syllabus ib 10-12 sem3

SYMBIOSIS INSTITUTE OF INTERNATIONAL BUSINESS (SIIB) constituent of SYMBIOSIS INTERNATIONAL UNIVERSITY

(Estd. Under section 3 of the UGC act 1956, notification no. F-9-12/2001(A)-U-3 of the Govt. of India)

Accredited by NAAC with ‘A’ Grade

SYLLABUS – SEMESTER: III

MBA – IB [2010 -12] SYLLABUS SEMESTER III

PROGRAM: MASTER OF BUSINESS

ADMINISTRATION (INTERNATIONAL

BUSINESS)

BATCH: MBA-IB (2010-2012)

SYLLABUS - SEMESTER III

SYMBIOSIS INSTITUTE OF INTERNATIONAL BUSINESS (SIIB) constituent of SYMBIOSIS INTERNATIONAL (RSITY)





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PROPOSED PROGRAM STRUCTURE

MASTER OF BUSINESS ADMINISTRATION [International Business]

MBA-IB [2010-2012]

SEMESTER III

Core Courses

(All Compulsory)

Course Code Course

Name

Credits Marks

Internal External Total Page No.

020241301 Sales & Distribution

Management

2 60 40 100

020241302 Indirect Taxation 1 30 20 50

Total 3 90 60 150






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MASTER OF BUSINESS ADMINISTRATION [International Business)

MBA(IB) [2010-2012]

SEMESTER III: SPECIALISATION

1) A student has to complete 30 External credits in Semester III.

2) In Semester III students are required to select minimum 18 credits from any one

functional area of specialization and rest of the 9 credits from specialization /non-

specialization area out of the courses mentioned below.

3) To run a course minimum requirement is 15 nos and maximum requirement is 65 nos.

Marketing

Course Code Course Name Credits Marks


020241303M International Marketing 3 90 60 150

020241304M B2B Marketing 3 90 60 150

020241305M Consumer Behavior 3 90 60 150

020241306M Brand Management 3 90 60 150

020241307M Strategic Marketing

Management

2 60 40 100

020241308M Pricing 2 60 40 100

020241309M Services Marketing 2 60 40 100

020241310M New Product

Development

2 60 40 100

020241311M Marketing Modeling 2 60 40 100

020241312M On Line Marketing

Strategy

2 60 40 100






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MBA-IB [2010-2012]


Supply Chain Management


Internal External Total Page

No.

020241313 SCM Case Studies in SCM 3 90 60 150

020241314 SCM Designing & Managing the

Supply Chain

3 90 60 150

020241315 SCM Strategic SCM 3 90 60 150

020241316 SCM Operations Management 2 60 40 100

020241317 SCM Production, Planning and

Control

2 60 40 100

020241318 SCM Retail SCM 2 60 40 100

020241319 SCM Materials Management 2 60 40 100

020241320 SCM Quality Management 2 60 40 100

020241321 SCM Risk in SCM 2 60 40 100

020241322 SCM Lean Six Sigma 2 60 40 100

020241323 SCM Supply-Chain Operations

Reference (SCOR)

1 30 20 50






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MBA-IB [2010-2012]


HR



020241324 HR Labour Legislation & Industrial Relations

3 90 60 150

020241325 HR Organizational Design&

Development

3 90 60 150

020241326HR Performance Appraisal 3 90 60 150

020241327HR Learning & Development 3 90 60 150

020241328 HR Compensation & Rewards

Management

3 90 60 150

020241329 HR Applied Behavioral Techniques 3 90 60 150

020241330 HR Strategic Human Resource

Management

2 60 40 100

020241331 HR Talent Acquisition 2 60 40 100

020241332 HR HR Audit & Accounting 2 60 40 100






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MBA-IB[2010-2012]


Finance



020241333 F Investment Analysis 3 90 60 150

020241334 F Risk Management &

Insurance

3 90 60 150

020241335 F Financial Econometrics 3 90 60 150

020241336 F International Financial Management

2 60 40 100

020241337 F Futures and Options 2 60 40 100

020241338 F Mergers and

Acquisitions

2 60 40 100

020241339 F Financial Modeling 2 60 40 100

020241340 F Banking 2 60 40 100

020241341 F Case Studies in

Corporate Finance

2 60 40 100

020241342 F Corporate Valuation 2 60 40 100

020241343 F Global Financial

Markets & Institutions

1 30 20 50






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MBA-IB[2010-2012]


BUSINESS IT



020241344 IT Business Intelligence- Information to Insight.

3 90 60 150

020241345 IT IT Strategic Planning for

adding Business Value

3 90 60 150

020241346 IT Collaborative Project Management

2 60 40 100

020241347 IT Green IT 2 60 40 100

020241348 IT Business Analysis using

SPSS

2 60 40 100

020241349 IT ERP – CRM 2 60 40 100

020241350 IT ERP – SCM 2 60 40 100

020241351 IT ERP – FICO 2 60 40 100

020241352 IT ERP - HRM 2 60 40 100






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PROGRAM : MASTER OF BUSINESS ADMINISTRATION (INTERNATIONAL BUSINESS)

BATCH : MBA – IB (2010-12)

NO. OF CREDITS : 2 COURSE : SALES AND DISTRIBUTION MANAGEMENT

NO. OF HOURS : 30 COURSE CODE : 020241301

OBJECTIVES: The course aims to help the students understand the key concepts of sales and Distribution Management. It aims at explaining the basic selling skills, the selling process, management of quotas

and territories etc. The distribution Management covers the various basic aspects of channel

distribution and also the management of channel member behavior.

COURSE CONTENT:

SR.

NO.

TOPICS NO. OF HOURS

1 Introduction to sales and Distribution Management, Role and duties of Sales

Manager. 4

2 The Selling Process and different theories of selling. 4

3 Working as a group

the importance of sales force,

Training of sales force The motivation of sales force ( Maslows hierarchy of needs/Hertzbergs two factor

theory/ equity theory/ expectancy theory)

recruitment and selection,

compensation, monitoring, and control,

6

4 Management of Sales territory and sales quota 4

5 Sales promotion 3

6 Introduction to distribution channel management To understand

The concept of channel flows

Managing a channel design Basics of logistic/inventory/ transportation planning

6

7 Managing channel member behaviour 3

Total hours 30 hrs.






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MAIN BOOKS

• Sales Management –Decisions, Strategies and Cases

Richard R Still, Edward W. Cundiff and Norman A.P.Govani

Prentice Hall of India

• The Management of Business logistics- a supply chain perspective

Coyle, Bardi, Langley

( Thomson-South western

SUGGESTED READING

• HBR –Jul/Aug2006

• Sales and distribution Management

Tapan K Panda, Sunil Sahadev Oxford University Press

• Sales Management-Analysis and Decision making

Ingram, La Forge, Avila, Schwepker Jr, Williams

Thomson-South Western

• Sales and Distribution Management(Text and Cases)

Krishna k havaldar

Vasant M Cavale

Tata McGraw Hill

• Selling and Sales Management David Jobber and Jeoff Lancaste

Pearson Education

• Marketing Management South Asian perspectiv

Philip Kotler and Keller Prentice Hall






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BATCH : MBA – IB (2010-12)

NO. OF CREDITS : 1 COURSE : INDIRECT TAXATION

NO. OF HOURS : 15 COURSE CODE : 020241302

_______________________________________________________________________________________

COURSE CONTENT:

SR.

NO

TOPICS NO OF HOURS

1 Basics of Taxation

1

2 IB and Taxation

1

3 Modeling of Taxation

1

4 Handling Taxation: Modus Operandi

1

5 Tools available in IB for handling Taxation

2

6 FT Policy and Taxation

1

7 SVB

2

8 Documentation

2

9 Case Studies

2

10 Practical

2

Total Hours 15

SUGGESTED READINGS:

UGGESTED R






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PROGRAM : MASTER OF BUSINESS ADMINISTRATION (INTERNATIONAL

BUSINESS)

BATCH : MBA-IB (2010-11)

NO. OF CREDITS : 3 COURSE : INTERNATIONAL MARKETING

NO. OF HOURS : 45 COURSE CODE : 020241303 M

Sr.

No.

Case

No.* Case Title

NO OF

HOURS

1 1.1 Agro Industria Exportadora S.A. (AI) 3

2 2.2 U.S. Pharmaceuticals, Inc. (A) 3

3 4.2 Foremost Dairy in Thailand 3

4 5.1 The Political-Legal Environmant of Cigarette Marketing 3

5 6.2 A. L. Labs, Inc. 3

6 7.2 Whirlpool: The European Market 3

7 8.2 Domino Pizza in Japan 3

8 9.3 North American Watch Corporation (NAWC) 3

9 10.2 Metro Corporation: Technology Licencing Negotiation 3

10 11.1 General Mills Looks Abroad 3

11 12.1 Nestle (A): A Case of Dying Babies 3

12 13.3 Raytheon's Offset Adventure 3

13 15.1 Alimentaires de Barria S.A.: Operating in an Inflationary Economy 3

14 16.2 Sony Corp. 3

15 17.1 Pall Corporation 3

TOTAL HOURS 45

* From International Marketing by Vern Terpstra & Ravi Sarathy.

** The Group will be alotted 60 minutes for the Primary Presentation which will carry 30 marks.

After the Primary Presentation, two other Groups will make independent Critical Presentations.

Each Critical Presentation will be allotted 15 minutes and will carry 15 marks. The two Groups

that will make the Critical Presentations will be identified after the Primary Presentation is over.

Each Group will make one Primary Presentation and two Critical Presentations.

SUGGESTED READING:

1) Crinkota Michael [2007]-International Marketing, 8

th Ed.- Thomson,South Western Pub.

2) Onk visit sak/Shaw John [2004] – International Marketing – 3rd Ed.- Pearson Education

3) Doole Isobel/LowC R [2001] – International Marketing Strategy – 2rd Ed. – Thomson Learning

4) Cateora Philip R/ Graham J L [2006] – International Marketing – 12th Ed.- TMH

5) TerPstraV/Sarathy R [2004] – International marketing – 5th Ed. Thomson South – Western

6) Lascu Dana-Nicoleta [2003] – International marketing – Biztantra Pub.






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BUSINESS)


NO. OF CREDITS : 3 COURSE : B2B MARKETING


COURSE CONTENT:

SR.

NO

TOPICS NO OF HOURS

1 1)Building Value Understanding in B2B Markets • Organization mission, objectives, goals

• Perspective on industry, market, competitive environment

10

2 2) Formulate B2B Strategy: the STP Approach

• Segmentation, Targeting,Positioning

• Analysis of competition,Value and pricing strategy

10

3 3) Design, Communicate and Deliver Value

• New product/portfolio management processes

• Brand strategy and management • Integrated market communications

• Channel/distribution strategy and Sales support

10

4 4) Effective Implementation and Management • Manage customer relationships

• Measure/track performance

15

Total Hours 45

SUGGESTED READINGS:-

SUGGESTED READING:






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SPECIALISATION

SEMESTER – III [MARKETING]



NO OF CREDITS : 3 COURSE : CONSUMER BEHAVIOUR

NO OF HOURS : 45 COURSE CODE : 020241305 M

OBJECTIVE:

The course aims at introducing students to the vast world of Consumer Behaviour and aims at developing the

knowledge and skills of students to effectively deal with the insight of Consumer and its implementation in

the marketing set up.

COURSE CONTENT

Sr. No. Topics No of Hours

1 Nature , Scope and Importance of Consumer Behaviour

What is Consumer Behaviour Need for studying Consumer Behaviour

Development of the field of Consumer Behaviour

Ethics in Marketing

5

2 Personality and Consumer Behaviour

What is Personality?

The Nature of Person Theories of Personality

Freudian Theory- Id, Superego, & Ego

Jungian Personality Types Neo-Freudian Personality Theory

Trait Theory

Consumer Susceptibility to Interpersonal Influence

From Consumer Materialism to Compulsive Consumption Consumer Ethnocentrism: Responses to Foreign-Made Products

Self and Self-Image

One or Multiple Selves The Makeup of the Self-Image

The Extended Self /Altering the Self

5






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3 Consumer Perception What is Perception ?

Sensation

Awareness Threshholds

Absolute Threshold Terminal Threshold

Differential Thresholds and the j.n.d

Subliminal Perception Dynamics of Perception

Perceptual Selection

Nature of the Stimulus eg White space

Important Selective Perception Concepts Perceptual Organization

Perceptual Interpretation

Consumer Imagery Product & Service Images

Perceived Price

Perceived Quality Retail Store Image

Manufacturer's Image

Brand Image

Perceived Risk How Consumers Handle Risk

5

4 Consumer Learning and involvement What is Learning?

Principle Elements of Learning/ Motives/Cues/Response/Reinforcement

Behavioural Learning Theories/Applying concepts to Consumer Behaviour

Cognitive Learning Theory/Memory/ Characteristics of Memory Systems Sensory memory

Short-Term Memory

Long-Term Memory Retrieval of Information

Involvement Theory

High- and Low-Involvement Media Involvement Theory and Consumer relevance

5

5 Consumer Attitude Models and Attitude Change strategies

What are Attitudes ? Characteristics Structural Models of Attitudes

Attitude Formation

5






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How Attitudes are Learned Sources of Influence on Attitude Formation

Attitude Change /Strategies

Changing the Basic Motivational Function Behaviour can Precede or Follow Attitude Formation

Cognitive Dissonance.

Attribution Theory

6 Consumer and the influence of Social and Cultural settings Group Influence, Family Influence, Social class, Influence of Culture( sub culture, cross culture)

What is a Group ?

Classification of Groups / Types of Groups

Consumer Relevant Groups

Reference Groups

Factors that Affect Reference Group Influence Applications of the Reference Group Concept

Celebrities

The Expert The "Common Man"

Other Appeals & benefits of the Reference Group Appeal

Functions of the Family Family Decision Making

Family Roles

Dynamic of Husband-Wife Decision Making

Children The Family Life Cycle

Importance of Culture/Subculture/ cross culture

5

7 Personal Influences and Opinion Leadership Process

What is Opinion Leadership

Dynamics of Opinion Leadership

A Profile of the Opinion Leader Knowledge & Interest

Consumer Innovators

Personal Characteristics Media Habit

Frequency & Overlap of Opinion Leadership

The "Market Maven" The Situational Environment of Opinion Leadership

The Interpersonal Flow of Communication

2-step flow of communication theory

Multistep flow of communication theory Opinion Leadership & the Firm's Promotional Strategy

Programs Designed to Stimulate Opinion Leadership

5






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Advertisments Simulating Opinion Leadership Word-of Mouth

Creation of Opinion Leaders

8 Diffusion of Innovations The Diffusion Process

The Innovation

The Channels of Communication

The Social System Time

Adopter Categories

Rate of Adoption The Adoption Process

5

9 Consumer Decision making Process

What is a Decision? Levels of Consumer Decision Making

Extensive Problem Solving

Limited Problem Solving Routinized Response Behaviour

Models of Consumers: 4 Views of Consumer Decision Making

An Economic View

A Passive View A Cognitive View

An Emotional View

A model of consumer decision making

5

TOTAL HOURS 45

SUGGESTED READING:-

1. Schiffman and Kanuk [2009] Consumer Behavior, 9/e – Prentice Hall.

2. Batra Satish / Kazmi S.H [2004] – Consumer Behavior text and cases- Excel books.

3. Blackwell Roger/Miniard Paul [2002] Consumer Behavior – Thomson

4. Kardes Frank [2005] – consumer Behavior and managerial decision making Pearson Education.

5. Assael Henry [2005] – Consumer Behavior: a Strategic Approach – Biztantra Publication.

6. Hawkins / Best / Coney [2004] Consumer Behavior 9th ed Tata Mcgraw Hill Publisher.






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SPECIALISATION




NO OF CREDITS : 3 COURSE : BRAND MANAGEMENT


COURSE CONTENT

Sr.No. Topic No of Hours

1. Objectives of the course

Students should gain in-depth understanding of the following areas: The concept & construct of Branding & it’s evolution

Creating & Maintaining Brands

Key issues in managing and growing the brand over time Tracking the health of the brand

3

2. I Brands and Brand Management

What is a Brand? Products v/s Brands Why do brands matter? Role of Brands in the market

Can Anything Be Branded? Process of Brand Creation

3

3. II The Brand Equity Concept Customer Based Brand Equity Model

Sources of Brand Equity

Building a strong brand : Brand Positioning

4

4. III Creating a Brand’s Identity

Elements of Brand Identity & Criteria for choosing them

Brand Image v/s Brand Identity Relevance of Brand Personality

Designing Marketing Programs to build brand equity

Measuring & maintaining brand equity

10

5. IV Growing a Brand through Brand Extensions

Extension Strategies

Advantages and Disadvantages of Extensions Understanding how customers evaluate brand extensions

Evaluating extension opportunities

8






18

6. V Managing a Portfolio of Brands Classification of Brands & their implications on strategy

Principles of Brand Portfolio Management

6

7. VI Managing Brands over time Repositioning & revitalizing brands

3

8. VII Brand Health Measurement and Tracking System

Brand Audits Elements of the brand to be tracked

Brand Health Monitoring

2

9. VIII Cases in Brand Management

6

Total Hours 45

SUGGESTED READING:-

1. Keller Kevin [2008] – Brand Management 3/e – Pearson Power. 2. Aakar David [1991] – Managing Brand Equity – The Free press.

3. Aakar David [1996] - Building Strong Brands - The Free Press.

4. Kapferer Jean – Noel [2004] Strategic Brand Management, Kogan Publishing.






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SEMESTER – IV [MARKETING]


BUSINESS) BATCH : MBA-IB (2010-12)

NO. OF CREDITS : 2 COURSE : STRATEGIC MARKETING

MANAGEMENT


COURSE CONTENT

SR. NO. TOPICS NO OF HOURS

1 Jordan A/S case Analysis 3

2 The Best frozen foods company case analysis 3

3 Can: Bata Survive its past case analysis 3

4 The AT cross company case analysis 3

5 Death of a sales men case analysis 3

6 Gramophone company of India Ltd. Case analysis. 3

7 Corporate reports flying low case analysis 3

8 The parker house case analysis 3

9 Software architect b (mark: audit) case analysis 3

10 Selling US ice-cream in Korea case analysis 3

Total Hours 30 hours

SUGGESTED READING:

ICFAI Press [2006] – Case Studies in Strategic Marketing Management – ICFAI Press.






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SPECIALISATION




NO OF CREDITS : 2 COURSE : PRICING


COURSE CONTENT

Sr. No. Topic No of Hours

1 Introduction : Profitable Pricing 2

2 Customers : The Role of Price in the Purchase Decision 2

3 Judging and Measuring Price Sensitivity 2

4 Costing for Pricing, Introduction to Financial Analysis 2

5 Financial Analysis 2

6 Managing Price Competition 2

7 Formulating Strategy 2

8 Customer Negotiation 2

9 Segmented Pricing 2

10 Pricing in the Marketing Mix 3

11 Competitive Advantages 3

12 Psychological Aspects of Pricing 2

13 Legal Issues and Ethical Issues 2

14 Final round up session 2

Total Hours 30

GESTED READING:

SUGGESTED READING:






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CORE SUBJECT

SPECIALISATION

SEMESTE– III [MARKETING]



NO OF CREDITS : 2 COURSE : SERVICES MARKETING


__________________________________________________________________________________________

OBJECTIVES:

To build an appreciation of the differences in marketing treatment required by services as compared to goods.

To familiarize students with the tools and techniques used in services marketing. To develop the capability to analyze and apply services marketing related concepts to business situations.

COURSE CONTENT


1 Course Overview & Introduction to Services

Role and Importance of Services in the Global Economy Evolution of Services Marketing

2

2 How are Services Different?

Case: Customer Service at Singapore Airlines

2

3 Service Quality and Service Standards 2

4 Designing Service Delivery Process

Case: Mumbai’s Dabbawalas

2

5 Physical Evidence and Servicescapes 2

6 Revenue Management Case: Prego Italian Restaurant

2

7 Service Recovery

Case: Northwest Airlines and Detroit Storm

2

8 Managing Employees and Internal Marketing 2

9 CRM Case: Lessons from Walmart

2






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10 Marketing Communication and Positioning

2

11 Pricing of Services

Case: North Pittsburgh Telephone Company

2

12 Integrated Gaps Model Case: Giordano

2

13 Presentations 2

14 Recap 4

TOTAL HOURS 30

SUGGESTED READING:-

1. Zeith and Valarie / Bither Mary [2008] – services Marketing – tata Mcgraw Hill.

2. Lovelock Christopher / Jochen Wirtz [2006] – series marketing people Technology & Strategy – Pearson Education.

3. Apte Govind [2004] Services Marketing – Oxford University Press.

4. Hoffman K.D [2002] Essentials of services marketing 2nd

ed Thomson South Western Publisher.

5. Srinivasan R[2005] services marketing , Prentice Hall of India. Lovelock / Wirtz/Keh[2002] services marketing in India prentice hall Publisher.






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SPECIALISATION




NO OF CREDITS : 2 COURSE : NEW PRODUCT DEVELOPMENT


__________________________________________________________________________________________

COURSE CONTENT


1 Introduction and Reasons for NPD Failure, 3

2 Myths about NPD

3

3 Barriers to New Product

3

4 Opportunity Identification and Idea Generation

6

5 Product Design and Design

6

6 Trade-off Decisions

3

7 Concept Testing &Forecasting Techniques

3

8 Product Launch

3

TOTAL HOURS 30

SUGGESTED READING:-

SUGGESTED READING:






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SPECIALISATION




NO OF CREDITS : 2 COURSE : MARKETING MODELING


_________________________________________________________________________________________

OBJECTIVES: To build an appreciation of the differences in marketing treatment required by services as compared to goods.

To familiarize students with the tools and techniques used in services marketing.

To develop the capability to analyze and apply services marketing related concepts to business situations.

COURSE CONTENT


1 Introduction to models

Application of matrix algebra and probability based approach to marketing problems

2

2 Market share

Types and methods 2

3 Response curves to marketing effort Shapes of response curves+ Solver used

2

4 Customer valuation models

Life time value and margin models 2

5 Markov switching of brands in the purchase consideration

Brand switching and long term steady state share (Logic and application) 2

6 Reach, Frequency and impact use in media planning Conceptual structuring of Gross rating points (GRP)

2

7 Advertising decay rate calibration and GRP management

Linear program structuring to maximize impact or to reduce costs 2

8 Effectiveness of advertising spend (V_W model + Integrative models) 2

9 PERCEPTOR for market share 2

10 New product models (1) _ Innovative Diffusion of innovation

3

11 New product models (2) _ Innovative+ Imitative +PRB

Diffusion of innovation 3

12 Distribution models Balderstone model of intermediaries, Market selection model, Reilly’s Law

3

13 BCG

Application 3

Total Hours 30

SUGGESTED READING:






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SPECIALISATION




NO OF CREDITS : 2 COURSE : ON LINE MARKETING STRATEGY

NO OF HOURS :30 COURSE CODE : 020241312 M

__________________________________________________________________________________________

COURSE CONTENT

Course Objective:

Dramatic changes in the landscape is a given at the cusp of a transformational upheaval. The chaotic and

seemingly unpredictable movements that one sees at the global level in almost every walk of life on the planet have only left enormous amounts of confusion in its wake.

In this situation, it becomes pertinent to be able to note that within this dark smoke of uncertainty are patterns that seem to be emerging. These patterns may enable not only clarity on the “what's so?” of the

situation at hand but more importantly the point to the “so what?” that will power the set of actions that

could convert the current situation into an opportunity both for oneself as well as for the organizations and communities that one represents.

The course is therefore not designed to address a “how to?” kind of inquiry. Rather, it seeks to work

towards creating a world view for individual participants that will enable them to see, design and work towards creating solutions that would enable optimal application of the available potential both individually

as well as organizationally.

While terminology that precedes and is coterminous with change is used with alacrity (e.g.3G, B2B, CXO,

or even older terms like vendor, customer, partner, etc) the significance of the each term remains in an

evolutionary dynamic, changing with the current context of business. The course will essay to move the context of the title from its roots in the past (B2B) to a more sustainable scenario of the future (like a B2X

or even X2X) that comes from an emphasis on the study of the emergent structures and relationships in

markets across all borders rather than its limited current (or past) expression.

The seeming complexity of the course lies only in the fact the emergent business reality is in sharp contrast

to the economic, social and business reality of all the past years of the post-industrial revolution era to-date,

to which almost all of us, almost without exception, are sufficiently conditioned. The course essentially seeks to be an introduction to this emergent reality and a propellant for effective and sustainable action in

this emerging new global order.






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The objective is to enable the creation of a group of dynamic actioners who not only can see and predict

trends in various aspects of the business structure, but who can 'meta-polate' and design for themselves or

for their employers, business structures and processes to fully exploit the opportunities that are showing up

for those with the right vision. The ultimate success of the Course is in creation of a world-view for each student that s/he can use and revise on-goingly through her/his career both as a business-person and world

citizen.

Curriculum:

1. Fundamentals of Business & their transformation

2. The Nature & Effect of Emergent Business Change

i. Evolution vs. Transformation

ii. Business Definitions & Structures

iii. Business to Business Relationships and Flows of Resources

3. Traditional Functional Aspects of Business and Markets, their disruption and its effects

i. The Continuing Dissolution of Asymmetry of Information

ii. Business Communication and Buyer Behavior

iii. Forecasting, Segmentation, Extrapolation & Meta-polation

iv. Structural changes in Businesses & Markets:

Monoliths, Market Power, Centralized Structures, Networks, Platforms & Webs

v. The Emergent Theory of (Zero) Pricing

vi. Value, Value Chains & Surrogate Value

4. Directions of Business and Personal Opportunity

5. Incremental Strategic Action

6. Nature as a Model for Business in a Networked World






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Pedagogy:

The course shall be conducted over one semester, in a three-hour weekly class session format. Apart from

this class interaction, the course includes the active use of the latest mass distributed on-line technologies, such as e-groups, chats, etc. This ensures that the students get a hands-on look at the transformational

processes that are emerging in communication, business design, marketing, finance, operations, etc. The

pedagogy shall be extremely eclectic and will use a variety of cases, readings, references, discussions, class guests etc.

No specific text book has been prescribed. However, the following books are recommended for reference

and study:

Chris Anderson: Free: The Future of a Radical Price

Chris Anderson: The Long Tail: Why the Future of Business is selling Less of More

Christopher Locke, Rick Levine, Doc Searls, David Weinberger: The Cluetrain Manifesto

CK Prahalad/MG Krishnan: The New Age of Innovation: Driving Co-Created Value through Global

Networks

Peter Wayner Free for All

Seth Godin: Tribes: We Need You to Lead Us

Evaluation: Continuous and multi-dimensional evaluation are the two main principles on which the evaluation system

for this course has been based. Every participant is evaluated for their continued contribution to the course

and to its other participants. Each class session, all class documents, postings on the group, group and individual assignments, tests and examinations will all add up to make the individual scores for the course.

Actual heads of evaluation (e.g. In-class Participation, Off-class (or On-Line) Participation , Presentations,

etc) will be communicated during the course. The exact proportion of marks for each head of evaluation will depend on the amount of work accomplished during the course, it may be clearly understood that each

head of evaluation will have approximately similar weights of the total percentage.

Additionally the current course record is shared with participants at regular intervals through the course. This facilitates continuous feedback to participants about their current performance levels as well as ensures

that the group is well aware of the pattern of evaluation.

Special Note:

Participants are urged to follow meticulously all instructions issued during the course.






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SPECIALISATION

SEMESTE– III [SUPPLY CHAIN MANAGEMENT]



NO OF CREDITS : 3 COURSE : CASE STUDIES IN SUPPLY CHAIN MANAGEMENT

NO OF HOURS : 45 COURSE CODE : 020241313 SCM

___________________________________________________________________________________________

COURSE CONTENT

Sr. No. Topics No. of Hours

1 Course Overview

A Note on Case Learning

3

2 Reengineering Work: Don’t Automate, Obliterate

Case : Siemens Rolm Comm

3

3 How Process Enterprises Really work

Case : Nokia Telecommunications

3

4 Case : 7-Eleven Japan Co.

The Triple-A Supply Chain

3

5 Leading A Supply Chain Turnaround

Case : Dell Online (written)

3

6 Aligning Incentives in Supply Chains Case : Barilla SpA (A)

3

7 Rapid Fire Fulfilment

Case : Zara: IT for Fast Fashion

3

8 Building Deep Supplier Relationships

Case : Ford Motor Co.

3

9 We’re in This Together

Case : Supply Chain Management at Wal-Mart

3

10 What is the Right Supply Chain for Your Product

Case : Sport Obermeyer Ltd.

3






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11 Rapid Response Capability in Value Chain Design

Case : Lucent Technologies

3

12 Fast, global & Entrepreneurial

Case : National Logistics Management

3

13 Rocket Science Retailing is Almost Here Case : Supply Chain Management at World Co.

3

14 Managing Risk to Avoid Supply Chain Breakdown Case : UPS & HP

3

15 Review/ Revision

Case : Crocs

3

Total Hours 45

SUGGESTED READING:

1. Using Information technology to enable Supply Chain Management by American Production &

Inventory Control Society (APICS)

2. Reghunam 9/Ranging N [2001] – logistics and supply chain management cases and concepts – Mcmillan press.

3. ICFAI press [2004] – case studies in supply chain management ICFAI press.

4. Simchi Levi david / Kamisky Philip [2003] – Designing anf managing the supply chain concepts

strategies case studies ,2/e – Mcgraw Hill. 5. Ayers James [2001] – handbook of supply chain management CRC form.

6. Domberger [1998] – The contracting organization – Oxford University press.






30

SPECIALISATION




NO OF CREDITS : 3 COURSE : DESIGNING & MANAGING THE SUPPLY CHAIN


___________________________________________________________________________________________

COURSE CONTENT


1 Logistics network configuration

6

2 Coordinated product & supply chain design

6

3 Decision support system for SCM

6

4 Product & process design

6

5 Development and Organisation

7

6 Managing Supply Networks

7

7 Formulating Manufacturing strategy

7

Total Hours 45

SUGGESTED READING:

1. Slack Nigel [1991] – The Manufacturing Advantage – Management Books Publisher. 2. Simchi Levi David / Kaminsky Philip [2003] Designing and managing the supply chain 2/e , Mcgraw Hill

Book co.

3. Chopra Sunil / Meindl Peter [2007] Supply Chain Management strategy planning & operation , 3/e – Pearson Education.

4. Croucher Phill / Baker Pter [2006] The hand book of logistics and distribution management – kogan

Page.

5. Aswathappa K / Bhat shridhara [2002] Introduction and Operation and management – Himalaya Publisher. 6. Chase Richard/Aquilaw Nicholas [1998] Productions and operations management, 8/e – Tata Mcgraw Hill.






31



NO. OF CREDITS : 3 COURSE : STRATEGIC SUPPLY CHAIN

MANAGEMENT

NO. OF HOURS : 45 COURSE CODE : 020241315 SCM

SR NO TOPICS NO. OF HOURS

1 Basics of SCM

History, Elements of SCM, Driving factors, Today's challenges, SC Contract

Management 2

2 Co-ordination in SCM : Beer Game 6

3 Relationships in SCM

drivers of Integration, Relationship building 5

4 SRM developing a successful partnership, Supplier Evaluation 5

5 CRM

Key components, Customer service, CRM v/s Product / customer life cycle,

designing & Implementing successful CRM, Role of IT in CRM, Future trends in CRM, Role play 5

6 SCM Performance Measurement

Why measurement, Challenges, Characteristics of an effective measurement system, Measurement Criterions, Measurement ools 5

7 Integrated Relationships in SCM

Why SC integration, SC Integration Model,

Obstacles to Integration, few case lets 5

8 International Issues in SCM

Global SCM, Challenges, Why International SCM, Basic elements of Global

SCM, few case-lets 6

9 SCM Award winning practices, Lean, Green SCM etc 6

TOTAL 45

SUGGESTED READING

- Managing Customer and Supplier Relationships - APICS module 3

- Logistics and Supply chain Integration - Ian Sadler

- Managing the Global Supply Chain - Philip B Sachary, Larsen






32

SPECIALISATION



BUSINESS)


NO. OF CREDITS : 2 Course : OPERATIONS MANAGEMENT NO. OF HOURS : 30 Course Code : 020241316SCM

OBJECTIVES OF THE COURSE

The objective of the course on Operations Management is to provide the students an understanding

on the functions of Operations Management, its relationship with other vital functions such as

Marketing, Administration, Finance, etc.

METHODOLOGY

On completion of the model the students shall have a clear understanding of the - The functions of the operations management.

Understand importance of the operations management and its contribution for cost reduction

Know the components of operation management Provide an understanding of the various tools and techniques available to improve effectiveness of

operations management.

Provide an induction to the various latest japanese techniques on operations management.

The methodology of coverage will be lectures, case study and classroom discussions.

Operations Management -

Sr.No. Topic NO OF HRS

1 Operations Management –

History & Development

Nature & Scope Objectives

Techniques

2

2 Methods of Manufacturing –

Project /Jobbing Batch production

Process production

2

3 Plant Location –

Importance Factors affecting location

Location Techniques

Distribution method

2






33

4 Plant Layout - Meaning

Importance

Types of layout Characteristics of a good layout

3

5 Materials Handling –

Objectives

Materials handling system Principles of good material system

3

6 Work study –

Objectives Scope & Uses

Components of work study

Method study

3

7 Financial Incentives – Methods of remuneration

Incentive schemes

3

8 Production Planning & Control –

Functions of PPC Importance of each function

Introduction to each function

Documentation Production work order

3

9 Maintenance Management –

Importance & types of maintenance

Elements of maintaince Scheme Preventive & Corrective systems

3

10 Quality Management –

Meaning ,Stages of quality development Controlling quality of purchased items

SQC, Control charts

Sampling inspection,Sampling plans

3

11 Introduction to some of the Japanese techniques on Operations Management -

Kaizen,Quality Cirlces

TPM,Poka Yoke,5 S,SPC,7 QC Tools, etc.

3

TOTAL HOURS 30






34

SUGGESTED READING:-

1. Hanna M D / Newman W R [2002] – Integrated Operations management. Prentice Hall of India.

2. Russell R S / Taylor B W [2003] – Operations management, Pearson Education

3. Gaither N/Frazier G[2002] – Operations management – 9th Ed.- Thomson South-western.

4. Krajewski L J/ Ritzman L P [2002] – Operations management Strategy and Analysis – 6th Ed.

– Pearson Education

5. Schroeder Roger G [2000] – Contemporary Concepts and cases Operations management, Irwin

Mc Graw Hill 6. Chase/ Jacobs/ Aquilano [2003] – Operations management for competitive Advantage – 10

th

Ed.- TMH






35

SPECIALISATION



BUSINESS)


NO. OF CREDITS : 2 COURSE : PRODUCTION PLANNING AND CONTROL

NO. OF HOURS : 30 Course Code : 020241317SCM

SR.NO. TOPIC NO OF HRS

1 1. Applications of Production Planning Techniques 2

2 2. Operations Research Applied to Production Planning 2

3 3. Computer Aided Facilities Layout 2

4 4. Optimised Production Technology 2

5 5. Group Technology 2

6 6. Computer Aided Process Planning 2

7 7. Advanced Inventory Models 2

8 8. FMS and Industrial Robotics 2

9 9. Enterprise Resource Planning 2

10 10. Simulation Technique 2

11 11.Just-in-Time 2

12 12. Computer Integrated Manufacturing 2

13 13. Human Aspects in Production 3

14 14. PPC in Supply Chain Management 3

Total Hours 30

ESTED READING:-

SUGGESTED READING:-






36

SPECIALISATION




NO OF CREDITS : 2 COURSE : RETAIL SCM


___________________________________________________________________________________________

COURSE CONTENT

SR. NO. TOPICS NO OF HOURS

1. Warehousing – An Overview

2

2.

Warehousing Ownership Decisions

• Private or Public warehousing

• Types of Public Warehouses

• Rates & other Considerations

•

2

3. 3

rd Party Logistics Service Provider with focus on Warehousing

2

4. Basic Warehousing Operations

2

5.

Warehouse Layout and Design

• Layout Design Principles

• Objectives

• Productivity Metrics

2

6.

Warehouse location Issues

• Industrial Products

• Retail/ Service Locations

2

7.

Material Handling (MH)

• Dimension of MH

• Objectives of MH

• Principles of MH

2

8.

Warehouse Management Systems (WMS)

2






37

9.

Packaging

• Concerns of Logistics/ Production/ Marketing/ Legal

• Role of Packaging

• Packaging Material

2

10. Transportation for Modern Organized Retail

1

11. Procurement For Retail

1

12. Modern Organized Retailing – Introduction

2

13. Distribution Channel & Role of Retailer

2

14. Retail Management Decision Process

2

15

Issues Related to Various Retail Formats

• Major Retail Formats

• Merchandise/ Service Continuum

2

16 Building Sustainable Competitive Strategy

2

Total Hours 30

SUGGESTED READING

1. Coyle John / Bardi Edward [2007] – The management of Business Logistics – A Supply Chain Perspective , /e – Thomson Asia Publisher.

2. Croucher Phil / Rushton Alan [2006] – The Hand book of Logistics & Distribution management – Kogan

age Pbblisher. 3. Levy Michael / Weitz Barton [2001] Retailing Management 4/e – Mcgraw Hill.

4. Khanna K.K [1985] – Physical Distribution Management logistics approach – Himalayen Publisher.

5. Ross David [2004] Distribution Planning and control 2/e – Spinger Pvt Ltd. 6. Water Donald [2003] – Inventory Control and Management , 2/e – john Wiley and sons.






38

SPECIALISATION




NO OF CREDITS : 2 COURSE : MATERIALS MANAGEMENT


_________________________________________________________________________________________

COURSE CONTENT


1 1. Introduction and Objectives 2

2 2. Materials Management Concepts and their Importance

� Integrated Materials Management, Profit Centre Concept 2

3 3. Purchasing Function

� Objectives, Scope and Importance, Organisation for Purchasing, Centralisation vs. Decentralisation, Delegation of Powers, Purchasing Cycle

Elements and their Importance, Purchase Policies and Procedures

2

4 4. 5Rs of Purchasing and Related issues � Technical, Commercial and Legal Aspects of Purchasing

2

5 5. Contracts Management 2

6 6. Make or Buy decisions 2

7 7.Import Policy and Procedures � Capital Goods and Project Imports, Spares, Consumables and

Components, Specific Licensing Provisions

2

8 8.Project Buying and Related Aspects 2

9 9. Vendor Rating and Source Location

2

10 10. Negotiations in Purchasing

2

11 11. Outsourcing Management 2

12 12. Stores Function � Relevance and Importance

� Objectives

� Stores Identification System and Codification

2

13 13. Stores Procedures and Organisation

� Inspection and Handling, Storage Procedures, Security, Stores Issues and Receipts

3






39

14 14. Inventory Valuation 3

TOTAL HOURS 30

SUGGESTED READING






40

SPECIALISATION




NO OF CREDITS : 2 COURSE : QUALITY MANAGEMENT


_________________________________________________________________________________________

COURSE CONTENT


1 Cost of poor quality 3

2 Categories of quality costs. 3

3 Quality improvement and cost reduction. 3

4 Contribution of quality to sales income. 3

5 Economic worth of a loyal customer 3

6 Quality control 3

7 Strategic Quality Management 3

8 Understanding customer needs. 3

9 Designing for quality 2

10 Statistical tools for designing for quality. 2

11 SPC 2

TOTAL HOURS 30

SUGGESTED READING: 1 Hanke John / wichern Dean [2005] – Business Forecasting , 8/e – Prentice Hall.

2 Gryna Frank / Chua Richard [2007] Juran’s Quality Planning & Analysis for enterprise quality , 5/e – Tata

Mcgraw Hill.

3 Pecar Branko [1993] – Business Forecasting for management Mcgraw Hill Book. 4 Shim Joe / Siegel Joel[1995] – Strategic Business forecasting – Janico Publisher House.

5 Havaldar Krishan/Curale Vasant [2008] – Sales and Distribution Management – Tata mcgraw Hill.

6 Maklidakes Spyros / Wheel Weight [2006] – Forecasting Methods and applications , 3/e – John Wiley and sons.






41

SPECIALISATION




NO OF CREDITS : 2 COURSE : RISK IN SCM


COURSE CONTENT


RISK IN SCM

1 ISO 28000 – Internal Auditor – Supply Chain Security Certification

30

SUGGESTED READING:

SUGGESTED READING






42

SPECIALISATION




NO OF CREDITS : 2 COURSE : LEAN SIX SIGMA


COURSE CONTENT


1 • Overview of Six Sigma The Impact of Six Sigma

• DMAIC Methodology Overview The Six Sigma Language

• Financial Benefits of Six Sigma

Define

• Project Definition - Gathering Voice of the Customer, Support for

Project

• Project Charter - Translating Customer Needs into Specific

Requirements (CTQs)

• Developing a Business Case SIPOC Diagram - Chartering a Team

• Define Phase Review -Defining Roles and Responsibilities

Measure

• Process Mapping (As-Is Process) Understanding Variation

• Data Attributes (Continuous Versus Discrete) - Measuring Process

Capability

• Measurement System Analysis - Calculating Process Sigma Level

• Data Collection Techniques - Visually Displaying Baseline

Performance

• Data Collection Plan Measurement Phase Review

Analyze

• Visually Displaying Data - Detailed (Lower Level) Process Mapping

of Critical Areas

• Data Segmentation and Stratification Value-Added Analysis

• Cause and Effect Analysis - (Ishikawa)

• Hypothesis Testing – ANOVA, ttest, Regression, Chi-square test

• Determining Opportunity for Improvement Analyze Phase Review

5

5

5

5

5






43

Improve

• Brainstorming - Poka Yoke (Mistake Proofing)

• Multi-Voting Piloting Your Solution

• Selecting a Solution Implementation Planning

• Failure Modes and Effects - Analysis (FMEA) Improve Phase

Review

Control

• Assessing The Results of Process Improvement - Developing a

Process Control Plan

• Statistical Process Control (SPC) - Overview Control Phase Review

5

Total Hours 30

SUGGESTED READING:

• Overview

SUGGESTED READING






44

SPECIALISATION




NO OF CREDITS : 1 COURSE : Supply Chain Operations Reference (SCOR)


COURSE CONTENT


SCOR is a management tool, spanning from the supplier's supplier to the

customer's customer. The model has been developed by the members of the

Supply Chain Council on a volunteer basis to describe the business activities associated with all phases of satisfying a customer's demand.

• Process Modeling o Plan - Processes that balance aggregate demand and supply

to develop a course of action which best meets sourcing, production, and delivery requirements.

o Source - Processes that procure goods and services to meet

planned or actual demand.

o Make - Processes that transform product to a finished state to meet planned or actual demand.

o Deliver - Processes that provide finished goods and services

to meet planned or actual demand, typically including order management, transportation management, and distribution

management.

o Return - Processes associated with returning or receiving returned products for any reason. These processes extend

into post-delivery customer support.

• Performance Measurements

• Best Practices o Current - Must not be emerging (bleeding edge) and must

not be antiquated

o Structured - Has clearly stated Goal, Scope, Process, and Procedure

o Proven - Success has been demonstrated in a working

environment. o Repeatable - The practice has been proven in multiple

environments.

15

Total Hours 15

SUGGESTED READING






45

SPECILISATION SUBJECT HR



NO. OF CREDITS : 3 Course : LABOUR LEGISLATION & INDUSTRIAL

RELATIONS

NO. OF HOURS : 45 Course Code : 020241324HR

1. COURSE CONTENT:

Sr. No Topics No. Of

Hours

1 LABOUR LEGISLATION TOPICS Factories Act 1948.

2

2 Minimum Wage Act 1948. 3

3 Payment of Wages Act 1936. 3

4 Industrial Dispute Act 1947 3

5 Payment of Bonus Act 1965. 3

6 Employees provident Fund Act 1952. 3

7 Employees state Insurance Act 1948. 3

8 Payment of Gratuity Act 1972 3

9 INDUSTRIAL RELATIONS TOPICS Industrial Relation Scope: - Objectives – determinants – Causes of poor IR.

4

10 Trade Union – set – Types & Structure of TV Functions & Problems, Registration

and recognition of TV.

3

11 Industrial Disputes – Forms and types of disputes causes and cures of Industrial Disputes.

4

12 Machineries to solve Industrial Disputes under Industrial Disputes Act 1947. 3

13 Collective Bargaining – concept – Necessity & Important process of Collective

Bargaining.

3

14 Workers Participation in Management – Pre-Requisites for effective Participation –

forms and levels of Workers Participation in Management.

3

15 Role of Management plus Trade Union and Government in present IR Scenario 2

Total Hours 45 Hrs

SUGGESTED READINGS:

1) Mamoria c.b./Mamoria s. [2008] Dynamics of industrial relations. 15th Ed. Himalaya Pub.

House. 2) Singh N/Bhatia [2000] – Industial Relations and Collective Bargaining - Deep and Deep Pub. Ltd

3) Dwivedi R S [2000] - Managing Human Resources Industrial Relations –

Galgotia Pub Co. 4) Daver R S [2001] – Personnel management and Industrial Relations – 10

th Ed. – Vikas Pub.

5) Morley / Gunnigle / Collings [2006] – Global Industrial Relations, Rout Ledge Pub.

6) Monappa Arun [2001] – Industrial Relations, TMH






46




NO. OF CREDITS : 3 COURSE : ORGANIZATIONAL DESIGN & DEVELOPMENT

NO. OF HOURS : 45 Course Code : 020241325HR

COURSE CONTENT:

Sr. No Topics No. Of

Hours

1 What is an Organization?

3

2 Organization and Environment

3

3 Organizational Strategy

3

4 Organization and Technology

3

5 Determinants of Organizational Design

3

6 Parameters of Organizational Design

3

7 Types of Organizational Structures

3

8 Organizational Culture

4

9 Power and Conflicts in Organizations

4

10 Organizational Change and Development

4

11 Organizational Decision-Making

4

12 Organizational Learning and Transformation

4

13 Do Organizations Have a Future? 4

TOTAL HOURS 45

SUGGESTED READINGS:

Organizational Theory, Design, and Change, Global Edition 6th Edition, Gareth Jones, Pearson Education

Organization Theory

3rd Edition Stephen P Robbins, Pearson Education






47

SPECIALISATION

SEMESTE– III [HUMAN RESOURCE]



NO OF CREDITS : 3 COURSE : PERFORMANCE APPRAISAL

NO OF HOURS : 45 COURSE CODE : 020241326 HR

COURSE CONTENT

Sr. No TOPICS No of Hours

1 Foundation of performance Management Definitions

Concerns and scope

Features and implications Essence of performance management

9

2 Performance Management in Action

Evaluation of performance management Criteria for measuring performance

Development of performance management

Performance management as a continuous process Impact of performance management

9

3 Applications of Performance Management

Performance management and development Performance management and pay

Performance management for teams

9

4 Performance management Process

Measuring performance

Objectives and performance standards

Competence and competency analysis Performance review

Coaching and counseling

Performance problem solving Balance scorecard as a tool for performance management

9

5 Developing and Maintaining Performance Management

Development framework Evaluation of performance management

9

TOTAL HOURS 45






48

SUGGESTED READING:

1. Performance Management – Michael Armstrong & Angela Baron.

2. Jyotshi P/ Venkatesh D [2006] – Human Resourse Management Oxford University press. 3. Perkins Stephens [1999] – Globalisation the people Dimensions Kogan Page.

4. Hmrand Business School [2006] Performance Management measures and improve the effectiveness of

yours employees – Harnard Business School.

5. Srivastava Dinesh [2005] – strategies for performance management Excel Books.. 6. Center East / McMohan Frank [2006] – Improving Employee performance Through mark place coaching –

kogan Page.






49




NO. OF CREDITS : 3 COURSE : LEARNING AND DEVELOPMENT

NO. OF HOURS : 45 COURSE CODE : 020241327HR

COURSE CONTENT

Sr. No. Topics No. of hours

1

Training for Competitive advantage

What is training Designing effective training

Why is training important

Using training to deal with competitive challenge

3

2

Strategic Training

The work roles of employees / managers / executives

Organizational characteristics that influence training The importance of training compared to other HRM practices

The changing role of training

Training needs in different strategies

Models of organizing the training department

3

3

Needs Assessment

Who should participate in needs assessment Methods used in needs assessment

The needs assessment process

Competency model

3

4

Learning: Theories, & Program Design

What is learning? What is learned?

Learning theories The learning process

Instructional emphasis for learning outcomes

Considerations in designing effective training program

3

5

Transfer of Training

Training design Work environment characteristics influencing transfer of training

3

6 Training Evaluation

Reasons for evaluating training 3






50

Overview of the evaluation process Outcomes used in evaluating training programs

How do you know if your outcomes are good

Evaluation practices Evaluation designs

Determining return on investment

7

Traditional Training Models Presentation methods

Hands on methods

Group building methods Choosing a training method

3

8

Use of new Technologies in Training

How are new technologies influencing training Multimedia training

Computer based training

Intelligent tutoring systems Distance learning

Technologies for training support

Technologies for training administration

Choosing new technology training methods

3

9

Employee Development

Approaches to employee development The development planning process

3

10

Special Issues in Training & Development

Training issues resulting from external environment

Cross cultural preparation Managing work force diversity

School to work transition

Training issues related to internal needs of the company Joint union management programs

Succession planning

Developing managers with dysfunctional behaviors

Training & pay system

5

11

Careers & Career Management

Why is career management important

What is career A model of career development

Career management system

Roles of employees / managers / HR managers / company in CM

Evaluating career management system

5

12 Challenges in Career Management 5






51

Socialization & orientation Dual career paths

Plateauing

Skills obsolescence Balancing work life

Company policies to accommodate work & non work

Coping with job loss Dealing with older workers

13

The Future of Training & Development

New technologies will increase in training delivery Training departments will better store & use intellectual capital

Training will become more integrated with other business functions

Training departments will work more with external partners

Increase in viewing T & D from a change model perspective Determining if change is necessary

Steps in implementing a new training & development practices

4

Total Hours 45

SUGGESTED READING: 1. Raymond Noe / Hollender John [2007] – Human Resource Management 5/e – Tata Mcgraw Hill.

2. Aswathappa K [2008] Human Resourse Management , 5/e tata Mcgraw Hill.

3. Mello Jeffrey [2007] – Strategic Human Resourse Management 2/e Thomson Learning.

4. Ulrich Dave / Brockkant Wayne [2005] – The HR value proposition – Harvard Business Review Press. 5. Armstrong Michael [2006] – A Hand book of Human Resourse Management , 10/e Kogan page.

6. Bernardin John [2007] – human resourse Management , 4/e tata cgraw hill.






52

SPECIALISATION




NO OF CREDITS : 3 COURSE : COMPENSATION AND REWARDS MANAGEMENT



1

Pay for performance

Traditional versus Non-traditional Implications of pay for performance

11

2

Gain sharing:

Criteria Determining if gain sharing is right for your organization

11

3

Pay for Knowledge

Characteristics

Advantages & Disadvantages Using it as adjunct to gain sharing

11

4

Equity:

Characteristics: Types

12

Total Hours 45

SUGGESTED READING:

1 Mamoria C.B/Gankar S.V [2008] – Dynamics of Industrail Ralation ,15/e – Himalaya Publisher.

1. Echia ruce [2004] – The Complete Guide to Executive Compensation Tata Mcgraw Hill. 2. Weiss Joseph [2001] rganizational Behavior and change , 2/e Thomson asia.

3. Errathos John / Gold Jaffrey [1994] – Human Resourse managem,ent theory and practice.

4. Mamoria C.B/ Gankar S.V [2007] – Petrsonal management text cases 27/e Himalaya Publisher House.

5. Hotze – hrant Robin [2008] – Performance – Pearson power.






53

SPECIALISATION




NO OF CREDITS : 3 COURSE : APPLIED BEHAVIOUR TECHNIQUES


COURSE CONTENT

Sr. No TOPICS No of Hours

1

Measurement

Measurement, Evaluation and Assessment

Psychological Measurement and Physical Measurement Ability

6

2

Using Instruments for HRD

Selection Research

Potential Appraisal

individual Growth Training

Organisation Developments

6

3

Personal Orientation (Based on concept of Emotional Intelligence)

personal efficacy

Personal effectiveness Locus of control and Attribution

6

4

Introduction to various psychometric tests

16 PF MBTI(in detail)

PAPI

Thomas Profiling ASFA

Enneagrams

6

5

Organisational Culture

Organisational OCTAPACE

6






54

6 Learning Theory

5

7 Assessment centers

5

8 Competency Mapping and Competency analysis

5

Total Hours 45

SUGGESTED READING:

Udai Pareek [2007] – Training Investment in HRD & OD – Tata Mcgraw Hill






55

SPECIALISATION




NO OF CREDITS : 2 COURSE : STRATEGIC HUMAN RESOURCES MANAGEMENT



1 1. Investment perspective of HRM

1.1 Sources of employee value 1.2 Understanding and measuring Human Capital

5

2

2. Challenges in Strategic HRM

2.1 Impact of technology

2.2 HR issues and challenges related to technology 2.3 Telecommuting

2.4 Ethical Behaviour

2.5 Workforce demographic changes and diversity

5

3 3. Strategic Management 3.1 Models of strategy

3.2 Process of strategic management

3.3 Corporate, Business and Functional Strategies

5

4 4. Strategic Role of Human Resource Management

4.1 Strategic HR versus traditional HR

4.2 Barriers to strategic HR

4.3 Strategic reorganization of HR function

5

5 5. Human Resource Planning

5.1 Objective of HRP

5.2 Types of Human resource Planning

5

6

6. Design and Redesign of Work System 6.1 Design of work system

6.2 Redesign of work system

6.3 Outsourcing and Offshoring 6.4 Mergers and Acquisitions

6.5 Understanding and Managing Change

5

7 7. Staffing

7.1 Temporary versus Permanent Employees 7.2 Internal versus External Recruiting

7.3 Methods of recruiting

5

8 8. Training and Development 8.1 Planning and strategizing Training

5






56

8.2 Integrating Training with performance and compensation

9

9. Employee Separation and Retention

9.1 Reduction in workforce 9.2 Voluntary Retirement Scheme

9.3 Strategic Retention

5

Total Hours 45 hrs

SUGGESTED READING:

Strategic Human Resource Management

By Jeffrey A. Mello






57

SPECIALISATION




NO OF CREDITS : 2 COURSE : TALENT ACQUISITION


COURSE CONTENT

SR. NO TOPICS NO. OF HOURS

1 Recruitment- Meaning and Definition

Purpose and Importance

Factors Governing Recruitment - External Factors , Internal Factors

4

2 Recruitment Strategy and planning, Sources of recruitment – Internal and

External , Philosophies of recruitment, Realistic Job Previews, Job

compatibility questionnaires

4

3 Recruitment process and evaluation, Recruitment techniques and

evaluation, E-recruitment, Recruitment issues in India

4

4 SELECTION -Meaning and Definition

Selection as Source of Competitive Advantage

2

5 Developing a selection programme, Selection policy, Environment Factors

Affecting Selection,

4

6 Selection procedure and its steps,

Preliminary Interview , Selection Tests , Reliability and Validity of

Selection measures

4

7 Employment interview, Types of Interviews and issues, Reference and

Background Checks ,

4

8 Selection Decision, Physical examination, Job Offer, Conclusion and

evaluation of the selection programme, Barriers to effective selection,

Selection issues in India

4

TOTAL 30 HOURS

SUGGESTED READING: 1) Aswathappa K.[2008]- Human Resource Personnel Management -The McGrawHill

2) C.B. Mamoria – Personnel Management – Himalaya Publication

REFERENCE BOOKS

1) Gatewood, Field, Barrick – Human Resource Selection – Cengage Learning

2) Lilly Berry – Employee Selection – Cengage Learning






58

SPECIALISATION




NO OF CREDITS : 2 COURSE : HR AUDIT AND ACCOUNTING


COURSE CONTENT


� Introduction

� Concepts of Human Resource Audit

� Needs of HR Audit � The Scope of HR Audit.

� The Frequency of HR Audit

� Conducting HR Audit � Audit Process : Essential Steps

� Techniques in HR Audit

22

� Introduction � Objectives of Human Resource Accounting

� Information Management for HRA

� Measurement in HRA � The Cost Approach

� The Economic Value Approach: Monetary Value Based

Approaches

� The Non-Monetary Value Based Approaches � Measurements of Group Value

23

TOTAL HOURS 45

SUGGESTED READING:






59

SPECIALISATION

SEMESTE– III [FINANCE]



NO OF CREDITS : 3 COURSE : INVESTMENT ANALYSIS

NO OF HOURS : 45 COURSE CODE : 020241333 F

__________________________________________________________________________________________

COURSE CONTENT:

Sr No Topic No of Hours

1 An Overview of the subject

• Investment Alternatives

• Investment v/s Speculation

• Markets for Securities

• Portfolio Management Process

• Sours of Investment Risk

• Investment basics and terms

2

2 Investment Alternatives

• Non marketable financial Assets

• Money Market Instruments

• Fixed Income Securities

• Equity shares

• Mutual Funds Schemes

• Financial Derivatives

• Insurance, Real Estate, Precious objects

3

3 Securities Market

3

4 Risk & Return

Measurement of Risk

3

5 Bond Valuation

(Case Studies)

3

6 Equity Valuation

3

7 Fundamental Analysis

5






60

8 Technical Analysis

5

9 Equity Derivatives

5

10 Portfolio Construction

• Risk Evaluation

• Asset Allocation

5

11 Portfolio Evaluation

4

12 Tax Aspects of Investments 4

Total Hours 45

SUGGESTED READING :

1. Fisher Donald / Jordan Ronald [2002] Security Analysis & Portfolio Management Prentice hall Publisher. 2. Pandian Punithavathy [2003] – Security Analysis tp Portfolio management – Vikas Publisher.

3. Strong Robert A [2003] Portfolio construction management and protection 3rd ed Thomson South Western.

4. Reilly / Brown [2006] Investment analysis and portfolio management 8th ed south western

cengagePublisher. 5. Chandra P [2008] Investment Analysis and portfolio management 3

rd ed Tata Mcgraw Hill Publisher.

6. Cottle/Murray/Block [2002] Security analysis 5th ed Tata Mcgraw hill Publisher.

7. Investments, Kane Bodie, Marcus & Mohanty (Ttata - Mcgraw Hill)1. (Kbmm) 8. Innvestment Analysis & Portfolio Management, Reilly Brown






61

SPECIALISATION




NO OF CREDITS : 3 COURSE : RISK MANAGEMENT AND INSURANCE


___________________________________________________________________________________________

RISK MANAGEMENT : OBJECTIVE: Teaching will focus on improving the basic concepts and on the philosophy of Risk Management Sessions will be two way and interactive in nature. Students will be grouped and asked

to make presentations on key topics

COURSE CONTENT


1

Fundamentals of Risk Management

• Basics of Financial Markets as a precursor to Risk Management

• Entities in Financial Markets and their inter relationship

• Recap of Market Structure & Market Microstructure

• Recap of Futures, Options, Swaps & other derivatives

• Introduction to Risk Management

• Purpose and application of Risk Management

• Systematic & Unsystematic Risk

• Risk Return Principle; Sharpe’s Ratio

• Role of Chief Risk Officer & Middle Office in banks

• Types of Risk – Market, Credit, Operational, Liquidity, Reputation, Legal.

• Concept of Volatility as a proxy of risk

5

2

Overview of Market Risk, Credit Risk & Operational RiskIntroduction to Market

Risk, Credit Risk and Operational Risk

� Introduction to Value at Risk

� Credit Ratings � Introduction to Margining & Netting

� Portfolio Credit Risk

� Settlement Risk � Risk Budgeting

� Case Studies

� Long Term Capital Management

� Barings Bank collapse � Bank Herstatt

5






62

3

Market Risk Management Derivatives on Fixed Income instruments, Interest rates, FX & Equities

• Identifying & measuring risk exposure

• Value at Risk in detail

• Delta Normal/ Historic Simulation/ Monte Carlo

• Implementing VaR

• Introduction to Alternative Risk Measures – Conditional Value at Risk/

Cash flow at Risk/ Earnings at Risk

5

4

Credit Risk Management

� Introduction to Credit Risk

� Concept of Securitization & Special Purpose Vehicles

� Counter party Risk – Exposures/ Recovery Rates/ Rating Triggers/ Collaterals/ Seniority Clauses/ ISDA Agreement for Swap dealers

� Application of Margining in Exchanges

� Application of Netting in Payments � Study of Real Time Gross Settlements (RTGS) & Continuous Linked

� Settlement (CLS)

10

5

Operational Risk Management & Introduction to Basel II Introduction to Operational Risk

• Introduction to Basel II

• 3 Pillars of Basel II

• Approaches suggested for Basel II compliance

• Challenges in achieving Basel II compliance

• Correlation across Market, Credit & Operational Risk

5

Total Hours 30

SUGGESTED READING :

1. Bhattacharya K.M [2006] – Risk management in Indian Banks – Himalayan Publisher House . 2. Sundaresan Suresh [2002] Fixed Income markets and their derivatives 2

nd ed Thomson South western.

3. Arundeep / Toor N.S [2002] Financing and Risk management Skylark Publiosher.

4. Brealay / Myers [2004] financing and risk amangement Tata Mcgraw Hill . 5. Chance Don .M [2004] Financing and Risk management 6

th Thomson South Western.

6. Boyce Tim [2004] handbook of Risk management crest Publishing House.






63

COURSE CONTENT:

INSURANCE


1 Corporate Insurance and Risk Management 2

2 Risk Management 2

3 Risk Identification (R.I) 2

4 Risk Assessment (R.A) 1

5 Risk Reduction 2

6 Risk Survey / Assessment 1

7 Marine Insurance 1

8 Fire Insurance and loss of Profits Insurance 2

9 Liability & Engineering Insurance 2

Total Hours 15

SUGGESTED READING :

1. Dorfman Mark S [2005] – Introduction to Risk management & Insurance – Pearson Education.

2. Bodla / garg / Singh [2003] Insurance Deep and deep publisher Pvt Ltd. 3. Trieschmann/Gustavson/hogt[2002] Risk Management and insurance 11

th ed Thomson south – western .

4. Harrington / Niehans [2004] Risk management and insurance 2nd

ed Tata mcgraw Hill.

5. Gupta P.K[2004] Insurance and Risk management Himalaya Publisher House. 6. Vaughaun E /Vaughan T [2002] Essentials of Risk management nad insurance 2

nd ed Johnwiley and sons.






64

SPECIALISATION




NO OF CREDITS : 3 COURSE : FINANCIAL ECONOMETRICS


___________________________________________________________________________________________

COURSE CONTENT


1 Review of OLS and Asymptotics 3

2 Generalized Method of Moments 3

3 Testing in GMM 3

4 Stationary Time Series 3

5 Extremum Estimators 3

6 Maximum Likelihood Estimators and Tests 3

7 Volatility 3

8 Estimating Value at Risk 4

9 MCMC Methods for Stochastic Volatility and Bayes Estimation 5

10 Multivariate Time Series 5

11 Unit Roots and Cointegration 5

12 Principle Components and Factor Analysis 5

TOTAL HOURS 45

SUGGESTED READING :






65

SPECIALISATION




NO OF CREDITS : 2 COURSE : INTERNATIONAL FINANCIAL MANAGEMENT


___________________________________________________________________________________________

COURSE CONTENT


1 International Financial Environment 5

2 Exchange rate Behaviour 5

3 Exchange Rate Risk Management 6

4 Long term Asset Liability Management 7

5 Short term asset liability management 7

TOTAL Hours 30

SUGGESTED READING:

1. Apte P.G [2006] – International Financial Management 4/e Tata Mcgraw Hill. 2. Shapiro Alan [2003] – Multinational Financial Management 7/e Prentice Hall of India.

3. Madura elf [2000] – International Financial Management 6/e – South Western College Publisher.

4. Levi Maurice [1996] – International Economy 3/e – Mcgraw Hill.

5. Buckle Adrium [1998] Multinational Finance 3rd

ed Prentice Hall India . 6. Eiteman/Stonehill/Moffett[2005] Multinational Business Finance , 10

th ed Pearson Education.






66

SPECIALISATION




NO OF CREDITS : 2 COURSE : FUTURES AND OPTIONS


___________________________________________________________________________________________

OBJECTIVE:

To familiarize the students with the basics of financial derivatives with focus on product features, price information and interpretation, applications in managing financial risks, regulatory environment and elementary

aspects of accounting.

COURSE CONTENTS

Sr. No Topics No of

Session

1 Review of the “cash” markets, defining a derivative & understanding generic derivatives.

3

2 Interest parity principle, cost of carry, exchanges v/s OTC markets 2

3 Pricing of derivatives, understanding a price quotation, various sources of Price information

2

4 Forex forwards & forex futures in India & abroad

2

5 Currency Options – pricing basics, applications and structures

2

6 Forward rate Agreements & Interest Rate Futures – applications

2

7 Interest Rate Caps, Floors & Collar

2

8 Interest Rate & Currency Swaps

3

9 Commodity Futures & Index Futures

3

10 Comparative Study of the derivatives covered above 3

11 Practical Application / Use of derivatives in risk management

– cases

3

12 Documentation , regulatory aspects and accounting under AS 11

and AS 30

3

Total Hours 30






67

TEXT:

Financial Derivatives by S S S Kumar Prentice Hall of India EEE 2007

SUGGESTED READING:

1. Rajwade A.V[2004] – International Finance , Foreign Exchange Risk , Management , 4/e academic

Business Studies Publisher. 2. Apte P.C [2006] – International Financial management , 4/e – tata mcgraw Hill Publisher.

3. Hull John [2003] – Introduction to futures & options markets 4/e Pearson Education Publisher.

4. Kilb Robert W [1993] Financial Derivatives New York Institute of Finance . 5. Chance Donm [2004] An Introduction to derivatives and Risk management 6

th ed Thomson South Western.

6. Strong Robert A [2002] Derivatives an Introduction Thomson South Western.






68

SPECIALISATION




NO OF CREDITS : 2 COURSE : MERGERS AND ACQUISITIONS


___________________________________________________________________________________________

Course Objective: The objectives of the course is to expose students to :

• Restructuring of Corporate businesses

• Types of Mergers & Amalgamations.

• Methods of Valuations

• Transaction Documents & Mitigation of Risks

• Structuring of Take overs and regulatory issues

• Financing of Take overs

• Due Diligence procedures

Pedagogy

• Classroom discussion on all basic concepts

• Group work on valuation.

SR.NO. TOPICS HOURS

1 Corporate Balance sheet & business restructuring

Reasons & Process of restructuring

Types of Mergers & Acquisitions

6

2 Methods and Approaches to Valuations

Applicability of the various approaches Due Diligence Procedures

6

3 Structuring of Transcations

Transcation Documents

Share Holders agreements

Rationale for Take overs

6

4 Value Drivers

Options for value discharge

Exchange / Swap ratios Parastatal disinvestment

6

5 Regulatory / Legal Issues

Take over Codes

Financing of M&A

6

TOTAL HOURS 30

SUGGESTED READINGS :






69

SPECIALISATION




NO OF CREDITS : 2 COURSE : FINANCIAL MODELING


__________________________________________________________________________

COURSE CONTENTS

Sr. No Topics No of Session

Financial Modeling

1 Corporate finance models 8

Chapter 1 Basic financial calculations

Chapter 2 Calculating the cost of capital

Chapter 3 Financial statement modeling

Chapter 4 Building a financial model: PPG Corporation

Chapter 5 Bank valuation

Chapter 6 Financial analysis of leasing

Chapter 7 Financial analysis of leveraged leases

2 Portfolio models 8

Chapter 8 Introduction to portfolio models

Chapter 9 Efficient portfolios without short sales

Chapter 10 Calculating the variance-covariance matrix

Chapter 11 Estimating betas and the Security Market Line

Chapter 12 Efficient portfolios without short sales

Chapter 13 Black-Litterman approach to portfolio Optimization

Chapter 14 Event studies

Chapter 15 Value at risk

3 Option-pricing models 7

Chapter 16 Introduction to options

Chapter 17 Binomial option pricing

Chapter 18 The lognormal distribution

Chapter 19 The Black-Scholes model

Chapter 20 Option Greeks

Chapter 21 Portfolio insurance

Chapter 22 Introduction to Monte Carlo methods

Chapter 23 Using Monte Carlo for option pricing

Chapter 24 Real options






70

4 Bonds 7

Chapter 25 Duration

Chapter 26 Immunization strategies

Chapter 27 Modeling the term structure

Chapter 28 Calculating default-adjusted expected bond returns

30 Hours







71

SPECIALISATION




NO OF CREDITS : 2 COURSE : BANKING


___________________________________________________________________________________________

COURSE CONTENTS

Sr. No Topics No of

Session

Banking

1 Introduction to banking 6

GDP Components

Services sector

Financial sector represented by banks

Types of institutions in financial sector

—Banks, NBFCs, Insurance, Mutual

Funds, Investment banks, etc.

Types of banks as a part of the same

History of banking particularly Indian

Banking regulations

Rationale

2 International initiatives 6

Best practices

International cooperation

RBI—Role, functions, organization, etc.

Banking sector and the economy

3 Multiple credit creation process 6

Commercial banks—Retail/Corporate

Products Offered

Types of customers-- Various Relationships

Legal aspects of banking, Relevant acts like, Banking Regulation

Law of Limitation, Bankers Books of Evidence

Negotiable Instruments Act, Types of charge and banker’s right and

responsibilities including , Banker as a trustee and

an agent – Appropriation of payment – Right of lien and setoff – Obligation to maintain

secrecy – Garnishee order, Some applicable rules , International regulations—Rationale ,

Anti Money laundering, Basel II (Overview only), Emerging Concepts, Risk management

Asset Liability Management, Cash Management






72

Payment systems

Cash ,Clearing,Cards, ATMs,POS terminals,EFTs,RTGS,SWIFT

Security systems (only overview)

International Payments

US--CHIPS/CHAPS/ Fedwire

CLS

SEPA

Role of Technology in banking/History

Indian History, Core banking, CRM , Data warehousing

Business Intelligence

Bank examinations/inspections

Audit—types/coverage

RBI—Different inspections

Rating process—CAMEL/CAMELS,

ROC-A, and AIM etc.

Overview of GAAP/FASB

4 Mergers and Acquisitions in Banks 6

Value creation through mergers

Genesis for mergers/acquisitions

Due diligence and Valuation procedure

Real life cases- Foreign and Indian

Managing bank’s Treasury

Functions

Activities

Controls

Global Banking trends

5 Introduction to International Banking 6

Forex Market—Introduction

Bank Insurance

30 hours







73

SPECIALISATION




NO. OF CREDITS : 2 COURSE : CASE STUDIES IN CORPRATE FINANCE

NO. OF HURS : 30 COURSE CODE : 020241315 F

___________________________________________________________________________________________

COURSE CONTENTS

Sr. No Topics No of

Session

1 Different cases pertaining to corporate Finance 3

2 Cases on: 3

3 Financial Statement Analysis 3

4 Time Value of Money 3

5 Capital Structure 3

6 Cost of Capital 3

7 Risk and Return 3

8 Mergers and Acquisitions 3

9 Valuation 3

10 Financial Distress 3

30 hours







74

SPECIALISATION




NO OF CREDITS : 2 COURSE : CORPORATE VALUATION


___________________________________________________________________________________________

COURSE CONTENTS

Sr. No Topics No of

Session

1 Corporate Strategy, valuation, and value creation 2

2 ROIC versus DCF-based valuation methods 2

3 Enterprise DCF versus equity-based valuation methods 2

4 Valuation by comparables (multiples) 2

5 Measuring & Driving organic revenue growth 2

6 Reorganizing the financials: NOPAT & Invested Capital 2

7 Competitive benchmarking using financial ratio analysis 2

8 Analyzing the accountant’s cash flow statement (in the annual report) 2

9 Analyzing operating performance using Free Cash Flow 2

10 Analyzing and valuing off balance sheet financing 2

11 Analyzing and valuing deferred taxes & net operating losses (time permitting flex-class) 2

12 Non- financial analysis using key performance indicators 2

13 The forecasting process 2

14 Determining the appropriate forecast window and continuing value 1

15 The Weighted Average Cost of Capital (WACC), Adjusted Present Value (APV) and Capital Cash Flow (CCF).

1

16 The Cost of Capital: Cost of Equity - Advanced theory & Measuring in Practice 1

17 The Cost of Capital: Cost of Debt 1

30 hours







75

SPECIALISATION




NO OF CREDITS : 1 COURSE : GLOBAL FINANCIAL MARKETS AND INSTITUTIONS


___________________________________________________________________________________________

COURSE CONTENTS

Sr. No Topics No of

Session

1 Overview of Financial System – Historical Perspective, Structure, Organization etc. 2

2 Global Financial Scenario 1

3 Monetary Policy 1

Global Securities Market

4 Primary Markets 1

Secondary Markets

5 Microstructure of Financial Markets 1

· Structure of Trading

6 · Liquidity and Volatility in Markets 1

· Market Structures

7 Debt Markets 2

Derivatives Markets

Commodities Market

8 Foreign Exchange Market 2

Mortgage Markets

9 Frauds, Scams, Manipulation and Regulation – Learning 2

Experiences and Impacts

Financial Institutions

10 Banking, Mutual Funds, Insurance Companies, Venture Capital Firms etc. 2

Analysis of Financial Market Data

15 hours







76

SPECIALISATION

SEMESTE– III [BUSINESS IT]



NO OF CREDITS : 3 COURSE : BUSINESS INTELLIGENCE – INFORMATION TO INSIGHT

NO OF HOURS : 45 COURSE CODE : 020241344 IT

___________________________________________________________________________________________

Course Objectives

Business Intelligence and Data Warehousing skills enables business users to access, analyze, share and

leverage disparate business-critical information across their enterprise.Using BI as a tool will help to do in-

depth analysis that is required to understand business. Future managers should learn Business Intelligence Life

cycle advantages and use techniques such as ad-hoc querying and reporting to make the right decisions.

COURSE CONTENTS

SR.NO. TOPICS HOURS

1 ��Introduction to Business Intelligence – what, where and

how?

3

2 ��Business Intelligence/Data Warehousing Approach 3

3 ��Group Activity for understanding BI/DW Approach 3

4 ��Data Warehousing 3

5 ��Project Planning 3

6 ��Quality Assurance 3

7 ��Case Study with Industry Experts 3

8 ��Infrastructure Planning 4

9 ��BI Tools and Software 5

10 ��BI Tools and Software Demos 5

11 ��BI Case Studies 5

12 ��BI Limitations, Future and Research 5

TOTAL HOURS 45







77

SPECIALISATION




NO OF CREDITS : 3 COURSE : IT STRATEGIC PLANNING FOR ADDING BUSINESS VALUE


COURSE CONTENTS

SR.NO. TOPICS HOURS

1. Introduction and Overview

Class Discussion:

• Creating and Appropriating Value Using IT

• IT-Based Business Models

4

2. Strategic Analysis of a Technology Industry 4

3. Industry Leadership and Investment in Technology Innovation 4

4. IT Standards and Competitive Dynamics 4

5. Class Discussion: Valuation of a Technology Business 4

6. Class Discussion: Role of IT in Shaping the Future of the Indian Economy 5

7. IT and Industry Analysis

• IT and sunrise sectors (Education, Tourism/ Hotel, Healthcare)

5

8. IT and Value Chain Restructuring 5

9. Strategic Analysis and IT Business Valuation 5

10. Real Option Value of IT Investments 5







78

SPECIALISATION




NO OF CREDITS : 2 COURSE : COLLABORATION PROJECT MANAGEMENT


OBJECTIVE: To understand the Project management theory ,techniques, tools and technology to manage projects in era of globalisation for the projects which are spread across the globe with diverse work cultures and

workforce.

COURSE CONTENTS

SR.NO. TOPICS HOURS

1 1. Philosophy and Concepts of Project Management 2

2 2. Systems Development ife Cycle

2

3 3. Systems and Procedure 2

4 4. Project Management in the corporate context 2

5 5. International Project Management 2

6 6. Collaborative project management tools 3

7 7. MS Project EPM in detail 3

8 8. Case studies and Hands on EPM 4

TOTAL HOURS 20







79

SPECIALISATION




NO OF CREDITS : 2 COURSE : GREEN IT


Objective : To generate an awareness and understanding about how IT can drive immense business value by

“Going Green”. Every enterprise using IT has a significant carbon footprint. In an era of unpredictable energy

costs, reducing energy usage throughout data centers and IT infrastructure, represents a powerful cost-cutting

opportunity. This course will show business leaders how to drive powerful business value by improving IT’s

environmental performance.

COURSE CONTENTS

SR.NO. TOPICS HOURS

1 The Importance of Green IT - Basic steps, Green IT & Green Data

Centres, Green IT Plans

4

2 The Basics of Green IT – Organisational issues, Regulations, Motivation

for Executives, Product Life Cycle Management, Tools for

Measurement, Saving Energy, Latest resources for information on Green

IT

4

3 Collaborations, The Government’s Role–Regulation and EPA Activity,

Incentives

4

4 “Virtualizing” IT Systems – Concepts of Consolidation and

Virtualization, Server & Storage virtualization

4

5 Green IT and Cloud Computing 4

6 Chillers, Cooling Tower Fans, and Cooling Equipment used for IT –

Strategies for increasing Data Centre Cooling efficiency

5

7 Green IT Case Studies, The Future of Green IT for Corporations 5

TOTAL HOURS 30







80

SPECIALISATION




NO OF CREDITS : 2 COURSE : BUSINESS ANALYSIS USING SPSS


COURSE CONTENTS

SR.NO. TOPICS HOURS

1 Introduction to SPSS – Views , data entry etc 1

2 Data Import & Data export 1

3 Data input 1

4 Explore 1

5 OLAP Cubes & Merge files 1

6 Visual Binning 1

7 T-test 1

8 One-way ANOVA 1

9 Two-step Cluster Analysis 1

10 K-means Cluster Analysis 1

11 Hierarchal Cluster analysis 1

12 Factor Analysis 1

13 Quadratic Regression 1

14 Non-Linear Regression 1

15 Descriptive 1

16 Multi-way Graph 1

17 Custom Tables 1

18 Transform Variables 1

19 Date and time wizard 1

20 Correlation & Chi-Square 1

TOTAL HOURS 20







81

SPECIALISATION




NO OF CREDITS : 2 COURSE : ERP – CRM


COURSE CONTENTS

SR.NO. TOPICS HOURS

• Marketing resource and brand management

• Campaign management

• Segmentation and list management

• Real-time offer management

• Loyalty management

• E-marketing

30

TOTAL HOURS 30







82

SPECIALISATION




NO OF CREDITS : 2 COURSE : ERP – SCM


COURSE CONTENTS

SR.NO. TOPICS HOURS

• Demand planning and forecasting

• Safety stock planning

• Supply network planning

• Distribution planning

• Strategic supply chain design

30

TOTAL HOURS 30







83

SPECIALISATION




NO OF CREDITS : 2 COURSE : ERP – FICO


COURSE CONTENTS

SR.NO. TOPICS HOURS

1 SAP FI

General ledger

Book close

Tax

Accounts receivable

Accounts payable

Asset Management (SAP AM)

Consolidation

Special ledgers

15

2 SAP CO

Cost Element Accounting Cost Center Accounting

Internal Orders

Activity-Based Costing ( ABC)

Product Cost Controlling Profitability Analysis

Profit Center Accounting

15

TOTAL HOURS 30







84

SPECIALISATION




NO OF CREDITS : 2 COURSE : ERP – HRM


COURSE CONTENTS

SR.NO. TOPICS HOURS

1 Organizational Management

Personnel Administration

Recruitment

Payroll

Compensation Management

Personnel Cost Planning

Personnel Development

Training & Event Management

30

TOTAL HOURS 30
