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.

Developing various soft skills and analytical skills through analysis of current affairs on a continuous basis 

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

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.

Knowledge

• Understand  the  fundamentals  of  financial accounting, the principles and concepts underlying them. (CLO 1)
• Understand the language of business through financial accounting. (CLO 1)
• Appreciate decision facilitating roles of accounting information. (CLO 2)
• Read and understand contemporary developments in the area of accounting. (CLO 12)

Skills

• Analyse a transaction throughout its cycle and record them too. (CLO 13)
• Construct the financial statements viz., the Income Statement and Balance Sheet. (CLO 15)

Attitude

• Develop an attitude of integrative thinking while analyzing and interpreting financial statements and accounting information. (CLO 23)
• Appreciate the ethical dimensions in accounting and reporting and be able to adopt a socially responsible outlook while preparing accounting statements. (CLO 25)
• Appraise an integrative understanding of the entire business while reading and / or preparing financial statements. (CLO 21)
• Understand the importance of collaborative functioning in diverse teams to achieve the common organizational goal of value creation to all the stake holders.  (CLO 21)

• Introduction to Accounting, Need for Accounting, Aim and influence of accounting in the information age.
• Identification of forms of organization and their characteristics.
• Identification and description of three major activities in organizations.
• Identification of users and uses of accounting.
• Explanation and interpretation of accounting equation

• Accounting Standards - IGAAP & IFRS                   
• Meaning of accounting principles – Concepts & Conventions
• Accounting Process
• Accounting equation – Asset account, Liability account & Equity account
• Analyzing transactions – Transaction analysis
• Debits and credits and explanation regarding their role in double-entry accounting.

• Double-entry book-keeping system, Journal, Ledger, Posting, Debits, Credits,
• Trial Balance, Adjusting entries,
• Final Accounts for non-corporate (Manufacturing Trading, P&L, B/S),
• Final Accounts for Corporate (P&L, B/S, P&L Appropriation).

• Meaning of subsidiary books
• Types of subsidiary books
• Preparation of Cash book – Two column & three column cash book
• Bank reconciliation statement
• Meaning & classification of accounting errors

• Disclosure of information
• Indian Accounting Standards
• Legal requirement (Company” Act, SEBI, Income-Tax Act etc.)
• Revenue Recognition
• Fixed Assets & Depreciation Accounting
• Intangible Assets
• Inventory valuation.

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.

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

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

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

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

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

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

2.       Geetika., Ghosh., Piyali., &  Choudhari, P. R. (2012). Managerial Economics.(2^nd 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.

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)

• Get up-to-date with latest paradigms of AI, ML, Cloud, IoT, Block Chain etc (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)

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.

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.

Basics of Hardware, Software, Open Source.

Overview of Networks, Data Centre concepts.

Enterprise Business Applications, Overviews of ERP, Supply Chain Management System, CRM, International Information Systems.

Transaction Processing Systems, MIS, DSS, Analytics and Business Intelligence, Knowledge Management Systems.

Challenges of Data Management, Database Concepts, Database Elements, E-R Diagrams, SQL.

Practice of SQL

Data Warehouses, Data Mining, Big Data.

Artificial Intelligence, Machine Learning, AI & ML - Implications for Managers.

Cloud, Virtualization, IOT.

Blockchain

Green IT, Ethical Issues, Dark Side of IT, Social Issues of Technology.

ICT for National Development, E-Governance Concepts, Smart Cities.

Industry 4.0, Service 4.0,

Autonomous Robots, Robotic Process Automation,

Virtual Reality, Augmented Reality,

3D Printing,

Wearables Technology, Bionics.

Current developments and trends.

CIA-2: 25 marks

CIA-3: 30 marks

End Term: 30 marks

Attendance: 5 marks

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.

 
Course Objectives - Managers are evaluated in term of success in adapting themselves to changing business environment. This course describes the steps necessary to understand an organization that are aligned with business objectives and provides an insight to address a range of challenges that every manager encounter. It aims to prepare students for an exciting challenging and rewarding managerial career through case studies on ‘Global Perspective’.

At the end of the course students will be able to:

KNOWLEDGE
•    Application of management concepts to understand the major internal features of a business system and the environment in which it operates. (CLO1 & CLO2)

SKILL
•    Conduct case study analysis to apply theoretical concepts. (CLO11)
•    Evaluate and compare the management practices of the key economies of the world (CLO12)
•    Ability to think creatively and scientifically to manage events (CLO 14)
•    Demonstrate critical and analytical thinking when presented with managerial problems and express their views and opinions on managerial issues (CLO13, CLO15, CLO16, CL017)

ATTITUDE
•    Ability to work in dynamic teams (CLO21)
•    Evaluate the global context for taking managerial actions of planning, organizing and controlling with an ethical outlook. (CLO23 & CLO25)

• Management: Meaning; Scope; Managerial levels and skills;

• Managerial Roles; Management: Science, Art or Profession; Universality of Management.

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

• Types of plans; Steps in Planning Process; Strategies, Policies and Planning premises (Planning approaches); Decision making, Forecasting & MBO.
• HBS Case Study

• Organizational structure and design; types of organizational structures; authority, delegation, decentralization and reengineering

• Human resource planning, Recruitment, selection, training & development, performance appraisal, managing change, compensation and employee welfare.
• Article Stress Management & Career path,

• Leadership concept, leadership theories, motivation & communication.
• Article on Styles of leadership by Daniel Goleman

• Nature of organizational control; control process; Methods and techniques of control; Designing control systems.

• Concept of social responsibility; corporate governance, managing ethical behaviour, Tools of Ethics and Management of Stress.
• HBS case study

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.

At the end of the course, the student should be able to acquire the following knowledge, skills and attitude

Knowledge:

• Know the practical application of selected statistical tools (CLO2)

• Prepare data for statistical analysis leading to business decisions (CLO1)
• Statistically analyse basic economic indicators (CLO1,CLO2)

Skills:

• Work efficiently with statistical functions in MS Excel (CLO11, CLO13)

·         Conduct basic statistical analysis using MS Excel (CLO11, CLO12)

Attitude:

• Appreciate the use of statistical thinking in taking effective business decisions.(CLO22)

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

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

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

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

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

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

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

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

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

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

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

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

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

Evaluation Pattern

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

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.

On completion of the course, the participant will be able to;

Knowledge

1. Define marketing and provide his/her own understanding (meaning) of marketing.
2. Have clarity on the philosophy of marketing and how it affects overall business environment
3. Know how segmentation, targeting and positioning strategies are formulated and implemented.

Skills

1. Work in teams on micro-projects
2. Look for customer insights from various data sources presented to them
3. Make presentations and communicate his/her perspective and ideas clearly and confidently to the audience.

Attitude:

1.       Effectively realize the importance of customer orientation in business decisions.

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

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

Market Targeting

Developing and Communicating a Positioning Strategy

Differentiation Strategies

Ramaswamy,V.S. &Namakumari. (2013); Marketing Management. 5^thEd, McGraw Hill, New Delhi.

Evaluation Pattern

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.

·         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

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.

2.      Tripathi and Reddy. Principles of management. Tata McGraw Hill.

3.      Interaction with company people

4.      Website of organization

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. 

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.

Developing various soft skills and analytical skills through analysis of current affairs 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 

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.

• Define marketing and provide his/her own understanding (meaning) of marketing.
• Have clarity on the philosophy of marketing and how it affects overall business environment
• Know how segmentation, targeting and positioning strategies are formulated and implemented
• Appreciate concepts related to marketing and how it aids decision making in business
• Develop reasoned perspective on value creation to customers and how it related to value created for the organization.

Skills

• Work in teams on micro-projects
• Look for customer insights from various data sources presented to them
• Make presentations and communicate his/her perspective and ideas clearly and confidently to the audience
• Design a comprehensive marketing plan
• Evaluate marketing practices followed by companies on its strategic and operational relevance.

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.

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

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.

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)
Section B - 10 marks -case study                                       (1x10=10 marks)

Questions from self learning module would be included in the above mentioned pattern

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.

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.

·          

Historical Development, Behavioural sciences and Organizational behaviour, Meaning, Importance, Basic concepts, Methods and tools for understanding behaviour, Challenges and Opportunities, OB model, ethical issues in organizational Behaviour  (Self learning modules) *

Personality:  Foundations of Individual behaviour, Personality, Meaning and Importance, Development of personality, Determinants of personality, Theories of personality, Relevance of personality to managers. (3 hrs)

Perception:  Nature, Importance and Definition of Perception, Factors involved in perception, The Perceptual Process, Perceptual Selectivity and Organization, Applications in Organizations. (2 hrs)

Learning: Definition and Importance, Theories of learning, Principles of learning, Shaping as managerial tool (2 hrs)

Attitudes: Sources and Types of attitudes, Attitude formation and change, Cognitive Dissonance Theory. Effects of employee attitude, Job related attitudes (2 hrs)

Values: meaning, importance, source and types, and applications in organizations. (2 hrs)

Job satisfaction: Measuring Job Satisfaction, Causes of Job Satisfaction, Impact of satisfied and dissatisfied employees on the workplace (2 hrs)

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

Groups – Meaning, classification and nature of groups, Stages of group development, An Alternative model for Temporary Groups with Punctuated Equilibrium Model, Group properties: Roles, Norms, Status, Size and Cohesiveness, Group decision making (3 hrs)

Teams -Meaning of teams, Types of teams, Creating Effective teams, what makes individuals into effective team players, Team development, Team decision making. (3 hrs)

Organizational behaviour (OB) in global context, Boundary less organizations, Cross-Cultural Management, Managing multicultural teams, Communicating across cultures OB in the digital age (Self learning modules) *        

.       Robbins, S P., Judge, T A and Vohra, N (2013).  Organizational Behavior. 15th Edition, Prentice Hall of India.

1.      Adler, N. J & Gundersen, A.(2008). International Organizational Behavior ,5^th Edition, Cengagge Learning India Private Limited.

  Anastasi A & Urbina ( 1997) Psychological Testing , Pearson Education.

Baron RA & Byrne D (2000) Social Psychology , Pearson Education12. 

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 RH & Sunstein C (2008) Nudge – Inproving decisions about health, wealth, and happiness, Penguin.

11.    

CIA = 20 marks (MCQ/Group/individual Presentations/ written assignments/ micro projects/

Learning journals)

Mid semester = 50 marks

CIA II = 20 marks (MCQ/Group/individual Presentations/ written assignments/ micro projects/ Learning journals)

End semester = 100 marks

Mid-Term Pattern

Sec A: situational question

Section A – Situational based questions : 10 marks

Section B – 5 questions out of 7, 6 marks each (30 Marks)

Section C –  Case study : 10 marks

Total : 50 marks

End-Term Evaluation Pattern

Sec A: 5/8 (8 marks = 40 marks)

Sec B: 4/6 (12 marks = 48)

Sec C: Case Study (12 marks)

To become aware of various optimisation models that are of business importatance. Management science ncessarily amins at teaching students mathematial models that are  more frequently used for business decision making. Optimum portfolio selction, sequencing, transportation, assignment models are taught to facilitate studnets to understand model building process.

 Knowledge

·        Create mathematical models and apply them in business

·        Solve a variety of mathematical models and make inferences from the solutions.

Skills

·        Advise functional decision makers using results from mathematical models

·        Use advanced options in Excel solver.

·        Apply algorithms used to derive the optimal solution for standard LPP, Transportation and Assignment, Project Scheduling, and Sequencing.

Attitude

Be open to the idea that complex business information can be converted into clear and parsimonious mathematical models, that when solved will help to optimize resources.

 Level of Knowledge -Conceptual, analytical, problem solving 

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.

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

Spreadsheet models for Transportation problems.

Hungarian method - Unbalanced assignment - Maximization in assignment - Travelling salesman problem - Transshipment problem.Flight assignment problems.

Spreadsheet models for Assignment problems.

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

Sequencing:Processing n jobs through 2 and 3 machines.

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

Applications of Transitions Matrices of Markov Chains - Brand Switching Analysis, Attrition Analysis, Spreadsheet models.

Queuing Theory: Features of the Waiting Line system - Kendall’s Notation - Queuing models - Single Channel/Infinite capacity.

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 (10^th Edition). Noida: Pearson India Education Services Pvt. Ltd.

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.

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.

1. Students are able to apply the important elements of finance concepts for running a business.
2. Students are able to evaluate decision facilitating roles of accounting information.
3. Students are able to solve business problems of the real world pertaining to basic elements of financial management
4. Students are able to appreciate the ethical and social dimensions of managing finance in business.

Level of Knowledge: Basic, Applied / Working

Scope of finance, Finance functions, financial manager’s role, financial goal

Profit maximization vs. wealth maximization, Organization of finance function.

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

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.

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.

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.

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.

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).

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.

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 (10^th 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 (12^th ed.). Pearson Education India.

Evaluation Pattern:

 a. CIA 1 - 10% Marks (One Assignment, group or individual)

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.

·         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

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. 

Quiz                                                    20 marks

Comprehensive test                          30 marks

Total                                                    50 marks

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.

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.

Introduction: The Field of Operations Management, Production Systems, OM in the Organizational Chart, Operations as Service, Historical Development of OM, Current Issues in Operations Management.

Operations Strategy: Operations Strategy, Operations Competitive Dimensions, Corporate Strategy Design Process, Fitting Operational Activities to Strategy, Productivity Measurement.

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

Inventory Management: Definition of Inventory, Purposes of Inventory, Inventory Costs, Economic Order Quantity (EOQ),Independent versus Dependent Demand, Inventory Systems, Inventory Classification: ABC,  FSN, VED and Vendor Managed Inventory (VMI)

Introduction to Supply Chain Management (SCM), Bull-whip effect, Push and Pull Systems, Role of Technologies in SCM

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

Introduction, Project Planning, Structuring Projects, Work Breakdown Structure.

Ethical issues in Operations Management (OM). Lean Concepts, Sustainable Operations  

( Self  learning Module )                                                          

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.

7.  Russel, R. S., & Taylor, B. W. (2012). Operations management. New Delhi: John Wiley & Sons Publications.

8.       Chase, R. B., & Ravi Shankar, Et al. (2010). Operations and Supply Management. India: McGraw Hill.

Mahadevan, B. (2015). Operations Management. India: Pearson. 3^rd Edition

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

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.

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. 

Profit and Loss Account and Balance sheet

Ratio Analysis, Vertical Analysis, Horizontal Analysis

Cash flow from operating, investing and financing activities

Interpreting cash flow statement

Free cash flow

2.       Bhattacharya, A.B. (2010). Financial accounting for business managers. (3^rd 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

The course is offered to Business Analytics specialization students in the third trimester. It is an introductory course on Relational Database Management (RDBMS) concepts.

Data being a resource by itself, it becomes part of an organization’s asset management. Managing data while maintaining accuracy, integrity, quality and consistency is significant while taking relevant business decisions. The course includes aspects related to database architecture as part of storage, querying of data as part of retrieval and security of data as part of management.

Students who take up this course are expected to have a basic understanding of Information Systems and its applications in various industries. Various concepts of RDBMS will be driven through hands-on sessions.

This course will enable students to understand the way organizations set up and manage Database Systems for their business needs.

At the end of the course students should be able to:

Knowledge:

·        Differentiate between data and information and the value they carry

·        Understand the concepts of database management systems such as its architecture, administration and utilization

·        Understand the significance and application of relational database management systems in a business enterprise

Skills:

·        Use software to carry out database tasks such as Create, Update and Retrieve data from a database environment

·        Use software to create and carry out basic tasks related to RDBMS environment

Attitude:

·        Appreciate the value of data by understanding and practicing ethics while handling data

·        Understand the importance of security aspects while working in a RDBMS environment

Data vs Information, Traditional Processing Systems, Database approach, Types of databases – Personal, Workgroup, Department, Enterprise, Inter-organizational, Virtual Storage, Ethics while handling data

Functions & Components of DBMS, Risks & advantages of DBMS, Roles & Users of DBMS

Database Architecture, Database schemas – Logical, Conceptual, and Physical, Designing databases – Database design strategies, Database Models – Hierarchical, Network, Relational, Object-oriented, Object-Relational - Comparison between different data models.

Database structures – Tables, Views, Indexes

Roles & Responsibilities of Database Administrator, Database Integrity and ACID (Atomicity, Consistency, Isolation and Durability) properties, Transaction Management, Commit and Rollback of transactions, Concurrency control and Locking, Providing database access and assigning user privileges

Importance of security in a database management system - Security threats, System vulnerability and hazards, Computer Crimes, Disaster Recovery Planning, Risk management, Information Privacy, Database logs, Database audits - Audit trail

Logical design vs Physical design, Cardinality, Types of Keys, Entity Relationship modeling.  Normalization and de-normalization.  Setting up an RDBMS environment.

Introduction to Data Definition Language (DDL), Data Manipulation Language (DML), Structured Query language – Create, Update, Retrieve, Functions & Computation

Nested Queries, UNION, JOIN, Inner JOIN, Outer JOIN, Constraints, Integrity

Data Centers, Distributed Data Storage, Big Data – Storage and Retrieval, Web, Cloud Databases, Influence of Data Management – Social Media, Business, E-Commerce, Retail, Banking etc.

·        Gillenson, M. L., Ponniah, P., Kriegel, A., Trukhov, B. M., Taylor, A. G., Powell, G., & Miller, F. (2013). Introduction to Database Management. Sahibabad: Wiley India Pvt. Ltd.

·        Leon, A., & Leon, M. (2010).  Fundamentals of Database Management Systems, McGraw Hill Education (India) Pvt. Ltd.

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

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

1. CIA I                                               (10 marks)

2. CIA II                                              (15 marks)

3. CIA III                                             (20 marks)

4. MCQs – 2                                       (10 marks each)

5. End Term Exam (Project Based)    (30 marks)

6. Attendance                                      (5 marks)

This paper is offered as a finance elective for the MBA programme. It develops an investment attitude and prepares students for careers in the areas of finance and investment. Students opting for finance specialization would find this course to be important as its applications can be seen while understanding financial markets.

• Understand the framework of securities market and it’s functioning.

• Develop a conceptual and analytical understanding of the framework of evaluating a security, namely a bond or equity.

• Develop a working knowledge of the understanding of different financial instruments, their risk and return performance and their appropriateness while constructing portfolios.

• Understand portfolio construction theories, its management techniques and strategies.

Skill

•Develop good analytical ability on the basis of macroeconomic factors, industry factors and company specific factors that influence the markets.

•Develop a conceptual and analytical framework of evaluating a security.

Attitude

• Develop an integrative thinking and an understanding of the nuances of the inter-connectedness of the markets and the economies.

• Understand the importance of the play of emotional intelligence of the participants in the financial markets.

• Appreciate the ethical and social dimensions of valuation and its importance to financial markets and portfolio management.

• Appreciate the ethical and social dimensions that are important while participating in financial markets.

• Understand the importance of collaborative functioning in diverse teams to achieve the common organizational goal of value creation to all the stake holders.  

Level of Knowledge: Conceptual, Working and Applied

Organization and Functioning of securities markets - What is a Market?; Primary capital markets; secondary financial markets. Security market indexes - Stock market indexes; Bond market indexes. The investment setting - What is an investment? Measures of return and risk. The Asset Allocation decision - Individual investor life cycle; the need for a policy statement; Input to the policy statement; constructing the policy statement; the importance of asset allocation. Governance and ethical dimensions concerning investments.

Macro market analysis – Economic activity and security markets, Economic series and stock prices; the cyclical indicator approach etc. Industry analysis – Why do Industry analysis? The business cycle and Industry sectors; structural economic changes; Evaluating the Industry life cycle. Company analysis and stock valuation – Company analysis versus valuation of stock; Company analysis; Estimating intrinsic value; Additional measures of relative value; Analysis of growth companies;  Valuation of alternative Investments. Technical analysis – Advantages of technical analysis; Technical trading rules and indicators Efficient Capital Markets – Why should capital markets be efficient? Alterative efficient market Hypotheses; Tests and results of EMH; Implications of efficient capital markets

An introduction to Portfolio Management - Some background assumptions; Markowitz portfolio Theory; An introduction to asset pricing models – Capital Market Theory: An overview; The Capital Asset Pricing Model: Expected return and risk; relationship between Systematic risk and return; The Market Portfolio: Theory Vs Practice Multifactor Models of risk and return – Arbitrage Pricing Theory

Equity portfolio management strategies – Passive Vs Active management; Overview of passive equity portfolio management strategies; Overview of active equity portfolio management strategies; An overview of style analysis; asset allocation strategies

The Analysis and Valuation of Bonds – The fundamentals of Bond Valuation; computing bond yields Bond Portfolio Management strategies – Alternative Bond Portfolio Strategies – Passive Management Strategies; Active Management Strategies

Evaluation of Portfolio performance – Composite Portfolio Performance measures; Application of Portfolio performance measures; Evaluation of bond portfolio performance.

What is Behavioral Finance?, Standard Finance Versus Behavioral Finance, History of Behavioral Finance, Investor Behavior and asset allocation process, Investor Biases-Overconfidence, Representativeness, Anchoring, Mental Accounting, Loss Aversion, Framing, Availability bias and others.

Reilly. & Brown. (2012). Analysis of Investments & Management of Portfolios (12^th ed.). CENGAGE Learning.

Bodie., Kane., Mohanty., Investments (6^th ed.). Tata McGraw Hill Publications

1.       Chandra, Prasanna. (2008). Investment Analysis and Portfolio Management. New Delhi: Tata McGraw – Hill Publications.

2.       Fischer., & Jordan., Security Analysis and Portfolio Management. Prentice Hall Publications.

3.       Bhalla, V. K., Investment Management, S. Chand & Co Publications.

4.       Kevin S.(2008). Security Analysis & Portfolio Management, New Delhi: PHI Learning Pvt Ltd Publications.

5.        Brealey., & Myers., Principles of Corporate Finance (7^th ed.). Tata McGraw Hill Publications.

Evaluation Pattern

CIA I: 10%

CIA II - mid term : 25%

CIA III: 30%

End Trimester: 30%

Attendance: 5%

Total 100%                                                        

Course Objective

The course is offered as a human resource elective for students specializing in HRM in the first year (third trimester). The course helps the students to understand and apply the concept of industrial relations and the system in which it operates. The paper increases understanding about relations between different stake holders and its linkage with organizational effectiveness. It provides hands on experience for students in discipline and grievance handling. It helps students to enhance their knowledge about compliance activities.

Learning Outcomes:

On completion of the course, participants will be able to;

Knowledge

1.       Analyze the present state of Industrial relations in India and gaps which are existing in the system.

2. Implement the concepts and principles and issues connected with trade unions, collective bargaining, workers participation, grievance redressal, and employee discipline and dispute resolution.

3. Integrate ER (employee relations) for a Manager practically to handle day-to-day ER issues.

Skills

1. Explore various options which are available for a HR manager in handling industrial grievances and disputes.

2. Innovative ideas for HR students to implement in the form of negotiation between two divergent opinions or ideas.

3. Implementing decisions in a legal frame work without violating compliance procedures and laws.

Attitude

1. Future HR managers can face the situation in the production sector without any dilemma legally.

2. The students will be in an unbiased manner to implement the decisions.

3. The students can face the industrial market and any placement interview with confidence and can do their duties after entering the market legally and ethically.

Unit I   Economy and the Labour Force in India                                                           

Introduction, The Indian Economy, Labour force in India, Structure, Composition and Trends, Key Issues and critical challenges, meaning and scope of Industrial relations, the systems frame work, Theoretical perspectives (theories of industrial relations).

Industrial relations in a comparative frame work

(Self learning module) *                                                                                                   (2 Hrs)

Introduction, Industrialization strategy and Industrial relations, Globalization and Industrial relations, Origin and growth of employer’s organizations, Trade Unions. –Trade Unions in India, Trade Unions and Economic Development, Trade Union recognition.

Unit III  Collective Bargaining and Tripartism and Social Dialogue                                                                                                                                                                                                                                         Introduction, The Concept of Collective bargaining, Nature and legal frame work of collective bargaining, levels of bargaining and agreements, collective bargaining and stake holders, negotiating techniques and skills, Types of and levels of tripartite agreements, assessment of the working of Tripartism,  bipartite consultative machinery, strengthening tripartite social dialogue.

The Role of Government in Industrial Relations                                                                      

The means of state intervention, role of state in industrial relations at the state level, industrial conflict, reference of disputes to boards, courts or tribunals, voluntary reference of disputes to arbitration, strengthening conciliation, promoting alternative dispute resolution mechanisms.

Workers participation                                                                                     

Meaning of participation, Purpose of workers participation, Types and degree of participation, Government policy and participation, Structure of participative management, Nature and benefits of participative management, Quality circles, Composition of quality circles, Functioning of quality circles, Cases relating to quality circles with Indian Case studies.

The Industrial Disputes Act, 1947:                                                                

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 Labour Court and Industrial Tribunal, Notice of change in conditions of service, Voluntary reference of disputes to arbitration, Award Settlement

The Industrial Employment (Standing Orders) Act, 1946:                          

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.

Issues in Labour Policy and Labour reform

(Self Learning module)*                                                                                                 

Key concerns in labour policy, reviewing the link between parliament the judiciary, and the executive, managing employee grievance, nature and causes grievance, grievance procedure, managing discipline, managing good industrial relations, future of industrial relations. – Discussions on Labour issues with reference to Indian Scenario.

Essential Reading

Venkataratnam C.S. (2011), Industrial relations (1^sted.). New Delhi: Oxford University Press.

Recommended Reading

1.         SarmaA.M. (2013), Industrial Relations, (10^th ed.), Mumbai: Himalaya Publishing House.

2.         Monappa Arun, Nambudiri Ranjeet and Selvaraj Patturaja (2012), Industrial relations and Labor Laws (2nd ed,). New Delhi: Tata Mac Graw Hill Publishing Company Limited.

3.         PattnayakBiswajeet (2006), Human Resource Management, (3^rd ed.), New Delhi: Prentice Hall of India Pvt Ltd.

4.         4. Punekar S.D., Deodhar S.B., Sankaran Saraswathi (2011), Labour Welfare, Trade Unionism and Industrial Relations, ((14^th rf.), Mumai: Himalaya Publishing House.

CIA 1 ASSIGNMENT EVALUATION PATTERN

CIA 3 ASSIGNMENT EVALUATION PATTERN

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.

At the end of the course, students should be able to:

Knowledge:

·         Apply concepts in TQM and Product Design & Development

·         Learn current practices in the field of QMS

·         Understand concepts of Product Design for efficiently introducing new products

Skills:

·         Take effective decisions by using contemporary Management / Quality tools