KARNATAK LAW SOCIETY’S
GOGTE INSTITUTE OF TECHNOLOGY
UDYAMBAG, BELAGAVI-590008
(An Autonomous Institution under Visvesvaraya Technological University, Belagavi)
(APPROVED BY AICTE, NEW DELHI)
Department of MBA
Third Semester
Scheme and Syllabus (2017 Scheme)
INSTITUTION VISION
Gogte Institute of Technology shall stand out as an institution of excellence in technical
education and in training individuals for outstanding caliber, character coupled with creativity
and entrepreneurial skills.
MISSION
To train the students to become Quality Engineers with High Standards of Professionalism and
Ethics who have Positive Attitude, a Perfect blend of Techno-Managerial Skills and Problem
solving ability with an analytical and innovative mindset.
QUALITY POLICY
Imparting value added technical education with state-of-the-art technology in a congenial,
disciplined and a research oriented environment.
Fostering cultural, ethical, moral and social values in the human resources of the institution.
Reinforcing our bonds with the Parents, Industry, Alumni, and to seek their suggestions for
innovating and excelling in every sphere of quality education.
DEPARTMENT VISION
To be recognized as a progressive department for Business Education, Research and create
meaningful students for engagement of learning management education
MISSION
Developing excellence through learning to develop effective and responsible leaders by
creating insightful knowledge and inspiring students to develop managerial skills, problem
solving ability, analytical and innovative mindset
PROGRAM EDUCATIONAL OBJECTIVES (PEOs)
1. Students of the programme will contribute by understanding and application of
knowledge in the field of management science
2. Students of the programme will be trained in analytical and decision making
competencies to identify, analyze and understand business process and environment
3. Students of the programme will acquire necessary managerial skills to think
strategically and to lead, motivate and manage teams, thereby enhancing managerial
effectiveness
4 Students of the programme will be able to implement corporate governance and societal
values in the real life situations with professional ethics.
PROGRAM OUTCOMES (POs)
1. Apply knowledge of management theories and practices to solve business problems.
2. Foster analytical and critical thinking abilities for data based decision making.
3. Ability to develop value based leadership ability.
4. Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
5. Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
6. Ability to make use of relevant skills acquired during the programme for career
advancement.
7. Ability to acquire entrepreneurial competencies to create value for the society at large.
3rd
Semester
Subject
Code Subject
No of Hours Per Week Total Contact Examination Marks
Lectures Tutorial Practical Credits Hours CIE SEE Total
MBA301 Strategic Management 3 1 0 3 4 50 50 100
MBA302
Production and
Operation
Management 3 1 0 3 4 50 50 100
MBA303 Summer Internship 2 1 0 3
25 25 50
Elective – 1 3 1 0 3 3 50 50 100
Elective – 2 3 1 0 3 3 50 50 100
Elective – 3 3 1 0 3 3 50 50 100
Elective – 4 3 1 0 3 3 50 50 100
Elective – 5 3 1 0 3 3 50 50 100
MBA318 Research Publication
1
MBA319 Skill Development - 3 2 1 0 1 2 25 25 50
28 10 0 26 26 425 425 850
Marketing & Finance Specialization
Subject Code Marketing &
Finance
No of Hours Per Week Total Contact Examination Marks
Lectures Tutorial Practical Credits Hours CIE SEE Total
MBAMM3304 Business Marketing 3 1 0 3 3 50 50 100
MBAMM3305 Sales & Retail
Marketing 3 1 0 3 3 50 50 100
MBAMM3306 Services Marketing 3 1 0 3 3 50 50 100
MBAFM3307
Security and
Portfolio
Management
3 1 0 3 3 50 50 100
MBAFM3308 Advanced Financial
Management 3 1 0 3 3 50 50 100
Marketing & OB & HRM Specialization
Subject Code Marketing & OB &
HRM
No of Hours Per Week Total Contact Examination Marks
Lectures Tutorial Practical Credits Hours CIE SEE Total
MBAMM3304 Business Marketing 3 1 0 3 3 50 50 100
MBAMM3305 Sales & Retail
Marketing 3 1 0 3 3 50 50 100
MBAMM3306 Services Marketing 3 1 0 3 3 50 50 100
MBAHR3310 Compensation
Management
3 1 0 3 3 50 50 100
MBAHR3311 Performance
Management &
Competency
Mapping
3 1 0 3 3 50 50 100
Marketing & Information Technology Specialization
Subject Code
Marketing &
Information
Technology
No of Hours Per Week Total Contact Examination Marks
Lectures Tutorial Practical Credits Hours CIE SEE Total
MBAMM3304 Business Marketing 3 1 0 3 3 50 50 100
MBAMM3305 Sales & Retail
Marketing 3 1 0 3 3 50 50 100
MBAMM3306 Services Marketing 3 1 0 3 3 50 50 100
MBAIT3316 Managing E-
Business
3 1 0 3 3 50 50 100
MBAIT3317 Strategic
Management of
Information
Technology
3 1 0 3 3 50 50 100
Finance & Marketing Specialization
Subject Code Finance &
Marketing
No of Hours Per Week Total Contact Examination Marks
Lectures Tutorial Practical Credits Hours CIE SEE Total
MBAFM3307
Security and
Portfolio
Management
3 1 0 3 3 50 50 100
MBAFM3308 Advanced Financial
Management 3 1 0 3 3 50 50 100
MBAFM3309 Mergers and
Acquisitions 3 1 0 3 3 50 50 100
MBAMM3305 Sales & Retail
Marketing 3 1 0 3 3 50 50 100
MBAMM3306 Services Marketing 3 1 0 3 3 50 50 100
Finance & OB and HRM Specialization
Subject Code Finance &
Marketing
No of Hours Per Week Total Contact Examination Marks
Lectures Tutorial Practical Credits Hours CIE SEE Total
MBAFM3307
Security and
Portfolio
Management
3 1 0 3 3 50 50 100
MBAFM3308 Advanced Financial
Management 3 1 0 3 3 50 50 100
MBAFM3309 Mergers and
Acquisitions 3 1 0 3 3 50 50 100
MBAHR3310 Compensation
Management 3 1 0 3 3 50 50 100
MBAHR3311
Performance
Management &
Competency
Mapping
3 1 0 3 3 50 50 100
OB and HRM & Marketing Specialization
Subject Code OB and HRM &
Marketing
No of Hours Per Week Total Contact Examination Marks
Lectures Tutorial Practical Credits Hours CIE SEE Total
MBAHR3310 Compensation
Management 3 1 0 3 3 50 50 100
MBAHR3311
Performance
Management &
Competency
Mapping
3 1 0 3 3 50 50 100
MBAHR3312
Management of
Industrial
Relations
3 1 0 3 3 50 50 100
MBAMM3305 Sales & Retail
Marketing 3 1 0 3 3 50 50 100
MBAMM3306 Services
Marketing 3 1 0 3 3 50 50 100
OB and HRM & Finance Specialization
Subject Code OB and HRM &
Marketing
No of Hours Per Week Total Contact Examination Marks
Lectures Tutorial Practical Credits Hours CIE SEE Total
MBAHR3310 Compensation
Management 3 1 0 3 3 50 50 100
MBAHR3311
Performance
Management &
Competency
Mapping
3 1 0 3 3 50 50 100
MBAHR3312
Management of
Industrial
Relations
3 1 0 3 3 50 50 100
MBAFM3307
Security and
Portfolio
Management
3 1 0 3 3 50 50 100
MBAFM3318
Advanced
Financial
Management
3 1 0 3 3 50 50 100
Entrepreneurship & Finance Specialization
Subject Code Entrepreneurship
& Finance
No of Hours Per Week Total Contact Examination Marks
Lectures Tutorial Practical Credits Hours CIE SEE Total
MBAED3313 Entrepreneurial
Management 3 1 0 3 3 50 50 100
MBAED3314
Entrepreneurship,
Creativity and
Innovation
3 1 0 3 3 50 50 100
MBAED3315 Social
Entrepreneurship 3 1 0 3 3 50 50 100
MBAFM3308
Advanced
Financial
Management
3 1 0 3 3 50 50 100
MBAFM3309 Mergers and
Acquisitions 3 1 0 3 3 50 50 100
Entrepreneurship & OB and HRM Specialization
Subject Code Entrepreneurship
& OB and HRM
No of Hours Per Week Total Contact Examination Marks
Lectures Tutorial Practical Credits Hours CIE SEE Total
MBAED3313 Entrepreneurial
Management 3 1 0 3 3 50 50 100
MBAED3314
Entrepreneurship,
Creativity and
Innovation
3 1 0 3 3 50 50 100
MBAED3315 Social
Entrepreneurship 3 1 0 3 3 50 50 100
MBAHR3310 Compensation
Management 3 1 0 3 3 50 50 100
MBAHR3311
Performance
Management &
Competency
Mapping
3 1 0 3 3 50 50 100
Course Title : Strategic Management Credits: 03
Course Code : MBA301 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: : Students are required to be aware of the latest strategy adapted by Indian
companies and its impact on the performance of the organization
Course Objectives:
Students will understand the fundamentals of strategic management and assess the internal
and external environment of the organization prior to strategy development. Students will
analyze the techniques of corporate level strategies. Students will evaluate strategy
implementation and control process
Introduction to Strategic Management Unit No: 1
Duration: 9 Hrs
Nature and Scope - Definitions of various strategic terms – Strategy, Corporate Strategy,
Business Strategy, Operational Strategy Competitive Advantage and generic building
blocks, Sustainable Competitive Advantage, Resources, Capabilities, Resource Based View
of the Organization, core competency, distinctive competency, Mission, Visions, Goals,
Objectives, Business Model, Strategy Making Process: cursory concepts, Market
architecture: role of institutions, law and contracts , Strategic thinking.
Internal and external analysis Unit No: 2
Duration: 10 Hrs
External Analysis: Strategic Groups, Competitor Analysis: Porter‘s Five force model,
Product based, platform based and other forms of competition.EFE (External Factor
Analysis) Industry Life Cycle, PESTLED,CPM Matrix(Competitive Profile) Matrix Internal
Analysis: Value Chain Concept and Analysis, IFE (Internal Factor Evaluation) Matrix
SWOT, TOWS matrix, SPACE matrix.
Corporate Level Strategies Unit No: 3
Duration: 11 Hrs
Corporate-level Strategy: Horizontal and Vertical Integration, Cooperative Relationships,
Strategic Outsourcing, Related and Unrelated Diversification Strategy in the Global
environment: Porter‘s Diamond,
Profitability and profit growth through global expansion, Cost reduction and local
responsiveness pressures, choosing a global strategy, Basic entry decisions, Global strategic
alliances, Mergers & Acquisitions Strategic Change and Turnaround Strategy: Change
Management, Turnaround Strategy Innovation, Strategic cooperation, Modularization and
outsourcing.
Business Level Strategy
Unit No: 4
Duration: 11 Hrs
Competitive positioning and the business model, Competitive positioning and business-
level strategy, Competitive positioning: Generic business level strategies, Dynamics of
competitive positioning: Strategic Groups included Strategies in fragmented, embryonic,
growth industries, Navigating through life cycle to maturity, Strategy in mature and
declining industries, Game Theory.
Strategic Implementation and Control Unit No: 5
Duration: 9 Hrs
Process of controlling- Types of control- Budgetary and non-budgetary control techniques-
Managing productivity- Cost control- Purchase control- Maintenance control- Quality
control-Planning operations.
Text Books:
1. Hunger David & Wheelen T. (2005). Strategic Management. New Delhi: Prentice Hall.
2. Hill & Jones, An Integrated Approach to Strategic Management, Cengage, New Delhi
3. Gupta, Strategic Management, Premtice Hall of India, New Delhi
Reference Books:
1. David Fred R. (2012). Strategic Management- Concepts & Cases. New Delhi: PHI
2. Ghosh .P. K (2013). Strategic Management - Text & Cases. Delhi: Sultan Chand.
3. Glueck, William F. Strategic Management and Business Policy,McGraw Hill, New
York
Course Outcomes (COs)
1. Know & understand the strategic premises on which the business functions
2. Assess the internal and external factors those influence crafting a
3. Distinguish corporate strategies adopted by the different companies
4. Evaluate the influence of business level strategies
5. Understand strategy implementation and control strategy
6.
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Production and Operations Management Credits: 03
Course Code : MBA302 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: : A student should have the basic knowledge about Productions and Operations
Management and conversion process using various techniques.
Course Objectives:
The objective of this course is to acquaint the student with the basic management decisions with
respect to production and effective utilization of materials in manufacturing and service
organizations
Introduction to Production and Operations Management Unit No: 1
Duration: 8 Hrs
Difference between Production and Operations Management, Production Concept,
Transformation Process, Current Issues in Operations Management, Operations Strategy,
Competitive Dimensions. Forecasting: Forecasting Time Horizon, Forecasting Techniques
(Theory and Problems)
Break Even Analysis Unit No: 2
Duration: 7 Hrs
Introduction to BEA, BEP in terms of physical units, sales value and percentage of full
capacity, Make or Buy situations, Equipment selection decisions, Managerial uses of break
even analysis, Limitations of BEP (Theory and Problems)
Facility Planning Unit No: 3
Duration: 7 Hrs
Facility Location Decisions: Factors affecting facility location decisions and their relative
importance for different types of facilities. Facility location models. Facility Layout Planning:
Types of plant layouts, Factors influencing facility layout decisions (Theory and Problems)
Employee Productivity and Capacity Planning Unit No: 4
Duration: 14 Hrs
Productivity and Work Study: Productivity and Organization Variables affecting labor
productivity, Work Study; Method Study; Data collection, recording, examining and
improving work. Material flow and material handling study, Work Measurement; Work
sampling study Time study and Motion study, (Theory and Problems). Capacity Planning:
Introduction; CRP, MRP, MRP 2 MPS, Managerial Importance of aggregate Plans,
Alternatives for managing demand and supply. Capacity augmentation strategies. Matching
demand and capacity. (Problems and Theory)
Course Outcomes (COs)
1. Learn the strategic role of Operations Management in creating and enhancing a firm’s
competitive advantages
2. Understand the key concepts and issues of OM in manufacturing organizations
3. Learn the interdependence of the operations function with the other key functional areas
of a firm
4. Develop analytical skills and problem-solving tools to the analysis of the production and
operations problems
5. Understand the various techniques used to improve the productivity of an organization
6. Understand the various techniques used in inventory management
Materials Management Unit No: 5
Duration: 9 Hrs
Role of Materials Management, Materials and Profitability, Purchase Functions, Vendor
Selection and Development, Vendor Rating, Concept of Lead Time, Purchase requisition,
Purchase order. Inventory Management: Concept of inventory, Types, Classification, ABC
analysis, Inventory Costs, Inventory Models EOQ, Safety Stock, Re-order Point, Quantity
Discounts (Theory and Problems)
Text Books:
1. Norman Gaither, Greg Frazier, Operations Management. 9/e. Cengage Learning.
2. Upendra Kachru, Production and Operations Management: Text and Cases. 1/e. Excel
Books,
3. Cecil Bozarth. 2011. Introduction to Operations and Supply chain Management.
Pearson Education.
Reference Books:
4. William J Stevenson. 2011. Operations Management. 9/e. Tata McGraw Hill
5. Chunawalla. Production and Operations Management. Himalaya Publications
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination (SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Summer Internship Credits: 03
Course Code : MBA303 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 8 weeks Total Hours: SEE Marks:50
Pre-requisites: A student should have the basic knowledge concepts of Management and
Research Methodology.
Course Objectives:
It aims to bridge the gap between the professional world and academic institution. The SIP would
be simulation of real world environment, requires that the student must undergo the rigor of
professional environment both in form and substance.
Chapter I: Introduction
i. Title and general introduction about the SIP
ii. Need for the study
iii. Objectives of the study
iv. Scope of the study
v. Research Methodology
vi. Literature review
vii. Limitations of the study
Chapter II: Industry and Company Profile
i. Industry profile
ii. Company profile
iii. Promoters, Vision, Mission and Quality policy
iv. Area of operation and Products/services offered
v. Infrastructure facilities
vi. Competitor’s information
vii. SWOT analysis
viii. Future growth and prospectus
Chapter III: Theoretical background of the study: Elaborative information on the
subject chosen for the better understanding and usage in the analysis
Chapter IV: Analysis and Interpretation of the Data
Chapter V: Summary of Findings, Suggestions and Conclusion, Bibliography
Text Books:
1. Cooper, D. R. and Schindler, P.S. 1999, Business Research Methods, 6th
Edition, Tata
McGraw-Hill Publishing.
2. Kothari, C.R. 1997, Research Methodology Methods and Techniques, 2nd
Edition,
Wishwa Prakashan, New Delhi.
Course Outcomes (COs)
1. Understand the various functions of an organization.
2. Explain the integration of various functions.
3. Analyze the root cause of the problem or issue.
4. Apply relevant theoretical concepts in finding solutions for real issues of corporate.
5. Construct appropriate frame work or methodology to find solutions for problems of
corporate.
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
PO – 7: Ability to acquire entrepreneurial competencies to create value for the society at
large.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination (SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of two IA
Maximum Marks : 50 25
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- Viva Voce will be conducted for 50 marks
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
Reference Books:
1. Kinnear, Thomas C and Talor, James R, Marketing Research, McGraw-Hill Inc, New
York
Course Title : Business Marketing Credits: 03
Course Code : MBAMM3304 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: : Students have to aware of the basic marketing management and
awareness towards the concept of Business to Business Marketing
Course Objectives:
The purpose of this course is to develop an understanding among the students about the
various concepts of Business Marketing, which are helpful in developing sound marketing
policies for industrial goods.
Nature of Business Marketing Unit No: 1
Duration: 10 Hrs
Nature of Business Marketing, Business Vs Consumer Marketing, and Economics of
Industrial demand, Types of Industrial Markets, Types of Business Customers, Classifying
industrial Products and Services, Organizational Procurement characteristics,
Environmental analysis in Business Marketing
Organizational Buying Behaviour Unit No: 2
Duration 10 Hrs
Organizational buying process, Types of buying situations, Buying centre concept, Role of
Buying behavior, Conflict Resolution in Decision making. Then Webster & Wind Model of
Organizational Buying Behaviour, Sheth Model of Industrial Buyer Behaviour, Ethics in
Purchasing
Market Segmentation Unit No: 3
Duration: 10 Hrs
Segmenting, Targeting and positioning of Business Markets. Value Based Segmentation,
Model for segmenting the Organizational Markets. Product and Brand Strategy; Developing
Product strategy, Analyzing Industrial Product Life Cycle, Developing Strategies for new
and existing products. Branding Process and Branding Strategy. Business Service
Marketing; Special Challenges
Formulating Channel, Pricing and Promotion Strategies Unit No: 4
Duration: 10 Hrs
Nature of Business Marketing Channel Intermediaries, Direct and Indirect channels,
Channel Objectives, Channel Design, Managing channel Members, Selection and
Motivation of Channel Members, Channel conflicts, Price Determinants, Factors
Influencing Pricing Strategies, Pricing Methods, Pricing Strategies, Pricing Policies,
Concept of Learning Curve, Competitive Bidding Leasing Communication Objectives, Role
of B2B Advertising, Sales Promotion in Industrial Markets, Trade Shows and Exhibitions.
Management of Sales Force Unit No: 5
Duration: 10 Hrs
Personal Selling in B2B, The Selling Process, Key Account Management, Managing the
Industrial Sales force, Organizing and controlling the Industrial Sales force Activity.
Planning for Sales Force Deployment. Measuring the Effectiveness of Sales Force. CRM
Strategies for B2B, B2B through E-Commerce; Models of B2B
Text Books:
1. Industrial Marketing. Robert R Reader & Reeder 2/e. Prentice Hall International
Publication.
2. Business Marketing. Michael D Hutt, Thomas W Speh. Cengage Learning Publication
Reference Books
1. Business Marketing. Krishna Havaldar. Latest Edition Tata McGraw Hill Publication
2. Business Marketing. Frank G Bingham Jr. Latest Edition. Tata McGraw Hill
Publication
3. Industrial Marketing. Mukherjee H S. Latest Edition. Excel Books Publication
4. Industrial Marketing. P K Ghosh. Oxford University Press
Course Outcomes (COs)
1. Organizational buying and purchasing functions in all sectors of the business market;
2. Understand and manage various business customer relationships
3. Segment business target markets and evaluate B2B marketing strategy
4. Understand business marketing mix and supply chain
5. Develop marketing decision-making and communication skills for B2B marketing
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title :Sales and Retail Marketing Credits: 03
Course Code : MBAMM3305
L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: : The student should have basic knowledge of marketing, sales and retailing to
understand the advanced aspects of retail market
Course Objectives:
To introduce the student to the field of retail and sales management and enable them to
understand the problems of sales and issues faced by retailers and develop winning Strategies
for retailing business.
Introduction to Sales Management Unit No: 1
Duration: 7 Hrs
Nature of Sales Management, Importance, Personal Selling Process, Emerging trends in Sales
Management, Sales Organizations, types of Sales Organizations, Responsibilities of a Sales
Manager, Selling Skills, Selling Situations, Sales Presentations, Handling Customer Objections
Sales Force Staffing and Motivation
Unit No: 2
Duration
:
13 Hrs
Planning for and Recruiting Successful Sale people, Recruitment and Selection of Sales force,
Placement and Socialization of Sales force. The Management of Sales Training. Contents of the
Sales Training Program. Training of Sales force Nature of Motivation, Process and Factors
Influencing Motivation. Motivating Sales force towards high performance, and achieve desired
targets. Compensation; Meaning, Types of Compensation Plans, Salary and Wages, Incentives
for sales force, Leading the Sales Team
Controlling the Sales Team and Selling on Internet Unit No: 3
Duration: 12 Hrs
Analysis of Sales and Marketing Costs. Evaluation of Sales Force by Performance and
Appraisal Process. Selling Agents for Internet, Advertisement is net trading, Payment System in
Net Trading, Smart Card, Debit Card, Credit Cards, Making Internet Selling Safe, Digital
Significance, Advantages of Internet Selling to Buyers and Sellers
Introduction to Retail Management
Unit No: 4
Duration: 9 Hrs
Functions, Economic Significance of Retailing, Retail Mix, The Retailing environment in
India, Types of Retailers – Retail Formats, Theories of Retail Development, The Retail Life
Cycle The factors influencing retail shopper, Consumer decision making process, changes in
the Indian consumer, use of market research as a tool for understanding markets and
consumers. Store Locations: The importance of store locations, types of locations, steps
involving in choosing a location, trade areas and their evaluation, how to evaluate a retail
location. Measuring Financial Performance, Measures of Financial Performance, The strategic
profit model, measures of retail performance.
Retail Pricing and Communication Unit No: 5
Duration: 9 Hrs
The concept of retail pricing and the factors affecting price, elements of retail price,
developing a pricing strategy, adjustment to retail price. Retail Merchandising. The process of
merchandising buying, and procedure for selecting vendors and building partnerships, concept
of own brand and manufacturers’ brand. Retail Shrinkage. GMROI, GMROF, GMROL,
EOM, BOM, Model stock Plan, Basket analysis and Open to Buy System, Managing the store
employees, Store planning, Standard Operating Procedures ( SOP). Retail Communication,
The concept of retail marketing mix, STP, role of POP in retail, Servicing the Retail
Customer. Retail Store Operations, Retail Store Design & Visual Merchandising.
Text Books:
1 Weitz, L. a. (2012). Retail Management. New Delhi: Mc. Graw Hill.
2 Evans, Berman (2013). Retail Management- A strategic approach. Pearson.
3 Sales Management. 2003. Charles M Futrel. Sixth Edition,.Thomson South Western.
4 Sales and Distribution Management. Tapan K Panda and Sunil Sahadev. 6/e. Oxford
University Press.
5 Sales and Distribution Management. 2013. A Nag. Tata McGraw Hills Publications.
6 Sales and Retail Management Independent Perspective 2007. Dr. s L Gupta, 1/e.
Excel Books.
Reference Books:
1. Pradhan, S. (2009). Retail Management. New Delhi: PHI.
2. Salesmanship and Sales Management. P K Sahu and K C Raut. 3/e. Vikas Publishing
House.
3. Sales Management. Douglas J Dalrymple, William L Crow. John Wiley and Co.
Course Outcomes (COs)
1. Students will understand the retail environment and location Decisions.
2. Students will assess the assortments of retail market mix.
3. Students will evaluate the retail store management practices.
4. Students will assess the assortments of retail market mix.
5. Recognize that creative sales promotion is driven by thorough knowledge of the consumer.
6. Understand how sales promotion works and how it applies to the real world marketing
situations.
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
PO – 7: Ability to acquire entrepreneurial competencies to create value for the society at
large.
Course Delivery Methods
- Black Board Teaching
- Power Point Presentation
- Class Room Exercise
Assessment Methods
- Internal Assessment Test
- Assignments
- Case Studies
- Quizzes
- Workshops
- Semester End Examination (SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Services Marketing Credits: 03
Course Code : MBAMM3306 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: : Students need to be aware of the latest services in different areas and its
impact on the study of marketing management
Course Objectives:
This course will enable the Students to understand the fundamentals of services marketing; will
be able to assess the financial services and healthcare services strategies; will know the
techniques of IT and professional services Marketing; will analyze logistics services strategies
and will evaluate services marketing trends.
Introduction to Services
Unit No: 1
Duration: 10 Hrs
services marketing, Indian services sector, Tangibility spectrum, Services marketing triangle,
Services Marketing characteristics, Services marketing mix, Services quality (SERVQUAL,
SERVPERF, E- QUAL) and services Gap model.
Consumer Behavior in Services Unit No: 2
Duration: 13 Hrs
Search, experience and credence properties, consumer choice- need recognition- information
search – evaluation of service alternatives, service purchase, consumer experience services as
processes, service provision as drama, service roles and scripts, emotion and mood, post
experience evaluation, word of mouth communication, attribution of dissatisfaction, positive or
negative biases, brand loyalty, understanding difference among consumers, global differences
among consumers
Demand Management in Services Unit No: 3
Duration: 12 Hrs
Supply and Demand considerations in Services, Concept of Duration Management and Rate
Fences, Service mapping—Divergence versus Complexity, Role of Services and customers in
Demand Management. Service Recovery: Impact of service failures versus product failures,
Nature of complaining behavior—Complaint Resolution Index, Service Recovery Process, The
challenge of Service Guarantee. Service Promotion: Challenge of Service communication.
Service Advertising Strategies—Transformational Advertising
Customer Satisfaction Measures
Unit No: 4
Duration: 9 Hrs
Issues with customer Satisfaction, Breakdown of Satisfaction Developing Sustainable Service
Models, The problem Services Design, New Product Development in Services. Developing
Sustainable Service Models: Managing Customer Research in Services, Planning and
implementation of new service models, experimentation a feasible option in services. Services
delivery and satisfaction in Software industry, BPO, KPO, Marketing research agencies, media
services, Recruitment services firms and Legal firms
Service Pricing Unit No: 5
Duration: 9 Hrs
Costs of service delivery, Customer Profitability Measurement, Revenue management
Techniques, Pricing for Industries having high fixed costs compared to variable costs. Price
Discrimination and Segmented Pricing, CRM issues in services, Employee Role in Service
Delivery, Service delivery and Organization Culture and Climate, Service Profit Chain
Analysis, Distribution of Services: Challenge of Service Distribution.
Text Books:
1. Zethmal Valarie (2010), Ajay Pandit Services Marketing McGraw-Hill, 4th Edition
2. Nargundkar Rajendra (2012), Services marketing, McGraw Hill 2nd Edition
Reference Books:
1. Richard K Thomas, (2008), Health services marketing, Springer
2. Glynn, W. J., & Barnes, J. G. (2006). Understanding services management: Integrating
marketing, organizational behaviour, operations and human resources management. New
Delhi: Prentice Hall.
Course Outcomes (COs)
1. Understanding the services gap model.
2. Assess the financial and healthcare services.
3. Synthesize the IT and professional services marketing strategies.
4. Evaluate the logistics marketing strategies.
5. Understand concepts of tourism services marketing.
6. Understand concepts of educational services marketing.
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students
Course Title : Security Analysis and Portfolio Management Credits: 03
Course Code : MBAFM3307 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: : Students are to be aware of basics of stock exchanges and functions of
stock exchanges in India
Course Objectives:
The course is designed to impart the knowledge and thorough understanding of Investment
process and knowledge about financial markets and to provide the conceptual insights into
the valuation of securities. The course provides the insight about the relationship of the risk
and return and calculation of risk and return with the mixture of variety of assets. The
course inculcates the knowledge about Fundamental and Technical analysis and usage of
charts for better understanding of Investment and Portfolio construction, evaluation and
revision process.
Investment and Securities Market
Unit No: 1
Duration: 8 Hrs
Attributes, Economics vs. Financial Investment, Investment and Speculation, Features of a
good Investment, Investment Process. Primary markets, modes of raising funds in primary
markets, Secondary markets, Major players in primary and secondary market, Functioning
of Stock exchanges in India, Trading and settlement procedure, Types of stock market
Indices.
Valuation of Securities Unit No: 2
Duration 10 Hrs
Bond- Bond features Types of Bonds, bond management strategies, Bond valuation, and
duration of bond. Preference shares: Concept features yield. Equity Shares: Concept,
Valuation, Dividend valuation model.
Risk and Return Concept Unit No: 3
Duration: 12 Hrs
Analysis of Risk & Return, Systematic risk and Unsystematic risk, Calculation of risk and
return Portfolio Risk and return: Expected returns of portfolio, Calculation of Portfolio Risk
and Return, Portfolio with two assets, Portfolio with more than two assets.
Fundamental Analysis and Technical Analysis
Unit No: 4
Duration: 10 Hrs
EIC framework, Business Cycle. Company Analysis: Financial statement analysis, Ratio
analysis, Technical Analysis: Concept, Theories; Dow Theory, Eliot wave theory, Charts:
Types, Trend and Trend reversal patterns, Mathematical Indicators: Moving Averages,
ROS, RSI and Market Indicators
Modern portfolio theory and Portfolio Performance
Evaluation
Unit No: 5
Duration: 10 Hrs
Portfolio management and Modern portfolio theory: Asset allocation decision,
Diversification, Markowitz model, portfolio selection, opportunity set, efficient frontier.
Capital Asset Pricing model: Assumption, SML, CML, SMLvs.CML Arbitrage Pricing
Theory: Arbitrage, Equation, APT and CAPM Portfolio Evaluation: Mutual funds, types of
Mutual funds Treynor, Sharpe, and Jenson measures Portfolio Management strategies:
Active and passive portfolio management strategy Portfolio Revision: Formula plans,
Rupee cost averaging..
Text Books:
1. Pandian, P. (2005). Security Analysis and Portfolio Management. In P. Pandian,
Security Analysis and Portfolio Management. Vikas Publications
2. Bhalla. (2011). Investment Management. In Bhalla, Investment Management. Chand.
Reference Books
1. Alexanderm Sharpe, B. (2010). Fundementals of investment. In B. Alexanderm Sharpe,
Fundementals of investment. PHI
2. Chandra, P. (2010). Investment Analysis and Portfolio Management. In P. Chandra,
Investment Analysis and Portfolio Management. Tata McGraw Hill.
3. Singh, P. (2010). Investment Management. In P. Singh, Investment Management.
Himalaya Publishing House
Course Outcomes (COs)
1. State various investment avenues available in the securities market for Investment
2. Demonstrate how to apply the valuation techniques for different securities and bonds
3. Understand and demonstrate the calculation of risk and return of securities
4. Demonstrate how to construct, evaluate and revise the portfolio
5. Critically understand and evaluate the basic functioning of Stock exchanges
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Advanced Financial Management Credits: 03
Course Code : MBAFM3308 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: : Students need to be aware of the basics of financial management to
understand the advanced concepts
Course Objectives:
The course will help the students learn advanced theories of financial Management and give
a better understanding about financial decision making.
Working capital management and Inventory Management
Unit No: 1
Duration: 7 Hrs
Determination of level of current assets, Sources for financing working capital, Bank finance
for working capital, Working capital leverages. (No problems on estimation of working capital)
Self Learning Topic: Factors effecting working capital requirement
Cash Management
Unit No: 2
Duration: 13 Hrs
Forecasting cash flows – Cash budgets, long term cash forecasting, monitoring collections and
receivables, optimal cash balances – Baumol model, Miller-orr model, Strategies for managing
surplus fund
Receivables Management Unit No: 3
Duration: 10 Hrs
Credit management through credit policy variables, marginal analysis, Credit evaluation:
Numerical credit scoring and discriminate analysis. Control of accounts receivables, Problems
on credit granting decision (basic problems only).
Capital Structure Decisions
Unit No: 4
Duration: 10 Hrs
Capital structure & market value of a firm. Theories of capital structure – NI approach, NOI
approach, Modigliani Miller approach, traditional approach. Arbitrage process in capital
structure. Planning the capital structure: EBIT and EPS analysis. ROI & ROE analysis.
Dividend Policy Unit No: 5
Duration: 10 Hrs
Theories of dividend policy: relevance and irrelevance dividend decision. Walter’s & Gordon’s
model, Modigliani & Miller approach. Dividend policies – stable dividend, stable payout and
growth. Bonus shares and stock split corporate dividend behavior. Legal and procedural
aspects of dividends Corporate Dividend Tax.
Text Books:
1. Financial Management - Prasanna Chandra, 8/e,TMH, 2011.
2. Financial Management - M.Y. Khan & P.K. Jain, 6/e, TMH, 2011.
3. Financial Management - I.M. Pandey, 10/e, Vikas, 2011.
Reference Books:
1. Financial Management : Comprehensive Text Book with Case Studies – Ravi M. Kishore,
7/e, Taxmann
2. Financial Management: Theory & Practice - Brigham & Ehrhardt, 10/e, Cenage Learning,
2004.
3. Corporate Finance: Ross, Westerfield & Jaffe,– TMH – 8/e, 2010
4. Financial Management & Policy - Vanhorne, 12/e, Pearson
Course Outcomes (COs)
1. Understand the optimal level of current assets and remember various short and long term
sources of finance available to finance working capital.
2. Forecast the cash requirements, analyze various theories for determining optimal cash level
and evaluate strategies for managing surplus cash.
3. Evaluate different credit granting decisions and understand pricing of raw materials,
determine inventory level.
4. Analyze various theories of capital structure and plan for capital structure by applying EBIT-
EPS analysis.
5. Apply various theories of dividend decision, Evaluate different dividend policies and
understand the issues and remedies for sick units.
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Mergers and Acquisition Credits: 03
Course Code : MBAFM3309 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: Students need to be aware of different forms of organizational restructuring
strategies for achieving corporate excellence and to assess human and cultural aspects of
M&A.
Course Objectives:
The course facilitate understanding of corporate merger and acquisition activity and
restructurings, the course helps students to understand the strategic importance of mergers and
acquisitions in modern business organization. Students will be able to examine the role that
M&A plays in the contemporary corporate world and its use a strategic tool to provide growth
and to create shareholder value. The course facilitates to compare and contrast the various
forms of corporate restructuring. The course is designed to expose students to the legal and
regulatory framework of mergers and acquisitions.
Mergers- Types of Mergers Unit No: 1
Duration: 9 Hrs
Theories of merger-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- Impact of M& A on stakeholders. A strategic perspective-
Industry life cycle and product life cycle analysis, SWOT analysis, BCG Matrix, Porter’s five
forces model
Corporate Restructuring and Takeover Defenses Unit No: 2
Duration: 10 Hrs
Corporate restructuring – 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) Takeover defenses –
financial defensive measures – Coercive offers and defense – anti-takeover amendments –
poison pill defense
Merger Process Unit No: 3
Duration: 9 Hrs
Merger Process- Dynamics of M&A process- identification of targets- negotiation- closing of
the deal. Five stage model- Due diligence- Types – due diligence strategy and process- due
diligence challenges Process of merger integration- Organizational and human aspects-
managerial challenges of M&A
Methods of Financing Mergers
Unit No: 4
Duration: 14 Hrs
Cash offer, share exchange ratio – mergers as a capital budgeting decision. Synergies from M
& A: Operating & Financial Synergies Accounting for amalgamation- amalgamation in the
nature of merger and in the nature of purchase- Pooling of interest method- procedure laid
down under Indian companies act of 1956
Legal Aspects Unit No: 5
Duration: 8 Hrs
Legal aspects of Mergers/amalgamations and acquisitions/takeovers- Combination and
companies Act-Competition commission of India (CCI)- CCI procedure in regard to the
transactions of business relating to combination of regulations 2011- Scheme of
Merger/Amalgamation – essential features of the scheme of amalgamation- approvals for the
scheme- procedure- Acquisitions’/ Takeovers- Listing agreements- The SEBI Substantial
Acquisition of Shares and Takeover code
Text Books:
1. Aswath Damodaran – (2011), Corporate Finance-Theory And Practice. In Aswath
Damodaran –,Corporate Finance-Theory And Practice, John Wiley & Sons
2. Bhagaban Das, Debdas Raskhit and Sathya Swaroop Debasish(2009). Corporate
Restructuring. In Bhagaban Das, Debdas Raskhit and Sathya Swaroop Debasish,
Corporate Restructuring. Himalaya Publications.
Reference Books:
1. Chandrashekar Krishna Murthy &Vishwanath. S.R (2012) Merger Acquisitions &
Corporate Restructuring. In Chandrashekar Krishna Murthy &Vishwanath, Merger
Acquisitions & Corporate Restructuring. Sage Publication
2. Sudarsanam, S. (2010). Value Creation from Mergers & Acquisitions. In S.
Sudarsanam, Value Creation from Mergers & Acquisitions. Pearson.
Course Outcomes (COs)
1. The student will be able to understand and explain strategic development models to Mergers
and Acquisitions.
2. The student will be able to identify and demonstrate different forms of corporate
restructuring in practice.
3. The student will be able to calculate and Interpret the value of Target firm
4. The student will be able to illustrate and analyze of how modern business Organizations
achieve fast inorganic growth through mergers and acquisition strategies with proper
evaluation
5. The student will be able to apply and analyze the legal implications of Mergers and
Acquisitions in creating profitable and ethical deal for the corporate houses
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
- Black Board Teaching
- Power Point Presentation
- Class Room Exercise
Assessment Methods
- Internal Assessment Test
- Assignments
- Case Studies
- Quizzes
- Workshops
- Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
Two IA tests
Average of Two
Assignments Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all student
Course Title : Compensation Management Credits: 03
Course Code : MBAHR3310 L:T:P 35-15-0
Course Type: Management Semester :3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: The student should have basic knowledge about human resource management
and compensation.
Course Objectives:
The emphasis of this course is on the managerial level concepts and practices of compensation
and benefits administration with emphasis on current theories of compensation and benefits
trends, cost, value and systems. Focus is given to, the changing nature of compensation and
benefits, changing expectations of employees and competitive needs of employers and
evolving trends in performance and pay realignment to the strategic objectives of the
organization. The course provides each student with an experiential opportunity to develop the
managerial skills necessary to design and understand the performance based compensation and
benefit programs for an organization.
Introduction To Compensation Unit No: 1
Duration: 7 Hrs
Definition of Compensation, The Pay Model, Strategic Pay Policies, Strategic Perspectives of
Pay, Strategic Pay Decisions, Best Practices vs. Best Fit Options.
Defining Internal Alignment Unit No: 2
Duration: 13 Hrs
Definition of Internal Alignment, Internal Pay Structures, Strategic Choices In Internal
Alignment Design, Which Internal Structure Fits Best? Job Analysis and Evaluation: Why
Perform Job Analysis?, Job Analysis Procedures, Job Analysis Data Collection Process, Job
Descriptions, Definition of Job Evaluation, Major Decisions In Job Evaluation, Job Evaluation
Methods.
Determining External Competitiveness and Benefits Unit No: 3
Duration: 12 Hrs
External Competitiveness: Definition of Competitiveness, Pay Policy Alternatives, Wage
Surveys, Interpreting Survey Results, Pay Policy Line, Pay Grades. Benefits: Benefits
Determination Process, Value of Benefits, Legally Required Benefits, Retirement, Medical, &
Other Benefits.
Performance Based Compensation System
Unit No: 4
Duration: 12 Hrs
Pay For Performance (PFP): Rewarding Desired Behaviors, Does Compensation Motivate
Performance? Designing Pay For Performance Plans. Compensation of Special Groups: Who
are Special Groups? Compensation Strategies For Special Groups.
Global Compensation: Recognizing Variations, Strategic Choices In Global Compensation,
components of expatriate pay, approaches to expatriate Pay.
Laws in compensation Unit No: 5
Duration: 6 Hrs
Payment of Bonus, Payment of Wages, Minimum wages act, Equal Remuneration act, EPF
Act, ESI Act.
Text Books:
1. G.T. Milkovich. ‘Compensation Management’. 6th
edition. Irwin/Tata McGraw Hill.
2. BD Singh. Compensation & Reward Management. (2012). 2nd
edition. Excel BOOKS.
Reference Books:
1. Joseph J. Martocchio. Strategic Compensation. 3rd Edition. Pearson Education
2. Richard I. Anderson. Compensation Management in Knowledge based world. 10th
edition. Pearson Education
3. Er Soni Shyam Singh. Compensation Management. Excel Books.
Course Outcomes (COs)
1. Describe the strategic importance of compensation and its link to business strategy.
2. Make use of job analysis and job evaluation methods to design compensation which has
internal equity.
3. Design externally competitive compensation pay packages.
4. Design pay for performance plan to motivate employee to perform.
5. Implement and administer laws relating to compensation. Design expatriate pay to meet
the global competition.
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Performance Management & Competency Mapping Credits: 03
Course Code : MBAHR3311 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: Students should refresh Performance appraisal concepts studied in the second
semester Human resource management subject.
Course Objectives:
The course aims to Gain a working knowledge of performance management systems and
competency mapping; Gain an enhanced ability to communicate effectively on issues relating
to performance management; Learn appropriate terminologies and practices regarding
performance management ;Learn effective techniques for conducting an effective performance
appraisal; Acquire ability to design performance standards for measuring the performance of
the employees & their development.
Introduction to Performance Systems Unit No: 1
Duration: 10 Hrs
Definition of Performance Management (PM) The Performance Management Contribution
Disadvantages/Dangers of Poorly Implemented PM Systems Definition of Reward Systems
Aims and Role of PM Systems Characteristics of Ideal PM System Integration with Other
Personnel and Development Activities. Performance Management Process, Definition and
Purposes of Strategic Planning Process of Linking Performance Management to the Strategic
Plan Building Support.
Performance Measuring Unit No: 2
Duration: 10 Hrs
Performance Determinants, Performance Dimensions, Measuring – Results and Behaviors,
Appraisal Characteristics - Appraisal Forms, Determining Overall Rating, Appraisal Period and
Number of Meetings, Who Should Provide Performance Information, A Model of Rater
Motivation, Preventing Rating Distortion through, Rater Training Programs.
Implementing a Performance Management System Unit No: 3
Duration: 10 Hrs
Preparation: Communication Plan, Appeals Process, Training Programs for the Acquisition of
Required Skills, and Pilot Testing, Pilot Testing, Ongoing Monitoring and Evaluation.
Coaching, Coaching Styles, and Coaching Process Performance Review Meetings, Coaching
Style, Preventing Defensiveness
Competency Method in Human Resource Management
Unit No: 4
Duration: 8 Hrs
Competency – Concept, Meaning, historical development, definitions. Types/Classification and
usage of competencies at entry and mid career level. Competency Mapping – Meaning,
purpose and Benefits, approaches to mapping, Competency mapping at different levels –
Corporate companies/institutions, HR interview and Individual level. Competency
Management framework
Competency Mapping procedures and steps
Unit No: 5
Duration: 12 Hrs
Competency mapping procedures and steps - business strategies, performance criteria, criteria
sampling, tools for data collection, data analysis, validating the competency models, short cut
method, mapping future jobs and single incumbent jobs, using competency profiles in HR
decisions. Developing competency models from raw data: Methods of data collection for
mapping, Methods of Competency Mapping. Data recording, analyzing the data, content
analysis of verbal expression, validating the competency models.
Text Books:
1. Dr. Herman Aguinis- (2012).Performance Management improvement (3e) Prentice
Hall
2. Robert Bacal (2012). Performance Management 2/E, McGraw-Hill Professional
3. Lance A. Berger & Dorothy R. Berger. The Talent Management Hand Book. Tata
McGraw Hill
4. Lyle M. Spencer, Signe M. Spencer. John. (1993). Competence at work. Wiley.
5. Seema Sangi. (2004). A Handbook of Competency Mapping. Response Books
6. .Naik G.P. (2010). Competency mapping, Assessment and Growth. IIHRM.
Reference Books:
1. R.K. Sahu- (2007).Performance Management System, First Edition, Excel Books
2. BD Chowdhary, Subir. The Talent Era. Pearson Education. New Delhi.
Course Outcomes (COs)
1. Prepare students to design an organizations performance management process that is
compliant with law and supports organizational mission and strategy
2. Employ job-related performance standards and performance indicators that reflect the
employees’ range of responsibilities
3. Assess how increased employee involvement can contribute to effective performance
and coach employees to identify career paths and resources available to support
individual development.
4. Identify and communicate appropriate actions with employees based on their
performance strengths and weaknesses
5. Assess various appraisal methods used in local companies
6. Develop competency profiles.
7. Make informed and justifiable decisions on the choice of selection methods with due
regard for reliability, validity, fairness and equal opportunities;
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Management of Industrial Relations Credits: 03
Course Code : MBAHR3312 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: Students need to be aware of the role of Industrial relations and Labor laws in
Indian context.
Course Objectives: This course demonstrates an understanding of the perspectives, theories,
and concepts in the field of labor and employment relations
Industrial Relations Unit No: 1
Duration: 10 Hrs
Industrial Relations – 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, ILO and its influence on Legal enactments in India. Grievance procedure and
Discipline management: Grievance - Meaning and forms, sources of grievance, Grievance
procedures, model grievance procedure. Discipline - Causes of Indiscipline - Maintenance of
discipline. Principles of Natural Justice, Judicial approach to discipline, Domestic enquiries,
Disciplinary procedures, approaches to manage discipline in Industry, Principles of Hot stove
rule.
Trade Union in India Unit No: 2
Duration: 10 Hrs
Meaning, trade union movement in India, The role of the Trade Unions in Modern Industrial
Society of India, functions of trade unions, objectives of trade unions, Difference between a
registered and a recognized Trade Union, problems of trade unions, future trends of trade union
movement in India. The Trade Union Act, 1926. Collective Bargaining: Definition, Meaning,
functions, Nature, essential conditions for collective bargaining, collective bargaining process,
prerequisites for collective bargaining, implementation and administration of agreements.
Negotiations-Types of Negotiations-Problem solving attitude, Techniques of negotiation,
negotiation process, essential skills for negotiation, Workers Participation in Management
Employment Laws Unit No: 3
Duration: 10 Hrs
Factories Act 1948, Industrial Disputes Act, Industrial Employment (Standing orders) Act.
Social Security Laws
Unit No: 4
Duration: 10 Hrs
Maternity benefit Act, 1961, Workmen’s compensation Act, 1923, Payment of Gratuity Act
1972, Employees’ Provident Fund and Miscellaneous Provisions Act 1952, 1946 Employees’
State Insurance (ESI) Act, 1948
Laws in Compensation Unit No: 5
Duration: 10 Hrs
Payment of Bonus Act, 1965. Payment of Wages Act, 1936, Child Labour (Prohibition &
Regulation) Act, 1986
Text Books:
1. Monappa, A. (1985). Industrial Relations (1 ed.). New Delhi: Tata McGraw-Hill
Education.
2. Singh, B. (2008). Labour Laws for Managers (2 ed.). New Delhi: Excel Books.
Reference Books:
1. Singh, P. (2011). Employee Relations Management (2 ed.). New Delhi: Pearson.
Course Outcomes (COs)
1. To enable the students to define and list and memorize the fundamental concepts of
Industrial Relations and Labor law
2. To make students describe the principles of industrial relations and develop an
awareness of the significance of Industrial Peace
3. To make students demonstrate the conceptual basis of industrial relations in India
4. To make students compare and examine the labor law and its importance to the
organization
5. TO enable the students to appraise and evaluate the implications of labor law
compliance to an organization
6. To help students formulate and design effective HR policies and procedures in the
organization
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Entrepreneurial Management Credits: 03
Course Code : MBAED3313 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: Students should have basic knowledge about entrepreneurship and
management.
Course Objectives: This course explores the approach entrepreneurs use in identifying
opportunities and creating new ventures; the analytic skills that are needed to practice this
approach; and the background knowledge and managerial skills that are necessary for dealing
with the security issues valued in starting, growing and harnessing the value of new ventures.
Entrepreneurial Development Perspective
Unit No: 1
Duration: 10 Hrs
Concepts of Entrepreneurship Development, Evolution of the concept of Entrepreneur,
Entrepreneur Vs. Intrapreneur, Entrepreneur Vs. Entrepreneurship, Entrepreneur Vs. Manager,
Attributes and Characteristics of a successful Entrepreneur, Role of Entrepreneur in Indian
economy and developing economies with reference to Self-Employment Development,
Entrepreneurial Culture
Creating Entrepreneurial Venture Unit No: 2
Duration: 10 Hrs
Business Planning Process, Environmental Analysis - Search and Scanning, Identifying
problems and opportunities, Defining Business Idea, Basic Government Procedures to be
complied with.
Project Management Unit No: 3
Duration: 10 Hrs
Technical, Financial, Marketing, Personnel and Management Feasibility, Estimating and
Financing funds requirement - Schemes offered by various commercial banks and financial
institutions like IDBI, ICICI, SIDBI, SFCs, Venture Capital Funding.
Entrepreneurship Development and Government
Unit No: 4
Duration: 10 Hrs
Role of Central Government and State Government in promoting Entrepreneurship -
Introduction to various incentives, subsidies and grants - Export Oriented Units - Fiscal and Tax
concessions available , Role of following agencies in the Entrepreneurship Development -
District Industries Centers (DIC), Small Industries Service Institute (SISI), Entrepreneurship
Development Institute of India (EDII), National Institute of Entrepreneurship & Small Business
Development (NIESBUD), National Entrepreneurship Development Board (NEDB)
Women Entrepreneurs Unit No: 5
Duration: 10 Hrs
Reasons for Low / No Women Entrepreneurs, Role, Problems and Prospects. The FOUR
Entrepreneurial Pitfalls (Peter Drucker)
Text Books:
1. Poornima Charantimat (2015) Entrepreneurship and small business development- -
Pearson.
2. Anilkumar, S. C. Poornima, Abraham, Jayashree (2010) Entrepreneurship Development ––
Newage international.
3. Mahendra Ramasinghani (2012) The business of venture capital – Wiley.
Reference Books:
1. Entrepreneurs: Talent, Temperament, Technique 2nd Edition. By – Bolton, Bill and John,
Thompson. Butterworth-Heinemann, MA. 2004. ISBN: 978-81-312- 1366-7
2. Unleashing your Entrepreneurial Potential. By – Raghu Nanadan. Response Business Book
from Sage, New Delhi.2009. ISBN: 978-81-7829-908-2 Peter Drucker: Innovation and
Entrepreneurship – Practice and Principles, Affiliated East West Press, 1986
3. John Mullins: New Business Road Test, Prentice Hall, 2004
Course Outcomes (COs)
1. Understand the issues involved in entrepreneurship development.
2. Able to evaluate opportunities for a new venture.
3. Demonstrate the ability to prepare a business plan for a venture.
4. Get insights into their creative, entrepreneurial and team skills.
5. To equip them with a platform to develop an entrepreneurial venture.
6. Make them aware of prospects for women entrepreneurship
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
PO – 7: Ability to acquire entrepreneurial competencies to create value for the society at
large.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of two
IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Entrepreneurship Creativity and Innovation Credits: 03
Course Code : MBAED3314 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: Students need to be aware of basic of entrepreneurship and its types
Course Objectives: The course is designed to understand the relationship between
Entrepreneurship Creativity and Innovation. The course will help the students develop
entrepreneurial skills
Innovation, Creativity and Entrepreneurship
Unit No: 1
Duration: 7 Hrs
Innovation creativity meaning and concept. Innovation, Creativity and Entrepreneurship the
linkage. Process of creativity, creative thinking and lateral thinking
The practice of Innovation
Unit No: 2
Duration: 10 Hrs
Systematic entrepreneurship, purposeful innovation. Seven sources for innovative
opportunities- the unexpected-in congruities-process needs-industry and market structure-
demographics- changes in perception- new knowledge. Principles of innovation
Creativity
Unit No: 3
Duration: 10 Hrs
Sources of new idea- consumers- existing products and services-distribution channels-
government- research and development. Methods of generating ideas- focus group-brain
storming-problem inventory analysis.
Creative problem solving
Unit No: 4
Duration: 13 Hrs
Brain storming, reverse Brain storming, brain writing, Gordon method, checklist method, free
association, forced relationships, collective note book method, attributes listing, Big Dream
approach. Parameter analysis, opportunity recognition. Product planning and development
process, establishing evaluation criteria at idea stage- concept stage-product development stage-
test marketing stage.
E-commerce Unit No: 5
Duration: 10 Hrs
Business start-up using e-commerce, creativity, website, tracking customer details, doing e-
commerce as an entrepreneurial company
Text Books:
1. Robert D. Hisrich, Michael Peters and Dean A Shepherd, Entrepreneurship, 6th edition,
McGraw-Hill.
2. Peter F. Drucker, Innovation and Entrepreneurship (1993) Harper Business
3. Madhurima Lall, Shikha Sahai, Entrepreneurship, 2nd
edition, Excel books
Reference Books:
1. Poornima Charantimat (2015) Entrepreneurship and Small Business development- -
Pearson.
Course Outcomes (COs)
1. The student will be able to link between creativity innovation and entrepreneurship
2. Evaluate the sources of innovation
3. Understand the sources of idea generation
4. Apply the methods of creative problem solving
5. Understand the role of E-commerce in relation with creativity
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
PO – 7: Ability to acquire entrepreneurial competencies to create value for the society at
large.
Course Delivery Methods
- Black Board Teaching
- Power Point Presentation
- Class Room Exercise
Assessment Methods
- Internal Assessment Test
- Assignments
- Case Studies
- Quizzes
- Workshops
- Semester End Examination (SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Social Entrepreneurship Credits: 03
Course Code : MBAED3315 L:T:P 35-15-
0 Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: : Students familiar with the emerging form businesses, often referred to as
Social Enterprise or Social Business
Course Objectives:
The course has a twofold objective that of invoking the academic interest on social
enterprises and of motivating youth to embrace social entrepreneurship as a professional
choice. The course is structured to give adequate lead both in academic and professional
terms, so that the participants of the course will have clarity in terms of how they need to go
ahead if they choose to opt for social entrepreneurship for long time engagement.
. Concept of Social Entrepreneurship Unit No: 1
Duration: 10 Hrs
Concept of Social Entrepreneurship, Evolution of Social Enterprises, Economic and
Social Rationale, Theoretical Perspectives on Social Enterprises, Social Enterprises in
India
Establishment of Social Entrepreneurship Unit No: 2
Duration 10 Hrs
Establishment, Resource mobilization, challenges and strategies; Strategy formulation
combining the social agenda with business interest.
HR Issues in Social Entrepreneurship Unit No: 3
Duration: 10 Hrs
Human Resource: Leadership , nature, role and issues of governance; The workforce
finding the right mix of professional competence and social concern, retention
strategies, career development.
Operational issues in Social Entrepreneurship Unit No: 4
Duration: 10 Hrs
Operational Issues: Building the clientele base; Relations with Government and For
profit businesses, appropriation of surplus; Issues of sustainability, expansion and
diversification.
The Business Plan as an Entrepreneurial Tool
Unit No:
5
Duration: 10 Hrs
The Business Plan as an Entrepreneurial Tool, Financial Projections: how to do them
the right way, Debt, Venture Capital and other forms of Financing, Sources of External
Support, Development Entrepreneurial Marketing: Competencies, Networks and
Frameworks
Text Books:
1. Poornima Charantimat (2015) Entrepreneurship and small business development-
Pearson.
2. Khanka S.S (2009) Entrepreneurial Development, S.Chand, New Delhi
3. Kumar S. Anil (2012), Entrepreneurship Development, New Age, New Delhi
Reference Books
1. Morse, Eric A (2007), Cases in Entrepreneurship: The Venture Creation Process, Sage
South Asia, New Delhi
2. Naidu, (2008), Management and Entrepreneurship, PHI, New Delhi
Course Outcomes (COs)
1. Understanding the nature and basic concepts of Entrepreneurship
2. Analysis and identifying opportunities for new ventures
3. Handling the operational issues in Social entrepreneurship
4. Understand the techniques of establishment of social entrepreneurship
5. Understanding the environmental factors affecting entrepreneurship.
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
PO – 7: Ability to acquire entrepreneurial competencies to create value for the society at
large.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of two
IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students.
Course Title : Managing E-Business Credits: 03
Course Code : MBAIT3316 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: : Students are required to be aware of the basics of e-business and technology
Course Objectives:
This course is aimed at developing an understanding of emerging e-business paradigms, with
special reference to various issues and concerns imperative to implementation of e-business
strategies. The course will focus on analysis of factors responsible for successes and failures of
e-business initiatives.
Managing businesses electronically Unit No: 1
Duration: 9 Hrs
E-Business and E-Commerce. Role of transactions on the electronic media. Growth of E-
Business in an organization. Impact of E-Business on industries; Components of E-Business
technology; Role of websites and Internet in E-Business. Emerging technologies for E-
Business solutions.
Introduction to e-Commerce Unit No: 2
Duration: 13 Hrs
Role of EDI in e-Commerce. Different types of e-Commerce. Emerging paradigms of e-
commerce – M-Commerce, T-Commerce, and WAP. Knowledge management in the e-
Commerce Era. Indian e-Commerce Scenario; IT Act; Indian Convergence Bill; Cyber
Appellate.
Electronic Payment Systems Unit No: 3
Duration: 12 Hrs
Electronic Payment Systems. Paying via the Net. Payment Protocols; Payment Gateways;
Payment and Content Management; Role of ASPs in Payment via the Net. Security and
Privacy Issues related to E-Commerce. On-line, Pre-paid and post-paid Electronic Payment
Systems. Architectural Framework for E-Business.
Implementing B-2-B E-Commerce Unit No: 4
Duration: 10 Hrs
Supply-Chain Integration; Enterprise Application Integration. E-Commerce Value Chain.
Internet Business Models; Internet Business Strategy; Implementation Strategies. Search
Engines and Internet Advertising. Building Virtual Communities.
Building e-Alliances Unit No: 5
Duration: 6 Hrs
Business Exchanges and Intermediaries. E-Business Strategies and Economies of E-Business.
Text Books:
1. E-Commerce: An Indian Perspective, P. T. Joseph, Prentice Hall, 4th Edition, 2013.
2. The E-Business revolution: Living and working in an interconnected world. Amor, D.
(2000). New Jersey: Prentice Hall Inc.
3. Electronic commerce: Framework, technologies and applications (3rd ed.) Bhaskar, B.
(2009). New Delhi: Tata McGraw Hill Education.
Reference Books:
1. Electronic Commerce: A Simplified Approach, Munesh Chandra Trivedi, Jaico
Publishing House, 2011.
2. E-Business and e-commerce management (3rd ed.) Chaffey, D.(2007)..Pearson
Education.
3. Management Information Systems, 10th Edition, By James O'Brien and George
Marakas
4. MIS, Managing Information systems in business government and society by Rahul De,
Wiley india publication
Course Outcomes (COs)
1. To understand the use of technology in managing business electronically
2. To understand the application and reach of e-commerce in India
3. To evaluate various e-payment alternatives
4. To evaluate the methods to build e-alliances
5. To understand B-2-B e-commerce
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6. Semester End Examination (SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students
Course Title :Strategic Management of Information
Technology
Credits: 03
Course Code : MBAIT3317 L:T:P 35-15-0
Course Type: Management Semester : 3 Div: CIE Marks: 50
50 Hours/Week: 4 Total Hours: 50 SEE Marks:50
Pre-requisites: Students needs to be aware of the concept of information systems used in
business.
business
Course Objectives:
This course is designed to help students to understand the importance of managing
Technology, innovation and change at the firm’s level and also at the national level
Using Technology to Transform the Organization Unit No: 1
Duration: 10 Hrs
Information Technology in workplace, what is information technology, Transforming organizations,
Information technology and the manager, The challenge of change, six major Trends, Interpreting
and understanding information, Nature of Information, A model for interpreting information,
characteristics of information, from information to knowledge, the decision making process,
problem finding and solving, frame work of information technology, changing technology and
applications, processing transactions, decision support, executive IS an expert systems
Information Systems and Management Strategy Unit No: 2
Duration: 10 Hrs
The competitive environment of business, partnering for mutual benefit, Bargaining power of
suppliers, bargaining power of buyers and customers, industry regulations, Using IT for computing,
competing on low cost, competing on differentiation, Information Goods, properties of information
goods, Technology lock-in and switching costs, Network Externalities, Tippy Markets, Information
system and competitive strategy, the value chain, information systems for value chain activities,
Global Trends in Technology Management
Strategic Issues of Information Technology Unit No: 3
Duration: 8 Hrs
Information Technology and corporate strategy, the value chain, A frame work for the strategic use
of IT, capitalizing on Information Technology, creating and sustaining a competitive edge, IT with
the business environment, Managing Information Technology
System Alternatives and Acquisition Unit No: 4
Duration: 12 Hrs
The Industry, To Buy or Not: Major Applications, The Service Industry, Pros and cons of
outsourcing strategies for acquiring equipment and services, evaluating performance , acquiring
computers, Dealing with obsolescence, Dedicated Application packages, establishing criteria,
Making a final decision, Enterprise software packages, packages for PCs, System Analysis and
Design, A system design life cycle, Spiral Model of Development, Enhancing the life cycle:
packages and other nontraditional techniques
Technology Environment Unit No: 5
Duration: 10 Hrs
Technology Environment, Science & Technology in India, R&D, Technology Missions, Trade
Policy and other Policies, Linkages, Technology Support System Financing ,Venture Capital,
Technology Gaps and needs Evaluation of Technology Option Ruts, R & D Resource Management.
Text Books:
1. Henry C. Lucs, Jr. 7th Edition, Information Technology for Management, Tata McGraw-Hill
2. Kenneth C. Laudon, Pearson, 12th Edition, Management Information Systems,
Reference Books
1. Rahul De, Managing Information Systems in Business, Government and society, Wiley India
2. James O'Brien and George Marakas, 10th Edition, Management Information Systems
Course Outcomes (COs)
1. Understand the risks and benefits of digitized processes and think strategically about
whether to perform those processes internally or externally
2. Understand why some firms are better able to convert their IT investments into
business value and identify steps to ensure effective IT decision making
3. Understand from a business perspective how to generate business value from IT
investments.
4. Understand how IT will shape future businesses and be prepared to contribute to
enterprise architecture;
5. Identify proper processes to control and manage growth
Program Outcome of this course (POs)
PO – 1: Apply knowledge of management theories and practices to solve business
problems.
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 3: Ability to develop value based leadership ability.
PO – 4: Ability to understand, analyze and communicate global, economic, legal and ethical
aspects of business
PO – 5: Ability to lead themselves and others in the achievement of organizational goals,
contributing effectively to a team environment.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
1. Black Board Teaching
2. Power Point Presentation
3. Class Room Exercise
Assessment Methods
1. Internal Assessment Test
2. Assignments
3. Case Studies
4. Quizzes
5. Workshops
6.Semester End Examination ( SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 50 25 5 5 5 10
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 20 Marks
Scheme of Semester End Examination (SEE)
- It will be conducted for 100 marks of 3 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 40 (out of 100 marks)
- Question paper contains four parts.
o Part A contains three marks questions students have to answer five questions out of
seven questions.
o Part B contains seven marks questions, students have to answer five questions out of
seven questions.
o Part C contains ten marks questions, students have to answer three questions out of
four questions.
o Part D contains twenty marks, this is compulsory to answer for all students
Course Title : Skill Development 3 Credits: 01
Course Code : MBA319 L:T:P 15-10-0
Course Type: Management Semester : 3 Div: CIE Marks: 25
50 Hours/Week: 2 Total Hours: 25 SEE Marks:25
Pre-requisites: The students should have basic logical reasoning.
Course Objectives:
The course is designed to develop employability skills of the student.
Oral Communication
Unit No: 1
Duration: 7 Hrs
Voices and Speech
Vocabulary
Written Communication
Unit No: 2
Duration: 13 Hrs
Sentence completion
Para-jumbles
Group Discussion
Unit No: 3
Duration: 12 Hrs
Group Discussion (O)
Group Discussion Mock
Personal Interview Unit No: 4
Duration: 9 Hrs
Personal Interview (O)
Recruitment Essentials
Personal Interview Mock
Course Outcomes (COs)
1. Able to communicate effectively
2. Able to crack interviews..
Program Outcome of this course (POs)
PO – 2: Foster analytical and critical thinking abilities for data based decision making.
PO – 6: Ability to make use of relevant skills acquired during the programme for career
advancement.
Course Delivery Methods
- Black Board Teaching
- Power Point Presentation
- Class Room Exercise
Assessment Methods
- Internal Assessment Test
- Assignments
- Case Studies
- Quizzes
- Workshops
- Semester End Examination (SEE)
Scheme of Continuous Internal Evaluation (CIE)
Components Average of
two IA tests
Average of Two
assignments
Quiz Case Study Workshop
Maximum Marks : 25 10 4 3 3 5
- Internal Assessment Tests, Assignment, Case studies, Workshops, Quizzes are compulsory.
- Minimum marks required to qualify for SEE: 10 Marks
Resume Building
Unit No: 5
Duration: 9 Hrs
Resume Building (O,M)
Resume Building Mock
Text Books:
1. FACE reading and learning material
Scheme of Semester End Examination (SEE)
- It will be conducted for 50 marks of 2 hours duration. It will be reduced to 50 marks for the
calculation of SGPA and CGPA.
- Minimum marks required in SEE to pass: 20 (out of 50 marks)
- Question paper contains four parts.
o Part A contains one mark questions students have to answer five questions out of
seven questions.
o Part B contains 3 marks questions, students have to answer five questions out of
seven questions.
o Part C contains 5 marks, this is compulsory to answer for all students.