours:4 |
Network Design in Supply Chain ? 1
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The role of network design in Supply Chain. Factors influencing supply chain network design decisions. Framework for Network Design Decisions. Models for Facility location, Transportation model - Mathematical modelling and solving using MS Excel. | |
Unit-3 |
Teaching Hours:5 |
Network Design in Supply Chain ? 2 (Optimization for facility location and capacity allocation)
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Capacitated Plant Location Model, Gravity Location Models, Allocating demand to production facilities,Locating Plants and Warehouses Simultaneously. Quantitative modelling and solving using MS Excel for the above conditions. | |
Unit-4 |
Teaching Hours:4 |
Managing Uncertainty in Supply Chains
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The role of safety inventory. Determining the level of safety inventory. Impact of supply uncertainty and aggregation on inventory. Managing uncertainty through postponement. Impact of replenishment policies. | |
Unit-5 |
Teaching Hours:4 |
Determining the Optimal Level of Product Availability
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The importance of level of product availability. Cost of overstocking and cost of understocking. Evaluating optimal cycle service level for seasonal items. Evaluating expected overstock and understock. The newsvendor problem. Solutions using MS Excel. | |
Unit-6 |
Teaching Hours:4 |
Supplier Selection Models and Methods
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Supplier selection problem, supplier selection process. Sourcing strategy-Criteria for selection. Multi-criteria ranking methods for supplier selection, Ranking of Suppliers – Analytic Hierarchy Process (AHP). | |
Unit-7 |
Teaching Hours:6 |
Supply Chain Modeling and Simulation using Rockwell Arena
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Introduction to Rockwell Arena Software. Simulation Modeling and concepts.continuous and discrete simulation.Steps involved carrying out the simulation study.Components of a simulation model (Entities, Resources, Control Logic, Statistics). Modeling and simulation of a simple manufacturing system. Modeling and simulation of material flow in a supply chain. Analyzing simulation results. | |
Text Books And Reference Books: Text Books 1. Chopra, S., Meindl, P. and Karla, D. V. (2016). Supply chain management: strategy, planning and operation (6thed). Pearson Education, New Delhi. 2. Ravindran, R. A., and Warsing, D. P. (2013). Supply Chain Engineering, Models and Applications. CRC Press, Taylor and Francis Group. | |
Essential Reading / Recommended Reading Recommended Reading1. Simchi-Levi, D., Kaminsky, P, Simchi-Levi, E., and Shankar, R. (2008). Designing and managing the supply chain: Concepts, strategies, and cases (3e). McGraw-Hill Education India, New Delhi. 2. Coyle J.J., Langley Jr. C.J., Novack R.A. and Gibson B.J.(2013). Managing supply chains-A logistics approach ( 9thed). Cengage Learning. 3. Kelton, W.D., Sadowski, R. P., and Zupick, N. B. (2015) Simulation with Arena, 6/e, McGraw-Hill. | |
Evaluation Pattern CIAs and Assessment Pattern CIA I - 10 Marks CIA II - 25 Marks CIA III- Component 1: Quiz – 15 Marks Component 2: 15 Marks ETE (Project) - 30 Marks Attendance - 5 Marks
Total Marks – 100 (3 Credits)
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MBA542CL - AGILE MANAGEMENT OF SOFTWARE PROJECTS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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The course offers a fundamental framework for managing software projects from an agile perspective. The course approaches the management of software projects and with a focus on transforming stakeholder needs and objectives into a holistic, life-cycle balanced system solution which satisfies stakeholder requirements and enhances solution effectiveness. The course is intended to equip students to pursue a career in the Information Technology industry. This is offered as a choice-based three-credit course for students of LOS specialization. This course attempts to make students understand the processes involved in the development, evaluation, support, and agile management of software-intensive projects which integrates best practices from the fields of Software Quality and Software Project Management. |
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Course Outcome |
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At the end of the course, students should be able to: Knowledge: Skill: Attitude: |
Unit-1 |
Teaching Hours:6 |
Introduction
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Definition of a Software Project, Software projects Vs projects in other domains, Project types – Development, Maintenance, and Support projects. Phases in a software development project. Project Execution Models - Onsite, Offshore, Near-shore models, Project execution in an ODC (Offshore Development Centre). Software Development Approaches and SDLC -Waterfall Vs Iterative approaches, Agile methodologies, SCRUM and other approaches. Pricing models - Fixed price / Fixed bid, Time & Material, Outcome-based pricing. Risks in Software projects and Risk Management Strategies. | |
Unit-2 |
Teaching Hours:6 |
Software Project Estimation
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Effort estimation in Software projects, Problems with over-estimation and under-estimation, Estimation techniques, Overview of Function Point Analysis. Agile estimation techniques - Planning Poker, T-shirt sizing, Affinity Grouping, Bucket System, Dot voting, Ordering method. | |
Unit-3 |
Teaching Hours:4 |
Software Project Planning and Scheduling
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Software Project planning, Resource Requirements planning, Selection of the project management approach, Preparation of Project Charter and Software Project Management Plan, Agile planning practices. Scheduling a Project, Examples of Software tools for Project Scheduling, Project scheduling in an Agile environment. | |
Unit-4 |
Teaching Hours:3 |
Software Configuration Management
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Importance of Configuration Management in software delivery, Software Configuration items, establishing a Software Configuration baseline, Software Configuration Plan, Examples of Software Configuration Management tools, Integration with development tools, Agile Configuration Management practices. | |
Unit-5 |
Teaching Hours:3 |
Software Quality Management
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Defect Prevention Planning and establishing a Software Quality Management Plan for the project. Types of Software testing - White Box testing, Black Box testing, Approaches for testing of software deliverables - Unit Testing, Integration testing, System testing, Performance testing, Acceptance testing - Software testing tools, Agile Testing - Concepts, Techqniques and Tools. | |
Unit-6 |
Teaching Hours:6 |
Communication Management and Project Progress Reporting / Review
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Need for effective communication in a software project, Communication Management Plan, Managing Communication with stakeholders and within the project team. Agile project communication. Tracking the progress of a project - Overview of Earned Value Analysis. Project status reporting and Dashboards, Project reviews - External / Internal reviews, Post-impementation review. Sharing of lessons learnt and good practices, Project sign-off.
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Unit-7 |
Teaching Hours:2 |
Trends in Software Project Management
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Future of Agile Software Development, Trends in the managment of Software projects.
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Text Books And Reference Books: 1. Hughes, B., Mall, R., & Cotterell, M. (2011). Software project management (5th ed.). Tata McGraw Hill. | |
Essential Reading / Recommended Reading 1. Jalote. P. (2002). Software project management in practice. Addison Wesley. 2. Schwalbe, K. (2009). Project management in IT (1st ed.). 3. Nicholas, J.M., & Steyn,H. (2010). Project management for business, engineering, and technology, Principles and practice (3rd ed.). Elsevier. 4. Marc, J.S, Ashlyn, M.S., & Dara, G.S. (2006). Outsourcing and Insourcing in International Context (1st ed.), Prentice Hall. 5. Brown, D. & Wilson. S. (2007). The Black Books of Outsourcing: How to Manage the Changes, Challenges, And Opportunities (1st ed.), Wiley India | |
Evaluation Pattern Evaluation Pattern CIA I - 10 marks CIA II - 25 marks CIA III - 30 marks End-term exam - 30 marks Attendance - 5 marks | |
MBA543AL - WORLD CLASS MANUFACTURING (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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a. Course Description This course as a core specialisation course intends to bring forth the philosophy and principles behind world class manufacturing. The students will understand the technologies of world class manufacturing and their application through case-driven pedagogy. a. Course Objective To drive home to students the principles, concepts, technologies and applications of world class manufacturing. |
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Course Outcome |
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Knowledge Skill Attitude |
Unit-1 |
Teaching Hours:4 |
Introduction
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Evolution of WCM; Ohno’s View on WCM: Principles and Practice. Planning Methodology and Issues in Strategic Planning of WCM, Hall’s Framework, Schonberger Framework of WCM; Gunns’s Model, Maskell’s Model. Manufacturing Performance Measurement Systems: PO-P, TOPP and Ambite | |
Unit-2 |
Teaching Hours:3 |
The Theory of Constraints
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Book Review Based Class Discussion on Bottleneck, Drum, Rope and Buffer concepts and ways to operations-excellence through bottleneck management. | |
Unit-3 |
Teaching Hours:3 |
HR Dimensions of WCM
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Morale and Team work; High Employee Involvement: Cross Functional Teams: Work Study Methods: Human Integration Management. | |
Unit-4 |
Teaching Hours:5 |
Computer Integrated Manufacturing
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Hardware and Software of CIM, Concurrent Engineering, Computer Numerical Control, Direct Numerical Control and Adaptive Numerical Control-Case Driven | |
Unit-5 |
Teaching Hours:4 |
Flexible Manufacturing
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The need for Flexible Manufacturing, Requirements for Flexible Manufacturing, Challenges and Applications Scope of Flexible Manufacturing- Case Driven | |
Unit-6 |
Teaching Hours:5 |
Agile Manufacturing/Method
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Agile Manufacturing Vs Flexible Manufacturing, Internal agility Vs External Agility, Agile Project Management in manufacturing as well as Software Industries- Case Driven
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Unit-7 |
Teaching Hours:6 |
Trending Manufacturing Technologies
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E- Manufacturing, Rapid Prototyping, 3D printing, Artificial Intelligence and Nanotechnology -Case Driven | |
Text Books And Reference Books: No Single Text | |
Essential Reading / Recommended Reading 1. World Class Manufacturing: A Strategic Perspective. BS Sahay, KBS Saxena and Ashish Saxena. Macmillan. 2. Managing Technology and Innovation for Competitive Advantage. VK Narayanan. Prentice Hall 3. Making Common Sense Common Practice: Models for Manufacturing Excellence. Ron Moore. Butterworth Heinemann Publication. 4. The Goal. Eliyahu M Goldratt and Jeff Cox. Kindle Edition | |
Evaluation Pattern CIA 1 10 marks CIA2 25 marks - Written Exam CIA3 30 marks Attendance 5 marks End Trimester Exam 30 marks | |
MBA543AM - ADVERTISING AND PUBLIC RELATIONS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This paper is offered as a marketing elective in the fifth trimester. It gives an insight into advertising and prepares students for decisions in advertising and media in their respective roles in marketing. Students opting for this elective gain an insight on the role and significance of public relations for brand building and crisis management. |
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Course Outcome |
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After completing the course, the students will be able to: Knowledge Skills Attitude |
Unit-1 |
Teaching Hours:6 |
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Introduction to Advertising & Ethics and Regulation
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Advertising, Advertising campaigns, IMC; Roles and functions Advertising, Types of advertising, Key Players in the Advertising Process. Brief History of Indian Advertising; Trends affecting advertising-Digital Age & Challenge of Sustainability; Agency Compensation methods Advertising Regulation- Social Role of Advertising; Advertising to Vulnerable sections of Society; Self-Regulation (ASCI) & Legal Regulation; Ethics in Advertising Trends in Advertising and Agency-Client Relationships – Self-learning (CCD Video) | ||||||||||||||||||||||
Unit-2 |
Teaching Hours:6 |
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Research and Planning in Advertising
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Customer Insight and use of Research; Strategic Planning and Planning Process; Brand Communication Plan; Target Audiences; Ad Objectives-Advertising as a Communication Model; Ad Exposure Model; Setting Advertising Objectives; Account Planning; Creative Brief.
Understanding Segmentation, Positioning, Consumers and Branding for better advertising insights – Self-learning (CCD Video) | ||||||||||||||||||||||
Unit-3 |
Teaching Hours:7 |
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Creating Effective Advertising
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Creative Advertising and the Process; Informational and Transformational Appeals; Copywriting; Ad Copy Testing; Ad Production | ||||||||||||||||||||||
Unit-4 |
Teaching Hours:4 |
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Effective Advertising Media
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Media planning, Media Terms; Media Plan & Media Buying; Effectiveness of Media and ROI. Trends in Media & Media Choices – Self-learning (CCD Video) Sales promotion, Point of Purchase, Support media, Event Sponsorship, Product Placements, Branded Entertainment, Direct marketing, Personal Selling – Self-learning | ||||||||||||||||||||||
Unit-5 |
Teaching Hours:7 |
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Public Relations
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Purpose of PR; Stakeholders for PR – Employees, Investors, Community, Customers, Media; Public Issue Campaigns, Debates and Crisis Management; PR Ethics, Standards and Values | ||||||||||||||||||||||
Text Books And Reference Books:
Center, A. H. (2007). Public Relations Practices: Managerial Case Studies & Problems (6th ed.). New Delhi: PHI Learning. W.D. Wells, S. M. (2007). Advertising: Principles and Practice (7th ed.). New Delhi: Pearson Education India.
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Essential Reading / Recommended Reading Essential Reading Center, A. H. (2007). Public Relations Practices: Managerial Case Studies & Problems (6th ed.). New Delhi: PHI Learning. W.D. Wells, S. M. (2007). Advertising: Principles and Practice (7th ed.). New Delhi: Pearson Education India.
Recommended Reading Aaker, A. D., Batra, R. & Myers, J. G. (2013). Advertising Management, 5th Edition. Pearson Education India. Belch, G. E., Belch, M. A. &Purani, K .(2009). Advertising and promotion. New Delhi: Tata McGraw Hill Education. Clow, K. E. &Baack, D. (2007). Integrated advertising, promotion and marketing communication. New Delhi: Pearson Education India. Jethwaney, J. & Jain, S. (2012). Advertising management. New Delhi: Oxford University Press. Terence, S. (2007). Advertising and promotion-An IMC approach, Canada Thomson South-Western Thomas, D. (2005). Principles of advertising and IMC. New Delhi: Tata McGraw Hill Education. | ||||||||||||||||||||||
Evaluation Pattern
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MBA543BF - ANALYTICS FOR FINANCE (2018 Batch) | ||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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Course Description This course deals with the application aspects related to analytics in the area of finance, covering credit risk, fraud management and retail banking. It is fairly clear that, these days, there is a growing need for using the huge amount of data that gets generated and captured using technology, for making decisions. The management students are expected to have adequate knowledge in this field and accordingly the course has been structured. This is an introductory course and students who would like to take up career in this area are expected to pursue further studies.
Course Objective This course attempts to understand the process and techniques of data mining for fact based decision making using SPSS (PASW) software for descriptive and predictive modeling in finance domain. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge Attitude |
Unit-1 |
Teaching Hours:6 |
Introduction to Analytics for Finance
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Level of knowledge: Conceptual Analytics for a New Decade – Post Crisis Analytics: The Imperatives; Productizing Analytic Innovation: The Quest for Quality, Standardization and Technology Governance. Structuring the Unstructured Data: The Convergence of Structured and Unstructured Analytics. | |
Unit-2 |
Teaching Hours:8 |
Analytics in Credit Risk Management
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Level of knowledge: Conceptual Fusing Economic Forecasts with Credit Risk Analysis; Unstructured Data Analytics for Enterprise Resilience; Transaction Analytics for Real-Time Risk Decisions. Questions to Ask of the Optimization Solutions; Practical Challenges of Portfolio Optimization. | |
Unit-3 |
Teaching Hours:8 |
Analytics in Retail Banking
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Level of knowledge: Conceptual Analytics in Cross Selling – A Retail Banking Perspective; Analytics as a Solution for Attrition; Customer Spend Analysis: Unlocking the True Value of a Transaction; A Dynamic 360 Degree Dashboard: A Solution for Comprehensive Customer Understanding. Analytics in Retail Banking: Why and How? ; Business Analytics in the Wealth Management Space. | |
Unit-4 |
Teaching Hours:8 |
Analytics in Fraud Management
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Level of knowledge: Conceptual Developing a Smarter Solution for Card Fraud Protection; Using Adaptive Analytics to Combat New Fraud Schemes; To Fight Fraud, Connecting Decisions is a Must. | |
Text Books And Reference Books: FIN sights – Technology Insights for the Financial Services Industry – Analytics in Financial Services – Special Edition in collaboration with FICO by Infosys. | |
Essential Reading / Recommended Reading
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Evaluation Pattern CIA Details | |
MBA543BL - IT SERVICE MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description
This course is offered as a choice-based three-credit course for students of LOS specialization.The course describes an approach to management of IT Services. It brings together in a Lifecycle based process approach, all the various activities that need to be performed by the IT Function of an organization for effective and efficient provisioning of IT Services to its users and customers.
The course also explores frameworks for sustainability in IT Service Management domain through Green IT and Lean IT concepts. A case that builds up as the course progresses will be used to link the course topics.
Course Objective This course attempts to make students understand how IT Services are strategized, designed, delivered, transitioned and operated by IT functions in corporates. The course provides an awareness of IT Service Lifecycle and its key elements, the overall linkages between the stages in the Lifecycle, the processes used and their contribution to IT Service Management Practices. The course is intended to equip students to pursue a career in the Information Technologyindustry, either as IT Managers of IT Departments or as consultants on IT Service Management.
After completing the course, the students will be equipped to appear for ITIL Foundation Certification exam, if they so desire.
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Course Outcome |
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At the end of the course, students should be able to: Knowledge Skill Attitude |
Unit-1 |
Teaching Hours:2 |
Introduction
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Concept of IT Service. Service Management as a practice for IT Services. Various frameworks and standards, especially ISO 20000 and ITIL Framework. 4 Ps for IT Service Management. IT Process Model.
Service Lifecycle, Capability & Resources, Portfolio, Pipeline, Catalogue, Governance
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Unit-2 |
Teaching Hours:3 |
Service Strategy
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Overview, Purpose and Scope of Service Strategy. Understanding value creation through IT Services. Defining and developing an IT Services Strategy.
Service Strategy Processes – Portfolio, Demand, Financial and Business Relationship Management.
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Unit-3 |
Teaching Hours:6 |
Service Design
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Overview, Purpose and Scope of Service Design. Service Design Package, Service Design Aspects.
Service Design Processes - Service Design Coordination, Management of Service Catalogue, Service Level, Availability, Capacity, Information Security, Supplier, IT Service Continuity. | |
Unit-4 |
Teaching Hours:6 |
Service Transition
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Overview, Purpose and Scope of Service Transition. Transition Planning and Support.
Service Transition Processes - Change Management, Change Evaluation, Service Validation and Testing, Service Asset and Configuration Management, Release and Deployment Management, Knowledge Management.
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Unit-5 |
Teaching Hours:6 |
Service Operation
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Overview, Purpose and Scope of Service Operation. Communication in Service Operations, Balancing of Service Operation variables.
Service Operation Processes – Request Fulfilment, Event, Incident, Problem and Access Management.
Service Operation Functions - Service Desk, Technical Management, Application Management, IT Operations Management. | |
Unit-6 |
Teaching Hours:1 |
Continual Service Improvement
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Overview, Purpose and Scope of CSI. CSI Models, Service Management Baseline, Metrics and Measurement. Value to Business. Seven Step Process of Continual Service Improvement. ITIL Maturity Model. | |
Unit-7 |
Teaching Hours:6 |
Tools, Technology & Trends
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IT Service Automation, Tools in various Lifecycle stages. Latest trends and developments in IT Service Management. Ethics issues in IT Service Management Lean IT Service Management. Role of IT Service Management in Green IT. IT Service Management for DevOps. Case Studies bringing it all together. | |
Text Books And Reference Books: Text Book 1. Orand, B., Villareal, J. (2013). Foundations of IT Service Management with ITIL 2011 (2nd ed.). ITILyaBrady.
Reference Book 1. AXELOS, (2011). ITIL Service Strategy. TSO. 2. AXELOS, (2011). ITIL Service Design. TSO. 3. AXELOS, (2011). ITIL Service Transition. TSO. 4. AXELOS, (2011). ITIL Service Operation. TSO. 5. AXELOS, (2011). ITIL Continual Service Improvement. TSO.
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Essential Reading / Recommended Reading Essential Reading 1. Brewster, E., Griffiths, R., Lawes, A., Sansbury, J., (2011). IT Service Management. British Informatics Society Limited. | |
Evaluation Pattern
CIA-1: 10 marks CIA-2: 25 marks CIA-3: 30 marks End Term: 30 marks Attendance: 5 marks | |
MBA543BM - RETAILING MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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To give a complete insight and knowledge of retailing and prepare students for careers in the area of organized retailing. To understand the various aspects of retailing: multichannel retailing, retailing strategy, customer relationship management, information systems and supply chain management, managing merchandise and store management. |
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Course Outcome |
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After completion of the course the students will be able to: Knowledge: (Domain Expertise CLO1 and Knowledge Application CLO2) Skills: (Problem Solving - CLO11, Research Skill - CLO12, Analytical Skill - CLO13, Creativity - CLO14, Practical Skill - CLO15, Presentation Skill - CLO16) store management, store layout design and visual merchandising. Attitude: (Team work - CLO21, Global Perspective - CLO23, Social Responsibility - CLO24, Ethical Outlook - CLO25) |
Unit-1 |
Teaching Hours:5 |
The World of Retailing
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Introduction to world of Retailing: its economic significance and opportunities. Types of retailers: trends in retailing, retailer characteristics, food and General Management merchandise retailers, non store retail formats, services retailing and types of ownership. Multichannel retailing: retail channels and shopping in future. | |
Unit-2 |
Teaching Hours:5 |
Retailing Strategy
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Retail market strategy: Planning and development, target market and retail formats, building sustainable competitive advantage, strategic retail planning process, business operations and financial developments: the structure of business, investment decisions, financial evaluation, strategic profit model. | |
Unit-3 |
Teaching Hours:4 |
Retail Location and SCM
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Retail locations and site selection: Trade Area Analysis - Huff Garvity Model, Catchment Analysis. Shopping centers, city or town location, free standing sites. Information systems and distribution: supply chain management, physical distribution, inventory and warehouse management. | |
Unit-4 |
Teaching Hours:7 |
Merchandise Management
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Merchandise planning: category management, sales forecasting, assortment planning process. Buying merchandise: branding strategies, sourcing decision, vendor development and management. Pricing strategies: objectives, pricing calculations and approaches, price adjustments. Retail communication mix: develop brand loyalty and image, selecting promotional mix, planning retail communication process. | |
Unit-5 |
Teaching Hours:5 |
Store Management
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Managing the store: recruiting and selecting store employees, socializing and training, motivation and evaluating employees, gaining competitive advantage, compensation and reward system, controlling cost by building employee commitment, trends in human resource. Store layout, design and visual merchandising: objectives of good store design, space planning, merchandise presentation techniques, importance of atmospherics. | |
Unit-6 |
Teaching Hours:4 |
E-tailing and International retailing
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E-Tailing: Importance of e-tail, E-Business Models, Product Placement in e-tail. Internationalization of retailing: shopping at world stores, internationalization process, culture, business and international management. | |
Text Books And Reference Books:
Levy, M., Weitz, B., Pandit, A. (2012). Retailing Management. Tata McGraw-Hill. reprint in 2013.
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Essential Reading / Recommended Reading
Berman, B., Evans, J. R.( 2008). Retail Management-A Strategic approach. Prentice Hall India. Newman, A. J. & Cullen, P., Retailing: Environment and Operations. Ed-Indian edition, New Delhi, Thompson. Bajaj, C. Bajaj, T. R. & Nidhi, V. S., Retail Management.Oxford University Press, India. Gilbert David, Retail Marketing Management.Pearson Education, India.
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Evaluation Pattern
Evaluation Pattern Evaluation will be continuous and conducted under three categories, a) Assignments. b) MCQ tests . c) End Term Examinations. CIA-1 Assignment 20 marks Weightage 10% CIA-II Assignment 40 Marks Weightage 25% MCQ Test 10 Marks Weightage 25% CIA-III Assignment 60 Marks Weightage 30% MCQ Test 10 Marks Weightage 30% Attendance 5 Marks Weightage 100% Total Marks 145 Marks Weightage 70% End-term Question Paper Format: Marks 50– Time - 2 hours Weightage 30% Section A - 10 marks 4 out of 6 questions (4 x 10=40 marks) If the case study has questions, students are expected to answer all those questions and if the case study has no questions then students are expected to follow logical method of problem identification, alternative generation and recommendations to solve the case study. Questions from self learning module would be included in the above mentioned pattern. | |
MBA543CF - FINANCIAL PLANNING AND WEALTH MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description With financial planning emerging as a prospective career opportunity, this course introduces the students to the nuances of various investment avenues, life cycle of investors, their objectives and asset allocation. This course brings in the application of various concepts which has been learnt in other courses. Course Objective
This course attempts to introduce the students to the nuances of various investment avenues, life cycle of investors, their objectives and asset allocation. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · Develop a conceptual and analytical understanding of the framework of financial planning process. · Understand different financial instruments that are available as savings instruments and the risk associated with each of those instruments. Skill · Develop key asset allocation strategies commonly adopted by wealth managers and undertake value investing techniques. · Calculate and quantify risk and return while managing funds or while evaluating various options for investing. Attitude · Develop an attitude of integrative thinking with emotive intelligence that is required to develop a discipline that is needed for understanding investment strategies and managing risk. · Understand the importance of spreading the knowledge of financial discipline in the context of investing. · Develop an ethically and socially responsible outlook towards being an investor as well as being an investment advisor in the realm of financial planning. · Understand the importance of collaborative functioning in diverse teams to achieve the common organizational goal of value creation for all the stakeholders. |
Unit-1 |
Teaching Hours:5 |
Overview on Financial Planning and Wealth Management
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Introduction to wealth management, Concepts of being rich, concept of asset classes, Risk and return trade-off and risk profiles. Introduction to financial planning, Life cycle analysis, Financial planning process, Why plan for the future? Indian perspective of critical issues in wealth management,. Financial Planning and Wealth Management Industry. Role of banks in Financial planning, client profiling and client management. | |
Unit-2 |
Teaching Hours:3 |
Role of Insurance
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Why buy insurance? Role of insurance as a risk mitigant, Introduction to various types of risks, Concept of insurable risks from an investor’s perspective, Various insurance products available – Life and Non Life, Concept of Human Life Value (HLV) and methods of computing HLVs. | |
Unit-3 |
Teaching Hours:4 |
Mutual Funds as an Asset Class
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What are Mutual Funds? Structure of a Mutual Fund, Mutual Fund structure in India, Type of Mutual Funds available for investment – Income, Liquidity, Debt, Equity, Sectoral, Index and ETFs. | |
Unit-4 |
Teaching Hours:7 |
Equities as an Asset Class
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Investing philosophies for Equities, Value Investing the long term strategy, Equity investing is not the same as Equity trading, How to identify industry or sector and a specific Equity for investment, Timing of investment, Alternate Equity based investment avenues like PMS, Margin Financing, IPO Financing and LAS. | |
Unit-5 |
Teaching Hours:6 |
Alternate Asset Classes
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Gold as an asset class and how to invest in Gold in India? Real Estate as an asset class, Challenges in investing in Real Estate, Urban Vs Rural, Residential Vs Commercial, Land Vs Build Properties, REIT, Private Equity, Venture Capital, Structured Notes, Quant Funds and Offshore Opportunities. | |
Unit-6 |
Teaching Hours:3 |
Asset Allocation and Strategies
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Asset allocation decision from an Investor’s perspective, Active Vs passive strategies, Asset allocation strategies – Strategic Asset Allocation, Constant Weighting Asset Allocation, Tactical Asset Allocation, Dynamic Asset Allocation, Insured Asset Allocation, Integrated Asset Allocation. | |
Unit-7 |
Teaching Hours:2 |
Evaluation and Investment Philosophies
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Holistic approach to wealth management advisory, Integrity and Ethics the bedrock of long term advisory roles, Inclusive Mass Affluent services Vs Niche HNI services, Thematics and SRI in Wealth Management, Ethical investment options and dos and donts from wealth industry stalwarts. Benjamin Graham, Warren Buffet and Peter Lynch, Investment Philosophy. | |
Text Books And Reference Books:
Dunn & Bradstreet., (2010), Wealth Management, Finance Essentials Series. New Delhi: Tata McGraw Hill Publications. | |
Essential Reading / Recommended Reading 1. Ashiya Manish., Wealth Management. ICFAI Press. 2. Facrber Esme., All about Investing. Tata McGraw – Hill Publications. 3. Introduction to financial planning by Indian Institute of Banking & Finance. Taxmann Publications P Ltd.
4. Kapoor Jack R., Dlabay L R, Huges R J,(2008). Personal Finance, New Delhi: Tata Mc-Graw Hills Publications. | |
Evaluation Pattern This is a non-exam course and will be evaluated through projects submissions | |
MBA544AH - HUMAN RELATIONS SKILLS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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The course is offered as a human resource elective in the second year. The course offers 19 skill areas under five major domains – intrapersonal effectiveness, interpersonal effectiveness, understanding and working in teams, and leading individuals and groups. It offers students a balance between theory and application. It provides tips and techniques as well as conceptual grounding to motivate participants to learn and apply a particular skill. This course is important because organizations are looking for employees with outstanding interpersonal skills to help them remain flexible and viable in today’s competitive workforce.
Course Objective This course attempts to inculcate among students the skill sets under five major domains to help them remain flexible and viable in today’s competitive workforce. |
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Course Outcome |
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Knowledge · Appreciate the key issues that people work with, and how to communicate effectively with them. Skills · Explore their own skills and to develop others as an effective manager. · Apply HR skills in tasks related to HR development and management. · Influence & manage individuals and groups, thereby enhancing human relations skills for improved performance at the workplace. · Assess level of effectiveness and enhance one’s own capability in each of the skills. Attitude · Engage in receiving feedback from others and encourage self-feedback for each skill. |
Unit-1 |
Teaching Hours:4 |
Self Awareness, Self disclosure and trust ? Personal & Interpersonal skills
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Journey into Self awareness, Self disclosure and trust,Establishing Gals consisyent woth your values and ethics , self management | |
Unit-2 |
Teaching Hours:3 |
Goal Setting and self management
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implement goal setting to acheive personal and professional goals, clarify what is impoprtant to me : my values and needs , write effective goals , evaluate options concerning ethical dilemmas Manage my time to acheive more amd be more efficient , identify stressors in my life and find ways to reduce or change my response to them, recognise and overscome barriers to self improvenment | |
Unit-3 |
Teaching Hours:3 |
Understand and working with diverse others and listening
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Understand the biases which we have towards others who are different from me, acept other's approaches and prespectives when they are completely different from my own learn to work effectively with others of defferent races ages seek out opportunities to increase the diversity and the benefits it brings to me personally and as a member of an organization | |
Unit-4 |
Teaching Hours:3 |
Conveying and persuading others
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Communication-Assertive communication-Sending messages effectively-Theories of persuasion-Making effective presentations.
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Unit-5 |
Teaching Hours:3 |
Negotiation and managing conflicts (3 hrs)
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Negotiation skills-Stages and strategies of negotiating- Integrity and ethics in negotiation- Current trends in negotiations-Conflict management strategies
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Unit-6 |
Teaching Hours:3 |
Building teams, work groups and facilitating team success
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Type of teams-Team developmental stages-High performance teams- Belbin’s team roles – Key facilitative interventions
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Unit-7 |
Teaching Hours:2 |
Effective meetings, making decisions and solving problems
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Strategies for effective meetings-Decision making process-Problem solving techniques-Creativity in problem solving.
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Unit-8 |
Teaching Hours:3 |
Power, politicking, networking and mentoring
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Types of power-Politicking strategies-Ethical issues in politicking-Building effective networks in organizations-Social network analysis- Types and stages of mentoring relationships | |
Unit-9 |
Teaching Hours:3 |
Coaching, providing feedback and project management
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Effective coaching behaviors-Counseling-Effective feedback-Challenges in providing and receiving feedback-Benefits of project management -Steps in managing projects.
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Unit-10 |
Teaching Hours:3 |
Leading and empowering self and others
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Effective leadership- Leaders vs. Managers-Self-leadership-Implementing empowerment-Empowerment through delegation. | |
Text Books And Reference Books:
Essential Reading
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Essential Reading / Recommended Reading Recommended Reading
2. Hegar, K. W. (2012). Modern Human Relations at Work. (11th edition). Cengage Learning.
3. Wallace, H. R. & Masters, A. (2012). Personal Development for Life and Work. Cengage Learning.
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Evaluation Pattern
Evaluation Pattern 1. 4 MCQ Tests - 50 marks 2. Practical Record – 15 marks 3. Individual Presentation - 10 marks 4. Group Presentation -15 marks 5. Written Assignment – 5 marks 6. Faculty assessment – 5 marks | |
MBA544AL - SERVICE OPERATIONS MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description This paper is offered as a subject in the fifth trimester for Lean operation and systems specialization. It emphasizes on the importance of effective operations management in the service industry. Students can develop and specialize on the various approaches to the efficient working of the service industry. The course is delivered mainly through case discussions. Course Objective This course attempts to help the students to specialize on the various concepts related to Service Operations management. |
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Course Outcome |
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At the end of the course students should be able to: Knowledge · Understand and identify the scope of different services and its challenges in an economy · Understand how managers determine the best approach to solve the problem through Lean Philosophy Skills · Plan and implement system’s approach to solve problems of services. · Gain skills to develop strategies to handle present and future challenges in services · Use latest tools and techniques for effective decision making Attitude · Value the interaction as a professional with all the stakeholders’ of a serviceOrganization · Appreciate relationship of all stakeholders in service supply chains |
Unit-1 |
Teaching Hours:3 |
Introduction to Service Operations Management
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Understanding of Services Economy, Nature of Services-service package and services classification, Increased role of services in Manufacturing and recent trends. Technology in Services – Technology in Service Encounter Emergence of self service, Automation in services, Internet services, Ethical dimensions of Services. | |
Unit-2 |
Teaching Hours:4 |
Service Operations Strategies (IRCTC Next Generation E Ticketing System-Case Study)
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Unit-3 |
Teaching Hours:5 |
Services Supply Chains and Sustainability -Akshaya Patra - Feeding India's School Children-HBR Case)
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Supply Chain management and logistics in services delivery. Strategies for sustainability, Role of Governments and NGOs, Lean Philosophies, Transformation of society towards a better model, Expansion Plans. | |
Unit-4 |
Teaching Hours:4 |
Services Quality (Starbucks Case:Transformation and Renewal: HBR Case)
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Importance of Service quality, Role of TQM, ambience, and technology absorption. | |
Unit-5 |
Teaching Hours:5 |
Services Management in Hotel and Tourism Industry (ITDCReport (Latest))
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Hotel and Tourism Industry in India- Present Status. Strategies for development of Hotel Industry. Role of state and central governments in developing Hotel and Tourism Industry. | |
Unit-6 |
Teaching Hours:5 |
Service Management in Retail (Branding in the age of Social Media-HBR Case)
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Importance of SMAC and Impact of Social Media Analytics on Retail and other allied services. | |
Unit-7 |
Teaching Hours:4 |
Current Trends, Growth and Globalization of Services
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Domestic growth and expansion strategies- Focused service, focused network, clustered service diversified network, Franchising, Generic International Strategies and Global service strategies. Ethical issues in servicing contracts | |
Text Books And Reference Books: Essential Reading 1.James A Fitzmmons, M. J. (Latest edition). Service Management -Operations, Strategy ,Information technology. New Delhi: Tata Mc Graw Hill.
Recommended Reading 1. ITDC Report (Latest) 2. KPMG Report on Retailing (Latest) | |
Essential Reading / Recommended Reading Essential Reading 1.James A Fitzmmons, M. J. (Latest edition). Service Management -Operations, Strategy ,Information technology. New Delhi: Tata Mc Graw Hill.
Recommended Reading 1. ITDC Report (Latest) 2. KPMG Report on Retailing (Latest) | |
Evaluation Pattern CIA I - 10 marks CIA II - 25 marks (mid-term exam) CIA III - 30 marks Attendance - 5 marks End-term exam - 30 marks | |
MBA544BH - ADVANCED ORGANIZATION BEHAVIOUR AND EMOTIONAL INTELLIGENCE (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This core course aids students to develop an understanding of functioning and design of organizations as social collectivities. It seeks to understand the reciprocal relationship between organizational characteristics (for e.g. Organizational structures and design, culture and change) and managerial behavior. It will develop theoretical and practical insight and problem solving capabilities for effectively managing the organizational processes.
A component of Emotional Intelligence has been included in the course as it is one of the strongest predictors of human performance. This course intends to increase students’ awareness of the usefulness of EI skills and equip them to apply the EI skills at the workplace. It will create opportunities to become aware of one’s own behaviour and understand others’ behaviour.
Course Content The course provides an insight into organizational processes, such as leadership, power and politics, organizational change, organizational culture and structures, how they can be fostered and enhanced. The students will gain awareness of the sources of emotions and learn how to deal with human emotions.
The goal of the course The student will appreciate the HR /people systems and processes required for emergent organizational forms. |
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Course Outcome |
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Knowledge · The student will be able to integrate basic concepts of leadership, power, organization culture, organizational change and development and organization structure as a distinct field in management with practical application. · The students would have acquired a thorough knowledge regarding the basic concepts of EI and their significance at the work place. Skill · The course develops the ability of students to understand one’s own behaviour and its impact on others at the workplace · The student will be able to plan interventions which involve ability to diagnose and effectively deal with human behaviour at the workplace. · The students would have acquired a thorough understanding of the various EI skills and their applications at the work place. Attitude · The students will have a proactive and holistic approach toward dealing with people challenges. · The students would have acquired a thorough understanding of EI as a concept resulting in behaviour changes in their professional as well as their social interactions involving emotions. |
Unit-1 |
Teaching Hours:7 |
Unit I Leadership, Power and Politics
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Historical Development, Contemporary definitions of leadership, Theories of leadership, Applications of selected leadership theories in analyzing behavior (Self and others) Issues in leadership: Leadership in the Digital world, Ethical Issues, Servant leadership, Bases of Power, Power tactics, Political behavior in organisations
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Unit-2 |
Teaching Hours:3 |
Organizational Change and Development
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Concept, Focus of change, Resistance to change, Approaches to managing organizational culture, /creating a culture of change, Concept and characteristics of organizational development, OD values , OD interventions (individual / group /organizational level)
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Unit-3 |
Teaching Hours:3 |
Understanding Organizational culture
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Definition, Characteristics of organizational culture, Characteristics of a strong culture, Determinants of cultural identity Frameworks: Geart Hofstede Clyde Cluckhohn, TE Hall, Implications: Adjusting to a new culture, Competencies of a global manager. | |
Unit-4 |
Teaching Hours:3 |
Organizational Structures
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Definition of organization, Dimensions, Determinants: Strategies, Organizational Design, Technology, Environment, Power control, Choosing the right structural form | |
Unit-5 |
Teaching Hours:7 |
Emotional Intelligence background and overview
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Introduction, Significance of emotions, Historical development of the concept, Physiology of emotions, The Marshmallow experiment and its significance. Emotional Intelligence and Intelligence Quotient, The EI models of John Mayer, Peter Salovey and Daniel Goleman | |
Unit-6 |
Teaching Hours:7 |
Emotional Intelligence and the work place
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Introduction. Emotions and the early childhood, EI and higher education. The significance of EI in today’s world. The business case for EI from various emotionally intense professions like insurance, training, sales/marketing and teaching. EQ and leadership effectiveness. Harnessing EI to create productive and happier workplaces. Building emotionally intelligent work teams. (Self learning module) Measuring EQ- MSCEIT (Mayer-Salovey-Caruso Emotional Intelligence Test ) The Emotional Quotient Inventory (EQ-i) | |
Text Books And Reference Books:
1. Robbins, S P., Judge, T A and Vohra, N (2013). Organizational Behavior. 15th Edition, Prentice Hall of India. 2. Singh,D (2007). Emotional Intelligence at work- A Professional Guide Sage Publications, India
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Essential Reading / Recommended Reading
1. Adler, N. J & Gundersen, A.(2008). International Organizational Behavior ,5th Edition, Cengagge Learning India Private Limited.. 2. Helriegel, D., Slocum, J. N., & Woodman, R. W. (2010). Organizational behavior. Macgraw-Hill. 3. Hodegetts, R. M. (2011). Organizational behavior. Macmillan.. 4. Greenberg, J., & Baron, R. A. (2009). Behavior in organizations. Prentice Hall of India. 5. Nelson, D.I & Quick, J.C (2013). Organizational Behavior, Thomson South Western. 6. Pareek.U (2013). Understanding Organizational Behavior. Oxford University Press. 7. Kreitner, R & Kinicki, A (2012). Organizational behavior. McGraw Hill. 8. Goleman D (2006) Social Intelligence, Hutchinson, London 9. Hogan K (2006) The Science of Influence , Wiley and Sons India (P) Ltd 10. Thaler R.H Sunstein C & Nudge (2008) Improving decisions about health, wealth, and happiness, Penguin. 11. Baron R.A & Byrne D (2000) Social Psychology , Pearson Education. 12. Anastasi A & Urbina ( 1997) Psychological Testing , Pearson Education.
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Evaluation Pattern
Practical Record: 65 marks Individual Presentation 15 marks Group role play: 15 marks This is in form of continous internal assessment. Attendance: 5 marks Total : 100marks | |
MBA544BL - MANAGING AUDIT OF INFORMATION SYSTEMS, RISKS AND CONTROLS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description This course is offered as a choice-based three-credit elective course for students of LOS specialization in the fifth trimester. The course is targeted at students who may want to get into Information Systems auditing or risk management as a career, as well as those students who wish to effectively address IT risks and face audits related to IS in their areas of work.
Course Objective This course attempts to provide students an introduction to IS Audits, IT Risks and Controls domains. Not only does the course aim to make students aware of various frameworks, standards and guidelines, but also perform IS audits in different domains, including IT governance and management. Modelled on the curriculum of Certified Information Systems Auditor (CISA) by ISACA, the professional Association for Information Systems Audits & Controls, the course aims to position the students for roles & domains that need a CISA expertise. |
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Course Outcome |
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At the end of the course, students should be able to: Knowledge Skill Attitude |
Unit-1 |
Teaching Hours:3 |
Introduction to IS Audit Function
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Unit-2 |
Teaching Hours:3 |
Risks and Controls Assessment
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Unit-3 |
Teaching Hours:3 |
Performing IS Audits
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Unit-4 |
Teaching Hours:6 |
Auditing Governance and Management of IT
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Unit-5 |
Teaching Hours:6 |
Auditing Information Systems
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Unit-6 |
Teaching Hours:7 |
Auditing Protection of Information Assets
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Unit-7 |
Teaching Hours:2 |
Ethics & Current Trends
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Text Books And Reference Books:
1. Cannon, D.L., O’Hara, B.T., & Keele, A. (2016). CISA - Certified Information Systems Auditor Study Guide (4th ed). Sybex. | |
Essential Reading / Recommended Reading
1. CISA Review Manual (25th ed, 2016). ISACA. 2. ITAF – A Professional Practices Framework for IS Audit / Assurance (3rd ed)`. ISACA | |
Evaluation Pattern
CIA 1 - 10 marks CIA 2 - 25 marks CIA 3 - 30 marks End Term - 30 marks Attendance - 5 marks | |
MBA545A - CUSTOMER CENTRICITY (2018 Batch) | |
Total Teaching Hours for Semester:6 |
No of Lecture Hours/Week:30 |
Max Marks:3 |
Credits:3 |
Course Objectives/Course Description |
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This is a course that is offered to engage participants in developing meaningful perspective on the significance of identifying customer as a stakeholder while taking business decisions. The course employs a cross-functional approach by exploring how principles and ideas of marketing could be effectively used in the conduct of varied functional decisions in business such as human resources, research and development, mobilizing capital from the investment markets. The course adopts a participant centered learning approach where the content is largely driven through engaging discussions on case studies, concepts and observable applications of concepts in business situations. Participants are required to be prepared to read materials suggested by the course anchor and make subsequent presentations to the peer group. The competence of participants is evaluation using diverse approaches- case study analysis and presentation, business simulation games and a term paper. This course offers 3 credits. |
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Course Outcome |
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On completion of the course, participants will be able to; Knowledge; 1. Appreciate cross-disciplinary nature of marketing decisions 2. Demonstrate deeper understanding of application of marketing principles in a variety of business decisions Skills; 3. Chart out the various customer engagement initiatives to be taken by managers of various functions in business 4. Create a customer centric decision plan for business at the strategic level Attitude; 5. Develop sensitization towards the significance of customers’ role in key business decisions 6. Develop a multi-dimensional perspective on business with customer as the primary stakeholder |
Unit-1 |
Teaching Hours:10 |
Serving the Customer
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Solution selling for strategic segments, reducing customer risk & cost & increasing revenues through solution selling; Pricing – issues & challenges for different strategic segments; Emergence of retail power & the influence on pricing.
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Unit-2 |
Teaching Hours:5 |
Understanding the Customer
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Brand as a strategic asset, meaning & importance of branding, brand extensions, parent & child brand strategies; Valuing a brand, brand valuation methods – price-based, cost-based method; Brand Equity – CBBE Model. | |
Unit-3 |
Teaching Hours:6 |
Practicum
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Customer Centricity: HBR/Non HBR - Non HBR - The Wharton School, University of Pennsylvania
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Unit-4 |
Teaching Hours:9 |
Term Paper
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Literature Review [30 research articles]on assigned topics on Customer Centricity | |
Text Books And Reference Books:
1. A never before world by Rama Bijapurkar | |
Essential Reading / Recommended Reading
1. Marketing as strategy by Nirmalya Kumar 2. Case studies;All the case studies prescribed
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Evaluation Pattern Non Exam based | |
MBA545B - PERSONAL FINANCIAL PLANNING (2018 Batch) | |
Total Teaching Hours for Semester:15 |
No of Lecture Hours/Week:1 |
Max Marks:0 |
Credits:1 |
Course Objectives/Course Description |
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This course is focused on sharing the best practices in the area of saving and investing as practiced by high net-worth individuals in India and abroad. This course attempts to help students to understand the conceptual and analytical framework of financial planning process.
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · Understand the conceptual and analytical framework of financial planning process. · Understand the conceptual and analytical framework of different financial / savings instruments, their risk and return profiles and using these financial / savings instruments in managing funds. Skill · Use value investing techniques and key asset allocation strategies commonly adopted by wealth managers. Attitude · Develop an attitude towards savings and the financial discipline to do the same. · Understand the importance of spreading the knowledge of financial discipline in the context of managing risk. · Understand and appreciate the ethical and social dimensions of Financial Planning. |
Unit-1 |
Teaching Hours:5 |
Overview on Financial Planning and Wealth Management
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Introduction to wealth management, concept of being rich, concept of asset classes, risk and return trade-off and risk profiles. Introduction to financial planning, life cycle analysis, financial planning process. Answering, why plan for the future?
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Unit-2 |
Teaching Hours:3 |
Role of Insurance
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Why buy insurance? Role of insurance as a risk mitigate. Introduction to various types of risks, concept of insurable risks from an investor’s perspective. Various insurance products available – Life and Non Life, Concept of Human Life Value (HLV) and methods of computing HLV | |
Unit-3 |
Teaching Hours:4 |
Mutual Funds as an Asset Class
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What are Mutual Funds? Structure of a Mutual Fund, Mutual Funds in India, Type of Mutual Funds available for investment – Income, Liquidity, Debt, Equity, Sectoral theme based schemes and ETFs. | |
Unit-4 |
Teaching Hours:6 |
Equities as an Asset Class
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Investing philosophies for equities. Value investing, the long term strategy. Equity investing versus equity trading. How to identify industry or sector and a specific equity for investment? Importance of timing of investment. Alternate equity based investment avenues like PMS.A discussion on Behavioral finance in the context of investing in equities. | |
Unit-5 |
Teaching Hours:5 |
Alternate Asset Classes
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Gold as an asset class and how to invest in gold in India? Real Estate as an asset class. Challenges of investing in real Estate. Urban Vs Rural, Residential Vs Commercial, Land Vs Built Properties, REIT, Private Equity, Venture Capital, Structured Notes, Quant Funds and Off-shore opportunities | |
Unit-6 |
Teaching Hours:3 |
Asset Allocation Strategies
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. | |
Unit-7 |
Teaching Hours:2 |
Taxation and Financial Planning
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Income under the head Capital gains, Income from House property and Income from other sources to the extent relevant to financial planning. TDS on various income concerning | |
Unit-8 |
Teaching Hours:2 |
Service offering models in WM industry
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Holistic approach to wealth management advisory, Integrity and Ethics the bedrock of long term advisory roles, Investment philosophies of Benjamin Graham., Warren Buffet and Peter Lynch. | |
Unit-9 |
Teaching Hours:15 |
Project work
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A team of two students will undertake a project related to ‘Personal Financial Planning’ and submit a written report. The Project work provides a platform for students to practice and experiment their learning. The student should identify a topic of interest in consultation with teaching faculty. As far as possible the most relevant and current problems of the industry related to personal financial planning must be addressed. Cross functional topics are allowed with the consent of teaching faculty.
Procedure:
a. The project needs to be from Industry related to personal financial planning. b. Project identification. Project identification should be based on industry interaction carried out by the students during the first 20 days of the course. c. Problem definition. Problem definition for the project and project methodology needs to be submitted by every student within 30 days of starting of the course. d. Literature review. Students will carry out literature review and industry survey with the aim to understand the existing theoretical frameworks, empirical studies and methodologies and help the student develop critical review skills. d. Project work. Project work will be completed within a period of 60 days from the start date of the course. e. Project report. A project report consisting of Problem Definition, Literature survey, project Methodology, Results and analysis, recommendations and references will be submitted in spiral bound form. | |
Text Books And Reference Books:
Essential ReadingNational Institute of Securities Market – Financial advisor’s workbook | |
Essential Reading / Recommended Reading
Recommended Reading
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Evaluation Pattern Evaluation is through a project work and written examinations and marks will be submitted at the end of sixth trimester | |
MBA545C - SUSTAINABLE BUSINESS MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:15 |
No of Lecture Hours/Week:2 |
Max Marks:0 |
Credits:1 |
Course Objectives/Course Description |
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This course provide a comprehensive overview of the concepts, strategies and practices of sustainable business. Sustainable Business examines business strategies in response to environmental and social challenges. The course assists students to understand the costs, benefits and risks associated with driving toward sustainable businesses. Course Objective Students undergoing this course are expected to become the facilitators and drivers of sustainability in their respective organizations. Course Content The pedagogy is based on case discussions, review of research papers on sustainability, student assignment to evaluate sustainable initiatives of select businesses and class room discussions. Thirty hours is dedicated to class room based pedagogy and fifteen hours learning is based on project work.
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Course Outcome |
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At the end of the course students should be able to: Knowledge · Acquire an understanding of business risks and opportunities created by sustainability initiatives in businesses. · Understand the current industry practices and enforcement policies related to sustainability. · Appreciate the competitive advantage by practicing sustainability and thus effectively deal with the sustainability challenges that they may encounter. Skill · Formulate and implement business responses and actions with regard to the triple bottom line, sustainable development and Govt policies and enforcement laws on environmental protection and sustainability. · Provide a platform for students to practice and experiment their learning by way of a seminar and project work. Attitude · Be drivers of sustainability in their respective organizations by generating awareness of corporate social responsibility and good stewardship practices as business leaders. · Encourage innovation in business practices and entrepreneurial opportunities created by the “sustainability” movement by profiling business cases. |
Unit-1 |
Teaching Hours:3 |
Sustainable Development - Introduction
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Concept and definition of sustainable development, guiding principles of sustainability, Social, Ecological and Economic indicators of sustainability, Global sustainability challenge. | |
Unit-2 |
Teaching Hours:5 |
Corporate Sustainability Strategies
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Conventional vs. sustainable businesses, reasons for implementing sustainable businesses, enablers and barriers of sustainable businesses. Risks, opportunities and challenges of sustainable businesses. Innovation, Collaboration, Technology, Process improvement, Carbon Trading, Cap and trade, Carbon offset schemes. | |
Unit-3 |
Teaching Hours:5 |
Sustainable Supply Chain Management
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Conventional vs. sustainable operations, The Ecosystem Framework for Sustainable Supply Chains, Forward-Backward Supply chains, Re-features in Supply Chain Design (Re-use, Recycle, Re-manufacture), Green Procurement, Logistics : Freight Consolidation and mode selection., Risks in sustainable Supply Chain Management; Cradle to Cradle Protocol | |
Unit-4 |
Teaching Hours:4 |
Sustainability Reporting and Performance Measurement
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Life Cycle Analysis (LCA), ISO 14040, Reporting and disclosure, Carbon footprint. Direct and indirect emissions, Energy auditing, Performance measures for business sustainability. | |
Unit-5 |
Teaching Hours:4 |
Industrial Waste Management Challenges
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Types and classification of industrial wastes, Hierarchy of waste management, Challenges in Solid waste management, Hazardous waste management, e-Waste management, Nuclear waste management. Cost benefits of waste management. | |
Unit-6 |
Teaching Hours:4 |
International standards for compliance to sustainability
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Environmental Management System (EMS), ISO 14001, OHSAS, ISO 26000, Pollution control and regulatory agencies: State Level, National Level and International Level | |
Unit-7 |
Teaching Hours:5 |
Current Trends
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Analysis of Annual Sustainability Reports of Indian as well as Multi National Businesses, Latest trends and research in sustainability, Ethical aspects of Sustainability and development, Corporate social responsibility practices, socially responsible businesses. Concept of good stewardship practices as business leaders. | |
Unit-8 |
Teaching Hours:15 |
Project Work - Field work
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Project Work (15 Hrs) A team of two students will undertake a project related to business sustainability and submit a written report. The Project work provides a platform for students to practice and experiment their learning. The student should identify a topic of interest in consultation with teaching faculty. As far as possible the most relevant and current problems of the industry related to sustainability must be addressed. Cross functional topics are allowed with the consent of teaching faculty.
Procedure: a. The project needs to be from Industry/ NGOs /Govt.organization/ socio-economical issues related to sustainability. b. Project identification. Project identification should be based on industry interaction carried out by the students during the first 20 days of the course. c. Problem definition. Problem definition for the project and project methodology needs to be submitted by every student within 30 days of starting of the course. d. Literature review. Students will carry out literature review and industry survey with the aim to understand the existing theoretical frameworks, empirical studies and methodologies and help the student develop critical review skills. d. Project work. Project work will be completed within a period of 60 days from the start date of the course. e. Project report. A project report consisting of Problem Definition, Literature survey, project Methodology, Results and analysis, recommendations and references will be submitted in spiral bound form. Suggested topics for project work (The list is indicative. Students should select appropriate topic based on industry visits and their interest) 1. Assessing the environmental impacts of freight transport 2. Carbon auditing of companies/ products / supply chains. 3. Evaluating environmental costs of logistics/ product development/ production/ marketing 4. Reducing energy consumption in production/ logistics/ administration of selected organization. 5. Stakeholder identification and engagement in selected business enterprises 6. Development of fair operating practices in selected areas of businesses. 7. Sustainability performance measurement in supply chains/ organizations.
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Text Books And Reference Books: 1.Daniel C. Esty and Andrew S. Winston (2009). Green to Gold: How Smart Companies Use Environmental Strategy to Innovate, Create Value, and Build Competitive Advantage, John Wiley & Sons. 2.N. Viswanadham and S. Kameshwaran (2013). Ecosystem-Aware Global Supply Chain Management, World Scientific Publishing Co. Pte. Ltd. 3.Paul, T. W.(2013). Waste treatment and disposal. John Wiley and sons. 4.Petra Molthan-Hill, (2014). The Business Student's Guide to Sustainable Management: Principles and Practice, Greenleaf Publishing Ltd, UK.
5. H. M. Saxena, Environmental Ecology, Biodiversity and Climate Change: Towards Sustainable Development. Rawat Publications. | |
Essential Reading / Recommended Reading 1. Beamon, B. M. (2005). Environmental and sustainability ethics in supply chain management. Science and Engineering Ethics, 11(2), 221-234. 2. Toffel, M. W., & Van Sice, S. (2011). Carbon Footprints: Methods and Calculations. Harvard Business School Technology & Operations Mgt. Unit Case, (611-075). 3. Bergmiller, G. G., & McCright, P. R. (2009, May). Parallel models for lean and green operations. In Proceedings of the 2009 Industrial Engineering Research Conference. 4. Sarkis, J. (2003). A strategic decision framework for green supply chain management. Journal of cleaner production, 11(4), 397-409. 5. Linton, J. D., Klassen, R., & Jayaraman, V. (2007). Sustainable supply chains: an introduction. Journal of Operations Management, 25(6), 1075-1082. | |
Evaluation Pattern Evaluation for this course will happen during 6th Trimester. | |
MBA545D - MANAGING PEOPLE AT WORK (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:150 |
Credits:3 |
Course Objectives/Course Description |
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A major challenge for today's supervisors and managers is the ability to motivate and manage people in an ever changing and increasingly complex workplace. In addition to managing resources effectively and efficiently while achieving quality results, supervisors and managers are also expected to be leaders with vision and have the ability to create a work environment where their employees can thrive and succeed. The objective of this course is to understand the key issues that people work with, and how to communicate effectively with them. It offers students a balance between theory and application. It provides tips and techniques as well as conceptual grounding to motivate participants to learn and apply a particular skill.
The pedagogy is based on lectures, seminars, class room discussions, experiments and role plays for experiential learning. Thirty hours will be dedicated to class room based pedagogy and fifteen hours learning will be based on experiments and project work. |
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Course Outcome |
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Knowledge: · Lead teams successfully · Enhance human relations skills for improved performance at the workplace · Increase self efficacy in tasks and duties relating to human resource development and management · Engage in receiving feedback from others and encourage self-feedback. · Mentor and coach subordinates and handle people issues at work. Skill: · Manage people at work effectively · Lead teams effectively · Deal with conflicts at work using effective interpersonal skills Attitude: · Evolve in to a people sensitive manager with a collaborative mind set. · Receive feedback and use it constructively. |
Unit-1 |
Teaching Hours:7 |
Managing Self
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Self-awareness, Self-disclosure and trust – Personal & Interpersonal skills, Goal Setting and self-management | |
Unit-2 |
Teaching Hours:9 |
Managing Others
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Understand and working with diverse others and listening. Conveying and persuading others. Negotiation and managing conflicts
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Unit-3 |
Teaching Hours:5 |
Team building and Management
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Building teams, work groups and facilitating team success. Effective meetings, making decisions and solving problems.
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Unit-4 |
Teaching Hours:6 |
Leading Individuals and Groups
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Power, politicking, networking and mentoring. Coaching, providing feedback and project management. Leading and empowering self and others | |
Unit-5 |
Teaching Hours:3 |
Current trends
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Social network analysis, Virtual team management, Cross-cultural management, Diversity Management | |
Unit-6 |
Teaching Hours:15 |
Project
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A team of two students will undertake a project related to HR skills for managing people at work and submit a written report. The Project work provides a platform for students to practice and experiment their learning. The research design of the project has to be experimental in nature. The student should identify a topic of interest in consultation with teaching faculty. As far as possible the most relevant and current problems of the industry related to managing people at work must be addressed. | |
Text Books And Reference Books:
Essential Reading
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Essential Reading / Recommended Reading Recommended Reading
2. Hegar, K. W. (2012). Modern Human Relations at Work. (11th edition). Cengage Learning. 3. Wallace, H. R. & Masters, A. (2012). Personal Development for Life and Work. Cengage Learning. | |
Evaluation Pattern
Evaluation Pattern 1. 4 MCQ Tests - 50 marks 2. Practical Record – 15 marks 3. Individual Presentation - 10 marks 4. Group Presentation -15 marks 5. Attendance– 10 marks 6. Project -50 marks | |
MBA545E - FAMILY BUSINESS MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:10 |
No of Lecture Hours/Week:2 |
Max Marks:0 |
Credits:1 |
Course Objectives/Course Description |
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Course Description Family Businesses compose most of the businesses that operate in the country. The successes of these businesses contribute to the over-all economic health of the country. The course is designed for professionals who intend to manage their family business and for developing the business. This course promotes the continuity of successful family businesses and provides the knowledge necessary to support those family es for whom continuity of family in business is a strategic objective. The best practices examined provide a road map to enable the family business to avoid the universal “shirt sleeves to shirt sleeves in three generations”. The issues and risks which lie at the intersection of ownership, control, and management of family businesses and the practices necessary to ensure effective optimization of business subsystems will be explored.
Course Objective This course attempts to provide the participants an opportunity to understand their family business better and to prepare them for expansion/diversification through phases of transition so as to ensure the professionals growth. |
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Course Outcome |
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Learning Outcomes: By the end of the course, the student should be able to: Knowledge · To provide the participants an opportunity to understand their family business better, · To prepare them for expansion/diversification through phases of transition · To help the professionals grow in an environment of increased competition Skill · To prepare students in areas like planning, objective setting and astute management of their family’s business. · To build long term values for the family, the business and its stakeholders Attitude · To create an atmosphere of trust and values for the success of family business. Level of Knowledge: Working and Applied |
Unit-1 |
Teaching Hours:6 |
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Unit I Introduction
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Meaning of family; Family Relationships and Family Systems; Characteristics of Family Businesses; Successful Family Businesses. Family business system model, Five attributes of enduring family business, 4 dimensions of family business, Five formal organizational structures. Four stages of ownership. | ||||||||||||||||||||||||||||||||||||
Unit-2 |
Teaching Hours:6 |
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Unit II Next Generation
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Renewing Entrepreneurship; Building Understanding and Trust; Estate Planning, Trusts and Other Devices; Theories of leadership coaching, new model of leadership development. | ||||||||||||||||||||||||||||||||||||
Text Books And Reference Books: Ernesto J. Poza., Family Business, 3rd Edition, South-Western Cengage Learning.2010 | ||||||||||||||||||||||||||||||||||||
Essential Reading / Recommended Reading
1. Jakhete, Jyoti.Family Business Management, Prashant Publications, New Delhi. 2008 2. Carlock S, Randel. Ward L, John.Strategic Planning for the Family Business, Palgrave Macmillan, New York. 2006 | ||||||||||||||||||||||||||||||||||||
Evaluation Pattern Evaluation criteria: CIA - 1 will be conducted in 5th trimester. All other CIAs and end term examinations in 6th trimester only
1. The decentralised evaluation policy will continue next AY for both Senior and Junior Batches (Trimester 1 and 4). This means 70% for internal assessments and 30 % for End Trimester Exams. The 70% internal assessment includes 5% for attendance. Therefore, the CIA components will be for 65%.
2. The Internal Assessment will be done as under:
3. End Trimester Exam (ETE) (30% Marks) will be for 2 Hrs / 50 Marks
4. Passing criteria for a subject is overall 50% with a minimum of 40% for ETE.
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MBA551F - SMALL AND MEDIUM ENTERPRISES (2018 Batch) | ||||||||||||||||||||||||||||||||||||
Total Teaching Hours for Semester:10 |
No of Lecture Hours/Week:1 |
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Max Marks:50 |
Credits:0 |
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Course Objectives/Course Description |
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Course Description This course is offered as an add-on / optional to the students of MBA programme to provide a practical understanding of various issues concerning Small and Medium Enterprises including setting up of, financing and rehabilitation. Funding SME by banks is gaining importance in view of the important role that SMEs are playing in the overall growth of our Indian economy. Course Objective
This course attempts to provide students a practical understanding of various issues concerning Small and Medium Enterprises including setting up of, financing and rehabilitation. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · Understand the various issues while setting up a SME by an entrepreneur. · Gain knowledge of appraising a SME proposal from marketing and finance perspective and funding. · Learn the rehabilitation issues connected with SMEs. Skill · Develop comprehensive business plans and also analyze from a banker’s perspective. Attitude · Appreciate the ethical and social and governance dimensions in the management of small and medium enterprises. · Understand the importance of collaborative functioning in diverse teams to achieve the common organizational goal of value creation to all the stake holders. |
Unit-1 |
Teaching Hours:1 |
SME Concepts
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Nature and development of Entrepreneurship in SME business. Entrepreneurial decision process – Components of industrial activity and its characteristics – Role of SMEs – Concepts and definition of SME – The Micro, Small and Medium Enterprises Development Act, 2006. Institutional support for SMEs- Government Policy regarding SMEs in India. Growth and performance of SMEs. | |
Unit-2 |
Teaching Hours:2 |
Financiers Appraisal Of SME Proposal From Marketing Perspective
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Marketing concepts relevant to SMEs (Ring Toss Game) – Starting the business – Basic business idea and innovation – Opportunity recognition – Choice of product- Planning and development process -Market segmentation and its relevance to SME. Product mobility and diversification. Nine successful brand strategies to build winning brands. | |
Unit-3 |
Teaching Hours:1 |
Legal Issues For SME
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Legal issues in setting up the organizations with respect to various forms of organizations. Statutory registrations and clearances required for setting up a SME. SARFASI Act. Equitable mortgage, pledge and hypothecation- the legal issues involved. | |
Unit-4 |
Teaching Hours:3 |
Project Appraisal And Preparation
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Techno economic feasibility studies. Man Machine Materials utilization. Assessment of plant capacity. Inventory control and materials management- Just in time production, planning and control. Make or Buy decision. Costing, Pricing and Productivity mix. Working Capital assessment- Balance Sheet preparation and analysis- Cash Flows relevant for loan sanctions- Application and relevant format. The aspects which a bank look for in a proposal before sanctioning. | |
Unit-5 |
Teaching Hours:3 |
Financing A New Venture
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Sources of capital – overview. Debt or Equity financing. Internal or external funds. Funding from banks and financial institutions. Various schemes and type of loans: Cash Credit Loans, Medium and Short term loans, Collateral Free Loans- Clean Cash Credit and Clean Term Loans, Composite Loans, Pre-shipment and Post-Shipment export packing credit, Non fund based loans - LC / Guarantees, SME Transport Operators financing schemes, Mortgage loans. Relevance of bank credit rating in appraisal and sanction. CRISIL and ICRA credit rating agencies, Government and Developmental agencies support. | |
Unit-6 |
Teaching Hours:1 |
Rehabilitation of Sick SMEs
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Stresses and strains of a SME entrepreneur (a game). Problems for SME- Sickness in SME- Criteria to identity sickness, causes, symptoms and remedial measures of sickness. Rehabilitation packages. | |
Unit-7 |
Teaching Hours:9 |
Other Learning Methods
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a. MANAGEMENT GAME: Students (as a team) will create a venture model and run the same. The team that crosses all hurdles within the given time frame and makes the maximum profit (without incurring losses) is the winning team. b. CASE STUDIES: On Marketing, Finance and Sickness of SMEs. c. MINI PROJECT WORK which would develop a project report suitable to be submitted to banks for loan consideration. This involves field work to identify customer preferences and market potential.
d. INTERFACE with the Head of Credit Processing Cell of a leading bank like SBI. | |
Text Books And Reference Books:
There is no prescribed text for this course. Self made materials would be provided to the students by the resource person. | |
Essential Reading / Recommended Reading http://msme.gov.in/ http://www.techsmall.com/index.htm
http://www.ficci.com/ | |
Evaluation Pattern
The evaluation would be done by the resource person through project works, class participation and other assignments prescribed from time to time during the conduct of the course. Minimum pass percentage is 40. The course will appear in the fifth trimester transcript for the students who are qualified. | |
MBA552F - PROJECT APPRAISAL AND FINANCE (2018 Batch) | |
Total Teaching Hours for Semester:10 |
No of Lecture Hours/Week:1 |
Max Marks:50 |
Credits:1 |
Course Objectives/Course Description |
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Course Description This course is designed to provide exposure on how a project deal can be organized from Industrial, Legal and Financial standpoints and the alternatives for funding it.
Course Objective This course attempts to provide exposure to students on how a project deal can be organized from Industrial, Legal and Financial standpoints and the alternatives for funding it
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Course Outcome |
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Learning Outcomes By the end of the course, the students should be able to: Knowledge · Imbibe a comprehensive understanding related to the design, organization and funding options for complex long-term projects. · Become aware about the industrial, legal and financial issues of the projects. Skills · Design and organize a socio-economically viable project. · Conduct viability and feasibility study of a project. Attitude · Inculcate the habit of taking a 360 degree view of environment before decision making involving projects. · Develop an attitude that incubates and supports ethically and socially responsible projects. |
Unit-1 |
Teaching Hours:2 |
The market for project finance: Applications and sectors
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Evolution of project finance and market segments; The global project finance market; The domestic project finance market.(Self learning unit) | |
Unit-2 |
Teaching Hours:3 |
Project Characteristics, Risk Analysis and Risk Management
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Identifying project risks; Risk allocation with contracts stipulated by the SPV; Summary of the Risk management process. | |
Unit-3 |
Teaching Hours:3 |
Valuing the Project and Financing the Deal
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Analysis of operating cash flows and their behavior in different project life-cycle phases; Defining the optimal capital structure for the deal; Financial viability and the Cover ratios used to measure it; Sensitivity Analysis and Scenario Analysis. | |
Unit-4 |
Teaching Hours:2 |
Legal and Ethical Aspects of Project Finance
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Special characteristics of a project company; Contract structure of the deal. Ethical Projects, Ethical Ready Proposals, Ethical monitoring during project implementation, Preventing Project Frauds, Benefits of ethical behaviour.
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Text Books And Reference Books: Essential Reading 1. Stefano, Gatti. (2008). Project finance in theory and practice – Designing structuring and financing private and public projects. Edition (Indian) Academic, Press - An imprint of Elsevier.
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Essential Reading / Recommended Reading Recommended Reading 1. Fabozzi, F., &Nevitt, P.K. (2006). Project financing (7th ed.). London: Euromoney. 2. Yescombe, E.R. (2003). Principles of project finance. San Diego, CA: Academic Press. 3. Scott, H. (2007). The law and business of international project finance (3rd ed.). Cambridge Univ. Press. 4. Sarda Govind Prakashan,D.P. Handbook on project appraisal and follow-up - A practical guide. Prasanna, Chandra. Projects - planning, analysis, selection, financing, implementation and review – CFM -TMH Professional series in finance | |
Evaluation Pattern Marks CIA 1 10 Assignment CIA 2 15 MCQ CIA 3 20 Project Attendance 5 Total 50 | |
MBA583 - INDUSTRY PRACTICUM - LOS (2018 Batch) | |
Total Teaching Hours for Semester:15 |
No of Lecture Hours/Week:1 |
Max Marks:0 |
Credits:1 |
Course Objectives/Course Description |
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The objective of this course is to provide industry exposure and environment for students to enable them to learn practically. Students undergoing this course are expected to take up a project in the industry and accomplish the set objectives. This will facilitates students to apply the knowledge they have acquired in their specialization area. Course Content The curriculum integrates applied learning through the Industry Practicum. It provides an avenue where the students can integrate concepts learnt, apply their learning, and gain new perspectives on business. This is experiential learning and hands on, also known as “learning by doing”. The Practicum is offered as an alternative to the Dissertation and the Industry gets a lot of value in having bright people look at things in different ways. They feel it is great to tap into younger minds and get the new ideas and the insight on new trends. The pedagogy is based on practical work and the students have to identify a task with set objectives and need to complete it in the industry so chosen for this industry practicum. |
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Course Outcome |
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At the end of the course, students should be able to: Knowledge: · Acquire an understanding of business processes, business working environment and identification of problems or issues faced by the industry. · Formulate and implement business solution for the problem identified and address the objectives set out for the Industry Practicum. · Familiarize innovation in business practices and learn the problem solving skills. Skill: · Practice and experiment their learning by way of a project work. · Develop Written and verbal communication for the 21st Century. Students can prepare and present effective, well organized professional material in an effective manner, both orally and in writing (including presentation decks, graphical displays of numeric data, executive summaries, e-mails, etc.). Attitude: · Solve large and complex technical challenges .Students are able to map large scale business challenges and questions into structured problems, and apply analytical techniques to solve them. · Nurture Collaboration and able to work in groups.Students can navigate corporate culture, and avoid potential obstacles to project success. · Reflect on professional learning. Students gain a deeper understanding of their personal strengths and weaknesses in the areas of technical skills, communication skills, and leadership. Level of Knowledge Students are expected to have prior basic understanding of business practices, specialization related concepts, application of such concepts in the area of operations and systems management before they undertake this course. The course presents conceptual and application levels of knowledge in Industry Practicum. |
Unit-1 |
Teaching Hours:15 |
Course Content
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Each student is allotted one faculty donning the role as Practicum Advisor. The Practicum Advisor need not necessarily be the student’s Faculty Mentor. Appropriate Practicum Advisor may be chosen by the student based on the area of expertise and the experience that the faculty have in particular sector or domain that the student may want to work with. Student opting for Industry Practicum instead of Dissertation should submit the proposal in the form of Practicum Charter. This document is about 6-10 page document and it outline the work to be done, brief insight into the Literature review, a tentative engagement plan, and a timetable. On approval of the Practicum Charter by the Head of Specialization and the Practicum Advisor, the Industry Practicum could be taken up by the student and commence the work. The student are required to submit a 5-15 page Interim Report about half-way through the project indicating the activities completed thus far and highlighting any accomplishments completed. The Final Report would be a document of 30 - 50 page. The final report is generated after completing the presentation about their findings and results to the corporate mentor and obtaining the certificate of completion. Students are required to give an oral presentation(Viva) to the Practicum Advisor or the panel highlighting the final results and accomplishments. The student also need to provide weekly progress reports in moodle (just like the Summer Internship Project) in a format agreed upon by the Practicum Advisor. The student is expected to put in minimum 75-80 hours of work (including Reports making and other related documentation preparation) on the Practicum. Two days per week will be freed up on in the Academic calendar in the sixth trimester for this purpose. No Practicum related work will be taken up during exams (midterm and end term).
The Practicum Advisor may obtain feedback report from the Corporate Mentor before the awarding the marks for the Practicum. | |
Text Books And Reference Books: Literaure Review in the area in which Industry Practicum project is undertaken. | |
Essential Reading / Recommended Reading Literature Review | |
Evaluation Pattern
Evaluation done at end of Sixth Trimester for MBA 683
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MBA584 - INDUSTRY PRACTICUM - MARKETING (2018 Batch) | |
Total Teaching Hours for Semester:15 |
No of Lecture Hours/Week:1 |
Max Marks:150 |
Credits:2 |
Course Objectives/Course Description |
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The objective of this course is to provide industry exposure and environment for students to enable them to learn practically. Students undergoing this course are expected to take up a project in the industry and accomplish the set objectives. This will facilitates students to apply the knowledge they have acquired in their specialization area. |
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Course Outcome |
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On completion of this course, the participants must be able to achieve the following learning outcomes. Knowledge · Enable students to acquire an understanding of business processes, business working environment and identification of problems or issues faced by the industry. · Equip students to formulate and implement business solution for the problem identified and address the objectives set out for the practicum. · Familiarize students with innovation in business practices and learn the problem solving skills. Skill · Provide a platform for students to practice and experiment their learning by way of a project work. · Written and verbal communication for the 21st Century. Students can prepare and present effective, well organized professional material in an effective manner, both orally and in writing (including presentation decks, graphical displays of numeric data, executive summaries, e-mails, etc.). Attitude · Critical thinking to solve large and complex technical challenges .Students are able to map large scale business challenges and questions into structured problems, and apply analytical techniques to solve them. · Collaboration and work in groups .Students can navigate corporate culture, and avoid potential obstacles to project success. · Reflection on professional learning. Students gain a deeper understanding of their personal strengths and weaknesses in the areas of technical skills, communication skills, and leadership. |
Unit-1 |
Teaching Hours:45 |
Practicum Advisor and Practicum Charter
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Each student is allotted one faculty donning the role as Practicum Advisor. The Practicum Advisor need not necessarily be the student’s Faculty Mentor. Appropriate Practicum Advisor may be chosen by the student based on the area of expertise and the experience that the faculty have in particular sector or domain that the student may want to work with.
Student opting for Industry Practicum instead of Dissertation should submit the proposal in the form of Practicum Charter.
This document is about 6-10 page document and it outline the work to be done, brief insight into the Literature review, a tentative engagement plan, and a timetable. On approval of the Practicum Charter by the Head of Specialization and the Practicum Advisor, the Industry Practicum could be taken up by the student and commence the work.
The student are required to submit a 5-15 page Interim Report about half-way through the project indicating the activities completed thus far and highlighting any accomplishments completed.
The Final Report would be a document of 30 - 50 page. The final report is generated after completing the presentation about their findings and results to the corporate mentor and obtaining the certificate of completion. Students are required to give an oral presentation(Viva) to the Practicum Advisor or the panel highlighting the final results and accomplishments.
The student also need to provide weekly progress reports in moodle (just like the Summer Internship Project) in a format agreed upon by the Practicum Advisor.
The student is expected to put in minimum 75-80 hours of work (including Reports making and other related documentation preparation) on the Practicum. Two days per week will be freed up on in the Academic calendar in the sixth trimester for this purpose. No Practicum related work will be taken up during exams (midterm and end term).
The Practicum Advisor may obtain feedback report from the Corporate Mentor before the awarding the marks for the Practicum. | |
Text Books And Reference Books:
Journal research articles related to the topic chosen for the Industry Practicum. Students to submit literature review as part of the final report | |
Essential Reading / Recommended Reading Respective corporate website and other relevant made available to the student. | |
Evaluation Pattern Report Submission - 50 Marks Viva - 50 Marks Practicum Advisor Evaluation - 50 marks TOTAL: 150 marks | |
MBA586 - CAPSTONE PROJECT (2018 Batch) | |
Total Teaching Hours for Semester:40 |
No of Lecture Hours/Week:3 |
Max Marks:200 |
Credits:4 |
Course Objectives/Course Description |
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Course Description The Business Analytics capstone project is a three credit course offered to students of MBA in Business Analytics in their fifth and sixth trimesters. A capstone project is a mode of experiential learning, carried out at the culmination of the program. It gives the students an opportunity to apply what they have learnt about how to make data-driven decisions to a real business challenge faced by various companies. The students will have to choose a reputed organization and study a specific business problem associated with it. The specific role that the student will be playing in the organization and the scope of their work in the company will have to be finalized in consultation with the corporate mentor and with the approval of the academic mentor. The students are required to submit a final report in the specific format detailing their learning in the organization in addition to apprising their academic mentor of the weekly progress. Objectives 1. To expose and acclimatize the students to real time working environment in an organization 2. To enable the students to make effective business decisions based on data 3. To provide an opportunity to be in and on the job work setting where they have clearly defined targets and timelines 4. To improve the critical problem solving skills required while entering the job 5. To develop interpersonal skills required to excel in the corporate |
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Course Outcome |
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On completion of the capstone project, the students will acquire: Knowledge · The ability to use data effectively to address business challenges · An understanding of how cutting-edge businesses use data to optimize their strategies · The ability to make data-driven decisions Skills · The ability to apply and demonstrate their conceptual learning to a business situation · Problem-solving, analytical and practical learning ability · Work efficiently with statistical tools such as IBM SPSS, R, Weka and Python · The ability to conduct statistical analysis to generate insights using statistical software packages like IBM SPSS, Watson Analytics etc. · Critical thinking skills acquired through their program Attitude · Appreciate the use of statistical thinking in taking effective business decisions |
Unit-1 |
Teaching Hours:40 |
Capstone Project
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The students will have to choose a reputed organization and study a specific business problem associated with it. The specific role that the student will be playing in the organization and the scope of their work in the company will have to be finalized in consultation with the corporate mentor and with the approval of the academic mentor. The students are required to submit a final report in the specific format detailing their learning in the organization in addition to apprising their academic mentor of the weekly progress.
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Essential Reading / Recommended Reading https://nso.district287.org/pluginfile.php/58424/mod_page/content/6/Quick_Guide_to_APA.pdf
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Evaluation Pattern
Evaluation Capstone project will be evaluated under three major categories; weekly updates, compliance to the format, content of the report and performance in viva voce. The pattern of evaluation will be as under: Weekly updates and compliance: 30 marks Report evaluation by the guide: 70 marks Viva by panel: 100 marks The student is expected to provide weekly updates to the academic mentor to enable him/her to check the efficacy of the process. Since weekly updates will act as the primary source for the academic mentor to provide guidance to the students, they must be as detailed and specific as possible. | |
MBA6041B - COGNITIVE ANALYTICS (2018 Batch) | |
Total Teaching Hours for Semester:10 |
No of Lecture Hours/Week:3 |
Max Marks:50 |
Credits:1 |
Course Objectives/Course Description |
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Course Description This is a one-credit course offered to the students of Business Analytics. The course introduces the students to Cognitive Analytics using IBM Watson. Course Objective The objective of this course is to equip the students to understand the cognitive aspects of computation and to carry out the related analytics task using the popular tool IBM Watson.
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Course Outcome |
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At the end of the course, the student should be able to: Knowledge Skills Attitude |
Unit-1 |
Teaching Hours:3 |
Overview of Watson Analytics
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Introduction to cognitive analytics. Introduction to IBM Watson. Identify Watson Analytics components and the user interface (Overview). | |
Unit-2 |
Teaching Hours:3 |
Working with Data and Data Connections
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Identify data structure limitations and requirements; Upload data from flat files; Shape data before uploading; Upload data from Twitter; Create a secure connection; Create a secure gateway. Join data sets. Add a calculation to the data set; Add a data group to the data set; Add a hierarchy | |
Unit-3 |
Teaching Hours:3 |
Discover patterns, relationships, and predictive insights
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Change column headings. Sorting data. Perform analysis using natural language questions. Edit targets in a predictive analysis. Navigate the spiral in a predictive analysis. View decision rules and the decision tree. | |
Unit-4 |
Teaching Hours:3 |
Sharing and Displaying Analysis
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Share the analysis through email. Share assets and set access permissions. Change visualization types in a display. Modify properties of a display. Filter visualizations in a display | |
Unit-5 |
Teaching Hours:3 |
Cognitive Analytics Business Case
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Presentations on Business Case by students | |
Text Books And Reference Books:
Getting started with Watson Analytics | |
Essential Reading / Recommended Reading
Getting started with Watson Analytics | |
Evaluation Pattern
Evaluation Pattern Research-based assignment: 10 marks Quiz: 10 marks Project: 25 marks Attendance: 5 marks
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MBA6041F - STRATEGIC FINANCIAL MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This course develops insights into the strategic aspects to investments. It goes beyond the conventional valuation metrics and focuses on value creation from investors’ perspective. The importance of managerial compensation, agency problems and ethics are learnt in this course. This course attempts to develop insights into the strategic aspects of financial decision making. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · Understand the conceptual and analytical framework of strategic financial management. · Build further on the concepts, which were, learnt through traditional valuation techniques. · Understand the organizational value levers and financial drivers of creating value. · Understand the strategic issues related to revenue, asset, liabilities and bankruptcy management. · Appreciate and manage the complex nature of business environment and conflicting requirement of different stakeholders. Skills · Develop quantitative skills to measure ‘value creation’ by companies through various value metrics. · Analyze critically the business value of strategic decisions. · Nurture creativity in financial decision making. Attitude · Appreciate the ethical, social and governance dimensions in the realm of strategic financial management. · Develop an integrative thinking of ‘creating value’ by companies. · Understand the importance of collaborative functioning in diverse teams to achieve the common organizational goal of value creation to all the stake holders. |
Unit-1 |
Teaching Hours:3 |
Corporate Objective
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Logic of Shareholder Wealth Maximization; Stakeholder Theory; Enlightened Value Maximization; Creation of Shared Value; Triple Bottom Line Approach of Reporting- Sustainability Reporting framework of Global Reporting Initiative (GRI)- Clause 55 of Listing Agreement of SEBI, Business Responsibility Reporting- Green Accounting | |
Unit-2 |
Teaching Hours:6 |
Strategic Asset Management
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Capital Allocation: Strengthening the Links Between Strategy and Capital Budgeting; Bridging the Gulf Between Strategic Planning and Financial Analysis; Investment in Capabilities; Real Options; Investment Timing Strategy; Management of Capital Projects Disciplining the Capital Budgeting Process for Small Ticket Items; The Post-Audit. Strategic Revenue Management. Concept of Strategy; Corporate Strategy; Diversification and Value Creation; Business Level Strategies; Business Model; Innovative Strategies and Business Models.
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Unit-3 |
Teaching Hours:6 |
Strategic Liabilities Management
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Capital Structure and Value in a Perfect World; Imperfections and Capital Structure; Signalling Theory; Tools for Developing an Effective Capital Structure; Guidelines for Capital Structure Planning; Dividend Policy and Firm Value; Implications of Real World Imperfections; Dividend Policy Formulation; Rationale and Objections to Share Buybacks; Share Buybacks and Valuation. Liquidity Crises Identification: Altman Z Score Model, Managing liquidity crisis and navigating the downturn. | |
Unit-4 |
Teaching Hours:8 |
Value Based Management
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Methods and Key Premises of VBM; Marakon Approach; Alcar Approach; Mckinsey Approach; Stern Stewart Approach; BCG Approach. Traditional measures of EPS, ROI, EBIT, EBITDA, ROCE, RONA etc. New metrics of Market to Book Ratio (MBR), Total shareholder Return (TSR), Total Business Return (TBR), Market Value Added (MVA), Economic Value Added (EVA), Future Growth Value (FGV), Cash Value Added (CVA), Cash Flow Return on Investment (CFROI) and the Balanced Score Cord (BSC). Lessons from the Experiences of VBM Adopters. | |
Unit-5 |
Teaching Hours:4 |
Strategic Cost Management
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The Guiding Principles of Strategic Cost Management; Strategic Cost Management – Key concepts; Cost Drivers – Strategic Views; Value Chain Analysis; Instruments of Strategic Cost Management – Activity Based Costing and Management; Target Costing; Life Cycle Costing; Bench Marking. | |
Unit-6 |
Teaching Hours:3 |
Corporate Governance and Ethics in strategic financial management
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Divergence of Interest; Types of Corporate Governance Mechanisms; Key Principles of Good Corporate Governance; Corporate Governance Around the World; Board of Directors; Auditing; Investor Communication; Incentive Compensation. Corporate governance & ethics; Ethical Brand Equity & Long term results, Functional ethics in financial management. | |
Text Books And Reference Books: Chandra, Prasanna (2017). Strategic Financial Management- Managing for Value creation. New Delhi | |
Essential Reading / Recommended Reading Damodaran, Aswath 4th edition (2015). Applied Corporate Finance. New Delhi: Wiley publications Chandra, Prasanna (2017). Projects: Planning, Analysis, Selection, Financing. New Delhi: Tata McGraw-Hill. Young, S. and O'Byrne, S. (2000). EVA and value-based management: A practical guide to implementation. New Delhi: Tata McGraw-Hill. | |
Evaluation Pattern 70% for internal assessments and 30 % for End Trimester Exams. The 70% internal assessment includes 5% for attendance. The Internal Assessment consists of
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MBA6041H - INTERNATIONAL HUMAN RESOURCE MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This course will cover the management issues which have implications on international HRM decisions including; cross-cultural negotiations, international dimensions of leadership, motivation, team work, and communicating with people of different cultural environment. The major focus of the course will be on international human resource management & development issues of recruitment and selection, compensation and reward systems, training and development, performance appraisal, expatriation, repatriation and career development. |
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Course Outcome |
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On completion of the course, participants will be able to; Knowledge 1. To familiarize the students with the various concepts and issues relating to management of human resources in international businesses. 2. To enable students to explore the challenges posed by rapid globalization of business, understand and analyze human resource issues for making effective decisions in the contemporary international business environment. Skills 1. Application of the theories and concepts & their managerial implication 2. To review the theories, models and concepts developed in the areas of international management, international organizational behavior, cross-cultural management, and other emerging disciplines, and study their implications on international HRM practices. Attitude 1. To provide an opportunity to change the way the students think by presenting them different perspectives |
Unit-1 |
Teaching Hours:3 |
Introduction
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Defining International HRM, Differences between Domestic and International HRM Applying a strategic view of IHRM, The enduring context of IHRM, Path to global status, Control Mechanisms | |
Unit-2 |
Teaching Hours:6 |
HRP & Training & Development
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Human resource planning in IHRM. – recruitment and selection – issues in staff selection – selection of expatriates.
Training and development – expatriate training –developing international staff and multinational teams. Training on Diversity and Inclusiveness | |
Unit-3 |
Teaching Hours:3 |
Performance Management & Compensation.
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Performance management – factors associated with individual performance and appraisal – Criteria used for performance appraisal of international employees – appraisal of host country nationals. | |
Unit-4 |
Teaching Hours:6 |
Expatriation & Repatriation
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Expat failure – causes for failure. Repatriation – repatriation process. International assignments for local people. | |
Unit-5 |
Teaching Hours:3 |
Forging cross-border mergers and acquisitions:
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Examine the varying degrees of success international corporations experience when completing global mergers and acquisitions.
The human and cultural factors, Reasons for failure. The due diligence and planning for successful M&A’s, the importance of the retention of key talent, and how different aspects of the change process need to be managed for a smooth integration.
Mergers and acquisitions as a source of competitive advantage in the global economy | |
Unit-6 |
Teaching Hours:3 |
International Labour Relations
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Labour relations – Key issues in international relations – strategic choices before firms – strategic choices before unions – union tactics. | |
Unit-7 |
Teaching Hours:6 |
The International Context
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Managing people in an international context – Japan – Europe – US
Ethical Dimensions in IHRM
Concluding Session | |
Text Books And Reference Books: Peter J Dowling & Denice E. Welch, International Human Resource Management,- managing people in a multinational context, Cengage learning : 4th edition 2010 | |
Essential Reading / Recommended Reading
1. Chris Brewster, Paul Sparrow, Guy Vernon and Elizabeth Houldsworth, International Human Resource Management, CIPD, 3e
2. International Human Resource Management, K Aswathappa & Sadhna Dash , Tata McGraw hill Publishing Co Ltd., 2010.
3. Gunter K Stahl & Ingmar Bjorkman, Handbook of Research in International Human Resource Management, Edward Elgar Publishing. | |
Evaluation Pattern
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MBA6041L - SUSTAINABLE OPERATIONS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This course offers a fundamental framework for sustainable operations management and sustainable supply chains. The curriculum provides in-depth knowledge and exposure in the areas of sustainable development, triple bottom line, design of green supply chains and waste management. Students undergoing this course are expected to be the drivers of sustainability in their respective organizations. The pedagogy is based on case discussions, review of research papers on sustainability, class room discussions and self-study.
Course Objectives This course attempts to offer a fundamental framework for sustainable operations management and sustainable supply chains. This will enable students to develop Sustainable operations for production of products and services. |
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Course Outcome |
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Learning Outcomes At the end of the course students should be able to: Knowledge Acquire an understanding of sustainable development and sustainable business management in general and sustainable operations in particular. Be familiar with current industry practices of sustainable operations and enforcement policies. Understand the challenges of industrial waste management and methods to address this issue. Gives in depth knowledge about problems and issues and enable students to develop strategies which may bring positive change in the Environment. Skills Equip students to formulate and implement business responses and actions with regard to the triple bottom line, sustainable development and Government policies and enforcement laws on environmental protection and sustainability. Develop, implement and monitor industrial waste management framework and sustainability performance measures in their respective organizations. This will make students to analyze and implement right kind of technique to handle different types of waste such as e waste, organic waste etc.., Attitude To be the drivers of sustainable operations in their respective organizations by generating awareness of corporate social responsibility and good stewardship practices as business leaders. It brings belongingness with the society to build a better tomorrow. |
Unit-1 |
Teaching Hours:4 |
Introduction to Sustainability
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Definition of sustainable development, triple bottom line, Social, ecological and Economic factors, Conventional vs. sustainable operations, reasons for implementing sustainable operations, drivers and barriers of sustainable operation. Concept of good stewardship practices as business leaders.
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Unit-2 |
Teaching Hours:4 |
Design for Sustainability
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Resource optimization, low-impact materials, Energy efficiency, Design for repair, reuse and recycling, sustainable process development.
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Unit-3 |
Teaching Hours:5 |
Sustainable Supply Chain Management
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The Ecosystem Framework for Sustainable Supply Chains, Forward-Backward Supply chains, Re-features in Supply Chain Design (Re use, Recycle, Re-manufacture), Green Procurement, Logistics : Freight Consolidation and mode selection., Risks in sustainable Supply Chain Management; Cradle to Cradle Protocol
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Unit-4 |
Teaching Hours:4 |
Susutainability Performance Measurement
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Management of Carbon footprints, Energy Management auditing, Performance measures for Business Sustainability.
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Unit-5 |
Teaching Hours:5 |
Waste Management
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Air pollution control methods and equipment, Waste water treatment, Solid waste management, Hazardous waste management, Cost benefits of waste management, e-waste management. Landfills and incinerators, Metropolitan City Waste Management: Best Practices.
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Unit-6 |
Teaching Hours:4 |
Regulatory Bodies and Certifications for Sustainability
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OHSAS, ISO 26000, ISO 14001, Pollution control and regulatory agencies – State Level, National Level and International Level.
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Unit-7 |
Teaching Hours:4 |
Current Trends
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Analysis of Annual Sustainability Reports of Indian as well as Multi National Businesses, Latest trends and research in sustainability, Ethical aspects of Sustainability and development, corporate social responsibility practices, socially responsible businesses. *Self Learning Module | |
Text Books And Reference Books: Essential Reading 1. N. Viswanadham & S. Kameshwaran (2013). Ecosystem-Aware global supply chain management. World Scientific Publishing Co. Pte.Ltd. 2. Paul, T. W.(2013). Waste treatment and disposal. New Delhi: John Wiley and sons. 3. Petra Molthan-Hill, (2014). The Business student's guide to sustainable management: principles and practice. Greenleaf Publishing Ltd, UK. Recommended Reading 1. Beamon, B. M. (2005). Environmental and sustainability ethics in supply chain management. Science and Engineering Ethics, 11(2), 221-234. 2. Toffel, M. W., & Van Sice, S. (2011). Carbon footprints: methods and calculations. Harvard Business School Technology & Operations Mgt. Unit Case, (611-075). 3. Bergmiller, G. G., & Mc Cright, P. R. (2009). Parallel models for lean and green operations.In Proceedings of the 2009 Industrial Engineering Research Conference. 4. Sarkis,J.(2003). A strategic decision framework for green supply chain management.Journal of cleaner production, 11(4), 397-409. 5. Linton, J. D., Klassen, R., & Jayaraman, V. (2007). Sustainable supply chains: an introduction. Journal of Operations Management, 25(6), 1075-1082.
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Essential Reading / Recommended Reading Latest articles in the print media and related books | |
Evaluation Pattern CIA I - 10 marks CIA II - 25 marks CIA III - 30 marks Attendance - 5 marks End-term exam - 30 marks | |
MBA6041M - BRAND MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description This paper is offered as a marketing elective in the sixth trimester. This course aims to develop conceptual knowledge of branding as part of marketing decision making and to familiarize concepts of developing a brand, manage brand portfolios, brand lifecycles, brand extensions & rebranding decisions. Course Objective This course attempts to develop conceptual knowledge of branding as part of marketing decision making and to familiarize varied concepts related to branding. |
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Course Outcome |
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After completion of the course the students will be able to: Knowledge Skills Attitude |
Unit-1 |
Teaching Hours:4 |
Brand Definition and Success
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Strategic Success and Pioneer advantage, Successful brands, Concept of Market re-definition, Brand success | |
Unit-2 |
Teaching Hours:6 |
Brand Equity
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Cost based methods, Price based methods, Customer based brand equity, Brand asset management strategy | |
Unit-3 |
Teaching Hours:8 |
Brand Identity
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Brand Identity, The Identity structure, Developing Brand Identity system Clarifying & elaborating Brand identity system A strategic process for Building Integrated brands, Brand Vision, Brand Objectives Choosing brand Elements, Designing & Implementing Branding Strategies Leveraging Secondary brand knowledge | |
Unit-4 |
Teaching Hours:8 |
Brand extension & Brand Portfolio strategy
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Types of brand extension, Need for brand extension Pros & Cons of brand extension Category of related extensions & unrelated extensions Brand portfolio strategy. Creating relevance, differentiation, leverage & clarity | |
Unit-5 |
Teaching Hours:4 |
Brand Personality &Brand Repositioning
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Importance of Brand Personality Emotion centered definitions Brand image Brand Image and country of origin, celebrity, user status, Positioning and repositioning Relevance to consumers Search for a viable position Making the brand serious, contemporary Brand as a differentiator. | |
Text Books And Reference Books: 1. Kevin Lane Keller, ‘Strategic Brand Management’2nd Ed; Pearson Education 2. 2. .YLR Moorthi, Brand Management, Vikas publishing. | |
Essential Reading / Recommended Reading 1.Jean-Noel Kapferer, ‘Strategic Brand Management’; Kogan Page 2. David A. Aaker, Building Strong Brands : Simon & Schuster
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Evaluation Pattern Evaluation Pattern Mid-term Question Paper Format : Marks 50; Time: 2 hours Section A - 10 marks, answer any 4 out of 6 questions (10 x 4= 40 marks) Section B - 10 marks, case study, compulsory question (10x1= 10 marks) End-term Question Paper Format: Marks 100; Time: 3 hours Section A - 20 marks, answer any 4 out of 6 questions (4 x 20= 80 marks) Section B - 20 marks, case study, compulsory question (1 x 20= 20 marks)
Marks Break-up: Marks Pattern Test/Exam Marks Final Award CIA I 20 Marks 10 Marks Mid-trimester Exam 50 Marks 25 Marks CIA III 20 Marks 10 Marks Attendance 10 Marks 5 Marks End-trimester Exam 100 Marks 50 Marks Total 200 Marks 100 Marks
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MBA6042B - ANALYTICS APPLICATIONS IN FUNCTIONAL AREAS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This is a two-credit course offered to the students of Business Analytics. The course demonstrates how analytics as a horizontal can cut across many verticals called domains or functional areas. In this course, students get exposed to applications of analytics in business domains like marketing, finance, Human resources and supply chain. This course also enables students well conversant with domain specific analytical concepts and hands on with data and tools. The objective of this course is to equip students with domain specific analytical skills and develop passion to solve business problems in various domains with the help of statistical models specific to domains. This course attempts to inculcate in the students the ability to conceptualize business problems in statistical terms and to enhance their understanding of statistical data analysis, so as to be able to create an ecosystem for its implementation, and use it for competitive advantage in business organizations. |
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Course Outcome |
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At the end of the course, the student should be able to: Knowledge: Skills: Attitude: |
Unit-1 |
Teaching Hours:3 |
Analytics in Marketing - Introduction
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Basics of Marketing Management, High level Framework to understand the marketing function –A context diagram depicting high level process flow and parties involved in marketing function Key Performance Indicators/Drivers of marketing function, Baseline and Benchmark KPI’s. | |
Unit-2 |
Teaching Hours:4 |
Analytics in Marketing - Application
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Application of analytics in marketing function with regard to market segmentation, customer profiles, market-mix models, customer analytics, customer churn, Recency, Frequency and Monetary analysis, social media and optimization of marketing budget and spend. | |
Unit-3 |
Teaching Hours:3 |
Analytics in Finance Introduction
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Basics of Financial Management, High level Framework to understand the Finance function –A context diagram depicting high level process flow and parties involved in Finance function Key Performance Indicators/Drivers of Finance function, Baseline and Benchmark KPI’s, Application of analytics in finance function with regard stock market , high frequency trading, sentiments, working capital, ratios, decision making, business valuation and financial fraud | |
Unit-4 |
Teaching Hours:4 |
Analytics in Finance - Application
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Basics of Financial Management, High level Framework to understand the Finance function –A context diagram depicting high level process flow and parties involved in Finance function Key Performance Indicators/Drivers of Finance function, Baseline and Benchmark KPI’s, Application of analytics in finance function with regard stock market , high frequency trading, sentiments, working capital, ratios, decision making, business valuation and financial fraud | |
Unit-5 |
Teaching Hours:6 |
Analytics in Operations
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Introduction. Use of analytics in Supply Chain management. Inventory control. Solving Operations research problems with the help of analytics. | |
Unit-6 |
Teaching Hours:6 |
Analytics in Human Resource Management
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Basics of HR Management, High level Framework to understand the HR function –A context diagram depicting high level process flow and parties involved in HR function, Key Performance Indicators/Drivers of HR function, Baseline and Benchmark KPI’s, Application of analytics in human resource function with regard employee attrition, employee retention, workforce analysis, core and non-core activity analysis, capacity planning and resource optimization, skill analysis using association mining techniques, demand sensing and planning and channel analytics. | |
Unit-7 |
Teaching Hours:4 |
Application of Artificial Intelligence in Industries
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Introduction to Robotics and automation. Use of Artificial Intelligence (AI) in manufacturing. Internet of Things (IoT). AI in logistics. E-Business with AI tools. | |
Text Books And Reference Books: TBD | |
Essential Reading / Recommended Reading TBD | |
Evaluation Pattern Centralized: CIAI: 10 marks (Research Based Assignment) CIAII:25 marks Midterm CIAIII:30 marks 15 marks: MCQ 15 marks: Assignment End Term: 30 Attendance:5 | |
MBA6042H - LATEST TRENDS IN HUMAN RESOURCE MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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This course is designed to help the students to understand the latest HR practices and trends in the industry, giving special attention to the major challenges and the paradigm shift facing today’s HR management
The experiential learning method is adopted through discussions/ presentations based on Research articles/ case studies on issues relating to emerging HR trends and practices. Groups and individual presentations will be made by the students.
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Course Outcome |
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The course is offered as a human resource elective in the second year. · To develop awareness towards the latest trends and prepare students for careers in the areas of human resources. · To develop skills required for handling the current trends in HR practices and understand the requirements of the industry. |
Unit-1 |
Teaching Hours:5 |
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Learning organization
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Learning Organization, Meaning, Characteristics, Single-loop learning V/S Double loop learning. Creating a learning organization. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Unit-2 |
Teaching Hours:4 |
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KNOWLEDGE MANAGEMENT & MANAGING KNOWLEDGE WORKERS
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Knowledge management meaning, challenges and recent trends, Human Resource Information system | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Unit-3 |
Teaching Hours:3 |
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Psychological contract
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Psychological contract. Meaning, Importance, Types and managing the psychological contract | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Unit-4 |
Teaching Hours:5 |
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Digital HR
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SMAC- Social media recruitment, Mobile recruitment Gamification, MOOCs, E – Learning: Challenges and issues Enterprise social network, Digital leadership | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Unit-5 |
Teaching Hours:4 |
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HR ACCOUNTING AND STRATEGIC HRM
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Human Resource Accounting and Audit: Meaning, process and importance, Green HRM, Acquihiring | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Unit-6 |
Teaching Hours:4 |
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Organizational design and culture
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Hybrid organizations, Holacracy, Teal organizations, Network of teams, relationship between design and employee engagement | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Unit-7 |
Teaching Hours:5 |
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Workforce diversity
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Managing work force diversity – Challenges and issues- Gender, Age/generation , Skills, LGBT
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Text Books And Reference Books: . Compilation of articles /chapters from various books and other resources will be made.
1. Nonaka, I (1991). The knowledge creating company. Harvard Business Review. 69(6), 96-104.
2. Romme, A.G.L., Witteloostuijn, A.V.(1999) . Circular organizing and triple loop learning, Journal of Organizational Change Management, 12 (5), 439 - 454
3. http://keithdwalker.ca/wp-content/summaries/d-f/Fifth%20Discipline.Senge.EBS.pdf
4. Rao, T.V., Juneja, M (2007). Is past performance a good predictor of future potential?Working paper: IIM Ahmedabad.
5. Wellin, M (2007). Managing the Psychological contract.New York: Routeldge Publishing.
6. Krishnan, T. N. (2011). Understanding employment relationship in Indian organizations through the lens of psychological contracts. Employee Relations, 33(5): 551-569.
7. Tandulwadikar,A (2013). Gamifying business to drive employee engagement and business performance.Cognizant reports.
8. http://www.ihmkolkata.org/Study%20Metrials/5th%20SEM/hrd/HUMAN%20RESOURCE%20AUDIT.pdf
9. Smith, C., Turner, S (2015). The Radical Transformation of Diversity and Inclusion TheMillennial Influence. Deloitte University.
10. Inclusivity at the work place: Five principles that enable and empower. NASSCOM Foundation. http://www.dnis.org/Inclusivity_at_workplace_NASSCOM.pdf
11. John Boudreau (2016) Work in the future will fall into these 4 categories
https://hbr.org/2016/03/work-in-the-future-will-fall-into-these-4-categories
12. Frank Dobbin and Alexandra Kalev (2017) Training programs and reporting systems won’t end sexual harassment. Promoting more women will. https://hbr.org/2017/11/training-programs-and-reporting-systems-wont-end-sexual-harassment-promoting-more-women-will
Case Studies:
1. Ethan S. Bernstein; Paul D. McKinnon; Paul Yarabe (2017).GROW: Using artificial intelligence to screen Intelligence, Boston: Harvard Business Publishing.
2. Gary P. Pisano; Robert D. Austin (2016) SAP SE: Autism at Work, Boston: Harvard Business Publishing.
3. Garvin, D.A &Tahilyani, R (2010). Mindtree: A community of communities, Boston :Harvard Business Publishing. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Essential Reading / Recommended Reading
Mark, Easterby.,Loius, Arajo. (2008). Organizational learning and the learning organization. Sage Publication
2. John, C.Maxwell., (2006). The 360 leader.Pearson publication.
3. Gupta,R.K. (2003). Human resource accounting.Anmol Publications.
4. Dr. Michael, J. K., & Mohan, T. (2007).Human resources information system.Sage publication.
5. Chaudhari,S.(2004). Effective psychological contract: implications for HR practices. ICFAI University Publication.
6. Amar, A.D. (2002). Managing knowledge workers: Unleashing innovation and productivity. Quorum books.
7. Pushkala, P.(2002). Managing the organizational melting pot: dilemmas of workplace diversity, Sage publication.
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Evaluation Pattern
Continuous Internal assessment
The course has no mid trimester and end term examination, and evaluation is based on continuous testing using multiple components on conceptual knowledge, understanding and application of skills. The continuous assessment is designed to have six components; learning diary, quizzes, essays, an organized show, a group presentation and peer learning.
Component 1: Learning Diary
Assignment description:
The learning diary has to be consistently maintained and to be submitted for getting it duly signed by the respective faculty monthly twice. It should contain –
1. Identifying a trending concept, which is to be linked with the module they are dealing as part of the course.
2. A critical assessment of the similarities and dissimilarities with the existing concepts. For example, critical evaluation of differences and similarities of recruitment and talent acquisition.
3. Two team presentations will be a part of this course. As part of the CIA, written feedbacks has to be collected from the students after each presentation. The final submission on learning diary should be about each student’s take away from those feedbacks and how it helped them as an individual for the overall growth and development.
Each submission can go up to 150 words. The learning diary has to be submitted in the first class of second and third week of the month. Final description on take away from feedbacks collected has to be submitted on 1st week of March.
Learning Outcomes:
1. To check whether the students have the potential to identify and research the concepts/practices that are trending.
2. To ensure the students are up to date with respect to the latest trends in HRM/OB
3. To check if the students can comprehend and explain the concepts in a coherent manner in their own words.
4. To enable them to introspect and direct those learning to work for their self-directed goal.
Evaluation rubrics:
The students will be appreciated for the originality of the content, conceptual clarity on differences and similarities, reflective explanation and timely submission.
Date of submission:
Learning diary is to be submitted monthly twice, specifically during the first class of second and fourth week of every month.
Component 2: Essay: Methodical research on latest trends in HRM
The students are expected to choose a company of their choice and do a thorough research using either secondary or primary data collection methods. Each student should identify a latest practice that is employed in the company of their choice and make a report on the same. The report can range from 2500-3000 words with adequate references. They can refer main stream newspapers, very well-known magazine articles, company websites, annual reports, HR audit reports or A star rated scholarly journal articles (Refer ABDC ranking list of journals) for the secondary data. Primary data can be carried out through interviews, observation records and focus group discussion. The report should have a brief explanation of the innovative HR practice in the company, the context in which it was introduced and its impact.
Learning Outcomes:
1. To test whether the student are capable to understand the relevance of innovations in HRM emphasizing on the implications.
2. To make sure the student is good at current affairs and practices.
Evaluation rubrics:
Date of submission:
15th of February 2018
Component 3:
Video/Movie/Documentary/Short Film Based Tools: An organized show on “FUTURE OF WORK”
The third component is based on HBR article titled “Work in the future will fall into these 4 categories” published in 2016 by John Boudreau in the series “Managing organizations”. The article link is given below;
https://hbr.org/2016/03/work-in-the-future-will-fall-into-these-4-categories
There are two dominant themes in the article; the driving forces that shape up the future of work and four categories of work in future. Students can be grouped and can take up one category of future work for conducting a one hour organized show to the whole class. Each team has to design a HR practice which is the most appropriate for the chosen category of future work by creating a fictional company. The driving forces can be taken as a support to claim the practicality of the proposed HR practice.
The show should be a combination of presentation and a debate. The team can initiate the show with a presentation of the proposed HR practice and how it is appropriate for the chosen category of future work. This is followed by a debate session involving the entire class to criticise the pros and cons of the HR practice proposed. The team that could initiate lot of opinions and discussions in the class will be recognized.
Date of presentation
The presentations can start from the second week of January, 2018 to February fourth week.
Learning outcomes
1. To test the potential of students to foresee the trends, opportunities and challenges of the future and practice innovation to adapt.
2. To enable students to critically evaluate the innovative practices in HRM
3. To test their adequate use of effective verbal and non-verbal techniques when making a presentation
4. To assess the competence of the team to create a discussion and elicit interest among audience while presenting their ideas.
5. To empower students for creating a mass change in the workplace through innovation.
Component 4: Presentation: Module study
Each group has to identify a peer reviewed journal article/ case study on the concept/module from the course pack and make a presentation on the same. The article has to be prior approved by the faculty. Ensure the article is published very recently (From 2014 onwards) and which belong to ABDC ranking. The presentation should contain
1. A brief explanation of the concept/module being analysed in their own words.
2. Illustration of research findings (both empirical as well as descriptive is allowed) from the research.
The presentations will be assessed on their team effort. Hence, demonstration of equal participation is crucial. The team needs to collect a written feedback from students on their presentation.
Date of presentation
The concept/module will be allocated for each student and schedule will be planned by the faculty. The presentations can start from the second week of January, 2018 to February last week.
Learning Outcomes:
1. To examine students’ knowledge of theory and application.
2. To enable students for collaborative work to create value and synergy
3. To check the potential to organize the presentation using the concepts of ordering and determining the central, main and supporting ideas.
4. To gain feedback from peers and the trainer that will identify strengths and areas for improvement.
Evaluation rubrics:
Component 5- Quiz
Students will be given two quizzes divided over the 3 months of coursework. The syllabus for the quiz will include reading materials as prescribed in the course pack, and articles chosen for group presentations.
Learning Outcomes:
1. To test the conceptual understanding of the student
2. To test whether the student is able to understand and apply concepts in real business situations
Evaluation rubrics:
The quizzes will be evaluated based on the answer key prepared by the course instructor.
Date of submission:
First quiz will be held on 4th week of January 2018
Second quiz will be held on 1st week of March 2018
Component 6- Peer to peer/group/ team learning: Class participation in debates
Students are evaluated consistently by their active participation while debates are being conducted and lecture is scheduled. This component is to ensure peer learning/team learning and to nurture the skill of engaging in group discussions. It is assessed at an individual level by the faculty.
Learning outcomes
1. To assure peer learning is happening in the class.
2. To develop the capability to brainstorm and arrive at a conclusion.
3. To enable student to learn from brain storming.
4. To empower students to emphasize their point of view without evaluative apprehension and to avoid production blocking of other members’ ideas.
Marks break-up:
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MBA631A - LEADERSHIP AND BUSINESS ETHICS (2018 Batch) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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This course examines the intersections of the concepts of ethics and leadership from a wide range of disciplines, contexts, and professions. This course will help students to develop as leaders and to prepare them to have a positive influence on others, as well as throughout their lives. Using an interdisciplinary approach, students will deepen and broaden their learning about theories, models, and constructs related to the study and practice of ethics and leadership while examining compelling contemporary questions and dilemmas. In taking decisions, an individual may utilize the ethical values in legal or religious compliance and even in maximizing profits. This course will include experiential learning activities that connect formal knowledge with real world examples. It is offered as a choice based course in the sixth trimester.
•Learn about theories and models of leadership and the role of ethics in these models and theories •Develop the capacity to think about individual responsibilities and actions in relation to one’s values and ethical principles. •To understand the link between business ethics and social responsibility •To sensitize to the nature of ethical issues and ethical dilemmas in corporate world •To develop a capacity for ethical reasoning and to apply them in organizational contexts. |
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Course Outcome |
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Learning Outcomes At the end of the course students should be able to: Knowledge •Understand the core concepts of Leadership & Ethics and its impact on individuals, teams and organizations •Understand the evolution of Leadership and Ethics and their application and relevance in the business environment today Skill •Observe, reflect upon, and understand the factors that influence ethical and leadership behavior •Develop a capacity for ethical leadership, and to apply it in the current Organizational and Business context Attitude •Develop a greater capacity and capability as tomorrow’s ethical employees and leaders |
Unit-1 |
Teaching Hours:3 |
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Introduction to Leadership and Ethics
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The nature of Leadership and its Participative Nature, Delegation and Empowerment. Normative decisions, Delegation, Guidelines for delegating, perceived empowerment – Nature of psychological empowerment, Consequences of empowerment, Facilitating conditions for empowerment. Concepts and theories of Business Ethics | ||||||||||||||||||||||
Unit-2 |
Teaching Hours:6 |
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Power Influence and Charismatic and Transformational Leadership
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Concepts of Power and Authority, Influence processes, Power types and sources, Power acquisition via social exchange theory and consequences of Power. Ethical Dilemmas, Ethical Decision Making in Business, Charismatic and YTransformational Leadership | ||||||||||||||||||||||
Unit-3 |
Teaching Hours:6 |
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Early leadership Theories, Leadership in Teams, Developing Leadership Skills and Creating Ethical Leadership
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Early contingency theories of effective leadership, different leadership Styles, Self-leadership. Team leadership, procedures for facilitating team learning, guidelines for team building, Ethical leadership, gender and leadership, leadership in different cultures, managing diversity. | ||||||||||||||||||||||
Unit-4 |
Teaching Hours:6 |
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Business Ethics, Values and Code of Ethics
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Nature of Business Ethics and Values, Sources of ethics, Cultutural Experience and Legal System, Factors influencing Business Ethics, Managging code of ethics, Ethics training program | ||||||||||||||||||||||
Unit-5 |
Teaching Hours:6 |
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Functional Areas of Management and Ethics
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Ethics in HRM – Cash and incentive plans, performance appraisal, employment and privacy issues, restructuring and layoffs, wages empowerment of the weakest. Ethics in marketing – Process relative ethics, product relative ethics, competition relative ethics Ethics in finance and accounting –investment decisions, disclosure norms, insider trading norms. Ethics in production and operations management – Worker safety, product safety, quality, environment and worker’s rights
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Unit-6 |
Teaching Hours:3 |
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Ethics in Business Discipline
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Ethics in global business, ethics realted to cultures, Issues related to negotiations in developed countries, Pressure of ethcial convergence and Gender ethics at work | ||||||||||||||||||||||
Text Books And Reference Books:
· A C Fernando, (2013), Business Ethics – An Indian Perspective, New Delhi, Pearson. · Yukl, G A (2013). Leadership in Organizations. 7th Edition. Pearson. · Daft, R L (2012). Leadership. Cengage Learning. | ||||||||||||||||||||||
Essential Reading / Recommended Reading
· Hartman Laura P, (2004), Perspectives in Business Ethics, McGraw – Hill International · Daniel Albuquerque, (2010), Business Ethics – Principles and Practices, Oxford University Press · Joseph W. Weiss, (2009), Business Ethics – Concepts and Cases, Cengage Learning. | ||||||||||||||||||||||
Evaluation Pattern
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MBA631B - INNOVATION AND DESIGN THINKING (2018 Batch) | ||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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Course DescriptionThis is a choice based core paper offered in the sixth trimester to students across all specializations. The course focuses on the manager's or leader's role as an innovator and facilitator of innovation by others. Design thinking is a method of applying creativity to come up with novel solutions to tough problems. The second part of the course helps develop an appreciation as well as skills for design thinking.
Course Objective This course attempts to make students understand the different dimensions of innovation e.g. Breakthrough innovation, Reverse innovation, and Open innovation. |
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Course Outcome |
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On having completed this course, students should be able to: Knowledge · Understand the process of innovation and how it can be nurtured in an organizational setting. · Gain experiential knowledge - in this course, much of the learning comes from in-class exercises and discussions. Skills · Empathize with the needs and motivations of the end users, come up with a large number of ideas for solving a problem, hone in on the right value proposition, and start to prototype a new offering. · Generate ideas for executable business. Attitude · Improve their ability to think creatively within the boundaries of what makes economic sense. |
Unit-1 |
Teaching Hours:5 |
Introduction
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Understanding innovation by looking at how it is defined, various types of innovation, how innovation is measured, theories of innovation, factors influencing innovation in organizations, Innovation and firm size, and research trends in innovation. | |
Unit-2 |
Teaching Hours:4 |
The design process and business model innovation
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What is design thinking? The design process and business model innovation. Design research, visualization. | |
Unit-3 |
Teaching Hours:6 |
Human-centered design & achieving deep customer understanding
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Journey mapping, value chain analysis, and mind mapping. | |
Unit-4 |
Teaching Hours:5 |
Identifying opportunity areas: Problem framing and definition
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Brainstorming and rapid concept development, assumption testing, rapid prototyping. | |
Unit-5 |
Teaching Hours:4 |
Idea generation, concept development and implementation
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Customer co-creation, learning launches, and story telling. | |
Unit-6 |
Teaching Hours:3 |
Frugal Innovation
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Base of the pyramid innovation, managing disruptive innovation. | |
Unit-7 |
Teaching Hours:3 |
Organizing for innovation
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Managing Open innovation, building systematic organizational innovation capabilities. | |
Text Books And Reference Books: Please see next section. | |
Essential Reading / Recommended Reading
Essential Reading1. Brown, Tim (2012). Change by Design. Harper Business. 2. Liedtka, Jeanne M, Ogilvie, Tim. (2011). Designing for growth: A Design thinking toolkit for Managers. New York: Columbia Business School Publishing.
Recommended Reading 1. Krishnan. Rishikesh T. & Dabholkar, Vinay M, (2013). 8 steps to innovation. HarperCollins Publishers India. 2. Afuah, Allan (2009). Strategic Innovation: New Game Strategies for Competitive Advantage. Routledge. | |
Evaluation Pattern
CIA I 20 Marks CIA II – Mid Trimester Project 50 Marks CIA III 20 Marks Attendance 10 Marks End Term – Project 100 Marks | |
MBA631C - COST ANALYSIS AND MANAGEMENT CONTROL SYSTEMS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description In this course, the focus shifts to using the cost information of an enterprise for analysis and decision making. While the Financial accounting system provides information, this course helps in developing the analytical ability of the student by using various Managerial accounting methods and techniques. In addition, the student gets to learn about the various Management control aspects that would be required for a manager, in terms of designing, Using and planning control systems to achieve firm’s objectives.
Course Objective This course attempts to provide the students with the knowledge of fundamentals of Cost analysis and Management Control systems required for all the managers. Level of Knowledge: Basic, Applied / Working |
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Course Outcome |
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Learning Outcomes By the end of the course, the students should be able to: Knowledge · Develop a fundamental knowledge of cost behavior, cost objects and cost classifications. · How cost allocations are used to ascertain the cost of cost object. · Develop clarity about how cost –volume profit relationship works. · Understand the usefulness of cost sheets, budgets and responsibility centers to business. · Understand how Transfer pricing mechanism works. · How firms use Balance Score Card to manage their business. Skill · Evaluate and use cost information for decision making. · Prepare budgets and monitor them in a multi-product or service business context. Attitude · Appreciate and practice the ethical and social dimensions relevant to cost management in business. · Understand the importance of collaborative functioning in diverse teams to achieve the common organizational goal of value creation to all the stakeholders. |
Unit-1 |
Teaching Hours:2 |
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Introduction to Cost concepts and classifications
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Cost, Cost centers, Cost Unit, Method of costing, Techniques of costing, Classification of cost- fixed and variable, Allocation, Apportionment & Absorption, Apportionment of costs to service cost centers, Pre-determined overhead rates. | |||
Unit-2 |
Teaching Hours:4 |
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Job and Process Costing Methods
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Job costing, Process Costing, WIP (Equivalent Production), Normal & abnormal losses, Internal process profits, Joints & by-product costing. | |||
Unit-3 |
Teaching Hours:8 |
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Cost Volume Profit Analysis & Variable Costing
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Common cost behavior patterns- cost estimation method – Breakeven analysis– contribution margin and what if analysis- multi product analysis -Assumptions in CVP analysis- Variable costing and Full costing- benefits of variable costing for internal reporting purpose- Incremental analysis- make or buy decisions-dropping a product line- qualitative considerations in decision making including ethical dimensions. | |||
Unit-4 |
Teaching Hours:4 |
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Cost Allocation and Activity Based Costing
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Process of cost allocation- traditional product costing systems - problems with cost allocation- activity based costing- Activity based management as a tool to improve efficiency (Self Learning area). | |||
Unit-5 |
Teaching Hours:4 |
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Management Control systems
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Performance evaluation- Revenue centers, Cost centers, Profit center and investment center – Transfer Pricing. | |||
Unit-6 |
Teaching Hours:6 |
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Budgetary Planning and Performance analysis
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Uses of budgets in planning and control (Self Learning area) - developing the budget- The master budget- budgeted balance sheet- static and flexible budgets - standard costs and budgets- development of standard costs- variance analysis. | |||
Unit-7 |
Teaching Hours:2 |
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Special Topics
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Balanced score card and performance evaluation including Governance adherence - Target costing- Life cycle costing- Total cost of ownership. | |||
Text Books And Reference Books: Reference Books
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Essential Reading / Recommended Reading 2. Managerial Accounting - Creating Value in a Global Business Environment, Hilton & Platt, 9th ed. McGraw Hill 3. Accounting - Text and Cases, Anthony, Hawkings, Merchant 13th ed. McGraw Hill 4. Cost Accounting - A Managerial Emphasis, Horngren, Datar, Rajan 15th ed. Pearson | |||
Evaluation Pattern Evaluation method: CIA 1: 10% marks - Quizzes, class participation and assignment CIA 2: Midterm. - 25% marks CIA 3: 30% marks - Quizzes, class participation and assignment End term examination: 30% marks. Attendance - 5% | |||
MBA631D - E-BUSINESS (2018 Batch) | |||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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Course Objective This course attempts to enhance the level of practical knowledge about E-Business thereby helping students to appreciate the integral part played by electronic means of doing business.
Course Description The subject enhances the level of practical knowledge about E-Business thereby helping students to appreciate the integral part played by electronic means of doing business. It prepares them to be able to implement digital technologies in business.
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Course Outcome |
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Knowledge · Understand and identify the scope of E-Businesses in an economy · Understand the obstacles in the implementation of digital technology with its impact on business, society and individuals · Identify and understand different technologies and strategies of E-Business · Understand e-business implementation through an awareness of SAP ERP · Understand to map different models of E-Business for different formats of Businesses Skills · Develop strategies to handle present and future challenges of E-Business · Gain to understand and implement digital technologies in business Attitude · Appreciate the role of e-payments, e-security, e-marketing, e-services and cyber laws and Value the interaction as a professional with all the stakeholders’ to develops SOPs |
Unit-1 |
Teaching Hours:4 |
Electronic Commerce Business Models and Concepts
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Overview of E-Commerce, Unique features of E Commerce,Types, origins and growth of E Commerce,Electronic Commerce Business models | |
Unit-2 |
Teaching Hours:4 |
Technology Platforms
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Infrastructural requirements,E-commerce and internet, World Wide Web Wireless and handheld devices,Cloud based e-business
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Unit-3 |
Teaching Hours:5 |
Business Applications
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Online Retailing,E-SCM, collaborative commerce,online services (Financial services, travel & online career services),E-Governance | |
Unit-4 |
Teaching Hours:5 |
Building an E-Commerce site and Search Optimization
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Systematic approach to building an EC web site, Choosing Spftware tools, hardware for EC, Search engine marketing (SEM) and Search Engine Optimization (SEO) | |
Unit-5 |
Teaching Hours:6 |
Introduction to Mobile Technologies and M-Commerce
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Introduction - Infrastructure of M-Commerce - Types of Mobile Cpmmerce Services - Technologies of Wireless Business - Benefits and Limitations, Support, Mobile Marketing & Advertisement, Non-Internet applications in M-Commerce - Wireless / Wired Commerce comparisons. | |
Unit-6 |
Teaching Hours:3 |
Social Media and Networks-based Business models
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Social media applications for E-Business,Social media analytics, Networks and Platform-based Business Models. | |
Unit-7 |
Teaching Hours:3 |
Ethical and legal issues
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E-Commerce and ethics, Privacy regulations and information rights - Indian and global perspectives, Greening the E-Business Supply Chain. | |
Text Books And Reference Books:
1. P T Joseph S J, E-Commerce: An Indian Perspective. Fourth Edn, 2. India: Prentice -Hall Of India Pvt. Ltd. Publications. 3. Schneider Gary P., Electronic Commerce. Fifth Edn, USA: Thomson - Course Technology Publications. 4. Bhasker Bharat, Electronic Commerce Framework. Technologies and Applications. Third Edition, India: Tata McGraw Hill Co. Ltd. Publications. 5. Schneir Bruce and Ferguson Neils., Practical Cryptography. Wiley- Dreamtech India Private Ltd. Publications. 6. Awad Elias M., Electronic Commerce”, From Vision to Fulfillment. PHI Publications. 7. Rayport Jeffrey F and Jawoski Bernard J., Introduction to E-Commerce. 8. Kalakota Ravi B and Whinston Andrew B., Latest, Frontiers of Electronic Commerce. USA: Addison Wesley Publications. | |
Evaluation Pattern CIA I - 10 marks CIA II - 25 marks CIA III - 30 marks End-term exam - 30 marks Attendance - 5 marks
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MBA642AF - INSURANCE (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description This is a Finance elective course. The course offers basic knowledge about the uniqueness of the Insurance business. It enables the participants to understand the multi disciplinary functions of an Insurance organization. The course creates the interest among the participants in the legal / regulatory aspects of the insurance business and in the emerging areas like Underwriting, Actuarial, and Loss assessment. Course Objective This course attempts to enable the participants to understand the multi disciplinary functions of an Insurance organization. |
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Course Outcome |
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Learning Outcomes By the end of the course, the students should be able to: Knowledge Skill Attitude |
Unit-1 |
Teaching Hours:3 |
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Introduction and Overview
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Define risk from an insurance perspective, Understand uncertainty and risk, Degree of risk, Perils & Hazards, Categories of risks from an insurance perspective pure Vs speculative risk, fundamental Vs particular risk, Types of insurance, Risk Management approaches. | |||
Unit-2 |
Teaching Hours:7 |
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Key Insurance Concepts
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The insurance mechanism, What is Insurance? Place in financial system – concept & role, purpose & need, social security, role in economic development, Insurable risks, Self & Social Insurance, Fundamental Principles – Indemnity, Insurable interest, Actual Cash Value (ACV), Subrogation, Personal Contract, Conditional Contract, Contract of Adhesion, Aleatory Contract, Contract of Utmost Good Faith, Misrepresentation, Warranties, Concealment, Waiver & Estoppel, Parole Evidence, Reasonable Expectations, Contribution, Proximate Cause, Vicarious Liability, Assignment. | |||
Unit-3 |
Teaching Hours:7 |
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Life Insurance Products
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Life Insurance contracts not contracts of indemnity, Types of Life Insurance covers – Term, Variable, Adjustable, Participating, Non Participating, Life Insurance Products –Term, Endowment, Money back, Unit linked, Annuities, Standard Life Insurance Clauses and Riders, Free Look Up Period, Grace Period, Treatment of Suicides. | |||
Unit-4 |
Teaching Hours:7 |
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Non Life Insurance Products
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Non Life insurance products – Fire, Health, Motor Vehicle -third party – personal accident, Liability - Employers’ liability, Public Liability linked to other types of insurance such as property, vehicle etc., Product Liability, Professional Indemnity. Property damage: residential building, moveable property, commercial building, land vehicles, marine craft and aircraft. Financial Loss: Pecuniary loss, Fidelity guarantee, Business interruption cover (consequential loss). Reinsurance: Proportional Reinsurance - Quota Share, Surplus, Non-Proportional Reinsurance - Excess of loss, Stop loss. | |||
Unit-5 |
Teaching Hours:2 |
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Underwriting
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Underwriting and Actuarial Framework: Basics of underwriting in Life Insurance, Rate Making, Gross Rates, Mortality, Interest, Loading, Annual Premium, Net Single Premium, Level Premium, Concept of Reserves, Types of Rates, Importance of Actuarial Framework in Insurance (scope and basic application); Premiums and Product Pricing (basic difference in Life and General Management Insurance methodology); Asset Liability Management (basic difference between General Management and Life insurance); Valuations of Insurance company and solvency. Process, Documents & Premiums - Proposal – policy – renewals – claims – endorsements – premium calculations - benefits - Underwriting - Rating risk – premium fixing. | |||
Unit-6 |
Teaching Hours:2 |
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Indian Insurance Market & Regulations
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History of Insurance industry, Role of LIC and GIC, Insurance market now in India, Role of Private life insurance companies in India, Private Non Life Insurance companies in India, Private Reinsurance companies in India, FDI Norms in the Insurance Industry, Where is the Insurance Industry headed? History of Insurance Regulations in India, Insurance Laws now in force, IRDA, TAC, Ombudsman, Deposit and Investment norms that life, non life and reinsurers must adhere to. | |||
Unit-7 |
Teaching Hours:2 |
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Financial Planning
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Financial Planning - Needs analysis, Life cycle planning, HLV, Mapping of needs to choice of Insurance products, Review of Insurance cover. Need for socially relevant and ethical insurance advisory. Whither insurance agent? Role of Micro insurance in inclusive industry growth. Government the direct insurer? | |||
UNIT 8 |
Teaching Hours:3 |
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Text Books And Reference Books: Essential Reading Vaughan, E. J., & Vaughan, T. (2012). Fundamentals of risk & insurance (9th ed.). Wiley India.
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Essential Reading / Recommended Reading Recommended Reading 1. Life Insurance – IC 33 – Insurance Institute of India 2. Non Life Insurance – IC 34 - Insurance Institute of India – select chapters 3. George, R. E. (2008). Principles of risk management and insurance (10th ed.). Pearson Addison Wesley. 4. The Actuary India Magazine from the Institute of Actuaries of India.
Websites: Insurance companies in India | |||
Evaluation Pattern Non-exam based course and evaluation through projects and assignements | |||
MBA642AL - BUSINESS ANALYSIS - II (2018 Batch) | |||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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The purpose of this course is to provide the students with a deep understanding of the approach, tools, techniques and best practices required to facilitate definition of stakeholders, Requirements for IT solutions to business problems. Course Objectives This course attempts to provide the students with a deep understanding of the approach, tools, technique and best practices required to facilitate definition of stakeholders, Requirements for IT solutions to business problems. |
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Course Outcome |
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At the end of the course, students should be able to: Knowledge: · Learn how to define the scope of the solution using visual modeling technique called scope modeling. · Understand business processes, their modeling, analysis and design · Understand the nuances involved in eliciting stakeholder vs. solution requirements. · Understand the information to be maintained using the business domain modeling technique Skill: · Polish their presentation skills for stakeholder and team interactions · Develop Written business communication · Develop Visual thinking and representation skills Attitude: · Interact as an IT professional with stakeholders and team members at all levels |
Unit-1 |
Teaching Hours:5 |
Scope modelling
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Introduction, distinguish from project scope. Concepts- Actors, System, Sub system, External system. Developing level 1 and 2 Distinguish Context vs. Architecture diagram. | |
Unit-2 |
Teaching Hours:5 |
Case modelling and Business Domain modelling
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Use case modelling: Use Case overview - modeling principles and relationships Business Domain Modelling – basic and advanced principles | |
Unit-3 |
Teaching Hours:5 |
Use case specification
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Use case specification Structure, 4D Approach, Basic Validation, Capturing –Assumptions, Interface requirements, and dependencies | |
Unit-4 |
Teaching Hours:5 |
Business rules and User experience principles
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Rationale for Business Rules*, Structural and Operative Business rules, wording Business rules, Embedding Business rules. User experience Principles- User persona, wireframes/prototypes, user experience in use case specification | |
Unit-5 |
Teaching Hours:5 |
Non functional requirements and requirement analysis
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Non functional requirements: definition, types, practices in eliciting NFR. Requirement Analysis: Organizing a requirements repository, requirements verification, validation, Documenting User stories | |
Unit-6 |
Teaching Hours:3 |
Requirement management and Planning
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Requirements Management and planning**- traceability matrix, change management and impact analysis, requirements transition, Managing issues/clarifications. | |
Unit-7 |
Teaching Hours:2 |
Current Trends
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Trends in Business Analysis, Requirements Engineering, Digital transformation, SEMAT . | |
Text Books And Reference Books:
1. IIBA (2015)..A Guide to the Business Analysis Body of Knowledge Version 3.0 (BABOK Guide, Version 3.0) 2. Wirgers K., and Beatty J.(2013). Software Requirements., 3rd ed.) Microsoft Press. | |
Essential Reading / Recommended Reading 1. Hull, E., Jackson, K.., and Dick, J. (2011) Requirements Engineering. (3rd ed.) Springer. 2. Carkenord, B.A.. (2009) Seven steps to mastering business analysis. Cengage. 3. Leffingwell, D., Widrig, D. (2003). Managing Software Requirements. (2nd ed.) Pearson. | |
Evaluation Pattern Evaluation for the project-based course: Objective test + Assignment / Presentation - 20 marks (converted to 10 marks) Interim Project - 50 marks (converted to 25 marks) Research-based assingment + Class participation - 20 marks (converted to 10 marks) Final Project - 100 marks (converted to 50 marks) Attendnace - 5 marks
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MBA642AM - DIGITIAL MARKETING (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Developing a successful digital marketing strategy and implementation is both an art and science. It involves in-depth knowledge of dynamics of new media (Social Media, Mobile) and utilizing the right resources and marketing skills to design and launch successful customer engagement campaigns. Digital Marketing course has been designed to help students to understand both functional and management roles required to plan and execute effective Digital Marketing campaigns. The course also helps students gain an insight how to plan and implement Digital Marketing initiatives This course attempts to help students to understand both functional and management roles required to plan and execute effective Digital Marketing campaigns. |
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Course Outcome |
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After completion of the course the students will be able to: Knowledge Skills Attitude |
Unit-1 |
Teaching Hours:5 |
Marketing in the Digital Era
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The virtual world and the changing marketing landscape; Web and the new corporation, Online Marketing Domains, The Behavioural Internet and Behavioural Targeting; Digital marketing optimization. Ethical Challenges: Frauds on the Web, Data and Identity Theft, Issue of Privacy | |
Unit-2 |
Teaching Hours:8 |
The Online Marketing Mix and the Online Consumer
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Creating customer value in an Online World- Segmentation (different methods in the virtual space), Popularity of brand pages, Consumer psychographic profiles; Targeting – Consumer targeting, online targeting, deterministic targeting, predictive behavioural and non-deterministic; Positioning Online, E-price, E-promotion; Digitization and Implications to Online marketing mix decisions; Emerging consumer segments in India. The Digital Ecosystem, Online Consumer Behaviour, Models of website visits, Behavioural targeting vs. contextual targeting; New Online Consumers | |
Unit-3 |
Teaching Hours:8 |
Business Drivers in the Virtual World
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Social Media – The Social Media Model by McKinsey, Marketing with Networks, The Social World, Social Media Tools and Analytics; Viral Marketing, Social Curation and Brands, Inbound Marketing and Co-creation Online Branding – The Digital Brand ecosystem, Brand experience, Using consumer brand knowledge and consumer brand emotion to develop consumer engagement; brand customer centricity and consumer brand emotion Traffic Building – The Diamond-water Paradox; Internet Traffic Plan, Search marketing Methods for Traffic building, Traffic Volume and Quality; SE Marketing; Site Optimization; Keyword Advertising, Value and Portfolio Evaluation; Internet Marketing Metrics; Website and Internet Marketing Web Business Models – Customer-centric Web Business Models; Web Chain of Events, Web Chain Analysis; Business Models and Revenue Benefits; Price effects in Online Domain; Role of Internet in Impacting Consumer Price Sensitivity | |
Unit-4 |
Teaching Hours:6 |
Online Tools for Marketing
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Engagement Marketing; Social Plugins and their contribution to Marketing; Building consumer engagement through content management; finding top loyalty drivers Online Campaign Management; Campaign Management using Facebook, Twitter, Corporate Blogs; Tagging and Folksonomies, Sentiment Mining, Measuring Campaign Effectiveness Consumer-generated Media, Opinion Leaders and Consumer Behaviour; Peer Reviews, Word of Mouth, and the Dissatisfied Customer; Sales and Power of Influence; Mining Consumer-generated Media | |
Unit-5 |
Teaching Hours:3 |
Contemporary Digital Revolution
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Online Communities and Co-creation: Co-creation communities; Eight Different versions of Facebook; The Anatomy of Facebook, Netiquette, The Impact of a Facebook Fan, Brand Post Popularity Gamification and Game-based Marketing; Consumer Motivation for Playing Online Games; Consumer Brand Affinity Spectrum; The Anatomy of Gamification; Use of Games as Marketing Tools; The World of Apps and the Indian Diaspora | |
Text Books And Reference Books:
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Essential Reading / Recommended Reading
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Evaluation Pattern The evaluation is based on a team project and individual assessment. The team projects require students to undertake digital marketing campaigns for chosen companies. The teams are expected to use the various digital media based on the requirements of the company. The evaluation is divided into four phases of the project spread across the trimester and the breakup of tasks.
The individual assessment is based on student participation and learning in the case study discussions. | |
MBA642BL - INTERNATIONAL LOGISTICS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course description This paper offers a extensive coverage of the logistics infrastructure of India's foreign trade system. Beginning with an overview of India's trade scenario, it also provides an in-depth discussion on the factors affecting the choice of mode of transport, information and order processing in trade logistics, functions of packing and packaging, labelling and marking, inventory, and warehouse management, unitization, palletization, and stowing of cargo. Knowledge about India’s transport infrastructure, ocean transportation, India shipping and the documentation practices.
Level of Knowledge Students should have basic knowledge of Supply chain Management. They should have undergone course dealing with fundamentals of MIS and operations management.
Course Objective This course attempts to offer an extensive coverage of the logistics infrastructure of India's foreign trade system and provide students concepts and practices related to International Logistics. This will enable students to nurture their career in the Logistics area.
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Course Outcome |
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At the end of the course, students should be able to: Knowledge · Get exposure to the requirements and concepts of International Logistics. · Learn the concepts of Logistics for International trade, warehouse management and additional value added services that Logistics players can offer the customers. · GainKnowledge about International Logistics options - Ocean transportation, Air, Land and multi-modal logistics options. · Gain Knowledge about documentation practices and India’s transport Infrastructure Skill · Develop the students in the area of International Logistics that enable students to work out the best logistics solution for any given requirements. · Acquire skill to manage logistics operations and value added services. Attitude · Develop Confidence to take up jobs in the area of International Logistics · Develop complete understanding of documents required to do the Logistics operations both for domestic and International trade. |
Unit-1 |
Teaching Hours:3 |
Introduction
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Introduction to International Trade Logistics, Integrated Logistics and Sub-system Elements
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Unit-2 |
Teaching Hours:4 |
Transport and packaging
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Choice of Mode of Transport, Information and Order Processing, Packing and Packaging, Labelling and Marking in International Logistics | |
Unit-3 |
Teaching Hours:4 |
Inventory Management and warehousing in logistics
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Inventory Management in Trade Logistics, Warehousing Unitization, Palletization, and Stowing of Cargo | |
Unit-4 |
Teaching Hours:4 |
India ?s transport Infrastructure and containerization
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Role of Dry Ports in Trade Logistics, Incorporating Shipping Terms India's Transport Infrastructure, Air Transport, Ocean Transportation Containerization in Trade Logistics, Multimodal Transportation | |
Unit-5 |
Teaching Hours:4 |
Shipping practices , Freighting principles and clauses
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Liner Shipping and Freighting Practices, Tramp Shipping and Chartering Clauses | |
Unit-6 |
Teaching Hours:5 |
Documentation , Risks and Insurance
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Documentation in Trade Logistics, Risks in International Trade Logistics | |
Unit-7 |
Teaching Hours:6 |
Current Trends: Green logistics and Reverse logistics
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Green Logistics, Reverse Logistics, Commercial Incotex, vehicle routing and scheduling(models),International Transportation - Defn, concept & importance include transportation cost structure, Ethical aspects of Logistics and Documentation | |
Text Books And Reference Books:
International Trade Logistics By Ram Singh, Oxford Higher education
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Essential Reading / Recommended Reading
International Trade Logistics By Ram Singh, Oxford Higher education
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Evaluation Pattern
CIA I - 10 marks
CIA II - 25 marks
CIA III - 30 marks
Attendance - 5 marks
End-term exam - 30 marks | |
MBA642BM - CUSTOMER RELATIONSHIP MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:6 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course description: CRM: This paper is offered as an elective course in marketing in the sixth trimester. Students will be able to understand various aspects of customer relationships. This course aims to provide students with the knowledge of the fundamental aspects of developing and managing customer relationships. The course builds on the foundation of the core Marketing Management course by introducing students to the concepts and tools used for developing and implementing CRM programs. It will help them appreciate the strategic role of CRM that leverages technological tools to improve business performance.
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Course Outcome |
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Learning Outcomes: After completion of the course the students will be able to: Knowledge · Acquire an understanding of the concept and meaning of customer relationship, the relationship process and various models of customer value and satisfaction. Skills · Demonstrate an understanding of the principles and practices of customer relationship management for building effective organization – customer relationship continuum. Attitude · Develop a positive customer relationship attitude and be prepared for careers in the areas of customer facing roles. |
Unit-1 |
Teaching Hours:3 |
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Unit I Concepts and Context of CRM & Understanding Customers
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Definitions, Evolution, Transactional Vs Relationship Approach, CRM as a strategic marketing tool, CRM significance to the stakeholders, B2B, B2C and services context for CRM, Models of CRM. | |||||||||||||||||||||||||||||||||||
Unit-2 |
Teaching Hours:7 |
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Unit II Managing Customer Relationships
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Understanding relationships, Customer Lifetime value- goals and measurement , Managing the customer Lifecycle-Customer acquisition and customer retention, customer portfolio management, managing customer experience-Customer journey, Moments of truth, channel experience , Customer co-creation.
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Unit-3 |
Teaching Hours:7 |
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Unit III Technological tools for CRM
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Sales force Automation, Marketing Automation, Services Automation, Supplier Relationship Management (SRM), Mobile CRM. | |||||||||||||||||||||||||||||||||||
Unit-4 |
Teaching Hours:7 |
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Unit IV Analytical CRM
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Developing customer related database, Analytics of structured and unstructured data, Analytics throughout the customer lifecycle-segmentation, propensity, sequences and buyer journey, Customer tracking, Privacy and ethical issues.
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Unit-5 |
Teaching Hours:6 |
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Unit V Implementing CRM
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CRM implementation process, CRM project management, implementation issues, trends in CRM | |||||||||||||||||||||||||||||||||||
Unit-5 |
Teaching Hours:6 |
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Unit V Implementing CRM
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CRM implementation process, CRM project management, implementation issues, trends in CRM | |||||||||||||||||||||||||||||||||||
Text Books And Reference Books: Buttle F., (2009) Customer Relationship Management: Concepts &Technologies, New Delhi, Reed Elsevier. | |||||||||||||||||||||||||||||||||||
Essential Reading / Recommended Reading 1. G. Shainesh & Jagdish Sheth (2006) Customer Relationship Management A Strategic Perspective, Laxmi Publications (P) Ltd. 2. Wincaid, J. (2007), Customer Relationship Management, Pearson Education Publications. 3. Kumar A, Sinha C, Sharma R (2007), Customer Relationship Management: Concepts & Application, Biztantra
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Evaluation Pattern
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MBA642CF - FINANCIAL ENGINEERING (2018 Batch) | |||||||||||||||||||||||||||||||||||
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
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Max Marks:100 |
Credits:3 |
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Course Objectives/Course Description |
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Course Description This course deals with the application aspects related to structured products (PE, REIT, Venture Capital, Notes, Reverse Mortgage and Estate Planning) in the area of investment finance. This course has been decided and constructed on specific demand from large financial conglomerates, keeping the knowledge of complex financial structure and their operation in mind. Management students, who will be working in these areas, in the dynamic global scenario will find it fairly industry centric and in-depth course at the same time. Course Objective This course attempts to understand the process and techniques of structured products and their varied implications in the area of investment finance as a whole. |
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Course Outcome |
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Learning Outcomes By the end of the course, the students should be able to: Knowledge ü Understand the process and techniques of structured products and their varied implications in finance domain. ü Understand the ethical components of the same in the financial service industry. Skills ü Develop proficiency of modeling of various complex financial models according to the requirement of the situation faced. ü Develop unbiased data observational and result interpretation skills. Attitude ü Develop an attitude that allows out of box thinking. ü Develop an unbiased interpretation of outcomes and results. ü Appreciate the ethical and social dimensions of decision making using analytics in the realm of finance and its related areas. |
Unit-1 |
Teaching Hours:3 |
Financial Engineering Basics
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Concept of Financial Engineering by deploying customized and Special Structures, Concept of Private Placements Linking social, ethical and varied product ranges (offered mostly as private placements) | |
Unit-2 |
Teaching Hours:3 |
Gap Guarantee, Regulatory aspects
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Risk Aspects of Financial Engineering, Concept of Gap Guarantee, Regulatory aspects Proficiency in Model development and customization to requirements | |
Unit-3 |
Teaching Hours:6 |
Investment Banking
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Difference between Retail and Private and Investment Banks and the requirement of Structures, Constant Proportion Portfolio Insurance, Reverse Mortgage, Estate Planning Proficiency in Model development and customization to requirements | |
Unit-3 |
Teaching Hours:6 |
CPPI, Reverse Mortgage, Estate Planning
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Difference between Retail and Private and Investment Banks and the requirement of Structures, Constant Proportion Portfolio Insurance, Reverse Mortgage, Estate Planning Proficiency in Model development and customization to requirements | |
Unit-4 |
Teaching Hours:6 |
Efficient Multi Asset Portfolio
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Efficient Multi Asset Portfolios, Nifty Linked Debentures (with fixed coupon and without fixed coupon) Proficiency in Model development and customization to requirements | |
Unit-4 |
Teaching Hours:6 |
Nifty Linked Debentures or NLD
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Efficient Multi Asset Portfolios, Nifty Linked Debentures (with fixed coupon and without fixed coupon) Proficiency in Model development and customization to requirements | |
Unit-5 |
Teaching Hours:6 |
IRS,LBO applications
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Mezzanine Debt Structures, Interest Rate SWAP structures, LBO structures, Structured Proficiency in Model development and customization to requirements | |
Unit-5 |
Teaching Hours:6 |
Mezz Debt Applications
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Mezzanine Debt Structures, Interest Rate SWAP structures, LBO structures, Structured Proficiency in Model development and customization to requirements | |
Unit-6 |
Teaching Hours:3 |
Real Estate Investment Trust
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Real Estate Investment Trust Structuring, functioning and model building as per specifications | |
Unit-7 |
Teaching Hours:3 |
Private Equity and Real Estate Private Equity Funds
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Private Equity and Real Estate Private Equity Funds Structuring, functioning and construction as per specifications | |
Text Books And Reference Books:
Essential Reading
[1] Reverse Mortgage https://www.linkedin.com/pulse/reverse-mortgage-all-u-wanted-know-itadvisable-manju-mastakar?trk=hp-feed-article-title-like [2] CPPI http://www.deltaquants.com/Introduction-to-risks-in-CPPI-products [3] GAP http://www.protectiveassetprotection.com/Products/GAP.aspx [4] Estate Planning http://www.mondaq.com/unitedstates/x/461262/wills+intestacy+estate+planning/A+Guide+To+Estate+Planning [5] EMAP (AAP) http://www.benchmarkfunds.com/gs/Documents/DisclosureDocument.pdf [6] NLD http://www.kotaksecurities.com/pdf/pdfs/productnote-kmp-n011-36.pdf [7] MEZZ http://mediaedge.imirus.com/Mpowered/book/vprivcap12/i3/p10 [8] Interest Rate SWAP http://www.actuariesindia.org/%28S%28cghcfxfmeyh5t455345eltup%29%29/IFS/21IFS/ppt/ApplicationofinterestrateswapsinIndianInsuranceIndustry_Group7.pdf [9] LBO http://www.edupristine.com/blog/dells-leveraged-buyout-real-life-case-study [10] Structured Obligation http://www.icra.in/rating.aspx?ck=Al1zZU0jCxnnNzwL5uegvxOYYCGmewlEnrkTRw4W72jzuSJw1FnjS90119011P3SITT9J2f/6H54LKNQ3248HCfA5EFK7c/vYiBbpgUU6xfTtaxAT0xZcfZljWNP8cwZQ4XG1p0 [11] REIT https://www.reit.com/ [12] Private Equity http://www.interviewprivateequity.com/what-do-private-equity-investors-do/ [13] Regulatory Impact http://www.telegraph.co.uk/finance/rate-swap-scandal/12115125/Interest-rate-mis-selling-under-the-spotlight-in-judicial-review.html [14] Private Wealth Management: The Complete Reference for the Personal Financial Planner, Ninth Edition (McGraw-Hill, 2015) G. Victor Hallman and Jerry S. Rosenbloom, both affiliated with the Wharton Business School | |
Essential Reading / Recommended Reading
Essential Reading
[1] Reverse Mortgage https://www.linkedin.com/pulse/reverse-mortgage-all-u-wanted-know-itadvisable-manju-mastakar?trk=hp-feed-article-title-like [2] CPPI http://www.deltaquants.com/Introduction-to-risks-in-CPPI-products [3] GAP http://www.protectiveassetprotection.com/Products/GAP.aspx [4] Estate Planning http://www.mondaq.com/unitedstates/x/461262/wills+intestacy+estate+planning/A+Guide+To+Estate+Planning [5] EMAP (AAP) http://www.benchmarkfunds.com/gs/Documents/DisclosureDocument.pdf [6] NLD http://www.kotaksecurities.com/pdf/pdfs/productnote-kmp-n011-36.pdf [7] MEZZ http://mediaedge.imirus.com/Mpowered/book/vprivcap12/i3/p10 [8] Interest Rate SWAP http://www.actuariesindia.org/%28S%28cghcfxfmeyh5t455345eltup%29%29/IFS/21IFS/ppt/ApplicationofinterestrateswapsinIndianInsuranceIndustry_Group7.pdf [9] LBO http://www.edupristine.com/blog/dells-leveraged-buyout-real-life-case-study [10] Structured Obligation http://www.icra.in/rating.aspx?ck=Al1zZU0jCxnnNzwL5uegvxOYYCGmewlEnrkTRw4W72jzuSJw1FnjS90119011P3SITT9J2f/6H54LKNQ3248HCfA5EFK7c/vYiBbpgUU6xfTtaxAT0xZcfZljWNP8cwZQ4XG1p0 [11] REIT https://www.reit.com/ [12] Private Equity http://www.interviewprivateequity.com/what-do-private-equity-investors-do/ [13] Regulatory Impact http://www.telegraph.co.uk/finance/rate-swap-scandal/12115125/Interest-rate-mis-selling-under-the-spotlight-in-judicial-review.html [14] Private Wealth Management: The Complete Reference for the Personal Financial Planner, Ninth Edition (McGraw-Hill, 2015) G. Victor Hallman and Jerry S. Rosenbloom, both affiliated with the Wharton Business School | |
Evaluation Pattern Assesment Details
Rubrics for Evaluation Project based evaluation
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MBA642DF - BEHAVIORAL FINANCE (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:3 |
Course Objectives/Course Description |
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Course Description This course seeks to provide comprehensive knowledge to the students about irrational investor behavior and about how to create individual investor portfolios that account for their irrational behaviour. This course will also help students become more introspective about their own behaviour and enable them to create a portfolio that works best for themselves. Course Objective This course seeks to provide comprehensive knowledge to the students about irrational investor behavior and how to create individual investor portfolios that account for their irrational behaviour. |
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · Understand different behavioural biases exhibited by investors. · Develop client portfolios that take into account these behavioural biases. · Understand why clients make the decisions that they do and whether their behaviour needs to be modified or adapted. · Review work done by some of the key people who have shaped the current body of behavioural finance thinking. Skill · Be able to design portfolios for different clients after taking their behavioural biases into account. Attitude · Understand the importance of taking behavioural biases into account while designing portfolios for different clients. |
Unit-1 |
Teaching Hours:3 |
Introduction to Behavioural Finance
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What is Behavioural Finance? – The Big Picture, Standard Finance v/s Behavioural Finance, The Role of Behavioural Finance in Creating a Successful Advisory Relationship; The History of Behavioural Finance – Historical Perspective on the link between Psychology and Economics, Modern Behavioural Finance, Psychographic Models used in Behavioural Finance; Introduction to Behavioural Biases – Definition and Categorisation, Differences between Cognitive and Emotional Biases. | |
Unit-2 |
Teaching Hours:6 |
Belief Perseverance Bias
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Cognitive Dissonance Bias, Conservatism Bias, Confirmation Bias, Representativeness Bias, Illusion of Control Bias, Hindsight Bias – Description, Practical Application, Research Review, Diagnostic testing and Advice.
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Unit-3 |
Teaching Hours:7 |
Information Processing and Biases
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Mental Accounting Bias, Anchoring and Adjustment Bias, Framing Bias, Availability Bias, Self-Attribution Bias, Outcome Bias, Recency Bias - Description, Practical Application, Research Review, Diagnostic Testing and Advice. | |
Unit-4 |
Teaching Hours:7 |
Emotional Biases
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Loss Aversion Bias, Overconfidence Bias, Self-Control Bias, Status Quo Bias, Endowment Bias, Regret Aversion Bias, Affinity Bias - Description, Practical Application, Research Review, Diagnostic Testing and Advice. | |
Unit-5 |
Teaching Hours:4 |
Application of Behavioral Finance to Asset Allocation and Case Studies
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Application of Behavioural Finance to Asset Allocation, Best Practical Allocation, Guidelines for Determining Best Practical Asset Allocation, Investment Policy and Asset Allocation, Case Studies. | |
Unit-6 |
Teaching Hours:3 |
Behavioural Investor Types
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Behavioural Investor Type Diagnostic Process, Background of the Development of Behavioural Investor Types, Psychographic Models of Investor Behaviour, Early Psychographic Models, The Behavioural Alpha Process – A Top-Down Approach, Behavioural Investor Types – Preserver, Follower, Independent, Accumulator. | |
Text Books And Reference Books: Michael M Pompian, Behavioural Finance and Wealth Management, Wiley Finance. | |
Essential Reading / Recommended Reading 1. Daniel Kahneman, Thinking, Fast and Slow, Penguin Books. 2. Hersh Shefrin, Beyond Greed and Fear, Oxford University Press. | |
Evaluation Pattern CIA I - 20% CIA III - 30% Attendance - 5% Mid-term Exam - 25% Final Exam - 25% | |
MBA645A - CUSTOMER CENTRICITY (2018 Batch) | |
Total Teaching Hours for Semester:6 |
No of Lecture Hours/Week:30 |
Max Marks:3 |
Credits:3 |
Course Objectives/Course Description |
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This is a course that is offered to engage participants in developing meaningful perspective on the significance of identifying customer as a stakeholder while taking business decisions. The course employs a cross-functional approach by exploring how principles and ideas of marketing could be effectively used in the conduct of varied functional decisions in business such as human resources, research and development, mobilizing capital from the investment markets. The course adopts a participant centered learning approach where the content is largely driven through engaging discussions on case studies, concepts and observable applications of concepts in business situations. Participants are required to be prepared to read materials suggested by the course anchor and make subsequent presentations to the peer group. The competence of participants is evaluation using diverse approaches- case study analysis and presentation, business simulation games and a term paper. This course offers 3 credits. |
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Course Outcome |
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On completion of the course, participants will be able to; Knowledge; 1. Appreciate cross-disciplinary nature of marketing decisions 2. Demonstrate deeper understanding of application of marketing principles in a variety of business decisions Skills; 3. Chart out the various customer engagement initiatives to be taken by managers of various functions in business 4. Create a customer centric decision plan for business at the strategic level Attitude; 5. Develop sensitization towards the significance of customers’ role in key business decisions 6. Develop a multi-dimensional perspective on business with customer as the primary stakeholder |
Unit-1 |
Teaching Hours:10 |
Serving the Customer
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Solution selling for strategic segments, reducing customer risk & cost & increasing revenues through solution selling; Pricing – issues & challenges for different strategic segments; Emergence of retail power & the influence on pricing.
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Unit-2 |
Teaching Hours:5 |
Understanding the Customer
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Brand as a strategic asset, meaning & importance of branding, brand extensions, parent & child brand strategies; Valuing a brand, brand valuation methods – price-based, cost-based method; Brand Equity – CBBE Model. | |
Unit-3 |
Teaching Hours:6 |
Practicum
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Customer Centricity: HBR/Non HBR - Non HBR - The Wharton School, University of Pennsylvania
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Unit-4 |
Teaching Hours:9 |
Term Paper
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Literature Review [30 research articles]on assigned topics on Customer Centricity | |
Text Books And Reference Books:
1. A never before world by Rama Bijapurkar | |
Essential Reading / Recommended Reading
1. Marketing as strategy by Nirmalya Kumar 2. Case studies;All the case studies prescribed
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Evaluation Pattern Non Exam based | |
MBA645B - PERSONAL FINANCIAL PLANNING (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:150 |
Credits:3 |
Course Objectives/Course Description |
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This course is focused on sharing the best practices in the area of saving and investing as practiced by high net-worth individuals in India and abroad. This course attempts to help students to understand the conceptual and analytical framework of financial planning process.
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Course Outcome |
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By the end of the course, the students should be able to: Knowledge · Understand the conceptual and analytical framework of financial planning process. · Understand the conceptual and analytical framework of different financial / savings instruments, their risk and return profiles and using these financial / savings instruments in managing funds. Skill · Use value investing techniques and key asset allocation strategies commonly adopted by wealth managers. Attitude · Develop an attitude towards savings and the financial discipline to do the same. · Understand the importance of spreading the knowledge of financial discipline in the context of managing risk. · Understand and appreciate the ethical and social dimensions of Financial Planning. |
Unit-1 |
Teaching Hours:5 |
Overview on Financial Planning and Wealth Management
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Introduction to wealth management, concept of being rich, concept of asset classes, risk and return trade-off and risk profiles. Introduction to financial planning, life cycle analysis, financial planning process. Answering, why plan for the future?
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Unit-2 |
Teaching Hours:3 |
Role of Insurance
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Why buy insurance? Role of insurance as a risk mitigate. Introduction to various types of risks, concept of insurable risks from an investor’s perspective. Various insurance products available – Life and Non Life, Concept of Human Life Value (HLV) and methods of computing HLV | |
Unit-3 |
Teaching Hours:4 |
Mutual Funds as an Asset Class
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What are Mutual Funds? Structure of a Mutual Fund, Mutual Funds in India, Type of Mutual Funds available for investment – Income, Liquidity, Debt, Equity, Sectoral theme based schemes and ETFs. | |
Unit-4 |
Teaching Hours:6 |
Equities as an Asset Class
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Investing philosophies for equities. Value investing, the long term strategy. Equity investing versus equity trading. How to identify industry or sector and a specific equity for investment? Importance of timing of investment. Alternate equity based investment avenues like PMS.A discussion on Behavioral finance in the context of investing in equities. | |
Unit-5 |
Teaching Hours:5 |
Alternate Asset Classes
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Gold as an asset class and how to invest in gold in India? Real Estate as an asset class. Challenges of investing in real Estate. Urban Vs Rural, Residential Vs Commercial, Land Vs Built Properties, REIT, Private Equity, Venture Capital, Structured Notes, Quant Funds and Off-shore opportunities | |
Unit-6 |
Teaching Hours:3 |
Asset Allocation Strategies
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Unit-7 |
Teaching Hours:2 |
Taxation and Financial Planning
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Income under the head Capital gains, Income from House property and Income from other sources to the extent relevant to financial planning. TDS on various income concerning | |
Unit-8 |
Teaching Hours:2 |
Service offering models in WM industry
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Holistic approach to wealth management advisory, Integrity and Ethics the bedrock of long term advisory roles, Investment philosophies of Benjamin Graham., Warren Buffet and Peter Lynch. | |
Unit-9 |
Teaching Hours:15 |
Project work
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A team of two students will undertake a project related to ‘Personal Financial Planning’ and submit a written report. The Project work provides a platform for students to practice and experiment their learning. The student should identify a topic of interest in consultation with teaching faculty. As far as possible the most relevant and current problems of the industry related to personal financial planning must be addressed. Cross functional topics are allowed with the consent of teaching faculty.
Procedure:
a. The project needs to be from Industry related to personal financial planning. b. Project identification. Project identification should be based on industry interaction carried out by the students during the first 20 days of the course. c. Problem definition. Problem definition for the project and project methodology needs to be submitted by every student within 30 days of starting of the course. d. Literature review. Students will carry out literature review and industry survey with the aim to understand the existing theoretical frameworks, empirical studies and methodologies and help the student develop critical review skills. d. Project work. Project work will be completed within a period of 60 days from the start date of the course. e. Project report. A project report consisting of Problem Definition, Literature survey, project Methodology, Results and analysis, recommendations and references will be submitted in spiral bound form. | |
Text Books And Reference Books:
Essential ReadingNational Institute of Securities Market – Financial advisor’s workbook | |
Essential Reading / Recommended Reading
Recommended Reading
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Evaluation Pattern Evaluation through assignemtns and examination | |
MBA645C - SUSTAINABLE BUSINESS MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:150 |
Credits:3 |
Course Objectives/Course Description |
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This course provide a comprehensive overview of the concepts, strategies and practices of sustainable business. Sustainable Business examines business strategies in response to environmental and social challenges. The course assists students to understand the costs, benefits and risks associated with driving toward sustainable businesses. Course Objective Students undergoing this course are expected to become the facilitators and drivers of sustainability in their respective organizations. Course Content The pedagogy is based on case discussions, review of research papers on sustainability, student assignment to evaluate sustainable initiatives of select businesses and class room discussions. Thirty hours is dedicated to class room based pedagogy and fifteen hours learning is based on project work.
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Course Outcome |
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At the end of the course students should be able to: Knowledge · Acquire an understanding of business risks and opportunities created by sustainability initiatives in businesses. · Understand the current industry practices and enforcement policies related to sustainability. · Appreciate the competitive advantage by practicing sustainability and thus effectively deal with the sustainability challenges that they may encounter. Skill · Formulate and implement business responses and actions with regard to the triple bottom line, sustainable development and Govt policies and enforcement laws on environmental protection and sustainability. · Provide a platform for students to practice and experiment their learning by way of a seminar and project work. Attitude · Be drivers of sustainability in their respective organizations by generating awareness of corporate social responsibility and good stewardship practices as business leaders. · Encourage innovation in business practices and entrepreneurial opportunities created by the “sustainability” movement by profiling business cases. |
Unit-1 |
Teaching Hours:3 |
Sustainable Development - Introduction
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Concept and definition of sustainable development, guiding principles of sustainability, Social, Ecological and Economic indicators of sustainability, Global sustainability challenge. | |
Unit-2 |
Teaching Hours:5 |
Corporate Sustainability Strategies
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Conventional vs. sustainable businesses, reasons for implementing sustainable businesses, enablers and barriers of sustainable businesses. Risks, opportunities and challenges of sustainable businesses. Innovation, Collaboration, Technology, Process improvement, Carbon Trading, Cap and trade, Carbon offset schemes. | |
Unit-3 |
Teaching Hours:5 |
Sustainable Supply Chain Management
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Conventional vs. sustainable operations, The Ecosystem Framework for Sustainable Supply Chains, Forward-Backward Supply chains, Re-features in Supply Chain Design (Re-use, Recycle, Re-manufacture), Green Procurement, Logistics : Freight Consolidation and mode selection., Risks in sustainable Supply Chain Management; Cradle to Cradle Protocol | |
Unit-4 |
Teaching Hours:4 |
Sustainability Reporting and Performance Measurement
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Life Cycle Analysis (LCA), ISO 14040, Reporting and disclosure, Carbon footprint. Direct and indirect emissions, Energy auditing, Performance measures for business sustainability. | |
Unit-5 |
Teaching Hours:4 |
Industrial Waste Management Challenges
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Types and classification of industrial wastes, Hierarchy of waste management, Challenges in Solid waste management, Hazardous waste management, e-Waste management, Nuclear waste management. Cost benefits of waste management. | |
Unit-6 |
Teaching Hours:4 |
International standards for compliance to sustainability
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Environmental Management System (EMS), ISO 14001, OHSAS, ISO 26000, Pollution control and regulatory agencies: State Level, National Level and International Level | |
Unit-7 |
Teaching Hours:5 |
Current Trends
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Analysis of Annual Sustainability Reports of Indian as well as Multi National Businesses, Latest trends and research in sustainability, Ethical aspects of Sustainability and development, Corporate social responsibility practices, socially responsible businesses. Concept of good stewardship practices as business leaders. | |
Unit-8 |
Teaching Hours:15 |
Project Work - Field work
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Project Work (15 Hrs) A team of two students will undertake a project related to business sustainability and submit a written report. The Project work provides a platform for students to practice and experiment their learning. The student should identify a topic of interest in consultation with teaching faculty. As far as possible the most relevant and current problems of the industry related to sustainability must be addressed. Cross functional topics are allowed with the consent of teaching faculty.
Procedure: a. The project needs to be from Industry/ NGOs /Govt.organization/ socio-economical issues related to sustainability. b. Project identification. Project identification should be based on industry interaction carried out by the students during the first 20 days of the course. c. Problem definition. Problem definition for the project and project methodology needs to be submitted by every student within 30 days of starting of the course. d. Literature review. Students will carry out literature review and industry survey with the aim to understand the existing theoretical frameworks, empirical studies and methodologies and help the student develop critical review skills. d. Project work. Project work will be completed within a period of 60 days from the start date of the course. e. Project report. A project report consisting of Problem Definition, Literature survey, project Methodology, Results and analysis, recommendations and references will be submitted in spiral bound form. Suggested topics for project work (The list is indicative. Students should select appropriate topic based on industry visits and their interest) 1. Assessing the environmental impacts of freight transport 2. Carbon auditing of companies/ products / supply chains. 3. Evaluating environmental costs of logistics/ product development/ production/ marketing 4. Reducing energy consumption in production/ logistics/ administration of selected organization. 5. Stakeholder identification and engagement in selected business enterprises 6. Development of fair operating practices in selected areas of businesses. 7. Sustainability performance measurement in supply chains/ organizations.
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Text Books And Reference Books: 1.Daniel C. Esty and Andrew S. Winston (2009). Green to Gold: How Smart Companies Use Environmental Strategy to Innovate, Create Value, and Build Competitive Advantage, John Wiley & Sons. 2.N. Viswanadham and S. Kameshwaran (2013). Ecosystem-Aware Global Supply Chain Management, World Scientific Publishing Co. Pte. Ltd. 3.Paul, T. W.(2013). Waste treatment and disposal. John Wiley and sons. 4.Petra Molthan-Hill, (2014). The Business Student's Guide to Sustainable Management: Principles and Practice, Greenleaf Publishing Ltd, UK.
5. H. M. Saxena, Environmental Ecology, Biodiversity and Climate Change: Towards Sustainable Development. Rawat Publications. | |
Essential Reading / Recommended Reading 1. Beamon, B. M. (2005). Environmental and sustainability ethics in supply chain management. Science and Engineering Ethics, 11(2), 221-234. 2. Toffel, M. W., & Van Sice, S. (2011). Carbon Footprints: Methods and Calculations. Harvard Business School Technology & Operations Mgt. Unit Case, (611-075). 3. Bergmiller, G. G., & McCright, P. R. (2009, May). Parallel models for lean and green operations. In Proceedings of the 2009 Industrial Engineering Research Conference. 4. Sarkis, J. (2003). A strategic decision framework for green supply chain management. Journal of cleaner production, 11(4), 397-409. 5. Linton, J. D., Klassen, R., & Jayaraman, V. (2007). Sustainable supply chains: an introduction. Journal of Operations Management, 25(6), 1075-1082. | |
Evaluation Pattern 1. CIA I (10 marks) 2. CIA III (30 marks) 3. Attendance (5 marks) 4. CIA II (Written Exam) (25 marks) 5. End Trimester Examination (30 marks) 6. Project (50 marks) | |
MBA645D - MANAGING PEOPLE AT WORK (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:150 |
Credits:3 |
Course Objectives/Course Description |
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A major challenge for today's supervisors and managers is the ability to motivate and manage people in an ever changing and increasingly complex workplace. In addition to managing resources effectively and efficiently while achieving quality results, supervisors and managers are also expected to be leaders with vision and have the ability to create a work environment where their employees can thrive and succeed. The objective of this course is to understand the key issues that people work with, and how to communicate effectively with them. It offers students a balance between theory and application. It provides tips and techniques as well as conceptual grounding to motivate participants to learn and apply a particular skill.
The pedagogy is based on lectures, seminars, class room discussions, experiments and role plays for experiential learning. Thirty hours will be dedicated to class room based pedagogy and fifteen hours learning will be based on experiments and project work. |
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Course Outcome |
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Knowledge: · Lead teams successfully · Enhance human relations skills for improved performance at the workplace · Increase self efficacy in tasks and duties relating to human resource development and management · Engage in receiving feedback from others and encourage self-feedback. · Mentor and coach subordinates and handle people issues at work. Skill: · Manage people at work effectively · Lead teams effectively · Deal with conflicts at work using effective interpersonal skills Attitude: · Evolve in to a people sensitive manager with a collaborative mind set. · Receive feedback and use it constructively. |
Unit-1 |
Teaching Hours:7 |
Managing Self
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Self-awareness, Self-disclosure and trust – Personal & Interpersonal skills, Goal Setting and self-management | |
Unit-2 |
Teaching Hours:9 |
Managing Others
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Understand and working with diverse others and listening. Conveying and persuading others. Negotiation and managing conflicts
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Unit-3 |
Teaching Hours:5 |
Team building and Management
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Building teams, work groups and facilitating team success. Effective meetings, making decisions and solving problems.
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Unit-4 |
Teaching Hours:6 |
Leading Individuals and Groups
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Power, politicking, networking and mentoring. Coaching, providing feedback and project management. Leading and empowering self and others | |
Unit-5 |
Teaching Hours:3 |
Current trends
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Social network analysis, Virtual team management, Cross-cultural management, Diversity Management | |
Unit-6 |
Teaching Hours:15 |
Project
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A team of two students will undertake a project related to HR skills for managing people at work and submit a written report. The Project work provides a platform for students to practice and experiment their learning. The research design of the project has to be experimental in nature. The student should identify a topic of interest in consultation with teaching faculty. As far as possible the most relevant and current problems of the industry related to managing people at work must be addressed. | |
Text Books And Reference Books:
Essential Reading
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Essential Reading / Recommended Reading Recommended Reading
2. Hegar, K. W. (2012). Modern Human Relations at Work. (11th edition). Cengage Learning. 3. Wallace, H. R. & Masters, A. (2012). Personal Development for Life and Work. Cengage Learning. | |
Evaluation Pattern
Evaluation Pattern 1. 4 MCQ Tests - 50 marks 2. Practical Record – 15 marks 3. Individual Presentation - 10 marks 4. Group Presentation -15 marks 5. Attendance– 10 marks 6. Project -50 marks | |
MBA645E - FAMILY BUSINESS MANAGEMENT (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:150 |
Credits:3 |
Course Objectives/Course Description |
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Course Description Family Businesses compose most of the businesses that operate in the country. The successes of these businesses contribute to the over-all economic health of the country. The course is designed for professionals who intend to manage their family business and for developing the business. This course promotes the continuity of successful family businesses and provides the knowledge necessary to support those families for whom continuity of family in business is a strategic objective. The best practices examined provide a road map to enable the family business to avoid the universal “shirt sleeves to shirt sleeves in three generations”. The issues and risks which lie at the intersection of ownership, control, and management of family businesses and the practices necessary to ensure effective optimization of business subsystems will be explored. Course Objective This course attempts to provide the participants an opportunity to understand their family business better and to prepare them for expansion/diversification through phases of transition so as to ensure the professionals growth. |
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Course Outcome |
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Learning Outcomes: By the end of the course, the student should be able to: Knowledge · To provide the participants an opportunity to understand their family business better, · To prepare them for expansion/diversification through phases of transition · To help the professionals grow in an environment of increased competition Skill · To prepare students in areas like planning, objective setting and astute management of their family’s business. · To build long term values for the family, the business and its stakeholders Attitude · To create an atmosphere of trust and values for the success of family business. Level of Knowledge: Working and Applied |
Unit-1 |
Teaching Hours:2 |
Ethical dilemmas in Corporate Finance
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CFOs’ and ethics- Personal formation of ethics-Fundamental of financial control- Role of Ethics and creative accounting- Conflict of interest on financial transactions- Earning management practices- ethical issues in tax planning | |
Unit-2 |
Teaching Hours:2 |
Ethics and Investment Professionalism
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Need for ethics in the investment industry- Obligations of investment professional with clients, employees- code of conduct of investment professionals-consequences of conduct that is unethical and unprofessional- framework for making ethical decisions | |
Unit-3 |
Teaching Hours:2 |
Conceptual Framework of Corporate Governance
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Evolution, need and scope of corporate governance - Theories of corporate governance - Agency theory - Stakeholder theory - Stewardship theory - Resource development theory - Developments in corporate governance - Indian and global perspective - Elements of good corporate governance- Board composition - Types of directors - role and responsibility of directors - CEO duality - board charter- board meetings - Directors’ training and development and performance evaluation - various board committees- audit committee, shareholders’ grievance committee, nomination committee.
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Unit-4 |
Teaching Hours:2 |
Legislative Framework of Corporate Governance and Risk Management
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Corporate governance in Companies Act 2013 - SEBI Guidelines - Listing agreement, (Enterprise risk management- Internal control- roles and responsibilities for internal control - Disclosures on risk, risk management and internal control - whistle blower policies. | |
Unit-5 |
Teaching Hours:2 |
Corporate Governance and stakeholders right
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Rights of shareholders- corporate governance issues with related party transactions- role of institutional investors and investor associations on corporate governance- corporate governance and other stakeholders, employees, customers’ lenders, vendors and society. | |
Text Books And Reference Books: 1. CFA course material on Ethics 2. (2016). Corporate Governance: New Delhi. Taxmann
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Essential Reading / Recommended Reading | |
Evaluation Pattern Individual Quiz and Group project | |
MBA651L - IT LEADERSHIP AND GOVERNANCE (2018 Batch) | |
Total Teaching Hours for Semester:20 |
No of Lecture Hours/Week:2 |
Max Marks:100 |
Credits:2 |
Course Objectives/Course Description |
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Course Description This course is offered as an add-on (choice-based) course for students of LOS specialization in the final trimester. Opening up aspects of IT leadership and IT Governance, the course is targeted at students who want to pursue a long term career objective of reaching leadership positions in IT functions like CIO or IT Director or acting as thought leaders in management consulting engagements with such roles. The course largely follows an engaging fictional narrative, dwelling on true-to-life challenges that a new CIO faces in his first year as technology leader of his company. Through this story telling approach, learnings and insights are elicited on various IT leadership and governance areas.
Course Objective This course attempts to round off the MBA education of systems oriented LOS specialization students by providing them a foundation to grow as leaders of IT function of an organization. Additionally, the course also provides awareness to students on Governance of Enterprise IT. The course aims to help the management student view and appreciate IT as a leadership domain rather than a purely technology management domain. The CIO perspective of technology and business is expected to be gained by the student. |
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Course Outcome |
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Knowledge Skill Attitude |
Unit-1 |
Teaching Hours:1 |
Introduction and Overview
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Unit-2 |
Teaching Hours:5 |
IT Leadership ? Strategic Decision Areas
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Unit-3 |
Teaching Hours:5 |
Leadership and Decision Making During IT Operations and Crisis
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Unit-4 |
Teaching Hours:1 |
Sustainable IT Leadership
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Unit-5 |
Teaching Hours:3 |
IT Governance, Risk and Compliance
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Unit-6 |
Teaching Hours:3 |
Digital Leadership
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Unit-7 |
Teaching Hours:2 |
Emerging Trends and Current Issues in IT Leadership
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Text Books And Reference Books: The Adventures of an IT Leader, 2016, Austin, R.D., Nolan, R.L., O'Donnell, S., Harvard Business Review Press, 2nd ed. | |
Essential Reading / Recommended Reading
1. Corporate Information Strategy and Management: Text and Cases, 2017, Applegate, L.M., Austin, R.D., Soule, D., McGraw Hill, 8th ed. 2. The CIO Paradox – Battling the Contradictions of IT Leadership, 2012, Heller, M., Perseus Books. 3. Death March, 2015, Yourdon, E., Yourdon Press, 3rd ed. 4. Transformation Strategy for the Digital CIO, 2018, Vishnu, V., Authors UpFront | |
Evaluation Pattern CIA-1: 10 marks CIA-2: 25 marks CIA-3: 30 marks Departmental Exam: 30 marks Attendance: 5 marks | |
MBA682 - MASTERS THESIS (2018 Batch) | |
Total Teaching Hours for Semester:15 |
No of Lecture Hours/Week:15 |
Max Marks:50 |
Credits:1 |
Course Objectives/Course Description |
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Master Thesis is an optional three-credit research based course that is done by students during their 5th and 6th trimesters. The course is open to all MBA students. A guide is allocated to every student to advise and guide him/her in conducting literature review, formulating the research problem, collection of data, analysis and preparation of report. This course attempts to enable the student to identify and formulate relevant research questions, to get them trained in report writing and to prepare them for a consulting career. |
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Course Outcome |
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· To enable the student to identify and formulate relevant research questions by integrating knowledge from different sources. · To help the students to get trained in report making which focuses on problem solving based on empirical evidence and data visualization techniques. To prepare the student for a consulting career. |
Unit-1 |
Teaching Hours:7 |
Research topic and problem:
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The research problem should be more relevant to the latest business area, it should be grounded in theory and literature review. It should have potential significance or importance and should be do-able within the time frame and budget
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Unit-2 |
Teaching Hours:8 |
Review of Literature:
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The literature used should support the researcher’s arguments relating to his/her research question and aim and objectives of the study. It should uphold methodology. The literature review should be comprehensive and up-to-date. All the papers referred for literature review has to be properly referred strictly following the APA guidelines. | |
Text Books And Reference Books: 1. American Psychological Association. (2009)). Publication manual of the American Psychological Association (6th ed.). Washington, DC. 2. Chawla, D. (2011). Research Methodology Concepts and Cases. New Delhi: Vikas Publications. 3. Cooper, D., & Schindler, P. (2009). Business research methods (4th ed.). New Delhi: Tata McGraw Hill Publications
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Essential Reading / Recommended Reading Cooper, D., & Schindler, P. (2009). Business research methods (4th ed.). New Delhi: Tata McGraw Hill Publications
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Evaluation Pattern Problem Identification - 20 marks Literature Review - 30 marks
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MBA683 - INDUSTRY PRACTICUM - LOS (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:3 |
Max Marks:150 |
Credits:3 |
Course Objectives/Course Description |
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The objective of this course is to provide industry exposure and environment for students to enable them to learn practically. Students undergoing this course are expected to take up a project in the industry and accomplish the set objectives. This will facilitates students to apply the knowledge they have acquired in their specialization area. Course Content The curriculum integrates applied learning through the Industry Practicum. It provides an avenue where the students can integrate concepts learnt, apply their learning, and gain new perspectives on business. This is experiential learning and hands on, also known as “learning by doing”. The Practicum is offered as an alternative to the Dissertation and the Industry gets a lot of value in having bright people look at things in different ways. They feel it is great to tap into younger minds and get the new ideas and the insight on new trends. The pedagogy is based on practical work and the students have to identify a task with set objectives and need to complete it in the industry so chosen for this industry practicum. |
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Course Outcome |
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At the end of the course, students should be able to: Knowledge: · Acquire an understanding of business processes, business working environment and identification of problems or issues faced by the industry. · Formulate and implement business solution for the problem identified and address the objectives set out for the Industry Practicum. · Familiarize innovation in business practices and learn the problem solving skills. Skill: · Practice and experiment their learning by way of a project work. · Develop Written and verbal communication for the 21st Century. Students can prepare and present effective, well organized professional material in an effective manner, both orally and in writing (including presentation decks, graphical displays of numeric data, executive summaries, e-mails, etc.). Attitude: · Solve large and complex technical challenges .Students are able to map large scale business challenges and questions into structured problems, and apply analytical techniques to solve them. · Nurture Collaboration and able to work in groups.Students can navigate corporate culture, and avoid potential obstacles to project success. · Reflect on professional learning. Students gain a deeper understanding of their personal strengths and weaknesses in the areas of technical skills, communication skills, and leadership. Level of Knowledge Students are expected to have prior basic understanding of business practices, specialization related concepts, application of such concepts in the area of operations and systems management before they undertake this course. The course presents conceptual and application levels of knowledge in Industry Practicum. |
Unit-1 |
Teaching Hours:90 |
Course Content
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Each student is allotted one faculty donning the role as Practicum Advisor. The Practicum Advisor need not necessarily be the student’s Faculty Mentor. Appropriate Practicum Advisor may be chosen by the student based on the area of expertise and the experience that the faculty have in particular sector or domain that the student may want to work with. Student opting for Industry Practicum instead of Dissertation should submit the proposal in the form of Practicum Charter. This document is about 6-10 page document and it outline the work to be done, brief insight into the Literature review, a tentative engagement plan, and a timetable. On approval of the Practicum Charter by the Head of Specialization and the Practicum Advisor, the Industry Practicum could be taken up by the student and commence the work. The student are required to submit a 5-15 page Interim Report about half-way through the project indicating the activities completed thus far and highlighting any accomplishments completed. The Final Report would be a document of 30 - 50 page. The final report is generated after completing the presentation about their findings and results to the corporate mentor and obtaining the certificate of completion. Students are required to give an oral presentation(Viva) to the Practicum Advisor or the panel highlighting the final results and accomplishments. The student also need to provide weekly progress reports in moodle (just like the Summer Internship Project) in a format agreed upon by the Practicum Advisor. The student is expected to put in minimum 75-80 hours of work (including Reports making and other related documentation preparation) on the Practicum. Two days per week will be freed up on in the Academic calendar in the sixth trimester for this purpose. No Practicum related work will be taken up during exams (midterm and end term).
The Practicum Advisor may obtain feedback report from the Corporate Mentor before the awarding the marks for the Practicum. | |
Text Books And Reference Books: Literaure Review in the area in which Industry Practicum project is undertaken. | |
Essential Reading / Recommended Reading Literature Review | |
Evaluation Pattern
Evaluation Pattern Total 150 marks | |
MBA684 - INDUSTRY PRACTICUM - MARKETING (2018 Batch) | |
Total Teaching Hours for Semester:30 |
No of Lecture Hours/Week:2 |
Max Marks:150 |
Credits:3 |
Course Objectives/Course Description |
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The objective of this course is to provide industry exposure and environment for students to enable them to learn practically. Students undergoing this course are expected to take up a project in the industry and accomplish the set objectives. This will facilitates students to apply the knowledge they have acquired in their specialization area. |
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Course Outcome |
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On completion of this course, the participants must be able to achieve the following learning outcomes. Knowledge · Enable students to acquire an understanding of business processes, business working environment and identification of problems or issues faced by the industry. · Equip students to formulate and implement business solution for the problem identified and address the objectives set out for the practicum. · Familiarize students with innovation in business practices and learn the problem solving skills. Skill · Provide a platform for students to practice and experiment their learning by way of a project work. · Written and verbal communication for the 21st Century. Students can prepare and present effective, well organized professional material in an effective manner, both orally and in writing (including presentation decks, graphical displays of numeric data, executive summaries, e-mails, etc.). Attitude · Critical thinking to solve large and complex technical challenges .Students are able to map large scale business challenges and questions into structured problems, and apply analytical techniques to solve them. · Collaboration and work in groups .Students can navigate corporate culture, and avoid potential obstacles to project success. · Reflection on professional learning. Students gain a deeper understanding of their personal strengths and weaknesses in the areas of technical skills, communication skills, and leadership. |
Unit-1 |
Teaching Hours:30 |
Course Content
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Each student is allotted one faculty donning the role as Practicum Advisor. The Practicum Advisor need not necessarily be the student’s Faculty Mentor. Appropriate Practicum Advisor may be chosen by the student based on the area of expertise and the experience that the faculty have in particular sector or domain that the student may want to work with. Student opting for Industry Practicum instead of Dissertation should submit the proposal in the form of Practicum Charter. This document is about 6-10 page document and it outline the work to be done, brief insight into the Literature review, a tentative engagement plan, and a timetable. On approval of the Practicum Charter by the Head of Specialization and the Practicum Advisor, the Industry Practicum could be taken up by the student and commence the work. The student are required to submit a 5-15 page Interim Report about half-way through the project indicating the activities completed thus far and highlighting any accomplishments completed. The Final Report would be a document of 30 - 50 page. The final report is generated after completing the presentation about their findings and results to the corporate mentor and obtaining the certificate of completion. Students are required to give an oral presentation(Viva) to the Practicum Advisor or the panel highlighting the final results and accomplishments. The student also need to provide weekly progress reports in moodle (just like the Summer Internship Project) in a format agreed upon by the Practicum Advisor. The student is expected to put in minimum 75-80 hours of work (including Reports making and other related documentation preparation) on the Practicum. Two days per week will be freed up on in the Academic calendar in the sixth trimester for this purpose. No Practicum related work will be taken up during exams (midterm and end term). The Practicum Advisor may obtain feedback report from the Corporate Mentor before the awarding the marks for the Practicum. | |
Text Books And Reference Books:
Journal research articles related to the topic chosen for the Industry Practicum. Students to submit literature review as part of the final report. | |
Essential Reading / Recommended Reading
Journal research articles related to the topic chosen for the Industry Practicum. Students to submit literature review as part of the final report. | |
Evaluation Pattern
Evaluation Criteria (Total 150 marks) Practicum Charter 15 marks Interim Report 25 marks Final Report 50 marks Oral Presentation (Viva) 25 marks Weekly Reporting & Performance review by corporate mentor - 25 marks Attendance & Punctuality with endorsement from corporate mentor – 10 marks | |
MBA685 - INDUSTRY PRACTICUM - HR (2018 Batch) | |
Total Teaching Hours for Semester:45 |
No of Lecture Hours/Week:3 |
Max Marks:150 |
Credits:4 |
Course Objectives/Course Description |
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The Institute of Management, Christ University (IoM CU) proposes to introduce Industry Practicum as an alternative to Dissertation project for students and this is to be completed in the sixth trimester. It gives students real life experience and exposure to industrial environment. Having almost learnt and imbibed the knowledge in a specific specialization area, students can now look into the practical aspects and see how best the concepts can be put into practice. Course Content
The curriculum integrates applied learning through the Industry Practicum. It provides an avenue where the students can integrate concepts learnt, apply their learning, and gain new perspectives on business. This is experiential learning and hands on, also known as “learning by doing”. The Practicum is offered as an alternative to the Dissertation and the Industry gets a lot of value in having bright people look at things in different ways. They feel it is great to tap into younger minds and get the new ideas and the insight on new trends. The pedagogy is based on practical work and the students have to identify a task with set objectives and need to complete it in the industry so chosen for this industry practicum. |
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Course Outcome |
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On completion of this course, the participants must be able to achieve the following learning outcomes. Knowledge: · Enable students to acquire an understanding of business processes, business working environment and identification of problems or issues faced by the industry. · Equip students to formulate and implement business solution for the problem identified and address the objectives set out for the practicum. · Familiarize students with innovation in business practices and learn the problem solving skills. Skill : · Provide a platform for students to practice and experiment their learning by way of a project work. · Written and verbal communication for the 21st Century. Students can prepare and present effective, well organized professional material in an effective manner, both orally and in writing (including presentation decks, graphical displays of numeric data, executive summaries, e-mails, etc.). Attitude : · Critical thinking to solve large and complex technical challenges .Students are able to map large scale business challenges and questions into structured problems, and apply analytical techniques to solve them. · Collaboration and work in groups.Students can navigate corporate culture, and avoid potential obstacles to project success. · Reflection on professional learning. Students gain a deeper understanding of their personal strengths and weaknesses in the areas of technical skills, communication skills, and leadership. |
Unit-1 |
Teaching Hours:45 |
Practicum Advisor and Practicum Charter
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Each student is allotted one faculty donning the role as Practicum Advisor. The Practicum Advisor need not necessarily be the student’s Faculty Mentor. Appropriate Practicum Advisor may be chosen by the student based on the area of expertise and the experience that the faculty have in particular sector or domain that the student may want to work with.
Student opting for Industry Practicum instead of Dissertation should submit the proposal in the form of Practicum Charter.
This document is about 6-10 page document and it outline the work to be done, brief insight into the Literature review, a tentative engagement plan, and a timetable. On approval of the Practicum Charter by the Head of Specialization and the Practicum Advisor, the Industry Practicum could be taken up by the student and commence the work.
The student are required to submit a 5-15 page Interim Report about half-way through the project indicating the activities completed thus far and highlighting any accomplishments completed.
The Final Report would be a document of 30 - 50 page. The final report is generated after completing the presentation about their findings and results to the corporate mentor and obtaining the certificate of completion. Students are required to give an oral presentation(Viva) to the Practicum Advisor or the panel highlighting the final results and accomplishments.
The student also need to provide weekly progress reports in moodle (just like the Summer Internship Project) in a format agreed upon by the Practicum Advisor.
The student is expected to put in minimum 75-80 hours of work (including Reports making and other related documentation preparation) on the Practicum. Two days per week will be freed up on in the Academic calendar in the sixth trimester for this purpose. No Practicum related work will be taken up during exams (midterm and end term).
The Practicum Advisor may obtain feedback report from the Corporate Mentor before the awarding the marks for the Practicum. | |
Text Books And Reference Books:
Journal research articles related to the topic chosen for the Industry Practicum. Students to submit literature review as part of the final report | |
Essential Reading / Recommended Reading Respective corporate website and other relevant made available to the student. | |
Evaluation Pattern Report Submission - 50 Marks Viva - 50 Marks Practicum Advisor Evaluation - 50 marks TOTAL: 150 marks | |
MBA686 - CAPSTONE PROJECT (2018 Batch) | |
Total Teaching Hours for Semester:40 |
No of Lecture Hours/Week:3 |
Max Marks:100 |
Credits:4 |
Course Objectives/Course Description |
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Course Description The Business Analytics capstone project is a three credit course offered to students of MBA in Business Analytics in their fifth and sixth trimesters. A capstone project is a mode of experiential learning, carried out at the culmination of the program. It gives the students an opportunity to apply what they have learnt about how to make data-driven decisions to a real business challenge faced by various companies. The students will have to choose a reputed organization and study a specific business problem associated with it. The specific role that the student will be playing in the organization and the scope of their work in the company will have to be finalized in consultation with the corporate mentor and with the approval of the academic mentor. The students are required to submit a final report in the specific format detailing their learning in the organization in addition to apprising their academic mentor of the weekly progress. Objectives 1. To expose and acclimatize the students to real time working environment in an organization 2. To enable the students to make effective business decisions based on data 3. To provide an opportunity to be in and on the job work setting where they have clearly defined targets and timelines 4. To improve the critical problem solving skills required while entering the job 5. To develop interpersonal skills required to excel in the corporate |
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Course Outcome |
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On completion of the capstone project, the students will acquire: Knowledge · The ability to use data effectively to address business challenges · An understanding of how cutting-edge businesses use data to optimize their strategies · The ability to make data-driven decisions Skills · The ability to apply and demonstrate their conceptual learning to a business situation · Problem-solving, analytical and practical learning ability · Work efficiently with statistical tools such as IBM SPSS, R, Weka and Python · The ability to conduct statistical analysis to generate insights using statistical software packages like IBM SPSS, Watson Analytics etc. · Critical thinking skills acquired through their program Attitude · Appreciate the use of statistical thinking in taking effective business decisions |
Unit-1 |
Teaching Hours:40 |
Capstone Project
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The students will have to choose a reputed organization and study a specific business problem associated with it. The specific role that the student will be playing in the organization and the scope of their work in the company will have to be finalized in consultation with the corporate mentor and with the approval of the academic mentor. The students are required to submit a final report in the specific format detailing their learning in the organization in addition to apprising their academic mentor of the weekly progress.
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Essential Reading / Recommended Reading As suggested by faculty mentor | |
Evaluation Pattern
Evaluation Capstone project will be evaluated under three major categories; weekly updates, compliance to the format, content of the report and performance in viva voce. The pattern of evaluation will be as under: Weekly updates and compliance: 30 marks Report evaluation by the guide: 70 marks Viva by panel: 100 marks The student is expected to provide weekly updates to the academic mentor to enable him/her to check the efficacy of the process. Since weekly updates will act as the primary source for the academic mentor to provide guidance to the students, they must be as detailed and specific as possible. |