I to IVth sem syllabus 2015-16

Financial Leverage and Methods of determination; Total Leverage: 12
Concept – Computation – Degree of Total Leverage; Exercises

3 Capital Budgeting Decision
Concept; Techniques – Cash Payback Method, Discounted Payback

Method, NPV Method, IRR Method, Mutual Exclusive Projects,

Profitability Index, Annual Rate of Return, Capital Rationing,
Modified IRR; Supplementary Capital Budgeting Tools –

Sensitivity Analysis, Scenario Analysis, Inflation Adjusted Cash

Flow, Incremental IRR, Simulation, EVA, MVA, Environmental

Value Added; Exercises 15

4 Dividend, Bonus and Stock Split

Concept; Types of Dividend; Dividend Policy; Dividend Valuation
Models : Gordon Model, Walter’s Model, Lintner’s Model, Two-

Stage Growth Model, Three-Stage Growth Model, H Model,

DuPont Model; Exercises; Dividend Decision; Accounting and Tax

Treatment; Bonus Share: Concept, Impact, Issue Decision,

Accounting and Tax Treatment, Exercises; Stock Split : Concept,

Impact, Accounting Treatment, Exercises; Concept of ESOP 12

5 Working Capital Management

Concept; Determinants; WC Estimation; Exercises; Cash Mgt.

Techniques; Exercises; Receivable Mgt. : Optimum Credit Policy,
Monitoring Receivables; Exercises; Inventory Mgt. – Concept,

Techniques of Inventory Mgt.; Exercises; Financing of WC. 11

RECOMMENDED BOOK:
1. Financial Management: Khan and Jain, TMH Publications.

REFERENCE BOOKS AND SUPPLEMENTARY READING MATERIALS:
1. Cases in FM: I.M.Pandey and Ramesh Bhat
2. Cases in FM: Bhasin
3. Fundamentals of FM: Brigham and Housten
4. Fundamentals of FM: James C Horne
5. Principles of Managerial Finance: Gitman
6. Contemporary Financial Management: Kothari & Dutta, Macmillan India Ltd.
7. Financial Management: G.Sudarsana Reddy, Himalaya Publishing House
8. Financial Management: Prasanna Chandra, TMH Publications.

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SOCIAL BANKING AND MICROFINANCE

Subject Code: Credits: 4
Contact Hours: 60 hrs Weekly hours: 4
External Marks: 80 Internal Marks: 20

The course is designed for students who would want to take up microfinance as a career in India
or who want to understand the scope and learn the basic concepts of Social Banking and
Microfinance

COURSE OBJECTIVE:
To sensitize students on the key issues in Social banking, Financial Inclusion and Microfinance
and familiarize them as regards its principles and developments in our country.

EXPECTED OUTCOME:
A clear understanding as regards to issues faced by the marginalized / excluded segments of
society and the financial interventions to tackle the same.

MODULE TITLE AND CONTENT No. of
Hours
1 Social Banking
Concept; Significance; Rural India & Its Demographics, 10
Characteristics and Economic Features, Rural Issues; Challenges of
financing Small Economic Operators; Moneylender and Small
Economic Operators; Government Intervention; Traditional and
Modern sources of financing Small Economic Operators; Rural
Credit Institutions

2 Major Policy Initiatives and Schemes
Priority Sector Lending; Lead Bank Scheme (LBS); Service Area
Approach (SAA); Kisan Credit Card (KCC) Scheme; Differential
Rate of Interest (DRI) Scheme; Schemes for Women; Schemes for
Weaker Section; Scheme for SC&STs; Jan-Dan Yojana; Zero
Balance Account; Micro Finance; Poverty Alleviation Programmes;
Rural Housing and Education Loans; Financing Rural Non-Farm

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Sector (RNFS); Financing Cottage/Handloom/Village Industries;

Financing Agriculture/Allied Activities; Financing of

Agriclinics/Agribusiness Centres; CSR Initiatives of Banks;

Regulation of Rural Financial Services; Major Problems and

Challenges 15

3 Financial Inclusion and Government Intervention

Concept; Access to Financial Services; Financial Inclusion

Initiatives; Role of Commercial Banks, RRBs and Cooperative Credit

Institutions; Technology & Financial Inclusion; State Interventions in

Rural Credit; NABARD & SHG-Bank Linkage Programmes; MF v/s

Informal Sources of Lending; Grameen Approach V/s SHGs;

Demand & Supply of MF Services in India; Legal & Regulatory

Framework of MFIs; Muhammad Yunus Model; Case Studies on

SHGs; Achievements & Challenges; Constraints. 15

4 Micro-Finance Models, its Impact & Emerging Issues

Business Correspondents & Business Facilitator Model; Portfolio

Securitization; Gender Sensitivity; Livelihood Approach; Sustainable

Livelihood & MF; Inclusion of Urban Poor; New Funding

Opportunities; Transparency in the MF Sector; Impact Assessment;

Poverty & MF; Social Rating; Common Indicators in Social

Assessment; Marketing in Microfinance Institutions. 10

5 Financial Product & Services and Profitability of MFIs

Micro Financial Products and Services; Credit Delivery

Methodologies; Revenue Model; Measuring Operating Efficiency &

Productivity; Risks for MFIs; Transaction Cost and Risk Cost;

Regulations Governing MFIs. 10

RECOMMENDED BOOK:
1. Microfinance – Perspectives and Operations, Macmillan Publications
2.Rural Banking – IIBF, Macmillan Publications

REFERENCE BOOKS AND SUPPLEMENTARY READING MATERIALS:
1. Understanding Microfinance by Panda and Debadatta K, Wiley India Pvt. Ltd
2. The Economics of Microfinance by Beatriz Armendariz and Jonathan Murdoch
3. Microfinance: Emerging Trends and Challenges by Suresh Sundaresan
4. Microfinance by Dr Vinod Kumar, Laxmi Publications
5. The Synergy of Microfinance by Binod Nayak, Sage Publications

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6. Towards Financial Inclusion in India by K.G Karmakar, G. D Banerjee & N.P Mohapatra,
Sage Publications Pvt. Ltd
7. Financial Inclusion, Inclusive Growth and the Poor by P Mishra, Alok R B & Himanshu S R,
Century Publications
8. RBI Publication on Financial Inclusion (Freely Downloadable)
9. Government of India (2008), “Committee on Financial Inclusion”.
10. Microfinance Handbook – World Bank Publication
11. Report on Comprehensive Financial Services for Small Businesses & Low Income
Households, RBI.
12. Report of Committee on Financial Inclusion, Govt. of India, 2008
13. Bank Quest, Edition on Financial Inclusion, IIBF, 2012
Websites
1. www.rbi.org
2. www.nabard.org

BANKING BEING A FAST CHANGING AND DYNAMIC INDUSTRY, STUDENTS ARE
REQUESTED TO UPDATE THEIR KNOWLEDGE CONTINUOUSLY AND KEEP
THEMSELVES ABREAST OF THE LATEST CHANGES AND DEVELOPMENTS IN THE
RESPECTIVE TOPICS/AREAS OF RELEVANCE VIS-À-VIS THE SYLLABUS.

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HUMAN RESOURCE
SPECIALIZATION

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HUMAN RESOURCE SPECIALIZATION

Sl. Name of the Subject Course Internal Semester Total Teaching Credit

Code Marks End Marks Hours
No. Exam

Marks

1 Learning And 2013 20 80 100 04 04
Development

Strategic Human 2014 20 80 100 04 04
2 Resources

Management

3 Talent Management 2015 20 80 100 04 04

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LEARNING AND DEVELOPMENT

Subject Code: Credits: 4

Contact Hours: 60 hrs Weekly Hours: 4

External Marks: 80 Internal Marks: 20

_____________________________________________________________________________

OBJECTIVES OF THE COURSE:

· To understand the concepts, principles and process of Learning and Development
· To understand various strategies, tools and techniques involved in designing employee

training and development programmes that strategically link with organizational goals.
· To provide inputs on Career Planning and Development

LEARNING OUTCOMES:

· The students will be able todiscuss employee learning and developmentefforts of an
organization with clear conceptual understanding (Knowledge)

· The students will be able to design training programmefor an organization in consultation
with organizational members (Skill & Ability)

· The students will be able to understand the implications of Career Planning

MODULE 1 - 10 Hours

Introduction to Learning:

Nature and Principles of Learning, Components and elements of learning process, Individual
Differences in the learning process {Training Adult and Older Workers}; Learning Strategies &
Styles-Kolb’s Learning Styles, Perceptual Preferences, Gagne’s Theory of Instruction,

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MODULE 2 -15 Hours

Framework of Training& Development (T & D):
Assessing T&D Needs-Organizational Analysis, Task Analysis, Person Analysis
Designing Effective T & D Programs-Methods and Techniques{On-the-job & Off-the-
job}Implementing T & D Programs-Identifying trainers/experts (Internal and External),
Scheduling, Budgeting and Logistics arrangements.Challenges in Training & Development

MODULE 3 -15 Hours

Validating and Evaluating T &D Programs:

Validation-Meaning, Methods of Validation, Trainee Validation; Evaluation-Meaning,
Rationale, Need, Criteria, Objectives, Principles and Approaches; Evaluation Instruments,
Dimensions of Training Evaluation, Models and Frameworks of Evaluation-Kirkpatrick’s
Evaluation Framework, Kauffman’s five levels of Evaluation of Training impact; Calculation of
ROI of T & D programme, Training Audit.

MODULE 4 -10 Hours

Applications of Training & Development in different organizations:

Employee Socialization and Orientation; Skills and Technical Training; Sensitivity Training;
Coaching; Employee Counseling and Wellness Services; Management/Executive Development
Programme; Diversity Training-Cross Cultural Training

MODULE 5 -10 Hours

Career Planning and Development:

Defining Career Concept; Career Planning-Meaning, Objectives & Process, Career Planning
Techniques; Stages of Life and Career Development, Models of Career Development-Traditional
and Contemporary; Career Development Practices; Issues in Career Development.

RECOMMENDED READINGS
Essential Readings:

· Training & Development by Dr. B Janakiram, Wiley India Pvt Ltd

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· Human Resource Development by Desimone, Cengage Learning
· Employee Training and Development by Raymond A. Noe. McGraw Hill
· Human Resource Development by P. C Tripathi, Sultan Chand & Sons
· Employee Selection by Lilly Berry, Cengage Learning
References:
· Training In Organizations - Needs Assessment, Development & Evaluation by Goldstein

Irwin L,Wordsworth Publication.
· Training for Development by Lynton & Parekh, Sage Publication.
· Effective Training-Systems, Strategies and Practices by Blanchard Pearson Education
· Effective HR Training Development Strategy by Dr. Ratan Reddy, HPH, 2005
· Designing and Managing a Training and Development Strategy by S. Mathews, Pearson.
· Training and Development by Vasu Deva, Commonwealth Publishers
· Emerging Human resource Development by S.K. Bhatia, Deep & Deep
· Human Resource Development by UdaykumarHaldar, Oxford
SUGGESTED PRACTICAL ACTIVITIES
1. Student Presentations
2. Developing a Training Programme for Educational Institution/Manufacturing

Unit/Service Organization
3. Compulsory reading of HR Magazines-Human Capital, People Matters, HR Journals,

and News Paper Articles/Videos related to Learning, Employee training & development
followed by Article Reviews

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STRATEGIC HUMAN RESOURCE MANAGEMENT.

Subject Code: Credits: 4
Contact hours: 60 hrs Weekly hours: 4
External Marks: 80 Internal Marks: 20

Objectives:

1. The syllabus is designed in such a way that the student can relate HRM issues to the
strategy level

2. To understand the relationship between top level strategy and human resource
management.

3. To explain how HRM is a Strategic Business Partner.
Outcome:

1. Enhancement of the student‘s skill by making him/her aware of strategic dimension of
Human Resource decisions.

MODULE-I

Introduction to the concept and process. 10 hours

Strategy – meaning, objectives and steps. Strategic HRM defined; the meaning of strategic

HRM, Aims of strategic HRM, Approaches to strategic HRM, Limitations to the concept of

strategic HRM, HR strategies- HR strategies defined, Types of HR strategies, Criteria for an

effective HR strategy, Roles in strategic HRM-the strategic role of top management, the strategic

role of front-line management, the strategic role of the HR director, the strategic role of HR

specialists.

MODULE-2

Formulating and implementing HR strategies. 8 Hours

Fundamental process considerations, Characteristics of the process, Developing HR strategies,

setting out the strategy, conducting a strategic review, Implementing HR strategies. Improving

business performance through strategic HRM - How HR impacts on organizational performance,

How HRMstrategies make an impact, How strategic HRM concepts impact on practice.

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MODULE-3 12 Hours

Strategies for improving organizational effectiveness

Strategies for improving organizational effectiveness, Strategies for organizational development,

Strategies for organizational transformation, Strategies for culture management, Strategies for

knowledge management, Commitment strategy, Strategies for developing a climate of trust,

Quality management strategies, Continuous improvement strategies, Customer service strategy.

Resourcing strategy-Resourcing strategy defined the objective of resourcing strategy, integrating

business and resourcing strategies, the components of employee resourcing strategy, human

resource planning, resourcing plans.

MODULE-4

Learning and development strategy 8 Hours

Strategic HRD, Strategies for creating learning, culture, Organizational learning strategies,

Learning organization strategy, Individual learning strategies. Strategies for managing

performance- The process of performance management.

MODULE-5

Reward & Retention strategy 12 Hours

Reward strategy defined, Why have a reward strategy?, Characteristics of reward strategy, The

structure of rewardstrategy, The content of reward strategy, Guiding principles, Developing

reward strategy, Effective reward strategies, Reward strategy and line management capability,

Employee relations strategy- Employee relations strategy defined, Concerns of employee

relations strategy, Strategic directions, The background to employee relations strategies, The

HRM approach to employee relations, Policy options, Formulating employee relations

strategies, Partnership agreements, Employee voice strategies.

Essential Reading:

1. Strategic Human Resource Management- A guide to action.3rd edition, Michael
Armstrong, Kogan Page, ISBN 0 7494 4511 4.

References Readings:

91

1. Strategic Human Resource Management: An Indian Perspective,By- AnuradhaSharma,
SAGE Publications India Private Limited, ISBN-13: 978-0761933601.

2. Strategic Approach to Human Resource Management: Concept, Tools and Application,
By-Tapomoy Deb, Atlantic (2006), ISBN-13: 978-8126906284.

3. Strategic Human Resource Management- Randall S. Schuler, Susan E. Jackson Wiley,
2007.

4. Jeoffery Mello., (2009). Strategic Human Resource Management. Cengage.
5. Charles.R.Greer., (2009). Strategic Human Resource Management. Pearson Education.
6. Fred.K.Faulkes, (2010). Strategic Human Resource Management. Prentice Hall.
7. Rajib Lochan Dhar., (2009). Strategic Human Resource Management, Excel Books.

Activities:

1. Case studies, assignments, role plays and class presentations
2. Mini-Projects.

92

TALENT MANAGEMENT

Subject Code: Credits: 4
Contact Hours: 60 hrs Weekly hours: 4
External Marks: 80 Internal Marks: 20

OBJECTIVES:
· To study the importance of talent in the company’s core and distinctive competencies.
· To study the effectiveness of managing Talent in diverse workforce
· To study the global sourcing, employer and employee branding, retention, and succession
planning.
· To analyze the alignment of the talent management process with business strategy, with
culture, and with people.

OUTCOMES:
The students will understand the new concepts in Talent management and its relevance in
present Context

MODULE I 08 HOURS

TALENT MANAGEMENT – engine of new economy, meaning, definition, concept and

approaches, importance, elements of talent management, process, Framework of talent

management, factors affecting talent management, Career problems and its impact on talent.
Workforce Diversity – introduction, opportunities and challenges of talent management, Talent

management and competitive advantages, role of HR in talent management and inculcating

performance culture, right sizing the workforce, relevant in cross-cultural management issues,

Social Environment and talent and interface of both.

MODULE -II 10 HOURS

TALENT MANAGEMENT PRACTICES AND PROCESS - Building the talent pipeline;

managing employee engagement; Key factors and different aspects of talent management; using

talent management processes to drive culture of excellence; Talent management in India; Future

directions in talent management practice and research.

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MODULE - III 15 HOURS

ATTRACTION, ACQUISITION, ATTRITION AND RETENTION OF TALENTS
Attraction - meaning, scope, importance, Aligning HRM goals to business, attracting talent,
becoming the best employer by employer branding activities,
Acquisition- meaning, definition, importance, Talent Procurement and Deployment – Talent
identification, benefits of uniqueness of talent in competitive environment
Managing Attrition - meaning, definition, factors influencing on talent to leave the
organisation, causes and effect of attrition on performance of the organization, Cost and
consequences of talent departure, Management of attrition.
Talent Retention- meaning, definition, importance of talent retention, Integration and retention.
Factors influencing on talent to stay in the same organization, work life balance initiatives,
providing HR leadership to business.

MODULE –IV 12 HOURS

SUCCESSION PLANNING, LEARNING AND DEVELOPING OF TALENT
Succession planning - introduction, taking up lateral hiring when there is discontinuity in the
succession plans. Succession planning and boundary less career spanning sourcing talent.
Identifying second line of leaders and developing their capabilities to occupy the critical
positions in the event of the exit of current incumbents.
Learning and Developing of Talent - deployment of talent, establishing talent management
system, talent multiplication, Conflict resolution and talent management process measuring and
monitoring turnover and retention data, designing engagement strategies, drivers of
engagements.

MODULE –V 15 HOURS

RETURN ON TALENT (ROT) AND OPTIMIZING INVESTMENT IN TALENT -
Measuring contribution of talent to business performance, talent metrics, measuring human
capital investment, transformation and reorganization of HR, new imperatives, talent forces of
tomorrow, need of technology in identifying multi skilled talent in changing environment.
Integrating compensation with talent Management.

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PRACTICAL/FIELD EXERCISES:

ð Case studies

ð Students are expected to conduct a study on how talent are very important in
organization, ask the students to find out the best employer surveys conducted during the
past one year and make a presentation.

ð Students are expected to conduct a study on importance of talent management in India,
future directions in talent management practice.

ð Identify how talent is acquired and retained – in various industries and various strategies
followed by the respective companies. Students can be asked to collect the information
related to attrition rates in various sectors and identify the possible reasons for the same
through a survey.

TEACHING PEDAGOGY: Class Lecture, Group Discussion, Case Studies,
Brainstorming Group and Individual presentation

RECOMMENDED BOOKS:

1. ASTD, Talent Management: “Strategies for Success From Six Leading Companies”,
Cengage Learning.

2. Rao, T.V., “Hurconomics for Talent Management: Making the HRD Missionary
Business-Driven”, Pearson Education.

3. Berger, L. A. and Berger, D. R., “The Talent Management Handbook”, McGraw-Hill
Education India.

4. Rao, T.V., “Performance Management and Appraisal Systems: HR Tools For Global
Competitiveness”, Response Books: A Division of Sage Publications.

5. Shukla, R., Talent management: Process of developing and integrating skilled worker,
Global India Publications, New Delhi.

6. Hasan, M., Singh, A. K., Dhamija, S. (eds.), Talent management in India: Challenges and
opportunities, Atlantic Publishers & Distributors.

7. Stringer, Hank & Rusty Rueff, Talent Force: A New Manifesto for the Human Side of
Business, Pearson Education, Prentice Hall Upper Saddle River, New Jersey

REFERENCE BOOKS:

95

1. Phillips, Jack J, Lisa Edwards, Managing Talent Retention, An ROI Approach, Pfeiffer,
A Wiley Imprint

2. Masood Hasan, Anil Kumar Singh and Somesh Dhamija, Talent Management in India,
Challenges and Opportunities, Atlantic Publisher and Distributors (p) ltd.

3. Cheese, Peter, Robert J Thomas and Elizabeth Craig, The Talent Powered Organization,
Kogan Page Ltd.

4. David, Tony, Maggie Cutt, Neil Flynn, Peter Mowl and Simon Orme, Talent Assessment,
Gower Publishing Ltd., Hampshire Ltd.

5. Competence at work - Lyle M. Spencer, Signe M. Spencer. John Wiley 1993
6. The Talent Management Hand Book - Lance A. Berger & Dorothy R. Berger, Tata

McGraw Hill
7. Sears David, Successful Talent Strategies, American Management Association,

AMACOM, Press, New York
8. Harvard Business Review on Talent Management

96

MARKETING
SPECIALIZATION

97

MARKETING SPECIALIZATION

Sl. Name of the Subject Course Internal Semester Total Teaching Credit
No. Code Marks End Marks Hours
Exam
Marks

1 Consumer Behaviour 2016 20 80 100 04 04

2 Sales Management 2017 20 80 100 04 04
3 Service Marketing 2018 20 80 100 04 04

98

CONSUMER BEHAVIOUR

Subject Code: Credits: 4
Contact Hours: 60 hrs Weekly hours: 4
External Marks: 80 Internal Marks: 20

OBJECTIVES:
1. To impart the skills in students for understanding the consumer behaviour
2. To equip the students to develop and implement marketing strategies

Expected outcome:
The students gets ready for a career in Marketing

Module 1: (10Hours)

Introduction to Consumer behavior

Definition, Meaning, Scope and Importance of consumer behavior, Product, Selling and

Marketing concept, Traditional Vs Modern marketing concept, Customer value, satisfaction, and

retention, Evolution of Consumer behavior, Factors influencing Consumer behavior.

Consumer decision making process (Input-Process –Output model, Economic, Learning,
Sociological, EKB Model). Introduction to Indian Consumer (Changing profile and Values).
Consumerism in India. Impact of digital technologies on marketing.

Module: 2 (15 Hours)
Introduction to Consumer as an Individual

Consumer motivation-Meaning, Process, and importance, Types of needs and goals, Selection
of goals, positive and negative motivation, Rational and emotional motives.

Theories of Motivation - Maslow’s Hierarchy of Needs, Trio of needs, W. J. McGuire’s
Behavior motives. An evaluation of the need hierarchy and marketing applications. Ethics and
consumer motivation.

Personality and consumer behavior-Meaning, Nature, Types and Determinants (Nature/

Nurture), Theories of personality (Freud, Horney, Trait theory). Defense Mechanism, Personality

and understanding, consumer diversity. Brand personality, Consumer Self Image(One , Multiple,
Extended, Altering, Virtual Self). Self Esteem – Actual, Ideal and Expected

Consumer perception-Elements of perception, Sensation, The absolute threshold, sensory
adaptation & marketing strategies. Differential threshold- weber’s law, marketing applications of

the j.n.d., subliminal perception.

Dynamics of perception, Elements of perception process, Consumer imagery, Retail store image
& Manufacturer’s image. Perceptual Map, Perceived risk. Ethics and consumer perception

Module: 3 (13 Hours)

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Consumer learning: Elements, Behavioral Learning theories and its applications in marketing -
Classical conditioning, Instrumental conditioning, Modeling or observational learning

Cognitive learning theory - Memory (SR, STM & LTM), Schema and means to enhance memory
recall. Involvement theory - Involvement theory & media strategy, Involvement theory &
consumer relevance, Elaboration likelihood model, marketing applications of involvement
theory. Ethics and consumer learning

Consumer Attitude - Meaning, Features and Importance, Structural models of attitudes (Tri
Component, Multi Attribute, Trying -to-consume and the Attitude-toward-the-ad models).

Attitude formation-Sources of influence and Personality factors. Strategies of Attitude change -
&The Elaboration Likelihood Model (ELM)Cognitive dissonance theory & Attribution theory

Module: 4 (12 Hours)

Group Behavior, Social Class and Culture

Reference Groups and Family - Meaning, Types and Importance - Factors that affect reference
group influence. Selected reference groups – all.The Family - Meaning, Types and Evolution -

Family decision making and Roles& structure-all

Social class and consumer Behavior - Indian social classes, social class and social status, social
class & segmentation, measurement of social class, Consumer behavior applications of social
class.

The Influence of Culture- Meaning, Features, Components, Process and Importance. How
culture is learned (Enculturation and acculturation).Indian Vs. Western (North American). Core
values .Importance of cultural values, Evolving Universal Values, Adaptive global marketing.
Indian Cultural diversity of India and its impact on consumer behavior.

Module: 5 (10 Hours)

Consumer influences-Dynamics of the opinion leadership process,Importance of WoM.

Opinion leader, Strategy designed to stimulate buzz

Diffusion of innovations-The diffusion process. Adoption of innovation. The adoption process
A profile of the consumer innovator. Consumer Decision Making-Levels of consumer decision
making - Extensive problem solving, Limited problem solving, Routinized response behavior,
Consumer Decision Rules.

Activities:

1. Students can analyze the brand personality of various brands.
2. A project on understanding consumer perception towards brand/ retail store can be

assigned to students
3. A project can be assigned to find out the buying roles, decision making in a family for a

given product.

100

RECOMMENDED READINGS:
a) Essential Reading

Consumer Behavior -9thedition,Schiffman and Kanuk, , PHI
b) References:
1. Consumer Behavior , by Suja Nair, Himalaya Publishing
2. Consumer Behavior, Text & Cases, 2nd edition by Satish Batra, SHH Kazmi, Excel Books
3. Consumer Behavior, by Rajneesh Krishna, Oxford Higher Education
4. Consumer Behavior Buying, Having, and Being, 7th edition, by Michael R Soloman, PHI
5. Consumer Behavior, India ed, by Blackwell, Miniard, Engel, Cengage learning

101

SALES MANAGEMENT

Subject Code: Credits: 4
Contact Hours: 60 hrs Weekly hours: 4
External Marks: 80 Internal Marks: 20

OBJECTIVES:

1. To introduce the basic concepts of Sales management
2. To understand sales environment

Expected Outcome:
The students acquire necessary selling skills and knowledge of sales.

MODULE 1 (16 hours)
Introduction – Sales managements, Concepts and Theories

Evolution of sales management, Importance of Sales Management, Nature and Roles of Sales
management, Types of Personal Selling (Industrial, Retail and Services), Types of Selling (Order
Takers, Order Creators and Order Getters), Differences between Selling and Marketing,
Environmental changes affecting Sales management – Shorter product life cycle, Complex sales
cycle, Reduced customer loyalty, Intense competition among manufacturing companies, Rising
customer expectations, Increase Buyer Expertise and Electronic revolution in Communication.

Buyer Seller Dyads, Theories of Personal Selling – AIDAS Theory and Buying formula theory
of Selling.

MODULE 2 (14hours)

Selling process and Forecasting

Personal selling process (diagram with stages), Prospecting – Process and Method of
Prospecting,Sales presentation – Methods (Canned, Organized, Tailored). Methods of handling
customer objections, Methods of closing the sale.

Market Potential, Sales potential, Sales forecast – Forecasting Market Demand (Display and
explanations of Market demand curve). Importance of Forecasting, Process of forecasting.
Methods in Sales forecasting – Qualitative methods (Expert opinion, Survey of Buyers
expectation, Sales force composite, Delphi technique and Historical Analogy)and Quantitative
methods (Test marketing, Nai``ve method, Trend method, Moving Average, Regression and
Exponential)

102

Difficulties associated with forecasting – Lack of Adequate sales history, Lack of time, money
and qualified personnel, Changing customer attitudes fashions and fads.

MODULE 3 (12 hours)

Sales Organization and Sales territory

Role of Sales force organization, Bases for designing a sales organization, Types of sales force
structure – product based, geographic based and customer based.

Sales territory – Purpose, Allocation and Designing a sales territory, Criteria and starting point,
Methods of Territory design. Build up, Break down and Incremental method. Operating the
territory management system – Routing Patterns (Clover leaf, Hopscotch, Straight line, Circle
and Wedge).

MODULE 4 (10 hours)

Sales Quota management and Formulating Personal Selling strategy

Concept of Sales quota, Procedure for quota setting, Types of Sales quota – Sales volume, Sales
Budget, Sales Activity and Combination quota. Methods of setting Sales quota – Based on Sales
forecast and Potential, Based on Past sales or Experience, Based on Executive judgement, Based
on Salespeople judgement and Based on Compensation.

Personal selling strategy with respect to Monopolistic competition, Oligopolistic Competition
and No direct competition. Product Market Analysis – Product specialist, Market specialist and

Product/Market specialist with the grid diagram and an example of a product.

MODULE 5 (8 hours)

Sales personnel Recruitment, Training, Compensation and Motivation

Criteria used for selecting sales Personnel – Mental Aptitude dimensions (Mental alertness,
Business terms and memory recall aptitude, Communication skills, Numerical Ability,
Mechanical interest) and Personality dimensions (Honesty or Character strength, Sociability,
Cynicism, High energy levels, Dominance, Competitiveness, Emotional Maturity, Work Habits,
Work Motivation)

Sources for Recruiting – Internal and External.

Sales force training methods (Didactic, Visual Support, Participative, Conferences, Seminars,
Discussion & Role plays)

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Compensation – Objectives, Types of Compensation Plans (Financial- Straight salary, Straight
commission, Bonus plus Incentive, Salary plus incentive. &Non-Financial–Promotions,
Recognition Programes, Fringe benefits, Expense accounts, Perks)
Factors influencing the motivation of a sales person – Personal factors, Environmental conditions
and Organizational policies.

Activities:
1. Visit any milk factory and study how they route their milk van
2. Identify your Newspaper boy’s circulation route
3. Choosing and selling a product on the streets individually

RECOMMENDED READING
a) Essentials
1. Sales and Distribution Management – Tapan K. Panda & Sunil Sahade, 2/e, Oxford
2. Sales Management – Richard Still, Edward Cundiff& Norman Govoni, Pearson, 5/e
b) Reference Books
1. Sales Management – Stanton, McGraw Hill
2. Sales & Distribution Management – Krishna Havaldar&VasantCavale. 2/e, McGraw Hill

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SERVICES MARKETING

Subject Code: Credits: 4
Contact Hours: 60 hrs Weekly hours: 4
External Marks: 80 Internal Marks: 20

OBJECTIVES:
1. To gain insights into several facets in the area of services marketing
2. To equip the students with all aspects of services – design, standards, delivery and
measurement

Expected outcome:
The students get ready for a career in services sector.

Module: 1 12 Hours

Introduction to Services: What are Services? Why Services Marketing? Differences in

Marketing of Tangible Goods versus Services Marketing. Service Life Cycle, Classification of

Services, Services and Technology - technology in service encounter, emergence of self service,

automation in services, Internet services, The Services Marketing Mix. GAPS Model of Service

Quality, Ethical issues in Services Marketing

Module:2 14 Hours

Focus on The Customer-Consumer Behavior in Services, Customer Expectations of Services,

Customer Perceptions of Services. Building Customer Relationships Through Segmentation,

Relationship Strategies, and Services Recovery Strategies.

Module:3 12 Hours

Aligning Service Design and Standards, Customer-Defined Service Standards, Services

Blueprint, Physical Evidence & Servicescape, Measuring and Improving Service Quality

(SERQUAL)

Module:4 12 Hours

Delivering and Performing Service - Employee’s Roles and Customers Role in Service Delivery,

Delivering Service Through Intermediaries and Electronic Channels, Customer's Role in Service

Delivery, Strategies for managing Demand and Capacity

Module:5 10 Hours

The role of Advertising, Personal Selling and Other Communication, Services Marketing

Triangle, Pricing of Services – Pricing Strategies That Link Four Value Definitions, Service

positioning (positioning on the five dimensions of service quality)

Activities:

1. A mini project on SERQUAL
2. Select a service of your choice and study the 7 P’s

105

RECOMMENDED READINGS:
a) Essential Reading:
1. Services Marketing-Valarie A Zeithmal & Mary Jo Bitner, 5/e, TMH, 2011
2. Services Marketing-Christopher Lovelock, Pearson Education, 2004
b) References:
1. Services Marketing: Operation, Management and Strategy-Kenneth E Clow & David L.
Kurtz, 2/e, Biztantra, 2007
2. Services Marketing: The Indian Perspective-Ravi Shankar, Excel BOOKS, 2006
3. Services Marketing - Rajendra Nargundkar, 3/e, TMH, 2010
4. Service Marketing - Jha S. M, HPH

106

MBA III SEMESTER

Sl. Name of the Course Internal Semester Total Teaching Credit
Subject Code Marks End Exam Marks Hours
Marks
No.

1 Strategic 3001 20 80 100 04 04
Management 3002 20 80 100 04 04

2 Total Quality
Management

3 Employability 3003 10 40 50 02 02
Skills

4 Specialization A student has to choose papers which accumulates to 16 credits 16
Subjects of specialization subject

5 Open Elective 04
Course 30

Total

108

STRATEGIC MANAGEMENT

Subject Code: Credits: 04
Teaching Hours: 60 hrs Hours/Week:4
External Marks: 80 Internal Marks: 2

Objectives
1. To introduce the basic concepts of strategic management as they apply to business.
2. To provide a critical overview business implications and opportunities arising from social
and environmental issues

Expected Outcome:
1. To introduce recent development in the field of strategic management

Module I 12 hours

Introduction to Strategic Management

Definition, Meaning and Nature of Strategy, Strategy v/s Policies & Tactics, Strategy v/s
Programmes. Procedure & Rules. Levels of strategy. Importance of Strategy. Mintzberg’s 5Ps

for strategy (Plan, Pattern, Ploy, Position & Perspective) The basic model of Strategic
Management Process. Strategic decision making (Mintzberg’s Modes of strategic decision

making – Entrepreneurial mode, adaptive mode, planning mode, logical instrumentalism)

Benefits of strategic Management.

Strategy formulation – strategic intent, vision, core values & purpose, mission, business

definition, objectives and goals, policies

Profile & contributions (C.K.Pralhad, Sumantra Ghoshal, Vijay Govindrajan, Tom Peters)

Module II 16 hours

Strategic Analysis
Environmental Analysis – Broad dimensions of external Environment. Defining an Industry

(Industry & Sector, Industry & Market Segments, changing Industry boundaries). The New BCG

Matrix (2X2 – Fragmented, Specialists, Stalemate & Volume Industry). Porter’s Five Forces

Model. Industry Life Cycle Analysis. PESTEL framework.

Internal Analysis – Types of resources, Critical success factor (CSF), Porter’s value chain

framework, VRIO framework, SWOT analysis, Benchmarking.

109

Business Portfolio Analysis –BCG Matrix, GE nine Cell Matrix, ADL Matrix, Concept of
Stretch, Leverage and fit. Concept of synergy (Leveraging core competencies)

MODULE III 12 hours

Business Strategies
Generic Competitive Strategies – Low cost, Differentiation, Focused Strategies.

Strategic alternatives - Strategic alliances, Collaborative partnerships, Mergers and acquisition,

Joint Ventures, Outsourcing

Grand Strategies – Stability, Growth, Retrenchment and combination Strategy
Long term Objectives - Qualities of Long term objectives. Grand Strategies – Concentrated

growth, Market development & Product development. Innovation, Integration (Horizontal &

vertical), Diversification (Concentric & Conglomerate), Restructuring and turnaround.

Module IV 10 hours

Implementation and Evaluation of Strategy
Mckinsey’s 7S framework. Traditional organizational structure & their strategy related pros &

cons (simple, functional, divisional, Matrix & Product team), creating agile & virtual

organizations (Outsourcing, towards boundary less structures, learning organizations)

Organization culture for implementing strategy- shaping organization culture, role of a leader in

organizational culture, Manage strategy – culture relationship, Challenges in strategy

implementation

Performance standards, establishing strategic controls, Strategic control Process,

Module V 10 hours

Strategies for 21st Century

Blue Ocean Strategy –Meaning, Red ocean v/s blue ocean, Introduction to six principles of

Blue ocean strategy, Four actions Framework (Reduce, Eliminate, Create, & Raise)

Co-Creation – Meaning, changing the role of the customer, consumer- company interaction

Traditional frame of reference for value creation v/s The new frame of reference for value

creation. Introduction to building blocks of co-creation experience (D- dialogue, A- access, R-

risk assessment, & T- transparency).

110

Activities
1. Presentation on legendary CEO’s (Jack Welch, Akio Morita, S.R. Rao, Ratan Tata,
Kumarmangalam Birla, Sunil Bharati Mittal, Laxmi Niwas Mittal, Sachin Bansal etc)
2. Identify a firm of your choice and assess the role of leadership in influencing the success
of the firm.

Recommended Reading
Essential Reading:

1. Strategic Management – an Integrated Approach – Indian Edition – Cengage Learning –
Charles Hill & Gareth Jones

2. Concepts in Strategic Management & Business Policy – 12e – Pearson – Thomas
Wheelen & J. David Hunger

3. Blue Ocean Strategy – Harvard Business Review – W. Chan Kim & Renee Mauborgne
4. Future of competition –Co-creating Unique Value with Customers – HBS Press – C.K.

Prahalad & Venkat Ramaswamy
Suggested Reading:

1. Strategic Management – biztantra – John Parnell
2. Strategic Management – South Western Cengage Learning – Robert A. Pitts David Lei
3. Strategic Management – 6e – Robert M. Grant
4. Strategic Management – Thomson – Hitt, Ireland & Hoskisson
5. Strategic Management (formulation, implementation & control) – 12e – McGraw Hill

Education – John A. Pearce, Richard B. Robinson, Amita Mital
6. Reverse Innovation – Brilliance Corp - Vijay Govindrajan
7. Reimagine - DK ADULT – Tom Peters
8. Managing the Radical Change – Penguine India – Sumnatra Ghoshal, Gita Piramal,

Christopher Bartlett

111

TOTAL QUALITY MANAGEMENT

Subject Code: Credits: 4
Contact Hours: 60 hrs Weekly hours: 4
External Marks: 80 Internal Marks: 20

Objectives:
1. To introduce the students to the basic concepts of total quality management
2. To understand the focus of TQM for all Business sectors.

Expected Outcome:
1. To gain a deeper understanding of the use of TQM tools and techniques in improving
quality in organization.

Module 1: Introduction 15 Hours

Quality concepts, Importance of quality, Paradigms of quality, Dimensions for product and

service quality, Cost of quality (numerical problems), TQMEX model, Strategic quality

management, Quality gurus - Deming, Juran, Crosby, Taguchi, Masaaki Imai, Kaoru Ishikawa.

Module 2: TQM tools and Techniques 15 Hours

Seven quality tools, Kaizen, 5 S, Quality circles, quality function deployment, House of quality,

Six-sigma (numerical problems). Introduction to lean Management Principles.

Module 3: Quality Standards and TQM Awards 10 Hours

Quality standards - BIS, Deming award, European quality award, Malcolm Baldrige National

quality award.

Module 4: Benchmarking and BPR 8 Hours

Essence of benchmarking, Process of benchmarking, types of benchmarking, advantages and

limitations of benchmarking, Introduction to BPR.

112

Module 5: Quality Management System 12 Hours

Introduction, Need for Quality Management System, Requirements of ISO 9001,

Documentation, Benefits of ISO certification, Certification bodies, Quality audit, standard for

managing quality audit.

Activity:
1. Cost of Quality: Divide the class into small groups. Visit a local enterprise and find out
the costs associated with the poor quality. Prepare a brief report not exceeding four pages
(A4 size) and submit.
2. List the Indian companies, who are the recipient of Deming award.
3. Kaizen Project: In a small teams, identify a problem affecting your organization and
develop cause-and effect diagrams for area chosen for improvement. Present interclass
competition and reward the winners. For example: (a) Improving exam grades. (b)
Absenteeism in the class. (c) Improving placement records (d) Improving parking facility
on the campus (e) Work place improvement
4. Select a firm and list three or four key success factors for that industry. Which firm (s) in
your opinion, would be appropriate to benchmark? And why?
5. Prepare a list providing the names and addresses of QMS certification bodies operating in
India.

Recommended Reading
Essential Reading:

1. Charantimath Poornima, Total Quality Management-2/e, Pearson Education, 2011.
2. James R Evans, William M Lindsay, The Management and Control of Quality, Thomson

Learning, 2005
Suggested Reading:

1. Janakiraman B and Gopal R K, “Total Quality Management – Text and Cases”, Prentice
Hall (India)Pvt. Ltd., 2006

2. J M Juran and F M Gryna, Quality Planning and analysis New Delhi: TMH 1993.

113

Subject Code: EMPLOYABILITY SKILLS
Contact Hours: 30 hrs
External Marks: 40 Credits: 02
Hours/week: 2
Internal Marks: 10

Objectives:
5. To introduce the concept of career planning, & appraising the students about recruitment
& selection process.
6. To prepare students to face and qualify for entrepreneurship & employment

Expected Outcome:
1. The students will be equipped to take decisions relating to employment or
entrepreneurship.

Module I: Career Planning & Aptitude Test 10 hours

Interest profiling, career options (entrepreneurship & employment) and progression, recruitment

process.

Data interpretation, quantitative aptitude, general awareness, Test of reasoning, fundaments

concepts of management and strategy.

Module II: Resume Writing 10 hours

Types of resume, objective, defending resume, common errors, Networking and reference

seeking from corporate world, Social Networking profile (Big data analysis)

Module III: Group Discussion & Personal Interview 10 hours

Meaning, objectives, taking initiative, making a point, making impact, coordinating with the

group, opinion formation, summarizing.

Personal Interview - Meaning, types and objectives, dress code, basic mannerism and etiquettes,

understanding self and job profile. MCQs (HR, Marketing, finance & strategic management etc)

114

Activities:
13. List out the industries and sectors where you would like to work along with the positions
currently available.
14. Build a bank of job openings in the sector of your choice.
15. Write your Resume in at least 2 different formats and choose the best suited for you.
16. Form groups of 8 students each and conduct Group Discussions on given Topics
17. Prepare the profiles of your role models and identify their characteristics that you relate
with.
18. Interview your peers for a given company and record the observations.
19. Conduct Aptitude tests.
20. Write a class newsletter detailing the activities, achievements and learning from each.
21. Visit industries to understand what they look at in a potential candidate or invite guests
for lectures.

Evaluation:
5. Internal Assessment: (10 Marks)
Resume, Mock Interview, GD and Aptitude test
6. External Assessment: (40 Marks)
a. Aptitude Tests – 20 Marks
b. Group Discussion - 20 Marks.

Skills are evaluated through the mode of assessment to measure the skill level. Assessment rating
are given below

O – Outstanding (45 and above)
A – Excellent (41 to 44)
B – Good (31 to 40)
C – Moderate (21 to 30)
D – Must Improve (Less than or equal to 20)

115

ADVANCE BUSINESS MANAGEMENT SPECIALIZATION

Sl. Name of the Course Internal Semester Total Teaching Credit
No. Subject Code Marks End Exam Marks Hours
Marks

Family 3004 20 80 100 04 04
1 Business 3005 20 80 100 04 04
3006 20 80 100 04 04
Management

Nurturing
2 Business

Venture

3 Productivity
Management

Two Credit Papers

Advanced 3007 10 40 50 02 02
4 Hospitality 3008 10 40 50 02 02

Management

5 Agri-Business
Management

6 Health-Care 3009 10 40 50 02 02
Management

7 NGO 3010 10 40 50 02 02
Management

8 Social 3011 10 40 50 02 02
Entrepreneurship

117

Subject Code: FAMILY BUSINESS MANAGEMENT

Credits: 4

Contact Hours: 60 hrs Weekly hours: 4

External Marks: 80 Internal Marks: 20

Objective:
This course is designed for students who intend to manage their business and who aspire to work
in family business.

Outcome:
Students especially coming from the business family will be getting full fledge knowledge and
confidence in continuing and growing their family business,

Module 1: 15 Hours

Introduction to Family Business: Contribution of family business to economy. Understanding

family business, various types of family business, Performance of family businesses, what makes

family business more effective? Family Business Evolution: Generation to generation. Stages of

development of a family business.

Module 2: 10 Hours

Challenges of Family Business: Multiple roles in Family Business, Founder and other Roles,

Responsibilities and rights of family members in family business, Entry of family members,

Dynamics of family business, 3-circle model in family business, lifecycle in family business,

Risks in family business.

Module 3: 15 Hours

Professionalization of Family Business: Building lasting family business- Synergy in vision,

values and strategy, family values, tradition and heritage, Improving the performance of a family

business, Aligning family envisioning to business planning.

Module 4: 10 Hours

Governance Structures in Family Business: Need for governance system in family business,

Structure of family governance, family council, and family constitution, Excellence in family

business.

Module 5: 10 Hours

Succession in Family Business: Succession process in family business, Value transition through

succession, multi-generational ownership, types of owners in family business, challenges in

succession, preparing for succession, Transition from family business to business family,

Perpetuity in family business.

Practical Component:

118

1. Visit family managed enterprises and interact with them find out the challenges and
opportunities in family managed business

2. Analyze the performance of listed family firms. How is their performance compared to the
performance of other firms? Does a family firm successfully manage to create wealth for
non-family investors?

3. HBR Cases from January 2015 edition.
Recommended Books:
Essential Reading:
1. Family business: The essentials, by Peter Leach, Profile books Ltd. Ernesto J Poza
2. The Little Red Book of Family Business, By David Bork, Paperback – October 24, 2008
References:
1. Generation to Generation: Life Cycles of the Family Business Hardcover – January 1, 1997

by Kelin E. Gersick , John A. Davis , Marion McCollom Hampton , Ivan Lansberg, Harvard
Business School Press.
2. Strategic Planning for the Family Business: Parallel Planning to Unite the Family and
Business (A Family Business Publication) Hardcover – April 21, 2001 by Randel S. Carlock,
Craig E Aronoff, Palgrave

119

NURTURING BUSINESS VENTURE

Subject Code: Credits: 4
Contact Hours: 60 hrs Weekly hours: 4
External Marks: 80 Internal Marks: 20

Objectives:
· To empower student with nuances of stages of venture with the understanding of resources

and external sources
· To prepare student for exit strategies in business

Outcome:
Students are equipped with the skills for nurturing business venture.

Module I: 15 Hours

Managing Early Growth: Managing Operations, Managing finance, Managing Human

Resources, Entrepreneurial marketing

Module II: 10 Hours

Managing Growth: Introduction, Implications of firm growth to the entrepreneur, strategies to

support growth, organizational changes during growth, Stages of Growth, Organic and Inorganic

growth, Growth Strategies: Diversification, Joint venture, Acquisitions, Mergers, Franchising.

Module III: 10 Hours

Accessing Resources for Growth from External Sources: Using external parties to help grow

a business, Franchising-Advantages and disadvantages of franchising. Investing in a franchise,

Joint ventures- types of joint ventures, Leveraged buyouts, overcoming constraints by

negotiating for more resources

Module IV: 15 Hours

Going Public: Advantages and Disadvantages of going public. The alternatives to going public,

Timing to go public and underwriter selection, Registration statement and time table, Legal
issues, After going public – After-market support, relationship with financial community,

Reporting requirements, IPO, Myths concerning going public.

Module V: 10 Hours

Exiting the Venture: Bankruptcy, Reasons for exiting, Long-term and short-term preparation,

Liquidation, Business turnarounds, Succession of Business, Transfer to family and Non-family

members, Harvesting strategy, Telling your employees, Seller financing, The sale, Employee

stock option plan, Management Buyout.

120

Practical Component:
1. Make a list of all recent IPOs by entrepreneurial firms. How are the stocks performing the
market?
2. Compare listing norms of all major exchanges in the world. Access the listing norms
through their websites.

Recommended Readings:
Essential Reading:

1. Robert Hisrich, Michel Peters, Dean Shepherd, TMGH, 6th Edition
References:

1. Rajeev Roy-2/e, Entrepreneurship, Oxford Higher Education
2. Entrepreneurship by Robert D Hisrich, Mathew J Manimala, Michael Peters & Dean

Shepherad, McGraw Hill Eucation Pvt Ltd., Edition 2013.
3. Morris M H and Kuratko, D, Corporate Entrepreneurship, Ft. Worth, TX: Harcourt, 2002.
4. Entrepreneurship by Robert D Hisrich, Mathew J Manimala, Michael Peters & Dean

Shepherad, McGraw Hill Eucation Pvt Ltd., Edition 2013.

121

PRODUCTIVITY MANAGEMENT

Subject Code: Credits: 4
Contact Hours: 60 hrs Weekly hours: 4
External Marks: 80 Internal Marks: 20

Objectives:

1. To expose students to the basic aspects of Productivity Management. The course discuss the
planning, organizing and controlling functions which are used on production shop floor of
any manufacturing organization.

2. To expose students to the concept of productivity and various techniques of method study
and work measurement, and help them to develop abilities and skills required in a work study
job.

Outcome:

A student should be able to relate the concept of the productivity and its importance in
manufacturing sector.

Module I: 10 Hours

Introduction: Productivity concepts – Macro and Micro factors of productivity, productivity
benefit model, productivity cycles.

Module II: 12 Hours

Value Analysis and Value Engineering: Concept – Procedure – Application and role in
Productivity.

Module III: 10 Hours

Productivity Models: Productivity Measurement at International, National and organization
level, total productivity models. Productivity Management in manufacturing and service sector.

Module IV: 10 Hours

Work Study: Importance of work study – Method Study and Work Measurement – Pioneers of
Performance Measurement.

122

Module V: 18 Hours

Method Study – Definition, factors considered for selection of job, Process Chart Symbols,
Recording Techniques, Critical examination, Principles of motion economy, micro motion study,
Therbligs, Simochart.

Work Measurement- Definition, Techniques, of Work Measurement, Work Sampling, Time
Study – Procedure, Rating, allowances, concept to normal time and standard time. Predetermined

motion time system

Activities:

1. Operations workout on work study.

Recommended Reading
Essential Reading:
1. Production and Operations Management – Chary - Tata McGraw- Hill Publications
2. ILO, Introduction to Work Study, Oxford & IBH

References:

1. Ralph M. Barnes, Motion and Time Study- Design and Measurement of Work, John Wiley &
Sons.

2. Chase, Jacobs, Aqualino, Agarwal, Operations Management, TATA McGraw Hill, New Delhi

3. Adams Everett E. , Ebert Jr. Ronald J., Productions and Operations Management, Prentice
Hall of India, New Delhi

4. BediKanishka, Production and Operations Management, Oxford

123

ADVANCED HOSPITALITY MANAGEMENT

Subject Code: Credits: 2
Contact Hours: 30 hrs Weekly hours: 2
External Marks: 40 Internal Marks: 10

Objectives:
At the end of the subject, the student will have the ability to deal with management problems
using the management processes in the specific context of hospitality.

Outcome:

Preparing students for the hospitality industry

Module I: 08 Hours

The Hotel Business: Development and Classification, Rooms Division Operation, Food and
Beverage Division.

Module II: 12 Hours

Culinary Arts and Restaurant Business, Restaurant Operations, Beverages, Recreation and
Leisure, Entertainment Industry, Meetings, Conventions, and Expositions.

Module III: 10 Hours

Marketing, Human Resources, Leadership, Planning, Organizing, Communication and Decision
Making, Motivation, Control, Hospitality Industry Technology and Emerging Areas in
Hospitality Management.

Activities:

1. Undertake an internship project in some Hotel/Hospital.
2. Visit a Hotel and study the environment.
3. Hotelier to visit the campus and conduct a Guest Lecture.

Essential Reading:

Reference books
1. Walker, John R., ‘Introduction to Hospitality Management’, Prentice Hall, 2003 or later
editions.

124

AGRI BUSINESS MANAGEMENT

Subject Code: Credits: 2
Contact Hours: 30 hrs Weekly hours: 2
External Marks: 40 Internal Marks: 10

Objectives:
1. To familiarize the students with the management aspects of Agri Business.

Outcome:
1. Students are prepared to take up careers in Agri Business.

Module I: (10 Classes)

Introduction: Agriculture- Meaning, Nature, Scope, importance, present scenario and

Agriculture in India as a Business. Agri Business- Meaning, Concept, Nature, Environment and

various factors influencing Agri Business. Agri Inputs and Outputs.

Module II: (08 Classes)

Agri-Input Business: Agri-Input- meaning, nature, types and classification. Various Agri

Inputs- Seeds, Fertilizers, Agro-Chemicals (Pesticides and Fungicides). Scope for Agri-input

Business. Production and marketing of Agri-inputs, Legal aspects in marketing of Agri-inputs.

Module III: (12 Classes)

Agri-Output Business: Meaning, Scope and Nature. Production and Post-Harvest Management,

Food Technology & Processing Management, Production and marketing of Agri-outputs, Legal

aspects in marketing of Agri-outputs. Food processing industry; international trade-problems and

prospects, government policy, incentives- domestic and global trade. Recent trends in Agri-

Output Business- Contract Farming, Organic Farming, HOPCOMS, etc.

Practical Component:
1. Discussing of cases as a part of pedagogy.
2. Visit an Agro based industry and understand the process of working(ITC)
3. Visit an Organic Farm and interview the farmers and discuss in the class.
4. Visit to Agriculture Universities in India

Recommended Readings
Essential Reading:
1.

References:
1.

125

HEALTH CARE MANAGEMENT

Subject Code: Credits: 2
Contact Hours: 30 hrs Weekly hours: 2
External Marks: 40 Internal Marks: 10

Objectives:
1. To understand perspectives and values of Health Care Management
2. To gain knowledge about the Health Care Management to meet the growing demand of

Hospital Administrators at the middle level management.

Outcome:
This course has been designed to acquaint the students with the basic knowledge of Health Care
Management and by the end of the course Students should be able to manage a health care unit.

Module I: 12 Hours

An Overview of Health Care Management: Introduction to Health Care Services, Hospital-

Concept, Types, Functions-Clinical and Support system, Organization and Management

structure. Medical professionals and their duties to society. Introduction to Medical ethics,

Professional Misconduct, Professional Negligence. Medical Tourism-Meaning, importance,

scope and various government schemes to promote.

Hospital Operational Management: Management of Quality Assured services of professional
service units of hospital. Function, location, flow chart of operation, design based on flow chart,
organization, physical facilities and space requirements, statutory requirements, special features,
problem situation. Staff requirement, Auxiliary requirements, Work load estimation,
Documentation, Equipment & supplies, Emergency services

Module II: 08 Hours

Hospital Waste Management: Biomedical Waste Management and Handling Rule – 1998,

Meaning, Classification of Bio-medical waste, Treatment and disposal, Color Coding and type of

Container for Disposal of Bio-medical wastes.

Disaster Management: Classification of disasters, Principle of disaster management plan. Plan
for disaster management, Specific problems of disaster management.

Module III: 10 Hours

Medical Record Management: Introduction, Purpose, Utility &Functions of Medical Records

in Health care delivery System. Organizations & management of Medical Records Department.

Role of Hospital managers & MRD personnel in Medical record keeping. Reports & returns in

Medical Record System. Basic knowledge of Medico legal aspect of medical Records.

Legal Aspect and Consumers Protection Act: Introduction, Medico-Legal Aspect on Clinical

practice. Duties and Responsibilities of Doctors, Professional Secrets and Privileged
Communication. Consent, Implied Consent and Expressed Consent. Consumer Protection Act –

Its applicability to medical profession.

126

Activities:
1. Visit a Hospital or a Nursing Home and understand the managing of the same.

Recommended Book:
1. Healthcare System & Management – S.L. Goel – Deep & Deep Publications.

Reference Books and Materials:
1. Hospital Administration – C.M. Francis &MariocDesouza – Jaypee Brothers, New Delhi.
2. Principles of Hospital Administration & Planning — B.M.Sakharkar, Jaypee Brothers, New
Delhi.
3. Hospital Services Management – S.K. Parthsarthi – K.J. Hospital, Madras.

127

NGO MANAGEMENT

Subject Code: Credit: 2
Contact Hours/week: 02 Exam Marks: 40
Semester: III Internal Marks: 10

Objectives:
1. To familiarize the students with the management aspects of Non-Government
Organization by exposing them to the important functional areas of management of
NGOs.
2. To enable students for managing and leading successfully an NGO and other civil society
organizations.

Outcome:
1. Students are prepared to take up careers in NGO sector.

Module I: (10 Classes)

Introduction: Concept and background, role of NGOs, types of NGOs, history of NGOs,

Concept of civil society, role of civil society in social change, civil society movement, Agencies

supporting NGOs, Globalization and liberalization and its impact on the role of NGOs, Legal

Framework for NGOs- Trust, Society, and Section-8 Company under Companies Act 2013.

Module II: (08 Classes)

Operations and Scope of NGOs: Effective Fundraising, Project Proposals, Project Cycle

Management, Community Participation in Development Projects, Working Successfully in a

Team, Building and Leading Effective Teams, Training of Trainers.

Module III: (12 Classes)

Functional Management of NGOs: Strategic Marketing Planning, Segmentation and

positioning, Designing Marketing Mix, Promotion Strategy, Finance function in an NGO,

Financial Statement for NGOs, Budgetary Control in Growth and development of NGO

marketing, Staffing Function in NGO, Human Relation Management in NGOs. Public Private

Partnership in India context

Practical Component:
1. Visit a NGO and Study its working nature.
2. Enlist different NGOs in India and identify their varied areas of operations.

Recommended Readings
Essential Reading:
1. Peter F. Drucker Managing the Non-Profit Organization: Principles and Practices, Harper

Collin Publishers, New York, 1990.
2. Padki and Vaz Management Development in non-profit Organisations, Sage Publ, 2006.

References:

128

1. Thomas Wolf, Managing a Nonprofit Organization in the Twenty-First Century, Prentice
Hall Press, New York 1999.

2. J.H.Ovasdi, NGO Management(MacMillan India Ltd, 2004)
3. Waymer,et.al Nonprofit Marketing, Sage Publ, 2007.
4. Anderson & Kotler Strategic Marketing for Non-Profit Organisation, Pearson Education,

New Delhi.

129

SOCIAL ENTREPRENEURSHIP

Subject Code: Credit: 2
Contact Hours/week: 02 Exam Marks: 40
Semester: III Internal Marks: 10

Objectives:
1. Build appreciation of the nature of the poverty, the needs of the poor and the obstacles to

development in emerging markets and develop business model.
2. Enhance capacity to analyse the challenges opportunities and potential of social

entrepreneurs and social organization that are addressing global problems.

Outcome:
Students are introduced and made acquainted with the world of social entrepreneurship.

Module I: 10 Hours

Social Entrepreneurship & Social Enterprises: Definition of social entrepreneurship,

Challenges, recognition opportunities, the idea of social innovation, social enterprises as hybrid

organization, characteristics of social enterprises, market influence on the development of social

enterprise, future & sustainability of social enterprise.

Module II: 08 Hours

Challenges & Management of Risk of Innovation in Social Entrepreneurship: Skills for

Social Entrepreneurship, Challenges. Conceptualizing innovation and its ethics, analyzing

innovation system skills, implementing innovation- minds set shifts. Distinctive leadership and

management tasks in social enterprises.

Module III: 12 Hours

Newer Business Models at the Bottom of the Pyramid Markets: Definition, examples, the

impact of cultural, the poor as Consumers, business models at the BoP, designing product that

will create value for the BoP. Providing access to credit, providing access to information &

financial services through technology, providing access to health care, education. Creating a

successful business model and finding funding, generating income, scaling & replicating to
increase impact, social entrepreneurs’ point of view, and new opportunity for collaborative

venture at the BoP. Evaluating the social impact of BoP ventures.

Practical Component:
1. Visit a social enterprise and interview the social entrepreneur.
2. Identify a pressing social problem and prepare a business model to start the social venture.

Recommended Readings:
Essential Reading:

1. Social entrepreneurship; a skills approaches, by Robert Gunn, Chris Durkin.

References:
1. Bornstein, David, How to change the world; Social Entrepreneurs & the power of new
ideas, 2007, Oxford University Press.

130

FINANCE SPECIALIZATION

Sl. Name of the Subject Course Internal Semester Total Teaching Credit
Code Marks End Exam Marks Hours

No. Marks

1 Banking 3012 20 80 100 04 04
Management 20 80 100 04 04
20 80 100 04 04
2 Derivatives Markets 3013 20 80 100 04 04
20 80 100 04 04
Financial Markets 3014
3 & Institutions 20 80 100 04 04
20 80 100 04 04
Foreign Exchange 3015
4 Market

Investment Analysis

5 & Portfolio 3016

Management

Investment Risk 3017
6 Management &

Financial Ethics

Tax Planning & 3018
7

Management-I

132

BANKING MANAGEMENT

Subject Code: Contact Hours: 60
Work Load: 4hrs/WEEK Credit Points: 04
Semester End Exam Marks: 70
Internal Marks: 30

This course has been designed for students aspiring for a career in banking. The course is also
aimed at acquainting the students with knowledge of banking sector.

COURSE OBJECTIVES:
1. To give complete exposure to products and services offered by banks.
2. To equip the students with the knowledge of management of lending, risk, treasury and

expenses by banks
3. To help students to understand working of banks in the competitive environment.

EXPECTED OUTCOME:
Students are expected to imbibe basic banking concepts necessary for entry level bank jobs

thereby making them well placed to perform effectively in the market. The paper offer career

opportunities in the niche areas of Banking.

MODULE TITLE AND CONTENT No. of
Hours

1 Introduction to Banking Sector
Regulatory & Legal Framework :Overview; Banking Companies
Act 1970; RBI Act 1934; Banking Regulation Act 1949; Banking
Laws (Amendment)Act 2012; Narsimhan Committee Report; Tandon
Committee Report; BASEL Committee Report; Regulatory
Authorities in India; LPG and Banking Sector Deregulations;
Changes in Banking Environment
RBI and Its Functions; Types of Banks - Commercial, Rural,
Developmental, Public, Private, Cooperative Etc.; Role of
Commercial Banks; Competition in Banking Industry; Performance
of Commercial Banks in India; Factors Influencing Performance;
Foreign Banks Entry in India
Retail and Wholesale Banking : Banking Products and Services;
Banker-Customer Relationship; Types of Customers; KYC Norms;
Retail Assets; Retail Liability Products & Ancillary Services; Cross

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