Student Manual - MBA Batch 2019-21
Student Manual - MBA Batch 2019-21
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
VISION
MISSION
QUALITY OBJECTIVES
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
PROGRAM OUTCOMES
Performance is Reality.
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
CONTENTS
SL PAGE
PARTICULARS
NO NO
1 Introduction to the MBA programme 6
2 Scope and Content of Regulations 6
3 Programmes offered 6
4 Eligibility for admission 7
5 Course Content 8
6 Attendance requirement 8
7 Eligibility for Semester End Examination 9
8 Pattern of Assessment 9
9 Eligibility for Pass 10
10 Promotion & Readmission 10
11 Re-examination Policy 11
12 Classification of successful students 11
13 Award of Degree 12
14 Maximum period for the completion of the Programme 12
15 Organisation Study (OS) 12
16 Summer Internship and Research Project 12
15 General Guidelines 13
16 Curriculum Matrix 15
17 Detailed Syllabus – Semester I (Core courses) 47
21 Detailed Syllabus – Semester II (Core courses) 67
22 Detailed Syllabus – Semester III ( Core courses) 81
23 Detailed Syllabus – Semester IV ( Core courses) 91
24 Detailed Syllabus – Semester II (Core Finance Specialization) 99
25 Detailed Syllabus – Semester III (Core Finance Specialization) 109
26 Detailed Syllabus – Semester IV (Core Finance Specialization) 125
27 Detailed Syllabus – Semester II (Core Marketing Specialization) 135
28 Detailed Syllabus – Semester III (Core Marketing Specialization) 147
29 Detailed Syllabus – Semester IV (Core Marketing Specialization) 163
30 Detailed Syllabus – Semester II (Core HRM Specialization) 175
31 Detailed Syllabus – Semester III (Core HRM Specialization) 193
32 Detailed Syllabus – Semester IV (Core HRM Specialization) 213
33 Detailed Syllabus – Semester II – Banking, Finance and Allied Services 227
34 Detailed Syllabus – Semester III – Banking, Finance and Allied Services 231
35 Detailed Syllabus – Semester IV – Banking, Finance and Allied Services 235
Detailed Syllabus – Semester III – International Finance and Accounting 241
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36 Detailed Syllabus – Semester II – Logistics and Supply Chain Management 243
37 Detailed Syllabus – Semester III – Logistics and Supply Chain Management 255
38 Detailed Syllabus – Semester IV – Logistics and Supply Chain Management 271
39 Detailed Syllabus – Semester II – Systems and Operations Management 283
40 Detailed Syllabus – Semester III – Systems and Operations Management 295
41 Detailed Syllabus – Semester IV – Systems and Operations Management 311
42 Detailed Syllabus – Semester II – Business Analytics 323
42 Detailed Syllabus – Semester III – Business Analytics 335
42 Detailed Syllabus – Semester IV – Business Analytics 349
42 Calendar of Events & Holidays - 1st Semester 359
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REGULATIONS
This MBA programme of Jain (Deemed-to-be University) will have the distinction of being of high
quality, globally relevant and stimulating. The Programme is designed to provide the students a
blend of theoretical knowledge, practical know how and understanding to enable their success in
whichever industry they choose to jumpstart their career.
The Faculty of Management Studies (hereinafter referred to as FMS) offers MBA Programme in
Finance, Marketing, Human Resource, International Finance & Accounting, Banking & Finance,
Logistics and Supply Chain Management, Systems and Operations Management, Business Analytics,
Sports, Luxury, Hospitality Management, Digital Business and Aviation Management. These
programmes help the student emerge into a well-rounded professional ready to take up challenges
in the industry in diverse areas from the manufacturing to service sector. The combination of papers
is designed to instill a multidisciplinary approach in them and thus train them to take up the mantle
in global businesses by also providing dual functional specializations.
The programme will equip the students to develop into top-notch professionals or entrepreneurs in
their chosen area.
1.1 The Regulations documented here are applicable for the MBA programme offered by FMS.
1.2 The applicability of the Regulations must be understood in the context of the given scheme
of study and syllabus of the programme.
1.3 The Regulations given here are in addition to the rules and regulations notified at the time
of admission.
1.4 The authorities of the University may modify, add, delete, expand or substantiate any part
of the Regulations and syllabi at any point of time.
2. Programmes offered:
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i. The minimum qualification required to be eligible for admission is 50% aggregate in the
Graduate/Degree examination of a minimum 3 years’ duration from a recognized
University.
ii. The method of selection for the course shall normally be by means of a Group Discussion
(GD) and Personal Interview (PI). The Institution may decide to conduct additional tests
to select candidates. The shortlist of candidates to be called for GD/PI shall be prepared
based on the score obtained by them in a State/National Level Entrance Examination like
MAT/CAT/Karnataka PGCET/XAT and so on. Students can also opt for Jain Entrance Test
(JET).
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The MBA programme shall be for duration of four semesters, spread over a period of two years
covering various aspects related to business management
The learning life cycle of a MBA graduate starts with a well-designed orientation programme
(familiarization) followed by bridge courses (adaptation). The core courses help the graduate to
acquire a general management orientation: followed by electives for functional expertise. The
School also offers industry relevant workshops and global certifications.
To increase the engagement of the learner and maximize learning the school uses a variety of
pedagogical tools that are designed to enrich application based learning.
5. Attendance requirement
i. The MBA programme is intensive and it requires students to put in 100% attendance.
The minimum eligibility of attendance for the University examination is 85%. This can
be condoned by a maximum of 10% by the university authorities based on proper
justification.
ii. Students failing to fulfill the minimum attendance criteria of the University will not be
eligible to take up the University examination. Such students will be required to rejoin in
the same semester in the following academic year.
iii. Students are required to attend and participate in all scheduled class sessions, guest
lectures, workshops, outbound learning programs and lab/forum activities of academic
and non-academic nature.
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6.1 Credits
Credit Points will be awarded for all the courses. One credit is equivalent to 10 contact Hours.
Each subject of the programme is of 2 or 3 credits for Core Courses and 3 credits for
Specialization Courses.
Organization Study is of 2 credits
Summer Internship Project (SIP) and Research Project will carry 4 credits
For award of degree the student is required to secure 102 credits in the 4 semesters of study. A total
of 102 credits are being offered presently as per AICTE guidelines. The distribution of courses
semester wise is shown below:
Total Number
Number of Core Number of Specialization
Semester of Credits
courses offered courses offered
offered
1 9 0 23
3+2*
2 6 Organization Study 29
3 4 5+2* 27
3+2*
4 3 23
SIP & Research Project
TOTAL 22 17 102
* (Choice Based)
A student is required to undertake the Organization Study after the end of the first semester and
before the second semester against which 2 credits will be accounted in the second semester
evaluation of marks.
The summer internship and research project are undertaken after the second semester and
completed before the third semester for which 4 credits are accounted in the fourth semester
evaluation marks.
Both 2 and 3 credit courses will have a 3 hour Semester-end University Examination.
Assessment of student’s performance in theory courses will be based on two components - Internal
Assessment and University Examination conducted at the end of the Semester.
Assessment of each course will comprise of Internal Assessment (50 marks) and Semester-end
University Examination (50 marks).
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Notes:
The Semester-end examinations will be conducted as per JU regulations.
Supplementary Exams will be conducted as per JU regulations.
A student will be eligible to appear for the University end semester examination when he/she:
i. A student shall be declared to have passed in a course if he/she secures a minimum of 50%
marks out of total 100 marks collectively assessed through Internal Assessment (IA)
component and End Semester Examination and have secured 40% for IA and 50% for End
Semester Examination, individually. A student is required to attend all the components of
internal assessment and end-semester examination.
ii. A student shall be declared to have passed in the Organization Study and Summer
Internship and Research Project if he / she secure at least 50% marks in both the Report
and the Viva Voce.
(i) The promotion policy is applicable to all MBA students for deciding the promotion from
the 3rd Semester to the 4th semester.
(ii) A student is permitted to carryover a maximum of 5 courses (excluding Organization
Study (OS)) from the first three Semesters of the programme to be eligible for
promotion to the 4th Semester.
(iii) A student not fulfilling the above rule (having 6 or more carryover courses) after the 3 rd
semester results will not be promoted to 4th semester along with their current batch.
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Such students may be permitted to attend 4th Semester classes with the permission of
University authorities. However, they will be permitted to take up the 4 th Semester
exams only if their backlogs from Semester I to 3 is 5 (five) or less.
(iv) An equivalence certificate has to be obtained from the University in case of readmission
to any semester, in case there have been changes in the curriculum matrix.
i. A Student has to register by paying a prescribed fee (as and when the University notifies,
with the examination date and time) to reappear for end semester exam.
ii. The internal assessment marks originally secured by him/her, in the first appearance in
the course(s) if any, will be carried forward.
iii. If the internal assessment marks of a course (s) is less than 40% i.e. 20 Marks (Passing
marks for IA), the student has to re-do the internal assessment components (all) of the
subject and secure a minimum 40% IA, before being eligible to reappear, after paying a
prescribed fee.
i. The equivalent of percentage of marks in terms of letter grades and numerical grades is
given in the following table. On successful completion of the programme, the students
will be classified as below: -
The Cumulative Grade Point Average (CGPA) indicates the overall academic performance of
a student in all the courses up to and including the latest completed semester. CGPA is
computed as follows:
CGPA = ΣCiGi / ΣCi
Where, Ci denotes credit assigned to the ith course and Gi indicates the grade point equivalent
obtained by the student in ith course.
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iii. Ranks
Only students, who have passed each of the semester examinations at the first
appearance, shall be eligible for award of Ranks. The first five ranks shall be notified.
Students will be awarded the MBA degree upon fulfillment of the following criteria:
Maximum period for the completion of the programme shall be FOUR years from the date of joining
the programme.
Students have to undergo an Organisation Study (OS) immediately after Semester – I for 15 days
under the guidance of a faculty mentor. It provides an opportunity for the students to understand
how the different functional areas of an Organization work together in realizing the common goal
of the Organization.
Students after completing their Semester – II have to undergo Summer Internship program &
Research Project (SIP) for 8 weeks. Student should work with the company as an intern, undertake
project, perform activities identified by the company and assist the organization in its functions and
carry out a research project during the same period. It provides an opportunity for the students to
apply classroom learning and practice in an industry environment. It also develops the research
acumen of the student.
i. A student who has committed an act of academic dishonesty will be deemed to have failed
to meet a basic requirement of satisfactory academic performance. Thus, academic
dishonesty is not only a basis for disciplinary action but also is relevant to the evaluation of
student’s level of performance and progress.
ii. Where there has been violation of the basic ethos and principles of academic integrity and
ethics, the Director/Board of Examiners/Course coordinator may use their discretion during
the semesters on the disciplinary action to be taken.
iii. Academic dishonesty includes, but is not necessarily limited, to the following:
a) Cheating or knowingly assisting another student in committing an act of cheating;
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16.2 General
i. The students are expected to spend a considerable amount of time in research, reading and
practice.
ii. All students are expected to develop and maintain a positive professional attitude and
approach throughout the programme and in conduct of all other activities.
iii. Attendance alone is not sufficient. Students are expected to participate, to help the class
learn and understand the topics under consideration.
iv. Food and drinks are not permitted in the classroom/conference hall.
v. All students are expected to dress as per stipulated dress code and wear their ID cards,
whenever they are in the campus.
vi. Cell phones are strictly prohibited in the campus.
Change of Regulations: Any regulation can be modified by the Academic Council of University.
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SEMESTER I
Course
Sl. No. Area Name of the Course Credits IA UE Total
Code
Computer Applications for
1 Core Course 18JBS101 2 50 50 100
Business
2 Core Course 18JBS102 Business Communication 2 50 50 100
Legal and Business
3 Core Course 18JBS103 2 50 50 100
Environment
4 Core Course 18JBS104 Organization Design 2 50 50 100
5 Core Course 18JBS105 Managerial Economics 3 50 50 100
6 Core Course 18JBS106 Marketing Management 3 50 50 100
7 Core Course 18JBS107 Organizational Behaviour 3 50 50 100
Business Statistics and
8 Core Course 18JBS108 3 50 50 100
Analytics for Decision Making
Financial Reporting,
9 Core Course 18JBS109 3 50 50 100
Statements and Analysis
TOTAL 23 900
SEMESTER II
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SEMESTER III
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SEMESTER IV
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SEMESTER I
Sl Subject
Name of the Subject Credits UE IA Total
No Code
1 18JBS101 Computer Applications for Business 2 50 50 100
2 18JBS102 Business Communication 2 50 50 100
3 18JBS103 Legal & Business Environment 2 50 50 100
4 18JBS104 Organization Design 2 50 50 100
5 18JBS105 Managerial Economics 3 50 50 100
6 18JBS106 Marketing Management 3 50 50 100
7 18JBS107 Organizational Behaviour 3 50 50 100
Business Statistics and Analytics for Decision
8 18JBS108 3 50 50 100
Making
9 18JBS109 Financial Reporting, Statements and Analysis 3 50 50 100
Total 23 900
SEMESTER II
Sl Subject
Name of the Subject Credits UE IA Total
No Code
1 18JBS201 Indian Financial System & Financial Markets 2 50 50 100
Corporate Social Responsibility &
2 18JBS202 2 50 50 100
Sustainability
3 18JBS203 Marketing Research 2 50 50 100
4 18JBS204 Corporate Finance 3 50 50 100
5 18JBS205 Indian Economy & Policy 3 50 50 100
6 18JBS206 Human Resources Management 3 50 50 100
7 18JBS223 Principles and Practices of Banking 3 50 50 100
8 18JBS208 Investment Analysis & Portfolio Management 3 50 50 100
9 18JBS209 Advanced Financial Reporting 3 50 50 100
10 18JBS210 Strategic Cost Management * 3 50 50 100
11 18JBS211 Fixed Income Securities * 3 50 50 100
12 18JBS212 Organization Study 2 100**
TOTAL 29 1100
* Choice Based
** 50 Marks Project Report and 50 Marks Viva Voce/ Organizational Learning
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SEMESTER III
Sr Subject
Subject Credits UE IA Total
No Code
1 18JBS301 Operations Management 2 50 50 100
2 18JBS302 Project Management 2 50 50 100
3 18JBS303 Management Skills for Effectiveness 2 50 50 100
4 18JBS304 Quantitative Techniques 3 50 50 100
5 18JBS326 Retail Banking 3 50 50 100
6 18JBS306 Insurance 3 50 50 100
7 18JBS307 Wealth Management 3 50 50 100
8 18JBS308 Project Appraisal & Finance 3 50 50 100
9 18JBS309 International Finance 3 50 50 100
10 18JBS310 Derivatives * 3 50 50 100
11 18JBS311 Audit and Assurance* 3 50 50 100
TOTAL 27 1000
* Choice Based
SEMESTER IV
Sr Subject
Subject Credits UE IA Total
No Code
1 18JBS401 Entrepreneurship 2 50 50 100
2 18JBS402 Indian Ethos and Business Ethics 2 50 50 100
3 18JBS403 Corporate Strategy 3 50 50 100
4 18JBS420 Corporate Banking 3 50 50 100
5 18JBS421 Credit and Risk Management 3 50 50 100
6 18JBS406 Financial Strategy 3 50 50 100
7 18JBS407 Investment Banking * 3 50 50 100
8 18JBS408 Financial Modeling & Analytics * 3 50 50 100
9 18JBS409 SIP and Research** 4 50 50 100
Total 23 800
Note: *Choice Based
Note: ** SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research Report = 50 Marks
(Report = 25 Marks & Viva Voce = 25 marks)
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SEMESTER I
Sl Subject
Name of the Subject Credits IA UE Total
No Code
1 18JBS101 Computer Applications for Business 2 50 50 100
2 18JBS102 Business Communication 2 50 50 100
3 18JBS103 Legal & Business Environment 2 50 50 100
4 18JBS104 Organization Design 2 50 50 100
5 18JBS105 Managerial Economics 3 50 50 100
6 18JBS106 Marketing Management 3 50 50 100
7 18JBS107 Organizational Behaviour 3 50 50 100
Business Statistics and Analytics for Decision
8 18JBS108 3 50 50 100
Making
9 18JBS109 Financial Reporting, Statements and Analysis 3 50 50 100
Total 23 450 450 900
SEMESTER II
Sl Subject
Subject Credits IA UE Total
No Code
1 18JBS201 Indian Financial System & Financial Markets 2 50 50 100
2 18JBS202 Corporate Social Responsibility & Sustainability 2 50 50 100
3 18JBS203 Marketing Research 2 50 50 100
4 18JBS204 Corporate Finance 3 50 50 100
5 18JBS205 Indian Economy & Policy 3 50 50 100
6 18JBS206 Human Resources Management 3 50 50 100
7 18JBS207 Direct Taxes 3 50 50 100
8 18JBS208 Investment Analysis & Portfolio Management 3 50 50 100
9 18JBS209 Advanced Financial Reporting 3 50 50 100
10 18JBS210 Strategic Cost Management * 3 50 50 100
11 18JBS211 Fixed Income Securities * 3 50 50 100
12 18JBS212 Organization Study 2 100**
TOTAL 29 500 500 1100
* Choice Based
** 50 Marks Project Report and 50 Marks Viva Voce/ Organizational Learning
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SEMESTER III
Sr Subject
Subject Credits IA UE Total
No Code
1 18JBS301 Operations Management 2 50 50 100
2 18JBS302 Project Management 2 50 50 100
3 18JBS303 Management Skills for Effectiveness 2 50 50 100
4 18JBS304 Quantitative Techniques 3 50 50 100
5 18JBS305 Banking 3 50 50 100
6 18JBS327 Accountant Skills 3 50 50 100
7 18JBS311 Audit and Assurance 3 50 50 100
8 18JBS308 Project Appraisal & Finance 3 50 50 100
9 18JBS309 International Finance 3 50 50 100
10 18JBS310 Derivatives * 3 50 50 100
11 18JBS307 Wealth Management * 3 50 50 100
TOTAL 27 500 500 1000
* Choice Based
SEMESTER IV
Sr Subject
Subject Credits IA UE Total
No Code
1 18JBS401 Entrepreneurship 2 50 50 100
2 18JBS402 Indian Ethos and Business Ethics 2 50 50 100
3 18JBS403 Corporate Strategy 3 50 50 100
4 18JBS404 Indirect Taxes 3 50 50 100
5 18JBS405 Behavioural Finance 3 50 50 100
6 18JBS406 Financial Strategy 3 50 50 100
7 18JBS407 Investment Banking * 3 50 50 100
8 18JBS408 Financial Modeling & Analytics * 3 50 50 100
9 18JBS409 SIP and Research 4 100**
TOTAL 23 400 400 800
Note: *Choice Based
Note: ** SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research Report = 50 Marks
(Report = 25 Marks & Viva Voce = 25 marks)
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SEMESTER I
Course
Sl. No. Area Name of the Course Credits IA UE Total
Code
Computer Applications for
1 Core Course 18JBS101 2 50 50 100
Business
2 Core Course 18JBS102 Business Communication 2 50 50 100
Legal and Business
3 Core Course 18JBS103 2 50 50 100
Environment
4 Core Course 18JBS104 Organization Design 2 50 50 100
5 Core Course 18JBS105 Managerial Economics 3 50 50 100
6 Core Course 18JBS106 Marketing Management 3 50 50 100
7 Core Course 18JBS107 Organizational Behaviour 3 50 50 100
Business Statistics and
8 Core Course 18JBS108 3 50 50 100
Analytics for Decision Making
Financial Reporting,
9 Core Course 18JBS109 3 50 50 100
Statements and Analysis
TOTAL 23 900
SEMESTER II
Course Cre
Sl. No. Area Name of the Course IA UE Total
Code dits
Indian Financial System and
1 Core Course 18JBS201 2 50 50 100
Financial Markets
Corporate Social Responsibility
2 Core Course 18JBS202 2 50 50 100
and Sustainability
3 Core Course 18JBS203 Marketing Research 2 50 50 100
4 Core Course 18JBS204 Corporate Finance 3 50 50 100
5 Core Course 18JBS205 Indian Economy and Policy 3 50 50 100
6 Core Course 18JBS206 Human Resources Management 3 50 50 100
7 LSCM 19JBLS207 Supply Chain Management 3 50 50 100
8 LSCM 19JBLS208 Warehouse Management 3 50 50 100
9 LSCM 19JBLS209 Logistics Management 3 50 50 100
10 LSCM 19JBLS210 Total Quality Management 3 50 50 100
Purchasing and Inventory
11 LSCM 19JBLS211 3 50 50 100
Management*
12 Project 18JBS212 Organizational Study** 2 100**
TOTAL 29 1100
Note: *Choice Based ** 50 Marks Project Report and 50 Marks Viva Voce/ Organizational Learning
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SEMESTER III
Sl. Course
Area Name of the Course Credits IA UE Total
No. Code
Core
1 18JBS301 Operations Management 2 50 50 100
Course
Core
2 18JBS302 Project Management 2 50 50 100
Course
Core Management Skills for
3 18JBS303 2 50 50 100
Course Effectiveness
Core
4 18JBS304 Quantitative Techniques 3 50 50 100
Course
5 LSCM 19JBLS305 Technology Management 3 50 50 100
Information System for Logistics
6 LSCM 19JBLS306 3 50 50 100
Management
7 LSCM 19JBLS307 Distribution Management 3 50 50 100
International Logistics
8 LSCM 19JBLS308 3 50 50 100
Management
9 LSCM 19JBLS309 Materials Management 3 50 50 100
10 LSCM 19JBLS310 Modern Logistics Management 3 50 50 100
11 LSCM 19JBLS311 Supply Chain Analytics * 3 50 50 100
Total 27 1000
Note: *Choice Based
SEMESTER IV
Course
Sl. No. Area Name of the Course Credits IA UE Total
Code
1 Core Course 18JBS401 Entrepreneurship 2 50 50 100
Indian Ethos and Business
2 Core Course 18JBS402 2 50 50 100
Ethics
3 Core Course 18JBS403 Corporate Strategy 3 50 50 100
Logistics Marketing and
4 LSCM 19JBLS404 3 50 50 100
Technology
Rail Road and Air Cargo
5 LSCM 19JBLS405 3 50 50 100
Logistics
6 LSCM 19JBLS406 Global Supply Chain 3 50 50 100
7 LSCM 19JBLS407 Sustainable Supply Chain 3 50 50 100
Supply Chain Design &
8 LSCM 19JBLS408 3 50 50 100
Dynamics *
9 Project 18JBS409 SIP and Research 4 100**
Total 23 800
Note: *Choice Based ** SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research
Report = 50 marks (Report = 25 Marks & Viva Voce = 25 marks)
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SEMESTER I
Course
Sl. No. Area Name of the Course Credits IA UE Total
Code
Computer Applications for
1 Core Course 18JBS101 2 50 50 100
Business
2 Core Course 18JBS102 Business Communication 2 50 50 100
Legal and Business
3 Core Course 18JBS103 2 50 50 100
Environment
4 Core Course 18JBS104 Organization Design 2 50 50 100
5 Core Course 18JBS105 Managerial Economics 3 50 50 100
6 Core Course 18JBS106 Marketing Management 3 50 50 100
7 Core Course 18JBS107 Organizational Behaviour 3 50 50 100
Business Statistics and
8 Core Course 18JBS108 3 50 50 100
Analytics for Decision Making
Financial Reporting,
9 Core Course 18JBS109 3 50 50 100
Statements and Analysis
TOTAL 23 900
SEMESTER II
Sl. Course
Area Name of the Course Credits IA UE Total
No. Code
Indian Financial System and
1 Core Course 18JBS201 2 50 50 100
Financial Markets
Corporate Social Responsibility
2 Core Course 18JBS202 2 50 50 100
and Sustainability
3 Core Course 18JBS203 Marketing Research 2 50 50 100
4 Core Course 18JBS204 Corporate Finance 3 50 50 100
5 Core Course 18JBS205 Indian Economy and Policy 3 50 50 100
6 Core Course 18JBS206 Human Resources Management 3 50 50 100
7 SOM 19JBSO207 IT for Managers 3 50 50 100
8 SOM 19JBSO208 Operations Management 3 50 50 100
9 SOM 19JBSO209 Production, Planning and Control 3 50 50 100
Environment Management :
10 SOM 19JBSO210 3 50 50 100
Green Operations
11 SOM 19JBSO211 Project Management* 3 50 50 100
12 Project 18JBS212 Organizational Study** 2 100**
TOTAL 29 1100
Note: *Choice Based ** 50 Marks Project Report and 50 Marks Viva Voce/ Organizational
Learning
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SEMESTER III
Sl. Course
Area Name of the Course Credits IA UE Total
No. Code
Core
1 18JBS301 Operations Management 2 50 50 100
Course
Core
2 18JBS302 Project Management 2 50 50 100
Course
Core Management Skills for
3 18JBS303 2 50 50 100
Course Effectiveness
Core
4 18JBS304 Quantitative Techniques 3 50 50 100
Course
5 SOM 19JBSO305 Business Analytics 3 50 50 100
6 SOM 19JBSO306 Enterprise Resource Planning 3 50 50 100
7 SOM 19JBSO307 Data Driven Decision making 3 50 50 100
Business Intelligence & Data
8 SOM 19JBSO308 3 50 50 100
Mining
9 SOM 19JBSO309 Lean Manufacturing 3 50 50 100
10 SOM 19JBSO310 Inventory Management 3 50 50 100
Procurement and Materials
11 SOM 19JBSO311 3 50 50 100
Management*
Total 27 1000
Note: *Choice Based
SEMESTER IV
Course
Sl. No. Area Name of the Course Credits IA UE Total
Code
1 Core Course 18JBS401 Entrepreneurship 2 50 50 100
Indian Ethos and Business
2 Core Course 18JBS402 2 50 50 100
Ethics
3 Core Course 18JBS403 Corporate Strategy 3 50 50 100
4 SOM 19JBSO404 Total Quality Management 3 50 50 100
Technology and Innovation
5 SOM 19JBSO405 3 50 50 100
Management
6 SOM 19JBSO406 Operations Strategy 3 50 50 100
Service Operations
7 SOM 19JBSO407 3 50 50 100
Management
8 SOM 19JBSO408 Software Management* 3 50 50 100
9 Project 18JBS409 SIP and Research 4 100**
Total 23 (26) 800
Note: *Choice Based ** SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research
Report = 50 marks (Report = 25 Marks & Viva Voce = 25 marks)
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BUSINESS ANALYTICS
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SEMESTER I
Course
Sl. No. Area Name of the Course Credits IA UE Total
Code
Computer Applications for
1 Core Course 18JBS101 2 50 50 100
Business
2 Core Course 18JBS102 Business Communication 2 50 50 100
Legal and Business
3 Core Course 18JBS103 2 50 50 100
Environment
4 Core Course 18JBS104 Organization Design 2 50 50 100
5 Core Course 18JBS105 Managerial Economics 3 50 50 100
6 Core Course 18JBS106 Marketing Management 3 50 50 100
7 Core Course 18JBS107 Organizational Behaviour 3 50 50 100
Business Statistics and
8 Core Course 18JBS108 3 50 50 100
Analytics for Decision Making
Financial Reporting,
9 Core Course 18JBS109 3 50 50 100
Statements and Analysis
TOTAL 23 900
SEMESTER II
Sl. Course
Area Name of the Course Credits IA UE Total
No. Code
Indian Financial System and
1 Core Course 18JBS201 2 50 50 100
Financial Markets
Corporate Social Responsibility
2 Core Course 18JBS202 2 50 50 100
and Sustainability
3 Core Course 18JBS203 Marketing Research 2 50 50 100
4 Core Course 18JBS204 Corporate Finance 3 50 50 100
5 Core Course 18JBS205 Indian Economy and Policy 3 50 50 100
6 Core Course 18JBS206 Human Resources Management 3 50 50 100
7 BA 19JBBA207 Proficiency in Business Tools 3 50 50 100
Descriptive Analytics and Data
8 BA 19JBBA208 3 50 50 100
Visualization
9 BA 19JBBA209 Predictive Analytics 3 50 50 100
Spreadsheet and Modelling with
10 BA 19JBBA210 3 50 50 100
Spreadsheet*
11 BA 19JBBA211 Framework of Business Analytics* 3 50 50 100
12 Project 18JBS212 Organizational Study** 2 100**
TOTAL 29 1100
Note: *Choice Based ** 50 Marks Project Report and 50 Marks Viva Voce/ Organizational
Learning
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SEMESTER III
Course
Sl. No. Area Name of the Course Credits IA UE Total
Code
1 Core Course 18JBS301 Operations Management 2 50 50 100
2 Core Course 18JBS302 Project Management 2 50 50 100
Management Skills for
3 Core Course 18JBS303 2 50 50 100
Effectiveness
4 Core Course 18JBS304 Quantitative Techniques 3 50 50 100
5 BA 19JBBA305 Business Simulation 3 50 50 100
6 BA 19JBBA306 Big Data Analytics 3 50 50 100
Social and Sentiment
7 BA 19JBBA307 3 50 50 100
Analytics
8 BA 19JBBA308 Business Intelligence 3 50 50 100
9 BA 19JBBA309 Tableau 3 50 50 100
10 BA 19JBBA310 Programming with R* 3 50 50 100
Business Process Modeling
11 BA 19JBBA311 and Advance Data 3 50 50 100
Management*
Total 27 1000
Note: *Choice Based
Semester IV
Course
Sl. No. Area Name of the Course Credits IA UE Total
Code
1 Core Course 18JBS401 Entrepreneurship 2 50 50 100
Indian Ethos and Business
2 Core Course 18JBS402 2 50 50 100
Ethics
3 Core Course 18JBS403 Corporate Strategy 3 50 50 100
4 BA 19JBBA404 Cloud Computing 3 50 50 100
Operations and Supply
5 BA 19JBBA405 3 50 50 100
Chain Analytics
6 BA 19JBBA406 Time Series Analysis 3 50 50 100
Modeling Techniques in
7 BA 19JBBA407 3 50 50 100
Operations Management*
Business Process
8 BA 19JBBA408 3 50 50 100
Reengineering*
9 Project 18JBS409 SIP and Research 4 100**
Total 23 800
Note: *Choice Based ** 50 Marks SIP (25 Marks= Report + 25 Marks=Viva Voce)
50 Marks Research Project (25 Marks= Report + 25 Marks=Viva Voce)
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CORE COURSESS
SEMESTER – I
(Detailed Syllabus)
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Course Outcomes
1. Understand the impact of technology on business enterprises and utilization of information systems
to gain competitive edge.
2. Understand database related usage in business decision making and build enterprise-wide
databases.
3. Understand significance of managing security issues in an organization.
Basic Texts
James O Brien (2017). Management Information Systems, 10th edition, McGraw Hill.
Laudon and Laudon. Management Information system: Kenneth, Pearson.
Bittu Kumar. MS office 2010, V & S Publishers.
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Reference Books
Raghu Ramakrishnan. Database Management Systems (14th edition), McGraw Hill India Pvt. Ltd.
Other reading material
http://www.ddegjust.ac.in/studymaterial/mba/cp-106.pdf
https://courses.lumenlearning.com/computerapps/
Evaluation Pattern
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Course Outcomes
1. Appreciate the importance of communication in business.
2. Acquire effective presentations skills and explain the meaning and importance of nonverbal
communication skills.
3. Develop effective reading, writing, speaking and listening skills to communicate effectively to
audiences in business situations.
Note: 20 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
Basic Texts
D.D. Chaturvedi, Mukesh Chaturvedi (2013), Business Communication – Concept and Cases &
Applications, Pearson Education.
O’Hair, O’Rourke (2001), Business Communication – Framework for success, South Western College
Publishing (Thomson Learning).
Reference Books
K.K. Sinha (2002), Business Communication, Galgotia Publishing Company.
Bovee, Thill, Schatzman (2003), Business Communication today, 7th edition, Pearson Education,
Singapore.
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Evaluation Pattern
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Course Outcomes
1. Describe the legal framework and structure prevalent in the Indian economy.
2. Provide an overview of the mercantile laws in the Indian context.
3. Analyse economic legislations and their impact of development.
Note: 20 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
Basic Texts
Kapoor, N .D. Elements of Mercantile Law, Sultan Chand & Sons, Delhi.
S M Shukla. A Manual of Mercantile Law, S. Chand & Company. Delhi.
Avtar Singh. Company Law, Eastern Book Co., Delhi.
M. C. Kuchhal. Business Law, Vikas Publishing, Delhi.
Paul, Adler S. Oxford Handbook of Sociology and Organization Studies (2009), New York: Oxford
University Press.
Das, Veena (ed.). The Oxford India Companion to Sociology and Social Anthropology (2003), New
Delhi: Oxford University Press.
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Reference Books
Taxmann. Business Laws, Taxmann Allied Services Pvt. Ltd
Sharma B K. Introduction to the Constitution of India, Phi Learning Pvt. Ltd
Dube S C, Indian Society (1995), New Delhi: NBT.
Gupta Dipankar (ed). Social Stratification (1991), New Delhi: Oxford University Press.
Evaluation Pattern
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Course Outcomes
1. Develop an understanding of the principles of organization and organization theory.
2. Examine the reciprocal relationship between the organizational structure, strategies, and
systems.
3. Discuss the external and internal factors that impact organizational structures and design.
Note: 20 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
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Basic Texts
Richard. L Daft. Organization Theory and Design, South Western Cengage Learning.
Stephen.P. Robbins, Timothy. A Judge, Neharika Vohra, Organization Behavior, Edition, Pearson
Publication.
Reference Books
Richard Hall, Organizations: Structures, Processes and Outcomes, Routledge publications
Robbins, S.P and Mathew, M (2013) Organization Theory Noida, India: Pearson Prentice Hall.
James L. Gibson, John M. Ivancevich, Organization Behavior, Structure and Processes, Tata McGraw
Hill.
Additional Readings
T. Hsieh, “Zappos CEO going to Extremes for customers” Harvard Business Review(July 2010) pp. 41-
45
E.H Schein, Culture: The Missing concept in organization studies- Administrative science quarterly,
pp. 229-240
https://hbr.org/2011/02/the-importance-of-organization
https://www.bcg.com/en-ca/publications/2017/people-boosting-performance-through-
organization-design.aspx
https://hbr.org/2018/05/why-great-employees-leave-great-cultures.
Evaluation Pattern
Page 48 of 330
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Course Outcomes
1. Correlate the concepts and theories in economics with the tools of managerial economics for
decision making.
2. Explain demand elasticity, cost, and pricing decisions under market structures.
3. Discuss microeconomic frameworks for production analysis and cost analysis at firm level.
4. Understand profit maximization and competitive pricing under different economic conditions.
5. To describe pricing frameworks and strategic decision using game theory under different market
conditions.
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value auctions and common-value auctions; maximizing auction revenue; bidding and collusion;
game theory- gaming and strategic decisions, Nash Equilibrium, Asymmetric Information*.
Learning Outcome: To explain the theories of oligopoly and game theory and discuss competitive
pricing.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Note: 30 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
Basic Texts
Yogesh Maheshwari (2012). Managerial Economics, Third edition, Prentice Hall India Learning
Private Limited.
Reference Books
Salvatore, D. (2016). Managerial Economics: Principles and Worldwide Application Eighth edition,
Oxford University Press.
P. P. Joel Dean (2016) Managerial Economics. Prentice-Hall, Inc. New York
Mithani D. M. (2016). Managerial Economics, Himalaya Publishing House, Mumbai.
Pindick R.S., & Rubinfield. (2016). Managerial Economics, Prentice hall, New Jersey.
Samuelson P. A., & Nordhaus W. D. (2016). Microeconomics, 19th Edition, McGraw-Hill, New Delhi.
Xavier V.K. (2018). Economics for Managers, Magi’s Publications.
Evaluation Pattern
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Course Outcomes
1. Outline and explain core concepts of marketing.
2. Determine various micro and macro environomental factors that influence marketing
decisions.
3. Examine various factors that influence customer behaviour in both consumer and business
markets.
4. Evaluate decisions involved in devising an effective marketing plans.
5. Compare, contrast and build competitive marketing strategies.
decisions; Product Life Cycle; New Product Development – approaches and process; Dynamics of
pricing, internal and external factors influencing the pricing decision; pricing approaches, Pricing
strategies; Initiating and responding to price changes.
Nature and importance of marketing channels and value networks; designing the marketing
channels; channel management. brief introduction to Retailing, wholesaling*.
The role of marketing communication mix - advertising, sales promotion, personal selling, public
relations, events and experiences, and publicity; basics of designing a marketing communication
mix.
Learning Outcomes: Examine various decisions involved in designing marketing mix elements
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Kotler, P., Keller, K, L., Koshy, A. & Jha, M. (2014). Marketing Management – South Asian
Perspective. New Delhi, India: Pearsons Education.
Kotler, P., Keller, K, L. (2016). Marketing Management. 15th edition. New Delhi, India: Pearsons
Education.
Reference Books
Trout, J., & Ries, A. (2017). Positioning: The Battle for Your Mind. New York, USA: McGraw- Hill
Kotler, P., Kartajaya, H., & Setiawan, I. (2017). Marketing 4.0: Moving from traditional to Digital.
New Jersey, USA: Wiley & Sons
Goi, C. L. (2009). A review of marketing mix: 4Ps or more. International Journal of Marketing Studies.
Vol 1, No. 1
Gronroos, C. (1994). From marketing mix to relationship marketing: Towards paradigm shift in
marketing. Management decision
Lindridge, A., & Dibb, S. (2003). Is ‘culture’a justifiable variable for market segmentation? A cross‐
cultural example. Journal of Consumer Behaviour, 2(3), 269-286.
Evaluation Pattern
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Course Outcomes
1. To identify the challenges and opportunities in applying organizational behavior (OB)
concepts and critically evaluate organizational practices.
2. To enhance the understanding of self and others’ behavior in organizations and their impact
on work behavior, attitudes and performance.
3. To describe the implications of motivational theories in modern context and ability to
analyze between job design, and analysis.
4. To distinguish the different leadership styles and the influence of each on employees.
5. To develop the ability to deal with power, politics, conflict and to manage cross cultural
issues in the organization.
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needs theory. Process Theories- Equity Theory, Expectancy Theory, Application of motivation
concepts at workplace settings – Discussion
Groups- Defining and classifying groups, Need for group formation, Tuckman’s stages of group
development, Group properties – Norm, Status, Size, Composition, Cohesiveness, Group decision
making Techniques, Cost of working in groups,Teams v/s Groups, Importance of teams in
contemporary workplace*
Learning Outcome: Ability to evaluate the applicability of motivation theories and identify the stages
of group development.
Core Texts
1. Robbins,S.P.,Judge. T & Vohra, N (2019). Organizational Behavior, 16th edition, Pearson
Education
2. Nelson A & Quick K, (2018). Organizational Behaviour, India Edition, Cengage learning.
3. Warrier, U. (2018). Understanding and Managing People, Himalaya Publishing House
Reference Books
1. Greenberg,J and Baron,R (2017) Behavior in Organisations New Delhi, India : PHI Learning
Private Limited.
2. Luthans, F (2018) Organizational Behavior, New Delhi: McGraw-Hill Professional
3. Hellriegel, D and Slocum, J (2018) Organizational Behavior, South Western, CENGAGE
Learning
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Additional Reading
1. Sir Alex Ferguson: Managing Manchester United.
https://hbsp.harvard.edu/product/513051-PDF-ENG?itemFindingMethod=Other
2. Manage Your Emotional Culture. https://hbsp.harvard.edu/product/R1601C-PDF-
ENG?Ntt=manage+your+emotional&itemFindingMethod=Search#questions-section
3. Martha Rinaldi: Should She Stay or Should She Go?.
https://hbsp.harvard.edu/product/4310-PDF-
ENG?Ntt=martha+&itemFindingMethod=Search
4. Marie Jackson. M: Revitalizing Renfield Farms. https://hbsp.harvard.edu/product/915555-
PDF-ENG?itemFindingMethod=Other
5. Muczyk, J. P. (2004). A systems approach to organizational effectiveness: The alignment of
critical organizational dimensions with selected business/competitive strategies. Journal of
Comparative International Management, 7(1).
6. Chikere, C. C., & Nwoka, J. (2015). The systems theory of management in modern day
organizations-a study of Aldgate congress resort limited Port Harcourt. International Journal
of Scientific and Research Publications, 5(9), 1-7.
Evaluation Pattern
Continuous End term
Attendance Total
Evaluation Examination
45% 50% 5% 100%
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Course Name: Business Statistics and Analytics for Decision Making Course Code: 18JBS108
Number of credits: 3 Number of Hours: 30
Course Outcomes
1. Introduce basic statistical techniques and their applications in managerial decision making.
2. Differentiate the regression and correlation concepts and to develop its models.
3. Explain the use and applications of probabilistic methods in statistics.
4. Understand the procedure for hypothesis testing is statistics.
5. To describe probability and probability-based distributions.
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(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Text: Business Statistics by J K Sharma, 4/e, Vikas Publishing House Pvt Ltd.
Reference book: Statistics for Business and Economics by David R Anderson et al, CENGAGE.
Evaluation Pattern
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Course Name: Financial Reporting, Statements and Analysis Course Code: 18JBS109
Number of credits: 3 Number of Hours: 30
Course Outcomes
1. Appreciate Accounting as a business language
2. Comprehend the accounting cycle
3. Preparation of accounting statements
4. Able to read and infer the Balance sheet and Profit and loss statement
5. Able to anlayse the financial health of corporates
Basic Text
Narayanaswamy R, (Recent edition). Financial Accounting A Managerial Perspective. New Delhi,
India: Prentice Hall India.
Reference Books
Earl K. Stice & James Stice (2006). Financial Accounting: Reporting And Analysis. Delhi, India: South
Western/Cengage Learning India
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Evaluation Pattern
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CORE COURSES
SEMESTER – II
(Detailed Syllabus)
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Course Name: Indian Financial System & Financial Markets Course Code: 18JBS201
Number of credits: 2 Number of Hours: 20
Course Outcomes
1. Recognise the initiatives in strengthening the financial infrastructure by Regulators
2. Differentiate between role and functions of Banks and Financial Institutions
3. Demonstrates by embodying the skills and knowledge of Financial Markets and Services
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Basic Texts
LM Bhole, Jitendra Mahakud, (2015). Financial Institutions and Markets- Structure, growth and
Innovations. McGraw Hill Education.
Balaji Rao D G (2016), 'Financial Markets and Investment Instruments', Skyward Publishing Co.,
Bangalore, ISBN: 978-93-84494-66-7
Reference Books
M.Y.Khan, (2015). Financial services. McGraw Hill Education.
NSE module on Financial Markets-Beginner module
Websites
Ministry of Finance, RBI, SEBI, NSE,BSE
MONEYCONTROL.COM
Edx course-Financial Markets
Evaluation Pattern
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Course Name: Corporate Social Responsibility and Sustainability Course Code: 18JBS202
Number of Credits: 02 Number of Hours: 20
Course Outcomes
1. Identify contextual social issues and problems related to social responsibility and sustainability.
2. Understand opportunities for social entrepreneurship.
3. Define the relationship between CSR and corporate sustainability performance.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Text
Francis Cherunilam, ‘Business and Government’, HPH publications.
Reference books
Badi N. V (2012), ‘Corporate Governance’, Vrinda Publications.
Balachandran V, & Chandrashekharan (2011), ‘Corporate Governance, Ethics and social
responsibility’, 2/e, PHI
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Baxi C. V & Rupamanjari Sinha Ray (2012), ‘Corporate Social Responsibility: A Study of CSR Practices
in Indian Industry’, Vikas Publishing House.
Fernando A. C. (2011), ‘Corporate Governance: principles, policies and practices’, 2/e, Pearson.
John F. Steiner (2011), ‘Business, Government, and Society: A Managerial Perspective, Text and
Cases’, 12/e, McGraw-Hill.
Keshoo Prasad, ‘Corporate Governance’, 2/e, PHI.
Machiraju H. R. ‘Corporate Governance’, HPH.
Other readings
https://www2.deloitte.com/ru/en/pages/risk/solutions/sustainability-and-csr.html
Ivan Montiel, Corporate Social Responsibility and Corporate Sustainability-Separate Pasts, Common
Futures,
http://journals.sagepub.com/doi/abs/10.1177/1086026608321329?journalCode=oaec
https://www.quora.com/What-is-the-relationship-between-Corporate-social-responsibility-and-
corporate-governance
http://www.bos-cbscsr.dk/2015/01/13/corporate-governance-and-corporate-social-
responsibility/
https://www.researchgate.net/post/Is_there_any_relationship_between_Corporate_Social_Resp
onsibility_and_Sustainability_What_are_the_differences_between_CSR_and_Sustainability
Corporate Social Responsibility and Sustainability: The New Bottom Line? Michael Fontaine,
International Journal of Business and Social Science Vol. 4 No. 4; April 2013,
http://www.ijbssnet.com/journals/Vol_4_No_4_April_2013/13.pdf
Corporate Social Responsibility and Sustainable Development in India Pankaj Dodh & SarbjeetSingh
and Ravita, Global Journal of Management and Business Studies,
https://www.ripublication.com/gjmbs_spl/gjmbsv3n6_17.pdf
http://businessfeed.sunpower.com/articles/written-benefits-of-corporate-social-responsibility
https://www.theguardian.com/sustainable-business/blog/best-practices-sustainability-us-
corporations-ceres
Evaluation Pattern
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Course Outcomes
1. Identify the needs of marketing managers for market information by specifying the objectives of
marketing research projects and type of research that will best help achieve the objectives.
2. Develop research instruments with suitable measurement scales and sampling design process.
3. Apply suitable statistical analysis on collected data to generate insights.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Malhotra,N., Dash, S. (2017). Marketing Research: An applied orientation. New Delhi, India:
Pearson Education
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Reference Books
a. Aaker, D. A., Kumar, V., & Day, G.S. (2015). Marketing Research. New Delhi, India: Wiley
India Pvt. Ltd.
b. Easwaran S., & Singh, S. (2006). Marketing Research. New Delhi, Oxford University Press.
c. Zikmund, W. G. (2002).Business Research Methods. New Delhi, India: Cengage Learning.
d. Kothari, C.R. (2014). Research Methodology Methods and Techniques. New Delhi, India: New
Age International (P) Limited.
Evaluation Pattern
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Course Outcomes
1. Build understanding of the central ideas and theories of modern finance.
2. Develop familiarity with the analytical techniques helpful in financial decision making
3. Understand the environment in which the financial decisions are taken.
4. Discuss the practice of financial management.
5. Gain ability to take decisions on financial, investment, dividend and working capital
management
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Basic Texts
1. Prasanna Chandra (2015), Financial Management – Theory & Practice,. Mc Graw hill
education, India.
2. Aswath Damodaran (2011), Corporate Finance – Theory & Practice, Wiley India Pvt., Ltd.,
Reference Book
1. Ravi M Kishore, Financial Management – Comprehensive Text Book with case studies,
Taxmann.
Evaluation Pattern
Page 68 of 330
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Course Outcomes
a) Understand various reforms and policy framework of Indian economy.
b) Discuss macroeconomic concepts for managerial decision making.
c) Describe the framework for economic policy reform in India.
d) Analyze the economic planning system in India.
e) Outline macroeconomic indicators and the sectoral composition of the Indian economy.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
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Basic Texts
Kapila U. (2018). Indian Economy: Performance and policies, Academic Foundation; 18th Revised
edition.
Reference Books
Datt R. & Sundharam (2003). Indian Economy, S. Chand & co.
Agrawal, A. N., & Agrawal, M. K. (2017). Indian Economy, New Age International Publishers.
Sarkar J. (2007). The Indian Economy: Policies, Practices and Heresies, Pearson Education India.
Krueger, A. O. (Ed.). (2002). Economic policy reforms and the Indian economy. University of
Chicago Press.
Evaluation Pattern
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Course Outcomes
1. To define the human resource management (HRM) and its functions.
2. To describe the mechanism of recruitment and selection process.
3. To demonstrate the role of training methods in talent management.
4. To explain the components of employee rewards.
5. To analyze the changing scenario of industrial relations in modern context.
safety issues in organizations, work life balance and factors attributing to increased awareness for
work life balance. Work Life Balance Intervention*
Learning Outcomes: Understand the importance of compensation and benefits and sensitize the
learner about employee welfare issues and work life balance.
Basic Text
1. Warrier,U. (2018) Understanding and Managing People: Himalaya Publishing House
2. Sanghi, S(2017) Human Resource Management, Vikas Publishing
3. Dessler, G. and Varkhey, B. (2016) Human Resource Management, India: Pearson India,
Reference Books
1. Baker, M. (2010) Cross Cultural Behavior, The Workbook
2. Armstrong, M. (2014) Handbook of Human Resource Management New Delhi, India: Kogan
Page.
3. Camen, M. Croucher, R & Leigh, S (2015) Human Resource Management – A Case Study
Approach New Delhi, India: Jaico Publishing House.
4. Pattanayak, B (2016) Human Resource Management New Delhi, India: Printice Hall Learning.
5. Sparkman ,R (2010). Strategic Workforce Planning: Developing Optimized Talent Strategies
for Future Growth
Additional Reading
1. file:///C:/Users/staff64/Downloads/Rewards_and_Recognition_of_Employees_A_Case_Stu
dy_at_Gra____619651648.pdf
2. Case Study: Rejuvenating employee benefits at Great Place to Work.
http://incentiveandmotivation.com/case-study-rejuvenating-employee-benefits-great-
place-work/
3. Are people analytics the future for internal recruitment?
http://incentiveandmotivation.com/people-analytics-future-internal-recruitment/
4. Employee engagement case study: Specsavers.
http://incentiveandmotivation.com/employee-engagement-case-study-specsavers/
Evaluation Pattern
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CORE COURSES
SEMESTER – III
(Detailed Syllabus)
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Course Outcomes
1. To understand the concepts and tools of operations management.
2. To develop models and frameworks in capacity planning, production planning and facility
management.
3. To discuss material management and quality management processes in operations
management.
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Basic Texts
1. B Mahadevan(2015). Operations Management-theory and Practice (3rd Edition), Pearson India.
2. F. Robert Jacobs; Richard B. Chase (2015) Operations and Supply Chain Management,15th Edition:
McGraw-Hill Education
3. Richard Chase, Robert Jacobs, Aqulilano, Nitin Agarwal(2007) Operations Management for
Compeititive Advantage, 11th edition, Tata Mcgraw Hill
Reference Books
1.Krajewski/Srivastava (2015) .Operations Management,11th Edition: Pearson
2. Ravi Shankar, F. Robert Jacobs (2018).Operations and Supply Chain Management,15th Edition
:McGraw-Hill Education
3.S. N. Chary. (2013). Production & Operations Management,5th edition: Mc Graw Hill India Private
Limited.
4.Goldratt Eliyahu M.(2004). The goal: a process of ongoing improvement: North River Press
Evaluation Pattern
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Course Outcomes:
1. To analyse the need for project planning.
2. To understand the tools of project planning.
3. To describe the processes of risk analysis and project scheduling in a project planning
environment.
(*These topics are categorized as ‘Self- learning’ topics are subjected to testing)
Note: 20 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
Basic Texts
Prasanna Chandra (2014), Project Planning: Analysis, Selection, Implementation and Review, 8/e,
Tata McGraw Hill.
Gray, Larson, Desai(2010)-Project Management(4th Edition), McGraw Hill India Private Ltd
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Reference books
James P Lewis(2005)- Project Planning, Scheduling& Control(3rd Edition), Tata McGraw Hill India Pvt
Ltd
Narendra Singh (2015), Project Management and Control(6th edition), Himalaya Publishing House.
Nicholas, John M(2000), Project Management for Business and Technology: Principles and
Practice(2nd Edition), Pearson.
Evaluation Pattern
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(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Note: 20 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
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Basic Texts
1. Prasad R.K. The Effective Manager: Skills and Strategies, 2012 Edition, Viva Books
2. Caroselli Marlene Roger A: Leadership Skills for Managers, McGraw Hill
Reference Books:
1. Horstman, Mark, (2016) The Effective Manager, John Wiley & Sons, NJ, USA.
2. Hattori, Shu, (2015) The McKinsey Edge: Success Principles from the World’s Most Powerful
Consulting Firm, McGraw-Hill, USA.
Evaluation Pattern
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Course Outcomes
1. Understand the role of operations research in making the managerial decisions.
2. Solve the product mix problems using the LPP model.
3. Discuss waiting behavior and service efficiency.
4. Analyze project networks and calculate the project duration time.
5. Describe inventory control and replacement models and network analysis.
time, calculation of expected time and standard deviation, project duration time, finding the critical
path.
Learning Outcome: To depict the project in the form of network and find the critical path.
(*These topics are categorized as ‘Self- learning’ topics are subjected to testing)
Note: 30 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
Evaluation Pattern
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CORE COURSES
SEMESTER – IV
(Detailed Syllabus)
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Course Outcomes
1. Describe the entrepreneur and key attributes of an entrepreneur.
2. Understand the start-up business environment.
3. Discuss frameworks and tools in business incubation and entrepreneurship.
(*These topics are categorized as ‘Self- learning’ topics are subjected to testing)
Note: 20 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
Basic Text
Barringer, R.B., & Ireland, D, R. (2016). Entrepreneurship- Successfully launching new ventures.
Essex, England: Pearson Education Limited
Reference Books
Bansal, R. (2015). Arise, Awake. New Delhi, India: Westland Limited.
Donald F. Kuralko & Richard M. Hodgetts, Entrepreneur- A contemporary approach, 5th edition
Jeffry A. Timmons, New Venture Creation: Entrepreneurship for 21st Century, McGraw Hill
Education.
Peters, M, P., Hisrich, R, D. & Shephed, A,D., & (2012). Entrepreneurship. New Jersey, USA: McGraw
Hill Education.
Soota, A., & Gopalan, S. R. (2016). Entrepreneurship simplified: From Idea to IPO. New Delhi, India:
Penguin Random House India.
Screwvala, R. (2016). Dream with your eyes open: An entrpreneurial journey. New Delhi, India:
Roopa Publications.
Thiel, P. & Masters, B. (2014). Zero to One – Notes on start-ups or how to build future, USA: Virgin
Books.
Other readings
Approaches to Entrepreneurship Development: The Indian Experience, Dinesh Awasthi
https://www.researchgate.net/publication/265572417_Approaches_to_Entrepreneurship_Develo
pment_The_Indian_Experience
https://www.entrepreneur.com/in
https://www.cmu.edu/swartz-center-for-entrepreneurship/education-and-resources/project-
olympus/pdf/entrepreneurship-101.pdf
https://www.researchgate.net/publication/301659818_Introduction_to_Entrepreneurship
https://www.uv.es/bcjauveg/docs/LibroCuervoRibeiroRoigIntroduction.pdf
http://download.nos.org/srsec319new/319EL9.pdf
https://vtechworks.lib.vt.edu/bitstream/handle/10919/70961/Chapter%206%20Entrepreneurship
%20-%20Starting%20a%20Business.pdf
Evaluation Pattern
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Course Name: Indian Ethos and Business Ethics Course Code: 18JBS402
Number of credits: 2 Number of Hours: 20
Course Outcomes
1. Appreciate the cause and effect relationship of individual actions on a business.
2. Critically examine ethical dilemmas and to understand the management practices in the
context of Indian Management.
3. Understand contribution of Indian culture and ethos to service, leadership and
management.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Note: 20 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
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Basic Texts
1. Gopalaswamy – Corporate Governance, New Age International (P) Ltd.,
2. Hartman, Laura P; Perspectives In Business Ethics; McGraw-Hill.
3. Murthy, C.S.R. Business Ethics, Himalaya Publishing House, Mumbai, 2009.
Reference Books
1. C.V. Baxi, Corporate Governance, Excel Books.
2. C Ferrell-Business ethics-Biztantra.
3. Prasad – Corporate Governance, Prentice Hall Of India
4. Ahmedabad Management Association (AMA), “Ancient Indian Wisdom for Self-
Development”, Ahmedabad, 1995.
5. Bowle N.E. and Duska R.F., “Business Ethics”, New Jersey, Prentice Hall Inc., 1990.
6. Chakraborty S.K., “Management Transformation by Values”, New Delhi, Sage Publication,
1990.
7. Fernando A.C., Business Ethics: An Indian Perspective, Pearson, 2009.
8. Jitatmananda Swami, Indian Ethos for Management, Rajkot, Ramakrishna Ashrama, 1996.
Evaluation Pattern
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Course Outcomes
1. Analyze the main structural features of an industry and develop strategies that position the
firm most favorably in relation to competition and influence industry structure to enhance
industry attractiveness.
2. Demonstrate the ability to think critically in relation to a particular problem, situation or
strategic decision through real-world scenarios.
3. Examine the concept of competitive advantage and its sources and recognize it in real-world
scenarios.
4. Recognize the different stages of industry evolution and recommend strategies appropriate
to each stage.
5. Formulate strategies for exploiting international business opportunities including foreign
entry strategies and international location of production.
Learning Outcome: Analyze dynamics in competitive rivalry including competitive action and
response and identify strategies for a business in technological environment.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Note: 30 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
Basic Texts
Hill, C, W, L., & Jones, R, G. (2013), Strategic Management, An Integrated Approach. Mason OH,
USA: South Western
Reference Book
Bamey, J,B.,& Hesterly, S,W. (2008). Strategic Management and Competitive Advantage, Concepts
and Cases. New York, USA: Pearson Education Limited.
Grant, R., Jordan, J. (2012). Foundations of Strategy. New York, USA: John Wiley and Sons Limited.
Evaluation Pattern
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SEMESTER – II
(Detailed Syllabus)
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Module 4: Total income deductions and Set-off and Carry forward of losses 4 Hours
Total income deductions: Sections 80C, 80CCC, 80CCD(1B), 80E, 80, 80G, 80TTA, Set-off and Carry
forward of losses
Learning Outcome: Understand total income deductions and appreciate provisions relating to set-
off and carry forward of losses
Evaluation Pattern
Course Name: Investment Analysis and Portfolio Management Course Code: 18JBS208
Number of credits: 3 Number of Hours: 30
Course Outcomes
1. To understand the benefits and importance of investment.
2. Analyze the investment opportunities prevailing in the financial market
3. Demonstrate knowledge of the dynamics of investment and underlying tools & techniques of
investment decision making and
4. Apply the knowledge in construction and management of portfolios.
5. Understand the good practices of successful investors.
Basic Texts
1. PrasannaChandra, (March 2017), Investment Analysis and Portfolio Management ,Tata McGraw
Hill Education 5th Edition
Reference Books
1. ZviBodie, Alex Kane, Alan J Marcus, Pitabas Mohanty (2009), Investments, Tata McGraw - Hill
Education,8th edition
2. Frank K. Reilly | Keith C. Brown (2012), Investment Analysis and Portfolio Management 10th
Edition,
Websites
www.nseindai.com,
www.bseindia.com
www.moneycontrol.com
www.icharts.com
www.smctradeonline.com
Evaluation Pattern
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Course Outcomes
1. Appreciate theory and practice of financial reporting
2. Examine the corporate voluntary disclosures
3. Outline the emerging trends in financial reporting
4. Examine the emerging trends in financial reporting
5. Analyze financial statements of various sectors
Basic Text
Narayanaswamy R, (Recent edition). Financial Accounting A Managerial Perspective. New Delhi,
India: Prentice Hall India
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Reference Books
Earl K. Stice & James Stice (2006). Financial Accounting: Reporting And Analysis. Delhi, India: South
Western/Cengage Learning India
Evaluation Pattern
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Course Outcomes
1. Understand and explain the conceptual framework of Cost Accounting
2. Explain the concepts and processes in determination of cost of products and services; tender
pricing
3. Apply the concept of marginal costing, budgeting in managerial decision making
4. Apply the concept of standard Costing for variance analysis
5. Performance evaluation of different business verticals and acquaint with emerging trends of
costing.
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Learning Outcome: Construct performance measurement in MNCs and understand recent trends in
Management Accounting.
Basic Text
Charles T. Horngren, Srikant M. Datar, Madhav. V. Rajan (15th Edition). Cost Accounting: A
Managerial Emphasis. India, Pearson.(www.pearsoned.co.in/charlesthorngren/my accounting lab)
Reference Books
Edward Blocher, David Stout, Gary Cokins (recent edition). Cost Management: A Strategic
Emphasis. Delhi, McGraw-Hill Higher Education
Evaluation Pattern
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Course Outcomes
1. This course is intended to analyze the fixed income securities markets and its implications
for investments.
2. It will analyze the market characteristics, instruments, pricing and valuation issues, floating
rate instruments, relations with money market instruments, risk and return of fixed income
securities, portfolio management techniques, bond indexing, interest rate risk management
with swaps, bond management.
3. To understand and evaluated types of Fixed income securities.
4. Should be able to create portfolio of fixed income to meet set objectives.
5. To understand the participant and regulators of fixed income securities market.
Financial Management - Prasanna Chandra, McGraw Hill Education ( India) Private Limited
FIMMDA-NSE Debt Market (Basic)
Financial Management – Khan and Jain , McGraw Hill Education ( India) Private Limited
Evaluation Pattern
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SEMESTER – III
(Detailed Syllabus)
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Course Outcomes
a) Describe concepts of the commercial banking in the liberalized economy.
b) Identify some of the best practices in banking across the globe.
c) Assess the interdependence between banking sector and economic growth.
d) Assess various risks and analyze to manage them
e) Discuss the payment and settlement systems in India and Appreciate the role of technology
Banking & Analyze the recent reforms in banking
Module 5: Banking services, Payment and Settlement systems, Innovations and Banking sector
reforms: 7.5 Hours
Corporate, retail, NRI banking. Payment and Settlement systems – Electronic payment and
settlement systems in India. Payment and Settlement System Act 2007, Participants, Policy
Guidelines on Issuance and Operation of Pre-paid Payment Instruments in India*.
Digital and Mobile Banking, Cloud computing - Big Data, block chain technology, artificial
intelligence (AI), Internet of things (IoT), Crypto currencies, Digital cheques, Banking architectural
simplification*. Indhradhanush framework for PSU Banks, Financial inclusion – PMJDY,
Consolidation of public sector banks, New bank licensing policy and other recent reforms.*
Learning Outcome: At the end of this module, student will be able to assess various risks and
analyze to manage them.
Elaborate on the services provided for corporates, retail and NRIs and discuss the payment and
settlement systems in India (* These topics are categorized as ‘Self-learning’ topics and are subjected
to testing)
Basic Texts
Indian Institute of Banking and Finance (2015). Principles and practices of Banking. Macmillan India.
Reference Books
Koch W, Timothy, and S. Scott. Bank Management. Thomson, New Delhi.
Indian Institute of Banking and Finance (2015). Legal and Regulatory aspects of Banking. Macmilan
India.
Other references
http://www.rbi.org.in (Monetary Policy 2016).
www.iba.org.in
Evaluation Pattern
Course Outcomes
1. To understand different types of risks and need for risk management.
2. Able to plan life, medical and Motor Insurance for oneself.
3. Able to plan Business Insurance.
4. To understand benefits for Agri Insurance
5. To understand role of intermediaries in insurance industry.
Basic Texts
George E. Rejda (Recent edition). Principles of Risk Management and Insurance. India:
Perason.
INSURANCE AGENTS - IC 38 Insurance Institute of India Insurance Institute of India 2016
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Reference Books
Vaughan Emmett J and Vaughan Therese M (recent edition). Fundamentals of risk and
insurance, Delhi, Wiley India.
Mark S Dorfman (recent edition). Introduction to Risk Management and Insurance, Delhi,
Perason.
G Krishnaswamy, a textbook on Principles & Practice of Life Inurance, Excel book.
Websites
www.InsuranceInstituteofIndia.com
www.IRDA.gov.in
www.licindia.com
www.insurancepandit.com
ww.insurancebrokerindia.com
www.insuranceinstituteofindia.com
www.insureatclick.com
Evaluation Pattern
Course Outcomes
1. Differentiate the nature, attitude and needs of customers
2. Assess the impact of risk and return while evaluating various options for investing
3. Design effective wealth Management strategies
4. Demonstrate by embodying the attitude, skills and knowledge that will enable to perform role
of a financial planner
5. Demonstrate the ability to build a personal/corporate wealth plan and enable them to achieve
Module3: Investment &Risk Management –Equity, Debt & Mutual Funds 10 Hours
Equity, Debt, Insurance, Mutual Funds, Insurance for wealth Management*, Portfolio
construction – Stocks, debt, Mutual Funds
Learning Outcome: Demonstrate ability to invest and understand the time of investment
Basic Tests
Dun and Bradstreet (2010). Wealth Management Finance Essentials Series. New Delhi: TataMcGraw
Hill publications
Balaji Rao D G (2018), 'Wealth Management and Financial Planning',
Partridge Publishing Co.NewDelhi
Reference Books
Introduction to Financial planning by IIBF (recent edition-‐‐2017). Taxmann Publications Pvt Ltd.
M.Y.Khan, (2015). Financial services. McGraw Hill Education.
Madhu Sinha (2017) “Financial Planning” McGraw Hill Education.
Websites
Ministry of Finance, RBI, SEBI, NSE,BSE, MONEYCONTROL.com, Edx course-‐‐Financial Markets
Evaluation Pattern
Course Outcomes
1. Design, develop, structure and execute project finance transactions.
2. To identify, allocate and mitigate the main project risks.
3. Ability to establish links among the heterogeneous project financing deal in an autonomous and
independent way.
4. Forecast Profit and loss statement, cash-flow statement and Balance sheet by projections in excel
5. Evaluate Project as a Project Finance Manager by formulating, implementing and reviewing and
presenting a project report
Text Book
Prasanna Chandra (2014). Projects: Planning, Analysis, Selection, Financing, Implementation, and
Review. 8th edition, McGraw Hill Education.
S Gatti Project Finance in Theory and Practice. 2nd edition, Elsevier.
Reference Books
Richard A Brealey, Stewart C Myers, Franklin Allen, Pitabas Mohanty (2012). Principles Of
Corporate Finance. 10th edition,Tata Mcgraw Hill Education.
Brighman, Eugene F, Ehrhardt, Michael C. Financial Management: Text and Cases. South-Western
Cengage Learning.
Websites
Edx courses on Project Finance and Project Management
Evaluation Pattern
Course Outcomes
1. Understand the basics of international finance to handle the finance function from a global
perspective.
2. Demonstrate knowledge of theories related to foreign exchange rate determination
3. Explain the nuances of forex derivatives and risk management and international capital
budgeting
4. Outline the international regulatory functions and the forms of banking regulations
5. Managing the finance of global firms
Module 2: Forex Exchange Market, Exchange Rate Determination & Currency Derivatives 6 Hours
Introduction, The Market for Foreign Exchange, Types of Transactions & Settlement Dates, Exchange
Rate Quotations & Arbitrage, Forward Quotations, International Parity Relationships and
Forecasting Foreign Exchange Rates, Futures and Options on Foreign Exchange.
Learning Outcome: Able to comprehend the types of quotes, IPP, IRP, F&O
Text Books
1. Cheol S Eun & Bruce G Resnick, International Financial Management, Mc. Graw Hill Education
2. Jeff Madura, International Financial Management, Recent Edition, Thomson Publication
3. P.G Apte, , International Financial Management, Mc Graw Hill Education
References Books
1. Imad A Moosa, International Finance, Tata Mc Graw Hill Edition
2. Ephraim Clark, International Finance, 2rd Edition, Thomson
3. Alan C Shapiro, Multinational Financial Management, Recent Edition, PHI, New Delhi
Evaluation Pattern
Course Outcomes
1. To provide students a conceptual and practical framework of the functioning of Derivative
Markets
2. Explain the basic concepts future market and application of stock and index future
3. Able to calculate option price and construct hedging strategies
4. To provide basic concepts of commodity & other types of derivatives products
5. To understand working of Interest and currency swap
Learning Outcome: Able to understand concept of options, calculate price of options and devise
hedging strategies
Basic Texts
1. John C Hull, Introduction to futures and options markets, EEE
Reference Texts
1. John C Hull, Sankarshan Basu 2014, Introduction to Options, futures, and other derivatives,
Pearson
2. Robert W. Kolb, James A. Overdahl (2009), Futures, Options, and Swaps, Delhi, India, Wiley
India
Evaluation Pattern
Course Outcomes
1. To introduce audit and assurance as a tool for management
2. To introduce the Standards on Auditing
3. To able to plan the audit
4. To comprehend the need for documentation and evidence for audit
5. To appreciate audit and assurance as a framework for internal control and risk management.
Basic Texts
(a) ACCA Study Material
(b) ICAI Study Material
Evaluation Pattern
SEMESTER – IV
(Detailed Syllabus)
Course Outcomes
1. To acquaint with GST framework
2. To appreciate Supply as tax event and provisions relating to Supply event
3. To understand the charging provisions of GST
4. To comprehend exemptions, time and place of supply
5. To introduce practical aspects of GST compliance process
Module 1: Introduction to GST 6 Hours
GST – Genesis, nature, basic concepts of GST, SGST, CGST, UTGST, IGST, Inter-State and Intra-State
Supply of Goods or Services or both, framework of GST in India, GSTN, Significance of GST, simple
problems on SGST, CGST and IGST computations.
Learning Outcome: At the end of this module, student will be able to explain the concept nature,
role and significance of GST
Learning Outcome: At the end of this module, student will be able to Explain the provisions relating
to exemptions, place and time of supply
Module 5: Miscellaneous aspects of GST 5 Hours
Registration, input tax credit, tax invoice, debit and credit note, assessment and returns.
Learning Outcome: At the end of this module, student will be able to Appreciate GST procedures
relating to registration, input tax credit and documentation.
Basic Texts
VS Datey (2018). Indirect Taxes. Delhi, Taxmann Publications
Reference Material
ICAI Study material (recent)
Evaluation Pattern
Continuous End term
Attendance Total
Evaluation Examination
45% 50% 5% 100%
Basic Text
Prasanna Chandra (recent). Strategic Financial Management: Managing for Value Creation. Delhi.
Mcgraw Hill Education
Download from Bookboon
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Reference Book
Tony Grundy, Gerry Johnson& Kevan Scholes (1998). Exploring Strategic Financial
Management, Prentice Hall Europe.
Ruth Bender& Keith Ward. (2009). Corporate Financial Strategy, Butterworth
Heinemann.
Evaluation Pattern
Course Outcomes
1. Analyze theoretical and conceptual tools used in investment banking.
2. Explain deal making, negotiation and due diligence process.
3. Estimate, negotiate and successfully close transactions.
4. Elaborate the role of VC and PE in Investment Banking.
5. Appreciate the emerging trends in Investment Banking
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Pratap Giri S (2014). Investment Banking: Concepts, Analysis and Cases, 2nd Edition, McGraw Hill
Education.
Reference Books
Pratap G Subramanyam (2012). Investment Banking: Concepts, Analysis and Cases, 2nd Edition,
McGraw Hill Education.
Julien H Collins (2012). Fundamentals of Investment Banking. Literary Licensing, LLC.
Stephen Bloomfield (2009). Venture Capital Funding: A practical guide to raising finance. 2nd edition,
Kogan Page Ltd.
Other references
1. Global Private Equity Report (2014). Bain and Company Inc.
2. Preqin (2014). Global Private Equity Report.
3. Journal of Business Venturing.
Evaluation Pattern
Course Outcomes
1. Examining the areas of corporate finance for Financial modelling.
2. Exploring the use of excel for financial modelling.
3. Develop the framework for modelling the financial statements.
4. Appreciating the challenges in financial modelling.
5. Understanding factors that are considered for financial modelling.
Note: * These topics are categorized as ‘Self-learning’ topics and are subjected to testing
Basic Text
Reference books
1. Chandan Sengupta (recent edition). Financial Analysis and Modeling Using Excel And VBA. Wiley
India Pvt Ltd
2. Alastair Day (recent edition). Mastering Financial Modelling in Microsoft Excel: A practitioner's
guide to applied corporate finance. Delhi, Pearson
Evaluation Pattern
SEMESTER – II
(Detailed Syllabus)
Course Outcomes
1. Examine the concept of consumer behavior and its importance in the context of marketing.
2. Utilize various concepts, theories and framework to develop, evaluate, and implement effective
marketing strategies.
3. Examine various individual, social and cultural factors that affect consumers’ decision making
process.
4. Analyze the trends in consumer behavior and apply them to real world scenarios.
5. Demonstrate knowledge of understanding in consumer behavior in developing Segmentation,
Targeting and Positioning strategies.
Module 3: Understanding the consumer: perception, learning and memory, attitude and personality
7 Hours
Personality traits and CB, product and brand personification, Consumer Perception, Role of Theories
of Learning in designing marketing strategies, *Consumer Attitude Formation and Change.
(*Self-topic)
Learning Outcomes: To understand the influence of memory and learning in perception and
attitude formation and to discuss the consumer personality and its influence on buying behaviour.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Schiffman, L.G., Wisenblit, J., & Kumar, R. S. (2015). Consumer Behavior. New Delhi, India:
Pearson Education.
Reference Books
Loudon, D. L., & Bitta, D. A. J. (2007). Consumer Behavior: Concepts and Applications. New Delhi,
India: Tata McGraw-Hill.
Engel, J.F., Blackwell, R.D. & Miniard, P.W. (2006). Consumer Behavior, Chicago, USA: Dryden
Press.
Peter, J. P. & Olson, J. C.(2003 ) Consumer Behavior and Marketing Strategy, New York, USA:
McGraw-Hill.
Bijapurkar, R. (2009). We are like that only: Understanding the logic of consumer India. Penguin
Liang, H., Lu, D., & Tu, L. (2006). The Perceived Risk and The Consumer Decision-Making Process-A
Study on Credit Card Holders.
Cohen, A. J. (2017). 'Everything is Not about Convenience': State, Family, and Supermarket in
Middle-Class West Bengal.
Sinha, D. (2011). Consumer India: Inside the Indian mind and wallet. John Wiley & Sons.
Rao, S. L., & Natarajan, I. (1996). Indian market demographics: The consumer classes. Global
Business Press.
Droge, C. (1998). Know your customer: New approaches to understanding customer value and
satisfaction. Journal of the Academy of Marketing Science, 26(4), 351.
Evaluation Pattern
Course Outcomes
1. Compare various models and frameowrks involved in customer relationship management.
2. Distinguish between customer satisfaction, customer service and customer experience.
3. Compute customer lifetime value for given customer related data.
4. Build effective customer retention and customer management strategies.
5. Examine activities involved in implementing customer relationship management plans.
CRM strategy, tactics, Analytics throughout customer lifecycle, Generating customer analytical
insights.
Collaborative CRM: Managing networks for CRM performance, SCOPE Mode*, supplier and partner
relationship management.
Learning Outcomes: Examine the activities involved in Operational and Analytical CRM
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Buttle, F., & Maklan, S. (2015). Customer Relationship Management, Concepts and Technologies.
New York, USA: Routledge.
Reference Books
Rai, A,K. (2013). Customer Relationship Management, Concepts and Cases. New Delhi, India: PHI
Learning Pvt. Ltd.
Baran, J, R., Strunk, P, D., & Galka, R, J. (2008). Principles of Customer Relationship.
Management. Mason, USA: Thomson South-Western.
Kumar, A., Sinha, C., & Sharma, R. (2007). Customer Relationship Management, Concepts and
Applications. New Delhi, India: Bizmantra.
Evaluation Pattern
Course Outcomes
1. Understand B2B marketing, terminologies, processes, frameworks and models.
2. Analyse org. buying behaviour in purchase of raw materials, capital and facilitating goods.
3. Apply segmentation and positioning strategies for B2B markets.
4. Apply forcasting techniques for predicting demand of industrial products.
5. Develop strategies for B2B markets and ensure their implementation.
Module II: Perspectives on the Organizational Buyer and Organizational Buying Behaviour
6 Hours
Classification and characteristics of B2B customers- Commercial, Government and Institutional.
Organizational buying behavior: Process and buying situations, Buy grid model, Buying centre and
roles, Purchasing Toolkit : TCO, Reverse auctions, e-procurement, e marketplaces, Segmenting the
buy*.
Learning Outcomes: Appraise buying behaviour and buying roles in business organisations
Module III: Segmenting the Business Markets and Customer Relationship Managemen 6 Hours
Segmentation bases –macro and micro, Process for segmenting business markets, Positioning in
business markets,
CRM in business markets, Buyer seller connector, Managing buyer seller relationships: relationship
spectrum and switching costs, Whale curve, Organizational demand analysis, Determining market
and sales potential, Sales forecasting methods*.
Learning Outcomes: Understand segmentation and positioning in business markets
Module IV: Managing Pricing and new product development in business markets 6 Hours
Factors driving innovation, barriers to innovation, Innovation types, NPD process.
Factors affecting pricing in business markets, Pricing process, Types of Pricing: Target, Skimming,
Penetration* and Value, Negotiated pricing and competitive bidding, Responding to price attacks.
Learning Outcomes: : Explain new product development process and product pricing formats, in
business markets
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Hutt, M. D., Speh, & Thomas, W. (2012). Business marketing management. Ohio, USA: Cengage
Learning.
Reference texts
Reeder, R.R., Brierty, E. G., & Betty.H. (2012). Industrial marketing, analysis, planning and control,
USA: PHI publication.
Anderson, J. C., Narus, J. A., & Narayandas, D. (2009). Business Market Management:
Understanding, Creating, and Delivering Value. New Jersey, USA: Pearson Prentice Hall.
Evaluation Pattern
Course Outcomes
1. Outline and explain core concepts of marketing.
2. Determine various micro and macro environomental factors that influence marketing decisions.
3. Examine various factors that influence customer behaviour in both consumer and business
markets
4. Evaluate decisions involved in devising an effective marketing plans.
5. Compare, contrast and build competitive marketing strategies
Learning Outcomes: Understand the nature and scope of service marketing, consumer behavior in
service marketing, and positioning of services.
Designing and Managing Service Process - Flowcharting Customer Service Processes, Blueprinting
Services to Create Valued Experiences and Productive Operations, Service Process Redesign, The
Customer as Co-Producer, Self-Service Technologies*.
Balancing Demand and Productive Capacity - Fluctuations in Demand Threaten Profitability,
Managing Capacity, Analyze Patterns of Demand, Managing Demand, Inventory Demand through
Waiting Lines and Queuing Systems, Customer Perceptions of Waiting Time, Inventory Demand
through Reservations Systems.
Learning Outcomes: Understand and explain the service process through productive operation,
customer experiences, value co-creation and understanding of the various service systems from the
perspective of demand and productive capacity.
Improving Service Quality and Productivity - Integrating Service Quality and Productivity Strategies,
What Is Service Quality, Identifying and Correcting Service Quality Problems, Measuring and
Improving Service Quality, Learning from Customer Feedback, Hard Measures of Service Quality,
Tools to Analyze and Address Service Quality Problems, Defining and Measuring Productivity,
Improving Service Productivity
Service Leadership - The Service-Profit Chain, Integrating Marketing, Operations, and Human
Resources, Creating a Leading Service Organization, In Search of Human Leadership*
Learning Outcomes: Conduct an investigation of service delivery systems by understanding service
quality, service leadership and customer service framework in service marketing.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Lovelock, C., Wirtz, J. Chatterjee, J. (2011). Services Marketing. People, Technology, Strategy. New
Delhi, India: Pearson.
Reference Books
Zeithaml, V.A., Bitner, M.J., Gremler, D.D., Pandit, A. (2013). Services marketing. Integrating
customer focus across the firm. New Delhi, India: McGraw Hill.
Davis, J. C. (2007). A conceptual view of branding for services. Innovative Marketing, 3(1), 7.
Johnston, R., and Michel, S. (2008). Three outcomes of service recovery: customer recovery, process
recovery and employee recovery. International Journal of Operations and Production Management,
28(1), 79-99.
Skaalsvik, H. (2012). Why service recovery fails: A case study on the Norwegian Coastal Voyage
(Hurtigruten). European Journal of Tourism Research, 5(2), 129.
Evaluation Pattern
Course Name: Marketing of Banking and Financial Services Course Code: 18JBS217
Number of credits: 3 Number of Hours: 30
Course Outcomes
1. Summarize the nuances of various investment avenues, life cycle of investors.
2. Identify and choose the strategies for marketing financial products.
3. Construct the modalities of adapting distribution and sales channels in the domain of
financial services.
4. Distinguish the skill based inputs on the brand strategies and competition mapping in the
financial services industry.
5. Build skills to give the best financial solutions to people based on their profile.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic text
Evelyn Ehrlich, Duke Fanelli: The Financial Services Marketing Handbook: Tactics and Techniques
That Produce Results, Wiley Eastern, ISBN: 978-1-118-06571-6
References
1. Facrber, Esme. All about investing. Tata McGraw – Hill Publications.
2. Introduction to financial planning by Indian Institute of Banking & Finance. Taxmann Publications
P Ltd.
3.Kapoor, Jack. R., Dlabay, L. R., & Huges, R. J. (2008). Personal finance, New Delhi: Tata Mc-Graw
Hills Publications
Evaluation Pattern
SEMESTER – III
(Detailed Syllabus)
Course Name: Digital and Social Media Marketing Course Code: 18JBS312
Number of credits: 3 Number of Hours: 30
Course Outcomes
1. Assess the impact of digital technology on consumer purchasing behaviour.
2. Apply frameworks in creating digital marketing strategy and successful marketing campaign.
3. Model Search engine optimization road map.
4. Determine apt mix of various social media for effective customer engagement.
5. Examine key essentials involved in online reputation management.
Mobile Marketing: Key Mobile marketing concepts, Trends in Mobile / Mobility*, Mobile Apps –
attributes of effective apps; QR codes, Mobile games, Location based advertising, Significance of
A/B Mobile testing. Advergames and In-Game Advertising.
Learning Outcomes: Design a blue print for an effective email marketing campaign and
understand the importance of mobile applications and gaming in digital marketing.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Ryan, D. (2017). Understanding Digital Marketing: Marketing strategies for engaging the digital. New
Delhi, India: Kogan Page Limited.
Greenberg, E., and Kates, A. (2014). Strategic Digital Marketing. USA: McGraw Hill.
Reference Books
Kotler, P., Kartajaya, H., and Setiawan, I. (2017). Marketing 4.0 : Moving from traditional to digital.
New Jersey, USA: John Wiley and Sons.
Ryan, D., and Jones, Calvin. (2011). The Best Digital Marketing Campaigns in the World – Mastering
the art of Customer Engagement. New Delhi, India: Kogan Page Limited.
Strauss, J., and Frost, R. (2016). E-marketing. New York, USA: Routledge.
Evaluation Pattern
Course Outcomes
a. Develop conceptual clarity in sales management.
b. Develop the Professional Selling Skills.
c. Develop Effective Sales Communication Skills.
d. Develop Sales Leadership Skills
e. Examine steps involved in effective Sales Management Process.
(* These topics are categorised as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Tapan K. Panda, Sunil Sahadev (2012). Sales and Distribution Management. Oxford University Press
New Delhi, India:
Reference Books
1. Richard R. Still, Edward W. Cundiff, Norman A.P. Govani (2013). Sales Management Decision,
Strategy and Cases, Pearson Education, New Delhi, India
2. Mallik P. (2012). Sales Management, Oxford University Press. New Delhi, India:
3. S.L. Gupta (2010) Sales and Distribution Management, Excel Books, New Delhi, India
4. Krishna Havaldar and Vasant M Cavale (2018) Sales and Distribution Management Text and Cases,
McGraw-Hill Education, Chennai, India
Reading materials
Cron, W. L., DeCarlo, T. E., & Dalrymple, D. J. (2010). Sales management: Concepts and cases. Wiley.
Stanton, W. J., Buskirk, R. H., Spiro, R. L., & Stanton, W. J. (1995). Management of the sales force.
Chicago: Irwin.
Dubinsky, A. J., Yammarino, F. J., Jolson, M. A., & Spangler, W. D. (1995). Transformational
leadership: An initial investigation in sales management. Journal of Personal Selling & Sales
Management, 15(2), 17-31.
Anderson, R. E. (1996). Personal selling and sales management in the new millennium. Journal of
Personal Selling & Sales Management, 16(4), 17-32. Batt, R. (2002). Managing customer services:
Human resource practices, quit rates, and sales growth. Academy of management Journal, 45(3),
587-597.
Baldauf, A., Cravens, D. W., & Piercy, N. F. (2001). Examining business strategy, sales management,
and salesperson antecedents of sales organization effectiveness. Journal of Personal Selling & Sales
Management, 21(2), 109-122.
Evans, K. R., Schlacter, J. L., Schultz, R. J., Gremler, D. D., Pass, M., & Wolfe, W. G. (2002). Salesperson
and sales manager perceptions of salesperson job characteristics and job outcomes: A perceptual
congruence approach. Journal of Marketing Theory and Practice, 10(4), 30-44.
Verhoef, P. C., Reinartz, W. J., & Krafft, M. (2010). Customer engagement as a new perspective in
customer management. Journal of service research, 13(3), 247-252.
Evaluation Pattern
Course Outcomes:
1. Understand the process, planning and implementation of retail management
2. Gain an in-depth knowledge of product, pricing, distribution, promotion and global retail
management strategies
3. Identify the strategic tools used by companies to measure the impact of retail marketing
efforts
4. Simulate through cases the varied real-life issues of retail marketing and the decision
making dilemmas faced in retail marketing practice
5. Formulate strategic analysis plans based on shopper segmentation, competition and the
retail environment
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Seshanna, S. & Prasad R (2015). Retail Management. New Delhi, India: McGraw-Hill India Private
Limited.
Page 141 of 330
MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
Michael L., Weitz, B. & Grewal, D. (2014). Retailing Management. New Delhi, India: McGraw-Hill
India Private Limited.
Reference Books
Bajaj, C., Tuli, R., Srivastava, N.V. (2010). Retail Management. New Delhi, India: Oxford University
Press.
Berman, B., Evans, J., & Mathur, M. (2010). Retail Management: A Strategic Approach. New Delhi:
Pearson.
Evaluation Pattern
Analytics methods for Classification – Introduction to Logistic regression and Discriminant analysis
models. Assumptions, estimation, model performance and model building for logistic regression
and discriminant analysis models.
Learning Outcomes: Identify homogenous group of customers called clusters which are similar to
members in the same cluster but different from those of other cluster & identify predictor variables
which impact the probability of an event.
Module 5: Marketing Models for Positioning & Product Design – Perceptual Maps and Conjoint
Analysis 5 Hours
Multidimensional scaling – Objectives, decision framework for MDS. Assumptions of MDS. Deriving
the MDS solution and assessment of overall fit. Selecting the dimensionality of the perceptual map.
Interpreting the MDS results – Identifying the dimensions. Validating the MDS results.
Conjoint Analysis – objectives of conjoint analysis. Steps in conducting conjoint analysis. Examples
of evaluating product design options using results from conjoint analysis. Strengths and limitations
of conjoint analysis.
Learning Outcomes: Draw positioning maps using the attribute model & Identify the desired
features in product design (New product development or modifying existing product).
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Rao. P. H (2013). Business Analytics- An Application Focus. New Delhi. Prentice Hall India.
Evans J, (2017) Business Analytics. Pearson India
Reference Books
Lilien, G. L., Rangaswamy. A., and Bruyn. A. D. (2013). Principles of Marketing Engineering. Pearson
Education Inc.
Winston, W.L. (2014). Marketing Analytics: Data driven techniques with Microsoft. Excel. John
Wiley &Sons.
Venkatesan,R.K., Farris.,P., Wilcox, R.T. (2014). Cutting edge marketing analytics: Real World cases
and datasets for hands on learning. New Jersey, Pearson Education Inc.
Other reading material
1. Davenport, T.H., Mule L.D., Lucker J. (December 2011). Know what your customers want.
Harvard Business Review.
2. Davenport,T. (January 2006). Competing on Analytics, Harvard Business Review
3. Wilcox, R.T. (2003).A practical guide to Conjoint Analysis. Darden Business Publishing
4. OdedNetzer et al. (2008). Beyond Conjoint Analysis: Advances in preference measurement.
Springer
5. Pfeiffer, P.E. (2012). Alumni Giving. Darden Business Publishing.
6. Wilcox, R.T. (2003). Portland Trailblazers. Darden Business Publishing
Evaluation Pattern
Course Outcomes
1. Explain key principles of branding and branding concepts.
2. Develop a brand strategy.
3. Understand the implementation tools to execute brand strategy
4. Analyze and assess the brand equity and brand performance
5. Build Brand Portfolio strategies
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Aaker, D. A. (2012). Building strong brands, USA: Simon and Schuster.
Kapferer, J. N. (2012). The new strategic brand management: Advanced insights and strategic
thinking, USA: Kogan Page publishers.
Keller, K. L. (2015). Strategic brand management: Building, measuring, and managing brand
equity. New Jersey, USA: Pearsons Education.
Reference Books
Moorthi, Y. L. (2000). Brand management: the Indian context. Vikas Publishing House.
Evaluation Pattern
Course Outcomes
1. Understand terminology, concepts, theories, models and frameworks associated with the
course.
2. Contrast advertising & PR agencies and construct frameworks for choosing and appraising them.
3. Create advertising and PR strategies to address business issues.
4. Develop ability to choose a lead medium, based on nature and strength of each medium.
5. Evaluate effectiveness of creative, media and PR campaigns
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Reference Books
Center, A. H., Jackson, P., Smith, S., & Stansberry, F. R. (2002). Public relations practices: Managerial
case studies and problems. Pearson Prentice Hall.
Baron, R., & Sissors, J. (2010). Advertising media planning. McGraw Hill Education.
Menon, A. (2009). Media planning and buying in the Indian context. McGraw-Hill Education.
Newsom, D., Turk, J., & Kruckeberg, D. (2004). This is PR: The Realities of Public Relations. Cengage
Learning.
Reddi, C. N. (2014). Effective public relations and media strategy. PHI Learning Pvt. Ltd.
Ronald, L. W., King, K. (2000). (2008). Kleppner's advertising procedure. Pearson Education India.
Shimp, T. A. (2010). Integrated Marketing Communication in Advertising and Promotion. Cengage
Learning.
Evaluation Pattern
Course Outcomes
1. Demonstrate a thorough understanding of the major promotion concepts.
2. Determine and Infer a framework to make effective promotion decisions.
3. Adopt the necessary skills and assess the impact of an effective promotion.
4. Compose and construct a sales promotion plan for the chosen business.
5. Judge the effectiveness of a sales promotion plan and design the right promotion for a chosen
product
Word of mouth - Meaning, importance and impact of opinion leaders* and word of mouth
campaigns.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Drayton, B. (1995). Commonsense Direct Marketing. Kogan Page.
Hoyle, L. H. (2002). Event marketing. How to successfully promote events, festivals, conventions,
and expositions. Wiley.
Mullin, R. (1998). Sales promotion: how to create and implement campaigns that really work. Kogan
Page.
Skinner, B. E., & Rukavina, V. (2003). Event sponsorship. Hoboken, NJ: John Wiley & Sons.
Reference Books
Belch, G. E., & Belch, M. A. Purani. K. (2010), Advertising & promotion. McGraw Hill Education.
Clow, K. E. (2004). Integrated advertising, promotion, and marketing communications.
Evaluation Pattern
SEMESTER – IV
(Detailed Syllabus)
Course Outcomes
1. Relate and develop the significant responsibilities of Distribution Manager in the industry.
2. Describe and Formulate strategies to effectively manage company’s Distribution operations.
3. Evaluate the role of Distribution manager and formulate strategies in recruiting, motivating,
managing and leading Distribution channel.
4. Illustrate the fundamental interrelationships of Distribution channels, Logistics and Supply
Chain Management
5. Learn the building of distribution system for an organisation to build the competence for an
organisation.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Rosembloom B, (2014). Marketing Channels – A Management View (8th Edition). Cengage Learning
Reference Books
Coughlan, A., Anderson, E., Stern, L.W., & El-Ansary. A. Marketing Channels. (7th edition) New Delhi,
India: Prentice Hall.
Evaluation Pattern
Course Outcomes
1. Understand the global dimensions of marketing and the relevance and application of
marketing theory to the global context.
2. Recognize culture and its impact on the marketing activities of corporations in global
markets.
3. Adopt tools, frameworks, and techniques to conduct market assessments and opportunities.
4. Evaluate strategies and plans for product and brand related decisions in global markets.
5. Develop pricing approaches and channel structures to create value for consumers in global
markets.
Module 1: Scope of and Challenges in Global Marketing 6 Hours
International marketing vs. Global Marketing, Significance of peace in global marketing,
International Task Environment, Business Orientations towards global opportunities – EPRG
framework, Global Awareness, Stages of International marketing, Strategic orientations of
domestic, multi-domestic and global marketing companies, Driving and Restraining forces for
global marketing*.
Learning Outcome: Discuss the stages of internationalization of a firm in global marketing.
Module 2: Assessing global marketing opportunities and market entry strategies 8 Hours
Global Information and information systems and marketing research, Developing global vision
through marketing research, STEEPLE scanning, Scope of international research – country, industry,
consumer research, Application of research process in international marketing, Challenges in data
collection, Methods for estimating market demand*.
International marketing process, Market entry through – Direct and indirect exporting, Contractual
agreements, Strategic alliances and direct ownership. Market expansion strategies, Stages in the
evolution of global corporation, Organizational characteristics of global companies. Emerging
markets
Learning Outcome: Recognize economic and cultural differences in various global regions and their
effect on the conduct of international business and be able to analyze these differences in terms of
opportunities.
Promotion related decisions for global markets, International advertising decisions, Barriers to
adaptation and standardization in advertising, Areas of advertising legislation and media decisions.
Learning Outcome: Understand the process of making product and brand related decisions in global
marketing scenarios.
Module 5: Pricing and Channel Decisions 4 Hours
Factors influencing Pricing decisions, Pricing objectives, Parallel import and its influence on pricing
on global markets, pricing approaches and strategies, Reasons for price escalation in global
markets*.
Critical points involved in making channel decisions, Types of channel structures, International
distribution alternatives.
Learning Outcomes: Develop pricing and channel distribution strategy for innovative products in
global markets.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Cateora, P, R., Gilly, M, C., and Graham, J,L. (2014). International Marketing. USA: McGraw Hill
Education
Reference Books
Keegan, W, J., and Green, M, C. (2017). Global Marketing. Essex, England: Pearsons Education
Limited.
Masaki, M., and Helsen, C. (2008).Global Marketing Management. USA: John Wiley and Sons Inc.
Evaluation Pattern
Course Outcomes
1. Appreciate strategic relevance of marketing.
2. Identify critical issues in marketing and be able to get to the root of the problem and offer logical
and relevant solutions.
3. Design customer centric value creation, value capturing and delivery programs.
4. Identify, apply, critique and evaluate strategic marketing initiatives prevalent in businesses.
5. Design a strategic marketing blue print that can be implemented in the situation.
Learning Outcomes: Analyze the effectiveness of marketing strategies in the context of the changing
business environment
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
1. Subhash C. Jain. Marketing Planning and strategy, South-Western Educational Publishing.
2. Nigel Piercy, David Cravens. Strategic Marketing, Tata McGraw - Hill Education,8th edition,
2009
Reference
1. HBR's 10 Must Reads on Strategic Marketing, Harvard Business Review Press,2013
2. Graham Hooley. Marketing Strategy and Competitive Positioning, Pearson,4th edition, 2009
3. Marketing Strategies, A contemporary approach by Ranchod & Gurau,Pearson India, 2012.
4. Strategic Marketing by Xavier, Response Books, 2010.
5. Marketing: Planning, Implementation, Control by Pride and Ferrell, Cengage, 2010.
6. Strategic marketing problems: Cases & Comments by Kerin & Peterson, Pearson, 2012.
Evaluation Pattern
Course Outcomes
1. Distinguish between different types of products and appraise the strategies for each product
classification
2. Develop marketing strategies on the basis of stage of Product Lifecycle
3. Understand tools to identify Opportunities
4. Build strategies for New Product Development
5. Develop and Evaluate the processes of new product development
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Majumdar, R. (2007). Product management in India. PHI Learning Pvt. Ltd..
Kotler, P. (2009). Marketing management: A South Asian perspective. Pearson Education India.
Reference Books
Eppinger, S., & Ulrich, K. (2015). Product design and development. McGraw-Hill Higher Education.
Evaluation Pattern
Course Outcomes
1. Illustrate the need of the "BOP" market.
2. Determine application of Segmentation, targeting and positioning in BOP markets.
3. Demonstrate consumer behavior among BOP.
4. Discover, explain and measure the marketing elements for BOP consumers
5. Measure and construct marketing of services in the BOP markets.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Page 160 of 330
MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
Prahlad, C.P. (2014). The Fortune at The Bottom of The Pyramid: Eradicating Poverty Through
Profits, New Delhi, India: Pearson Publication.
Reference Books
Kashyap, P. (2012). Rural Marketing, New Delhi, India: Pearson Publication.
Krishnamacharyulu, C.S.G., & Ramakrishnan, L. (2011), Rural Marketing Text and Cases, New
Delhi, India: Pearson Publication.
Balram, D., & Ghuman, K. (2007). Rural Marketing: Concepts and Practices, New Delhi, India:
McGraw Hill Publication.
Evaluation Pattern
SEMESTER – II
(Detailed Syllabus)
Course Outcomes
1. To define the functions of manpower planning, job analysis and ability to draft job
description and specification.
2. To describe the hiring functions of human resource management and the changing pattern
of hiring and HR preferences.
3. To enhance the knowledge and skills related to selection process.
4. To analyze the process of conducting interviews and understand the possible biases.
5. To develop the ability to use modern technique in the latest developments of talent
acquisition.
* ‘Self-learning’ topics subject to testing - New sourcing methods – social recruiting, New
selection methods – student contests etc., Using Technology for hiring
Basic Texts
1. Roberts, G. (2016) Recruitment and Selection, Mumbai, India: Jaico Publishing Company
2. Bhattacharya, D. (2013) Human Resource Planning, Kolkata, India: Excel Publishing
Reference Books
1. Edinborough,R(2014) Assessment methods in Recruitment, Selection and Performance. New
Delhi, India: Kogan Page Limited.
2. Armstrong, M(2015) Handbook of Human Resource Management Practice New Delhi, India:
Kogan Page Limited.
Additional Readings
1. https://www.peoplematters.in/article/employee-relations/induction-to-integrate-
employees-and-systems-with-organisation-
2. https://www.entrepreneur.com/article/76182
3. http://business.time.com/2012/08/15/the-power-within-why-internal-recruiting-
hiring-are-on-the-rise/
4. http://work.chron.com/importance-personal-interviews-selection-process-2864.html
Evaluation Pattern
Course Outcomes
1. To explain the meaning and importance of research.
2. To develop research question, objectives and hypothesis.
3. To select the appropriate instrument to conduct a research.
4. To organize the data collected for research.
5. To formulate and test the hypothesis.
Basic Texts
Kothari, C.R.(2012). Edition 2. Research Methodology. Methods and Techniques. New Age
International(P). Limited.
Anderson, V. (2011). Research Methods in Human Resource Management. University Press.
Bhattacharya,
D.K.(2011). Human resource research methods. Oxford Higher Education
Reference Books
1) Cooper D. R and Schindler P. S. (2008) .Business Research Methods. Edition 10. McGraw
Hill publications .
2) Zikmund,W. (2008) Business Research Methods (9th ed.), Thomson South Western
Publishers [sample chapters] .
Additional Reading
Bull Schaefer, R. A., & Palanski, M. E. (2014). Emotional Contagion at Work: An In-Class
Experiential Activity. Journal of Management Education, 38(4), 533– 559.
https://doi.org/10.1177/1052562913489030 2)
Nicolescu, O. (2009). Methods and Techniques Specific to Human Resource Management.
Accessed from : https://core.ac.uk/download/pdf/6331001.pdf. Accessed on : 31
December 2018 3)
Human Resource Management Research Methods. Accessed from :
https://nscpolteksby.ac.id/ebook/files/Ebook/Business%20Administration/ARMSTRONGS%
20HANDBOOK%20OF%20HUMAN%20RESOURCE%20MANAGEMENT%20PRACTIC
E/10%20-%20Human%20Resource%20Management%20Research%20Methods.pdf.
Accessed on : 31 December 2018
Evaluation Pattern
Couse Outcomes
1. To define the concept of AI and the relevance in HRM.
2. To develop an understanding of need for AI and its applications in the HR functions.
3. To analyse the role of AI in workforce management.
4. To demonstrate the connection between virtual and augment reality with Human Resource
Development (HRD).
5. To identify the challenges and future scope of AI adoption.
and social actors (CASA) theory, VR and cognitive load theory, VR and presence theory, VR and
immersion theory, VR and constructivist theory of learning, VR interventions for HRD: development
of an individual, groups, organization, Benefits, issues and future trends of VR, Benefits of
augmented reality in training, Application of augmented reality in training, Simulations programs
for training, Future of augmented reality-based training. Image & video recognition, Speech
recognition, Chatbots, recommendation engines
*Can augment and virtual reality methods replace the traditional training methods?
Learning outcomes: Understanding of different theories associated with virtual reality and HRD.
*Indicates self-learning modules which will be evaluated through seminars, presentations based
on research/ written assignments/projects
Skill Development
1. Practical issues in the HR Functional areas and AI adoption.
2. Group case Presentations, simulation exercise
3. Gaining a practical exposure to different types of AI methods introducing in Organizations and the
challenges in from a practical perspective.
Basic Texts
1. Eubanks,B. (2018). Artificial Intelligence for HR: use AI to support and develop a succefful workforce.
Kogan Page publisher; 1 edition (2018)
2. Naqvi , A (2018). Artificial Intelligence in Human Resources: Human in the machine. (Kindle Edition)
Reference texts
1. Russell, S & Norvig, P (2003). Artificial Intelligence a modern approach, Pearson Education.
2. Artificial intelligence intelligent system,
file:///D:/AI%20&%20HR%20Functions/artificial_intelligence_tutorial.pdf
3. Winston,P,H.(1993).Artificial Intelligence.
file:///D:/AI%20&%20HR%20Functions/artificial%20intelligence%20by%20Patrick%20Henry%20Wi
nston.pdf
Additional Reading
1. Upadhyay A. K. and Khandelwal K. (2018). Applying artificial intelligence: implications for
recruitment. Strategic HR Review, 17(5), 255-258.
2. Upadhyay A. K. and Khandelwal K. (2018). In the age of e-learning: application and impact of
augmented reality in training. Development and Learning in Organizations: An International
Journal, 32(5), 19-22.
3. AI in HR: Feeing up time to be more human, https://www.raconteur.net/hr/ai-hr-human
4. Artificial Intelligence and the Future of Work: Human-AI Symbiosis in Organizational Decision
Making (Harvard case study)
Page 168 of 330
MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
5. Artificial Intelligence Can't Replace Hard-Earned Knowledge - Yet (Harvard case study)
6. Bosch (2017), “Augmented reality applications accelerate motor-vehicle repairs and support
technical trainings”, available at: www.bosch-presse.de/pressportal/de/en/augmented-reality-
applications-acceleratemotor-vehicle-repairs-and-support-technical-trainings-130688.html
7. EVIE. AI: The rise of artificial intelligence, and the future of work (Harvard case study)
8. GROW: Using artificial intelligence to screen human intelligence (Harvard case study)
9. How Artificial Intelligence Will Redefine Management (Harvard case study)
10. Khandelwal K. and Upadhyay A. K. (2019). Virtual reality interventions in developing and managing
human resources. Human Resource Development International, 1-15.
11. McGovern et al., (2018). The new age: artificial intelligence for human resource opportunities and
functions
12. Bhardwaj R. (2019). How AI is Revolutionizing the Human Resource Functions (Article),
https://www.entrepreneur.com/article/325715
13. The Jobs That Artificial Intelligence Will Create (Harvard case study)
14. The new age: artificial intelligence for human resource opportunities and functions
15. The Rising Tide of Artificial Intelligence and Business Automation: Developing an Ethical Framework
(Harvard case study)
16. Ignite U.S.(2018), “Augmented reality tools for improved training of first responders”, available at:
www. us-ignite.org/apps/AR-training-first-responders/
Evaluation Pattern
Course Outcomes
1. To explain the meaning of learning and development and its importance.
2. To describe the cognitive, social and behavioural approaches to learning and their contradictory
implications for instructional practices
3. To demonstrate the concepts, principles and issues connected with training and development.
4. To identify the purposes, procedures, strengths and limitations of different training techniques.
5. To develop the ability to evaluate training.
Module 1: Learning and development in organizations, aligning training with company’s strategy
5 Hours
Overview of learning and development, opportunities and challenges for learning and
development, important concepts and meanings related to learning and development, Company’s
strategy and training, training process model, Benefits of having HRD perspective in strategy
development and the differences, *similarities, and relationships among HRM and HRD strategy.
Learning Outcomes: List and describe the interrelations between five phases of the training process
model and how it can be applied to organizational improvement and problem-solving.
program, *choice of training and development methods, developing training materials. Self
management.
Learning Outcomes: Enable the students to identify, design, deliver and evaluate a feasible,
meaningful and relevant training and development program.
Basic Texts
1. Blanchard, P. N and Thacker, J. W. (2015) Effective Training: Systems, Strategies, and
Practices, VI Edition, Pearson Education.
2. Noe, A. R and Kodwani, D. A. Employee. (2016). Training and Development, V Edition, Tata
McGraw Hill Education Private Limited, 2013 First Reprint
Reference Books
1. Anderson, A.H. (2000)Training in Practice, Infinity Books,
2. Goldstain, I, L & Ford, K. (2010).Training in Organization: Needs assessment, Development,
and evaluation, IV edition, Thomson Learning,
3. Janakiram, B.(2010) Training & Development, Biztantra innovations in management,
Dreamtech press,
4. Lynton, E. H & Pareek,(2011) U. Training for development, Sage Publications India Private
Ltd, 2011.
5. McGrath, E.H.(2010) Training for Life and Leadership in Industry, Prentice Hall of India.
6. Phillips, J, J.(2004) Handbook of Training Evaluation and measurement methods, Jaico
publishing house.
7. Truelove, S.(2011) Training and development: Theory and practice, II edition, Jaico
Publishing house.
Evaluation Pattern
Course Outcomes
1. To define the concept of emotional intelligence and exhibiting emotionally intelligent
behaviour at the workplace
2. To describe the different models of emotional intelligence and discuss the ability to handle
emotions of self and others for reduced dysfunctional conflicts.
3. To recognize Emotional quotient (EQ) through EQ Assessment; leverage one's own EI
abilities and competencies.
4. To create an actionable plan to address self-management, self-awareness, self-regulation
and empathy through awareness, motivation and development
5. To develop the capacity to increase emotional intelligence competencies to positively impact
work interactions.
Module 5: Emotional intelligence skills, Emotional intelligence in Indian context, Case studies
and research outcomes 7 Hours
EI skills:
a) Emotional skills – Identifying and labelling emotions, managing feelings, Delayed gratification of
needs*
b) Verbal skills – Clear communication, effective handling of criticism, Avoiding dysfunctional
communication;
c) Non-verbal skills – Body posture, Eye contact, Facial expression, Hand gesticulations,
Paralanguage.
EI in the Indian context:
a) Skills for Personal Competence- Personal awareness: Self-awareness, Self-esteem, Self-
motivation, Values, Believes and Attitude, Optimism. Personal management, Self-management,
Tolerance to ambiguity/ Intuition, Stress coping skills.
b) Skills for social competence: Social Awareness: Empathy, Resilience, assertiveness, social
Management: Relationship skills, Influencing others, Nurturing others, Networking skills, Conflict
management skills
Learning outcomes: Application of EI skills in organizational settings and Classification of EI in the
Indian context.
** Self-learning exercises:
1. You will be assigned to a team that must develop 4 EI exercises for incoming first-year
students at CMS BSchool. Each exercise should follow the format below:
Name of Exercise:
Materials Needed:
Brief description of the exercise:
EI dimensions tapped (use Warrier Emotional Intelligence Scale):
Time anticipated:
Detailed instructions for the exercise: (This part should include how the group leader should set up
the exercise and what participants must do at various parts of the exercise, debriefing questions for
the group, if relevant, etc.)
2. You are expected to collect the EI worksheet from the professor for the following self-
learning activities
3. For improved Social Skills: Using relationship management worksheet, write the names of
important people in your life. Then, think about what you know about that person. List two traits,
hobbies, or features related to the person in the designated boxes. If you had trouble listing
something about the people in your life, you may want to pay more attention to those around you.
Learning something unique or personal about the individuals in your life can help you maintain
caring and positive relationships.
4. For improved Self-Management: Using the Impulse management worksheet, think of a time
when you were angry and how you handled it and write it down. Describe your reaction and
behaviours in the activity sheet.
Now, think about how you would like to process anger in the future. Describe healthy management
skills andbehaviours and write them using the cues given in the worksheet
5. For increase Self Awareness: Using the Self-awareness activity sheet, choose three strengths
for yourself, and three that you would like to improve on from the lists provided in your activity
sheet. If you don’t see a trait listed here, feel free to write your own! Once you’ve chosen traits that
need improving, think about and describe how you will attempt to improve those traits.
6. For improved Social Awareness: Using the social awareness cue card, match the picture
provided with the list of emotions provide, paying attention to the emotional expression in the
picture.
7. For Behavior Modeling for improved overall EI: Using the Behavior modelling worksheet,
think of someone whom you know, who excelled in attaining an effective working relationship with
their colleagues and subordinates. What makes them so effective? List and describe their attitudes
values knowledge and skills that set them apart from the rest.
8. Appliication of following scales as part of mini project.: Work Profile Questionnaire Emotional
Intelligence Version (WPQei), Self-Report Emotional Intelligence Test (SREIT), The Levels of
Emotional Self Awareness Scale (LEAS), The Genos Emotional Intelligence Inventory (Genos EI),
Work Group Emotional Intelligence Profile (WEIP), The Group Emotional Competence (GEC)
Inventory, Wong's Emotional Intelligence Scale (WEIS).
Basic Texts
1. Working with Emotional Intelligence: Bloomsbury Publication-Daniel Goleman (1998)
2. Emotional Intelligence and Your Success- Steven Stein and Howard (wiley)( April 2011)
Reference books
1. The Student EQ Edge: Emotional Intelligence and Your Academic and Personal Success: Student
Workbook 1st Edition by Korrel Kanoy, Howard E. Book, Steven J. Stein
2. Berne, E. (1964) Games People Play: The Basic Handbook of TA
3. Segal,J. (2008) The Language of Emotional Intelligence: The Five Essential Tools for Building
Powerful and Effective Relationships:
4. Goleman, D. Emotional Intelligence, New York, Bantam (1995)
5. Meyer, J., Salovey, P. & Caruso, D., “Models of Emotional Intelligence” (2000)
6. Working with Emotional Intelligence: Bloomsbury Publication-Daniel Goleman (1998);
7. The Brain and Emotional Intelligence: New Insights: Daniel Goleman HBR's 10 Must Reads on
Emotional Intelligence (2015)
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Additional reading
1.https://www.peoplematters.in/article/employee-relations/how-to-measure-emotional-
intelligence-the-wleis-scale-18313
2.https://www.themuse.com/advice/10-articles-thatll-make-it-easy-to-boost-your-emotional-
intelligence
3.https://hbr.org/2018/05/is-your-emotional-intelligence-authentic-or-self-serving
4.https://hbr.org/2018/04/how-to-develop-empathy-for-someone-who-annoys-you
5. http://president.scfte.northwestern.edu/.
Evaluation Pattern
Course Outcomes
1. To be able to explain the current industrial relations system in India
2. To elaborate the legal frame work and process of collective bargaining, tripartism.
3. To explain the government’s role and impact of technology over Industrial relations.
4. To explain the importance of worker’s participation in management and social security.
5. To discuss the details of dispute, labour administration, grievance handling and management of
IR.
Module 1: Economy and the Labor Force in India and Industrial relations in a comparative frame
work, Labor Policy and reform 7 Hours
Introduction ,Definition, scope, objectives, factors affecting IR, participants of IR, importance of IR.
Approaches to Industrial relations, system of IR in India Historical perspective & post-independence
period, Code of Discipline and historical initiatives for harmonious IR, Government policies relating
to labor, ILO and its influence on Legal enactments in India, Theoretical perspectives (theories of
industrial relations), Globalization and Industrial relations, Origin and growth of employer’s
organizations, , Labor force in India, Structure, Composition and Trends, Key concerns in labor
policy, *Future of industrial relations in India, Discussions on Labor issues with reference to Indian
Scenario.
Trade Unions – Management of Trade Unions in India, Trade Unions and Economic Development,
Trade Union recognition*
Learning Outcomes- Describe the present state of industrial relations in India and be aware of the
challenges and key issues involved in Industrial relations and to review the link between the
parliament, the judiciary and the executive.
Module 3: The Role of Government in Industrial Relations, Technological change and Industrial
relations. 5 Hours
Divergent perspectives on the role of the government in industrial relations. Types of government
interventions The means of state intervention, role of state in industrial relations at the state level,
Future role of the government. Impact of technological changes on employment. Response of the
trade unions to new technology, *role of collective bargaining in facilitating technological
changes.
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Module 5: Grievance Redressal and Employee Discipline and Dispute resolution. 6 hours
Meaning and definition, Concept of Grievance, Types of Grievances, Grievance Handling
Mechanisms and Processes, Handling Grievances, model grievance, alleged Sexual Harassment,
managing employee grievance, nature and causes grievance, grievance procedure. Concept &
Importance of Discipline, Principles of natural justice, Principles of Rewards and Punishment, Legal
Perspectives on Industrial Discipline, Steps in domestic enquiry. Reference of disputes to boards,
courts or tribunals, voluntary reference of disputes to arbitration, strengthening conciliation,
promoting alternative dispute resolution mechanisms, Disciplinary procedures, approaches to
manage discipline in Industry, Principles of Hot stove rule. Guiding principles for grievance
procedure and Disciplinary Process in different companies*
Learning Outcomes- Implement a grievance redressal system in an organization and identify the
ways and means of resolving disputes within the organization and through alternative mechanisms.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
1. Venkata Ratnam C S & Dhal M (2017), Industrial relations (2nd edition.). New Delhi: Oxford
University Press.
2. Kumar H.L. (2010), Labor Law Management from Selection to Separation (7th ed.), Delhi:
Universal Law Publishing Co. Pvt. Ltd.
Reference Books
1. SarmaA.M. (2013), Industrial Relations, (10th ed.), Mumbai: Himalaya Publishing House.
2. Arun M, Ranjeet N and Patturaja S (2012), Industrial relations and Labor Laws (2nd ed,). New
Delhi: Tata Mac Graw Hill Publishing Company Limited.
3. Biswajeet P (2006), Human Resource Management, (3rd ed.), New Delhi: Prentice Hall of India
Pvt Ltd.
4. Punekar S.D., Deodhar S.B., Sankaran Saraswathi (2011), Labour Welfare, Trade Unionism and
Industrial Relations, ((14th rf.), Mumai: Himalaya Publishing House.
Additional readings
1. http://labour.govmu.org/ Ministry of Labour, Industrial Relations, Employment and Training
2. http://www.publishingindia.com/ijir/ Indian Journal of Industrial Relations
3. https://clc.gov.in/clc/ chief labour commissioner
4. http://iira.webs.com/ Indian Industrial Relations Association
Evaluation Pattern
SEMESTER – III
(Detailed Syllabus)
Course Name: Human Resource Metrics and Analytics Course Code: 18JBS319
Number of credits: 3 Number of Hours: 30
Course Outcomes
1. To be able to identify the range of areas where analytics are being used to improve people
management.
2. To examine the data in order to set up the analysis.
3. To develop the ability to convert the data into information.
4. To develop the ability to explain the main decisions that are being informed by the data.
5. To demonstrate the ability to take decisions from the information generated out of the data.
Learning Outcomes: Able to describe collaboration pattern between employees and Recognize the
opportunities to improve collaboration patterns among employees.
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Basic Texts
1) Soundararajan.R and Singh., K (2016) Winning on HR Analytics: Leveraging Data for
Competitive Advantage – 1st edition
2) Bhattacharyya.D (2016) Human Resource Research Methods Oxford University Press – 1st
Edition
Reference Books
1) Laurie Bassi, Rob Carpenter, Dan McMurrer. HR Analytics Handbook, McBassi & Company
Additional Readings
1) https://hbr.org/2017/06/hr-must-make-people-analytics-more-user-friendly
2) https://hbr.org/sponsored/2017/06/hr-analytics-busting-silos-and-delivering-outcomes
3) https://hbr.org/webinar/2017/06/leveraging-hr-analytics-in-strategic-decisions
4) https://hbr.org/2017/06/hr-must-make-people-analytics-more-user-friendly
Evaluation Pattern
Learning Outcomes: Able to examine the different incentive schemes in organization and critically
analyze its suitability.
Basic Texts
1. George T Milkovich. (2016). Compensation : McGraw Hill Education (India) Private Limited
2. BD Singh. ( 2012) . Compensation & Reward management: Excel books, , ISBN: 9350620111,
9789350620113
Reference books
1. Armstrong & Stephens.( 2005). A handbook of Employee Reward Management and Practice, :
Kogan Page Publishers
2. Armstrong & Brown, (2006). Strategic Reward: Kogan Page publishers
3. Bashker D. Biswas.(2012).Compensation and Benefit Design : FT Press, ISBN: 0133064859,
9780133064858
4. Steven Balsam. (2002). An Introduction to Executive Compensation : Academic Press, , ISBN:
0080490425, 9780080490427
Additional reading
1. https://www.peoplematters.in/article/compensation-benefits/four-key-trends-toimprove-your-
compensation-models-17362
2. http://www.compensationcafe.com/2012/09/india-a-compensation-
professionalsheadache.html
3. http://www.compensationcafe.com/2018/06/the-next-age-of-total-rewards-theory.html
4. http://www.indianmba.com/Articles_on_Management/AOM31/aom31.html
5. https://www.peoplematters.in/article/hr-technology/heres-how-blockchain-is-going-toimpact-
human-resources-18464?media_type=article&subcat=aon-bestemployer&title=heres-how-
blockchain-is-going-to-impact-human-resources&id=18464
Evaluation Pattern
Course Outcomes:
1. To define the ability of gaining self- awareness and guiding self towards self and professional
improvement.
2. To explain and overcome the barriers to self- improvement and to develop and implement
goal setting skills in achieving personal and professional goals.
3. To develop the skills for working effectively in diversity and enhance the persuasion skills by
understanding persuasion process.
4. To explain professional negotiation and team building skills.
5. To acquire leadership skills and techniques of empowerment for self and others.
Module-2: Interpersonal effectiveness: Effective goal setting and Self- Management 5 Hours
What is Goal Setting? Goal setting theory, Why is goal setting important? Key Behaviours for
Effective Goal Setting Clarifying Values, Writing Effective Goals Overcoming obstacles, Self-
Management -What Is Self-Management? Benefits of Self-Management, EQ, Dimensions, *EI
application for Managers, what is Time and Stress Management? Why are Management of Time
and Stress Important? Strategies for Time-and Stress-Management, Stress Management Issues,
Types of Stress, Responses to Stress Organizational Responses to Stress: Strategies for Managing
Stress, Overcoming Fear of Failure, Transaction Analysis .
Learning Outcomes: Ability to apply self-goal setting to achieve personal and professional goals in
developing personal mission statement.
Module 3: Interpersonal effectiveness- Understand and working with diverse Others Persuading
individuals and audiences, Making Decisions and solving problems 7 hours
What is Diversity? Diversity Valuing diversity – Managing diversity *Why is Diversity Important?
Positive results from utilizing diversity in the work force: Changing aspects of the workforce Diversity
Strategies, How to Gain Awareness, Barriers to Accepting Diversity: Prejudice, Ethnocentrism,
Gender Differences, Cross-Cultural Diversity: Differences exist in various means: Hofstede five
dimensions of cross-cultural differences , Strategies for Addressing Cross-Cultural Issues ( for
individuals and organisations) Managing Organizational Diversity- Successful Strategies for
Managing Organizational Diversity Effectively Persuading Individuals: What is Persuasion?
Importance Overview of Theories of Effective Persuasion, Leon Festinger’s cognitive dissonance
theory, McGuire’s inoculation theory , Reardon’s ACE Model The Persuasion Process -six steps: A
Word of Caution : Questions to determine if a speaker is either positively persuading or negatively
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manipulating, Making Effective Presentations, Tips for before, during and after the Presentation,
What is decision making, importance, Process of decision making What is problem solving,
importance, problem solving techniques Brain storming, Creativity , Creativity in problem solving
Learning Outcomes: Develop the ability to work effectively with different races, genders, ages and
how to apply elements of persuasion to give an effective persuasion.
Module -5 – Understanding working teams – Managing Conflict, leading individuals and groups –
Leading and empowering Self and others 8 hour
Managing Conflicts: What is Conflict?, Is Conflict Normal, Three perspectives on managing conflict:
Traditional View – Human Relations View –Interactionist View Positive and Negative Effects of
Conflict, Sources of Interpersonal Conflict, Conflict Management Strategies, Organizational and
Interpersonal Techniques for Preventing Conflict Organizational Techniques:, Individual Techniques
Virtual Negotiations, Global Negotiations, What Is Leadership?, Characteristics of Effective Leaders,
Self-Leadership Empowerment: Definition, Need and Benefits of Empowerment, Disadvantages or
Costs of Empowerment, To Empower or Not to Empower? Considerations for choosing the various
levels: Contingency, Production line vs. Empowerment approach, Implementing Empowerment
Self-Empowerment, Empowerment through Effective Delegation, Benefits of Delegation, *Reasons
People Fail to Delegate, Delegation Requires Three Activities: A Process for Effective Delegation
Learning Outcomes: Understanding the mechanism of conflict management and to list the skills and
the characteristics of an effective leader.
Reference Books
1. Robbins S P, Hunsaker P L (2012) Training in Interpersonal Skills- Tips for managing
people at work 45th edition PHI Learning Pvt Ltd.
2. Gallgher K, (2011)Skills development for Business and Management Students , Oxford
University Press New Delhi
5. https://www.shrm.orgwww.shrm.org/resourcesandtools/tools-and-samples-
toolkis/pages/managingworkplaceconflict.aspx
6. https://www.forbes.com/sites/glennllopis/2013/05/20/86-effective-ways-listening-
can-make-you-a-better-leader/#4068c2091756
7. The Total Leader – HBS
8. The mind of the Leader - HBS
Evaluation Pattern
Course Outcomes
1. To develop the ability to work and manage in organizations having diverse cultures.
2. To identify the influence of organization Justice on employee behavior.
3. To explain the importance of work engagement and psychological capital of
employees.
4. To be able to develop HR Scorecard for an organization.
5. To illustrate the techniques of carrying out cost- benefit analysis.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
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Basic Texts
1. Amar, A D (2012). Managing knowledge workers: Unleashing innovation and productivity.
Quorum books.
2. Chaudhari, S (2013). Effective psychological contract: implications for
3. Gupta, R K (2013). Human resource accounting. Anmol Publications. 6th Edition
Reference Books
1. Maxwell, J.C (2013). The 360 leader. Pearson publication.
2. Michael, J K., & Mohan, T (2012). Human resources information system. Sage publication.
3. Pushkala, P (2002). Managing the organizational melting pot: dilemmas of workplace diversity,
Sage publication.
Additional Readings
1. https://hbr.org/2008/03/is-yours-a-learning-organization
2.https://hbr.org/2014/10/what-peter-drucker-knew-about-2020
3.http://sageassessments.blogspot.in/2010/04/engagement-and-employee-value.html
4.https://hbr.org/2013/01/redesigning-knowledge-work
5.https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-
guides/pages/howtoselectanhrissystem.aspx
6.https://hbr.org/2013/12/change-your-company-with-better-hr-analytics
7.https://www.shrm.org/about-shrm/press-room/press-
releases/pages/2014diversityinclusion.aspx
Evaluation Pattern
Course Outcomes
1. To define the performance management system (PMS) and its alignment with HR processes.
2. To explain the relevance of the different appraisal methods in improving employees’
performance.
3. To demonstrate the ability to develop KRA and KPI of employees.
4. To analyze the role of reward management in PMS.
5. To develop the ability to understand and distinguish the different types of competencies of
employees.
Assessment, Feedback and Counselling, Comparing performance management system and appraisal
practices between India and Other countries, Effect of HRM practices on performance, Performance
Coaching , advantages of performance coaching. Importance of communication in PMS*
Learning Outcomes – Ability to analyze and improve employee’s performance through reward
management.
Basic Texts
1) T.V. Rao (2007) Performance Management and Appraisal Systems. Thirteenth Edition. Sage
Publications.
2) Dewakar Goel (2013). Performance Appraisal and Compensation Management. 2nd edition.
PHI Learning.
3) The Performance Appraisal Question and Answer Book: A Survival Guide for Managers – Dick
Grote - Amacom
4) How to Be Good at Performance Appraisals: Simple, Effective, Done Right- Dick Grote.
Harvard Business review press.
Reference Books
1) William P. Anthony, K. Michele Kacmar, Pamela L. Perrewé (2012). Human Resource
Management: A Strategic Approach. Second Edition. South Western College.
2) Prem Chadha (2012). Performance Management: It’s about performing- Not just appraising,
Macmillan India Limited.
3) T. V. Rao, Gopal Mahapatra, Raju Rao, Nadini Chawla (2012). 360 Degree feedback and
Performance Management System. Vol II, Excel Books.
4) Performance Coaching: A Complete Guide for Growing Human Potential and Purpose:
Advanced Coaching Techniques and Tools for Developing People (Leadership and Coaching)-
Nicholas Barealey Publishing London - Boston
5) The Balanced Scorecard: Translating Strategy into Action – Copy right by the president and
fellows of havard college.
6) Key Performance Indicators (KPI): The 75 measures every manager needs to know - Copy
right by havard business press.
Additional Readings
1) https://hbr.org/2015/04/reinventing-performance-management
2) https://hbsp.harvard.edu/product/918020-PDFE-NG?Ntt=&itemFindingMethod=Spotlight
3) https://hbr.org/2016/10/the-performance-management-revolution
4) https://hbsp.harvard.edu/product/B1103APDF-
ENG?Ntt=performance+management&itemFindingMethod=Search
5) https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-
development/pages/360-degreefeedback.aspx
6) https://hbsp.harvard.edu/product/R1611G-PDF-
ENG?Ntt=performance+management+and+reward&itemFindingMethod=Search
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7) https://hbr.org/2012/09/getting-360-degree-reviews-right
8) https://hbsp.harvard.edu/product/W18740-PDF-
ENG?Ntt=competency+mapping&itemFindingMethod=Search
9) https://hbr.org/2016/09/we-need-a-better-way-to-visualize-peoples-skills
10) https://hbsp.harvard.edu/product/7454BC-PDF-
ENG?Ntt=performance+appraisal+&itemFindingMethod=Search
11) https://hbsp.harvard.edu/product/76405-PDF-
ENG?Ntt=performance+appraisal+&itemFindingMethod=Search
Evaluation Pattern
Course Outcomes
1. To explain the fundamentals of cross-cultural management.
2. To describe the mechanism of different cultures and the major frameworks of culture.
3. To differentiate the dimensions of a leader’s behaviour and theories of cross-cultural
leadership.
4. To demonstrate the impact of communication in cross-cultural business contexts.
5. To examine the ever-increasing challenges of global cross-cultural management.
Org Redesign based on parent culture, Driving Culture initiatives based on Vision, Mission and
Values. Human Due diligence across cultures in organizations. * Non-verbal Communication,
Negotiating and Conflict Resolutions across cultures.
Basic Texts
David C., Thomas, Mark; F. Peterson (2012). Cross-Cultural Management: Essential
Concepts Fourth Edition
Bhattacharya. P(2012). Cross-Cultural Management. PHI Learning Pvt Ltd.
Reference Texts
Madhavan.R (2011). Cross-Cultural Management. Oxford University Press.
Ferraro.P (2007). The Cultural Dimension of International Business. New Delhi: Pearson
Education.
Robert, T. P. (2011). Managing Cultural Differences. Routledge Publishing.
Additional Readings
https://hbr.org/topic/cross-cultural-management
https://immi.se/intercultural/
http://www.industryweek.com/leadership/three-tips-developing-truly-global-managers
Evaluation Pattern
Course Outcomes
1. To explain the labor laws of the country
2. To examine the compliance issues pertaining to laws
3. To elaborate with important provision of various Labor laws and to understand rationale
behind Labor laws.
4. To list the various legal provisions affecting migrant workers.
5. To discuss the sexual harassment act and methods to deal with such issues.
Module 1: The Factories Act, 1948 and The Employees Provident Funds and Miscellaneous
Provisions Act, 1952 8 Hours
The Factories Act, 1948Short titles and extent, Definitions, Measures in regard to health, Welfare
Measures under the act, Safety Measures under the act, Working Hours for adults, Annual leave
with wages, Penalties and Procedures. The Employees Provident Funds and Miscellaneous
Provisions Act, 1952: Short titles and extent, definition, objectives Application of the act.Employees’
provident fund scheme, Employees’ Pension Scheme, Employees’ Deposit Linked Insurance Scheme,
and funds.Administration of Scheme-Executive committee, Central and State board. Determination
of money due from employers. Penalties and offences by the companies, miscellaneous provision,
Establishment of Employees Pension Fund, Grant by central Government*
Learning Outcomes- To get deeper insights into provisions of Factories Act and to know in detail
about The Employees Provident Funds and Miscellaneous Act
Module 2: Karnataka Shops and Establishments Act and The Employee State Insurance Act, 1948
4 Hours
Karnataka Shops and Establishments Act 1961: Short title, extent, commencement and application,
Definitions, Exemptions.Registration of establishment, working hours and annual leave with wages
and compensation, enforcement and inspection, offences, penalties and miscellaneous
provisions.The Employee State Insurance Act, 1948: Short title, extent, applicability of the act and
definition.Contribution, benefits, administration of the scheme, adjudication of dispute and claims,
*Penalties and offences, miscellaneous provision Registration of establishments, Benefits,
Restrictions, Protection, Penalties*
Learning Outcomes – To understand Karnataka Shops and Establishments Act and to know the
consequences of non- compliance of the statutes, understand the power of the
government/authorities under the Act.
Module 3: The Employees Compensation Act, 1923 and The Payment of Gratuity Act, 1972: 1966,
Minimum Wages Act, 1948 8 Hours
The Employees Compensation Act, 1923: Short title, extent, applicability of the act and definition.
Rules regarding workmen’s compensation, Employer’s liability for compensation Amount of
compensations, Distribution of compensation, enforcement of the act, Powers and procedure of
Commissioners, New amendment in the act
substituted/amended/inserted by Act 45 of 2009 **substituted/amended/inserted by Act 11 of
2017*
The Payment of Gratuity Act, 1972: Scope of the act, Applicability of the act, Definitions, Payment
of gratuity on termination, forfeiture of gratuity, nomination, determination and recovery of
gratuity, penalty for offences, miscellaneous provisions, New amendment in the act. Payment of
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Gratuity (Amendment) Act, 2018, The Minimum Wages Act, 1948: Short title, extent, applicability
of the act and definition. Fixation and revision of wages, advisory board, *safeguard in payment of
minimum wages, Offences and penalties. New amendment in the act. Conflict of MGNREGA wage
rates and the Minimum Wages Act (2009)
Powers of governments including penalties*
Learning Outcomes – To familiarize the learner with the employers’ obligations regarding
compensation/welfare policies and to understand the consequences of non-compliance of the
statutes – the gratuity act and minimum wages act.
Module 5: The Sexual harassment of Women at Work place (Prevention, Prohibition and
Redressal) Act, 2013 and The Apprentices Act, 1969 4 Hours
The Sexual harassment of women at work place (Prevention, Prohibition and Redressal) Act,
2013.Short title, extent and commencement, Definitions, Prevention of sexual harassment,
constitution of internal complaints committee, constitution of local complaints committee, inquiry
into complaint, duties of employer and powers of district officer, Penalties and Provisions. The
Apprentices Act, 1969: Short title, extent, applicability of the act and definition, Apprentices and
their Training, authorities, *Qualifications for being engaged as an apprentice, Contract of
apprentice, minor as an apprentice, Number of apprentice, Period of training, Termination,
Penalties and offences.
Obligations of employer regarding Hours of work, safety and health measures, Penalties*
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
Learning Outcomes- To know the employer’s obligations under the Welfare statutes and to
understand the consequences of non-compliance of the statutes.
Basic Text
1.Padhi, P K. ( 2017). Labour and industrial laws (2nd ed.).New Delhi, PHI Publishing.Pvt Ltd.
Reference Books
1. Sarma A.M., (2013). Industrial Relations and Labour Laws (2nded.). Mumbai: Himalaya Publishing
House.
2. Kumar, H.L. (2013). Labor Laws Everybody should know (9th ed.). New Delhi: Universal Law
Publishing Co. Pvt Ltd
Additional readings
1. XLRI - Research & Publications http://www.xlri.ac.in/faculty-research/research-publications-
details.aspx?pId=37.
2. Bare Acts-Labour& Industrial Laws – Taxmann
https://www.taxmann.com/bookstore/professional/bare-acts-labour-and-industrial-laws.aspx
3. National Journal of Labour and Industrial Law. - STM Journals http://stmjournals.com/Journal-of-
Labour-and-Industrial-Law.html
Evaluation Pattern
SEMESTER – IV
(Detailed Syllabus)
Course outcomes
1. To compare and contrast difference in magnitude in the functional areas of HR, when tackled
internationally.
2. To discuss the HR dimensions from an international perspectives and the variables that affect
the HR decisions at international level.
3. To analyze the cross cultural implications of global business.
4. To assess the global imperatives on Human Resource concepts, policies and practices in
multinational organizations.
5. To formulate the HR practices based on the nation.
Module 3: Expatriate adjustment, Expatriate failure Cross cultural training & repatriation
5 Hours
Expatriate adjustment, Phases in acculturation- Honeymoon, Culture shock, Learning and
Biculturalism. Expatriate failure – Reasons, cost of failure, Managing expatriate failure, Expatriate
training need, Methods of cross cultural training, Mendenhall CCT model, components of an
effective CCT. Repatriation, Reasons for repatriation, Process of repatriation, designing a
repatriation program, Issues in repatriation, Making repatriation effective. *
Learning Outcomes: Schedule a cross cultural training program for select destination of expatriation
and formulate a repatriation program for a foreign returned employee.
Basic Texts
1. Peter J. Dowling, Marion Festing, Allen D. Engle. (2008). International Human Resource
Management: Thomson Learning.
2. M. Tayeb. (2005). International Human Resource Management: A Multinational Company
Perspective: OUP Oxford
3. Indranil Mutsuddi: Managing Human Resources in the Global Context, New age
a. international publishers, latest edition
Reference Books
1. Rao, P. L. (2008). International Human Resource Management: Text and Cases: Excel Books,
Reprint
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
Additional reading
1. https://www.prnewswire.com/news-releases/the-global-human-resource-
management-market-size-is-projected-to-attain-usd-300-billion-by-2025-
300620393.html
2. https://www.shrm.org/resourcesandtools/hr-topics/global-hr/pages/top-global-hr-
stories.aspx
3. https://www.shrm.org/resourcesandtools/hr-topics/global-hr/pages/hr-best-practices-
can-lead-to-better-expat-experience.aspx
4. Paper on: Emotional intelligence competencies in the team and team leader: A multilevel
examination of the impact of emotional intelligence on team performance. Journal of
Management Development, 27(1),55-75-Koman, E.S., & Wolff,S.B.(2008)
5. Article: The link between group emotional competence and group effectiveness.
InV.U.Druskat, F.Sala,& G.Mount(Eds.), Linking emotional intelligence and performance
at work: Current research evidence with individuals and groups. Mahway, NJ: LEA –Wolff,
Druskat, Koman &Messer (2006)
Evaluation Pattern
Course Outcomes
1. To appraise the strategic view of human resource management.
2. To discuss the process involved in the development of strategy
3. To demonstrate the design of work systems, technology orientation and HRM functions.
4. To enhance the knowledge and understanding of Human Resource Strategy and
organizational Strategy.
5. To judge the alignment of the organization compensation strategy to the overall
organization strategy.
Learning Outcomes: Ability to analyze the strategic issues involved in recruiting, selecting and
training the employees and alignment of training and Organizational development with strategy.
Basic Text
Mello,J.A.(2014) Strategic Human Resource Management , Third Edition, Cengage Learning
Reference Books
a. Anthony W P. (2012) Human Resource Management: A Strategic Approach, South Western
college
b. Ulrich D. (2012) the HR Score Card , Linking People ,Strategy and performance , Harvard
Business School Press
c. Scott , E D The Ethics of Human Resource Management Pg 73 -86, Cengage Learning
Evaluation Pattern
Course Outcomes
1. To explain the basic theories upon which the field of OCD is based.
2. To develop the understanding of organizational development process.
3. To understand the Human process intervention.
4. To discuss the unique challenges of attempting an organization transformation.
5. To analyze the roles that consultants, internal or external, can play in the OD process.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
1. Cummings, T. G and Worley, C. G. (2015) Organization Development and Change, 10th Edition,
Stampford, USA: Cengage Learning
2. French, W. L and Bell, C. H. (2007) Organization Development New Delhi. India: PHI Private Limited
Reference Books
1. Bhattacharyya, D. K. (2011). Organizational Change and Development, Oxford University Press,
New Delhi.
2. Singh, K. (2011). Organization Change and Development, Excel Books.
3. Brown, D and Havey, D. (2009) An Experiential Approach to Organization Development New Delhi,
India: Pearson Education
4. Kotter, J.P. (1996). Leading Change. Boston: Harvard Business School Press.
Evaluation Pattern
Couse Outcomes
1. To define the concept of Leadership and the impact of power and politics in management
system.
2. To develop an understanding of different leadership styles and models.
3. To analyse the role of decision making ability and communication skills to become an
effective team leader.
4. To develop a capacity for ethical and authentic leadership, and understanding creativity
among leaders.
5. To develop effective and strategic leadership by focusing on skills training and development.
Module 2: leadership styles, An essence of Leadership Theories and its applications and skills,
Dyadic Relations, Attributions, followership. 5 Hours
Theories of Leadership: Trait, Behaviour, Contingency and Situational Theories.; Leader-Member
Exchange Theory, Ohio State Studies and Michigan Studies, Managerial Grid, Fiedler Contingency
Theory, Cognitive Resource Theory, Hersey and Blanchard’s Situational Theory, Path Goal Theory,
Leader Participation Model, Leadership Models and its Evaluation, Ways of looking at Leadership
Style, *The effect of different leadership styles on an organization. Determine the appropriate
leadership style, Follower and Implicit Theories, Follower Contribution to Effective Leadership.
Learning outcomes: Ability to describe various theories and models of leadership styles and explain
the relationship between leader and follower.
Module 3: Leadership in Teams and Decision Groups, Leading Change in Organizations, Effective
Leadership Communication. 7 Hours
Leadership and Decision-Making Strategies in Negotiations, Nature of Teams, Types of Teams,
*Difference between Team and Group, Determinants of Team Performance, Team Learning, Team
Building, Decision Making in Groups. Change Processes in Organizations, Influencing Organization
Culture, Development of Vision, Implementing Change, Innovation and Organizational Learning.
Principles of Effective Communication: Authenticity, Clarity, Credibility, and Empathy,
Communication in various settings (face to face, team, audience), Creating a Personal Relationship
(message-audience-speaker), Impact Speech: Effective and Convincing Lines of Argument, Changing
Behaviour in Critical Situations.
Learning outcomes: Understanding of leader’s decision-making ability and negotiation skills with
the help of effective communication. How an effective team leader manages the changes within an
organization?
Module 4: Charismatic and Transformational Leadership, and Creating Ethical Leadership, Ethical,
Servant, Spiritual, and Authentic Leadership, Gender, Diversity, and Cross-cultural Leadership.
5 Hours
Creativity in leaders, Charismatic Leadership, Transformational Leadership. Ethical Leadership,
Dilemmas in Assessing Ethical Leadership, Determinants and Consequences of Ethical Leadership,
Transforming Leadership and Adaptive Problem Solving, Servant Leadership, Spiritual Leadership,
Authentic Leadership, Cross-Cultural Leadership - Types and Difficulties, Cultural Value Dimensions
and Leadership, Gender and Leadership, *Managing Diversity.
Learning outcomes: Develop an understanding on the role of Charismatic and Transformational
leadership in management and distinguish between ethical, servant and authentic leadership.
Skill Development
1. Practical issues in the Functional areas of Leadership, Business Management and Ethics.
2. Group case Presentations, simulation exercise
3. Gaining a practical exposure to Leadership in Organizations and the challenges in Leadership
from a practical perspective.
Basic Text
1. Yukl,G (2013). Leadership in Organizations. 7th Edition. Pearson.
2. Lussier A & Achua, K. (2013). Effective Leadership. 5th Edition. South Western
Reference texts
1. Daft, R L (2012). Leadership. Cengage Learning.
2. Schedlitzki, D., & Edwards, G. (2014). Studying leadership: Traditional and critical
approaches. SAGE Publications Ltd.
3. Simon Western, Garcia, E.J. (2018), Global Leadership Perspectives
4. Insights and Analysis, Sage publications.
5. Roe K. (2018) , Leadership, practice and perspectives(2nd edn), Oxford university press.
Additional Reading
1. Leadership Lessons from India - Harvard Business Review
https://hbr.org/2010/03/leadership-lessons-from-india
2. India's Leadership Challenge - Strategy+Business
3. Ricardo Semler: A revolutionary model for leadership, INS517-PDF-ENG
4. https://www.strategy- business.com/article/00178?gko=e4a87
5. Impact of leadership role perspective on conflict resolution styles - a ...
6. Sir Alex Ferguson: Managing Manchester United, 513051-PDF-ENG
7. https://link.springer.com/article/10.1186/s40497-015-0019-6.
8. Mahatma Gandhi - An Indian Model of Servant Leadership
9. https://www.researchgate.net/profile/Annette_Barnabas/publication/234090908_MA
HATMA_GANDHI_-
10. Leadership in Indian Organizations from a Comparative Perspective ...
11. https://www.researchgate.net/publication/249621694_Leadership_in_Indian_Organiz
ations_from_a_Compa
Evaluation Pattern
Course Outcomes
1. To explain the meaning of Counselling and its importance.
2. To define the different theories and approaches of effective employee counselling.
3. To explain the key areas and situations where management can and should help employees
through group techniques of counselling.
4. To analyze the different interventions in counselling to deal with complex situations in
organizations.
5. To develop the ability of identifying right path and career through performance planning and
career advancement.
Basic Texts
1. Gibson R L & Mitchell H M (2008), Introduction to counseling & Guidance, Pearson Education
Publications, 7th Edition
2. Baron, R. A., Byrne, D. E., & Branscombe, N. R. (2006). Psychology. Boston: Pearson/Allyn & Bacon.
12th Edition
3.Carroll M (1996) Workplace Counselling: A Systematic Approach to Employee Care (Philosophy),
1st Edition
References
1. Peryz J F (2008), Counseling theory & Practice. Addison-Wesley
2. Blocher D H (2000), Developmental Counseling, Wiley
3. Marty B (2000) , Coaching and Mentoring For Dummies , Wiley publishing
Additional Readings:
1. Individual and group techniques in counseling and guidance
http://egyankosh.ac.in/bitstream/123456789/21257/1/Unit-2.pdf
2. https://hbsp.harvard.edu/product/H01XC7-PDF-
ENG?Ntt=counseling&itemFindingMethod=Search
3. https://hbsp.harvard.edu/product/BEP011-PDF-
ENG?Ntt=counseling&itemFindingMethod=Search
4. https://online.nvcc.edu/counseling/introduction_to_the_career_planning_process.pdf
5. http://www.thehrpractice.in/prerana-archives/2017/5/11/career-planning-for-effective-
career-development-feature-article-jan-08
6. https://www.personneltoday.com/hr/workplace-counselling-helps-employees-employers/
6. Interventions: what works., what doesn't? https://academic.oup.com/occmed/article-
pdf/50/5/315/4241801/50-5-315.pdf
Evaluation Pattern
SEMESTER – II
(Detailed Syllabus)
Course Outcomes
1. Identify some of the best practices in banking across the globe.
2. Comprehend various aspects in banking with all changes happening in the banking sector.
3. Analyze the modern practical banking applications in Indian and global context.
4. Appreciate the emerging trends in banking
5. Comprehend the need, functions and economic significance of banking industry.
Module 1: Introduction and Evolution of Banking sector across the globe 5 Hours
Emergence and importance of Commercial Banking – an Overview of development in banking since
Independence in India - Role of Banking in developed and developing economies - expanded
products, services, offerings across geographic markets and the impact on banking industry.
Learning Outcome: At the end of this module, student will be able to:
Describe the history of Indian Banking and outline the banking structure of developed and developing
economies
Basic Texts
Indian Institute of Banking and Finance (2015). Principles and practices of Banking. Macmillan India.
Reference Books
Koch W, Timothy, and S. Scott. Bank Management. Thomson, New Delhi.
Indian Institute of Banking and Finance (2015). Legal and Regulatory aspects of Banking. Macmilan
India.
Other references
http://www.rbi.org.in (Monetary Policy 2016).
www.iba.org.in
Evaluation Pattern
SEMESTER – III
(Detailed Syllabus)
Course Outcomes
1. Describe concepts of the international and Indian retail banking.
2. Identify some of the best practices of retail banking across the globe.
3. Identify sources of credit, market, operational and liquidity risk that a retail bank incurs in
its traditional roles.
4. Analyze the structure, information content and sources of revenues and expenses of a retail
bank.
5. Examine the emerging trends in retail Banking.
Understand the theory of relational exchange as the basis for relationship management in retail
banking
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Indian Institute of Banking and Finance (2015). Principles and practices of Banking. Macmillan India.
Reference Books
Koch W, Timothy, and S. Scott. Bank Management. Thomson, New Delhi.
Indian Institute of Banking and Finance (2015). Legal and Regulatory aspects of Banking. Macmilan
India.
Other references
http://www.rbi.org.in (Monetary Policy 2016).
www.iba.org.in
Evaluation Pattern
SEMESTER – IV
(Detailed Syllabus)
Course Outcomes
1. Describe concepts of the international and Indian corporate banking.
2. Identify some of the best practices of corporate banking across the globe.
3. Analyze the structure, information content and sources of revenues and expenses of
corporate banking.
4. Analyze the implications of risk capital.
5. Understand relationship management in corporate banking.
Learning Outcome: At the end of this module, student will be able to examine the importance of
corporate deposits and analyze working capital requirements and eligibility
Basic Teexts
Indian Institute of Banking and Finance -Corporate Banking. Macmillan India.
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
Reference Books
Vikas Srivatsava, V. Rajaraman. Project and Infrastructure finance-Corporate Banking perspective.
Oxford
Koch W, Timothy, and S. Scott. Bank Management. Thomson, New Delhi.
Indian Institute of Banking and Finance (2015). Legal and Regulatory aspects of Banking. Macmilan
India.
Other references
http://www.rbi.org.in (Monetary Policy review)
Guidelines and circulars of rbi
www.iba.org.in
Evaluation Pattern
Course Outcomes
1. Identify some of the best practices of corporate banking across the globe.
2. Analyze the structure, information content and sources of revenues and expenses of
corporate banking
3. Identify various risks in banking
4. Identify various market risks
5. Describe the framework for credit risk management
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
K. Vaidya Nathan. Credit Risk Management for Indian Banks. Sage publications
Reference Books
Joel Bessis (2015). Risk Management in Banking. Wiley Finance.
Koch W, Timothy, and S. Scott. Bank Management. Thomson, New Delhi.
Other references
http://www.rbi.org.in (Monetary Policy review)
Guidelines and circulars of rbi
www.iba.org.in
Evaluation Pattern
SEMESTER – III
(Detailed Syllabus)
Evaluation Pattern
Continuous End term
Attendance Total
Evaluation Examination
45% 50% 5% 100%
SEMESTER – II
(Detailed Syllabus)
Course Outcomes
1. Impart knowledge and understanding on Supply Chain Management and its relevance to
today’s business decision making.
2. Examine the role of supplier management in supply chain.
3. Examine role of forecasting in supply chain.
4. Understand basics of transportation and its use in supply chain.
5. Examine new trends in supply chain.
Chopra, Sunil and Peter Meindl, Supply Chain Management, Strategy, Planning, and Operation, 5th
edition, 2012, Pearson Prentice Hall,
Reference Books
Mohanty R.P, S.G Deshmukh “Supply Chain Management” Biztantra, New Delhi
Evaluation Pattern
Course Outcomes
1. Examine role of Warehousing in Supply Chain.
2. Identify concepts of Order Picking.
3. Gain insights to automation in warehousing.
4. Identify different layouts in warehousing.
5. Analyze the tools of warehouse performance.
Basic Texts
John J. BARTHOLDI, III 1 Steven T. HACKMAN Warehouse and Distribution Science
Reference books:
Stuart Emmet, Excellence in Warehouse Management , John Wiley, 2005
Other Reading Material
Website: https://blog.feedspot.com/warehouse_blogs
Evaluation Pattern
Course Outcomes
1. Gain the knowledge of possibilities of efficient optimization
2. Gain familiarity with the management of operations in International Logistics Management
3. Describe the role of logistics principles in the enterprise reality.
4. Gain insights to International Air transportation
5. Examine role of International insurance and its role in effective logistics management
Basic Texts
1. Sunil Chopra, Peter Meindl, Supply Chain Management, Pearson Education, India.
Reference Books
1. Bowersox, Closs, Cooper, Supply Chain Logistics Management, McGraw Hill.
2. Burt, Dobbler, Starling, World Class Supply Management, TMH.
3. Donald J Bowersox, David J Closs, Logistical Management, TMH 4.
4.Pierre David, “International Logistics”, Biztantra.
Evaluation Pattern
Course Outcomes
1. Gain the knowledge of possibilities of efficient optimization
2. Familiarize with management of operation using TQM
3. Understand application of quality tools in Service Business
4. Examine different tools of Quality control
5. Identify methods of Continuous Process Improvement
Basic Text
1.Dale H. Besterfield, Carol Besterfield, Glen Besterfield and Mary Besterfield – Total Quality
Management – Prentice Hall of India – Third Edition – 2007
Reference Books
1.TQM: Introduction to and Overview of Total Quality Management Kindle Edition(ASQ Quality
press)
Other Reading Material
Page 231 of 330
MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
Website:https://asq.org/quality-resources/total-quality-management
Evaluation Pattern
Course Outcomes
1. Gain knowledge of possibilities of efficient optimization and management of operation in
Purchasing and Inventory Management.
2. Analyze the ability to apply them in the enterprise reality to improve the overall efficiency
of the firm.
3. Understand the role of Material Management in a supply chain environment.
4. Examine the role of vendor analysis in supply chains.
5. Explain inventory policies in supply chain management.
Learning Outcome: Analyse Economic Order Quantity and evaluate different inventory policies.
*Self-learning topics are subject to testing
Basic Text
1.Gopalakrishnan P.– Purchasing and Materials management – Tata McGraw Hill
Reference Books:
1.Chopra, Sunil and Peter Meindl, Supply Chain Management, Strategy, Planning, and Operation,
5th edition, Pearson Prentice Hall, 2012.
Other Reading Material
Website:https://alison.com/course/inventory-management-using-inventory-models
Evaluation Pattern
SEMESTER – III
(Detailed Syllabus)
Course Outcomes
1. Describe the evolution of Technology, Concepts, basic functions and recent trends.
2. Gain insights to Technology Management concepts and practices for better business
decisions.
3. Examine the role of Technology forecasting.
4. Examine technology choice and evaluation methods.
5. Introduce the concept of Intellectual capital.
Reference Books
1. Betz, Frederic, 1996, Strategic Technology Management, New Delhi, McGraw Hill.
2. Gerard H. Gaynor, 1996, Handbook of Technology Management – McGraw-Hill.
3. Robbert Szakonyl, 2006, Handbook of Technology Management – Viva books private limited.
4. Vijay Kumar Khurana, 2007, Management of Technology and Innovation, Ane books India,
Chennai
Other Material
Website: https://www.open.edu/openlearn/money-management/management/technology-
innovation-and-management/content-section-2.1
Evaluation Pattern
Course Name: Information System for Logistics Management Course Code: 19JBLS306
Number of Credits: 3 Number of Hours: 30
Course Outcomes
1. Understand the nature of management information systems and their applications in
business.
2. Use information management process for Communication in Business.
3. Examine application of MIS as Decision Support System.
4. Know the important business functions provided by typical business software.
5. Examine Client/Server Computing applications.
Basic Text
1.Anthony, Dear den& Bedford, Management Control Systems
Reference Books
1. N.P. Srinivasan & Gupta, Management Control Systems
2. O’Brien, James A, Management Information System, Golgotha Publications Ltd.
3. Sadagopan, S., Management Information System, Prentice Hall of India.
Website : https://www.logisticsmgmt.com
Evaluation Pattern
Course Outcomes
1. Understand growing importance of marketing channels in the larger field of marketing; be
familiar with classification of the major participants in marketing channels.
2. Understand the influence of marketing channel as a social system as well as an economic
system; understand the meaning of marketing channel strategy.
3. Gain insights to channel design.
4. Differentiate channel management decisions and channel design decisions and understand
the importance of pricing issues in marketing channel management.
5. Recognize the importance of evaluating channel member performance.
Learning Outcome: Understand the role of audit and evaluation in Channel Performance.
Basic Text
1.Rosembloom B, (2014). Marketing Channels – A Management View (8th Edition). Cengage Learning
Reference Books
1.Anne T. C., Anderson E., Stern W. L., Adel I., and Ansary El., Marketing channels (8th Ed). Pearson
Education, 2001.
Other reading Material:
Website: https://www.distributionmgmt.com
Evaluation Pattern
Course Outcomes
1. Examine the components of International Logistics and integrating all the subsystems of Logistics.
2. Understand the various processes involved in International Trade and the various types of
Marketing Channels and its role in Logistics.
3. Gain knowledge of the Concept of Multimodal transportation, their legal classifications,
Characteristics and the choice of transport.
4. Understand Containerization and Chartering operations.
5. Gain knowledge on Inventory management, Packaging and various kinds of packing.
Basic Text
1. International Marketing by Sak Onkvisit& John J. Shaw, Publisher: Prentice Hall of India
Reference Books
1. International Marketing by Gupta and Varshing, Publisher: Sultan Chand and Sons
2. Logistic Management and World Sea Borne Trade by Multiah Krishnaveni, Publisher: Himalaya
Publication
3. Logistic and Supply Chain Management by Donald J. Bowerson, Publisher: Prentice Hall of India
Evaluation Pattern
Course Outcomes
1. Understand the processes and methods in materials management.
2. Examine advanced and recent techniques in materials management.
3. Develop the skills necessary in the present dynamic environment.
4. Provide an opportunity to understand the crucial importance of materials management
functions vis-a-vis other functional activities in any organization.
5. Enhance decision making capabilities in a materials environment.
Basic Text
1.Gopalakrishnan P.– Purchasing and Materials management – Tata McGraw Hill
Reference Books
1. Supply Chain Management – Strategy, Planning and Operation – Sunil Chopra, Peter Meindl, D V
Karla - Pearson
Page 244 of 330
MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
Evaluation Pattern
Course Outcomes
1. Gain knowledge on the Logistic operations and their beneficiary role in procurement and
production function.
2. Study the Logistic function as the support function for the marketing function in a business
situation.
3. Understand the EXIM logistics and study about various necessary documentation procedure for
EXIM logistics.
4. Understand the difference between the 3pl and 4pl service providers.
5. Focus on multimodal transportation and its importance in the global environment.
Learning Outcome: Discuss the role of Logistics Service Providers in 3PL/4PL services service
environments.
Basic Text
1.Martin Christopher, Logistics and Supply Chain Management, Prentice Hall, 1998
Reference Books
1. John J. Coyle, C., Supply Chain Management, South Western –Cengage, 2010
2. F. Robert Jacobs, Operations and Supply Chain Management, McGraw Hill, 2010
3. Bozarth & Handfield, Introduction to Operations & Supply Chain Management, Prentice Hall, 2005
4. James Martin, Lean Six Sigma for Supply Chain Management, McGraw Hill, 2006.
5. Ronald H. Ballou, Business Logistics: Supply Chain Management, Prentice Hall, 2003
Evaluation Pattern
Course Outcomes
1. Analyze the subject in depth by emphasizing on the advanced quantitative models and
methods in logistics and supply chain management.
1. Understand its practical aspects and the latest developments in the field.
2. Understand heuristics methods of analysis.
3. Examine role of hypothesis testing in supply chain.
4. Gain insights into Predictive models and Operations Research tools.
Basic Texts
1.Bertsimas and Freund, (2004) Data, Models, and Decisions: The Fundamentals of Management
Science, Dynamic Ideas.
Reference Books
1.Winston (2003) Operations Research: Applications and Algorithms, Cengage Learning. There are
many different books by Wayne Winston - they are all pretty good.
2.Hillier and Lieberman (2012) Introduction to Operations Research, McGraw Hill.
3.Albright, Winston, Zappe (2010) Data Analysis and Decision Making, Cengage Learning.
Evaluation Pattern
SEMESTER IV
(Detailed Syllabus)
Course Outcomes
1. Gain knowledge on marketing functions and the various environmental issues related with
marketing decision for a logistic operator.
2. Study the importance of product mix decision and the various types of pricing decision.
3. Understand the importance of Promotional elements and their usefulness in promoting a logistic
operator.
4. Focus on user behavior and the importance of networking.
5. Study the nuances in supply chain technology and its importance in logistic operations
Reference Books
1. Alexander Chernev and Philip Kotler, Strategic Marketing Management, Brightstar Media, 2009
2. Joseph D. Patton, Logistics Technology and Management, Soloman, 1986. Philip T. Frohne,
Quantitative Measurements for Logistics, McGraw Hill, 2007
Evaluation Pattern
Course Name: Rail Road and Air Cargo Logistics Course Code: 19JBLS405
Number of Credits: 3 Number of Hours: 30
Course Outcomes
1. Examine the rail supply and logistics chain.
2. Describe the role of logistics support, rail inspection, verification and audit services.
3. Understand Q & Q trade inspection in road and rail transportation environments.
4. Describe the transit monitoring process in logistics.
5. Gain insights into the latest trends in transportation logistics.
Learning Outcome: Understand the role of interstate logistics and cargo movements in the logistics
value chain.
Basic Text
1. Coyle, Bardi &Novack Transportation: A Supply Chain Perspective, South-Western College, 2010
Reference Books
1. MB. Stroh, A Practical Guide to Transportation and Logistics, Logistics Network Inc. 2006
2. Ritter, Barrett and Wilson, Securing Global Transportation Networks, McGraw Hill, 2006
3. MOSWest, Transportation and Cargo Security, Prentice Hall, 2005.
4. Chi Chu, C. Leung, Van Hui & Cheung, 4th Party Cyber Logistics for Air Cargo, Spring, 2004
5. Hui, Leong, Arming Zhang, et al, Air Cargo in Mainland China and Hong Kong, Ash gate, 2004
Evaluation Pattern
Course Outcomes
1. Establish a Global Supply Chain Strategy.
2. Evaluate Global Supply Chain Infrastructure.
3. Leverage Logistics in Global Supply Chains.
4. Gain insights to purchasing in Global Supply Chains.
5. Examine the role of maximizing Operations and Market Channels in Global Supply Chains.
1.Mangan, J., Lalwani, C., and Butcher, T., Global Logistics & Supply Chain Management, John Wiley,
2008
Reference Books
1.Bernstein, W. A Splendid Exchange: How Trade Shaped the World. Grove Press. 2009.
2.Coe, N., Kelly, P., and Yeung. H “A Geographical Approach to the Economy” pgs. 3-30 in Economic
Geography: A Contemporary Introduction.
3.Blackwell, 2007. Appiah, K.A., The Case for Contamination, New York Times, January 1, 2006.
Online at www.nytimes.com.
Evaluation Pattern
Course Outcomes
1. Gain insights on sustainability of a supply chain.
2. Analyse tools that measure sustainability.
3. Describe the role of employees in maintaining sustainability.
4. Design a sustainable supply chain across businesses.
5. Analyse the latest trends and developments in sustainable supply chains.
Basic Text
Strategy for Sustainability: A Business Manifesto by A. Werbach, 2009, HBP.
Reference Books
Economics: What Everyone Should Know About Economics and the Environment by R. Stroup, Cato
Institute, 2003
Evaluation Pattern
Course Name: Supply Chain Design & Dynamics Course Code: 19JBLS408
Number of Credits: 3 Number of Hours: 30
Course Outcomes
1. Gain insights into supply chain models.
2. Analyse costing methods in supply chain management.
3. Understand importance of the production process in a supply chain environment.
4. Analyse the design of a supply chain organization.
5. Examine role of supply chain dynamics.
Basic Text
Watson Michel, Sara Lewis , Cacioppi Peter, Jay Jayaraman: Supply Chain Network Design:
Applying Optimization and Analytics to the Global Supply Chain (2012)
Website: https://www.edx.org/course/supply-chain-dynamics-0
Reference books
Jay Jayaraman, Peter Cacioppi, Sara Lewis, Michael Watson, Arthur V. Hill, Stephen B. LeGrand,
Mark J. Schniederjans Supply Chain Design (Collection)
SEMESTER – II
(Detailed Syllabus)
Course Outcomes
1. To describe various IT tools for management.
2. To discuss the methodologies of organizing data.
3. To gain cut gain insights into Enterprise Systems and Decision Support Systems.
4. To evaluate cloud computing and its effect in management.
5. To analyse applications of IT and new trends.
Learning Outcome: To understand concepts of software, and evaluate data and its utility
Reference Books
1.George Reynolds- Information Technology for Managers(2011) Cengage Learning
Website:
www.businessinsider.com
Evaluation Pattern
Course Outcomes
1. Familiarize the students with the concepts of operations management systems.
2. Gain insights to the concepts of Operations Management such as Inventory management, Project
management, Supply Chain Management, Total Quality Management
3. Apply the concepts of Operations Management for effective utilization of resources and meeting
the customer expectations.
4. Understand the Operations strategies for ensuring competitiveness and being globally
competitive.
5. Understand the process of forecasting, facility planning, Capacity Management etc.
1.Chase, R. B., & Ravi Shankar, Et al. (2010). Operations and Supply Management. India: McGraw
Hill. Mahadevan, B. (2010). Operations Management. India: Pearson.
Reference Books:
Evaluation Pattern
Course Outcomes
1. Understand nature and scope of Production
2. Examine the role of basic principles and functions of PPC
3. Analyze the role of Production Planning &Control in relation with other functions in the
framework of Production Management
4. Examine different manufacturing methods and types of Production systems
5. Analyse different Scheduling Methods and Production Control systems
Basic Text
1.K. Aswathappa & K. Shridhara Bhat, "Production and Operations Management", Himalaya
Publishing House
Reference Books
1.Samson Eilon, “Elements of production planning and control”, Universal Book Corpn.1984
2.KanishkaBedi, “Production and Operations management”, Oxford university press, 2nd Edition
2007.
3.S.N.Chary, “Theory and Problems in Production & Operations Management”, Tata McGraw Hill,
1995.
4.Chase, R. B., & Ravi Shankar, Et al. (2010). Operations and Supply Management. India: McGraw
Hill. Mahadevan, B. (2010). Operations Management. India: Pearson.
Evaluation Pattern
Course Outcomes
1. Enable the students in to acquire an understanding of Environment Management.
2. Enhance the knowledge of students in the area of Waste and Pollution management.
3. Analyse industry problems in environment sector.
4. Gain insights to the concept of Corporate Social Responsibility.
5. Understand waste reduction technologies.
Basic Text
1. Paul, T. W.(2010). Waste treatment and disposal. New Delhi: John Wiley and sons. 2. Rao,
C.S.(2000). Environmental pollution control engineering. New Delhi: New Age International.
Reference Books
1. T.V Ramachandra, Vijay Kulkarni, Environmental Management (2009)
Evaluation Pattern
Course Outcomes
1. Develop a project management mindset among learners.
2. Understand project management techniques.
3. Assess the project selection process and project team management.
4. To train the students on software skills through training on MS Projects for Project
planning, scheduling and monitoring.
5. Understand the financial side of project management.
Module 3 Project Planning, Scheduling and Cost Control, Project Plan 5 Hours
The “Project Charter” , Project Planning Process-Overview, Steps in Planning and Scheduling, Work
Breakdown Structure, Network Scheduling and PDM, PERT, CPM, Floats, Cost and Crashing,
Resources Loading and Levelling, GERT- *Introduction to Microsoft Project 2007.
Learning Outcome: Gaining insights into network scheduling in projects.
Basic Text
1.Mantel Samuel J, Meredith Jack R., Shafer Scott M., Sutton Maragaret M,, Gopalan, M.R. (2006),
Project Management Core Text Book (First Edition), Wiley India.
Reference Books
1.Mantel Samuel J, Meredith Jack R., Shafer Scott M., Sutton Maragaret M,, Gopalan, M.R. (2006),
Project Management Core Text Book (First Edition), Wiley India.
2. PMI, A Guide to the Project Management Body of Knowledge: PMBOK(R) Guide Paperback –
(2013), Project Management Institute
3. Clifford F. Gray, Erik W. Larson, Gautam V. Desai (2010), Project Management : The Managerial
Process (4th Edition),Tata McGraw Hill Education
4.Prasanna Chandra, Projects : Planning, Analysis, Selection, Financing, Implementation and
Review 7th Edition, Tata McGraw Hill Education
5.Ramakrishna Kamaraju, (2010), Essentials of Project Management, PHI New Delhi
Evaluation Pattern
Course Code:19JBSO305
Number of Credits: 3 Number of Hours: 30
Course Outcomes
1. Analyse problems integrating concepts in statistics, data analysis, information systems and
decision support system areas.
2. Understand the importance and need for business analytics.
3. Providing exposure to spread sheet modelling and best practices of an appropriate spread
sheet model.
4. Use Data analysis, Solver, Solver table, Risk Solver platform, excel add in for various
applications as a part of solution to business problems.
5. Introduce and understand the application of business analytics methods.
Basic Text
1. Evans J. R (2013). Business Analytics Methods, Models and Decisions. Pearson, Upper Saddle
River, New Jersey.
Reference Books
1.Albright C. S., Winston Wayne L. and Zappe C. J (2009). Decision Making Using Microsoft Excel
(India Edition). Cengage Learning.
Evaluation Pattern
Course Outcomes
1. Understand the fundamental framework for Enterprise Resource Planning (ERP) in an
organization.
2. Identify the various functional modules for vertical and horizontal workflow of business
operations.
3. Adopt an integrated approach for better decision making.
4. Understand the business processes which can be integrated in a seamless chain through
hands on lab sessions on SAP software.
5. Gain insights to Business Process Re-engineering.
Basic TextS
Ganesh, J. M. Enterprise Resource Planning. MacMillan Publications.
Reference Books
1. Dey, B. R. Business process and re-engineering. Biztantra.
2. Leon, A. ERP. Tata McGraw Hill Publications.
3. Sadagopan, S. ERP - A Managerial Perspective. Tata Mc Graw Hill Publications.
4. Singhla, A. R. ERP. Cengage Publications.
5. Sumner, M. Enterprise Resource Planning. Pearson Publications.
Evaluation Pattern
Course Outcomes
1. Understand problems integrating different types of data.
2. Analyse the importance and need for data driven decision making.
3. Analyze the framework for data analytics.
4. Understand and apply Big Data to business operations.
5. Apply data in to real world projects.
The course project to practice what you have learned, students will participate in a simulated
business situation in which you will select the best course of action and will then prepare a final
deliverable- *Examples
*Self-learning topics are subjected to testing
Basic Text
1. Evans J. R (2013). Business Analytics Methods, Models and Decisions. Pearson, Upper Saddle
River, New Jersey.
Reference Books
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
1.Albright C. S., Winston Wayne L. and Zappe C. J (2009). Decision Making Using Microsoft Excel
(India Edition). Cengage Learning.
Evaluation Pattern
Course Outcomes
1. Gain insights to a fundamental framework for OLAP, Data Warehousing and Data Mining in an
organization.
2. Developing an analytical ability for understanding business tools.
3. Elaborate on the practical areas of Business Intelligence.
4. Understand concepts of Data warehousing.
5. Identify information systems solutions for vertical and horizontal workflow of business operation
and different classification systems.
Basic Text
1. Prasad, R. N., &Acharya, S. (2011). Fundamentals of Business Analytics (1st ed., p. 348). Wiley
India.
2. Shmueli, G., Patel, N. R., & Bruce, P. C. (2010). Data Mining for Business Intelligence: Concepts,
Techniques, and Applications in Microsoft Office Excel with XLMiner (2nd ed., p. 428). Wiley.
Reference Books
1. Berson, A., Smith, S. J., & F. (1997). Data warehousing, Data mining and OLAP (1st ed., p.
640).Computing Mcgraw-Hill.
2. Han, J., & Kamber, M. (2000). Data mining : concepts and techniques (1st ed., p. 550). Morgan
Kaufmann. Christ
Evaluation Pattern
Course Outcomes
1. Develop concepts, knowledge and skills for an integrated approach to Lean Planning,
manufacturing and Controlling.
2. Gain insights to the latest tools and techniques in Operations for effective decision-making.
3. Emphasize the importance of applying systems concept in analyzing production planning related
problems.
4. Describe the production planning and control tools for the design of efficient production systems.
5. Expose the students to latest manufacturing concepts like Lean concepts, Flexible Manufacturing
systems and world class manufacturing.
Learning Outcome: Gaining insights to Controlling resources and analyze the trends in
manufacturing.
Basic Texts
1.Arnold, J.R.T., & Chapman, S.N., & Clive, L. M. (2011). Introduction to Materials Management.
New Delhi :Pearson.
Reference Books
1. Chapman, S.N. (2008). The Fundamentals of Production Planning & Control. Inida: Pearson.
2. Starling, B. D. (2009). World class supply management. New Delhi: Tata McGraw Hill.
Evaluation Pattern
Course Outcomes
1. Familiarize with various facets of inventory management.
2. Enable learning of advanced and recent techniques in materials management.
3. Develop the skills necessary to excel in the present dynamic environment.
4. Describe and apply different inventory policies in industries.
4. Enhance decision making capabilities for better production.
Basic Text
1.Gopalakrishnan P.– Purchasing and Materials management – Tata McGraw Hill
Reference Books
1.Chopra, Sunil and Peter Meindl, Supply Chain Management, Strategy, Planning, and Operation,
5th edition, Pearson Prentice Hall, 2012.
Evaluation Pattern
Course Outcomes
1. Familiarize the students with various facets of materials management.
2. Enable the students to learn advanced and recent techniques in materials management.
3. Develop the skills necessary in the present dynamic environment.
4. Provide an opportunity to understand the crucial importance of materials management functions
vis-a-vis other functional activities in any organization.
5. Enhance decision making capabilities
Module 2: Integral control, Forecasting, Objectives and the Materials Organization 5 Hours
Systems Design – Integral control of Flow of Materials – Forecasting and Planning – Forecasting
Methods – Objectives and Organization of Materials Management – Environmental change –
Structures in Organization –* Leadership styles in Materials Management.
Learning Outcome: Analyse Forecasting utility in Materials Management
Basic Text
1.Materials Management – Procedures, Text and Cases – A.K Datta – PH, India
Reference Books
1. Supply Chain Management – Strategy, Planning and Operation – Sunil Chopra, Peter Meindl, D V
Karla - Pearson
Evaluation Pattern
SEMESTER IV
(Detailed Syllabus)
Course Outcomes
1. Gain the knowledge of possibilities of efficient optimization.
2. Familiarize with management of operation using TQM.
3. Understand application of quality tools in service businesses.
4. Examine different tools of quality control.
5. Identify methods of Continuous Process Improvement.
Basic Text
1.Dale H. Besterfield, Carol Besterfield, Glen Besterfield and Mary Besterfield – Total Quality
Management – Prentice Hall of India – Third Edition – 2007
Reference Books
1.TQM: Introduction to and Overview of Total Quality Management Kindle Edition(ASQ Quality
press)
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
Evaluation Pattern
Course Outcomes
1. Understand Technology Management and related decision support systems.
2. Describe enterprise effectiveness using technology and innovation.
3. Familiarize the students with technology processes and tools.
4. Gain insights to a fundamental framework for Industrial Automation in an organization.
5. Identify automation systems solutions related applications.
Basic Text
1.David, Ford., & Michel, Saren. (2001). Managing and marketing Technology (2nd ed.). Publisher
International Thomson computer Press.
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
Reference Books
1. Fredrik, Betz. (2003). Managing technological innovations ( 2nd ed.). Publisher Wiley.
2. Haag, Baitzan. Phillips. (2009). Business driven technology(2nd ed.). Publisher TataMcgraw Hill
References for Industrial Automation
Other Material
Website: https://www.open.edu/openlearn/money-management/management/technology-
innovation-and-management/content-section-2.1
Evaluation Pattern
Course Outcomes
1. Build and evaluate the “operating system” of the firm to maximize value.
2. Formulate an operations strategy.
3. Analyze, value, and optimize the key decisions involved in operations strategy.
4. Elaborate operations strategy impacts the net present value and risk exposure of the firm.
5. Describe competitive operational competencies and benchmarking.
Basic TextS
1.Slack Nigel-Operations Strategy (2017) - Pearson publication
Reference Books
1.Terry Hill &Alex Hill Operations Strategy: Design, Implementation and Delivery (RED Globe Press)
2. M.P. Groover, Automation, Production Systems and Computer Integrated Manufacturing, 2009,
Pearson Education.5th edition,.
Evaluation Pattern
Course Outcomes
1. To assist in developing concepts, knowledge and skills for an integrated approach to
operations management in service industry
2. To expose to the latest tools and techniques in effective decision-making.
3. Emphasize the importance of applying systems concept in analyzing service management
related problems.
4. Gaining knowledge to Service Supply Relationships
5. Analysis of Service Operations with respect to Banking Industry
Module 5: Service Operations in Banking, Hospital Industry and IT/ITES Industry 5 Hours
Identification of Different operations involved. History, Current and Future Practices. Role of
Government Regulations-Capacity Management-Facility location and Process Planning- History,
Current and Future Practices. *Role of Government Regulations.
Learning Outcomes: Examine role of Capacity Planning in service businesses.
Basic TextS
1.James A Fitzmmons, M. J. (2006). Service Management Operations, Strategy, Information
technology. New Delhi: Tata Mc Graw Hill.
Reference Books
1. RBI. (2000). Reserve bank of India: functions and working. New Delhi: Government of India.
2. Dr. Malhotra, A.K.(2009). Hospital management-an evaluation. New Delhi: Global India
Publications.
Evaluation Pattern
Course Outcomes
1.. Learn to create document for specifying, acquiring, developing, evaluating, supporting or
managing software-intensive systems in future.
2. Enhance knowledge which integrates best practices from the fields of Quality, Software
Engineering, and Project Management
3. Understand how to tailor best practices to the unique requirements of projects
4. Analyse Software Configuration Management for effective business planning
5. Enhance better communication in business processes.
Concepts of Earned Value Analysis. Project review and reporting: Project reviews, Project Status
reporting and Dashboards. *Trends in Software Project Management.
Learning Outcomes: Understand effective communication processes among software project
teams.
Basic Texts
1.Nicholas, J.M., & Steyn,H. (2010). Project management for business, engineering, and technology,
Principles and practice (3rd ed.). Elsevier.
Reference Books
1. Peters, J.F., & Pedrycz, W. (2007). Software engineering: An engineering approach, Wiley.
2. Hughes, B., Mall, R., & Cotterell, M. (2011). Software project management (5th ed.). Tata
McGraw Hill 3. Jalote. P. (2002). Software project management in practice. Addison Wesley.
Evaluation Pattern
SEMESTER – II
BUSINESS ANALYTICS
(Detailed Syllabus)
Course Outcomes
1. Gain proficiency in data handling using business tools.
2. Apply advanced features in MS Word and MS Power Point.
3. Introduce R and MS Excel Macro Programming.
4. Understand data management using MS Excel and R tools.
5. Generate descriptive analytics using data sets.
Basic Texts
1. McCormick, K., Salcedo, J., and Wheeler, A. (2017). SPSS Statistics for Data Analysis and
Visualization, 1/e. IN: John Wiley & Sons, USA.
2. Verma, J, P. (2016). Data Analysis in Management with SPSS Software 1/e. India: Springer
India.
Reference Books
1. Landau, S, & Everitt, B, S. (2016). A Handbook of Statistical Analyses using SPSS, 2/e. London:
Chapman & Hall/CRC.
2. Crawley, M. (2013). The R Book, 2/e. India: Wiley India.
Other references
1. Zhu, W., Bob Foyle, et. al (2013). IBM Watson Content Analytics. USA: IBM Redbooks.
Evaluation Pattern
Course Name: Descriptive Analytics and Data Visualization Course Code: 19JBBA208
Number of credits: 3 Number of Hours: 30
Course Outcomes
1. Understand descriptive analytics and visualization using business tools.
2. Appreciate the role of DBMS in analytics.
3. Develop visual techniques and tools using datasets.
4. Identify relationships and patterns in data.
5. Describe data abstraction in a data environment.
Basic Texts
1. EMC Education Services (2015). Data Science and Big Data Analytics, 1/e. USA: Wiley & Sons.
2. Munzner, T. (2014). Visualization Analysis and Design, 1/e. FL: CRC Press, USA.
Reference Book
1. Laursen, G. (2017). Business Analytics for Managers, 2/e. USA: Wiley.
Other references
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
1. https://www.hubspot.com/resources/analytics
2. https://analytics.google.com/analytics/academy/
3. https://www.analyticsindiamag.com/5-best-data-science-resources-that-beginners-can-
download-for-free/
Evaluation Pattern
Course Outcomes
1. Describe analytics tools to understand data-centric environments.
2. Develop models using data selection and data validation techniques.
3. Understand prediction and forecasting using directed and undirected techniques.
4. Apply segmentation techniques to large data sets.
5. Understand decision making using real-world based data projects.
Basic Text
1. Larose, D. (2016). Data Mining and Predictive Analytics, 2/e. India: Wiley India.
Reference Book
1. Seigel, E. (2016). Predictive Analytics, 1/e. USA: Wiley.
Other references:
1. http://www.sas.com/en_sg/insights/analytics/predictive-analytics.html
2. http://www.predictiveanalyticsworld.com/predictive_analytics.php
3. https://hbr.org/2014/09/a-predictive-analytics-primer
Evaluation Pattern
ourse Name: Spreadsheet and Modelling with Spreadsheet Course Code: 19JBBA210
Number of credits: 3 Number of Hours: 30
Course Outcomes
1. Apply spreadsheet tools to understand data manipulation.
2. Construct business models using spreadsheet tools.
3. Understanding MS Excel Practical Lab and functions.
4. Analyse large data sets using spreadsheet and modelling tools
5. Apply logical functions for designing automated decisions.
Module 4: Analyzing large data sets using MS Excel Practical Lab 5 Hours
Apply filter and advanced filter, *pivot table, subtotal database function; data analysis.
Learning Outcome: Construct summary reports using pivot tables and apply filters for data analysis.
Basic Text
1. Walkenbach, J. (2018). The Excel Bible, 1/e. USA: Willey.
Reference Book
2. Microsoft Excel 2013: Data Analysis and Business Modeling.
Other references
1. https://support.office.com/en-us/article/getting-started-with-excel-services-and-excel-
web-access-fed3586d-b150-4819-a67e-14529c974387
2. https://support.office.com/en-us/article/excel-for-windows-training-9bc05390-e94c-46af-
a5b3-d7c22f6990bb?wt.mc_id=otc_home&ui=en-US&rs=en-US&ad=US
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
3. https://www.hubspot.com/resources?q=excel&_ga=2.30839551.1998448527.1559814869
-1230591017.1559814869
Evaluation Pattern
Course Outcomes
1. Describe reporting and analysis tools for business decision making.
2. Integrate business analytics with business intelligence environments.
3. Identify and explain business analytics frameworks and models.
4. Understand business intelligence implementation as a strategic tool.
5. Discuss ETL processes and frameworks in business process environments.
Basic Text
1. Sharda, R., Delen, D., and Turban, E. (2018). Business Intelligence, Analytics, and Data
Science: A Managerial Perspective, 4/e. USA: Pearson.
Reference Book
1. Kimball, R. & Caserta, J. (2017). The Datawarehouse ETL Toolkit, 2/e. USA: Willey.
Other reference
1. http://homes.dcc.ufba.br/~mauricio052/Material%20Artigo/Wiley%20Publishing%20-
%20The%20Data%20Warehouse%20ETL%20Toolkit.pdf
Evaluation Pattern
SEMESTER – III
BUSINESS ANALYTICS
(Detailed Syllabus)
Course Outcomes
1. Understand simulation modeling as a business tool for decision making.
2. Develop simulation models for business systems.
3. Applying simulation techniques in real life data environments.
4. Applying simulation in project management.
5. To develop understanding of software tools.
Basic Texts
1. Banks, J., Carson, J.S and and Nelson, B.L. (2009). Discrete Event System Simulation, 5/e,
Prentice Hall of India.
Reference Books
1. Watson, H.J. & Blackstone, J.H: Computer Simulation, 2nd ed. John Wiley & Sons, 1989.
2. Meredith, Shafer, S. and Turban, E. (2002). Quantitative Business Modeling. South-
Western, Thomas Learning.
Evaluation Pattern
Course Outcomes
1. Understand the tools and frameworks of analyzing big data environments.
2. Apply business tools to efficiently manipulate and organize large volumes of data.
3. Describe Hadoop and Big Data business environments using tools and techniques.
d) Describe Data structures and uses in analytics
e) Apply HADOOP with Hive.
Basic Texts
1. Prajapati, V. (2013). Big Data Analytics with R and Hadoop, 1/e. India: Packt Publishing.
Reference Books
1. Marr, B. (2015). Big Data: Using Smart Big Data, Analytics and Metrics to Make Better Decisions
and Improve Performance, 1/e. USA: Wiley Publishing.
Evaluation Pattern
Course Outcomes
a) Understand data analytics and its applications to business processes.
b) Describe social media analytics and text analytics.
c) Apply business tools to analyze social sentiment and social listening data.
d) Gain familiarity with programming software for social media.
e) Interpret and analyse sentiment analysis using analytics tools.
Basic Texts
1. Sponder, M. (2013). Social Media Analytics: Effective Tools for Building, Interpreting, and
Using Metrics. USA: McGraw Hill.
Reference Book:
1. Bernard, R & Ryan, G.W. (2012). Analyzing Qualitative Data: Systematic Approaches. USA:
Sage Publications.
Evaluation Pattern
Course Outcomes
1. Articulate modern concepts, theories, and research in the field of Business Intelligence (BI).
2. Apply BI enabling technologies in business processes and systems.
3. Describe BI practices, including knowledge integration, sourcing and managing BI solutions.
4. Discuss the social and ethical issues related to the use of Business Intelligence technologies
in organizations.
5. Understand the role of BI in business transformation.
Basic Texts
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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
Reference Texts
1. Data Mining for Business Intelligence (2008), Galit Shumeli, Nitin R. Patel, Peter C. Bruce, Wiley.
Evaluation Pattern
Course Outcomes
1. Understand data visualization using visual analytics by Tableau.
2. Interpret data using basic analytics functions.
3. Construct maps for sharper data insights using Tableau.
4. Creating calculations to enhance data.
5. Generate new data using Tableau functions.
Evaluation Pattern
Course Outcomes
1. Understand data handling and interpretation using R.
2. Gain familiarity with structing data in an R environment.
3. Importing data and make decisions using R basics.
4. Acquire machine learning techniques and apply to an R environment.
5. Become proficient in multiple data-centric learning environments.
Basic Text:
1. Data Analytics Using R, Seema Acharya, TMH, 2018.
Evaluation Pattern
Course Name: Business Process Modeling and Advance Data Management Course Code:19JBBA311
Number of credits: 3 Number of Hours: 30
Course Outcomes
1. Analyze the principles of data management
2. Discuss the role of IT in BPM.
3. Discuss the role of Data Mining.
4. Analyze the role of Business Intelligence life cycle.
5. Apply Data mining in Business.
Basic Texts
1. Essential Business Process Modeling, 1st edition, Michael Havey, O'Reilly Media, 2005
Evaluation Pattern
SEMESTER – IV
BUSINESS ANALYTICS
(Detailed Syllabus)
Course Outcomes
1. Understand cloud computing-based business processes.
2. Describe service-oriented computing data environments.
3. Demonstrate cloud computing-based applications.
4. Explain cloud-based platforms and data storages tools.
5. Analyse cloud computing architecture and models.
Basic Texts
1. Sosinsky, B. (2011). Cloud Computing Bible, 1/e. IN: Wiley Publishing, USA.
2. Ransome, J.F. & Rittinghouse, J.W. (2010). Cloud Computing Implementation, Management,
and Security, 1/e. FL: CRC Press, USA.
Reference Book:
1. Kimball, R. & Caserta, J. (2017). The Datawarehouse ETL Toolkit, 2/e. USA: Willey.
Evaluation Pattern
Course Name: Operations and Supply Chain Analytics Course Code: 19JBBA405
Number of credits: 3 Number of Hours: 30
Course Outcomes
1. Describe analytics tools in a supply chain environment.
2. Understand emerging trends and developments supply chain analytics.
3. Demonstrate the heuristics methods of analysis in supply chains.
4. Measure business performance using supply chain metrices.
5. Identify and explain analytical models in supply chain management.
Basic Texts
1. Plenert, G.J. (2014). Supply Chain Optimization through Segmentation and Analytics,
1/e. FL: CRC Press, USA.
2. Albright C.S., Winston, L.W., Zappe, C. (2010). Data Analysis and Decision Making,
4/e. USA: Cengage Learning.
Reference Books
1. Hillier and Lieberman (2012) Introduction to Operations Research,9th
Edition: McGraw Hill.
2. Bertsimas and Freund, (2004) Data, Models, and Decisions: The Fundamentals of
Management Science: Dynamic Ideas.
Evaluation Pattern
Course Outcomes
1. Understand the types of forecasting methods used in time series analysis.
2. Apply tools and techniques of forecasting models to data.
3. Demonstrate data smoothening methods using time series tool.
4. Apply and use data tools to improve business performance.
5. Discuss autocorrelation and forecasting methods using time series data.
Basic Text:
1. Shumeli, G. & Lichtendahl, K. C. (2016). Practical Time Series Forecasting with R, 2/e. USA:
Axelrod Schnall Publishers.
Evaluation Pattern
Course Outcomes
1. Enhance operations decisions using analytical tools in business.
2. Exploit data, models and modeling system for business growth.
3. Improve long term operations planning in business using business tools.
4. Demonstrate optimization techniques using modeling techniques.
5. Interpret data using programming techniques.
Basic TextS
1. Shapiro, J. (2010). Modeling the Supply Chain, 2/e. India: Cengage India.
Reference Book
1. Young, H.L., Golinska-Dawson, P., Wu, J.Z. (2016). Hongkong: Hindawi Publishing Corporation.
Evaluation Pattern
Continuous End term
Attendance Total
Evaluation Examination
45% 50% 5% 100%
Course Outcomes
1. Understand business process engineering as a business tool.
2. Integrate BPR, TQM and IT environments.
3. Apply BPR methodologies to data interpretation and analysis.
4. Ability to analyze a Practical Application of the BPR Framework.
5. Understand metrics and processes to measure results.
Learning Outcomes: Discuss the role of BPR as a business tool in organizational change.
Basic Texts
1. Sturdy, G.R. (2017). Business Process Reengineering: Strategies for Occupational Health and
Safety, 1/e. Cambridge: Cambridge Scholars Publishing, UK.
2. Dey B. R. (2012). Business Process Reengineering and Change Management, India: Wiley
Publishing.
Evaluation Pattern