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Strategic 20210616011444
Strategic 20210616011444
CURRICULUM DOCUMENT
Master of Science
(Strategic Management)
2021-22
Published by the Centre for Publications, Christ (Deemed to be University), Hosur Road,
Bangalore - 560 029, India.
2021
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MSc (Strategic Management) 2021-22
Index
Contents
1. Department Overview 3
2. Department Vision and Mission 3
3. Introduction to the Programme 3
4. Programme Overview 4
5. Programme Structure 6
6. Trimester wise Course Syllabus
I Trimester 8
II Trimester 14
III Trimester 20
IV Trimester 27
V Trimester 33
VI Trimester 40
7. Programme Pedagogy 44
8. Evaluation Pattern 44
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MSc (Strategic Management) 2021-22
Department of Professional Studies (DPS) offers some of the most unique and inter-disciplinary
courses in the field of commerce and management. It was established in the year 2002 as Centre
for Career Advancement (CCA), and later upgraded to Department of Professional Studies in
2007. The Department aims at offering professional training to aspiring and achievement
oriented young individuals for wider career opportunities. This is achieved through uniquely
designed value enhancement programmes (Add-on courses and programmes) along with
academic degrees to equip the students with the required skill sets. The Department has a blend
of top-quality academicians and highly qualified practicing professionals.
Soft Skills and Activity Sessions (SSA) are a compulsory component of every program of the
Department and these sessions are intended to help students excel in soft skills, team work,
communication, public speaking, debates, general knowledge etc. By the end of third year of UG
and second year of PG, each student is expected to conduct at least two training sessions as a
professional trainer in other departments of the university or in other institutions.
Vision - To become a centre of excellence in education, training and research in the field of
commerce and management
Mission - To impart holistic education through state-of-the-art technology with the aim of
producing professionals in the field of commerce and management, and also to launch new
programs to bridge the gap between academia and the corporate sector by meeting stakeholder
requirements
Aim and Purpose - To develop professionals with a global perspective and innovative mind-set
and social concern
The Department introduced the two-year MSc Strategic Management program in 2015-16 with
the objective of offering a program designed to develop higher level managerial competencies,
with special focus on Strategic thinking, management and leadership. The program covers a
detailed overview of What, Why and How of business strategy, including Corporate, Business
unit and functional level strategies. The program follows interdisciplinary approach and a
practical orientation.
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MSc (Strategic Management) 2021-22
Program Overview
Moving up the management scale in any organization requires candidates to become more
strategic in outlook, and to have an awareness of the wider issues at play. The MSc Strategic
Management degree is an excellent alternative to an MBA to help you develop your strategic,
analytical and management skills.
The program is designed to develop business leadership and managerial skills, ensuring a critical
appreciation of various theories, tools and techniques of contemporary business and management
practices. The program would enable one to lead more effectively and initiate dynamic changes
in organizations, utilizing effectively the resources through strategic decision making.
The students will also be trained in key transferable skills, such as design-thinking, strategic
decision-making, Negotiation and Persuasion capabilities, Numeracy and Quantitative skills,
Teamwork, Leadership, personal efficacy and effective use of ICT.
Eligibility
Any undergraduate degree with 50% aggregate marks and, preferably, a work experience of 1
year.
Selection Process
Selection of the candidates would be based on a personal interview and statement of purpose.
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MSc (Strategic Management) 2021-22
Programme Structure
MSc (Strategic Management) – 2021-22 – June 2021 Onwards
Type of No.
Course Core/
Title of the Course the of Credits Marks
Code Elective
Course Hrs
Trimester I
MSM131 Core 1
Management and Organizational Theory Core 60 4 100
Behavior
MSM132 Core 2
Theory Core 60 4 100
Managerial Economics
MSM133 Core 3
Accounting for Business Theory Core 60 4 100
Decisions
Trimester II
MSM231 Core 4
Theory Core 60 4 100
Financial Management
MSM232 Core 5
Theory Core 60 4 100
Marketing Management
MSM233 Elective 1
Theory Elective 60 4 100
Human Resource Management
Trimester III
MSM331 Core 6
Theory Core 60 4 100
Strategic Management
MSM332 Core 7
Quantitative Techniques for Theory Core 60 4 100
Managers
MSM333 Elective 2
Theory Elective 60 4 100
Legal Aspects of Business
Trimester IV
MSM431 Core 8
Mergers, Acquisition and Theory Core 60 4 100
Corporate Restructuring
MSM432 Core 9
International Business and Global Theory Core 60 4 100
Strategy
MSM433 Elective 3
Corporate Ethics, Governance and Theory Elective 60 4 100
Social Responsibility
Trimester V
MSM531 Core 10
Managing Technology and
Theory Core 60 4 100
Innovation for Competitive
Advantage
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MSc (Strategic Management) 2021-22
Type of No.
Course Core/
Title of the Course the of Credits Marks
Code Elective
Course Hrs
MSM532 Core 11
Strategic Leadership and Theory Core 60 4 100
Communication
MSM533 Elective 4
Business Analytics and Data Theory Elective 60 4 100
Governance
Trimester VI
MSM631 Core 12
Theory Core 60 4 100
Dissertation
MSM632 Elective 5
Organizational Development and Theory Elective 60 4 100
Change Management
MSM633 Elective 6
Entrepreneurship and Venture Theory Elective 60 4 100
Creation
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TRIMESTER I
Course Description: The field of organizational behavior is about understanding how people
and groups in organizations behave, react, and interpret events. Because an organization‟s
people are responsible for gaining and keeping a competitive advantage, understanding how to
mobilize and motivate employees is critical to organizational performance.
Course Outcomes: By the end of the course the learner will be able to:
Managing Motivation at Work – Effective Groups and Teams – Leadership Theories and
Styles – Conflict Management – Sources, Types and Management Styles of Conflict –
Resolving Conflict through Negotiation, Organizational Stress management & techniques, role
of emotional intelligence in managing stress among employees at workplace
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MSc (Strategic Management) 2021-22
Essential References:
Recommended References:
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MSc (Strategic Management) 2021-22
Course Description: This course is designed to impart knowledge of the concepts and
principles of Managerial Economics, which govern the functioning of a firm/organization under
different market conditions. It further aims at enhancing the understanding capabilities of
students about macro-economic principles and decision making by business and government.
Course Outcomes: By the end of the course the learner will be able to:
1. To equip the students with time tested tools and techniques of managerial economics to
enable them to appreciate its relevance in decision making.
2. Recognize key issues in micro and macroeconomic aspects of business and understand its
relevance to business strategy;
3. Develop a perspective that is supported with relevant information and integrative thinking.
Production Analysis: Production – Firm and Industry – Production function – Production runs
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MSc (Strategic Management) 2021-22
or Periods (short run and long run) – Production in the short run – Law of variable proportions
– Production in the long run – Returns to scale (increasing, constant and decreasing returns to
scale) – Isoquant Analysis.
Cost - Cost concepts (Absolute cost and opportunity cost, Accounting cost and Economic cost)
– Fixed and Variable cost – TC, AC & MC, Cost-output relationship in the short run - Cost-
output relationship in the long run - Economies of scale and Diseconomies of scale - Revenue –
TR, AR & MR - Revenue with no change in price – Revenue with change in price.
Essential References:
Recommended References:
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MSc (Strategic Management) 2021-22
Course Description: This course captures the fundamental aspects of Financial accounting, Cost
accounting and Management accounting. The purpose is to expose the students to basic
accounting systems that are needed for business decision making.
Course Outcomes: By the end of the course the learner will be able to:
Documents and Books of accounts - journal, ledger and trial balance, Preparation of Profit and
Loss Account and Balance-Sheet. Accounting in Computerized Environment.
Basic concepts of cost accounting. Objectives of Cost Accounting, Classification and analysis of
costs, Relevant and irrelevant costs, differential costs, sunk cost - Preparation of Simple Cost
sheet.
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Material cost control, Procurement, Pricing of issues, Inventory control techniques, Fixation of
various levels, Economic order quantity, material losses, Labour cost control, time keeping and
time booking, Overheads, Collection, Classifications, allocation and apportionment of overheads.
Marginal Costing – Meaning, Break-even point, Cost Volume Profit analysis, optimizing product
mix, Pricing decisions, Make or Buy; Budgeting - Cash and Flexible budgets only, Standard
costing – Material and Labour Variances only.
Essential References:
2. Dr. Mahesh Kulkarni and Dr. Suhas Mahajan, “Accounting for Business Decisions”, 2nd
Edition, Nirali Prakashan, ISBN-10: 9383525657, October 2016
3. H.V. Shankaranarayana and H.R. Ramanath, “Financial Accounting for Management”, 2nd
ed, Cengage Learning India Private Limited, ISBN-10: 9788131524817, November 2014.
4. M.N. Arora, “Accounting for Management”, 4th Revised Edition, Himalaya publishing
house, ISBN-10: 9353676770, ISBN-13: 978-9353676773, January 2019.
5. M.Y.Khan and P.K.Jain, “Management Accounting and Financial Analysis”, Tata McGraw
Hill, ISBN-10 : 0070611807, ISBN-13: 978-0070611801, January 2006
Recommended References:
1. Anthony A. Atkinson, Robert S. Kaplan, Ella Mae Matsumura, and S. Mark Young,
“Management Accounting: Information for Decision Making and Strategy Execution”, 6th
Edition, Pearson Education India, ISBN-13: 978-0-13-702497-1, January 2014
4. Shukla M.C., Grewal T.S., M.P. Gupta, “Cost Accounting: Texts and Problems”, Revised
Edition, S Chand & Company, ISBN-10: 8121919630.
5. Peter Atrill, Eddie McLaney, “Financial Accounting for Decision Makers”, 8th Edition,
Pearson, ISBN-13: 978-1292099040, Published on 23 March 2016
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TRIMESTER II
Course Description: This course deals with theoretical and practical aspects of financial
management. Students are trained to assess the optimality the firm's investment, financing and
dividend decisions to maximize shareholder's wealth.
Course Outcomes: By the end of the course the learner will be able to:
Concept and measurement of cost of capital, measurement of specific costs, WACC - Capital
Structure - Meaning, Factors affecting capital structure, Capital structure designing in practice
– EBIT- EPS Analysis, Different Sources of Finance and its Types.
Concepts of capital budgeting, Appraisal criteria for capital budgeting decisions - Payback
period, Net present value, Profitability Index, Risk Analysis in Capital Budgeting- Approaches
to risk absorption- Expected Net Present Value (ENPV) - Risk-Adjusted Discount rate - Risk
Analysis of Project Portfolios.
Nature and Scope, Components of working capital, operating cycle, types of working capital,
Sources of Working Capital Financing, Factors affecting working capital, estimation of
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MSc (Strategic Management) 2021-22
Meaning and forms of dividends. Walter, Gordon and MM models (Numerical Problems),
Taxation of dividends and capital gains - Buy back of shares.
Essential References:
1. Khan M.Y.& Jain P.K, “Financial Management, Text Problems and Cases”, 8th Edition,
Tata McGraw Hill Publishing Co. Ltd, ISBN - 13: 978-93-5316-218-4, 2019.
2. Prasanna Chandra, “Financial Management, Theory and Practice”, 10th Edition, McGraw
Hill Education (India) Private Ltd, ISBN - 13: 978-93-5316-652-6, 2019.
3. Shashi K Gupta, RK Sharma, “Financial Management Theory and Practice”, 9th Edition,
Kalyani Publishers, ISBN - 13: 9789327289718, 2018.
4. Dr S N Maheshwari, “Financial Management Principles & Practice”, 15th Edition Sultan
Chand & Sons, ISBN - 13: 978-9351611424, 2019.
5. F Brigham and Joel F Houston, “Fundamentals of Financial Management”, 14th Edition,
Cengage Learning, ISBN - 13: 978-1285867977, 2016.
Recommended References:
1. I M Pandey, “Financial Management”, 11th Edition, Vikas Publishing House Ltd, ISBN -
13: 978-9325982291, 2016.
2. G Sudarsana Reddy, “Financial Management Principles and Practice”, 4th Edition,
Himalaya Publishing House, ISBN -13: 978-93-5299-688-9, 2019.
3. Jonathan Berk, Peter DeMarzo and Ashok Thampy, “Financial Management”, Adapted
Edition, Pearson, ISBN 978-81-317-2787-4, 2010.
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Course Description: This course is aimed at making students understand segmentation, target
marketing, positioning and strategies in developing a marketing mix - product, promotion,
pricing, place, people, process and physical evidence.
Course Outcomes: By the end of the course the learner will be able to:
Identify and analyze marketing problems; develop creative solutions to address them and
articulate reasons for choosing various alternatives.
Concept, nature, scope and importance of marketing; Marketing concept and its evolution;
Marketing Mix – Strategic marketing planning – an overview.
Marketing environment – macro and micro components and their impact on marketing
decisions; STP - Market Segmentation, targeting and positioning; Buyer behavior; consumer
versus organizational buyers; Consumer decision making process.
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designing and testing; Media selection; Advertising effectiveness; Sales promotion – tools and
techniques, Digital promotional Strategy.
Marketing Research: Meaning and scope of marketing research; Marketing research process,
steps involved in marketing research- areas of marketing research. Big Data - Marketing
Information System (MIS): Need, Importance - Elements of good MIS - components of MIS.
Experiential Marketing, Post-modern Marketing, Big data Analytics and its use in Marketing
process, Marketing sustainability and ethics.
Essential References:
1. Marketing Management, Philip Koter, Kevin Lane Keller, Abraham Koshy and
Mithileshwar Jha, Pearson Education, Latest Edition
Recommended References:
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Course Description: The people factor in Business and Management is the most important
aspect. Human resources are viewed by most experts as the most important asset of any
organization. Managing an organization‟s people is often the most challenging and complex
task required of a manager.
Course Outcomes: By the end of the course the learner will be able to:
1. Gain the skills required for recruiting, evaluating performance, structuring teams, coaching
and mentoring people.
Nature of HRM, Scope, functions and importance of HRM, Evolution of HRM, Role of HRM -
the People Factor in Business and Management, Difference with HRD, Contemporary issues
and practices in HRM, Employee Lifecycle, International HRM.
Human Resource Planning, Nature of job Analysis, job design, Job evaluation, Demand
forecasting, HR supply forecasting, need for and factors influencing HRP, Career planning,
Promotion, transfer, demotion and separation; Employee hiring- Nature of Recruitment,
Sources of recruitment-internal and external, Recruitment Life cycle, Employee selection,
process of employee selection, New recruitment practices: Job portals, employee reference,
campus recruitment etc. Employer Branding, Talent Planning and Acquisition.
Nature and importance of Training, Methods of Training, TNA, Nature of HRD program,
Methods of management development and Executive development programs, Development
beyond training.
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Employee Welfare, ESI, PF, Workman Compensation, New Pension Scheme, Health, Safety,
Social Security, Employee Grievances and Discipline.
Introduction – Industrial Disputes Act, 1947. Industrial dispute prevention and resolution
mechanism in India
Essential References:
Recommended References:
• Human Resource Management, A case study approach, Muller Camen, Croucher Leigh, Jaico
Publishing House
• HRM Ethics &Employment Ashly Pinnnington, Rob Macklin, Tom Campbell, 2nd Edition
• Human Resources Management by Gary Dessler
• Managing Human Resources by R.S. Dwiwedi
• Human Resources Management by Arun Monappa
• Human Resources Management by Mirza & Zaiyadin
• Human Resources Management by L.M.Prasad
• Human Resources Management by Ashwathappa
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TRIMESTER III
Course Description: This course aims to expose participants to various perspectives and
concepts in the field of Strategic Management.
Course Outcomes: By the end of the course the learner will be able to:
Meaning of Vision, Process of envisioning, Meaning of Mission, difference between vision &
mission, characteristics of good mission statements, Business definition using Abell‟s three
dimensions, objectives and goals, Linking objectives to mission & vision. Critical success
factors (CSF), Key Performance Indicators (KPI), Key Result Areas (KRA).
Resource based view of a firm, meaning, types & sources of competitive advantage, analyzing
Company‟s Resources and Competitive Position, VRIO Framework, competitive advantage,
competitive parity & competitive disadvantage, Core Competence, characteristics of core
competencies, Distinctive competitiveness, Benchmarking as a method of comparative
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analysis. Value Chain Analysis Using Porter‟s Model: primary & secondary activities.
Organizational Capability Profile: Strategic Advantage Profile, Concepts of stretch, leverage &
fit, ways of resource leveraging –concentrating, accumulating, complementing, conserving,
recovering.
Meaning of generic competitive strategies, Low cost, Differentiation, Focus – when to use
which strategy?
Difference between blue & red ocean strategies, principles of blue ocean strategy, Strategy
Canvass & Value Curves, Four Action framework.
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Business Models: Meaning & components of business models, new business models for
Internet Economy– E-Commerce Business Models and Strategies – Internet Strategies for
Traditional Business –Virtual Value Chain.
Sustainability & Strategic Management: Threats to sustainability, Integrating Social &
environmental sustainability issues in strategic management, meaning of triple bottom line,
people-planet-profits.
Essential References:
1. Contemporary Strategic Management, Robert M. Grant, 6th Edition, Wiley India India
2. Contemporary Strategic Management Case Studies, Robert M. Grant, Publisher: Wiley
Recommended References:
1. Strategic Management, Ireland, Hoskisson & Hitt, Indian Edition, Cengage Learning, 2008
2. Crafting and Executing Strategy - The Quest for Competitive Advantage, Thompson,
Strickland, Gamble & Jain, Tata McGraw-Hill, 16th Edition
3. Concepts in Strategic Management & Business Policy, Thomas L. Wheelen & J. David
Hunger, Pearson, 12th ed.
4. Strategic Management, Dr. Yogeshwari L. Giri
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Course Description: The objective of this course is to understand business decision making
using statistical methodology to make better decisions. The students will learn to make sense of
data along with the basics of statistical inference and hands-on implementation. Students will
develop critical and integrative thinking to communicate the results of the analysis clearly in the
context of business research.
Course Outcomes: By the end of the course the learner will be able to:
1. Describe and discuss the key terminology, concepts, tools and techniques used in business
statistical analysis
2. Use of quantitative methods in effective management decision making process.
3. Utilize computer based statistical software to perform statistical calculations.
4. Offer a critical knowledge of statistical practices in the various functional areas of business
(accounting, finance, management and marketing)
Correlation Analysis – Meaning, Types of Correlation, Scatter Diagram, Karl Pearson and
Spearman Rank Correlation., Coefficient of Determination.
Regression Analysis – Meaning, Regression Coefficients and properties, Simple and Multiple
Regression.
Introduction to time series, Components of time series, Trend Analysis-method of least squares,
exponential smoothing
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Introduction to probability, Definition - Rules of probability, Bayes Rule, marginal, joint and
conditional probabilities, Random variables – Probability distribution – Discrete & Continuous,
Binomial, Poisson, Normal, Sampling and sampling distributions
Introduction to hypothesis testing, meaning, steps, Type I and Type II Errors, parametric tests:
hypothesis testing for single mean, proportion, difference of means and proportion using known
and unknown s.d. Analysis of variance and designs of experiments, one way and two-way
analysis.
Non parametric tests: Analysis of Categorical data, run test, Mann-whitney U test, Wilcoxon,
kruskal wallis, spearmans rank correlation.
Essential References:
Recommended References:
1. Glyn Davis & Branko Pecar: Business Statistics Using Excel, Oxford
2. David Whigham: Business Data Analysis Using Excel, Oxford
3. David M. Levine et al: Business Statistics, A First Course, Pearson Education
4. S.P. Gupta & M.P. Gupta: Business Statistics, Sultan Chand
5. Beri, G.C: Business Statistics, Tata McGraw Hill
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MSc (Strategic Management) 2021-22
Course Description: This course introduces the key legal concepts in business.
Course Outcomes: By the end of the course the learner will be able to:
Negotiable Instruments – meaning – characteristics – types – parties – holder and holder in due
course - Negotiation and types of endorsements - Dishonor of negotiable instruments - noting
and protesting - Liability of parties on Negotiable Instruments
Definition & meaning of One Person Company, Private Company, Small Company and
Dormant Company - Incorporation of a Company and One-Person Company, Memorandum of
association (MoA), Articles of Association (AoA), Prospectus & Public Offer.
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Consumer Protection Act 1986 – definitions of consumer, consumer dispute- complaint – goods
– service – unfair trade practice – consumer dispute redressal agencies - Information
Technology Act – Digital Signature – Electronic Governance Intellectual Property Laws –
Understanding of concepts of patents, copyrights, trademarks and designs.
Essential References:
Recommended References:
1. Legal Aspects of Business: Akhileshwar Pathak, Mc Graw Hill Education Pvt Ltd
2. Economic and Commercial Laws: (CS exe program)
3. Sangeet Kedia, Pooja Law Publishing House
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MSc (Strategic Management) 2021-22
TRIMESTER IV
Course Description: It covers the various aspects of Mergers & Acquisitions and Corporate
Restructuring methods.
Course Outcomes: By the end of the course the learner will be able to:
Build analytical and decision-making skills in the area of M&A and Valuation
Meaning and difference - Mergers, acquisitions and amalgamations. types of merger – motives
behind mergers – theories of mergers – operating, financial and managerial synergy of mergers
– value creation in horizontal, vertical and conglomerate mergers – internal and external change
forces contributing to M & A activities
A strategic perspective on M & A - industry life cycle and product life cycle analysis in M&A
decision, strategic approaches to M&A- SWOT analysis, BCG matrix, Porter‟s Five forces
model.
Different methods of restructuring – joint ventures – sell off and spin off –divestitures – equity
carve out – leveraged buy outs (LBO) – management buy outs – master limited partnerships –
employee stock ownership plans (ESOP)
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MSc (Strategic Management) 2021-22
Valuation approaches – discounted cash flow valuation – relative valuation – valuing operating
and financial synergy – valuing corporate control – valuing of LBO Methods of financing
mergers – cash offer, share exchange ratio – mergers as a capital budgeting decision
Pooling of interest method, purchase method – procedure laid down under Indian Companies
Act
Essential References:
Recommended References:
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MSc (Strategic Management) 2021-22
Course Name: International Business and Global Strategy Course Code: MSM432
Core
Course Description: It covers the various functional areas of International Business such as
trade, finance, law, management, and marketing.
Course Outcomes: By the end of the course the learner will be able to:
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MSc (Strategic Management) 2021-22
Definition. MNCs & TNCs, features, factors, merits and demerits, MNC s and India, Indian
MNCs, OECD Guidelines for Multinational Enterprises.
International financial system, IMF and International Monetary system. Exchange Rate
Systems, Exchange rate determination – PPP theory – Interest rate parity theory – Balance of
Payments theory – Monetary and Portfolio theories – foreign exchange market – functions –
participants – currency convertibility – Global capital flows - FDI & FII, Accessing Global
Finance – ADR/GDR/ECBs/FCBs.
Essential References:
Recommended References:
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MSc (Strategic Management) 2021-22
Course Name: Corporate Ethics, Governance and Social Course Code: MSM433
Responsibility
Elective
Course Description: Leaders who lead ethically are role models, communicating the
importance of ethical standards, holding their employees accountable to those standards. Ethical
leadership is leadership that is directed by respect for ethical beliefs and values and for the
dignity and rights of others.
Course Outcomes: By the end of the course the learner will be able to:
1. To familiarize the students with the knowledge of ethics, emerging trends in good
governance practices and corporate social responsibility in the global and Indian context.
2. Build Leadership traits that hinges on Ethical Leadership.
The concept of ethics; „ethics‟ and related connotations; business values and ethics; concept of
business ethics; various approaches to business ethics; ethical theories; ethical governance;
social responsibility - an extension of business ethics; the concept of corporate ethics; benefits
of adopting ethics in business; ethics programme; code of ethics; ethics committee.
Management vs. Governance; internal constituents of the corporate governance; key managerial
personnel (KMP); chairman- qualities of a chairman, powers, responsibilities and duties of a
chairman; chief executive officer (CEO), role and responsibilities of the CEO; separation of
roles of chairman and CEO; CFO; manager; company secretary; auditor.
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MSc (Strategic Management) 2021-22
powers, functions and duties of board committees; limitations of board committees; statutory
committees of board- audit committee, remuneration committee, nomination committee,
compliance committee, shareholders grievance committee, investors relation committee,
investment committee, risk management committee, other committees.
Essential References:
1. Ethics in Business and Corporate Governance, Mandal S.K, Tata McGraw Hill
2. Corporate Responsibility, Blowfield, Michael, and Alan Murray, Oxford University Press
Recommended References:
1. Mallin, Christine A., Corporate Governance (Indian Edition), Oxford University Press,
2. Sharma, J.P., Corporate Governance, Business Ethics & CSR, Ane Books Pvt Ltd,
3. Sharma, J.P., Corporate Governance and Social Responsibility of Business, Ane Books Pvt.
Ltd, New Delhi.
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MSc (Strategic Management) 2021-22
TRIMESTER V
Course Name: Managing Technology and Innovation for Course Code: MSM531
Competitive Advantage
Core
Course Description: To equip the students with the basic understanding of issues related to
management of technology and innovation for competitive advantage.
Course Outcomes: By the end of the course the learner will be able to:
1. Develop a broad perspective on the key issues involved in the effective management of
technology and innovation, including market, technological, and organizational factors, in
today‟s fast-changing, competitive, global environment
Role of Technology in wealth creation, Historical perspective, Creation of wealth, Long Wave
Cycle, Evolution of Production Technology, Product Technology, Technology & the National
Economy.
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MSc (Strategic Management) 2021-22
The New Paradigms: Technology Trends, Resources and the Business Environment, The
Structure and Management of Organizations, Project Planning & Management, Management of
Human Resources, MOT guiding principles for Managing Enterprises, Changes in the Business
Environment – Communication, Integration, Collaboration, Strategic Directions of the Industry,
Changes in Organizational forms and structures, Financial Sector Structure.
Essential References:
Recommended References:
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MSc (Strategic Management) 2021-22
Course Description: This course introduces the key concepts, tools, and principles of strategy
leadership, strategy formulation and execution.
Course Outcomes: By the end of the course the learner will be able to:
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.
Recognize the different stages of industry evolution and recommend strategies appropriate to
each stage.
Survey of Leadership Theories, Strategy and Strategic Leadership, Leadership qualities and
skills, Leadership as envisioning transformations and facilitating change processes.
Unit 2: Personal Leadership Hours: 10
Personal Leadership: Fundamental Individual Issues and Frameworks for Personal Growth,
Self-assessment: MBTI, Type Talk, Other Assessments
Leading a Relationship: Individual Issues and Interpersonal Dynamics; Transactional Analysis,
Games, and Authenticity; The Twelve Behavioral Choices as Indicators for Types of
Relationship
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MSc (Strategic Management) 2021-22
Essential References:
Recommended References:
1. Communication Skills, Sanjay Kumar & Pushp Lata, Oxford University Press
2. Business Communication Today, Courtland L. Bovee, John. V. Thill,
3. Business Communication, Raymond V Lesikar, Marie, E, Flatley, Kathryn Rentz,
Neerja Pande. Mcgraw Hill
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MSc (Strategic Management) 2021-22
Course Name: Business Analytics and Data Governance Course Code: MSM533
Elective
Course Outcomes: By the end of the course the learner will be able to:
Data Science overview - Data science components - data visualization, data modelling, data
preparation, communication and presentation.
Tableau Fundamentals - Design Views and Analyse Data (working with different data sets,
charts, maps, dashboards) - Communication and Presentation of Work - Publish workbooks to
Tableau public - Data Mining basics.
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Descriptive and predictive statistics fundamental - Hypothesis testing (z-test, t-test, ANOVA),
Simple Linear Regression, Multiple Linear Regression
Model building using relevant datasets, Assessing your model – Type of Scale of
Measurements, Choosing appropriate scale and measurement to the data, Preparing codebook-
Getting to Know SPSS: Starting SPSS, Working with data file, SPSS windows, Menus,
Dialogue boxes; Preparing the Data file: Creating data file and entering data, Defining the
variables, Entering data, modifying data file, import file - Screening and cleaning data,
Manipulation of data
Data Governance - Policies, Standards, Processes, People, and Technology used to managing
critical data, compliance and risk management.
Essential References:
1. Efraim Turban, Ramesh E Sharda, Dursun Delen, “Decision Support and Business
Intelligence Systems”, 9th edition, ISBN-13: 9780136107293, Pearson
2. Business Intelligence Success Factors Tools for aligning your business in the global
economy by Olivia Parr Rud, John Wiley and sons, 2009
3. Winston Wayne L, “Microsoft Excel 2013: Data Analysis and Business Modelling”, 1st
Edition, 978-0-7356-6913-0, Published 1/15/2014,
4. Hands-On Programming with R - Write Your Own Functions and Simulations, Shroff
Publishers & Distributors Pvt Ltd, ISBN: 9789351107286, 9789351107286
5. Sabine Landau and Brian S. Everitt, “A Handbook of Statistical Analyses Using SPSS”, 1st
edition, Chapman and Hall/CRC, ISBN-10: 1584883693, ISBN-13: 978-1584883692,
Published on 24 November 2003.
Recommended References:
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MSc (Strategic Management) 2021-22
3. The Profit impact of Business Intelligence by Steve Williams and Nancy Williams, Morgan
Kauffman Publishers/ Elsevier, 2007
38
MSc (Strategic Management) 2021-22
TRIMESTER VI
Course Description: This course defines sequential process, role and dynamics to
organizational change. It further highlights ways of dealing with it. It focuses on need, phases
and conditions for successful organizational development. Different organizational
development interventions are also incorporated.
Course Outcomes: By the end of the course the learner will be able to:
Systematic Organizational change, Areas and parties involved, Lewin‟s Models of Change,
Planned and Unplanned Change.
Symptoms & Sources of Organizational Problem and their Diagnosis, Diagnostic models,
Collecting and Analyzing diagnostic information
Individual, Interpersonal, Group, Team Intervention, Third Party & Structural intervention.
Role Analysis Technique (RAT), Interdependency, Role Negotiation Technique (RNT),
Principled Negotiations.
Concept and Role of Power, Politics and Culture. Power and Influence Tactics, Key
Capabilities of Constructive Politics, Impact and Functions of Culture and Manifestations of
39
MSc (Strategic Management) 2021-22
Organizational culture.
Essential References:
Recommended References:
40
MSc (Strategic Management) 2021-22
Course Outcomes: By the end of the course the learner will be able to:
Steps for starting a small business / industry – case study approach, selection of types of
organization - International entrepreneurship opportunities.
The business plan as an entrepreneurial tool Elements of Business Plan, Objectives, Market
Analysis, Development of product / idea, Marketing, Finance, Organisation & Management,
Ownership, Critical risk contingencies of the proposal, Scheduling and milestones. Financial
Projections: how to do them the right way, Debt, Venture Capital and other forms of
Financing, Sources of External Support.
Preparing for the new venture launch -early management decisions Managing early growth of
the new venture- new venture expansion strategies and issues - Going public.
Essential References:
41
MSc (Strategic Management) 2021-22
Recommended References:
42
MSc (Strategic Management) 2021-22
Program Pedagogy:
Regular classroom lectures shall be accompanied by any other method instructors find suitable to
deliver better learning. Some suggested methods are;
Case Studies
Seminars and Presentations
Simulation Exercises
Current Affairs Sessions relevant to the topic etc.
Evaluation Methods:
Trimester Exam
Continued Internal Assessment
Field study reports
Periodic Tests
Assessment of Class Participation in case studies and discussions
Any other appropriate method identified by the instructor that would ensure objective
assessment of the student performance.
Evaluation Pattern:
Students are evaluated for each course on the basis of written examination and continuous
internal assessments. Each paper carries maximum of 100 marks and is evaluated as follows:
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MSc (Strategic Management) 2021-22
Grading Pattern:
Grading pattern will be the same as approved by the University for UG Courses as detailed
herein below:
Grade
Percentage Grade Interpretation Class
Point
First Class with
80 and Above A+ 4.00 Outstanding
Distinction
73-79 A 3.67 Excellent First Class
66-72 A- 3.33 Very Good First Class
60-65 B+ 3.00 Good First Class
55-59 B 2.67 Average Second Class
50-54 C+ 2.33 Satisfactory Second Class
45-49 C 2.00 Pass Pass Class
40-44 D 1.00 Pass Pass Class
39 and Below F 0 Fail Fail
44