Master of Business Administration (Mba) : Curriculum
Master of Business Administration (Mba) : Curriculum
Master of Business Administration (Mba) : Curriculum
ADMINISTRATION (MBA)
CURRICULUM
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THE PROGRAMME
The Master of Business Administration (MBA) is a two-year full time programme offered by the
Department of Business Administration, The University of Burdwan. This programme was introduced
by the University with the approval of the University Grants Commission (UGC) long back in the year
1983. Necessary technical approval for the programme has been obtained by the University from All
India Council for Technical Education (AICTE) from time to time.
PROGRAMME OBJECTIVES
The Programme is designed to turn out a cadre of future managers thoroughly conversant with general
principles of management along with tools and techniques pertinent thereto. The programme is also
aimed to churn out future managers with specializations in the areas of Marketing, Finance, Human
Resource Management and Systems, Operations & Decision Sciences.
PROGRAMME STRUCTURE
The courses for the MBA programme are offered in the following areas:
Area – I: General Management
Area – II: Organisational Behaviour
Area – III: Economics
Area – IV: Strategic Management
Area – V: Marketing Management
Area – VI: Financial Management
Area – VII: Human Resource Management
Area – VIII: Systems, Operations & Decision Sciences
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PROGRAMME ADMINISTRATION
In order to complete the MBA programme, a student is required to obtain 100 credits from the different areas
along with two compulsory special courses viz. (i) Summer Project and Viva (SPV) and (ii) Comprehensive Report
(CR). Each of the courses in the identified areas carries 3 credits. Summer Project (SP) and Dissertation/Report
carry 5 credits each. The credit distribution for the programme is as follows:
1. 60 credits from 20 core courses.
2. 24 credits from 8 elective courses exclusively from one of the four specialization areas viz. (A)
Marketing Management, (B) Financial Management, (C) Human Resource Management, (D) Systems,
Operations & Decision Sciences.
3. 6 credits from 2 elective courses from the areas excluding the four specialization areas.
In lieu of these two elective courses, a student can opt for courses offered by allied departments as non-
departmental electives and can earn a maximum of 6 credits.
4. 10 credits from Summer Project (5 credits) and Dissertation/ Report (5 credits).
The other details relating to the programme based on Choice Based Credit System (CBCS) are as follows:
• A candidate can opt for a maximum of 30 credits per semester.
• A theoretical course of 3 credits involves 30 lecture hours including tutorials.
• Each course carries 100 marks of which 20 % will be reserved for internal assessment for all
theoretical courses and the remaining 80 % will be for written examination. Internal Assessment will
be made during the semester on the basis of attendance (25%) and assignment/class test/viva
(75%).
• The elective courses to be offered to the students will be decided every semester by the
Departmental Committee.
• All the students will have to undergo Summer Project (SP) of 8 to 10 weeks duration with an
industrial/business/service/social organization by taking up a project study. The SIP report will carry
80 Marks and the viva voce to be conducted on the SIP will carry 20 Marks.
• Course MBA 107 (Comprehensive Report) will be segregated into three components: Final Project
Study Report 50 marks, Field Study/Field Survey Report– 25 marks and Social Outreach Activities
Report – 25 marks. A student has to take up the final project study in his/her area of specialisation.
Field Study will be based on Industry visit(s) to be organised by the department during the
programme. Social outreach activities will be based on components like visit to villages and
identification of socio-economic issues on rural livelihood, serving the interests of informal workers,
career counseling for the students of the excluded group, participation in literacy camps and other
types of activities as specified and approved by the department. A single report comprising three
separate sections on Final Project Study, Field Study/Field Survey and Social Outreach Activities will
have to be submitted within the deadline set by the department.
• Students from other departments can opt for the elective papers from the different areas
by obtaining necessary permission from their concerned department.
• All issues relating to programme administration in the CBCS will be governed by the decision of the
departmental committee and the existing rules and regulations of the university.
The modified curriculum under Choice Based Credit System (CBCS) mode will come into effect from the
academic session (2014-2016) to be commenced from July, 2014.
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PROGRAMME STRUCTURE
Understanding Individual
MBA 201 MBAE 204 Ergonomics
Employee Behaviour (UIEB)
Economics of Human
MBA 301 Managerial Economics (ME) MBAE 304
Resources (EHR)
Entrepreneurship Development
MBA 302 MBAE 305 Development Economics (DE)
(ED)
3. Economics MBA 303 International Business (IB) MBAE 306 Social Entrepreneurship (SE)
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CORE COURSES ELECTIVE COURSES
AREA
COURSE COURSE
COURSE NAME COURSE NAME
CODE CODE
MBAE 502 Consumer Behaviour (CB)
MBAE 503 Sales and Distribution (SD)
MBAE 504 Brand Management (BM)
MBAE 505 Retail Marketing (RTM)
MBAE 506 Advertising (ADV)
MBAE 507 Rural Marketing (RMM)
MBAE 508 Service Marketing (SVM)
5. Marketing
Fundamentals of Marketing MBAE 509 Strategic Marketing (SM)
Management MBA 501
Management (FMM)
MBAE 510 Voluntary Sector Marketing
(VSM)
MBAE 511 Events Marketing Management
(EMM)
MBAE 512 Industrial Marketing (INDM)
MBAE 513 Integrated Marketing
Communication (IMC)
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CORE COURSES ELECTIVE COURSES
AREA
COURSE COURSE
COURSE NAME COURSE NAME
CODE CODE
Human Resource Planning
MBAE 702
(HRP)
Compensation and Reward
MBAE 703
Management (CRM)
MBAE 704 Employment Relations (ER)
MBAE 705 Labour Laws (LL)
Strategic Human Resource
MBAE 706
Management (SHRM)
Performance Management &
MBAE 707 Employee Development (PM &
7. Human
Fundamentals of Human Resource ED)
Resource MBA 701
Management (FHRM) Managerial Counselling &
Management MBAE 708
Negotiation Skills (MCNS)
International Human Resource
MBAE 709
Management (IHRM)
Contemporary Interventions in
MBAE 710 Human Resource Management
(CIHRM)
MBAE 711 Training & development (T & D)
Human Capital Management
MBAE 712
(HCM)
MBAE 713 Employer Branding (EB)
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AREA - I : GENERAL MANAGEMENT
CORE COURSES
MBA 101: MANAGEMENT PROCESS AND ORGANIZATIONAL THEORY (MPOT)
Unit I: Understanding an Organisation—Organisational Adaptation, Survival and Growth—Nature, Purpose and
Importance of Management in Organisations- The Management Process–Kinds of Managers-Basic Managerial
Skills and Roles, Changing Nature of Managerial Work–Management: Science or Art–Management as a
Profession. Evolution of Management Thought: Classical Management Approaches, Behavioural Management
Approaches, Quantitative Management Approaches, Modern Management Approaches, Contemporary
Management Issues and Challenges–Global Dimensions of Management.
Unit II: Planning & Decision Making: Planning–Concept, Importance, Types or Elements of Plan, Levels of
Planning, Steps in Planning, Benefits and Limitations of Planning–Making Planning Effective– Management by
Objectives. Decision Making–Types of decisions, Nature of decision making, Rational Perspectives and
Behavioural Aspects of decision making.
Unit III: Organising: Concept, Nature, Importance and Process of Organising–Organisation Structure and
Design–Departmentation–Span of Management––Concepts of Authority, Responsibility and Accountability–
Delegation of Authority–Steps–Centralisation and Decentralisation of Authority–Factors determining the degree
of Decentralisation of authority–Concept of Line, Staff and Functional authority–Conflict between Line and
Staff–Overcoming the Line –Staff Conflict.
Unit IV: Controlling: Concept, Nature and Importance of Controlling–Critical Control points and standards–Types
of Control–Requirements of an Effective Control System–Behavioural Implications of Control–Some Techniques
of Managerial control.
Unit V: Organisation Theory: Organisations as systems– Strategic Systems Approach– Brief history of OT–
Contemporary perspective– Organisational goals and effectiveness– Structure and design– Nature of Structure
and Design, Differentiation & Integration, Patterns of strategic organisational design, evolving designs–
Organisational Culture– Organisational size and life cycle– Organisational Decline and Downsizing–
Organisational size and control strategies.
Suggested Readings:
1. Heinz Weihrich, Management: A Global Perspective, Tata McGraw Hill.
2. John R. Schermerhorn, Management, Wiley-India
3. Robbins and Coulter: Management, Tata McGraw Hill.
4. D. R. Hampton: Management, Tata McGraw Hill.
5. Herbert A. Simon: Administrative Behaviour, Collier Macmillan Publishers, London
6. Jackson and Morgan, Organisation Theory, Prentice Hall, Inc., Englewood Cliffs, New Jersey
7. Katz and Rosenzweig: Organisations and Management, McGraw-Hill Book Company
8. March and Simon: Organisations, John Wiley and Sons.
Suggested Readings:
1. K. Aswathappa, Business Environment for Strategic Management, Himalaya Publishing.
2. Mishra &Puri, Economic Environment, Himalaya Publishing.
3. M.Adhikari, Economic Environment of Business, Sultan Chand & Sons.
4. Narayanan, Intellectual Property Rights, Eastern Law Book House, Kolkata.
5. A.C. Fernando, Business Environment, Pearson Education.
Unit-I: Qualitative and quantitative research approaches, what qualitative research does in a market place,
application of qualitative methods for marketing; Issues and concerns in qualitative research, steps to qualitative
research study design.
Unit-II: Different Qualitative Research Models: History, Living Biography and Self-Narrative; Case study method,
Phenomenology and Grounded theory; and Ethnographic Approach in qualitative research study.
Unit-III: Qualitative Data Collection: Techniques and Tools; Observation and fieldwork; field interviews,
structural interviews; projective techniques, WAT. Qualitative Text Analysis and Reporting: Analysis of visual and
material text; analysis of verbal data, writing field stories and narrative reports.
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Group – B (Quantitative Research Methods)
Unit-IV: Business Statistics and sampling Theory: An overview of Business Statistics – Introduction, Important
definitions, Measures of Central Tendency, Homogeneous Population, Estimates, Power of a Test, Testing of
Hypothesis. An overview of Sampling Theory: Introduction, Basic Principles, Sampling Plan, Sample Design,
Sampling Techniques, Types of Sampling Schemes.
Unit-V: Data Analysis and Statistical Techniques: Analysis of Data – Preparing data for Analysis, Examining
Relationships and Trends using Statistics, Selecting an Appropriate Statistical Technique, Tabulation of Data,
Analysis of Data – Use of SPSS and other Statistical Software Packages. Advanced Techniques for Data Analysis:
ANOVA, Discriminant Analysis, Factor Analysis, Conjoint Analysis, Cluster Analysis, and Multi- dimensional
Scaling Techniques.
Suggested Readings:
1. Daymon, Christine and Holloway, Immy; Qualitative Research Methods in Public Relation and Marketing
Communications; Routledge, U.K.; Publication, 2002.
2. Craig; C. Samuel and Douglas, Susan P.; International Marketing Research; John Wiley and Sons Ltd, IIIrd
Edition, 2005; U.K. and U.S.A., New York.
3. Gummesson, Evert; Qualitative Methods in Management Research, Second Edition, Sage Publications
Inc., New Delhi.
4. Bim, Robin. J; The Effect Use Market Research: A Guide for Management to Grow the Business, Third
Edition, Kogan Page, London, U.K.
Suggested Readings:
1. H.H. Johnson, Business in contemporary society-framework & issues, Wadsmortu Publishing Co Ltd
2. J. Wempe and M. Kaptain, The balanced company: A theory of corporate integrity, Oxford
University
3. Philip Kolter and Nancy Lee, Corporate Social Responsibility: Doing the Most Good for Your Company
and Your Cause, Wiley India
4. William B Werther and David Chandler, Strategic Corporate Social Responsibility: Stakeholders in a
Global Environment, Sage
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ELECTIVE COURSE
MBAE 108: CORPORATE GOVERNANCE (CG)
Unit I: Understanding a Corporation and its facets– Corporation as a Complex Adaptive System– Governance
types– Governance and Management–Governance theories–Separation of Ownership and Control–Instances of
good and bad governance practices.
Unit II: Directors vis-à-vis monitoring a corporation– Directors in historical perspective– Types of Directors–
Board Duties: The Legal Framework–Board: Structure, Size–Director Effectiveness–Board Committee Types.
Unit III: Management-Performance Relationship–Issues relating to Executive compensation–Stock Options–
Recent Shareholder Concern–Best Governance practices–Corporate Fraud: significant cases.
Unit IV: Important Corporate Governance codes and Principles in India–International Corporate Governance:
Corporate governance practices in USA, UK and other countries.
Unit V: HR perspective of Corporate Governance: Personal and Interpersonal governance–Integration of
Employees, Owners and directors–Employees: Compensation and Ownership–Future directions of Corporate
Governance
Suggested Readings:
1. R. Monks and N. Minow, Corporate Governance, Blackwell Publishing
2. E. Yocam and A. Choi, Corporate Governance: A Board Director's Pocket Guide: Leadership, diligence
and Wisdom, iUniverse.
3. A. C. Fernando, Corporate Governance: Principles, Policies and Practices, Pearson Education India.
4. Lynn McGregor, The Human Face of Corporate Governance, Palgrave Macmillan
5. B Tricker, R I Tricker, Corporate Governance: Principles, Policies and Practices, Oxford University Press.
6. Bhattacharya, S.K. Achieving Managerial Excellence: Insights from Indian Organisations. Macmillan
7. Jha, P.N. Changing Perspectives of Business Excellence. Macmillan Publishers India Ltd.
CORE COURSES
MBA 201: UNDERSTANDING INDIVIDUAL EMPLOYEE BEHAVIOUR (UIEB)
Unit I: Understanding Employee Behavior - Knowing employee behavior -- Thrust on human behavior
[Stimulus(S)-Organism (O)—Behavior (B)—Consequence(C)] model—Cognition as the basis of behavior
[Interaction of cognitive and non-cognitive factors] ---Understanding others—Facial expression—Body
language—touching—Non-verbal behavior & social interaction [Role of micro expressions, Attribution & Some
basic source of bias] ---Social cognition.
Unit II: Interdisciplinary Approach to Study Human Behavior - Comprehending individual behavior----
Contributions of different disciplines---Workforce diversity & its implications---Challenges & opportunities to
study employee behavior---Globalization & Changing trends of the workforce—Responding to outsourcing---
Demand for the customer service & public relations---Boundary spanning activities---Demand for the
development of the individual skills---Skill & Role analysis---Coping with temporariness---working in networked
organizations---Work-life conflicts--- Making better the ethical behavior of the employee-----Need to Know
individual employee---- Absenteeism, Turnover, Deviant work place behavior versus Organizational citizenship
behavior[OCB].
Unit III: Basis of Employee Behavior - Ability [Intellectual, physical &ability-job fit ]—Biographical
Characteristics---Learning [Theories, social learning, principles of learning & managing employee behavior---
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Shaping: a tool to manager—methods of shaping—Behavior modification]—Employee attitudes[Components—
A-B link, cognitive dissonance &major job attitudes—job satisfaction &its measurement—organizational
commitment---job involvement]---Significance of attitudes to study employee behavior-and major implications.
Unit IV: Foundations of Individual employee behavior-Personality & values [Determinants—MBTI—Big five
model—Measurement of personality---Major personality attributes—National culture and personality---
importance of values—types of values—work cohort—values & ethical behavior—values across culture—ethical
issues at workplace and linkage with individual’s personality---person-job fit]---`Perception and individual
decision making[ Perceptual selectivity—perceptual organization—Figure-ground relationship & applications---
perceptual defenses—factors influencing perception---attribution----a few important biases—shortcuts in
judging others& specific relevance—linking perception &individual decision-making—rational decision-making---
creativity in decisions—bounded rationality & common biases and errors---ethics in decision-making]
Unit5: Non cognitive behavior of the employees-Human motives and the process of motivation—A few theories
of work motivation [Theory X & Y, Maslow, Herzberg, Alderfer, Vroom & Equity theory]—job characteristics
model—job rotation, enlargement &enrichment—employee recognition programs]---Affect-emotion & mood—
emotional labor—felt and displayed emotion---AET---EI—Applications of emotions and moods in the workplace.
Suggested Readings:
1. Armstrong, M.(1995). A handbook of personal management practices (5th Ed). London: Kogan Page.
2. Baron, R, A, & Byrne, D,. (1995).Social psychology (7th Ed.). New Delhi: Prentice-Hall of India.
3. Ivancevich,J.M. , Konopaske,R., & Matteson,M,T.(2008). Organizational behavior and management (7th
Ed.), New Delhi: Tata McGraw-Hill.
4. Kreitner, R., & Kinicki, A., Organizational behavior (8th Ed.). New Delhi: Tata McGraw-Hill.
5. Luthans, F(1987). Organizational behavior. NY: McGraw-Hill.
6. McShane,S.L., Glinow, VA,M.,& Sharma,R,R Organizational behavior. New Delhi: Tata McGraw-Hill.
7. Robbins, S, P., Judge,T,A., & Sanghi,S, Organizational behavior, Delhi: Pearson Prentice- Hall.
Suggested Readings:
1. Fred Luthans, Organizational Behaviour, Mc Graw Hill International.
2. Hegla Drummond, Introduction to Organizational Behaviour, OUP.
3. Stephen P. Robbins, Organizational Behaviour, Prentice Hall of India.
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4. T.A. Harris, I’m O.K. –You’re O.K., London, Pan Books Ltd.
5. W.G. Bennis, Essays in Interpersonal Dynamics, U.S.A. Dorsey Press.
Suggested Readings:
1. Anderson & Barker. Effective Enterprise and Change Management. Oxford: Blackwell Publishers Ltd.
2. Cummins and Worley. Organizational Development and Change. South Western College Publishing.
3. French & Bell. Organization Development. Prentice-Hall of India, New Delhi.
4. Harigopal, K. Management of Organizational Change. Response Books.
5. Nilakant and Ramnarayan. Managing Organisational Change. Response Books.
6. Pettigrew and Whipp. Change Management for Competitive Success. Infinity Books.
7. Rao, R. and Singh. Organizational Development- Interventions & Strategies. Response Books.
ELECTIVE COURSES
MBAE: 204 ERGONOMICS
Unit 1: Introduction to Human Engineering: Man---machine system----The foundation of human engineering or
engineering psychology---Technology—human interface---Typologies of technology—Woodward study and its
implications---The design of work----Activation theory &job design---Vertical and horizontal dimensions of job
design and their linkage to mechanistic-organic continuum----Conceptual framework of fit between jobs and
individuals--- Work effectiveness and efficiency---problems and prospects
Unit II: Man-Machine Coordination: Design of displays and controls— Aspects of Machine design----Figural
continuity of Gestalt---- Man-machine control system----System control theory & human transfer function---
Work method design—Process analysis in brief---Activity chart [Man-machine charts]---System design & task
analysis----Muscle use and Anthropometry ---- Workspace design----Information processing behavior
Unit III: Job Environment: Environment affecting organization & the work----Task environment--- ---Work
environmental conditions---Music in industry& its effect---The arousal hypothesis& some studies---Noise----
Illumination----The Hawthorne studies----Color---Vibration & a few specific factors affecting human
performance---- An overview of climatic change of the organization vis-à-vis interpersonal work style.
Unit IV: Human Performance: Principles of human performance---Perceptual –motor skills---Types of motor
movements----Tracking performance---Learning & attainment of skills----Measures of retention& retroactive
inhibition----Relevance of Herzberg’s two factor and Porter-Lawler theories of work motivation----- Monitoring
behavior & vigilance decrement-----A few theories of vigilance---Time and Motion study—---Failure of time and
motion studies: the psychological components---Integration mechanism---- Control dynamics in the
organization.
Unit V: Safety Measures: Activity related soft tissue disorders(ASTDs)---Analysis of risks of ASTDs in the
workplace-----Back injuries & related aspects---Accidents---Readjustment of Personality—Principles of accident
proneness---Theory of accidents---Function of machines in accidents—Approaches to accident reduction
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[Related human factors]—Prediction of accident--- Physical and mental Fatigue—Unproductive working time—
Rest pause –Absenteeism—Employee perception of Organizational environment: Psychological & organizational
aspects of work.
Suggested Readings:
1. Armstrong, M.(1995). A handbook of personal management practice (5th Ed). London: Kogan Page.
2. Barnes, R, M.(1968). Motion and time study. New York: John Wiley International.
3. Blum, M, &Naylor, J.C.(1985).Industrial psychology. Harpar International Edition
4. Child, J.(2005). Organization: contemporary principles and practice. Oxford: Blackwell
5. Porter, L, W., Lawler,E,E. ,& Hackman,J,R.(1975) .Behavior in organizations. Tokyo: McGraw-Hill
Kogakusha.
6. Tiffin,J, H, & McCormik, E, J,.(1965). Industrial psychology. Prentice-Hall
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MBAE 206: EMPLOYEE NON-COGNITIVE BEHAVIOUR (ENB)
Unit I: Non-cognitive Processes: Input-output system of behavior---- Non-cognitive factors affecting central
information processing behavior [CIPB]-Importance of affect and need-relatedness—Primary motives---General
motives [Competence, curiosity, manipulation & activity motive, affection motive etc.]-----Secondary motives
[Power, achievement (high, moderate & low achievers) and affiliation motives, security motive, status motive
etc.]---- Affect---- Cannon-Bard, James-Lange and Schachter theories on emotion---- Affect—cognition
interconnection.
Unit II: Approaches to Work Motivation: Motivational process: The general model---The difference between
content and process theories of work motivation----An overview of content and process theories of work
motivation-----Attribution theory and locus of control---Vital messages of motivation theories---- Motivation &
frustration----Importance of frustration in the organization---Defense mechanisms----- Incentives[Types] ----
Incentives as motivating force---The strength of financial incentives in employee motivation—Theories relating
money as an incentive.
Unit III: Motivating Employees: Employees’ commitment: an outcome of employee motivation--- Motivational
research----Motivational strategies---A few guidelines of goal setting-----Opinion leaders & motivation behind
opinion leadership----- Interdependence of needs &goal----- Positive & negative motivation with reference to
employee------ Rational & emotional motives-- Arousal of motives--Intricacy of employee motivation---Diversity
of need systems---MBO: Goal-setting theory into practice-----Effects of goals & self –efficacy on employee
performance------ Impacts of motivation on job performance within the psychological contract of the job----Skill
based pay plan & its linkages to motivation theories--Intrinsic rewards under employee recognition
programmes---Employee involvement program &its alliances with the theories of motivation.
Unit IV: Applications of Work Motivation: Approaches to job design--Conceptual model of job design & job
performance outcomes[Functional job analysis(FJA), Position analysis(PA) & Skill analysis]-Job context-Job
design---Range & Depth--Job relationships--Employees’ perceptions about their jobs---Job characteristics model
& MPS-----Individual & Social setting differences-- Contingency guidelines of job design under organic &
mechanistic structures of the organization--Social information processing approach(SIPA)--Quality of work life
(QWL) & job design Redesigning of the job-Job rotation-Job enlargement---Job enrichment & Herzberg’s two
factors theory of motivation---Socio technical design---Alternative work arrangements [Flextime , Job sharing &
telecommuting] as part of motivation &satisfaction.
Unit V: Emotions and Moods of the Employees: Affect, emotions &moods---Basic aspects of emotion----Primary
emotions---Expressions---Body language---Facial feedback----The structure of mood---Sources of emotions
&moods—Social activities & emotion----Emotional arousal----The affective component of attitude----Family: the
emotional support---Influences on emotions( Organizational& cultural)-----Emotional labor---Felt versus
displayed emotions----Affective events theory[AET]----Emotional intelligence-- Goleman’s theory of EI--Cases for
and against EI.
Suggested Readings:
1. Armstrong, M. (1995). A handbook of personal management practice (5th Ed). London: Kogan Page.
2. Blum, M, &Naylor, J.C.(1985).Industrial psychology. Harpar International Edition
3. Ivancevich,J.M. , Konopaske,R., & Matteson,M,TOrganizational behavior and management
4. Luthans, F(1987). Organizational behavior. NY: McGraw-Hill.
5. Robbins,S,P., Judge,T,A., & Sanghi,S.(2007). Organizational behavior. Delhi: Pearson Prentice Hall.
6. Schiffman,LG.,& Kanuk,L,L.(1995). Consumer behavior (5th Ed.). New Delhi: Prentice-Hall of India
Suggested Readings:
1. Ivancevich, J.M. , Konopaske, R., & Matteson, M,T. Organizational behavior and management New
Delhi: Tata McGraw-Hill.
2. Kreitner, R., & Kinicki, A., Organizational behavior (8th Ed.). New Delhi: Tata McGraw-Hill.
3. Luthans, F. Organizational Behavior. NY: McGraw-Hill.
4. McShane, S.L., Glinow, VA,M.,& Sharma,R,R. Organizational behavior. New Delhi: Tata McGraw-Hill;
5. Porter, L, W., Lawler,E,E. ,& Hackman,J,R. Behavior in organizations. Tokyo: McGraw-Hill Kogakusha.
6. Robbins, S, P., Judge, T,A., & Sanghi, S. Organizational behavior. Delhi: Pearson Prentice Hall.
7. Baron, R, A, & Byrne, D,. (1995).Social psychology Prentice-Hall of India.
8. Jha, P.N. Changing Perspectives of Business Excellence. Macmillan Publishers India Ltd.
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MBA 303: INTERNATIONAL BUSINESS (IB)
Unit I: International Business: An overview – Basis of International Trade – Terms and theories of IB, The
Heckscher- Ohlin Theory Of International Trade
Unit II: Terms of Trade – Instruments of Commercial Policy – Free Trade versus Protection
Unit III: Balance of Payments and Foreign Exchange – Foreign Exchange Market and Exchange Rate
Unit IV: Foreign Market Entry Strategies- Licensing and Franchising - Joint Venture
Unit V: World Trade Organization - International Economic Corporation and agreement - Globalization of
business.
Suggested Readings:
1. Chacholiades, M. International Trade: Theory and Policy. McGraw Hill Book Company.
2. Cherunilam, F. International Business Environment. Himalaya Publishing House.
3. Daniels J.etal. Internation Business – Environments and Operations. Pearson Education.
4. Sodersten, B. International Trade: Theory and Policy. Macmillan.
ELECTIVE COURSES
MBAE 304: ECONOMICS OF HUMAN RESOURCES (EHR)
Unit I: Understanding the “Economics” of “Human Resources”— Human Capital Theory - The Demand for
Human Resources— Short-run and Long-run Demand—Elasticities of Demand for Human Resources—The
Supply of Human Resources—Basic Model of Work-Leisure Decision—Becker’s Model of Allocation of Time.
Unit II: Wage Determination and the Allocation of Human Resources- Labour Market policies- Wage Structure
and Wage Differentials—The Job Search Model: Internal and External.
Unit III: Economic Issues in Compensation—Alternative Pay schemes and labour efficiency—Agency Problem—
Pay for Performance and other contemporary issues
Unit IV: Human Resource Participation Rate: Issues and Trends—Hours of Work: Emerging Trends in Mobility,
Migration and Efficiency—Contemporary issues in labour mobility and employment trends in India—Basic Issues
in Labour Market Discrimination.
Unit V: Economic Perspectives and Trends in Trade Unionism —Model of the Bargaining Process and Economic
Implications—Economic Impact of Unions.
Suggested Readings:
1. C. R. Mcconnell, S. L. Brue and D. A. Machpherson, Contemporary Labor Economics, McGraw-Hill.
2. P. Cahuc and A Zylberberg, Labor Economics, PHI Learning.
3. T. N. Bhogaliwal;. Economics of Labour and Social Welfare, Sahitya Bhawan.
4. K. N. Vaid, Labour Welfare in India, Sri Ram Centre for Industrial Relations.
5. J.E. King, Labour Economics, Macmillan.
5. Mithani, D.M. International Economics. Himalaya Publishing House.
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Unit IV: Education and Health in Economic Development–Land, Labour and Agriculture–Environment and
Development
Unit V: Development Policymaking and the Roles of Market, State and Civil Society–Finance and fiscal Policy for
Development–Current issues and controversies in Development Economics: Indian and Global Perspectives
Suggested Readings:
1. M. P. Todaro and S. C. Smith, Economic Development, Pearson
2. A. P. Thirlwall, Growth and Development, Macmillan.
3. Y. Hayami, Development Economics, Oxford
4. G.M. Meier, Leading Issues in Economic Development, Oxford University Press.
5. H. Myint, Economic Theory and Underdeveloped Countries, Oxford University Press
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accounting for it and consequences—Structural Transformation and Recent Policy Initiatives-emerging global
competition and Indian industry
Unit IV: New economic reforms — Liberalization, privatization and globalization; Rationale behind economic
reforms; Progress of privatization and globalization—Financial Sector Reforms—2nd Generation reforms—
Liberalisation and business lobbying in India
Unit V: Composition and direction of India’s foreign trade—Balance of payments— Export promotion measures
and the new trade policies—Foreign capital
Suggested Readings:
1. R. Datt, and K.P.M. Sundharam, Indian Economy, S. Chand & Company Ltd.
2. Dhingra, I. C., The Indian Economy : Environment and Policy, Sultan Chand & Sons
3. S.K. Misra and V.K. Puri, Indian Economy - Its Development Experience, Himalaya Publishing.House.
4. J. Sarkhel and S. Salem, Economic Principles and Indian Economic Problems, Book Syndicate.
5. Raj Kapila, Uma Kapila (eds.), India's Economy in the 21st Century: A Collection of Select Articles,
Academic Foundation.
6. N. Ravichandran, Competition in Indian industries: a strategic perspective, Vikas Pub. House.
7. S. K. Ray, The Indian Economy, PHI
CORE COURSE
MBA 401: INTRODUCTORY STRATEGIC MANAGEMENT (SM)
Unit I: Understanding Strategy in the Context of the Organization and its Environment—Managing by Strategy—
Organisation’s Strategic Intent—Mission—Values, Culture and Ethics Underpinning Strategic Intent and
Strategy—Stakeholders’ Approach to Strategic Management— Overview of the concept of Corporate
Governance—Crafting a Strategy— The Primary variables, Secondary Structural and Procedural variables and the
Intervening variables affecting the end-results of an organisation—Guidelines for Analysing Cases in Strategic
Management.
18
Unit II: The Structure-Conduct-Performance (SCP) Model—Environmental Factors—Industry and Competitive
Analysis—Strategic Groups—The Global Environment—Internal Analysis—Concept of Core Competencies—
Value-Chain- The Resource-Based and Dynamic-Capability Views of the firm.
Unit III: Long-term objectives and Grand Strategies—Generic Competitive Strategies—Strategies for competing
in Globalising Markets— Strategy and Competitive Advantage in Diversified Organisations—Emerging Business
Models and Strategies to fit Specific Industry and Organizational Situation—Outsourcing as a Strategic Option:
Issues and Concerns.
Unit IV: Strategy Analysis and Choice—Factors Shaping Choice of Strategy—Generating and Selecting
Strategies—Portfolio Analysis—Other Tools in Strategy Analysis and Choice: Stakeholder analysis, Scenario
Assessment, Trend Assessment, PIMS Analysis, Vulnerability Analysis, Critical Success factor, Competitive
Portfolio Analysis, TOWS Matrix, Strategic Position and Action Evaluation (SPACE), etc.
UNIT V: Issues in Strategy Implementation and Evaluation—Management Perspective—Resource Allocation—
Managing Conflict and Resistance to Change—Matching Structure with Strategy—Restructuring, Reengineering,
E-engineering—Behavioural Issues—Creating a Strategy Supportive Culture—Human Resource concern in
Strategy Implementation—Overview of Other functional issues (Marketing, Accounting/Finance, Production,
MIS R&D etc.) in the context of strategy implementation—Strategic Evaluation, Control and Continuous
Improvement—Process of Evaluating Strategy—Strategic control—Six-Sigma, ISO and the era of International
standards, Balanced Scorecard and other emerging tools.
Suggested Readings:
1. A.J. Rowe, R.O. Mason, K.E. Dickel, R.B. Mann, R.J. Mockler, Strategic Management,Addison-Wesley.
2. Budhiraja, S.B. and M.B.Athreya: Cases in Strategic Management, Tata McGraw Hill.
3. David, Fred R: Strategic Management, Prentice Hall New Jersey.
4. Glueck and Jaunch: Business Policy and Strategic Management, McGraw-Hill International.
5. Ansoff: Implanting Strategic Management, Prentice Hall, New Jersey.
6. Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson, Strategic Management: Competitiveness and
Globalization, South-Western.
ELECTIVE COURSES
MBAE 402: CORPORATE CREATIVITY AND STRATEGIC INNOVATION (CCSI)
Unit I: Corporate Creativity: Concept, Context and Forms–Managerial Creativity: Requirements and Challenges–
Rules of Creativity–Techniques of Creative problem-solving–Creative teams
Unit II: Creative Management Practices–Issues and Mechanisms in Designing Creative organisations–Creative
Regeneration.
Unit III: Nature of Strategic Innovation–Strategic Innovation and Organization Designs– Cross functional
Linkages–Inter-organisational and network Innovation–Strategic issues in Innovation and New Product
Development.
Unit IV: Innovation and Business Strategy–Dynamic Capabilities and Strategic Management–Strategy, Innovation
and Knowledge Economy–R&D strategy and Strategic Innovation.
Unit V: Leadership and HRM issues in the context of corporate creativity and strategic innovation–Leadership
and Organisational Evolution– Specific HRM issues in the context of creativity and innovation.
Suggested Readings:
1. Pradip N. Khandwalla, Corporate Creativity, Tata McGraw-Hill
2. M. L. Thushman and P. Anderson, Managing Strategic Innovation and Change: A Collection of Readings,
Oxford University Press
3. A. Ahmed , N. R. De, B. M. Kapur and M D G. Koreth (eds), Developing Effective Organisations: Some
Indian Experiences, Sri Ram Centre
4. Pradip Khandwalla (ed.), Social Development: A New Role for Organisational Science, Sage.
5. Peter Drucker, Innovation and Entrepreneurship, Heinemann.
19
MBAE403: INDUSTRIAL ORGANISATION AND COMPETITIVE STRATEGIES (IOCS)
Unit I: Concept and Goals of Industrial Organisation– Contribution of Industrial Organization to Strategic
Management–Structure-Conduct-Performance (SCP) Model–Economic Concepts for strategy–Games and
Strategy.
Unit II: Market Structure and Competition––Strategic Commitment–Dynamics of Pricing Rivalry–Entry and Exit–
Industry Analysis.
Unit III: The Horizontal Boundaries of the firm–Vertical Boundaries of the firm–Diversification.
Unit IV: Strategic Positioning for Competitive advantage–Sustaining Competitive advantage–Innovation
Evolution and Environment.
Unit V: Perspectives from Michael Porter and other experts on Competitive Strategy and Competitive
Advantage–Contemporary issues in Competitive Strategy.
Suggested Readings:
1. D. Besanko, D. Dranove, M. Shanley and S. Schaefer, Economics of Strategy, John Wiley
2. L. M. B. Cabral, Industrial Organization, Prentice Hall India
3. John Kay, The Economics Of Business Strategy, Edward Elgard Publishing
4. M. E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press
5. M.E. Porter, Competitive Advantage: Creating and sustaining Superior Performance, The Free Press.
6. Michael E. Porter, The Contributions of Industrial Organization to Strategic Management
The Academy of Management Review, Vol. 6, No. 4. (Oct., 1981), pp. 609–620 (journal Article)
MBAE 404: STRATEGIC MANAGEMENT OF NON-PROFIT ORGANISATIONS (SMNPO)
Unit I: Understanding non-profit organizations: Types and Characteristics–Non-profit organizations and
social institutions– Main actors in non-profit organizational context– Non-profit organizations and
Legal framework– Legitimacy and Accountability vis-à-vis non-profit organizations –International
perspective of non-profit sector –Indian perspective
Unit II: Governance structure and leadership in non-profit organizations–Strategic planning for non-
profit oganisations: Strategic Intent, Balancing Internal Resources and Capabilities and External Factors,
Resource Scarcity and Uncertainty– Strategy Formulation and Implementation in a non-profit
situation–Applicability of Stakeholder model of strategic management to non-profit organisations.
Unit III: Designing and Managing Programmes– Basics of Project Management: Needs assessment,
Designing and Planning a project, Monitoring and evaluation– Strategic Thinking in Project
Management–Results-Based Management– Fundraising–Non-profit advocacy and lobbying
Unit IV: Strategic Communications and Public Relations in non-profit organizations– Marketing for non-
profit organizations–Basic Issues relating to accounting and financial management in non-profit
organizational perspective.
Unit V: Human Resource Management in non-profit organizations: Basic Issues –Developing and
leading a team, communication, negotiation and conflict resolution –Volunteers in the Public and Non-
profit organisations: Recruitment, Motivation and training– Information Technology – Organizational
Change –Performance Evaluation of non-profit organisations–Best practices in Strategic Management
of non-profit organizations.
Suggested Readings:
1. David O. Renz (ed.) Handbook of Nonprofit Management and Leadership, Jossey-Bass Publishers.
2. Allison, Michael and Jude Kaye. Strategic Planning for Nonprofit Organizations, John Wiley
3. P. Drucker, , Managing the Nonprofit Organization, HarperCollins.
4. Anita Abraham, Formation and Management of NGOs: Non-governmental Organisations,
Universal Law Publishing.
5. I. Smillie and J. M. Hailey, Managing for Change: Leadership, Strategy, and Management in Asian
NGOs, Earthscan Publications.
6. O.P. Goel, Strategic Management and Policy Issues of NGOs, Isha Books
20
AREA - V : MARKETING MANAGEMENT
CORE COURSES
MBA 501: FUNDAMENTALS OF MARKETING MANAGEMENT (FMM)
UNIT-I: Understanding Marketing and Marketing Process: Marketing Concepts, Nature and Scope of Marketing,
Marketing Mix, Marketing Environment, Strategic Planning and Marketing Process, Organizing and
Implementing Marketing in the Organization. Issues in Marketing: Global Marketing, Direct Marketing,
Marketing on the Web, Green Marketing.
UNIT-II: Developing Marketing Opportunities and Strategies: Marketing Information Systems and Marketing
Research, Consumer Markets and Consumer Behaviour, Business Markets and Buyer Behaviour, Market
Segmentation – Targeting and Positioning for competitive Advantage.
UNIT-III: Developing the Marketing Mix: Managing the Product / Service, Product Decisions-Product Line,
Product Mix, Product Life Cycle, New Product Development, Branding and Packaging Decisions.
UNIT-IV: Pricing Products –Pricing Considerations and Approaches, Pricing Strategies and Methods. Distribution
Channel and Logistics Management-Channel Selection, Cooperation and conflict Management, Vertical
Marketing System, Promotion Decision – Promotion Mix : Advertising, Sales Promotion, Personal Selling, and
Publicity.
UNIT-V: Services Marketing Concepts, Definition, Characteristics with Special Emphasis on Tourism Management
Services, 3 Additional P’s of Services Marketing Mix. Process, Physical Evidence and People. Service Quality and
Service Gap Analysis Model. Social Responsibility and marketing Ethics, Consumerism and Legal Issues. Role of
marketing in voluntary and social sectors.
Suggested Readings:
1. Kotler, Philip. Marketing Management Analysis, Planning and Control, PHI.
2. Kotler Philip and Armstrong, G. Principles of Marketing, PHI.
3. Stanton, Willam J. Fundamentals of Marketing, McGraw Hill.
4. Ramaswamy, V.S. and Namakemari, S. Marketing Management, McMillan.
5. Bhattacharya K. Sisir. Marketing Management, National Publishing House.
6. Dalrymple, J.D. and Parson, J.L. Marketing Management Strategy and Cases, John Wiley and Sons.
7. Kotler, Philip : Marketing for Non-profit organization, Prentice Hall of India, New Delhi.
ELECTIVE COURSES
MBAE 502: CONSUMER BEHAVIOUR (CB)
Unit–I: Consumer Behaviour and Marketing Strategies, Consumer involvement and decision making, Information
search process, evaluation criteria and decision rules.
Unit–II: Consumer motivation: information processing and consumer perception, consumer attitudes and
attitude change, learning etc.
Unit–III: Influence of personality and self-concept on buying behaviour, psychographics and life style, reference
group influence.
Unit–IV: Diffusion of innovation and opinion leadership, family decision making, industrial buying behaviour,
models of consumer behaviour.
Unit-V: Consumer Behaviour Research Process and Models of Consumer Behaviour.
21
Suggested Readings:
1. Blackwell; Roger.D; Miniard, Paul. W; and Endel James F; Consumer Behaviour; India Edition; Cengage
Learning India Private Limited, New Delhi, 2006.
2. Chaudhuri,Rajita;Is India Really 4-Nations, 4PS: Business and Marketing New Delhi,2012.
3. Khan,Matin;ConsumerBehaviour,SecondEdition;New Age International Publications; New Delhi 2004.
4. Hoyer,Wayne D.; Maclnnis Deborah J. and Dasgupta Pinaki; Consumer Behaviour,2008 edition,
Biztantra, New Delhi.
5. Loudon, David L.; and Della Bilta, Albert.J.; Consumer Behaviour: Concepts and Applications. Tata
McGraw Hill, New Delhi.
6. Schiffman, Leon G. &Kanuk, Leslie Lazar; Consumer Behaviour,Prentice Hall of India, New Delhi.
Suggested Readings:
1. Anderson, R. Professional Sales Management. Englewood Cliffs, New Jersy, Prentice Hall.
2. Buskirk, R.H. and Stanton, W.J. Management of Sales price; Homewood Illinois. Richard D. Irwin.
3. Dalrgmply D.J. Sales Management Concept and Cases New York, John Wiley.
4. Still, R.R. Sales Management. Englewood Cliff. New Jersey, Prentice Hall.
5. Gupta, S.L. Sales and Distribution Management Excel Books.
6. Johnson, M.E., Kurts, L.D. and Scheuing,F.F.Sales Management - Concepts, Practices and Cases;
McGraw Hill International.
22
UNIT-IV: Brand Identity: Concepts, Perspectives, Levels, Prism, Brand Image and Brand Personality: Concepts
and Dimensions, Building Brand Image and Personality, Managing Brand Image and Personality, Assessments of
Brand Image and Personality.
UNIT-V: Brand Over time – Forces affecting Brands, Challenges facing Brands, Maintaining Desired Brand
Association, Brand Revitalization, Brand Elimination. Brand Positioning and Repositioning Concepts – Types and
Strategic Implications, Market Segmentation and Brand Positioning.
Suggested Readings:
1. Kapferer, J.N. Strategic Brand Management, New York Free Press 1992.
2. Murphy John, A. Brand Strategy, Cambridge, TheDesector Books, 1990.
3. Steward P. Building Brands Directly, London, McMillan, 1996.
4. Sengupta, Subroto, Brand Positioning.
5. Moorthe RLY. Brand Management. The Indian Context, Vikas Publishing.
6. Kumar, Ramesh, S. Managing Indian Brands, Marketing Concepts and Strategies, Vikas Publishing.
7. Keller Kevin, Strategic Brand Management, Pearson Education.
Suggested Reading:
1. Bajaj, Chetan; TuliRajrshi; and Srivastava, Nidhi, Retail Management, Oxford University Press, Delhi.
2. Cox, Rogerand Raul Brittain, Retailing: An Introduction, Prentice Hall, London
3. Gilbert, David; Retail Marketing Management, Fianacial Times, Prentice Hall, London.
4. Vedamani, Gibson G.; Retail Management Functional principales and practices. Jaico Publishing
House, Delhi.
MBAE 506: ADVERTISING (ADV)
UNIT I: Marketing Communications: Meaning and Importance. Advertising’s role in the marketing process, Legal,
Ethical and Social Aspects of Advertising.Setting Advertising Goals and Objectives. DAGMAR Approach.
UNIT II: Advertising Plan, planning and decision making process Advertising Scheduling , Advertising Models,
Creative Strategies
UNIT: III Media Planning and Selection, Media reach and Frequency, Different Media –Print, Audio-visual, Radio,
Outdoor, Internet, Direct Mail.
UNIT-IV: Components of Advertising message, headline subhead, copy, logo, illustration, Appeal, layout,
Campaign Planning, Setting Advertising budget, Advertising agency.
UNIT:V Creative Strategies, Audience Analysis, Advertising evaluation: Recognition and Recall studies, Corporate
Communication, Publicity, Public Relations and Press Releases.
23
Suggested Readings:
1. Aaker, A. David and Myers, G. John Advertising Management, PHI.
2. Kazml H.H.S. and Batra K.S. Advertising and Sales Promotion, Excel Books. Borden, William H.
Advertising John Wiley.
3. Ogilvy, David, Ogilvy on Advertising, Longman.
4. Jethwaney, J. and Jain, S., Advertising Management, Oxford University press.
5. Gupta, R., Advertising Principles and practices, S. Chand& Company Ltd., New Delhi.
24
Unit III: Strategic marketing decisions at corporate level, at SBU level, Porter generic competitive
strategy, marketing and other functional strategies, Segmentation, targeting and positioning and
competitive Positioning.
Unit IV: Product Innovation and Development Strategies pricing and distribution strategies integrated
marketing strategies, social marketing and corporate social responsibility.
Unit V: Nature of marketing control implementation of marketing strategy, Customer relationship
strategies and customer equity, conceptualizing corporate culture.
Suggested Readings:
1. Anderson Carol .H and Vincze Julian W., Strategic Marketing Indian Edition, Biztantra
Publications, New Delhi.
2. Chatson Ian, New Marketing Strategies: Evolving Flexible Process to Fot Market Circumstance,
Response Books, New Delhi
3. West Douglas, Ford John and Essam Ibrahim, Strategic Marketing: Creating Competitive
Advantage, Oxford University Press, New Delhi.
CORE COURSES
MBA 601: ACCOUNTING FOR MANAGERS (AFM)
Suggested Readings:
1. Vashist, Saxena, Cost Accounting Text & Cases, Sultan Chand.
2. Kishore, Ravi M, Cost and Management Accounting, Taxman.
3. Bhattacharya, Asish K, Essential of Financial Accounting, PHI Learning.
4. Bhattacharya, Asish K, Principle and Practice of Cost Accounting, PHI Learning.
5. Rustagi, RP, Management Accounting, Taxman.
6. Narayanaswamy, Financial Accounting: A Managerial Persctive, PHI Learning.
7. Maheshwari, S.N., Advanced Accountancy, (vol-II ) vikas publishing House.
8. Horngren, Datar, Foster, Cost Accounting – A Managerial Emphasis, PHI and Pearson Education.
NewDelhi.
Unit-I: Introduction to Corporate Finance - Scope of Financial Management; Time Value of Money;
Risk & Return; Introduction to Financial Instruments; Cash as well as Derivative market, Players,
operations, Intermediaries and Regulators; India and Abroad.
Unit-II: Two Significant Decisions of Corporate Finance - Cost of Capital; Working Capital Management
Unit-III: Three Significant Decisions of Corporate Finance - Dividend Decisions; Capital Structure
Decisions; Capital Budgeting Decisions.
Unit-IV: Lease Financing - Types of Leases; Reasons for Leasing; Leasing Strategy
Unit-V: Basics of valuation - Introduction to Valuation and valuation myths; Methods of valuation.
Suggested Reading:
1. Alen, Brealey, Myers, Solution Manual for Principles of Corporate Finance, TMH.
2. Ehrhardt, Brigham, Corporate Finance: A Focus Approach, South Western Publishers.
3. Chandra, Prasanna, Financial Management: Theory and Practice ,TMH.
4. Chandra, , Prasanna, Projects Planning Analysis Selection, TMH.
27
5. Marshall and Bansal, Financial Engineering, Prentice Hall of India.
6. Khan M.Y. and Jain, P.K., Financial Management : Text Problems and Cases, TMH.
7. Stephen, Ross, Westerfield, Jaffe, Corporate Finance, TMH.
8. Pandey, I.M., Financial Management, Vikas.
9. Van Home, James c., Financial Management and Policy, PHI/Pearson.
10. Walker, E.W., Essentials of Financial Management, PHI.
11. Srivastava, R.M., Financial Management and Policy, Himalaya.
ELECTIVE COURSES
MBAE 603: FINANCIAL MARKETS AND FINANCIAL MATHEMATICS (FMFM)
Part A: Financial Markets
Unit I: Depositories &Intermediaries , Capital & Money Market, Commodity Market, Real Estate Market,
Bullion Market ; Bond Market, Debt Market; Market Regulations &Regulators International Financing: Overview
of International Financial Market – Sources of Finance – Financing Decisions – Concept of GDRs, ADRs, IDRs.
Unit II: The Primary Market: Introduction Evolution in pricing regime – Functions of Primary Market – Role of
Intermediaries – Merchant banking – Issue Mechanism – Book building – green Shoe Option – Online IPOs –
Preferential Issues.
Unit III: The Secondary Market: Introduction – Pre & Post Reforms stock market scenario – Organization and
management of Stock Exchange – Stock market indices – Regional Stock Indices – Participation of Foreign
Institutional Investors. Financial Services: Mutual Funds – Factoring 7 forfeiting – housing finance – Venture
Capital Lease Financing – Credit Rating.
Unit I: Interest rate Mathematics-Simple interest, Compound interest, Continuously compounded interest rate,
Discount rate and discount, Implied Interest Rate, Factor, Time dependent interest rates, Interest rate
modelling.
Unit II Probability- Concepts of Probability Space, Elements of Actuarial Mathematics, Basic knowledge of
Calculus and its application to financial markets. Stock price modeling, Levy Process and its applications to
finance.
Unit III: Asset Pricing-Arbitrage, Hedging, Speculation, Equivalent Martingale Measure, Self Financing trading
strategy, Complete Market, Fundamental Theorems on Asset Pricing, Girsanov’s Theorem.
Suggested Readings:
1. McCutcheon, J.J. & W.F. Scott An Introduction to the Mathematics of Finance Butterworth.
2. Brealey, R & S. Myers Principles of Corporate Finance McGraw Hill
3. Brett, M. How to Read the Financial Pages Random House
4. Ross, S.M. An Elementary Introduction to Mathematical Finance CUP
5. Steiner, R. Mastering Financial Calculations Prentice Hall
6. Vaitilingam, R. The Financial Times Guide to Using the Financial Pages Prentice Hall
7. Bhole L. M., financial markets and Institutions, Tata McGraw Hill.
8. Fabozzi, Modigliani, Jones and Ferri, foundations of Financial markets and Institutions Markets, Pearson
Educations.
9. Grinblantt M., Financial Markets and Corporate Strategy, Thomson.
10. Khan M.Y., Indian Financial System, Oxford university Press
11. Kohn, M., Financial Institutions and Markets, Tata McGraw Hill.
12. Machiraju, H.R Marchant Banking Vikash Publishing.
13. Pathak, V. Bharti, The Indian Financial System, Pearson Education Sadhak, H., Mutual Funds in India:
Marketing Strategies and Investment Practices, response Publications.
28
MBAE 604: CORPORATE REPORTING AND FINANCIAL STATEMENT ANALYSIS (CR & FSA)
Unit-I: Introduction to CFR -Nature and purpose of corporate financial reporting—users of corporate financial
statements and their information needs—the role of the accounting information in the capital markets—legal
responsibility for preparing company accounts--key financial statements (balance sheet, profit and loss account,
and cash flow statements)—notes and supplementary information—financial accounting and reporting
standards (national and international)—the statutory auditor and the audit report—limitations and challenges of
corporate financial reporting (inability to account for intellectual assets, creative accounting and financial
reporting frauds).
Unit-II: Presentation of CFR -Specific issues in the preparation and presentation of financial statements—
classification of financial statement items --revenue recognition-- expense recognition-- matching of revenue
and expenses—depreciation and impairment of fixed assets—amortization of intangibles—accounting for
inventories—lease accounting—accounting for liabilities and equity—provisions and contingencies – accounting
for business combination and the concept of group accounts.
Unit-III: Introduction to Financial Statement Analysis-Purpose of financial statement analysis— internal analysis
vs external analysis-- studying the strategic relationship between financial statement items-- tools and
techniques of analysis of financial statements (comparative statement analysis, common size analysis, trend
analysis, ratio analysis, cash analysis)--- applying financial analysis tools in assessing profitability, liquidity and
solvency, and risk -- detailed analysis of the profit and loss account—return on equity—return on assets—
leverages—analysis of short term liquidity—operating cycle and working capital—analysis of long-term solvency.
Unit-IV: Forecasting and Valuation Techniques-Forecasting and valuation techniques—forecasting the future
business activities, profitability, risk, growth, financial position, and cash flows of the company-- models to
estimate the value of a company--valuing companies based on expected future dividends, free cash flows,
abnormal earnings, and various market-based valuation multiples.
Unit-V: Bankruptcy Prediction - Prediction of bankruptcy and failures—models of bankruptcy prediction (simple
intuitive models and sophisticated statistical models).
Suggested Readings:
1. Kelleher, J., Specifications of Equity Valuation for Analysts and Investors : A Unique Stock Valuation tool
for Financial Statement Analysis and Model-Building, TMH.
2. Gibson, Charles H., Study guide for Financial Reporting and Analysis: Using Financial Accounting
Information, Academic Internet Publishers. Penman, Financial Statement Analysis and Security
Valuation, TMH.
3. Petersen, Plenborg, Financial Statement Analysis: Valuation- Credit Analysis – Excutive Compensation,
Prentice Hall.
4. Wild, Halsey, Subramanyam, Financial Statement Analysis, TMH
5. Wahlen, Baginski, Bradshaw, Financial Reporting, Financial Statement Analysis and Valuation: A Strategic
Perspective,South Western Publishing.
6. Palepu, Krishna and Paul, Business Analysis and Valuation: Using Financial Statements, South Western
Publishing.
7. Foster G., Financial Statement Analysis, Prentice Hall.
8. Bernstein and Wild, Financial Statement Analysis : Theory Application and Interpretation, McGraw Hill.
9. Peter, W., Financial Statement Analysis An International Perspective, - Business Press, Thomson Learning
10. Myer, J.N., Financial Statement Analysis, Prentice Hall
30
2. Chandra P. Investment Analysis and Portfolio Management, TMH.
3. Elton, Gruber, Brown and Goetzmann, Modern Portfolio Theory and Investment Analysis, John Wiley &
Sons.
4. Fabozzi, F.J., Investment Management, Prentice Hall.
5. Fischer and Jordan, Security Analysis and Portfolio Management, Prentice Hill.
6. Khatri, Security Analysis and Portfolio Management, Macmillan.
7. Elder. Alexander. Trading For a Living, John Wiley & Sons, Inc. New York .
8. Gujral. Ashwani. How to Make Money Trading Derivatives An Insider’s Guide , Vision Books Pvt. Ltd.
Delhi .
9. Pring. Martin.Introduction to Technical Analysis, McGraw-Hill;1 edition, Delhi.
10. Shimizu. Seiki. The Japanese Chart of Charts, Sterling Book House, Mumbai.
Suggested Readings:
1. Brealey & Myers, Principles of Corporate Finance, TMH
2. Pandey, I.M., Financial Management, Vikas Publishing House
3. Chandra, P., Projects: Preparation, Appraisal, Budgeting & Implementation, TMH.
MBAE 609: INTERNATIONAL FINANCIAL MANAGEMENT (IFM)
Unit-I: Nature & Scope of International Financial Management – International Monetary System – Bretton
woods conference and afterwards, - IMF and the World Market – Multilateral Financial institutions –
International investors and foreign investment institutions (FII) – FDI vs. FPI.
Unit-II: Exchange Rate Determination-Parity conditions in International Finance – Exchange Rate Determination
– Factors influencing Exchange Rates.
Unit-III: Spot and Derivative Market - The Foreign Exchange Market: Spot Market – Forward Market- Futures
Market – Options Market – Swaps – Arbitrage opportunities
Unit-IV: Foreign Exchange Risk Management- Transaction exposure, translation exposure and economic
exposure – Management of exposure – Hedging – Internal Techniques of Hedging
Unit V: International Investment Decisions- Capital Budgeting – Current Assets Management including Financing
of International Trade; Mechanics and Financing of Foreign Trade and Indian Institutional Framework –
International Equity Investment.
Suggested Readings:
1. Bhalla, V.K. International Financial Management, Anmol, New Delhi.
2. Mudura, Jeff, International Financial Management, South Western Thomson, Asion Books Private Ltd.,
New Delhi.
3. Apte,P.G., International Financial Management, Tata Mc-Graw Hill, New Delhi.
4. Sharan, V., International Financial Management, PHI, New Delhi.
31
5. Viz, Madhu., International Financial Management, Excel Books.
6. Shaprio, A.C., Multinational Financial Management. Prentice Hall of India.
7. Levi, M.D., International Finance, McGraw Hill.
8. Siddaiah, T, International Financial Management, Pearson
33
AREA - VII : HUMAN RESOURCE MANAGEMENT
CORE COURSE
MBA 701: FUNDAMENTALS OF HUMAN RESOURSE MANAGEMENT (FHRM)
Unit–I: Introduction to Human Resource Management – Concept of HRM, Nature and Scope, Evolution of HRM,
Relevance of HRM, Difference between Personnel Management Approach & Human Resource Management
Approach.
Unit–II: Acquisition of Human Resources – Human Resource Planning; Recruitment and selection, Induction,
socialization, placement.
Unit–III: Developing Human Resources – Career Planning and Development; Employee Training; Executive
Development; Performance Management System; Potential Appraisal; Succession Planning; Concept of HRD.
Unit–IV: Maintenance of Human Resource – Compensation Management; Job evaluation; Fringe Benefits &
Incentives; Employee Health & Safety; Industrial Relations; Trade Unionism, Collective Bargaining, Grievance
Management, etc.
Unit–V: Control Function of HRM – Human Resource Accounting; Human Resource Auditing; Human Resource
Information System (HRIS) etc.
Suggested Readings:
1. Pattanayak, B. Human Resource Management, 2nd ed., New Delhi, Prentice-Hall of India, 2004.
2. De Cenzo, D.A. & Robbins, S.P., Human Resource Management, 6th ed., New York, John Willey, 1997.
3. Rao, V.S.P., Human Resource Management, 1st ed., New Delhi, Excel Books, 2000.
4. Armstrong, M., A Handbook of Human Resource Management Practice, 8th ed., Kogan Page, U.K., 2001.
ELECTIVE COURSES
MBAE 702: HUMAN RESOURCE PLANNING (HRP)
Unit-I: Origin and Evolution of Human Resource Planning( HRP)----Contemporary approach to HRP; Relation
between HRP and other HR functions; Impact of technology on HRP; Job Analysis---Job description and job
specification; Skill Analysis.
Unit-II: Human Resource Planning: Tools, Methods and Techniques—Application of quantitative and non-
quantitative techniques in Demand Forecasting; Supply Forecasting; Employee Turnover indices; Succession
Planning; Replacement Charts.
Unit-III: Action Planning: Matching Requirement with Availability---Resourcing, Flexibility, Retention and
Downsizing strategies; Managing Redundancy and Alternative to Redundancy; Recent trends and practices in
HRP.
Unit-IV: The Recruitment and Selection Process—Recruitment Strategies, Current practices in recruitment:
Recruitment on the Web, Outsourcing etc. ---Basic Selection Model; Issues involving Talent Management and
Employer Branding.
Unit-V: Human Resource Development( HRD)----Introduction and scope; HRD mechanisms; Integrated HRD
system; Roles of HRD managers; HRD Climate; HRD Audit; Relevant Case Studies.
Suggested Readings:
1. Bramham, J. Human Resource Planning, Orient Blackswan.
2. Leek, E. et al. Manpower Planning: Strategies and Techniques in Organizational Context. John Wiley &
Sons.
34
3. Walker, J.W. Human Resource Planning. McGraw Hill, New York.
4. Armstrong, M. A Handbook of Human Resource Management Practices, Kogan Page, London.
5. McGuire, D.and Jorgensen, K.M. Human Resource Development-Theory and Practice, Sage Publications.
Suggested Readings:
1. Armstrong & Brown. Strategic Reward.Kogan Page.
2. Armstrong, M and Murlis H. Reward Management.Kogan Page.
3. Armstrong & Stephens. Employee Reward Management and Practice.Kogan Page.
4. Cascio. Costing Human Resource. Thomson Learning, India.
5. Henderson, R.O. Compensation Management in a Knowledge-Based World. Pearson Education.
6. Henderson, R.O. Compensation Management. Englewood Cliffs, Prentice Hall.
7. Martocchio, Joseph J. Strategic Compensation - A Human Resource Management Approach, Pearson
Education.
35
Suggested Readings:
1. Venkata Ratnam, C.S. Industrial Relations, Oxford University Press.
2. Mamoria, C.B ,Mamoria, S.and Gankar, S.V. Dynamics of Industrial Relations, Himalaya Publications.
3. Monappa, A. Industrial Relations,Tata McGraw Hill.
4. Sen, Ratna. Industrial Relations in India: Shifting Paradigm, Macmilan.
5. Ghosh, A.K. Industrial Relations: Text and Cases. Manas Publications.
Suggested Readings:
1. Kapoor,N.D. Handbook of Industrial Law, Sultan Chand& Sons
2. Kumar,H.L. Practical Guidance to Labour Management, Universal.
3. Malik,P.L. Handbook of Industrial Establishment Law.
4. Srivastava,S.C.. Industrial Relations and Labour Laws, Vani Education.
5. Relevant Bare Acts.
36
Knowledge Based Industry—Strategic HR issues vis-à-vis Emerging Organizational Forms—Corporate HR Strategy
in the Global Economy and other contemporary issues in strategic HRM- Case Studies.
Suggested Readings:
1. Michael Armstrong, Strategic Human Resource Management – A Guide to Action, Kogan Page.
2. G. F. Dreher and T. W. Dougherthy, Human Resource Strategy, Tata McGraw-Hill
3. Charles Greer, Strategic Human Resource Management, A general managerial approach, Pearson
Education.
4. Linda Holbeche, Aligning Human Resource and Business Strategy, Butterworth Heinemann.
5. C. Maybey and G. Salaman: Strategically Managing Human Resource, , Infinity Books.
6. Peter Boxal and John Purcell, Strategy and Human Resource Management, Palgrave, Macmillan.
7. Business-led HR Strategies, All India Management Association, Excel Book
8. Linda Holbeche, Aligning Human Resource and Business Strategy, Butterworth Heinemann.
MBAE 707: PERFORMANCE MANAGEMENT & EMPLOYEE DEVELOPMENT (PM & ED)
Unit-I: An Overview of Performance Management—Definitions, Purpose and Aims of performance
management; Evolution and significance of the concept; Principles of Performance management; The
Performance Management Cycle; Distinction between Performance management and Performance appraisal.
Unit-II: Performance Management Process—Performance planning; Defining expectations, Setting objectives,
Measuring Performance, Performance rating.
Unit-III: Performance Management and Development—Performance management and learning; Personal
development planning; Performance management and Reward---Performance management as a motivating
process, Link between performance management and pay.
Unit-IV: Performance Appraisal System—Introduction, Methods—Traditional and Contemporary methods;
Potential Appraisal; Competency Mapping—Concept and Issues, Competency models, Competency based
performance management strategies, Drivers of Competency.
Unit-V: Strategies for effective Training and Development---Training Need Analysis, Training Design, Transfer of
Training, Training Evaluation: Rationale for Evaluation-Types of Evaluation techniques and Instruments; Training
methods; Training Vs. Development; Importance of Management Development.
Suggested Readings:
1. Armstrong, M. and Baron,A. Performance Management and Development, Jaico Publishing House.
2. Kohli,A.S. and Deb,T. Performance Management,Oxford University Press.
3. Khandula,S.R.Performance Management: Strategies,InterventionsandDrivers.PHI.
4. Sanghi,S. The Handbook of Competency Mapping, Response Books.
5. Dayal,I. Management Training in Organisation, Prentice Hall of India.
6. Kirpatrick,D.L. Evaluating Training Programmes, Berret-Koehler, San Francisco.
Unit I: Managers as Counsellors–Specific Role of HR managers in counselling–The Helping Relationship and the
Helping Process– Helpers and Clients as diverse persons.
Unit II: Development of Counselling Skill–Internal Frame of Reference–Attention and Interest–Managing
resistance and making referrals–Active listening–Problem-solving–Coaching, demonstrating and rehearsing.
Unit III: Important issues in managerial counseling–Multi-cultural and gender issues–Ethical issues– Specific
counselling issues for HR managers.
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Unit IV: Significance of Negotiation skills for Managers– interpersonal skills–Understanding the Imperatives for
negotiation– basic theoretical principles– Planning for effective negotiations– Negotiation Process
Unit V: Negotiating integrative agreements—HR Manager as Negotiator –Background to Negotiation–
Development of Negotiation Skill—Phases of Negotiation and the Role of HR Managers–Skills and Requirements
of Negotiation — Current trends, issues and practices in Negotiation in Indian Industries
Suggested Readings:
1. Richard Nelson-Jones, Basic Counselling Skills: A Helper's Manual, SAGE.
2. Stephen Palmer, Gladeana McMahon, Handbook of Counselling, Psychology Press.
3. Michael L Spangle, Myra Warren Isenhart, Negotiation Communication for Diverse Settings, Regis
University.
4. K. Singh, Counselling Skills for Managers, Prentice-Hall.
5. F. Alan, Negotiation Skills and Strategies, Universities Press.
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MBAE 710: CONTEMPORARY INTERVENTIONS IN HUMAN RECOURSE MANAGEMENT (CIHRM)
Unit–I: HR in knowledge era – Knowledge creation and knowledge Management; Knowledge Process
Outsourcing (KPO); Corporate success vis-à-vis competitive advantage; Entrepreneurship Development.
Unit–II: Human Resource Information System (HRIS); Human Resource Accounting; Human Resource Auditing;
Human Resource in Information Technology Organizations; Quality of work life.
Unit–III : Virtual Organization – characteristics, Types of virtual organization; Emerging HR issues in virtual
organizations; Performance Management in virtual organizations; Learning organization; Business Process
Outsourcing (BPO).
Unit–IV: Strategic Alliance, Human Resource Mergers’ and Acquisitions – Stages of Merger & Acquisition; key to
success of M & A; skills and competencies of HR professionals; International Human Resource Management;
Domestic vs International HRM.
Unit–V: Corporate Social Responsibility (CSR);; Job stress – Eustress and Distress; Symptoms of stress; Sources;
Consequences of stress; Management of stress; Burnout: Symptoms & strategies; employee counseling;
Mentoring.
Suggested Readings:
1. Serge, P.M. The Fifth Discipline: The art and practice of learning organization, New York, Double Day,
1990.
2. Pattanayak, B., Human Resource Management, New Delhi, Prentice-Hall of India, 2004.
3. Rao, V.S.P. Human Resource Management, New Delhi, Excel Books, 2000.
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Suggested Readings:
1. The Employer Brand: Bringing the Best of Brand Management to People at Work [Simon Barrow, Richard
Mosley, Wiley
2. Employer Branding by Hugh Davies, BookPal
3. Designing Brand Identity: An Essential Guide for the Whole Branding Team by Alina Wheeler
4. The Employer Brand by Helen Rosethorn, Gower
5. Employer Branding and the Employee-Life-Cycle: How to become an attractive employer by Cyrill Ting,
AV Akademik erverlag.
6. The Cultural Fit Factor: Creating an Employment Brand That Attracts, Retains, and Repels the Right
Employees by Lizz Pellet , Society for Human Resource Management
7. The HR Trailblazer: Unlock the Potential of Your Employer Brand by Jeff Waldman, Christine McLeod
CORE COURSES
MBA 801: QUANTITATIVE TECHNIQUES IN MANAGEMENT (QTM)
UNIT–I: Different measures of Central Tendency: Arithmetic Mean, Geometric Mean, Harmonic Mean, Median
and Mode. Measures of Dispersion: Range, Quartile Deviation, Mean Absolute Deviation, Standard Deviation,
Measures of Relative Dispersion. Moments: Raw Moments & Central Moments, Measures of Skewness and
Kurtosis.
UNIT–II: Correlation and Regression: Simple correlation analysis, properties of product moment correlation
coefficient; Simple regression analysis -Derivation of regression lines by the OLS method -properties of
regression lines; Time Series: Preliminary adjustments of time series data, component of time series,
Measurements of secular trend: Moving average, Mathematical curve fitting -linear trend, parabolic trend,
exponential trend.
UNIT–III: Probability: Definition, Conditional probability and statistical independence, Addition and
Multiplication probability rules, Bayes theorem. Random Variable: Probability mass function/ probability density
function and Distribution function– properties and their relations, Expectation, Variance – their properties, Joint
probability distribution – Covariance of two random variables. Theoretical Distribution: Binomial, Poisson,
Exponential and Normal distributions – Probability model, Mean, Variance, Application of these distributions.
UNIT–IV: Sampling Distributions: Parameter, Statistics and Sampling distribution, Expectation and Standard
error of sample mean and sample proportion in the cases of SRSWR and SRSWOR, Central limit theorem (only
statement), Sampling distributions: χ2 , t and F – their properties (without Proof) and uses.
Unit-V: Statistical Inference: Types of inference, Point estimation – methods of point estimation – criteria of a
good estimator; Interval estimation of population mean, proportion and variance; Hypothesis testing –
hypotheses, errors and level of significance, Small and Large sample tests for location and dispersion for single
population and two population cases.
Suggested Readings:
1. Levin, Richard I and Rubin, David S., Statistics for Management, Prentice Hall Inc.
2. Vohra, N.D., Quantitative Techniques in Management, Tata McGraw Hill.
3. Goon, Gupta and Dasgupta, Fundamentals of Statistics, Vol. I & II, World Press Private Ltd.
4. Mathai and Rathie, Probability and Statistics, MacMillan.
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5. Gupta and Kapoor, Fundamentals of Mathematical Statistics, Sultan Chand.
6. Arora, P.N., Arora, S. and Arora, S., Comprehensive Statistical Methods, S.Chand
7. Weiss, Introductory Statistics, Pearson Education.
8. Doane, D.P. and Seward, L.E., Applied Statistics in Business and Economics, Tata McGraw Hill.
Suggested Readings:
1. Adam, E.E. and Evert, R.J., Production and Operation Management; Prentice Hall of India, New Delhi.
2. Buffa, E.S., Modern Production management; John Wiley, New York.
3. Chary, S.N., Production and Operations Management; Tata McGraw Hill, New Delhi.
4. Dilworth, James B., Operations Management: Design, Planning & Control for Manufacturing and
Services, McGraw Hill, Singapore.
5. Moore, F.G. and Hedrick, T.E., Production / Operations Management; Homewood, Illinois
Unit-I: System: Concepts, Characteristics and Classification – Open & Closed, Deterministic & probabilistic etc.
Concept of data, Information & information system; Information System: Role, Functions & Types- Organisations
and Information Systems- Characteristics of quality information; Role of information system at different levels of
organization.
Unit-II: System Development - Different methodologies of system development - SDLC, prototyping, and object
oriented approach of system development.
Unit-III: Managerial Decision Making - Information Systems and Business Strategy - Basic Concepts of TPS and
Office Automation System –Decision support system: Definition, classical managerial decision making process;
Component of DSS, GDSS and application of GDSS.
Unit-IV: Database Management System: Definition, problems with traditional file system; Advantages and
disadvantages of DBMS, Concept and classification of data model.
Unit-V: Knowledge Based Systems - Business Intelligence, Expert System, Artificial Intelligence (AI) - Data
Warehousing - Data Mining.
Suggested Readings:
1. Jaiswal & Mittal. Management Information System.OxfordUniversity Press.
2. Keen, Peter GW. Decision support system: An Organizational Perspective. Addison-Wesley.
3. Laudon, K.C. &Laudon, J.P. Management Information Systems. Pearson Education.
4. Moris Mano. Digital Electronocs. PHI.
5. NavathaElmasari. Database Management System. McGraw Hill.
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6. Stalling, W. Computer Architecture and organization.
7. Sinha, P.K. and Sinha, P. Computer fundamentals and Application, BPB Publication.
8. TurbaEfrin. Decision Support & Expert Systems - Management Perspective. Macmillan Publishing
Company, New York.
Suggested Books:
1. Gould, F.J., Introduction to Management Science, Englewood Cliffs, Prentice Hall Inc. New Jersey.
2. Mathur, K. and Solow, D., Management Science, Englewood Cliffs, Prentice Hall Inc. New Jersey.
3. Narag,A.S., Linear Programming and Decision Making, Sultan Chand, New Delhi.
4. Sharma, J.K., Operations Research: Theory and Applications, McMillan India Ltd., New Delhi.
5. Taha. H.A., Operations Research- An Introduction, McMillan, New York.
6. Vohra, N. D., Quantitative Techniques in Management, TMH.
ELECTIVE COURSES
MBAE 805: TOTAL QUALITY MANAGEMENT (TQM)
UNIT-I: Basic Concept of Total Quality (TQ); Evolution of Total Quality Management; Components of TQ Loop.
UNIT-II: Conceptual Approach to S.Q.C. Acceptance Sampling and Inspection Plans; Statistical Process Control;
Process Capability Studies.
UNIT-III: Humanistic Aspects of TQM; Management of Q.C. and Z.D. Programmes; Quality Improvement Teams;
Q-7 tools.
UNIT-IV: Quality Costs; Taguchi Loss Function; Functional Linkage of Quality with Reliability and Maintainability;
Failure Analysis; (FTA/FMEA) and Optimum Maintenance Decisions: Total Productive Maintenance (TPM).
UNIT-V: Quality Audits; Lead Assessment and ISO- Standards; Marketing Aspects of T.Q.; Total Quality of
Services; Total Quality and Safety; Six Sigma.
Suggested Readings:
1. Carruba, Eugene R and Gorden, Ronald D. Product Assurance Principles: Integrating Design Assurance &
Quality Assurance. New York, McGraw Hill, 1991.
2. Grant, Eugene L and Leavenworth, Richards. Statistical Quality Control, McGraw Hill, New York, 1991.
3. Ireson, W G. and Coombas, C. P. Handbook of Reliability Engineering & Management, New York, McGraw
Hill, 1988.
4. Lochner, Robert H. and Matar, Joseph E. Designing for Quality. London, Chapman & Hill, 1990.
5. Pike, John and Barnes, Richard. TQM in Action.London, Chapman & Hill, 1994.
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6. Schmidt, Warren H. and Finnigan, Jerome P. TQ Manager. San Francisco, Jossey Bass, 1993.
7. Spenley, Paul. World Class Performance through TQ, London, Chapman & Hall, 1992.
Suggested Readings:
1. Ray Wild, Operations management, Thomson Asia Pte. Ltd, Singapore.
2. MandicR.G.,Rendu B and Russell’s, Service Operation Management, Allyn bacon.
3. Scamander, RW, Production /Operations Management, Concepts and substances, Macmillan.
Suggested Readings:
1. Carr, D K and Johansson, H J. Best Practices in Re-engineering. New York, McGraw Hill.
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2. Champy, James. Re-Engineering Management: The Mandate for New Leadership.London, Harper Collins.
3. Coulson-Thomas, C. Business Process Re-engineering: Myth & Reality. London, Kogan Page.
4. Davenport, T H. Process Innovation: Re-engineering Work Through Information Technology. Boston,
Harvard Business School Press.
5. Hammer, Michael. Re-engineering the Corporation: A Menifesto for Business Revolution.London,
Nicholas Brealey.
6. Jayaraman, M S. etc. Business Process Re-engineering.New Delhi, Tata Mc-Graw Hill.
UNIT-I: Introduction to logistics and its Interface with Production and Marketing; Measures of Logistics; Physical
Distribution and Logistics.
UNIT-II: Logistics System Analysis and Design; Warehousing and Distributing Centres; Location.
UNIT-III: Transportation Systems: Facilities and Services; Dispatch and Routing Decisions and Models.
UNIT-IV: Inventory Management Decisions; Logistics Audit and Control; Packaging and Materials Handling.
UNIT-V: International Logistics Management; Logistics Future Directions.
Suggested Readings:
1. Ballau, Renald H. Business Logistics Management. Englewood Cliffs, New York, PH Inc. 1992.
2. Beal K. A Management Guide to Logistics Engineering. U.S.A, Institute of Production Engineering, 1990.
3. Benjamin S B. Logistics Engineering and Management. Englewood Cliffs, New York, PH Inc., 1996.
4. Bowersox, D J and Closs, D J. Logistics Management: A System Integration of Physical Distribution. New
York, Macmillan, 1986.
5. Christopher, M. Logistics and Supply Chain Management: Strategies for Reducing Costs and Improving
Services. London, Pitsman, 1992.
6. James, C J. and Wood, Donald F. Contemporary Logistics. New York, Macmillan, 1990.
7. Shapiro, R. Logistics Strategy: Cases and Concepts. St. Paul, West, 1995.
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MBAE 811: SYSTEM ANALYSIS & DESIGN (SAD)
UNIT-I: Overview of Systems Analysis and Design; Software applications today- the changing scenarios-
Introduction to different methodologies and Structured System Analysis-Problem identification- requirement
analysis: tools and techniques-feasibility analysis- Operational, Technical and Economic Feasibility--details of
SDLC approach.
UNIT-II: Business Systems Concept; Systems Development Life Cycle: Project Selection: Feasibility Study. Tools
for Analysis and Design of Business Systems; Methodologies Available; Need for Structured Techniques;
Structured Techniques Available. System Requirement Specification and Analysis.
UNIT-III: Data Flow Diagrams; Data Dictionaries; Process Organisation and Intersections; Decision Analysis;
Decision Trees and Tables; Expansion, Explosion and Normalization, Detailed Design; Modulation; Module
Specification; File Design; Data Base Design. System Control and Quality Assurance; Documentation Tools;
Testing Techniques Available.
UNIT-V: System Controls and Audit Trails; System Administration and Training. Conversion and Operations Plan.
Hardware and Software Selection; Hardware Acquisition.
UNIT-VI: Benchmarking, Vendor Selection, Operating System Selection, Language Processors, Performance and
Acceptance Testing Criteria. Managing Data Processing in an Organisation; Data Processing Setup; Project
Management Techniques for Managing Software Projects.
Suggested Readings:
1. Awad. Elias M. Systems Analysis and Design. 2nd ed., New Delhi, Prentice Hall of India, 1990.
2. Coad, Peter and Edward, Yourdon. Object-Oriented Analysis.2nd ed., Englewood Cliff, New Jersey,
Yourdon Press. 1991.
3. Hawryszkiewyez, I T. introduction to Systems Analysis and Design. 2nd ed., New Delhi, Prentice Hall of
India, 1991.
4. Marco,T.D. Structured Analysis 13 System Specification, New Delhi, Yourdon Press,1 989
5. Rajaraman, V. Analysis and Design of information Systems. New Delhi, Prentice Hall of India, 1991.
6. Van Over, David. Foundations of Business Systems. Fort Worth, Dryden Press, 1992.
7. Whitten, J L. etc. System Analysis and Design Methods. New Delhi, Galgotia, 1994.
UNIT-I: Knowledge Management (KM) and Business Excellence (BE): Introduction – Post-industrial Society and
Knowledge Society – The Objectivist and Practice-based Perspectives on Knowledge.
UNIT-II: Social and Cultural Issues Related to Managing, Sharing and Transfer of Knowledge – Intercommunity,
Boundary-Spanning Knowledge Processes –ICT and Knowledge Management (KM) – Organisational Culture and
KM – Learning and KM – Innovation Dynamics and Knowledge Processes – Knowledge -Intensive Firms and
Knowledge Workers.
UNIT-III: Business Excellence in Various Functional Areas – Benchmarking Business Performance – Performance
Measurement and Metrics in Business Management.
UNIT-IV: Methodologies and Tools for Business Excellence: Six Sigma, QFD, Taguchi Methods, Balanced
Scorecard –Information Technology and Business Excellence.
UNIT-V: Leadership and Corporate Governance for Excellence in Business – Training and Relationship
Development for Business Excellence – Creative Thinking and Innovative Process Redesign – Total Organisational
Excellence.
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Suggested Readings:
1. Allee, V. The Knowledge Evolution: Expanding Organizational Intelligence. Oxford University Press.
2. Baumard, P. Tacit Knowledge in Organizations. London, Sage.
3. Hislop, D. knowledge management in organizations. Oxford University Press.
4. Carter, C. Investigating Knowledge Management. London, CIPD.
5. Porter, L.J. and Tanner, S.J. Assessing Business Excellence. Elsevier
6. Robinson, P. Business Excellence, Delos.
7. Bhattacharya, S.K. Achieving Managerial Excellence: Insights from Indian Organisations. Macmillan
Publishers India Ltd.
8. Jha, P.N. Changing Perspectives of Business Excellence. Macmillan Publishers India Ltd.
47
Suggested Readings:
1. Hobbs, Peter. Project Management - Essential Managers. Dorling Kindersley Ltd.
2. Meredith, J. R. and Mantel, S.J. Project Management – A Managerial Approach. John Wiley & Sons, NJ.
3. Nagarajan, K. Project Management. New Age International Publishers, New Delhi.
4. Keen, Peter and Marc, McDonald. The e-Process Edge. Tata McGraw Hill, New Delhi.
5. Oberoi, Sundeep. e-Security and You. Tata McGraw Hill, New Delhi.
6. Rich, Jason, R. “Starting an E-Commerce Business”. IDG Books, New Delhi.
7. Samantha, Shureti. “E-Business with Net Commerce”. Addison Wesley, Singapore.
UNIT-I: Advanced Linear Programming Methods: Simplex Directions and Matrix method of solving Linear
Programming Problems (LPP): Bounded Variables Techniques in Solving LPP, Revised Simplex Method.
UNIT-II: Stochastic Processes: Introduction, Markov Processes, Queueing Processes.
UNIT-III: Non Linear Programming: Classical Optimization, Quadratic Programming.
UNIT-IV: Dynamic Programming.
UNIT-V: Replacement Models & Policies – Reliability Models.
Suggested Readings:
1. Gould, F.J. etc. Introduction to Management Science. Englewood Cliffs, New Jersey, Prentice Hall Inc.
2. Gupta, M.P. and Sharma, J.K. Operations Research for Management. National, New Delhi.
3. Taha Hamdy A. Operations Research: An Introduction. Macmillan, New York.
4. Mathur, K. and Solow, D. Management Science. Englewood Cliffs, New Jersey, Prentice Hall Inc.
5. Sharma, J.K. Operations Research: Theory and Applications. Macmillan India, New Delhi.
6. Srinath, L.S. Operations Research for Executive. Affiliated East West Press, New Delhi.
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