Final Scheme and Syllabus MBA 4 semester.pdf

J. C. BOSE UNIVERSITY OF SCIENCE AND TECHNOLOGY
YMCA, FARIDABAD
MBA (DUAL SPECIALIZATION)
SCHEMEAND SYLLABI
W.E.F BATCH 2020-2021
DEPARTMENT OF MANAGEMENT STUDIES

2
VISION OF THE DEPARTMENT
To build aspiring managers and entrepreneurs possessing good analytical skills and leadership
qualities for effective decision making to contribute to the society and the nation.
MISSION OF THE DEPARTMENT
• To provide learning environment to young aspirants by introducing innovative industry-
based curriculum.
• To facilitate updated research facilities for inculcating analytical abilities.
• To educate effective managerial skills for transformation of raw minds into effective
managers and entrepreneurs.

3
OVERVIEW OF DEPARTMENT OF MANAGEMENT STUDIES
The Department of Management Studies is one of the faculties of J.C. Bose University of Science
and Technology, YMCA formerly known as YMCA University of Science and Technology. The
University is presently NAAC accredited ‘A’ Grade State Government University and most of the
University Teaching Departments (UTDs) are accredited by National Board of Accreditation.
The Department of Management Studies came into existence in the year 2008 with MBA program
offering specializations in Information Technology, Operations and Power Management. The
program was meant for technical graduates only. Since 2011, the MBA program has been opened
for all graduates. With an aim to promote academic growth at various levels, now department
offers following high-quality management programs:
• MBA (with dual specializations)
• MBA - Executive
• BBA
• Ph.D.
The department follows international standard curricula which is developed in consultation with
eminent academicians and industry practitioners. The program delivery is done by well-qualified,
competent, research-oriented and experienced faculty and experts from industry.

4
Program Outcomes of the MBA Program
By the end of the program graduating students should:
PO1. Have awareness and knowledge about functioning of national and global business
environment and society. They should be able to identify and explore potential business
opportunities.
PO2. Be able to develop analytical skills for problem solving in functional areas, critical thinking
and decision-making.
PO3. Be able to demonstrate a global outlook with the ability to identify aspects of the global
business and cross-cultural understanding.
PO4. Be able to identify the contemporary social problems, explore the opportunities for social
entrepreneurship, design business solutions and demonstrate ethical standards in organizational
decision making.
PO5. Be able to develop effective oral and written communication especially in business
applications, with the use of appropriate technology.
PO6. Be able to collaborate and work in teams.

5
STUDY SCHEME
MBA – DUAL SPECIALIZATION
The MBA program is spread over four semesters of 16-18 weeks each. The courses covered in the
first two semesters are designed to give an insight into the various functional areas of management,
enhance communication skills and decision-making ability. At the end of the first two semesters,
the students go for an industry internship or summer training with an organization spanning eight
weeks. In the second year, the students shall take elective / optional courses to specialize in a
maximum of two functional areas. All specialisation packages, however, may not be offered, as
this would be determined by the number(s) of students showing interest in specializing in different
areas.
STUDY SCHEME
Semester I Semester II Semester III Semester IV
Type of
Course
No. of
course
s
Credit
s
No. of
course
s
Credit
s
No. of
course
s
Credit
s
No. of
course
s
Credit
s
Total
Credit
s
Core 8 24 8 24 1 3 - - 51
Discipline-
centric
Electives
- - - - 6 18 4 12 30
Open
Elective
- - - - - - 2 6 6
Mandatory
Audit Course
- - - - - - 1 0 0
Skill
Enhancemen
t
Lab
1 2 1 2 1 2 - - 6
Industry
Internship/
Field work
- - - - 1 3 1 3 6
MOOCs One MOOC course of 12 weeks in any semester 3
TOTAL CREDITS 102

6
Semester – I
S.
No
Course
Type
Course
Code
Course Credits
Contact
Hours in
a
Semester
Marks
Int.
Ext./
Prac
1
Core
MS – 101
Management Principles
and Organizational
Behaviour
3 30 25 75
2 MS – 102
Accounting for
Decision –making
3 30 25 75
3 MS – 103 Managerial Economics 3 30 25 75
4 MS – 104
Legal Aspects of
Business
3 30 25 75
5 MS – 105
Indian Business
Environment
3 30 25 75
6 MS – 106
Business Statistics and
Analytics for Decision
making
3 30 25 75
7 MS – 107
Business
Communication
3 30 25 75
8 MS – 108
Computer Applications
for Business
3
20 (P)
20 (Th)
25 75
9
Skill
Enhanceme
nt Lab
MS – 109
Communication and
Interview Skills Lab
2 20 15 35
Total 26 280 850

7
Semester – II
S.
No
Course
Type
Course
Code
Course Credits
Contact
Hours in
a
Semester
Marks
Int.
Ext./
Prac
1
Core
MS – 110 Project Management 3 30 25 75
2 MS – 111 Corporate Finance 3 30 25 75
3 MS – 112
International Business
Management
3 30 25 75
4 MS – 113
Operations
Management
3 30 25 75
5 MS – 114
Business Research
Methods
3 30 25 75
6 MS – 115 Marketing Management 3 30 25 75
7 MS – 116
Human Resource
Management
3 30 25 75
8 MS – 117
Entrepreneurship
Development
3 30 25 75
9
Skill
Enhanceme
nt Lab
MS – 118 Research Lab 2 20 15 35
Total 26 230 750

8
Semester – III
S.
No
Course
Type
Course
Code
Course Credits
Contact
Hours in
a
Semester
Marks
Int. Ext./
Prac
1 Core MS –201 Strategic Management 3 30 25 75
2
Discipline
-centric
elective
MS– 207 to
216
Elective 1
(Specialisation 1)
3 30 25 75
3
MS– 207 to
216
Elective 2
(Specialisation 1)
3 30 25 75
4
MS– 207 to
216
Elective 3
(Specialisation 1)
3 30 25 75
5
MS– 207 to
216
Elective 1
(Specialisation 2)
3 30 25 75
6
MS– 207 to
216
Elective 2
(Specialisation 2)
3 30 25 75
7
MS– 207 to
216
Elective 3
(Specialisation 2)
3 30 25 75
8
Skill
Enhancem
ent Lab
MS – 202
Leadership and Team –
building Lab
2 20 15 35
9
Internship/
Field work
MS – 203 Management Training 3 - 100
Total 26 260 950

9
Semester – IV
S.
No
Course
Type
Course
Code
Course Credits
Contact
Hours in
a
Semester
Marks
Int.
Ext./
Prac
1
Mandatory
Audit
Course*
MS – 204 A Moral Values
- 30 25 75
MS–204 B
Introduction to
Psychology
MS–204 C
Introduction to Health
Psychology
2
Discipline
-centric
elective
MS– 207 to
216
Elective 4
(Specialisation 1)
3 30 25 75
3
MS– 207 to
216
Elective 5
(Specialisation 1)
3 30 25 75
4
MS– 207 to
216
Elective 4
(Specialisation 2)
3 30 25 75
5
MS– 207 to
216
Elective 5
(Specialisation 2)
3 30 25 75
6
Open
elective*
(two)
MS – 205 A
Industrial Safety and
Environmental
Management
3 30 25 75
MS – 205 B
Quality Management
Tools
7
MS – 205 C Social Entrepreneurship
3 30 25 75
MS – 205 D
Course of Independent
Study (For UTDs only)
8
Internship
/Field
work
MS–206 Research Project 3 - 25 75
Total 21 210 800
*A student will select one mandatory audit course from three courses offered by the department.
**A student will select two open elective courses from four courses offered by the department.

In dual specialization MBA program, following specializations will be offered:
Specialization offered in MBA I running at UTD (University Campus): Marketing Management, Financial Management, Human
Resource Management.
Specialization offered MBA II running at UTD (University Campus): Retail Management, International Business Management,
Marketing Management, Financial Management
MBA program running at affiliating institutes: Marketing Management, Financial Management, Human Resource Management,
International Business Management, Information Technology Management.
• Department can decide about the combinations of specializations to be offered and minimum number of students required to offer any
specialization as well as elective course.
• The scheme and syllabi including specializations can be upgraded and modified by the University as per the requirement considering industry
and academic needs.
List of Electives
Specialisation 1
(Marketing
Management)
Specialisation 2
(Human Resource
Management)
Specialisation 3
(Financial
Management)
Specialisation 4
(International
Business)
Specialisation 5
(Information
Technology
Management)
Specialization 6
(Retail
Management)
Digital and Social
Media Marketing
(MS–MM-207)
Human Resource
Metrics and
Analytics
(MS–HR-207)
Behavioural Finance
(MS–FM-207)
Export Import
Procedure and
Documentation
(MS–IB-207)
Multimedia and Web
Development
(MS–IT-207)
Direct and Network
Marketing
(MS–RM-207)
Integrated Marketing
Communications
(MS–MM-208)
Performance
Management
Systems
(MS–HR-208)
Managing Banks and
Financial Institutions
(MS–FM-208)
Global Brand
Management
(MS–IB-208)
E – CRM
(MS–IT-208)
E-Retailing
(MS–RM-208)
Services Marketing
(MS-MM-209)
Training and
Development
(MS–HR-209)
Corporate Taxation
(MS–FM-209)
International
Marketing
(MS–IB-209)
E-Business
(MS–IT-209)
Retail Institutional
Framework
(MS–RM-209)

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Consumer Behaviour
(MS–MM-210)
Organisation Change
and Development
(MS–HR–210)
Working Capital
Management
(MS–FM-210)
Multinational
Banking
(MS–IB-210)
Software Quality
Assurance
(MS–IT-210)
Agricultural and
Rural Marketing
(MS–RM-210)
Sales and
Distribution
Management
(MS–MM-211)
Industrial Relations
and its legal aspects
(MS–HR- 211)
Mergers,
Acquisitions and
Corporate
Restructuring
(MS–FM-211)
International Trade
Theory and Practice
(MS–IB-211)
Internet Marketing
(MS–IT-211)
Retail Organization
and Resource
Management
(MS–RM-211)
Product and Brand
Management
(MS–MM-212)
Compensation and
Benefits
Management
(MS–HR-212)
Foreign Exchange
Management
(MS–FM-212)
Global Strategic
Management
(MS–IB-212)
Search Engine
Optimization
Methods
(MS–IT-212)
Operation and
Merchandise
Management for
Retailers
(MS–RM-212)
Customer
Relationship
Management
(MS–MM-213)
Strategic Human
Resource
Management
(MS–HR-213)
Risk Management
and Insurance
(MS–FM-213)
International
Financial
Management
(MS–IB-213)
Business
Transformation
Tools & Techniques
(MS–IT-213)
Retail Advertising
and Sales Promotion
(MS–RM-213)
Retail Management
(MS–MM-214)
Team Building in
Organizations
(MS–HR-214)
Investment Analysis
and Portfolio
Management
(MS–FM-214)
International
Logistics
(MS–IB-214)
Cyber Law and
Business Regulatory
Framework
(MS–IT-214)
International
Retailing
(MS–RM-214)
Marketing Analytics
(MS–MM-215)
International HRM
(MS–HR-215)
Fintech
(MS–FM-215)
Cross-Cultural
Human Resource
Management
(MS–IB-215)
Data Base
Management System
(MS–IT-215)
Mall Management
(MS-RM-215)
Alternative Study
Credit Activities –
Marketing
(MS–MM-216) (For
UTDs only)
Alternative Study
HR
(MS–HR–216) (For
UTDs only)
Alternative Study
Finance
(MS – FM-216) (For
UTDs only)
Alternative Study
IB
(MS–IB-216) (For
UTDs only)
Alternative Study
IT
(MS–IT-216) (For
UTDs only)
Alternative Study
RM
(MS–RM-216) (For
UTDs only)

Notes:
1. After first year of the programme, the students will undergo a management training or
industry internship with an organization. The training spans over an eight-week period.
This is an essential element of the curriculum for the completion of the programme. It is
designed to provide exposure to organizational working, to develop an understanding of
business realities, and to learn to apply theory to real life business situations. Upon
completion of the internship programme, the student will submit a project report. The
submission guidelines will be intimated to the students prior to start of the training.
2. A student will opt for two specialization tracks in Semester III and Semester IV
(Specialisation 1 and Specialisation 2).
3. A student will opt 3 courses each from Specialisation 1 and Specialisation 2 in Semester
III, and 2 courses each from Specialisation 1 and Specialisation 2 in Semester IV.
4. A student will opt for two open electives in Semester IV.
5. A student from UTDs can opt for a Course of Independent Study (CIS) as an open elective
paper, which would be an area of study he would like to pursue based on his special interest
or educational background. Such courses will be taught through the combination of
reading, lectures, cases, group presentations, experiential exercises and class discussions.
A student can opt for only one CIS in IV semester.
6. Electives will be offered depending upon student choices and faculty resources.
7. A student from UTDs can opt for Alternative Study Credit Activities (ASCA) as alternative
to an elective course as specified in the curriculum. Such activities may include Outbound
Experiential Learning Programme (OELP), Social Sensitization Projects (SSPs),
Community Development Projects (CDPs), Rural Innovation Projects (RIPs) and Field or
Live Projects (FLPs) as available in the department. Such activities, many of which go
beyond the boundaries of the campus, would be non-traditional sources of learning with
major thrust on experiential learning. A student can opt for only one ASCA in III or IV
semester.
8. It is mandatory for students to enrol and complete one MOOC course from
NPTEL/Swayam portal of minimum 12 weeks as per university norms. The selected
MOOC course should not be same as the subjects/courses offered in MBA program.

13
MANAGEMENT PRINCIPLES AND ORGANIZATIONAL BEHAVIOUR
MS - 101
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
After the successful completion of the course, students will be able to:
1. Understand the principles and practices of management and contemporary issues related to
managing an organisation.
2. Analyse the behaviour of individual employees and its implications for the organisation.
3. Developing a critical insight into group and team dynamics.
4. Interpret the influence of various organisational development and change on the behaviour
of the employees.
Unit-I
Nature and evolution of management; managerial levels, skills and roles in an organization;
functions of management - planning, organizing, staffing, directing, controlling, problem solving
and decision making; management control; management information system (MIS).
Unit-II
OB - concept, importance and contemporary challenges; foundations of individual behaviour
differences; personality - concept, determinants and applications; values, ability, attitudes and
emotions; perception - concept, process and applications; learning and reinforcement; motivation
- theories and applications; job satisfaction; stress management.
Unit-III
Types of groups; stages of group development; group properties - roles, norms, status, size and
cohesiveness; group decision making; work teams and team building; conflict management; power
and political behaviour; leadership functions and styles.
Unit-IV
Organizational structure and designs and behavioural implications; organizational climate and
culture; organizational change and its management; organizational development.
Suggested readings:
1. Robbins, S.P. and Decenzo, D.A. Essentials of Management, Pearson Education.
2. Stoner, J., Freeman, R. Gilbert, R. Management, Pearson.
3. Robbins, S.P. and Judge, T. Organisational Behaviour, Pearson Education.
4. Newstorm, J. and Keith Davis, Organisational Behaviour, TMH.
5. Pareek, Udai, Understanding Organisational Behaviour, Oxford University Press.
Note:
1. Only latest editions of the above books are recommended.
2. At least four cases will be discussed, one from each unit.
Instructions for question paper setting: Question paper will be divided into two parts:
1. Part A will consist of 10 short questions, each carrying 1.5 marks.

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2. Part B will consist of 06 questions, including a case-study or a practical/numerical problem.
A student will attempt 04 question, attempting case-study/practical/numerical problem is
compulsory. All questions carry 15 marks.

15
ACCOUNTING FOR DECISION-MAKING
MS - 102
Total credits
External marks: 75
Internal marks: 25
Course outcomes:
1. Gain critical understanding of various forms of accounting and management accounting
practices in an organization.
2. Analyse the financial position of a company through financial statements.
3. Develop operational understanding of cost accounting and cost sheet preparation.
4. Apply the concepts of cost control technique to facilitate managerial decision making.
Unit-I
Nature and scope of various forms of accounting; accounting principles and conventions; Indian
accounting standards; IFRS; final accounts of company with basic adjustments.
Unit-II
Financial statement analysis - importance and techniques; ratio analysis; cash flow analysis;
difference between cash flow and fund flow analysis; applications in financial decision-making.
Unit-III
Cost accounting – classification of costs, elements of costing; marginal costing; standard costing;
cost sheet preparation.
Unit-IV
Cost control techniques; budgetary control; material and labour variance analysis; BEP; decision
making through make/buy, expand/ contract and accept/reject proposals.
Suggested readings:
1. Horngreen, Sundem and Stratton, Introduction to Management Accounting, Pearson
Education, New Delhi.
2. Maheshwari S. N., Maheshwari S. K., A Textbook of Accounting for Management, Vikas
Publishing, New Delhi.
3. Pandey, I. M., Management Accounting, Vikas Publishing House, New Delhi.
4. Khan, M.Y. and Jain, P.K., Management Accounting, TMH, New Delhi.
5. Jain, S.P and Narang, K.L., Advanced Cost Accounting, Kalyani Publishers, Ludhiana.
Note:
2. In each unit, content will be covered with suitable practical problems and case studies.

16
MANAGERIAL ECONOMICS
MS - 103
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Develop a critical understanding of different economic theories.
2. Take decisions about optimum production quantity which will minimize costs and
maximize returns.
3. Understand different market structures and apply decisions methodologies to decide the
best price of the product of the business.
4. Integrate economic theories with managerial practices to solve business problems.
Unit-I
Nature and scope of managerial economics; objectives of business firms; cardinal utility theory;
indifference curve technique; consumer surplus; price effect combination of income effect and
substitution effects.
Unit-II
Law of demand, demand elasticities, demand estimation and forecasting; production analysis, law
of variable proportions, laws of return to scale; isoquants, optimal combination of inputs.
Unit-III
Theory of cost: traditional and modern theory of cost in short and long runs; economies and
diseconomies of scale, revenue curves; market structures, price-output decisions under perfect
competition, monopoly, monopolistic competition and oligopoly, shut down point.
Unit-IV
Determinants of economic development, recent developments in Indian economy; business cycles;
inflation, types and control methods; monetary policy; fiscal policy; balance of payment of India;
trade deficit and remedies.
Suggested readings:
1. Hirschey, Mark, Managerial Economics, Thomson Learning, Bangalore
2. Monroe, Kent B., Pricing-Making Profitable Decisions, McGraw-Hill, New York
3. Keat, Paul B., and Philip K.Y. Young, Managerial Economics – Economic Tools for
Today’s Decision Makers, Pearson Education, Delhi
4. Salvatore, Dominick, Managerial Economics in a Global Economy, Thomson Learning,
Hyderabad
5. T.R. Jain, Managerial Economics, V.K. Publication.
Note:

17

18
LEGAL ASPECTS OF BUSINESS
MS - 104
Total credits- 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the legal framework regulating business, from the point of view of making the
operations of the organization legally compliant.
2. Develop a critical understanding of the implications of the changes in the provisions of
different business law and assess their impact.
3. Develop suitable adjustment strategies according to business law.
4. Identify non-compliant practices and operations, and replace them with legally compliant
system.
Unit–I
The Indian Contract Act - essentials of a valid contract, void agreements, kinds of contracts,
performance of contracts, breach of contract and its remedies, quasi-contracts; The Sale of Goods
Act - contract of sale of goods, conditions and warranties, transfer of property, rights of an unpaid
seller.
Unit–II
Negotiable Instruments Act - nature and types of negotiable instruments, parties to negotiable
instruments, negotiation and assignment, dishonour and discharge of a negotiable instrument,
crossing and bouncing of cheques; Consumer Protection Act 1986.
Unit–III
The Companies Act, 2013 - characteristics and types of companies; incorporation of a company,
memorandum and articles of association; director’s powers and duties, meetings prospectus,
winding up; Indian Partnership Act, 1932 - essential elements, formation of partnership,
registration, types of partners and partnership, rights and duties of partners.
Unit–IV
Competition Act 2002 - objectives, competition commission of India; Information Technology
Act 2000; Right to Information Act; overview of Foreign Exchange Management Act.
Suggested readings:
1. Kuchhal, M.C. and Kuchhal Vivek, Business Legislation Management, Vikas Publishing,
New Delhi.
2. Pathak, Legal Aspects of Business, McGraw Hill, New Delhi.
3. Kapoor, N. D. (2009). Elements of Mercantile Law, Sultan Chand & Sons, New Delhi.
Note:

19

20
INDIAN BUSINESS ENVIRONMENT
MS - 105
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the dynamics of business environment to have a proper perspective of current
economic situation.
2. Develop a critical understanding of changes in business environment and assess threats and
opportunities emerging out of it.
3. Suggest strategic adjustments for an organisation which may be needed in changing business
environment scenario.
4. Assess the risks flowing from different business environment scenarios and develop suitable
adjustment and response strategies.
Unit-I
Nature and structure of business environment; macro and micro indicators; emerging sectors of
Indian economy; relative size and growth of public and private sectors.
Unit-II
Design and strategy of economic reforms; current state of growth and investment; interest rate
structure and present monetary policy; fiscal environment; current inflationary position and its
impact on business sector; legislation for anti-competitive and unfair trade practices.
Unit-III
Current industrialization trends and industrial policy; environment for the SME sector;
infrastructure development and policy; public sector reforms and performance; public -private
partnership; trends in service sector growth; business opportunities in the rural sector.
Unit-IV
Balance of payments trends; overview of GST; India’s competitiveness in the world economy,
Methods of environmental scanning: SWOT and ETOP.
Suggested readings:
1. Bedi S.K., Business Environment, Excel Books, New Delhi
2. Aswathpa, K., Business Environment, Excel Books, New Delhi.
3. Cherunelm, Francis, Business Environment, Himalya Publishing House, New Delhi.
4. Fernando A.C., Business Environment, Pearson Education.
Note:

21

22
BUSINESS STATISTICS AND ANALYTICS FOR DECISION MAKING
MS - 106
Total credits 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Apply application of quantitative techniques in business decision making
2. Analyse data using statistical techniques and able forecast under uncertain business
environment
3. Examine normality and apply its concepts in different sampling techniques
4. Apply quantitative techniques to business situations and optimize resources under
constraints
Unit–I
Measures of central tendency and variations; types of measures; Karl Pearson’s coefficient of
correlation and spearman’s rank correlation.
Unit–II
Correlation analysis; regression analysis -meaning and two lines of regression; relationship
between correlation and regression coefficients; time series analysis - measurement of trend and
seasonal variations; forecasting.
Unit–III
Basic rules for probability, conditional probability; Bayes’ theorem; probability distributions –
types and applications of Binomial Poisson and Normal distributions.
Unit–IV
Tests of significance; hypothesis testing- large samples, small samples; chi-square test; analysis
of variance
Suggested readings:
1. Levin & Rubin. Statistics for Business, Prentice Hall of India, New Delhi.
2. Gupta S.P. & Gupta M.P. Business Statistics, Sultan Chand & Sons, Delhi.
3. Anderson. Quantitative Methods in Business, Thomson Learning, Mumbai.
4.Naval Bajpai. Business Statistics, Pearson Education India,
Note:

23
BUSINESS COMMUNICATION
MS - 107
Total credits 3
External marks: 75
Internal marks: 25
Course outcomes:
After successful completion of the course the students will be able to:
1. Understand the critical importance of business communication from view point of
managerial efficiency.
2. Assess the different communication requirements and develop a suitable communication
strategy for enhancing efficiency.
3. Identify communication barriers and design suitable communication systems to eliminate
communication gaps.
4. Develop and strategize communication networks within and outside the organization.
Unit-I
Importance and role of communication in business organizations; 7 C’s of communication; process
of communication; barriers in communication.
Unit-II
Principles of effective written communication; types of business letters - commercial letters, sale
letter, routine letter; enquiries; inter-office memos; report writing; speech writing; preparing
agenda of meeting and minutes of meetings; writing positive, negative, persuasive and electronic
messages; non-verbal communication; oral communication: art of public speaking; listening
skills; team communication.
Unit-III
Cross-cultural dimensions of business communication; business etiquettes across cultures;
communication using technology; video conferencing; ethical & legal issues in business
communication; mass communication - advertisements, publicity and press releases; media mix;
public relations; newsletters.
Unit-IV
Negotiation process & its management; principles of designing presentations using audio- visual
aids; creating and delivering online presentations; writing a summer project report; writing CVs &
application letters; group discussions & interviews.
Suggested readings:
1. Chaturvedi P.D. & Chaturvedi M., Business Communication skills, concepts and
applications, Pearson education.
2. Lesikar, R. V., Flatley, M. E., Rentz, K. Business Communication: Making Connections
in a Digital World. Tata McGraw Hill Publishing Company.
3. Boove, C.L., Thill, J.V. & Chaturvedi, M. Business Communication Today, Pearson
education.
4. Krizan, A.C.B., Merrier, P., Logan, J. P. and Williams, K.S. Effective Business
Communication, Cengage Learning.
5. Scot, O. Contemporary Business Communication, Biztantra.

24
6. Chaney & Martin. Intercultural Business Communication, Pearson education
Note:

25
COMPUTER APPLICATIONS FOR BUSINESS
MS - 108
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
After the completion of the course, the students will be able to
1. Understand the concept of computers and its application in present time
2. Use database management system for managing their database
3. Solve the problems related to decimal, binary, octal and hexadecimal number systems
4. Understand the concept of internet, digital signals, bandwidth and email.
Unit-I
Introduction to computers - characteristics, capabilities; limitations and applications of computers;
types of computers; computer hardware; software; block diagram of computer and overview of
working; types of computer language; generation of computer languages; MS word
Unit-II
Computer networks; computer topology - LAN, MAN, WAN; concept and components of DBMS
and RDBMS; MS Access
Unit-III
Number system - decimal, binary, octal, hexadecimal and their conversions operating systems; MS
power point and MS Excel
Unit-IV
Internet - Internetworking and applications; internet protocol addresses; WWW pages and
browsing; security; analog and digital signals; bandwidth and packet transmission; long distance
communication via E-mail.
Suggested readings:
1. Leon & Leon, Introduction to Computers, Vikas Publishing House, New Delhi.
2. June Jamrich Parsons, Computer Concepts 7th Edition, Thomson Learning, Bombay.
3. Comer, Computer networks and Internet, Pearson Education
4. White, Data Communications & Computer Network, Thomson Learning, Bombay
Note:

26
COMMUNICATION AND INTERVIEW SKILLS LAB
MS - 109
Total credits- 2
Practical marks: 35
Internal marks: 15
Course outcomes:
1. Learn and apply communication skills for day-to-day business activities.
2. Understand the importance of correct body-language and business etiquettes.
3. Develop presentation skills, inter-personal skills and public speaking skills.
4. Develop critical thinking and confidence to face interviews.
Unit-I
Interpersonal skills; group discussion; presentation skills; listening skills; negotiation and
persuasion skills; public speaking skills.
Unit-II
Written communication; circulars, notices; memos; agenda and minutes of meeting; report writing;
creative writing; resume writing; writing business letters and its types
Unit-III
Business etiquettes across cultures; digital communication; social media communication; video
conferencing.
Unit-IV
Body Language – postures, gestures, handshake, gaze, smile, eye contact; use of expression;
interview and its types; interview etiquettes.
Suggested readings:
1. Boove, C.L., Thill, J.V. & Chaturvedi, M. Business Communication Today, Pearson, New
Delhi.
2. Lesikar, R. V., Flatley, M. E., Rentz, K. Business Communication: Making Connections
in a Digital World. Tata McGraw Hill, New Delhi.
3. Allan and Barbara Pease. The Definitive Book of Body Language. Pease International,
Australia.
Note: In each unit content will be covered only through role plays/ presentations/
discussions/management games/any other related activity.

27
PROJECT MANAGEMENT
MS - 110
Total credits: 03
External marks: 75
Internal marks: 25
Course outcomes:
After the successful completion of the course, students will be able to
1. Understand about the various aspects related to planning and analysis of the projects.
2. Analyse project ideas
3. Apply various financial applications in project appraisal.
4. Check the feasibility of project ideas
Unit-I
Project Identification analysis - concept of project, search for business idea, project identification,
project planning formulation and analysis, project screening and presentation of projects for
decision making; socio-economic consideration in project formulation; project management cycle.
Unit-II
Market and technical analysis - market and demand analysis; market survey, demand forecasting,
uncertainties in demand forecasting ; technical analysis; product mix, plant capacity, materials
and inputs, machinery and equipment; financial analysis; cost of project, projected cash flow,
means of financing project in India, role of financial institution in project finance, Break Even
Analysis.
Unit-III
Project appraisal - methods; economic analysis, financial analysis, technical feasibility,
management competence, project appraisal techniques; payback period, accounting rate of return,
net present value, internal rate of return, benefit cost ratio; social cost benefit analysis, risk
analysis; measures of risk, sensitivity analysis, stimulation analysis, decision tree analysis.
Unit-IV
Project Scheduling/Network Techniques in project management: CPM and PERT analysis; float
times; crashing of activities; multiple projects; constraints in selection of projects; project
dependence - capital rationing; project indivisibility; project completion report.
Suggested readings:
1. Chandra. P. Projects, Tata McGraw Hill
2. Pinto, Project Management, Pearson Education.
3. Panneerselvam. R. and Senthilkumar. P,Project Management PHI Learning.
4. Choudhury, S, (2007). Project Management, Tata McGraw Hill Publishing.
5. Bhavesh, M. Patel (2009). Project Management: Strategic Financial Planning Evaluation
and Control, Vikas Publishing.
Note:

28

29
CORPORATE FINANCE
MS - 111
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand key decisions like Investment, Financing and dividend in financial Management.
2. Use their best knowledge in long term investment decision towards the value creation for the
organization
3. Understand the value creation through capital structure its decisions, dividend policy and
applications of leverages in financing decisions.
4. Aware about working capital and its management in business
Unit-I
Financial management scope finance functions and its organization, objectives of financial
management; time value of money; sources of long-term finance.
Unit-II
Investment decisions importance, difficulties, determining cash flows, methods of capital
budgeting, risk analysis (risk adjusted discount rate method and certainty equivalent method); cost
of different sources of raising capital, weighted average cost of capital.
Unit-III
Capital structure decisions, financial and operating leverage; capital structure theories- NI, NOI,
traditional and M-M theories; determinants of dividend policy and dividend models - Walter,
Gordon & M.M. models.
Unit-IV
Working Capital meaning, need, determinants, estimation of working capital need; management
of cash; inventory management; receivables management.
Suggested readings:
1. Pandey, I.M., Financial Management, Vikas Publishing House, New Delhi
2. Khan M.Y, and Jain P.K., Financial Management, Tata McGraw Hill, New Delhi
3. Keown, Arthur J., Martin, John D., Petty, J. William and Scott, David F, Financial
Management, Pearson Education
4. Chandra, Prasanna, Financial Management, TMH, New Delhi
5. Van Horne, James C., Financial Management and Policy, Prentice Hall of India
6. Brigham & Houston, Fundamentals of Financial Management, Thomson Learning,
Bombay.
7. Kishore, R., Financial Management, Taxman’s Publishing House, New Delhi.
Note:

30

31
INTERNATIONAL BUSINESS MANAGEMENT
MS - 112
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the international business and analyse the different risks involved in it.
2. Apply the competitive strategies for international business
3. Critically evaluate the role of FDI and its various approaches for international business.
4. Imbibe the role of various international bodies and trade blocks in international business
Unit-I
International business environment; domestic vs. international business, stages of
internationalization, tariff and non-tariff barriers, risks involved in international business.
Unit-II
International strategic management - cost reductions and local responsiveness; competitive
strategies for international business, international strategy, multi-domestic strategy, global
strategy, transnational strategy.
Unit-III
Foreign Direct Investment (FDI) theories - market imperfection approach, international product
life cycle theory, transaction cost theory, the eclectic paradigm.
Unit-IV
Free trade zones; bilateral and multilateral trade laws - general agreement on trade and tariffs,
(GATT), world trade organization: IPR, TRIPS, TRIMS, GATS; regional economic integrations -
NAFTA, EU; Trade Blocks - ASEAN, SAARC, BRICS.
Suggested readings:
1. Lasserre, Philippe Global Strategic Management, Palgrave MacMillan.
2. John D Daniels, Lee H Radebaugh Daniel P Sullivan, Prashant Salwan, International
Business Environments and Operations, Pearson Education.
3. Tamer Cavusgil, Gary Knight International Business: Strategy, Management and the New
Realities, Pearson Education.
4. K Aswathappa, International Business, Tata Mcgraw Hill.
Note:

32
OPERATIONS MANAGEMENT
MS - 113
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
After the completion of the course, the students will be able to:
1. Gain a conceptual understanding of the manufacturing and services Operations
2. Apply best practices for managing operations
3. Measure and manage quality of manufacturing and services operations
4. Utilize resources in optimum manner by using various techniques
Unit-I
Concept and scope of operations management; systems perspectives of operations management;
operations as a competitive strategy; emerging trends and implications for operations; facility
location; types of manufacturing system; plant layouts; line balancing; material handling:
principles and equipments.
Unit-II
Capacity planning; aggregate planning and master production scheduling; maintenance
management; material management: material requirement planning, inventory control, purchase
management, stores management.
Unit-III
Just-in-Time manufacturing; business process reengineering; enterprise resource planning; lean
manufacturing; poka yoke.
Unit-IV
Definition of quality; quality management; cost of quality; kaizen; 5‘s’; ISO (9000 and14000
Series); six sigma; statistical quality control: variable and attribute process control.
Suggested readings:
1. Panneerselvan, R., Production and Operations Management, PHI, India
2. Mahadevan,B., Operations Management, Pearson Education, India
3. Chary, S. N., Production and Operations Management, TMH, New Delhi
4. Buffa, E. S. and Sareen, R.R., Modern Production Management, John Wiley, New York
5. Nair, N.G., Production and Operations Management, TMH, India
Note:

33
BUSINESS RESEARCH METHODS
MS - 114
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Design a quantitative survey for business problems
2. Evaluate qualitative and quantitative research approaches to business decision making.
3. Relate ethical and philosophical consideration in business research.
4. Explain the role of research in business decision making and business performance
Unit-I
Managerial value of business research; theoretical framework; hypothesis development; literature
Survey; process of research and structure of research proposal.
Unit-II
Research design –– exploratory; descriptive; diagnostic; experimental; sampling design and
techniques; measurement scales – types and construction of scales and reliability and validity
aspects in measurement; ethics in research.
Unit-III
Methods of data collection; data analysis and interpretation; editing; coding; tabulation; hypothesis
testing – an overview of parametric and non-parametric tests- ANOVA, Wilcoxon Matched pair
signed; rank test; Mann Whitney test.
Unit-IV
An overview of dependent and interdependent methods -multiple regression; factor analysis;
cluster analysis; ingredients and constructions of research report; procedure of preparation of
reference and bibliography.
Suggested readings:
1. Zikmund, Millian G., Business Research Methods, Thomson Learning, Bombay
2. Cooper, Donald R- and Pamels Schindler, Business Research Methods, Tata McGraw
Hills,New Delhi
3. Sekran, Uma, Business Research Method, Miley Education, Singapore
4. Kothari, C.R., Research Methodology
Note:

34
MARKETING MANAGEMENT
MS - 115
Total credits: 3
Internal marks: 25
External marks: 75
Course outcomes:
1. Understand the process of marketing by which companies create value for customers and
capture value from customers in return
2. Make the strategies related to 4Ps and understand the significance of consumer behaviour
3. Know the contemporary issues of marketing
4. Face the challenges in the market and ways to tackle them in an effective manner
Unit-I
Nature and scope of marketing; philosophies of marketing management; attracting, retaining and
developing relationship with customers; marketing environment; marketing research and
marketing information system; ethical issues in marketing
Unit-II
Understanding consumer behaviour; factors influencing consumer buying behaviour and
organizational buying behaviour; market segmentation, targeting and positioning; marketing
strategies at the different stages of the product life cycle; new product development process
Unit-III
Marketing mix; product classification, product mix and product line decisions; branding and
packaging decisions; pricing strategies and practices; factors affecting selection of marketing
channels; introduction to wholesaling and retailing; promotion mix: advertising, sales promotion,
public relations, personal selling
Unit-IV
Marketing organization structures; implementation and control of the marketing program; sales
forecasting methods; green Marketing; event marketing; direct marketing; network marketing;
holistic marketing; permission marketing; social marketing
Suggested readings:
1. Kotler, P. and Armstrong, G., Principles of Marketing, Pearson Publication, India
2. 2.Kotler, P., Keller K., Koshy A. and Jha, M., Marketing Management in South Asian
Perspective, Pearson Education, India
3. Etzel M., Walker B., Stanton W., and Pandit A., Marketing, TMH, India
4. Panda T., Marketing management: Text and cases Indian context, Excel Books, India.
5. Kumar, A. and Meenakshi, N., Marketing Management, Vikas Publication, India
Note:

35

36
HUMAN RESOURCE MANAGEMENT
MS - 116
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the basics of human resource management with roles and responsibilities of a
human resource manager.
2. Analyse the human resource challenges in present scenario.
3. Know the essentials of employing, maintaining and promoting a motivated workforce in
an organisation.
4. Develop critical understanding of contemporary issues of human resource management.
Unit-I
Human resource management - concept, evolution, scope, challenges and strategic objectives; line
and staff responsibilities of HR manager; human resource planning & forecasting - significance
and process; human resource information system.
Unit-II
HR sourcing and recruitment; selection process; job analysis - job description and job
specification; job design approaches; job evaluation - concept & methods; employee compensation
management & determinants of wage/salary fixation; incentives, bonus, ESOPs, fringe Benefits.
Unit-III
Performance appraisal methods - limitations and problems; human resource development; training
- process, methods and evaluation; capacity building; career planning and development; potential
appraisal and succession planning.
Unit-IV
Industrial relations; grievance handling; employee welfare; employee separations, downsizing &
outplacement; dispute resolution; international human resource management; contemporary issues
in HRM - knowledge management, HR audit & accounting, HR in virtual organizations, ethics &
corporate social responsibility.
Suggested readings:
1. Aswathapa,K. Human resource management: Text and cases, Tata McGraw Hill
Education.
2. Haldar, U. and Sarkar Juthika, Human Resource Management, Oxford University Press.
3. Decenzo, D. & Robbins S.P., Human Resource Management, Wiley India Private Limited.
4. Gary, Dessler, Essentials of Human Resource Management, Pearson.
5. Tanuja, Agarwala, Strategic Human resource Management, Oxford University Press
6. Rao,V.S.P., Human Resource Management, Cengage Learning India
Note:

37
Instructions for question paper setting:Question paper will be divided into two parts:

38
ENTREPRENEURSHIP DEVELOPMENT
MS - 117
Total credits: 03
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the dynamics of entrepreneurship to develop proper perspective of current
entrepreneurial practices.
2. Develop a clear understanding about business plan formulation
3. Analyse economic, technical, financial and managerial aspect of feasibility study.
4. Suggest suitable entrepreneurship development programmes for improvement of
entrepreneurial skills.
Unit-I
Concept of entrepreneur; characteristics, qualities of entrepreneur, difference between
entrepreneur, manager and leader; entrepreneurial motivation; barriers to entrepreneurship.
Unit-II
Definition of project, types and importance, phases of project; procedure to set up a small business
enterprise: identifying the business opportunity, stages for setting up of a small enterprise Business
plan; opportunities in various sectors.
Unit-III
Feasibility study; preparation of feasibility reports: economic, technical, financial and managerial
feasibility of project; methods and procedures to start and expand one's own business.
Unit-IV
Government support to new enterprise; entrepreneurship development programmes; role of
various institutions in developing entrepreneurship in India.
Suggested readings:
1. Khanka, S.S., Entrepreneurship Development. S. Chand.
2. Desai, A N. Entrepreneur & Environment. Ashish, New Delhi.
3. Drucker, Peter. Innovation and Entrepreneurship. Heinemann, London.
4. Jain, Rajiv. Planning a Small-Scale Industry: A Guide to Entrepreneurs. S.S. Books, Delhi.
5. Kumar, S A. Entrepreneurship in Small Industry. Discovery, New Delhi.
6. McClelland, D. C. and Winter, W G. Motivating Economic Achievement. Free Press, New
York.
Note:

39

40
RESEARCH LAB
MS - 118
Credits: 2
Practical Marks: 35
Internal Marks: 15
Course outcomes:
1. Learn data management using software.
2. Perform various statistical tests using software.
3. Analyse quantitative data.
4. Conduct research work with the help of software.
Unit-I
Introduction and functions of statistical softwares; data coding, entry and checking; descriptive
statistics; tables and graphs.
Unit-II
Using SPSS - reliability testing, parametric tests – types of T-tests, one-way ANOVA; non-
parametric tests – chi-square.
Unit-III
Using SPSS - correlation, simple linear regression; multiple regression analysis, step-wise
regression.
Unit-IV
Using SPSS - factor analysis, cluster analysis.
Suggested readings:
1. Field, Andy. Discovering Statistics Using IBM SPSS Statistics, Sage Publisher, Delhi.
2. Morgan, G. A., Leech, N. L., Gloeckner, G.W. and Barrett, K. C. SPSS for Introductory
SPSS – Use and Interpretation, Lawrence Erlbaum Associates, London.
3. Hair, J.F., Black, W.C., Babin, B. J. and Anderson, R. E. Multivariate Data Analysis,
Pearson, Delhi.
4. Chauhan, Ajay. Research Analytics: A practical Approach to Data Analysis, Dreamtech
Press, Delhi.

41
STRATEGIC MANAGEMENT
MS - 201
Total credits: 03
External marks: 75
Internal marks: 25
Course outcomes:
1. Get clear understanding of basic concept of strategy and its relationship with the firm’s
vision, mission and objectives for the organisations’ success.
2. Identify different strategic options available and their relation with dynamic environment.
3. Sketch the strategy to be followed by the organization and to effectively implement the
strategy that will help the organization to become successful in the market.
4. Evaluate strategies in an effective manner by applying different techniques.
Unit-I
Strategy - levels of strategy; strategic planning; strategic management; process of strategic
management; strategic indent: company’s vision, mission and objectives.
Unit-II
Strategic formulation - environmental and organisational appraisal; types of strategies; strategic
analysis and choice, BCG matrix, general electric matrix and balance score card approach, value
chain analysis.
Unit-III
Strategy implementation - designing organizational structure; structural, behavioural, functional
and operational implementation.
Unit-IV
Strategy evaluation and control - strategic and operational control; techniques of evaluation and
control.
Suggested readings:
1. Kazmi A., Business Policy and Strategic Management, TMH publication.
2. Jauch L. R. & Glueck W.F., Business Policy and Strategic Management, TMH publication.
3. Thompson A. A. and Strickland A. J., Strategic Management - Concept and cases, TMH
publication.
4. David, Fred R. Strategic Management – Concept and Cases, Pearson Education.
5. Kenneth, A. Andrews, Concepts of corporate Strategy, Dow Jones-Irwin
6. John A. Pearce II and R.B. Robinson, Strategic Management - Strategy Formulation and
Implementation, McGraw-Hill Education.
Note:

42
2. Part B will consist of 06 questions, including a case-study or a practical/numerical
problem. A student will attempt 04 question, attempting case-study/practical/numerical
problem is compulsory. All questions carry 15 marks.

43
LEADERSHIP AND TEAM-BUILDING LAB
MS – 202
Total credits- 2
Practical marks: 35
Internal marks: 15
Course outcomes:
1. Define effective team leadership and its impact on the organization and business success.
2. Develop and strengthen interpersonal leadership and teamwork skills.
3. Analyze a series of team leadership challenges and determine the most effective actions
for team leaders or members to take
4. Evaluate and understand that how to manage different personalities, cultural and teams for
desired output.
Unit–I
Types of leadership; characteristics of a leader; leader development; leadership attributes and
behaviour; issues of leadership.
Unit–II
Leadership games to understand leadership roles at various levels of the organization; leadership
styles of Indian manager; women and leadership; organizational leadership.
Unit–III
Profile study and presentation about great international and national business leaders like: Bill
Gates, Steve Jobs, Jeff Bezos, Satya Nadella, Sundar Pichai, Ratan Tata, Dhirubhai Ambani,
Narayan Murthy, Aziz Premji, etc.; analyse leadership dilemmatic situation.
Unit–IV
Team building; types of team; teams work for individuals and organizations; managing conflict
and diversity; team effectiveness; enhancing teamwork within group; leading team for high
performance.
Suggested readings:
1. Hughes, R., Ginnett, R. and Curphy, G., Leadership: Enhancing the Lessons of Experience,
McGraw Hill Education,
2. A. Chandramohan, Leadership and management, Himalaya Publishing House
3. Bhargava & Bhargava, Team Building & Leadership, Himalaya Publishing House
4. Peter G. Northhouse, Introduction to Leadership, Concepts & practices, Sage Publication
Note: In each unit content will be covered only through role plays/ presentations/
discussions/management games/any other related activity.

44
MANAGEMENT TRAINING
MS – 203
Credits:3
Practical Marks:100
At the end of second semester, every student of MBA will undergo 8 weeks training. During the
course of training, the organisation (where the student is undergoing training) will assign a
problem/project to the student. After completion of training, the student will submit a report to the
university, which will form the part of third semester examination. The tentative content of the
report is given below:
1. Cover Page
2. Acknowledgement
3. Certificate from organization/company
4. Introduction
5. Company profile
6. Literature Review (if any)
7. Research Methodology (Objective of the Research, Type of data, Sample design,
Hypothesis, Analytical Tools, Limitations of Study)
8. Data Analysis
9. Findings
10. Conclusions
11. Recommendations
12. References
13. Appendices – to include questionnaire etc. (if any)
The report must be submitted within one month from commencement of third semester. One
chapter must be included about history of the organisation, its structure, products and services
offered. The average size of report will be 60 to 100 typed pages in standard font size 12 and one
half spacing on A4 size papers. It is mandatory that student will make presentation in presence of
teachers and students. For external evaluation, Presentation / Viva voce will be conducted by the
external examiner.

45
MORAL VALUES
MS - 204 A
Total credits- 0
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand moral Values
2. Understand the rationale of social responsibility
3. Recognize and appreciate ethical considerations and values relevant to business activity
4. Maintain balance in their personal and professional life
Content
Human values; morals values; values and ethics; basic etiquettes; integrity – work ethics – honesty
– courage – empathy – self-confidence – character; positive attitude and beliefs; balanced approach
professional and personal life; social responsibilities and rights
Suggested readings:
1. John, R. Boatright. Ethics and the Conduct of Business, Pearson Education, New Delhi.
2. Edmund, G. Seebauer and Robert L Barry, Fundamentals of Ethics for Scientists and
Engineers, Oxford University Press, Oxford.
3. Hartman, Laura P. and Joe Des Jardins, Business Ethics: Decision-Making for Personal
Integrity & Social Responsibility. McGraw-Hill/Irwin
4. Arthur, John. Studying Philosophy: A Guide for the Perplexed. Pearson/Prentice Hall
Note:
2. Content will be covered with suitable practical problems and case studies.

46
INTRODUCTION TO PSYCHOLOGY
MS – 204 B
Total credits- 0
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the basic concept of psychology
2. Understand the applications of psychology
3. Use concepts of psychology managing in different situations
4. Develop their overall personality
Content
Psychology - concept and its applications; stages of life span development - prenatal development,
birth and infancy, childhood, adolescence, adulthood; the perceptual processing and determinants
of perception; stages of memory; types of memory - sensory, short term and long term; concept of
forgetting; thinking and reasoning - concepts, categories; problem solving: solution strategies.
Suggested readings:
1.Baron, R. & Misra. G. Psychology. New Delhi: Pearson.
2. Chadha, N. K. & Seth, S. The Psychological Realm: An Introduction. New Delhi: Pinnacle
Learning.
3.Kavita Singh, Organisational Behaviour: Text and cases. New Delhi: Pearson Education
Note:
1.Only latest editions of the above books are recommended.
2.Content will be covered with suitable practical problems and case studies.
1.Part A will consist of 10 short questions, each carrying 1.5 marks.
2.Part B will consist of 06 questions, including a case-study or a practical/numerical problem. A
student will attempt 04 question, attempting case-study/practical/numerical problem is

47
INTRODUCTION TO HEALTH PSYCHOLOGY
MS – 204 C
Total credits- 0
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the concept of health psychology
2. Gain awareness about the health enhancing behaviours
3. Understand the influence of different behaviours on health
4. Understand the importance of different psychological factors
Content:
Introduction to health psychology - components of health: social, emotional, cognitive and
physical aspects; mind-body relationship; goals of health psychology; behaviour and health -
characteristics of health behaviour; barriers to health behaviour; theories of health behaviour and
their implications; health enhancing behaviours - exercise, nutrition, safety, pain, stress
management; health and well-being - happiness; life satisfaction; optimism and hope.
Suggested readings:
1. Allen, F. Health psychology and behaviour. Tata McGraw Hill Edition.
2.Kindersley. Misra, G. Stress and Health. New Delhi: Concept.
3. Routledge. Dimatteo, M. R., & Martin L. R. Health psychology. India: Dorling.
4. Sarafino, E.P. Health psychology: Bio psychosocial interactions (4th Ed.). NY: Wiley.
5. Snyder, C.R., Lopez S. J., &Pedrotti, J. T. Positive psychology: The scientific and practical
explorations of human strengths. New Delhi: Sage.
Note:
1.Only latest editions of the above books are recommended.
2.Content will be covered with suitable practical problems and case studies.
1.Part A will consist of 10 short questions, each carrying 1.5 marks.
2.Part B will consist of 06 questions, including a case-study or a practical/numerical problem. A
student will attempt 04 question, attempting case-study/practical/numerical problem is

48
INDUSTRIAL SAFETY AND ENVIORNMENT MANAGAEMENT
MS - 205 A
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Know the standards of professional conduct published by professional safety organizations
and certification bodies.
2. Understand the importance of safety of employees while working with machineries.
3. Assess safety essentials in various industrial hazard zones.
4. Analyse environment problems and its management in industrial scenario.
Unit-I
Importance of safety, health and environment - general safety rules; fundamentals of safety; health
safety and environmental policy; classification of accidents; management responsibility;
objectives and principles of safety management; national safety council; employees state insurance
act 1948; safety auditing; measurement of safety performance; industrial accidents and prevention.
Unit-II
Process safety management - process safety management (P.S.M) as per OSHA; legal aspects of
safety; safety with respect to plant and machinery; the explosive act 1884; personal protective
equipment; classification of hazards; protection of respiratory system; safe working practices; safe
working environment; safety device and tools.
Unit-III
Safety in hazardous area - hazard in industrial zones; mechanical, chemical, environmental and
radiation hazards; environmental hazards; control measure; safety and risk analysis; risk
management; first aid; safety measures to avoid occupational diseases.
Unit-IV
Environment management - definition and types of environment of pollution; pollutant and
significance of pollution control; ISO 14000 environment standards; EMS model; needs for EIA
and methods; significance of environment audit; audit regulations; standards and protocols;
sustainable development.
Suggested readings:
1. Nicholas P. Cheremisinoff & Madelyn L. Graffia, Environmental and Health and Safety
Management, A guide to compliance, Elsevier
2. L. M. Deshmukh, Industrial safety management, Tata McGraw Hill publication, New Delhi.
3. R. K. Jain & Sunil S. Rao, Industrial safety health and environment management system,
Khanna Publications.
4. Amit Gupta, Industrial Safety and Environment, Firewall Media
Note:

49

50
QUALITY MANAGEMENT TOOLS
MS - 205 B
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the concept of quality management, control and assurance
2. Assist in strategic decision making and competitive analysis
3. Solve real time problems with the help of check sheet, histogram, pareto charts, fishbone
diagram, scatter diagram and control charts for quality control, data envelopment analysis
and quality function deployment
4. Determine process capability index with the help of collected samples
Unit-I
Introduction and evolution of quality management; dimensions of quality; quality control; quality
assurance; total quality management
Unit-II
Quality as a Strategic Decision - meaning of strategy and strategic quality management; quality
policy; quality objectives; strategic planning and implementation; McKinsey 7s model;
competitive analysis
Unit-III
Quality control tools - check sheet, histogram, shapes of histogram, drawing a histogram, pareto
chart, fishbone diagram; scatter diagram, control charts, data envelopment analysis and quality
function deployment
Unit-IV
Statistical quality control; variations and its causes; sampling methods - probability and non-
probability-based sampling; process capability and process capability index; six sigma.
Suggested readings:
1. Wankulu C.A., TQM: A Road Map, Tata McGraw-Hill India
2. Ahuluwalia J.S., Total Total Quality Management, Tata McGraw-Hill India
3. Crosby P., Let us Talk Quality, Penguin Publications
4. Davenport S., Kimberly & Others, Focused Quality, John Wiley
5. Oakland J.S., TQM: Text with Cases, Butterworth – Heinmann
Note:

51
SOCIAL ENTREPRENEURSHIP
MS - 205 C
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Learn the different perspectives of social entrepreneurship.
2. Analyse the impact of environment on social entrepreneurship.
3. Develop the business plan for setting up social enterprise.
4. Apply the business model for starting a social enterprise.
Unit-I
Perspective of social entrepreneurship; characteristics and role of social entrepreneurs; difference
between social enterprise and business enterprise; drivers of social innovation; social value; social
change.
Unit-II
Corporations and social entrepreneurship; different forms of capital; role of different forms of
capital in the process of social value creation; opportunity identification, discovery, recognition.
Unit-III
Business plan; structural and legal issues for planning a social business; social marketing;
Government support/ initiatives for social entrepreneurship development; social and economic
impact.
Unit-IV
Social enterprise and the enterprise environment; different business models for different markets;
recent developments in the field of social enterprise; contemporary issues in social engagement.
Suggested readings:
1. Alex Nicholls (Ed.), Social entrepreneurship: New models of sustainable social change,
Oxford University Press.
2. David Bornstein, How to change the world: Social entrepreneurs and the power of new
ideas. Oxford University Press.
3. David Bornstein and Susan Davis, Social entrepreneurship: What everyone needs to know,
Oxford University Press.
4. Macmillan, I. C. and James D Thompson. The social entrepreneur’s playbook, Wharton
school press.
Note:

52

53
COURSE OF INDEPENDENT STUDY
MS - 205 D
Total credits: 3
External Viva voce: 75
Internal Marks: 25
Course outcomes:
1. Develop an understanding of the chosen area.
2. Get hands-on experience and exposure of the chosen area.
3. Apply pertinent concepts, theories and principles.
4. Enhance critical thinking and problem-solving skills.
Course of Independent Study is an area of study, which a student would like to pursue based on
his special interest or educational background. It is an individual study, which is not a part of the
ongoing study scheme, on an approved topic under the supervision of a faculty member. The
course will be taught through the combination of cases, lectures, group presentations, experiential
exercises and class discussions. The course will be planned and managed by the faculty supervisor
according to the objectives proposed by the student. Detailed guidelines for the course shall be
given by the allocated faculty supervisor, under whose guidance the study shall be undertaken.
The student will submit assignments and a study report for the completion of the course. The
evaluation will be done on the basis of assignments, report and external viva voce.

54
RESEARCH PROJECT
MS-206
Credits:3
Practical Marks: 75
Internal Marks: 25
Every student will be assigned a project topic in the third semester from their area of specialization
and it will be pursued by him/her under the supervision of an internal supervisor. The students are
required to interact with their supervisor on regular basis and prepare a project report. The tentative
content of the project report is as follows:
1. Cover Page
2. Acknowledgement
3. Certificate from supervisor
4. Introduction
5. Literature Review
6. Research Methodology (Objective of the Research, Hypothesis, Research Design etc.)
7. Data Analysis
8. Findings
9. Conclusions
10. Recommendations
11. References
12. Appendices – to include questionnaire etc. (if any)
The student will submit project report in fourth semester as per the schedule announced by the
department/University for assessment. The student will submit two hard bound copies of the
report, one softcopy in CD/DVD along with the requisite fee. The project report shall be evaluated
by both Internal and External Examiners. For external evaluation, Viva voce will be conducted by
the external examiner tentatively in the month of April before the start final semester practical
examination.

55
ELECTIVES
(MARKETING MANAGEMENT)

56
DIGITAL AND SOCIAL MEDIA MARKETING
MS-MM-207
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand digital marketing concepts and models
2. Gain understanding of digital marketing platforms
3. Apply search engine optimization (SEO) in business
4. Develop strategies for marketing goods and services digitally
Unit-I
Evolution of digital marketing; the digital consumer & communities online; digital marketing
landscape; drivers of the new marketing environment; digital marketing strategy; digital marketing
models; RSS feed.
Unit-II
Digital marketing mix; impact of digital channels on integrated marketing communication; search engine
marketing: Ad placement, Ad ranks, Ad campaigns creation; display marketing: types of display Ads;
YouTube marketing; pay per click (PPC); web analytics
Unit-III
Introduction to social media platforms; social media marketing strategy; Facebook Marketing: Business
through Facebook marketing, creating advertising campaigns, Facebook marketing tools; social media
analytics; Mobile marketing: Mobile advertising, forms of mobile marketing, mobile campaign
development.
Unit-IV
Search engine optimization (SEO); googleAd and Google Adsense; banner advertisement and e-
mail marketing: banner concept, banner placement, e-mail campaign, newsletter campaign, press
release; affiliate marketing: affiliate networks, In-house affiliate programs.
Suggested readings:
1. Heinze, A., Fletcher, G., Rashid, T., & Cruz, A., Digital and social media marketing: a
results-driven approach. Routledge.
2. Vandana A., Digital Marketing, Oxford University Press, India
3. Bhatia P.S., Fundamentals of Digital Marketing, Pearson, India
4. Gupta, S., Digital Marketing, Mc-Graw Hill, India
Note:

57

58
INTEGRATED MARKETING COMMUNICATIONS
MS-MM-208
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand elements of communication mix and develop IMC program
2. Interact with customers effectively
3. Implement a multi-channel approach
4. Optimise the promotion channels effectively
Unit-I
Introduction to integrated marketing communication; developing an IMC programme; significance
of IMC; factors in setting marketing communication mix; elements of marketing communication
mix; characteristics of marketing communication mix; measuring effectiveness of various
elements of marketing communication mix.
Unit-II
Purpose, role, functions and types of advertising; advertising objectives and goal setting;
advertising agencies; advertising budgeting; message development; types of media; media
planning and buying; media measurement; measuring advertising effectiveness.
Unit-III
Meaning and importance of sales promotion; integration with advertising and publicity; prominent
sales promotion tools; push-pull strategies; decisions confronting sales promotion; meaning and
importance of public relations; objectives and goals; prominent PR Tools; public relation decisions
and strategies; PR V/S publicity.
Unit-IV
Meaning and importance of direct marketing; prominent direct marketing tools; direct marketing
decisions and strategies; designing sales force; managing the sales force.
Suggested readings:
1. Shah, K., Advertising and Integrated Marketing Communicatons. Tata McGraw-Hill
Education, India
2. Clow and Baack, Integrated Advertising, Promotion, and Marketing Communications,
Pearson Education, India.
3. O Guinn and Allen Semenik, Advertising and Integrated Brand Promotion, Cengage
Learning.
4. Murthy, S N and U Bhojanna, Advertising- An IMC Perspective, Excel Books India.
Note:

59

60
SERVICES MARKETING
MS-MM-209
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Learn to create customer value by apply services marketing concepts and principles
2. Understand unique challenges and opportunities of services marketing
3. Measure and manage service quality by using GAP model and SERVQUAL scale
4. Understand the significance of people, process and physical evidence in context of
services
Unit-I
Concept of service marketing; distinctive characteristics and classification of services; service
marketing mix; emergence and growth of services; service leadership; unique challenges in
marketing of services; consumer behaviour in services; applications in areas of telecom, health
care, banking and insurance sector.
Unit-II
GAP model and SERVQUAL scale for the measurement of service quality; service quality
dimensions; customer expectations of service; customer perceptions of service; measuring
customer satisfaction; service encounters; service failure and recovery; service guarantees.
Unit-III
Challenges of service design and development, types of new services, stages in new service
development; concept of service blueprinting; customer defined service standards; physical
evidence; services cape.
Unit-IV
Role of employees and customers in service delivery; delivering service through intermediaries
and electronic channels; integrated services marketing communications; pricing of services;
concept of self-service technologies.
Suggested readings:
1. Zeithaml, V.A., Bitner, M. J., Service Marketing – Integrating Customer Focus Across the
Firm, Tata McGraw Hill, New Delhi
2. Lovelock, C., Wirtz, J. and Chatterjee, J., Service Marketing – People, Technology,
Strategy, Pearson Education, New Delhi
3. Verma, H., Services Marketing – Text and Cases, Pearson Education
4. Apte, G., Services Marketing – OUP, New Delhi
5. Jauhari, V. and Dutta, K., Services: Marketing, Operations and Management, Oxford
University Press, New Delhi

61
Note:

62
CONSUMER BEHAVIOUR
MS-MM-210
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
After the successful completion of the course; students will be able to:
1. Understand the behaviour and buying decision process of consumers.
2. Evaluate the impact of internal determinants on consumer behaviour.
3. Analyse the impact of external factors on consumer behaviour.
4. Apply various aspects of communication and diffusion of innovation in marketing.
Unit-I
Consumer behaviour - nature; scope and application of consumer behaviour; buyer behaviour;
buying decision process; problem recognition; information search; alternative evaluation; decision
rules and selection; outlet selection and purchase; post purchase behaviour and customer
satisfaction; role of involvement; types of buying behaviour.
Unit-II
Individual determinants of buyer behaviour; motivation; perception; learning and memory;
personality and self-concept; consumer attitudes; formation and change; consumer values and
lifestyles.
Unit-III
External determinants of buyer behaviour; social class; status; reference groups and family
influences on consumer behaviour; different roles in buying behaviour; influence of culture and
subculture on consumer behaviour.
Unit-IV
Communication and consumer behaviour; consumer influence and the diffusion of innovation;
consumer research; consumer markets.
Suggested readings:
1. Schiffman, Leon G., Kanuk, Leslie. Consumer Behaviour. Pearson Education. New Delhi
2. Blackwell, Roger, Miniard, Paul & Engel, James. Consumer Behaviour. Cengage
Learning. New Delhi
3. Loudon, David J. & Dellabitta, Albert. Consumer Behaviour. Tata McGraw Hill. New
Delhi
4. Soloman, Michael R. Consumer Behaviour- Buying, Having and Being. Pearson
Education. New Delhi
Note:

63

64
SALES AND DISTRIBUTION MANAGEMENT
MS-MM-211
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Learn and apply theories, techniques and practices related to sales and distribution
management.
2. Manage the different aspects of distribution channels
3. Motivate the sale force and design appropriate compensation structure for them
4. Learn the challenges in international sales and distribution.
Unit-I
Objective of sales management; personal selling objectives; personal selling process; theories of
selling; sales forecasting; sales budget; determining the size of sales force; staffing the sales force
Unit-II
Motivation of sales force; sales force compensation; management of sales territories and sales
quotas; sales contests; evaluating and controlling the performance of salespeople; emerging trends
in sales management
Unit-III
Distribution management and marketing mix; marketing channels; channel formats; prominent
channel systems; retailing: role and types of retailers, retail strategies, retail performance measures,
electronic retailing; wholesaling: functions, classification, key tasks, strategic issues, major
wholesaling decisions, managing distributors
Unit-IV
Channel management; channel power; channel conflict; channel policies; channel information
system; channel performance evaluation; market logistics and supply chain management;
international sales and distribution management
Suggested readings:
1. Havaldar, K. K. and Cavale, V. M.; Sales and Distribution Management, Tata McGraw
Hill, New Delhi
2. Still, R. R., Cundiff, E. W. And Govoni, N.; Sales Management – Decision, Strategies and
Cases, Pearson Education/Prentice Hall of India; New Delhi
3. Panda,T. K. and Sahadev,S ; Sales and Distribution Management, Oxford University Press,
India
4. Dalrymple, D. J., Cron, W. L. And Decarlo, T., Sales Management; John Wiley & Sons
(Asia) Pvt. Ltd; New Delhi
Note:

65

66
PRODUCT AND BRAND MANAGEMENT
MS-MM-212
Total credits 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Gain operational understanding of product development process and product strategies.
2. Design, implement and take appropriate branding decisions.
3. Implement the branding strategies in current scenario.
4. Measure the sources of brand equity.
Unit-I
Introduction to product; product life cycle; new product development process; difference between
branded and unbranded product; branding concept; branding challenges and opportunities;
strategic brand management process; brand identity; customer-based brand equity
Unit-II
Identifying and establishing brand positioning; defining and establishing brand mantras; internal
branding; brand audits brand personalities; choosing brand elements to build brand equity;
designing marketing programs to build brand equity; integrating marketing communication to
build brand equity: information processing model of communication; marketing communication
options.
Unit-III
Leveraging secondary brand associations to build brand equity; conceptualizing the leveraging
process; country of origin; co-branding; licensing; celebrity endorsement; sporting; cultural and
other events; third party sources.
Unit-IV
Measuring brand equity; designing and implementing branding strategies; brand-product matrix;
brand hierarchy; introducing and naming new products and brand extensions; tactical branding
decisions; pre-launch and launch management; product recalls.
Suggested readings:
1. Keller, Kevin Lane. Strategic Brand Management; Pearson Education, New Delhi.
2. Kirti Dutta. Brand Management: Principles and Practices, Oxford University Press.
3. Kapferer, Jean Noel. Strategic Brand Management, Kogan Page, New Delhi.
4. Kapoor, Jagdeep. Brand Mantras, Sage Publications; New Delhi
5. Sengupta Subroto. Brand Positioning: Strategies for competitive advantage, Tata McGraw
Hill, New Delhi.
Note:

67

68
CUSTOMER RELATIONSHIP MANAGEMENT
MS-MM-213
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the goal and strategic significance of Customer Relationship Management.
2. Acquire operational understanding of techniques of CRM and use of information
technology for the same.
3. Apply various strategies of customer relationship management and take appropriate
decision.
4. Analyse the value of customer on the basis of analytical CRM.
Unit-I
Evolution of CRM; CRM and e-CRM; strategic importance of CRM; goals of CRM; types of
CRM; CRM architecture; application service providers (ASP); customer lifetime value; economics
of building customer relations.
Unit-II
Concept of operational CRM; components of operational CRM – sales force automation, lead
management, contact management, field force automation, enterprise resource planning, campaign
management, customer service and support, contact and call center operations; relationship
building strategies in CRM.
Unit-III
Concept of analytical CRM, data warehousing and data mining; types of data analysis – online
analytical processing, click stream analysis; CRM and business intelligence; collaborative CRM.
Unit-IV
CRM project management; employee engagement in CRM project; key account management;
guarding against CRM failures; scope of CRM; ethical issues in CRM
Suggested readings:
1. Dyche, Jill, The CRM Handbook – A Business Guide to Customer Relationship
Management, Pearson Education, New Delhi.
2. Ed Peelen, Customer Relationship Management, Pearson Education, New Delhi.
3. Buttle, Francis, Customer Relationship Management – Concept and Tools, Elsevier
Butterworth – Heinemann, Oxford, UK.
4. Payne, Adrian, Handbook of CRM – Achieving Excellence in Customer Management.
Butterworth – Heinemann, Oxford, UK.
5. Greenlers, Paul, CRM at the Speed of Light, Tata McGraw Hill Publishing Ltd., New
Delhi.
Note:

69

70
RETAIL MANAGEMENT
MS-MM-214
Total credits- 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the nature and importance of retail management.
2. Understand various formats of retailing.
3. Develop an understanding of merchandise management.
4. Learn about retail store operations and management.
Unit-I
Definition, nature, scope and functions of retailing; global scenario of retailing; trends in retailing;
growth of organised retail in India; understanding the retail consumers; retail strategy, ethical
issues in retailing.
Unit-II
Retail formats, retail store location and site selection, retail store planning, design and layout, retail
management information systems - retail technology and automation, customer service; customer
relationship management in retailing.
Unit-III
Basics of retail merchandising; merchandise management; national brands or private labels; visual
merchandising and displays, retail communication mix; store maintenance and store security.
Unit-IV
Retail store operations; retail human resource management; supply chain management in retailing,
retail research, retail audit; financial aspects of retail management; future of retailing.
Suggested readings:
1. Pradhan, S. Retailing Management: Text and Cases; Tata McGraw Hill, New Delhi
2. Bajaj, C., Tuli, R. and Srivastava, N. Retail Management, Oxford University Press, New
Delhi
3. Berman, B. and Evans, J. R., Retail Management – A strategic approach; Pearson
Education, New Delhi
4. Levy, Michael &Weitz, Barton A.; Retailing Management; Tata McGraw Hill; New
Delhi
5. Newman, Andrew J. & Cullen, Peter; Retailing Environment and Operations, Cengage
Learning, London.
6. Gibson, G.V. Retail Management: Functional Principles and Practices, Jaico Publishing
House.
Note:

71

72
MARKETING ANALYTICS
MS-MM-215
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Acquire operational knowledge of datasets of marketing to make data‐driven decisions.
2. Understand customer framework to develop marketing strategies
3. Manipulate and summarize data for marketing decisions
4. Develop skills in analytical software packages such as Excel, SPSS and utilise open
source software tools.
Unit-I
Marketing Analytics; understanding customer wants and needs; understanding data sources; data
cleaning; approaches available for dealing with missing data; imputation methods; various types
of charts and dashboard in Excel.
Unit-II
Market Segmenting based on categories; identification of demographic and psychographic
segmentation; targeting strategies; profiling the customers using clustering analysis; basket
analysis; positioning analytics – perceptual maps; MDS; developing differentiation strategies.
Unit-III
Collaborative filtering; classifying customers using linear discriminant analysis; product
development using conjoint analysis; measuring effectiveness of advertising; demand forecasting
using multiple regression, product management; marketing-mix allocation.
Unit-IV
Recommendation engine; recommender problem; retail analytics, RFM; market basket analysis
customer churn; customer life time value; overview of text mining and sentimental analysis.
Suggested readings:
1. Hair F Joseph, Multivariate Analysis, Pearson Education, New Delhi.
2. Fairhurst Danielle Stein, Using Excel for Business Analysis, Wiley, New Delhi.
3. Wayne L. Winston Marketing Analytics: Data-Driven Techniques with Microsoft Excel,
Wiley, New Delhi.
Weblinks
1. https://nptel.ac.in/courses/110105142/
Note:

73

74
ALTERNATIVE STUDY CREDIT ACTIVITIES (ASCA)
MS-MM-216
Total credits: 3
Internal Marks: 25
Course outcomes:
1. Develop causal thinking and analytical prowess.
2. Explore new ways of learning and development.
4. Develop communication and networking skills.
Alternative Study Credit Activities (ASCA) are an alternative to an elective course. Such activities
may include Outbound Experiential Learning Programme (OELP), Social Sensitization Projects
(SSPs), Community Development Projects (CDPs), Rural Innovation Projects (RIPs) and Field or
Live Projects (FLPs). Such activities, many of which go beyond the boundaries of the campus,
would be non-traditional sources of learning with major thrust on experiential learning.
ASCA would be undertaken under the supervision of an allocated faculty member. Students from
UTDs will perform four different activities in the chosen domain and will submit a written report
of each activity. The evaluation will be done on the basis of assignments, report, presentation and
external viva-voce.

75
ELECTIVES
(HUMAN RESOURCE MANAGEMENT)

76
HUMAN RESOURCE METRICS AND ANALYTICS
MS-HR-207
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the importance using data-based reasoning to support HR decisions.
2. Interpret statistical output involving HR data.
3. Develop effective surveys for use in an organizational setting.
4. Translate research findings into practical conclusions and recommendations.
Unit-I
Understanding HR indicators; HR metrics and analytics; concept, components, need and
importance; current state of HR metrics and analytics capabilities; data - collection and
measurement; business balanced scorecard & KPIs; HR scorecard and related metrics
Unit-II
IT requirements to meet HR needs; linking HR strategy to HR metrics; relational databases and
HR systems; planning and implementing a new HRIS; security and privacy considerations;
building support for metrics; impact metrics & dashboards
Unit-III
Statistical analysis for HR - regression analysis, measures of central tendency, graphs, tables,
spreadsheets, data manipulation (using excel); selection of right methodology; usage of root cause
analysis
Unit-IV
Benchmarking HR metrics - concept, types and challenges; staffing - supply and demand
forecasting; total compensation analysis, cost justification-return on investment; communicating
recommendations
Suggested readings:
1. Fitz, Jac. How to Measure Human Resource Management. McGraw Hill.
2. Mukherjee. J. Designing Human Resource Management Systems: A Leader’s Guide.
Response Books, SAGE Publications.
3. Edwards & Edwards, Predictive HR Analytics: Mastering the HR Metric, Kogan Page.
4. Becker, Huselid & Ulrich, The HR scorecard: Linking people, strategy, and performance.
Note:

77

78
PERFORMANCE MANAGEMENT SYSTEM
MS-HR-208
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the concept and process of performance management
2. Learn the significance of rewards in improving performance
3. Understand various methods used for measuring results and behaviour
4. Understand how performance management system contributes in employee development
Unit-I
Aims and role of performance management system; benefits of performance management system;
disadvantages of poorly implemented performance management system; characteristics of an ideal
performance system; reward Systems; difference between performance and potential management
Unit-II
Performance management process; performance management and strategic planning; identifying
KRAs (Key Result Areas) and KPIs (Key Performance Indicators); interactive goal setting
process; SMART goals for employee performance.
Unit-III
Defining performance and choosing a measurement approach; measuring results and behaviour -
self-appraisal, simple ranking, graphic rating, BARS, paired comparison, forced choice method,
critical incidents, field review method, appraisal interviews, 360-degree feedback and balanced
score card for performance rating; gathering performance information for appraisals.
Unit-IV
Performance feedback and counselling – identifying and communicating gaps in knowledge, skills
and attitudinal areas for improvements; competency mapping and potential assessment;
performance management and employee development; ethics in performance management.
Suggested readings:
1. Aguinis, H., Performance Management, Pearson Education Inc.
2. Kandula, S., Performance Management: Strategies, Interventions and Drivers, PHI.
3. Kohli, A. S., and Deb, T., Performance management. Oxford University Press.
4. Armstrong, M., Performance management: Key strategies and practical guidelines, Kogan
page.
Note:

79

80
TRAINING AND DEVELOPMENT
MS-HR-209
Total credits:3
External marks: 75
Internal marks: 25
Course outcomes:
1. Enhance their capacity to think systematically about significance of training.
2. Identify the detailed process and challenges of training and development.
3. Analyse fundamentals to practice in organizational training and development.
4. Analysis of how to implement organizational training programs at the individual and work
group and organizational level.
Unit-I
Training - concept, importance, objectives, need, process, roles and expectations. The training
context nature and scope of training, training challenges; role of training in HRD and
organizational development. Learning, e-learning, human memory, learning cycle, emerging
trends in training and development.
Unit-II
Training need analysis (TNA) at individual, group and organization levels - process and
approaches; designing effective training program; developing objectives and contents, developing
lesson plans and course materials, considerations in selecting trainers and the venue for the training
programs, trainee-centred learning process and pedagogies for contents delivery.
Unit-III
Types of training - on-the-job and off-the-job training; different training methods and techniques
- lecture method, case method, syndicate method (group discussion), role play, simulation,
business games, in-basket exercise, and computer based training, out-bound exercise, seminars
and conferences; training aids - types and importance.
Unit-IV
Evaluation of training programs - pre and post training evaluation - Kirkpatrick, CIRO, Philip five
level, ROI framework; design and conduct of management development programs - need and
importance, setting objectives, design and delivery of MDPs, evaluation and follow-up process.
Suggested readings:
1. Sahu, R.K. Training for Development, Excel Books, New Delhi.
2. Goldstein. Training in Organization, Thomson Learning, Bombay.
3. Nick & Thacker. Effective Training – Systems, Strategies and Practices, Pearson
Education.
4. Sims, Ronald. Reinvesting Training and Development, Greenwood Publishing Group.
Note:

81

82
ORGANISATIONAL CHANGE AND DEVELOPMENT
MS-HR-210
Total credits: 03
External marks: 75
Internal marks: 25
Course outcomes:
1. Enhance their capacity to think systematically about issues of organizational change.
2. Identify the detailed process and challenges of organizational development.
3. Analyse fundamentals to practice in organizational development.
4. Implement organizational development programs especially at the individual and work
group level.
Unit-I
Concept of organization change; types of change – planned and unplanned change;
transformational and realignment change; reactions to change – resistance and acceptance to
change; concept of Force-Field Analysis; models of organizational change – Kotter’s model,
Lewin’s model and System model; strategic leadership for management of change; conflict
management and building support for change.
Unit-II
Introduction to organizational development (OD); organization development process; values and
assumptions of OD; role and competencies of the OD practitioner; action research model of OD;
OD in global context; future trends in OD.
Unit-III
Diagnostic process – diagnosis at the organization, group and individual level, data collection
process, diagnostic methods, challenges in diagnosis; diagnostic information feedback –
characteristics of effective feedback, survey feedback; introduction to OD interventions -
characteristics of effective interventions; designing interventions and its process.
Unit-IV
Major families of OD interventions – T-group, process consultation, interpersonal, intra-group and
inter-group process, third party intervention, team, coaching, mentoring, role focused and system
interventions; contemporary OD interventions – learning organizations, organization restructuring,
employee involvement, work design and organizational transformation.
Suggested readings:
1. French, W. L. and Bell, C. H. Organization Development, Prentice Hall of India.
2. Bhattacharyya. Organisational change and development, Oxford University Press.
3. Singh, Kavita. Organizational Change & Development, Excel Books.
4. Kinicki & Krietner. Organizational Behaviour: Concepts, Skills and Practices. Tata
McGraw Hill.
Note:

83

84
INDUSTRIAL RELATIONS AND ITS LEGAL ASPECTS
MS-HR-211
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the concept of industrial relations along with its national and international
aspects.
2. Develop an insight about the aspects of unions and employee participation in management.
3. Gain knowledge about the dispute settlement machinery and the laws related to dispute
settlement.
4. Analyse the importance of employee welfare and its legal aspects.
Unit-I
Industrial relations - concept, approaches, scope and determinants; major stakeholders in employee
relations - management, union and state; role of Indian labour laws; managing foreign nationals in
Indian organisation; international labour organization-structure and functions; social audit.
Unit-II
Trade Unions - purpose, functions, structure, types and emerging trends; Trade Union Act 1926;
impact of globalization, technology and economic reforms on trade union; industrial democracy
and workers participation in management.
Unit-III
Industrial dispute settlement - collective bargaining, conciliation, arbitration, and adjudication;
recent trends in industrial disputes - lay off, termination, retrenchment, closures; Industrial Dispute
Act 1947; discipline action - purpose and procedure; code of discipline in industries; Standing
Order Act 1946; grievance redressal machinery.
Unit-IV
Employee welfare and its legal aspects; laws related to working conditions - Factories Act 1948,
Maternity Benefit Act, VRS schemes; laws governing welfare of employees - ESI Act 1948,
Payment of Gratuity Act 1972 and Employees’ Provident Fund & Miscellaneous Provisions Act,
1952.
Suggested readings:
1. Venkataratnam, C. S. Industrial relations, Oxford University Press.
2. Ghosh P., Nandan, S. Industrial Relations and Labour Laws, McGraw Hill Education.
3. Venkataratnam, C. S., Manoranjan Dhal, Industrial Relations, Oxford University Press.
4. Padhi, P.K. Labor and Industrial Laws, PHI Learning
5. Singh, B.D, Industrial relations and Labour Laws, Excel Books.
Note:

85

86
COMPENSATION AND BENEFITS MANAGEMENT
MS-HR-212
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the components of compensation and various aspects related to the designing
of the compensation as well as compensation strategy of an organisation.
2. Gain insight into the different techniques of compensation and the compensation structure
of different employees.
3. Apply compensation designing and the methods used by them along with the tax
implications on compensation.
4. Analyse the legal aspects related to compensation and the international factors influencing
the compensation.
Unit-I
Compensation management - concept, goals and theories; compensation strategy; inter and intra
industry wage differentials; components of compensation; fringe benefits and supplementary
compensation; bonuses - concept & method of calculation; Payment of Bonus Act 1965.
Unit-II
Incentive schemes/ payment-by-results (PBR); competency-based compensation; equity-based
compensation; team rewards; reward strategy & psychological contract; compensation of chief
executives, sales executives; compensation structures in India.
Unit-III
Job Evaluation - concept and methods; institutions related to compensation management: wage
boards, pay commissions; tax implication of employee compensation package to the employees;
recommendations of 2nd
National Commission on Labour relating to compensation.
Unit-IV
Statutory provisions governing compensation linked to employee welfare - The Minimum Wages
Act 1948, The Payment of Wages Act 1936, The Workmen’s Compensation Act 1923;
International Compensation - objectives and methods.
Suggested readings:
1. Bhattacharya, D.K. Compensation Management Oxford University Press, New Delhi.
2. George T Milkovich, Jerry M Newman, C.S. Venkata Ratnam, Compensation, McGraw
Hill Education.
3. Henderson, R.I., Compensation Management in a Knowledge-based world, Pearson.
4. Henderson, Richard I., Compensation management: Rewarding Performance, Reston
Publishing Co.
5. Singh, B.D. Compensation and Reward Management. Excel Books
Note:

87

88
STRATEGIC HUMAN RESOURCE MANAGEMENT
MS-HR-213
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the alignment between different HR systems and practices and organizational
1. outcomes.
2. Analyse the alignment of HR functions with the strategies of the organization.
3. Develop a critical insight into strategic importance of HR.
4. Interpret the influence of environment on HRM.
Unit-I
SHRM - conceptual framework and evolution; HR environment; HRM in knowledge economy;
strategic HR vs. traditional HR; investment and theoretical perspectives of SHRM; barrier to
strategic HR; role of HR in strategic planning; human resources as assets
Unit-II
Linking business strategy and HR strategy; best Fit Approach; HR bundles approach; best practice
approach; sustained competitive advantages through inimitable HR practices; business strategy
and human resource planning; strategic linkage of job analysis.
Unit-III
Linking recruitment and selection to business strategy; business strategy and training; strategic
linkage of performance management system; business strategy and compensation systems;
strategic approach to career management systems.
Unit-IV
Influence of external environment (both domestic and international) on human resource
management: business strategy linked human resource management; strategic options and HR
decisions – downsizing and restructuring, domestic and international labour market, mergers and
acquisitions, outsourcing and off-shoring
Suggested readings:
1. Mello, Jeffrey A., Strategic Human Resource Management, Thomson Learning Inc.
2. Agarwala, Tanuja, Strategic Human Resource Management, Oxford University Press, New
Delhi.
3. Armstrong, M. Strategic Human Resource Management, Kogan Page.
4. Greer, Charles, Strategic Human Resource Management, Pearson Education
5. Kandula S. R. Strategic Human Resource Development, Prentice Hall India.
Note:

89

90
TEAM BUILDING IN ORGANIZATIONS
MS-HR-214
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the importance of raising groups and turning them into passionate teams in
organizations
2. Develop an insight about how individuals as team players must behave to sustain teams.
3. Gain knowledge about the different aspects of a team.
4. Analyse the importance of leader in team building and performance.
Unit-I
Difference between workgroups and teams; transforming groups to teams; types of teams; stages
of team building and its behavioural dynamics; team role; interpersonal processes; goal setting and
problem solving.
Unit-II
Team effectiveness – concept and factors influencing it; interpersonal competence – concept and
its influence on team effectiveness, its measurement through FIRO-B; team context; goals; team
Size; team member roles and diversity; norms; cohesiveness.
Unit-III
Communication and creativity – communication process, communication effectiveness &
feedback; fostering team creativity; delphi technique; nominal group technique; brainstorming-
traditional, electronic and negative.
Unit-IV
Role of leaders in teams – supporting teams, rewarding team players, role allocation, resource
management for teams, selection of team players; leaders as facilitators, mentors; developing
collaboration in teams – functional and dysfunctional cooperation and competition; interventions
to build collaboration in organizations; social loafing; synergy in teams; self-managed teams.
Suggested readings:
1. Robbins, S. P. Organizational I. Pearson Education.
2. Luthans, F. Organizational I. McGraw-Hill International Edition.
3. Pareek, Udai. Understanding Organizational Behaviour. Oxford University Press.
4. Naper, Rodhey, W &GershenfeldMattik. Groups Theory & Experience, AITBS, India.
5. McShane, S. L & Glinow M. A. V. Organizational Behaviour: Emerging Realities for the
Workplace Revolution, Tata McGraw-Hill Publishing Company Ltd.
Note:

91

92
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
MS-HR-215
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand basic of IHRM and the role of cultural differences in managing global
workforce.
2. Advocate and design cross-cultural training programs for global workforce
3. Identify critical issues in managing talent of global workforce
4. Describe IHRM’s role in managing a global health, well-being, safety, and security
program
Unit-I
Concept of IHRM, difference between domestic and international HRM, strategic IHRM; choice
of method for entry into international business; global organizational structure; IHRM and global
organizational design; understanding nature and importance of culture, major models of national
cultures and managerial implications, cultural convergence and divergence.
Unit-II
Global work force planning and forecasting; approaches to staffing, determinants of staffing
choices, challenges to successful staffing; selection criteria and process; TCN and HCN expatriate
training, virtual and global teams, global leadership development, design and delivery of cross-
cultural training.
Unit-III
Key components of global compensation, determinants of and approaches to international
compensation, issues and challenges; performance management in the multinational enterprise,
performance management of international assignee, issues in managing performance.
Unit-IV
Health and safety of the global work force, global human resource support services and
information systems, structure of global human resources, IHRM trends and future challenges.
Suggested readings:
1. Dennis R. B., Randall S. S., Lisbeth C., International Human Resource Management:
Policies and Practices for Multi-National Enterprises, Routledge Taylor & Francis Group
2. Dowling P. J., Festing M., Engle A. D., International Human Resource Management,
Cengage learning
3. Vance C. M., Paik Y., Managing a global workforce: challenges and opportunities in
International Human Resource Management, PHI
4. Brewster C., Houldsworth E., Sparrow P., Vernon G., The International Human Resource
Management, The Chartered Institute of Personnel and Development.
Note:

93

94
MS-HR-216
Total credits: 3
Internal Marks: 25
Course outcomes:
external viva voce.

95
LIST OF ELECTIVES
(FINANCIAL MANAGEMENT)

96
BEHAVIOURAL FINANCE
MS-FM-207
Total credits
External marks: 75
Internal marks: 25
Course outcomes:
1. Develop an alternate framework for understanding price discovery in the markets
2. Identify persistent or systematic behavioral factors that influence investment behavior
3. Critically analyze the investor psychology leading to decision making
4. Comprehend the driving socio-psychological forces behind herd mentality of investors
Unit-I
Behavioral finance; overview, history of behavioral finance; from standard finance to behavioral
finance; investment decision cycle; judgment under uncertainty; utility/ preference functions;
Expected Utility Theory [EUT]; Prospect Theory; Neurofinance (introduction only); limits to
arbitrage; fundamental risk, noise trader risk; implementation cost
Unit-II
Information screening biases; information processing: Bayesian decision making, heuristics and
cognitive biases; overconfidence bias; representativeness bias; anchoring and adjustment; non-
consequentialism; disjunction effect; self-deception
Unit-III
Mental accounting bias; confirmation bias; hindsight bias; loss aversion bias; recency bias; regret
aversion; framing bias; status quo bias; emotion and neuroscience; group behavior; conformism,
herding, fatal attractions; investing styles and behavioral finance; mental accounting; self-control;
regret avoidance
Unit-IV
Cognitive dissonance bias; availability bias; self-attribution bias; illusion of control bias;
conservatism bias; ambiguity aversion bias; endowment bias; self-control bias; optimism bias; loss
aversion; framing
Suggested readings:
1. William Forbes, Behavioural Finance, Wiley Publication
2. Michael M Pompian, Behavioral Finance and Wealth Management, John Wiley & Sons,
Inc.
3. Prasanna Chandra , Behavioral Finance Kindle Edition, Mc Graw hill.
4. Shuchita Singh, Shilpa Bahi, Behavioural Finance, Vikas Publishing House
5. Sulphey M.M, Behavioural Finance, PHI Learning Private Limited
Note:

97

98
MANAGING BANKS AND FINANCIAL INSTITUTIONS
MS-FM-208
Total credits: 03
External marks: 75
Internal marks: 25
Corse outcomes:
1. Understand the importance of banking system in an economy.
2. Assess the different dimensions for management of banks and develop a suitable strategy
for enhancing efficiency.
3. Identify roles of different financial institutions and regulatory authorities.
4. Develop plans for managing risk in banks.
Unit-I
Commercial banks in India, banking operations, role and services provided by banks, key market
players; retail banking, universal banking, contemporary banking issues at global level.
Unit-II
Management of banks - asset liability management in banks, prudential norms related to income
recognition, asset classification and provisioning for the advances portfolio of the banks,
management of NPA’s - debt recovery tribunals (DRTs), corporate debt restructuring (CDR), a
brief introduction to SRFAESI act 2002, Basel norms for banking supervision, risk management
in banks.
Unit-III
Role of different financial institutions in financing in India - SIDBI, NABARD, EXIM Bank,
IDBI, IFCI, ICICI, UTI, LIC, IRCI, IRBI and SFCs.
Unit-IV
Regulatory authorities - SEBI, IRDA, PFRDA, Reserve Bank of India.
Suggested readings:
1. Khan M.Y., Indian Financial System, Tata McGraw-Hill.
2. Vij, Madhu. Management of Financial Institutions in India. Anmol.
3. Yeager, Fred C. and Seitz, Nail E. Financial Institution Management: Text and Cases.
Englewood Cliffs, Prentice Hall Inc.
4. Bhole L.M., Mahakud J. Financial Institutions and Markets, Tata McGraw-Hill.
5. Pathak, V Bharati, The Indian Financial System, Pearson Education.
6. Gordon E. and Natrajan K., Financial Markets and Institutions, Himalaya Publishing
House.
Note:

99

100
CORPORATE TAXATION
MS-FM-209
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the direct and indirect tax and to compute income under various heads.
2. Acquaint with the tax Management Practices.
3. Manage their tax liability through tax planning
4. File income tax returns.
Unit-I
Direct and Indirect tax - basic concepts, residential status, computation of income under different
head, computation of income under salary head, computation of income under house property
head.
Unit-II
Computation of income under business & profession head, computation of income under capital
gain head, computation of income under other sources head, set off and carry forward of losses,
deductions and exemptions.
Unit-III
Meaning and scope of tax planning, difference between tax planning tax evasion and tax
avoidance, tax incidence of a company; computation of corporate tax liability.
Unit-IV
Tax management - filing of returns and assessments, penalties and prosecutions, appeals and
revisions, advance tax, TDS, advance rulings, avoidance of double taxation agreements.
Suggested readings:
1. Singhania V. K. &Singhania, Kapil. Direct Taxes Law and practice, Taxmann.
2. Singhania, V K. and Singhania, Monica, Corporate tax Planning and Business Tax
Procedures, Taxmann.
3. Ahuja, Girish& Gupta Ravi, Simplified Approach to Corporate Tax Planning and
Management, Bharat Law House private limited.
4. Srinivas, E A., Handbook of Corporate Tax Planning, Tata McGraw, Hill.
5. Iyengar A C. Sampat, Law of Income Tax, Bharat House.
Note:

101

102
WORKING CAPITAL MANAGEMENT
MS-FM-210
Total credits:03
External marks: 75
Internal marks: 25
Course outcomes:
1. Identify their capacity to think systematically about working capital.
2. Analyse the detailed process and challenges of working capital finance.
3. Apply the concepts that are fundamental to practice of cash management.
4. Implement receivables and inventory management.
Unit-I
Concept of working capital; importance of working capital; factors influencing planning of need,
determinants and computation of working capital investment.
Unit-II
Sources of finance including accruals, trade credit, working capital advance by commercial banks;
regulation of bank finance, public deposits, ICDs, short term loans from FIs, right debentures for
W.C., commercial papers and factoring; banking policy - Tandon, Chore and Marathe committee
reports.
Unit-III
Motives for holding cash and marketable securities; factors determining the cash balance;
managing the cash flow; types of collection systems; mailed payment collection system; other
collection systems.
Cash concentration strategies; disbursement tools, investment in marketable securities; types of
marketable securities; forecasting cash flows;, methods of financial forecasting, forecasting daily
cash flows; sources of uncertainly in cash forecasting; hedging cash balance uncertainties, hedging
via interest rate; Baumol Model, Beranek model, Miller-Orr model, Stone model for determining
the optimum level of cash balances .
Unit-IV
Receivables management; costs, benefits, credit policies, evaluation of the credit applicant, credit
terms; collections from accounts receivable.
Inventory management; type of control required; cost of holding inventories; inventory control
models; inventory control responsibility; other control devices; inventory management &
evaluation.
Suggested readings
1. Hampton, John. Financial Decision Making. Prentice Hall, New Jersey.
2. Khan, M. Y and Jain, P. K. Financial Management, McGraw Hill.
3. Chandra, P. Financial Management. McGraw Hill.
4. Pandey, I. M. Financial Management, Vikas Publication House.
5. Bhalla, V.K. Working Capital Management, S. Chand Publishing.
Note:

103

104
MERGERS, ACQUISITIONS AND CORPORATE RESTRUCTURING
MS-FM-211
Total credits:03
External marks: 75
Internal marks: 25
Course outcomes:
1. Identify their capacity to think systematically about mergers.
2. Understand the detailed process and challenges of merger and acquisition.
3. Analyse practical aspects of post-merger.
4. Apply the concepts that are fundamental to practice of valuation.
Unit-I
Types of mergers - merger strategy-growth, synergy, operating synergy, financial synergy,
diversification; other economic motives; hubris hypothesis of takeovers; other motives; tax
motives: financial evaluation, joint venture and strategic alliances.
Unit-II
Legal aspects of mergers/ amalgamation and acquisition; provisions of Companies Act, SEBI’s
role and regulations; takeover Code; scheme of amalgamation; approval from court.
Unit-III
Methods of valuation - cash flow basis, earning potential basis, growth rate, market price,
computation of impact on EPS and market price, impact of variation in growth of the firms, criteria
for negotiating.
Unit-IV
Defence against hostile takeover, poisson pill, bear hug, greenmail; post-merger human resource
related issues and cultural issues.
Suggested readings:
1. Gaughan, Patrick. Mergers Acquisitions and Corporate Restructurings. Wiley, India.
2. Westan, Kwang and Susan. Mergers and Acquisitions, Prentice Hall, India.
3. Ramanujan. S. Mergers: The New Dimensions for Corporate Restructuring, McGraw Hill.
4. Gupta, Manju. Contemporary Issues in Mergers and Acquisitions, Himalaya Publishing.
Note:

105
FOREIGN EXCHANGE MANAGEMENT
MS-FM-212
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the mechanism of foreign exchange market.
2. Evaluate interdependence of various factors affecting exchange rate
3. Analyse various types of foreign exchange exposures
4. Apply various hedging strategies for management of foreign exchange exposure
Unit-I
Nature of foreign exchange market, structure of foreign exchange market, participants in foreign
exchange market, types of exchange rate quotations, cross currency rates, spot rate, forward rates,
bid ask spread, official exchange rate, free market rates, relationship between nominal, real and
effective exchange rates, exchange rate regimes.
Unit-II
Theories of exchange rates determination, factors affecting exchange rate, four-way equivalence
model of exchange rate determination, sticky price theory of exchange rate volatility, exchange
rate overshooting, J curve effect.
Unit-III
Nature of foreign exchange exposure, transaction exposure, translation exposure and economic
exposure, regulatory framework for foreign exchange exposures in India.
Unit-IV
Techniques of management of foreign exchange exposure, internal and external hedging
techniques, currency derivatives, currency forwards, currency futures, currency options, currency
swaps, currency forwards vs. currency futures contracts.
Suggested readings:
1. Tim Weithers . Foreign Exchange Markets: A Practical Guide to the FX Markets. Wiley
Finance.
2. Ghassem A. Homaifar. Managing Global Financial and Foreign Exchange Rate Risk.
Wiley Finance
3. Brian Twomey ; John R. Hill. Inside the Currency Market; Mechanics, Valuation and
Strategies. Bloomberg Financial.
4. Andrew Johnson. Forex: The Ultimate Guide to Forex: Uncovering Forex Profit Making
Secrets
Note:
2. In each unit, content will be covered with suitable case studies.

106

107
RISK MANAGEMENT AND INSURANCE
MS-FM-213
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. To understand the risk, risk management and insurance
2. To think critically upon the contemporary issues of insurance in individual and corporate
life.
3. To apply the underwriting and claim settlement procedures in insurance
4. To demonstrate policy design, rate making and distribution strategies in insurance
Unit-I
Risk, peril, hazard, risk management, risk identification, risk evaluation, risk strategies, risk
management techniques, risk avoidance, risk retention and risk transfer, risk control, pooling in
insurance, loss exposure; emergence of insurance.
Unit-II
Contemporary issues in insurance, mechanism of insurance, need for insurance, principles of
insurance, types of insurance, legal aspects of insurance contract, reinsurance, co-insurance.
Unit-III
Insurance industry in India and abroad, origin and development of insurance sector; role of IRDA;
challenges of insurance marketing, types of insurance plans, policies of insurance companies,
distribution channels in insurance, bancassurance and its models
Unit-IV
Management of life and non- life insurance companies, product design, insurance rating, use of
insurance in personal and business planning, life and non-life (health, and motor vehicle)
insurance, underwriting practices, claim settlement in Life and non -life insurance (health, and
motor vehicle)
Suggested readings:
1. Rejda, George E, Principles of Risk Management and Insurance, Pearson Education, Delhi
2. Harrington Niehaus, Risk Management and Insurance, McGraw Hill Education,
3. Risk Management and Insurance, Gupta P.K. Himalaya Publications
4. Jatindra Loomba, Risk Management and Insurance Planning, PHI India
Note:

108

109
INVESTMENT ANALYSIS AND PORTFOLIO MANAGEMENT
MS-FM-214
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
After the successful completion of the course, students will be able to;
1. Understand different aspects of risks which is faced by individual and organizations while
investing.
2. Analyse securities on basis of risk and return.
3. Apply contemporary approaches of portfolio for developing and optimizing the portfolio.
4. Make the strategy to revise the portfolio in the light of changing market dynamics.
Unit-I
Investment - meaning, nature and scope, decision process; investment alternatives; investment
risk, interest risk, market risk, inflation risk, default risk; measurement of systematic and
unsystematic risk; valuation of securities; notion of dominance.
Unit-II
Security analysis fundamental analysis; economy, industry and company analysis and technical
analysis; Dow Jones theory; charts; supports and resistance levels; relative strength analysis;
moving averages, breadth of market; efficient market hypothesis.
Unit-III
Portfolio meaning, advantages and selection, approaches in portfolio construction, objectives of
portfolio; overview of Markowitz portfolio theory, risk and return with different correlation,
Markowitz efficient frontier.
Unit-IV
Overview of Sharpe single index model, corner portfolio, Sharpe optimal portfolio, construction
of the optimal portfolio; securities market line, capital asset pricing model; arbitrage pricing
theory; portfolio evaluation and strategies; portfolio revision.
Suggested readings:
1. Chandra, Prasanna. Investment analysis and portfolio management. McGraw Hill
Education.
2. Fischer, D. E., & Jordan, R. J. Security analysis and portfolio management. Prentice Hall.
3. Rustagi, R. P. Investment analysis and portfolio management. Sultan Chand & Sons, New
Delhi.
4. Bhalla, V. K. Investment management. S. Chand Publishing.
5. Pandian, Security Analysis and Portfolio Management, Vikas Publishing House
Note:

110

111
FINTECH
MS-FM-215
Total credits
External marks: 75
Internal marks: 25
Course outcomes:
1. Comprehend the latest in FinTech with special focus on Indian Scenario.
2. Understand the impact of FinTech on financial service industry.
3. Analyse the applications of FinTech on various areas and evaluate their performance.
4. Develop new models for application of FinTech in new and emerging areas.
Unit-I
History and emerging trends of FinTech; major areas in FinTech; regulatory framework; ethical
and professional standard; cybersecurity - overview and recent developments; legal and tax
compliance; privacy; anonymity and cryptography; access control; network security; forensics;
impact of FinTech on regulations.
Unit-II
Blockchain; overview and its application; cryptography; cryptocurrency (Bitcoin; Ethereum;
Other Altcoins); potential and usage of cryptocurrency; decentralized applications; smart
contracts; cryptographic hash functions; internet of things; FinTech applications in banking and
marketplace lending (bank in a box; application programming interface (API); peer to peer
lending).
Unit-III
FinTech developments in insurance (introduction; features; opportunities in InsurTech; use of bots;
peer to peer portfolio comparison); capital markets(features; opportunities in capital markets;
surveillance mechanism; investment advisory; use of bots; asset management solutions); payment
gateways and financial inclusion (online payments: latest developments; remittances: features;
mobile payments; novel payment alternatives; application for financial inclusion).
Unit-IV
Emerging sources of entrepreneurial finance - crowdfunding; P2P lending platforms; FinTech
innovations and start-ups- emergence of Fintech start-ups; Fintech disruptions; future prospects;
development of new start-up ideas.
Suggested readings:
1. Bitcoin and Cryptocurrency Technologies: A Comprehensive Introduction by Arvind
Narayanan, Joseph Bonneau, Edward Felten, Andrew Miller, Steven Goldfeder, Princeton
University Press.
2. Pranay Gupta, Fintech, De|G Press.
3. Susanne Chishti, Janos Barberis, The FINTECH Book: The Financial Technology
Handbook for Investors, Entrepreneurs and Visionaries Paperback, Wiley Publication.
4. Devie Mohan, The Financial Services Guide to Fintech: Driving Banking Innovation
Through Effective Partnerships, Kogan Page Publication.

112
5. Jacob William, FinTech: The Beginner's Guide to Financial Technology Paperback, Create
Space Independent Publishing Platform.
6. Ioannis Akkizidis, Manuel Stagars, Marketplace Lending, Financial Analysis, and the
Future of Credit: Integration, Profitability, and Risk Management (The Wiley Finance
Series), Wiley Publication.
7. Shane Bock, Blockchain: Bitcoin, Ethereum, Smart Contracts, Cryptocurrencies and
Everything about the Fintech Explained Paperback, Create Space Independent Publishing
Platform.
Note:

113
MS-FM-216
Total credits: 3
Internal Marks: 25
Course outcomes:
external viva-voce.

114
ELECTIVES
(INTERNATIONAL BUSINESS)

115
EXPORT IMPORT PROCEDURE AND DOCUMENTATION
MS-IB-207
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Make simple explanation of export procedure.
2. Help students to get an opportunity in export business.
3. Get self-dependent as an entrepreneur.
4. Have acknowledged about various documents required for export.
Unit-I
Significance of Procedures and Documentation in International Trade, procedure and
Documentation as Trade Barriers. WTO Provisions. Aligned Document System (ADS), Official
machinery for Trade Procedure and Documentation; ITC (HS) classification System; Role of ICC,
INCOTERMS; Nature of Export / Trading Houses, EDI and Documentation.
Unit-II
Main Export and Import Documents; Export Order Processing; export contract; Export Price
Quotations; Shipping and Custom Clearance of Export and Import Cargo; Central Excise
clearance; Role of Forwarding agents; Cargo Insurance and Claim Procedure.
Unit-III
Methods of Payments in International Trade; Documentary Collection of Export Bills; UCPDC
Guidelines; Realisation of Export Proceeds; FEMA- Origin and Objectives, Main Provision of
FEMA. Pre-Shipment and Post Shipment Finance. Role of EXIM Bank and ECGC in India.
Unit-IV
Major Export Promotion Schemes in India- EPCG, Duty Exemption Scheme; DEPB Scheme SIL;
Facility for Deemed Exports; Export Promoting Institutions (EOU’s/ EPZs/ SEZ’s) – Role of
Export Promotion Councils, Commodity Boards and ITPO.
Suggested readings:
1. Paras Ram: Export: What Where and How, Delhi, Anupam Publication.
2. Ministry of Commerce, Handbook of Procedures, Government of India, New Delhi.
3. Ministry of Commerce, Import Export Policy, Government of India, New Delhi.
4. Custom and Excise Law, Various Issues.
5. Nabhi’s Exporters Manual and Documentation.
6. Nabhi’s New Import Export policy procedures.
7. Pervin Wadia: Export Markets and Foreign Trade Management, Manishka Publication,
New Delhi.
8. M.D. Jitendra: Export Procedures and Documentations, Rajat Publications, Delhi
Note:

116

117
GLOBAL BRAND MANAGEMENT
MS–IB-208
Total credits- 3
External Marks- 75
Internal Marks- 25
Course outcomes:
1. Understand concepts and practical aspects of brand management in the field of
International Business.
2. Design, implement and take appropriate branding decisions.
3. Implement the branding strategies in current scenario.
4. Develop a diagnostic and conceptual understanding of the different factors in the
management of branding by global organisations.
Unit-I
Product planning decision, product hierarchy, internationalization of product development
process, Branding concept: Branding, salient features of global brand, brand image, brand
personality, brand loyalty.
Unit-II
Global brand building, brand resonance, global brand equity, brand elements, brand extension,
global brand positioning, brand value, global brand awareness.
Unit-III
Globalization of brands - geographical extension, sources of opportunities for global brands,
barriers of globalization, quality and global standards, country of origin and global brands,
standardization v/s customization.
Unit-IV
Brand portfolio, brand growth in global markets, sociocultural factors and global brands, brand
reinforcement and revitalization, corporate brand and destination brand, celebrity endorsement,
global branding research.
Suggested readings:
1. Kapferer, J.N, Strategic Brand Management, Free Press.
2. Kelvin lane Keller, Strategic Brand Management, Prentice Hall of India.
3. Aaker, David, A., Managing Brand Equity, Free Press.
4. Philip. R. Cateoria & John L. Gram, International Marketing, Tata McGraw Hill.
5. Justin Paul & Ramneck Kappor, International Marketing: text and cases, Tata Mc Graw
Hill.
6. Rafi, A. & Mohammed, Rober. J. Fisher, International Marketing, Tata McGraw Hill.
7. Jeannet/Hennessey, Global Marketing Strategies, AIPD.
Note:

118

119
INTERNATIONAL MARKETING
MS-IB-209
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Acquaint with environmental, procedural, institutional and decisional aspects of
international marketing.
2. Work efficiently in MNCs and aware about the emerging issues of international market.
3. Aware of pricing approaches at international level.
4. Understand the concepts and procedures for international marketing
Unit-I
Concept of International Marketing; benefits and challenges of International Marketing; domestic
vs. international marketing; Process of International Marketing; WTO framework and the
international marketing; International Marketing environment; International Marketing Research
Unit-II
Identification, Segmentation and Selection of International Markets; Modes of International
Market entry; Factors affecting the selection of entry mode; Product Standardization vs
Adaptation; Packaging; Labelling; Branding; Product life Cycle in International Markets;
International Product Strategy
Unit-III
Pricing approaches for International Markets; Factors Influencing pricing decisions; Terms of
Payment in International Transactions; Dumping; Counter Trade; Transfer Pricing; International
distribution channels; selecting distribution channels; Promotion decisions for International
Markets including trade fairs and exhibitions
Unit-IV
Managing risk in international marketing; Emerging issues in International Marketing: Global e-
marketing; relationship marketing for overseas business
Suggested readings:
1. Joshi, Rakesh Mohan, International Marketing, Oxford University Press
2. Cateora, Philip R., International Marketing, TMH
3. Keegan Warren J., Global Marketing Management, Pearson Education
4. Doole Isobel and Robin Lawe, International Marketing Strategy, Thomson Learning
5. OnkvisitSak and John J. Shaw, International Marketing – Analysis and Strategy, PHI
6. Johny K. Johansson, Global Marketing, Tata Mc Graw Hillwith Edition.
7. Raja Gopal, International Marketing, Vikas Publishing House.
Note:

120

121
MULTINATIONAL BANKING
MS-IB-210
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the institutional and operational aspects of multinational banking.
2. Get deep insight of international transactions and understand the role of multinational
banks in money and capital markets at the global level.
3. Understand the regulatory environment of international banks.
4. Grasp the role of multinational banks in money and capital markets at the global level.
Unit-I
Structure and growth of international banking; eurocurrency markets; growth of Eurocurrency
deposits and credit; determination of eurocurrency interest rates; eurocurrency instruments; euro
credit multiplier process; factors of multinationalization of banking; organizational characteristics
of multinational banking.
Unit-II
Regulatory environment for international banking; international banking risks; capital adequacy;
syndication techniques in international lending; transferability and trading of loans; international
bank credit rating; role of Bank for International Settlements.
Unit-III
International payment systems; international asset and liabilities management; derivatives trading
by multinational banks; bank asset portfolio management; strategies for managing non-performing
assets; international credit appraisal techniques.
Unit-IV
Banks’ participation in international money and capital markets; international banking mergers
and acquisitions.
Suggested readings:
1. Macdonald S. Scott and Timothy W. Koch, Management of Banking, Thomson Learning,
Singapore
2. Fabozzi Frank J. et. al., Foundations of Financial Markets and Institutions, Pearson
Education, Delhi
3. Giddy Ian H., Global Financial Markets, AITBS, New Delhi
4. Robinson Stuart W., Multinational Banking, A.W. Sijthoff International, Leiden
5. Lees Francis A., International Banking and Finance, John Wiley, New York
Note:

122

123
INTERNATIONAL TRADE THEORY AND PRACTICE
MS-IB-211
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand and analyse international trade problems and issues.
2. Understand the free trade benefits and its consequences.
3. Get deep insight of practical parts of trade policy.
4. Unravel recent trends in India’s foreign trade, management and policy related issues
in foreign trade in the global context.
Unit-I
Growing importance of trade in world economy; trade as an agent of globalization; alternative
bases and explanations of trade; gains from trade; term of trade – alternative concepts; trade
equilibrium and determination of terms of trade; significance of conceptual understanding of
trade theory for IB manager
Unit-II
Free trade versus protection; tariff classification; economic effects of tariff; tariff retaliation;
export subsidies, countervailing duties and dumping; effects of a quota; international economic
integration – forms and levels; trade creating and trade diverting effects of a custom union;
repercussions of regional economic groupings on the strategy of international marketers
Unit-III
Components of international trade policy; export promotion strategies; import substitution;
rationale and working of free trade zones; assessing export potential for specific products in
specific markets; logic of state trading and canalized trade; trade fairs and exhibition;
commercial intelligence
Unit-IV
Major quantitative and qualitative; trends in India’s foreign trade since 1991; major schemes
and incentives for exporters; import control regime; impact of WTO provisions on trade policy;
overall assessment of India’s trade policy
Suggested readings:
1. Krugman, Paul R. and Maurice Obstfeld, International Economics: Theory and Policy,
Pearson Education, Delhi.
2. Bo Sodersten, International Economics, Macmillan, London.
3. D. Salvatore, Theory and Problems of International Economics, McGraw Hill, New
York.
4. H. Robert Heller, International Trade, Prentice Hall of India, New Delhi.
5. Govt. of India, Economic Survey.
6. Export-Import Policy, Nabhi Publications.
Note:

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125
GLOBAL STRATEGIC MANAGEMENT
MS-IB-212
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Gain knowledge about the impact of globalization on business organization
2. Understand the motive of global alliance
3. Know how managers can take strategic decisions in the global context.
4. Learn about various techniques of global capital structure decisions
Unit-I
The phenomenon of globalization; drivers and obstacles to globalization; motives and
determinants of internationalization of firms; components and challenges of international
strategic management; developing a strategic planning model for an MNC; approaches to
multinational corporate strategy; impact of personal values and corporate and culture on
international strategy.
Unit-II
Motives for strategic global alliances; strategic value of an alliance; partner analysis; criteria
for successful alliances; cross -border mergers and acquisitions; managing integration,
transition and consolidation phases; strategic considerations in foreign market identification,
entry and exit; product strategies for global markets; strategic decisions over different stages
of international product lifecycle; R&D networking and technology strategy; global knowledge
management.
Unit-III
Strategic considerations in expatriate personnel management; HR strategies in cross-cultural
environment; international control system; aspects of headquarter control over subsidiaries;
challenges of multinational recruitment, selection and performance appraisal; integrating
ethical and social responsibility concerns with strategic management; communication and
negotiation strategies; e-commerce strategy.
Unit-IV
Risk strategies in multinational management; global capital structure decisions; international
investment strategy; minimizing taxation burden; transfer pricing techniques; managing
international intra-company accounts; management of blocked funds; managing project,
working capital and trade finance; strategies for global competitive advantage.
Suggested readings:
1. Cullen John B., Multinational Management – A Strategic Approach, South-Western,
Ohio.
2. Sindhwani Trilok N., The Global Business Game – A Strategic Perspective,
MacMillan, New Delhi
3. Daniels John D. et.al., International Business – Environment and Operations, Pearson
Education, New Delhi
4. Lasserre Philippe, Global Strategic Management, Palgrave MacMillan, Hampshire

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5. Garpand. J. and Farmer, R. N., International Permissions of Business Policy and
Strategy, Kent Publishing Co.
Note:

127
INTERNATIONAL FINANCIAL MANAGEMENT
MS-IB-213
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Get insight about the managerial aspects of international finance
2. Impart the skills needed by multinational financial managers.
3. Gain knowledge about international portfolio management techniques
4. Understand the techniques of Multinational capital structure
Unit-I
Finance function in a multinational firm; structure of international financial markets; cost and
availability of international financial flows; international financial instruments.
Unit-II
Aspects of international cash management; investment criteria and borrowing decisions;
centralized versus decentralized cash management; optimizing cash flows; cash management
and value of the firm.
Unit-III
International portfolio versus direct investment; international CAPM and Roll’s critique;
Arbitrage Pricing Theory; capital budgeting for foreign investment; strategic adjustment to
international taxation; assessing and managing country risk in capital budgeting decisions.
Unit-IV
Multinational capital structure and cost of capital; strategic considerations in euro - equity
issues; international bond financing; determining financial structure of foreign subsidiaries of
MNCs; financial choices for an MNC and its foreign affiliates; international portfolio
diversification techniques and barriers; asset allocation policy; costs and risks of financing;
strategies for managing currency risk.
Suggested readings:
1. Levi Maurice D., International Finance, McGraw-Hill, New York
2. Buckley A., Multinational Finance, Prentice-Hall of India, New Delhi
3. Shapro A.C., Multinational Financial Management, Prentice-Hall, New Delhi
4. Apte P.G., International Financial Management, TATA McGraw-Hills, New Delhi
5. Butler, K.C., Multinational Finance, Thomson Learning, Bombay
Note:
problem. A student will attempt 04 question, attempting case- study/practical/numerical

129
INTERNATIONAL LOGISTICS
MS-IB-214
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes
1. Understand the practical aspects of international trade
2. Unravel the various modes of payment in international trade
3. Have insight about the domestic and international institutional and regulatory
arrangements for this part of international business.
4. Know about various export promotion schemes in India.
Unit-I
Trends in world trade growth; nature, significance and components of international logistics;
creating an export organization; registration and licensing; selecting export products and
markets and channels; export costing and pricing procedures incoterms; deciding payment
terms; export contracts; deciding currency of payment; export order processing; international
logistics infrastructure.
Unit-II
Arranging pre -shipment finance; export procurement; quality control and pre –shipment
inspection; packing and labeling of export consignments; basic procedure and documentation
for excise and custom clearance; ADS; Cargo insurance; shipping modes procedures and
documentation; role of forwarding agents.
Unit-III
Arranging post-shipment finance; documentary collection of export bills; UCPDC guidelines;
negotiating documents under L/C; managing exchange earners’ foreign currency accounts;
availing foreign exchange facilities; protecting against adverse movements in exchange rates;
role of EXIM Bank; major provisions of FEMA relating to exporters; export credit risk
insurance and the role of ECGC.
Unit-IV
Major export promotion schemes in India; export assistance to export houses; SEZ units,
EOUs, EHTP, STP and BTP units; facilities for deemed exports; marketing development
assistance; trade information support; role of commodity boards and export promotion councils
in trade promotion; facilities for service exports.
Suggested readings:
1. Paras Ram, Export: What, When, How, Anupam Publications, New Delhi.
2. Khurana, P.K., Export Management, Galgotia Publishing, New Delhi.
3. Shavaramu, Export Marketing – A Practical Guide for Exporters, Wheeler Publishing,
New Delhi.
4. Govt. of India, An Overview of Customs, Commissionate of Customs and ICDs, New
Delhi.
5. Govt. of India, Ministry of Commerce and Industry – Handbook of Procedure, Govt.
of India, New Delhi.

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Note:

131
CROSS CULTURAL HUMAN RESOURCE MANAGEMENT
MS-IB-215
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Analyse and understand culture for a business context.
2. Gain insight into cross cultural leadership
3. Have a clear understanding about decision making at the global level.
4. Work efficiently in MNCs.
Unit-I
Defining and understanding culture for a business context; brief wrap up of organizational
culture & its dimensions; major models of national culture, cultural convergence and
divergence, cross cultural theories, importance of cultural sensitivity, potential cross- cultural;
cultural background of business stake-holders [managers, employees, shareholders, suppliers,
customers and others
Unit-II
Culture and global management - global business scenario and role of culture, human and
cultural differences and managerial implications; elements & processes of communication
across cultures; culture implications for team building.
Unit-III
Cross cultural leadership and decision making; cross cultural communication and negotiation;
global business operations - strategy formulation & implementation, aligning strategy,
structure & culture in an organizational context, developing the values and behaviours
necessary to build high-performance organization personnel [individuals and teams included],
corporate culture.
Unit-IV
Global human resource management process - global human resource planning, international
staffing, compensation and benefits, global workforce, training and development, performance
management in international organization, international reward systems, integrating two
cultures - models of people management in different cultures, expatriation and repatriation,
problems, IHRM trends and future challenges.
Suggested readings:
1. International Management: Managing Across Borders and Cultures, “Deresky Helen,”
Prentice Hall India
2. Revitalize Your Corporate Culture: Powerful Ways To Transform Your Company Into
A High Performance Organization, “Cash by Franklin”, Prentice Hall India
3. Dowling, P.J. & Welch, D.E. International Human Resource Management: Managing
People in a Multinational Context. Cengage Learning
4. Vance, C.M. & Paik Y. Managing a Global Workforce: Challenges and Opportunities
in International Human Resource Management. PHI
5. Edwards, T. & Rees, C. International Human Resource Management. Pearson
Education

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Note:

133
MS-IB-216
Total credits: 3
Internal Marks: 25
Course outcomes:
Alternative Study Credit Activities (ASCA) are an alternative to an elective course. Such
activities may include Outbound Experiential Learning Programme (OELP), Social
Sensitization Projects (SSPs), Community Development Projects (CDPs), Rural Innovation
Projects (RIPs) and Field or Live Projects (FLPs). Such activities, many of which go beyond
the boundaries of the campus, would be non-traditional sources of learning with major thrust
on experiential learning.
ASCA would be undertaken under the supervision of an allocated faculty member. Students
from UTDs will perform four different activities in the chosen domain and will submit a written
report of each activity. The evaluation will be done on the basis of assignments, report,
presentation and external viva voce.

135
ELECTIVES
(INFORMATION TECHNOLOGY
MANAGEMENT)

136
MULTIMEDIA AND WEB DEVELOPMENT
MS-IT-207
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
After the successful completion of this course, students will be able to:
1. Understand the operational fundamental of multimedia.
2. Familiar with data compression and its various standards
3. Learn about data and file format standards
4. Learn the application of multimedia in web designing
Unit-I
Introduction to Multimedia - multimedia devices, components of multimedia systems,
authoring tools, creating multimedia, video-capturing, video on demand.
Unit-II
Data compression - need for data compression, non-lossy and lossy compressions for images,
color, gray scale and still-video image, video image, and audio compression JPEG standard,
MPEG standard, DVI Technology, MIDI, brief survey of speech recognition and generation.
Unit-III
Data and file format standards, multimedia applications design - application classes, types of
multimedia systems; distributed multimedia systems - components, distributed multimedia
databases.
Unit-IV
Introduction to web design - web development process, site types and architectures, navigation
theory and practice; Introduction to Page: page sizes, page types, web design tools;
Introduction to text - fonts and text layout, formatting tags, text design issues for the web.
Lab: Each student is required to develop at least one website.
Suggested readings:
1. Buford, Multimedia Systems, Pearson Education
2. Vaughan, Multimedia Making IT Work, Tata McGraw Hill
3. Villamil and Molina, Multimedia: An Introduction, Prentice-Hall of India
4. Shuman, Multimedia in Action, Vikas Publishing House, New Delhi
5. Senclair, Multimedia on the PC, BPB Publications.
6. Rosch, Multimedia Bible, Sams Publishing
7. Powell, Web Design The Complete Reference, Tata McGraw Hill, New Delhi.
Note:
E - CRM

137
MB-IT-208
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Generates competency in transforming organisations into customer-centric enterprises.
2. Understand high level, about CRM
3. Eliminate some of the mystery around CRM.
4. Understand how to manage customer and business digitally with IT tools.
Unit-I
Introduction: Knowledge Management, e-Business, and CRM. The New Economy’s New
Face, How We Got Here. The Long-Winded Road. The New-New Imperatives. Understanding
E-Business: CRM and KM, The New Digital Landscape, Getting Down to e-Business,
Customer Relationship Management, Knowledge Management, Knowledge-Enabled
Customer Relationship Management.
Unit-II
A Roadmap for Success: The Knowledge-Enabled Customer Relationship Management
Roadmap. Phase I: Evaluation and Strategic Alignment Phase II: Infrastructural Development
and Development Phase III: Leadership, Change Management, Measurement and Refinement.
Aligning Strategy and Technology Choices: Getting Past the Innovator’s Dilemma.
Unit-III
The KCRM Strategic Framework. Analysing the Business Environment. Understanding the
Context Strategic Technology. Audit and Analysis: Why Audit Customer Knowledge?
Initiating the Audit. Reference Measures and Methodological Choices. The Audit Method.
Documenting Customer Knowledge Assets Using the Audit Results to Drive KCRM. The
KCRM Architecture Integration. Long-term Considerations.
Unit-IV
Building an Implementation Team: Tasks ad Expertise, Team Composition. Leadership, Risk
Assessment and Common Pitfalls. Blueprinting the Technology Infrastructure: Design
Challenges. The Customer Lifecycle. Customer Knowledge Management: Technology
Framework. Results-Driven Development and Deployment: Hidden Costs and other Surprises.
An overview of Big-Bang, Systems Development Methods. Looking Beyond the Waterfall.
Results Driven Incremental.
Suggested readings:
1. Alex Berson, Stephen Smith, Kurt Threarling; Building Data Mining Applications for
CRM, Tata McGraw Hill, New Delhi; 2000.
2. Michael J. A. Berry; Data Mining Techniques: For Marketing, Sales and Customer
Support, Gordon Linoff/1997.
3. Michael J. A. Berry and Gordon Linoff; Mastering Data Mining: The Art and Science
of Customer Relationship Management, John Wiley, 2001.
Note:

138
E-BUSINESS
MS-IT-209
Total credits: 3
External marks: 75

139
Internal marks: 25
Course outcomes:
1. Understand the E- business infrastructure, models and trends
2. Know about different types of electronic payment mechanism used in the industry.
3. Understand various types of electronic markets and their operation mechanisms
4. Understand about cyber frauds and security threats involved in e-business
5. Integrate theoretical frameworks with business strategies.
Unit-I
E-Business: Fundamentals, E-Business framework, E-Business application, Network
Infrastructure for E-Business. Mobile and Wireless computing fundamentals: Mobile
computing, framework, wireless technology and switching method, mobile information access
device, mobile computing application.
Unit-II
Handling money on the net: type of E-payment, digital token–based e-payment, smart card,
credit card payment systems, risk on e-payment, designing e-payment. Inter-organization
Business: EDI application in business, EDI: legal, security, standardization and EDI, EDI
software implementation, VANs (value added network) Internet based EDI.
Unit-III
Electronic market place of buyers and sellers: Consumer and business markets: ordering on-
line, Advertisement and marketing on Internet, Offering customer product on the net,
electronics customers support. Web–catalogues, business care for documents library, type of
digital documents, documents infrastructure, data warehouses, multi-media and digital video.
Unit-IV
E-Business standard, Cyber laws, Cyber-crimes & frauds, types and tools of hacking. Security
and Electronic-Business: Client–server security, data and message security, document security,
firewalls. Future of Electronic-Business: Virtual Factory, Strategies for Electronic Business,
Making Money on net, Web portals and vortals concepts
Suggested readings:
1. Ravi Kalakotta & Whinston B., “Frontiers of E-Commerce”, Addison-Wesley, New
Delhi.
2. R. Kalakotta & M. Robinson, “E-Business: Roadmap for Success”, Addison-Werley,
New Delhi.
3. Daniel Amor, “The E-Business (R) Evolution”, Prentice Hall, PTR, New Delhi.
4. Parag Diwan and Sunil Sharma, “E-Commerce”, Excel Books, New Delhi.
5. Reynolds, “Beginning of E-Commerce”, Shroff Publication.
6. Kamlesh K. Bajaj & Debjani Nag, “E-Commerce”, Tata McGraw Hills, New Delhi.
Note:

140

141
SOFTWARE QUALITY ASSURANCE
MS-IT-210
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes
1. Understand the basic tenets of software quality and quality factors.
2. Be exposed to the Software Quality Assurance (SQA) architecture and the details of
SQA components.
3. Understand of how the SQA components can be integrated into the project life cycle.
4. Be familiar with the software quality infrastructure.
5. Be exposed to the management components of software quality
Unit-I
Introduction: - Software Quality Assurance, Software Models, Software Life Cycle, Testing
Life Cycle. Types of Testing:- Software Testing, Scope, Importance of testing; Types of
Functional Testing like- Static & Dynamic testing, black box & white box testing. Unit,
Integration, System, Acceptance, Alfa, Beta, Positive, Negative, Ad-hoc and Monkey testing,
Understanding basics of performance, Stress, scalability, capacity and load testing.
Unit-II
Planning: - Planning test efforts, test plan contents, designing, documenting and tracking test
cases. Testing: - Testing for currency, time zone, language specific and localization. (Practice
on an example application) User interface, UI standards & guidelines; Browser based
variations (Practice on an example application with IE), Testing of software on different
platforms, Software testing for interaction with other applications, (Practice on Windows),
Root Cause Analysis, Basic DB concepts and testing specific DB topics.
Unit-III
Security: - Understanding security, types of security testing. Automation: - Basic Concept of
automation, Tools support for testing, Types of test tools, Advantages of test tools and
Selection of test tools.
Unit-IV
Bug Tracking: - Introduction to bug tracking system, Bug Tracking Tools, Managing bug cycle,
prioritizing bugs (Practice with tool). Configuration: - Understanding configuration
management, Configuration Management Tools, Installation, Web server and application
server.
Suggested readings:
1. Software Engineering – Roger S. Pressman
2. Ian Sommerville - Software Engineering
3. Systematic Software Testing - by Rick David Craig, Stefan P. Jaskiel
4. Software Testing Techniques - by Geoffrey Miller, Scott Loveland, Michael Shannon,
Richard Prewit.
Note:

142

143
INTERNET MARKETING
MS-IT-211
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Explain the role and importance of digital marketing in a rapidly changing business
landscape
2. Discuss the key elements of a digital marketing strategy
3. Illustrate how the effectiveness of a digital marketing campaign can be measured
4. Demonstrate advanced practical skills in common digital marketing tools such as
SEO, SEM, Social media and Blogs
Unit-I
Introduction to Internet Marketing: Definition, Scope, Advantages & Disadvantages, Process,
Internet Marketing Vs Traditional Marketing, Internet Marketing Strategies. E-business
models, Search Engine Marketing Strategy, Web Marketing, E-business deployment, RSS
Feed.
Unit-II
Pay Per Click Campaign: Google and Yahoo Model, Adwords & Adsense, Content Match
Type, CTR, Leads & Conversions, PPC Account Management, Budgeting, PPC Strategies,
Gap Analysis. Banner Advertisement & E-mail Marketing: Banner Concept, Banner
Placement, Email campaign, Newsletter Campaign, Press Release.
Unit-III
Affiliate Marketing: Introduction, Affiliate Networks, In-house Affiliate Programs. W3C
Standards: W3C Mark Up Validator, Check link, CSS Validator, P3P Validator, And Semantic
Data Extractor.
Unit-IV
Implementation of strategies: Introducing realistic approach of Internet Marketing strategies
development and implementation.
Suggested readings:
1. Internet Marketing: Strategy, Implementation and Practice by Dave Chaffey.
2. Principles of Marketing by Philip Kotler.
3. Tapp, A., & Whitten, I., &Housden, M. Principles of Direct, Database and Digital
Marketing, Pearson.
4. Tasner, M. Marketing in the Moment: The Digital Marketing Guide to Generating More
Sales and Reaching Your Customers First, Pearson.
Note:

144
problem. A student will attempt 04 question, attempting case study/practical/numerical

145
SEARCH ENGINE OPTIMIZATION METHODS
MS-IT-212
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the concepts of Internet marketing and HTML
2. Compare and contrast the functionality of search engine algorithms updates
3. Write your own content for a website that will improve search results
4. Develop an optimization strategy following best practices for a client to implement to
help increase their ranking
Unit-I
Introduction to Internet Marketing: Definition, Scope, Advantages & Disadvantages, Process,
and SEO Strategies. HTML: Important HTML Tags, Use of HTML Tags, Code Verification
& Validation.
Unit-II
Search Engines: Introduction of Search Engines, Search Engines Vs Web Directories, PR
concept, SE Algorithms, SERP, SE Crawler, SE Submission & Indexing, Google Dance and
Sand Effect.
Unit-III
Search Engine Optimization: Industry Analysis, Site Analysis, Competitor Analysis, Keyword
Analysis and Research, Meta Creation, Navigation & Linking Strategies, Content SEO, other
Supplementary SEO, Static SEO & Dynamic SEO, Landing Page, Landing Sites, Call to
Actions, SEO Tools, Design Issues, Gsitemap, Page Redirect methods.
Unit-IV
Link Building Strategies: Linking Concept, Link Exchange, Free & Paid Directory
Submission. Web Traffic Analysis: Web Stats Tools, Traffic Analysis, Configuring Tools
using wizards, Tracking End-users.
Suggested readings:
1. Search Engine Optimization for Dummies by Peter Kent.
2. SEO Book by Aaron Walls.
3. Search Engine Marketing by Mike Grehan.
4. Berners -LEE, Godel and Turing, “Thinking on the Web”, Wiley
Note:
2. Part B will consist of 06 questions, including a case study or a practical/numerical
problem. A student will attempt 04 question, attempting case- study/practical/numerical

146
BUSINESS TRANSFORMATION TOOLS & TECHNIQUES
MS-IT-213
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand role of ERP in modern business enterprise
2. Understand concepts and philosophy of Business Process Reengineering.
3. Basic understanding of ISO 9000 standard and Total quality management
4. Analyse and integrate issues and challenges of applying tools/techniques of
Information Technology for BPR and learn to apply them in the industry.
Unit-I
Overview of ERP, Integrated Information, Accommodating variety, seamless integration,
Benefits, Modern Enterprise with ERP. Significance and principles of BE, BPR, ERP, IT,
MRP, II. ERP implementation, Role of consultant, venders, users, post implementation, ERP
cases: SAP Baan.
Unit-II
Core Concepts of TQM. Customers focus. Quality for profits. Tools and Techniques of
TQM:SPC ISO 9000: Concepts. Certifications, methods, implementation.
Unit-III
Introduction to BPR: Need application & capacities of BPR. Change theory, Pitfalls in
Reengineering, Re-engineering team, Preparing and planning for change, Designing &
implementing processes. Similarity and difference between ERP and BPR.
Unit-IV
Introduction to SCM. Inventory Management devices, logistic system analysis & design.
Introduction to relationship management, concepts of CRM, Development of CRM. Planning
CRM.
Suggested readings:
1. ERP Concept & Practice by V.K. Garg, N. Venkitaman PHI Quality in totality Parag
Dewan.
2. Reengineering the Corporation Michel Hammer & James Champy Supply Chain
Management B. S. Sahay.
3. Customer Relationship Management, Jagdish Seth
4. Dimitris, N. Chorafas. Integrating ERP, CRM, Supply Chain Management and Smart
Materials.
Note:

147

148
CYBER LAW & BUSINESS REGULATORY FRAMEWORK
MS-IT-214
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand rights and liabilities in Cyberspace.
2. Understand key terms and concepts in cyber law, IT ACT and cyber-crimes, trademarks
and domain theft.
3. Determine computer technologies, digital evidence collection, and evidentiary
reporting in forensic acquisition.
4. Secure both clean and corrupted systems, protecting personal data, securing simple
computer networks, and safe Internet usage.
Unit-I
UNCITRAL Model Law, 2. Introduction to Information Technology Act, 2000 Object; Scope;
Scheme of The Act; Relevancy with Other Laws. Jurisdictional Issues. Civil Jurisdiction;
Cause of Action; Foreign Judgment; Exclusion Clause of Contract; Jurisdiction Under IT Act,
2000. Digital Signature: Technical Issues & Legal Issues. Digital signature; Digital signature
Certificate; Certifying authorities and liabilities in the event of Digital signature Compromise;
E- Governance in India.
Unit-II
Concept of Cyber Crime & the IT Act, 2000 : Cyber Crimes: Technical Issues; Cyber Crimes
: Legal Issues; Cyber Crimes : Legal Issues [ Penalty under the IT Act ]; Cyber Crimes: Legal
Issues [ Offences under the IT Act ]; Cyber Crimes : Legal Issues [Offences under IPC ]; Cyber
Crimes & Investigation; Cyber Crimes & Adjudication. Protection of Cyber Consumers in
India: Are Cyber Consumers Covered Under The Consumer Protection Act?; Goods and
Services; Defect in goods and deficiency in services; Restrictive and unfair trade practices;
Consumer Foras, Jurisdiction And Implications On Cyber Consumers In India
Unit-III
Evidence Law vis-a-vis IT Law: Status of Electronic Record as Evidence; Proof and
Management Of Electronic Records; Relevancy, Admissibility and Probative Value Of
Evidence; Proving Of Digital Signature; Proving Of Electronic Message. IPR Issues in a
nutshell: Copyright Issues; Patent Related Issues; Trade Mark Issues; Design & related issues
Unit-IV
Business Regulatory Framework: Provisions of the Companies Act, 1956 relating to Formation
of company, Monopolies and Restrictive Trade Practices Act, 1969 (Relevant Provisions) and
Competition Law, SEBI Act, 1992 - Functions of SEBI. Powers of SEBI in relation to securities
markets. Guidelines for Security issues, Consumer Protection Act, 1986 - Objectives. Rights
of consumers. Mechanism of Redressed of Consumer grievances
Suggested readings:
1. Ramaiya, A., Guide to Company Law, Wadhwa, Nagpur
2. Shah, S.M., Lectureson Company Law, N.M. Tripathi, Mumbai

149
3. Puliani, Ravi and Mahesh Puliani, Corporate Laws, Bharat Law House Private Ltd.,
New Delhi.
4. Gulshan, S.S. and G.k. Kapoor Corporate and Other Laws, New Age International Ltd,
ND.
Note:

150
DATA BASE MANAGEMENT SYSTEM
MS-IT-215
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand terms related to database design and management
2. Understand the objectives of data and information management
3. Understand the database development process and database management system
4. Assess data and information requirements in modern business requirement
5. Construct conceptual data models and emerging database models
Unit-I
Introduction to Multimedia: Multimedia devices, components of multimedia systems,
authoring tools, creating multimedia, video-capturing, video on demand.
Unit-II
Data compression: Need for data compression, non-lossy and lossy compressions for images,
color, gray scale and still-video image, video image, and audio compression JPEG standard,
MPEG standard, DVI Technology, MIDI, brief survey of speech recognition and generation.
Unit-III
Data and file format standards, Multimedia applications design: Application classes, types of
multimedia systems; Distributed multimedia systems: Components, distributed multimedia
databases.
Unit-IV
Introduction to Web design: Web development process, site types and architectures, navigation
theory and practice. Introduction to Page: Page sizes, page types, web design tools;
introduction to text: Fonts and text layout, formatting tags, text design issues for the web.
Lab: Each student is required to develop at least one website.
Suggested readings:
1. Kroenke, Database Processing, Pearson Education
2. Garcia, Ullman, Data Base Implementation, Pearson Education
3. Garcia, Ullman, Data Base The Complete Book, Pearson Education
4. Kahate, Introduction to Database Management System, Garcia, Ullman, Data Base
Implementation, Pearson Education
5. Rob, Database System, Thomson Learning.
6. Singh S. K., Database Systems, Pearson Education
7. Abraham, Korth, Data Base System concepts, McGraw Hill.
Note:
Instructions for question paper setting:Question paper will be divided into two parts:

151

152
MS-IT-216
Total credits: 3
Internal Marks: 25
Course outcomes:

153
ELECTIVES
(RETAIL MANAGEMENT)

154
DIRECT AND NETWORK MARKETING
MS–RM-207
Total credits: 03
External marks:75
Internal marks: 25
Course outcomes:
After the successful completion of the course, students will be able to
1. Conceptualise the various forms of direct marketing.
2. Critically analyse the digital marketing and its role in today’s business.
3. Evaluate the best practices in direct and network marketing
4. Apply suitable strategies in the contemporary issues of digital and
Network marketing
Unit-I
Scope of direct marketing - business, strategic and direct marketing planning; impact of
databases - consumer and business mailing lists, the offer-magazines, newspapers, TV/radio,
telemarketing, tele services, e-communications, creating print advertising - managing a lead-
generation program; modelling for business decision support.
Unit-II
Direct and digital marketing - modern integrated & interactive marketing; important role in
marketing strategy; build and develop brands, customer acquisition, development and
retention, key principles of targeting, interaction, control and continuity; three different
business models, stand alone, integrated and support; catalysts of change in modern marketing,
from distance selling to interactive marketing; managing relationships across channels and
media; the direct and interactive marketers' information system; data driven marketing
planning.
Unit-III
Network Marketing; Network Marketing Boom; Network Marketing Compensation Plan;
Evaluating network marketing opportunity; relationship marketing; six market models;
managing relationship with buyers, intermediaries and customer; segmentation and analysis of
customer market domain-customer acquisition and customer retention, strategic outsourcing,
creating successful alliances; referral and influence marketing; creating and implementing
relationship marketing strategies-people-processes-proactive/ personalized service;
relationship marketing plan-;relationship management chain; value proportions; identifying
appropriate customer value segments; designing value delivery systems; managing and
maintaining delivered satisfaction.
Unit-IV
legal issues and best practice - data protection and privacy, electronic communications and the
Indian directive, self-regulation and codes of practice; pitfalls and opportunities of international
direct and interactive marketing; consumer and technological landscape of the future; emerging
trends in network marketing- B2B, C2C, planning, scheduling, negotiating and buying
mediaon and offline; core marketing technology components; data warehousing, business
intelligence appliances, campaign management applications, sales force automation, customer
interaction and contact centre applications, data fusion; network marketing success stories
India , MLM

155
Suggested readings:
1. Stone, Bob, and Jacobs, Ron, Successful Direct Marketing Methods, McGraw-Hill,
New York, NY.
2. Dave Chaffey, Richard Mayer, Kevin Johnston, Fiona Ellis-Chadwick Internet
Marketing: Strategy, Implementation and Practice
3. Brian Thomas and Matthew Housden Direct Marketing in Practice
Note:
problem. A student will attempt 04 question, attempting case-study/practical/ numerical

156
E-RETAILING
MS-RM-208
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Define the components of e-retail environment.
2. Recognize the role of e-retail environment for selling products and services through
electronic means.
3. Implement the strategies for running an effective e-business.
4. Design an e-retail store by taking into consideration internet security issues.
Unit-I
Significance of e-retailing; comparison with convention retailing; e-Marketing; demographics
and targeting, adaptability and closed loop marketing, benefits e-retailing to traditional
retailers, shortcomings of e-Retailing, brick & mortar, click and mortar; pure e-retailing; multi-
channel retailing.
Unit-II
E-retailing models; weighing the options; approaches to building an e-store; requirements of
an effective e-store; e-store design: web atmospherics, navigability, interactivity, retail
information.
Unit-III
Marketing strategies for e-stores; marketing mix in the age of e-retailing; the roles of cyber
intermediaries in e-retailing; e-retailing and supply chain management system; online pricing;
factors affecting online pricing; different methods of online pricing; price promotional
strategies
of e-retail business; branding on the web; offline marketing; cross selling; referral services;
permission marketing.
Unit-IV
Online payment processing; internet payment gateways; internet security issues; e-malls;
future of e-retailing. Customer relationship management in E-retailing; customer loyalty, CRM
implementation; customer service; gift reminder services; contests & promotions; online
communities; loyalty programs; personalization.
Suggested readings:
1. D.P. Sharma, E-retailing Principles and Practice, Himalaya Publications
2. Caroll& Broadhead, Selling Online: How to Become a Successful E-Commerce
Merchant, Dearborn publishers
3. Dennis, Fenech &Merrilees, E-retailing, Routledge Press
4. Levy & Weitz, Retailing Management, Tata McGraw Hill.
Note:

157
2. Part B will consist of 06 questions, including a case study or a practical/numerical problem.
A student will attempt 04 question, attempting case study/practical/numerical problem is

158
RETAIL INSTITUTIONAL FRAMEWORK
MS–RM-209
Total credits
External marks: 75
Internal marks: 25
Course outcomes:
1. Appreciate and conceptualize the advantages and disadvantages of old and new retail
formats.
2. Analyse the managerial implications of choosing different retailing strategies and their
benefits.
3. Evaluate and model novel strategies for retail institutions.
4. Critically analyze the emerging trends in retailing.
Unit-I
Retail institution - characteristics by ownership; independent, chain, franchising, leased,
department, vertical marketing system, consumer-cooperatives- competitive advantages and
disadvantages, size, functions, dynamics, managerial-issues and relationships
Unit-II
Store based strategy-mix retail- planning; retail strategy-mix; wheel of retailing theory,
scrambled-merchandising; retail-lifecycle, retail-institutions strategies - mergers,
diversification, downsizing; suitable case study
Unit-III
Store based strategy-mix retail - cost containment approach, food-oriented retailers, formats;
convenience store, conventional supermarkets, food based superstores, combination store, box
/ limited line store, warehouse store, general merchandise-retailers, specialty store, traditional
departmental store, full time discount store, variety store, off-price-chain, factory-outlet,
membership-club, flea-market; suitable case study
Unit-IV
Non-traditional retailing-single-channel and multi - channel-retailing, direct marketing:
domain key to success, emerging trends; steps in direct marketing strategy; key issues; direct
selling; vending machines, electronic retailing; scope, characteristics; video kiosks, airport
retailing; suitable case study
Suggested readings:
1. Swapna Pradhan, Retailing Management- Text & Cases, Tata McGraw Hill
2. P Fleming, Guide to Retail Management, Jaico Publications.
3. W Gopal, Retail Management, ICFAI.
4. S.N. Mitra, Retail Management, Pointer Publication
5. Berry Berman & J.R. Evans, Retail Management – A Strategic approach, Prentice Hall
of India
Note:

159
2. Part B will consist of 06 questions, including a case study or a practical/numerical problem.
A student will attempt 04 question, attempting case study/practical/numerical problem is

160
AGRICULTURAL AND RURAL MARKETING
MS–RM-210
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Develop a critical understanding about rural market and e-rural marketing
2. Analyse consumer behaviour and develop marketing mix for rural market.
3. Develop strategies for marketing in rural regions
4. Develop a critical understanding about agricultural market and produces.
Unit-I
Rural market - components and classification; factors contributing to growth of rural market;
problems in rural market; rural development; e-rural marketing.
Unit-II
Rural consumer behaviour; relevance of marketing mix for rural market/consumers; rural
marketing information system.
Unit-III
Rural market - segmentation, targeting and positioning; market forces, components of product
strategies; pricing strategies; promotional strategies and distribution strategies for rural
consumers.
Unit-IV
Agricultural markets, agriculture Marketing - objectives, importance and challenges;
agricultural produces - marketing and export potential; government and non-government
agencies in the development of rural and agricultural marketing; agricultural sector marketing
strategies for seed, fertilizers, pesticides, farm equipment.
Suggested readings:
1. Acharya S.S. & Agarwal N.L., Agriculture Marketing in India, Oxford & IBH
Publishing, New Delhi
2. M Dantwala M.L, Indian Agriculture since Independence, Oxford & IBH Publishing,
New Delhi
3. Singh A. K. & Pandey S., Rural Marketing: Indian Perspective, New Age International
Publishers, New Delhi
4. Krishnamacharylu C.S.G. & Ramakrishna L., Rural Marketing, Pearson Education
Asia.
Note:

161

162
RETAIL ORGANIZATION AND RESOURCE MANAGEMENT
MS–RM-211
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Study the procedures involved in setting up a retail organization
2. Examine the various organizational arrangements utilized in retailing
3. Consider the special human resource environment of retailing
4. Describe the principles and practices involved with the human resource management
process in retailing
Unit-I
Setting up a retail organisation - factors in planning and assessing a retail organisation,
grouping tasks into jobs, job classification, organizational chart.
Unit-II
Organizational patterns in retailing - organizational arrangements by small independent
retailers, by departmental stores, by chain-retailers, by diversified retailers.
Unit-III
HRM in retailing – concept, HR environment of retailing, women and minorities in retailing;
HRM process in retailing - recruiting, selecting, training, compensating and supervising retail
personnel.
Unit-IV
Motivation in retail - meaning, importance, hierarchy of needs (Maslow’s); leadership in
retailing - concept, characteristics, significance, leadership development, leadership styles
Suggested readings:
1. Berman B.R. and Evans J. R. Retail Management: A strategic approach, Pearson
Education.
2. Levy M. and Weitz B.A., Retailing Management, McGraw hill Irwin.
3. Swapna Pradhan, Retailing Management: Text and Cases. Tata McGraw hill, New
Delhi
4. Bajaj C., Tulli R. and Srivastava N. V., Retail Management, Oxford University Press.
Note:

163
OPERATIONS AND MERCHANDISE MANAGEMENT FOR RETAILERS
MS–RM-212
Total credits: 03
External Marks: 75
Internal Marks: 25
Course outcomes:
1. Gain a conceptual understanding of the operations dimensions in retailing.
2. Relate the concepts of merchandise management to practical applications in a retail
store.
3. Understand various aspects associated with implementing merchandize plans.
4. Optimum utilization of resources by using control systems.
Unit-I
Blueprint of operations for retail-business, inside format, size, and space-allocation in retail-
stores, store security, insurance, credit management, computerization, out sources, crisis
management.
Unit-II
Merchandise management - philosophy, buying organisation formats and processes; devising
merchandising plans (forecasts, innovativeness, assortment, brands, timing, allocation);
category management; merchandising software.
Unit-III
Implementing Merchandising Plans (IMPs) - Steps for IMPs; Logistics with Goals; Inventory-
Management.
Unit-IV
Financial merchandise management (FMM) - overview, cost and retail methods of accounting
for FMM; merchandise forecasting and budgeting, unit control system (UCS); financial
inventory control.
Suggested readings:
1. Swapna Pradhan, Retailing Management: Text and Cases. Tata McGraw hill, New
Delhi
2. M. Chaelhevy and Barton. A Weitz, Retail Management, Irwin McGraw Hill.
3. Judith. W. Kincaid, Customer Relationship Management: Getting it right, Pearson
Education, New Delhi.
4. James. A. Fitzsimmms and Mina. J Fitzsimmms, Service Management: Operations,
Strategy, Information Technology, Tata Mc Graw hill.
Note:

164

165
RETAIL ADVERTISING AND SALES PROMOTION
MS–RM-213
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand the use of advertising and sales promotion as a marketing tool.
2. Understand of advertising and sales promotional appeals.
3. Learn about appropriate selection of media.
4. Understand how to test the effectiveness of advertising and sales promotion.
Unit-I
Meaning, nature and purpose of advertising; advertising in the context of retailing; integrated
marketing communication, advertising management process, setting of retail advertising
objectives and budgets, media decisions: media planning, popular media vehicles used in retail
sector; media timing and scheduling.
Unit-II
Copy writing, different types of appeals; copy layout; evaluation of retail advertising
effectiveness, advertising agencies: features, functions and types; selection of advertising
agency; agency-client relations; direct response advertising, ethical and legal aspects of retail
advertising.
Unit-III
Meaning, nature and role of sales promotion, major objectives and limitations of sales
promotion; major types of sales promotion tools and techniques – manufacturer vs. retail store
sales promotion, consumer vs. trade sales promotion, retail store sales promotion: objectives;
major retail store sales promotion tools for traffic building, purchase influencing and loyalty
building – sampling, price-off, coupon and money refund offers, premium, consumer contests
and sweepstakes, point-of-purchase displays, demonstration, exchange offers, trade fairs and
exhibitions.
Unit-IV
Objectives of trade promotion, major trade promotion schemes – merchandise allowance, sales
contests, point of-purchase display assistance, trade discount, co-operative advertising,
establishing objectives of sales promotion and selecting consumers for sales promotion;
developing, pre-testing, implementing, controlling and evaluating the -sales promotion
programme.
Suggested Readings:
1. Robert C. Blattberg & Scott A. Neslin -Sales Promotion: Concepts, Methods, and
Strategies – Prentice-Hall.
2. Paul J Hydzik -Sales Promotion: Strategies That build brands - Illinois Institute of
Technology.
3. Schulz, William A Robinson & Lisa A Peterson -Sales Promotion Essentials: The 10
Basic Sales Promotion Techniques.
4. Julian Cummins & Ruddy Mullin- Sales Promotions How to create, Implement and
Integrate Campaigns that really work- Kogan Page.

166
5. Kazmi & Sathish K Batra Advertising& Sales Promotions- Excel Books.
Note:

167
INTERNATIONAL RETAILING
MS–RM-214
Total credits- 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Understand traditional and contemporary frameworks of global retailing.
2. Identify the key concepts and issues pertaining to retail environment of firms and their
retail marketing strategies.
3. Develop critical thinking to analyse opportunities and problem pertaining to foreign
markets and selling strategies.
4. Apply adaptations to the marketing mix to meet the needs of retail management.
Unit-I
Nature, scope and importance of international retailing; trends in the internationalisation of
retailing and evolution of international retailing; motives for international retailing; assessing
the potential of retail markets; methods of international retailing; accessing retail markets; the
form of entry, joint ventures, franchising, acquisition; marketing planning for differing
international and regional requirements.
Unit-II
International retail marketing environment; international marketing research; global marketing
mix, segmentation, targeting, positioning in retail context; the marketing plan and entry mode
selection- products and services; international product and service strategies; international
distribution and logistics.
Unit-III
Competing in foreign markets; demographic and market conditions- concept of multi country
competition and global competition; strategy options for entering and competing in foreign
markets; quest for competitive advantage in foreign markets-profit; competing in emerging
foreign markets; cross border strategic alliances.
Unit-IV
Retail structure; retail Location and layout decisions; stages in development of international
operations; promotional mix and advertising; public relation and sales promotion strategies;
personal selling and sales management; international pricing strategy; developing and
controlling an international marketing plan.
Suggested readings:
1. Levy Michael, Weitz A Warton, Retail Management, Tata McGraw Hill, India
2. Berman Barry, Evans Joel, Retail management, Pearson, India
3. Pradhan Swapna, Retailing management, McGraw –Hill, India
4. Nicolas Alexander International Retailing-Blackwell Business Publishers Ltd.
Note:

168
problem. A student will attempt 04 question, attempting case study/practical/ numerical

169
MALL MANAGEMENT
MS-RM-215
Total credits: 3
External marks: 75
Internal marks: 25
Course outcomes:
1. Analyse the future prospects of malls in India.
2. Understand the aspects related to management of malls.
3. Evaluate the performance of a mall.
4. Apply the concepts for better performance of the mall.
Unit-I
Concept of shopping mall; growth of malls in India; mall positioning strategies; strategic
planning for malls.
Unit-II
Mall design process; factors influencing establishment of malls; feasibility analysis; recovery
management; aspects in finance; HR aspects in quality management; statistical methods used
in measuring mall performance; security and safety procedures of malls; legal compliances and
issues; measuring mall performance.
Unit-III
Store allocation; leasing negotiations; maintenance and repairs; operational activities; footfalls
measurement; common area management; scope of shopping mall management.
Unit-IV
Selection of anchor tenant; tenant mix; types of retail formats-multiplexes, food courts, branded
stores, specialty stores, hypermarkets, supermarkets; mall resource allocation; owner-tenant
relationship.
Suggested Readings:
1. Alexander, A., 1983. Managing the Shopping Center. Institute of Real Estate
Management, 1983.
2. Shelkh, A. I., and Dr. Fatima, K., 2008. Mall Management, 1st ed., Himalaya
Publishing House.
3. Das, A. Mall Management with Case Studies, 2nd ed., Taxmann Publications Pvt. Ltd.
4. Hardwick, J. M., and Gruen, V., 2004. Mall maker: Victor Gruen, architect of an
American dream. University of Pennsylvania Press.
Note:
problem. A student will attempt 04 question, attempting case study/practical/ numerical

171
MS-RM-216
Total credits: 3
Internal Marks: 25
Course outcomes:

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