MBA 2020 3rd & 4th Sem Syllabus

Third Semester

1 M20MB3010 Innovation and Entrepreneurship SC 1 1 0 2 3
2 M20MB3020 Introduction to Management OE 3 1 0 4 4
3 M20MB3030 Skill Development Course RULO - - - - -
Minor Project -I (Summer Field
M20MB3040 HC 0 0 0 4
Internship) work
Note: Students can choose any Two specializations
I. Finance Specialization
1 M20MB3140 Financial Markets and Services SC 2 1 0 3 4
Investment Analysis and Portfolio
2 M20MB3150 Management SC 2 0 1 3 4
3 M20MB3160 Financial Derivatives SC 2 0 1 3 4
II. Marketing Specialization

1 M20MB3240 Consumer Behaviour SC 2 1 0 3 4
2 M20MB3250 Services Marketing SC 2 1 0 3 4
3 M20MB3260 Product and Brand Management SC 2 1 0 3 4
III. Human Resource Specialization
1 M20MB3340 Leadership and Development SC 2 1 0 3 4
2 M20MB3350 Performance Management System SC 2 1 0 3 4
3 M20MB3360 Cross Cultural Management SC 2 1 0 3 4

IV. Operations Management Specialization
Supply Chain and Logistics
2 M20MB3450 Operations Research Applications SC 2 1 0 3 4
3 M20MB3460 Materials and Lean Management SC 2 1 0 3 4
V. International Business Specialization

1 M20MB3540 Global Business Environment SC 2 1 0 3 4
2 M20MB3550 International Trade Laws SC 2 1 0 3 4

International Labor Organization
3 M20MB3560 and Labor Laws SC 2 1 0 3 4
TOTAL CREDITS 28
Fourth Semester
1 M20MB4010 Strategic Management HC 3 1 0 4 4
Field
2 M20MB4020 Major Project HC 0 0 0 8 work
3 M20MB4030 Skill Development Course RULO - - - - -
Note: Students can choose any Two specializations
I. Finance Specialization
International Financial
Project Appraisal, Planning &
2 M20MB4150 Control SC 2 1 0 3 4
3 M20MB4160 Managing Banks & Financial SC 2 1 0 3 4

Institutions
II. Marketing Specialization
1 M20MB4240 Marketing Research SC 2 1 0 3 4
2 M20MB4250 International Marketing SC 2 1 0 3 4
Integrated Marketing
3 M20MB4260 Communication SC 2 1 0 3 4
III. Human Resource Specialization
1 M20MB4340 International Human Resource SC 2 1 0 3 4

Management
2 M20MB4350 Team Dynamics at Work SC 2 1 0 3 4
Human Resource Metrics and
3 M20MB4360 Analytics SC 2 1 0 3 4
IV. Operations Management Specialization

1 M20MB4440 Total Quality Management SC 2 1 0 3 4
2 M20MB4450 Sourcing Management SC 2 1 0 3 4
Management of Manufacturing
3 M20MB4460 Systems SC 2 1 0 3 4
V. International Business Specialization
1 M20MB4540 International Banking SC 2 1 0 3 4

International Strategic
3 M20MB4560 International Business Taxation SC 2 1 0 3 4
THIRD SEMESTER
Course Title : INNOVATION AND ENTREPRENEURSHIP

Course Code: M20MB3010
Course Description: This course deals with the study of innovation. Students are expected to
understand and identify strategies to promote ideas on innovative products or services and
necessary actions to implement them successfully. It also seeks to promote entrepreneurial
culture and development of own business plan.
Course Objectives: The objective of this course is to:
1. to enable students to understand the basic concepts of creativity and innovation
2. to understand the role entrepreneurship in economic development
3. to familiarize with the ecosystem entrepreneurship development and for startups
4. be conversant with the process of identifying business opportunity & prepare a business
plan
Course Outcomes: On successful completion of this course students shall be able to:
CO1: Understand the concepts of creativity and innovation
CO2: Internalize the ingredients of entrepreneurship
CO3: Know the process of business opportunity identification
CO4: Develop their own business plan
Course Pre-requisites: Business & Economics
Pedagogy: ICT, Problem solving, Case based
LTP: 1:1:0
Course type: HC
Contact Hours: 26
Contac CO
Units Detailed Syllabus t hours
Unit-1 Creativity and Innovation: Creativity Meaning- Definitions and 7Hours CO
Features; Components- indicators- Nature of Creative Process- 1
Impediments to Creativity- Innovation and Entrepreneurship- Role
and Importance of Innovations in Entrepreneurial Success; - Myths/
Misconceptions of Innovation- Principles of Innovation- Systematic
Innovation- Sources of Innovative Opportunities- Types of
Innovation- Product-Process- Service Innovations ; Radical-
Incremental- Disruptive and Frugal Innovations, Innovation
Strategies- Blue Ocean- ERRC Framework- Red Ocean Strategy-
Case Study
Unit-2 Entrepreneurship- Importance, Definition and Types of 6Hours CO
Entrepreneurs, Charms of being an Entrepreneur, Entrepreneurial 2
Competencies, Managerial versus Entrepreneurial Decision
Making; Myths about entrepreneurship; Role of Entrepreneurs in
economic development : Entrepreneurship Development Eco-
system; Start up Policy - growth of startups in India-Issues and
Challenges- Social Entrepreneurship – Case Study
Unit-3 Business Opportunity Identification and Selection- Business 6Hours CO
Opportunity- Nature and Importance- Sources to generate potential 3
ideas- Methods of Idea generation- Opportunity Evaluation –
Porters Five Forces Model- John Mullin’s Domain Framework-
Alexander Osterwalder’s Business Development Model. Practical
Exercise: Development of Business Model
Unit-4 Business Plan- Introduction- Developing Business Plan- Plan is not 7Hours CO
the Business- Developing a well-conceived Business Plan- For 4
whom? – Elements of Business Plan- Guidelines for a good plan;
Pitfalls in Business Planning and avoidance of the same.
Case Study: Practical Exercise: Business Plan Preparation and
Presentation
Reference Books:
1. Entrepreneurship, Rober D. Hisrich, Michael P.Peters and Dean A. Shepherd, 10/e,
McGraw-Hill Education, 2017.
2. Entrepreneurship Development-Small Business Enterprises, Poornima Charantimath,
2/e, Pearson Edition, 2013.
3. Entrepreneurship, Rajiv Roy, Oxford University Press, 2011.
4. Entrepreneurship – Strategies and Resources, Mark. J. Dollinger, Pearson
Edition.2003.
5. New Age of Innovation, C.K Prahalad and MS Krishnan, McGraw-Hill Education,
2008.
6. Innovation and Entrepreneurship, Peter F. Drucker, Harper Business, 2007.
7. New Venture Creation, Jeffry A. Timmons and Stephen Spinelli, Tata McGraw Hill
Education, 2007.
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Course Title : INTRODUCTION TO MANAGEMENT

Course Description:
The Course introduces the students the fundamentals of management, its process. The course also
facilitates the students in understanding individual, group behavior and planning, controlling and
Motivating the peoples to improve the organizational performance.
1. The basic concepts of management and evolution of management and its impact.
2. helps in fostering a spirit of critical inquiry and stimulating student pursuit of personal development
and lifelong learning.
3. Know to the behavioral, political and organizational dynamics of managerial practice.
4. understand the tools and techniques used within General Management;
CO1: Demonstrate a foundational knowledge of the diversity of management thinking.
CO2: Autonomously and collaboratively analyze, evaluate, synthesize and apply management knowledge
in a timely fashion.
CO3: Evaluate the historical developments within the management discipline
CO4: Apply the team and individual skills in ensuring the organization’s objectives are met by not
keeping oneself motivated but ones’ team too.
Course Pre-requisites: Business Studies
Pedagogy: Direct Method, ICT, , Case based
LTP: 3:1:0
Course type: HC
Contact Hours: 52
Contact CO
Units Detailed Syllabus hours
Unit-1 Introduction: Introduction to management, concepts of management, art, 13Hours CO1
science and profession Management functions. PODSCORB, Evolution of
management thought, Relevance of management concepts to engineering.
Unit-2 Planning: meaning of planning, planning functions, types of plans, 13Hours CO2
organization span of control, authority, responsibility, accountability,
delegation, decentralization, organization structure-types.
Unit-3 Staffing and Directing: Concept of staffing process of selection, training, 13Hours CO3
types, performance, career development motivation, and importance, types
of motivation, leadership concepts, and types, Communication, types,
barriers in communication and effective communication.
Unit-4 Control: Control, importance steps in control, principles of effective 13Hours CO4
control, planning and control.
Reference Books:
1. Principles and Practice of Management, Prasad L M. 6/e, Sultan Chand & Co, New Delhi,
2001
2. Essentials of Management, Koontz, H. and Weihrich, H, 8/e, Tata McGraw-Hill , 2010.
3. Singh, B.P. and Singh, A.K., Essentials of Management, Excel Books.2010
4. Management Principles and Application, Griffin, R.W., 11/e Cengage Learning, 2013.
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Course Title : Minor Project -I (Summer Internship)

Finance Specialization
Course Title: FINANCIAL MARKETS AND SERVICES

Course Description:
This course is designed to gain knowledge about financial markets and institutions which are
involved in providing various financial services. The course helps students to know various
credit rating agencies and their rating process for investment purpose. The use of issue
management enhances investments.

1. know the working mechanism of financial markets and its participants.
2. understand the issue management process and SEBI Guidelines.
3. know various financial services and the process of securitization.
4. understand the credit rating procedure & the depository process.
CO1: understand the concept of financial markets and its role in economic development.
CO2: identify different types of issue management institutions with their functions.
CO3: analyze various financial services available and the securitization process.
CO4: enumerate the functions of credit rating agencies & depository system.
Course Pre-requisites:
This course requires basic knowledge of financial markets and the financial services that are
traded in those markets. Students are required to read business newspapers regularly to be up
to date.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Financial Markets Meaning - Introduction to Capital Market: 9Hours CO1
Participants, functions, Instruments, importance, Money Market:
Participants, functions, Instruments, importance, Forex Market:
Participants, functions, Instruments, importance, Derivatives
Market: Participants, functions, Instruments, importance,
Commodities market, Participants, functions, Instruments,
importance.
Unit-2 Issue Management – Merchant Banker, different functions of 10Hours CO2
Merchant Banker, SEBI Guidelines for Merchant Bankers.
Housing finance - Institutions and banks offering housing finance,
procedure of loan. Leasing and Hire purchase; Difference and
types; problems; reverse mortgage, Fundamental of Insurance –
Types of Insurance, fire insurance, Marine Insurance, Health
insurance, Miscellaneous.
Unit-3 Bills Discounting, Factoring and Forfeiting; differences, types, 10Hours CO3
advantages; latest trends in factoring and forfeiting; Securitization
of Debt; Process of Securitization, benefits and issues; Special
Purpose Vehicle; Venture Capital: Concept, features, Origin in
India and the current Indian scenario. Introduction to Angel
Financing.
Unit-4 Credit Rating – Process, Advantages, Credit Rating 10Hours CO4
Methodology, Rating Agencies, Symbols, Depository System:
Objectives, activities, interacting systems, Role of depositories
and their services, Advantages of depository system - NSDL and
CDSL. The process of clearing and settlement through
Depositories, Depository Participants.
Reference Books:
1. Financial Services, M Y Khan, 10/e, McGraw Hill Education (India) Private Limited, 2020.
2. Financial Markets and Services – Gordon & Natarajan, 7/e, Himalaya publishing House, 2019.
3. Indian Financial System, M Y Khan, 11/e, McGraw Hill Education (India) Private Limited, 2020.
4. Indian Financial System, H R Machiraju, 5/e, Vikas Publishing House Private Limited, 2019.
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Course Title: INVESTMENT ANALYSIS AND PORTFOLIO MANAGEMENT

Course Description:
This course introduces the students to stock markets, different avenues available for investment and
enables them to select and suggest appropriate investment options based on valuation of long term
securities, their Risk and Return. The course enables the students to undertake fundamental and technical
analysis of stocks using charts and chart patterns for short term and long term decision making. The use
of portfolio evaluation techniques by individuals and organizations helps in Evaluation of
Portfolio and Portfolio Revision.
1. understand the concept of valuation of long term securities and investment alternatives.
2. gain knowledge regarding risks & returns of securities and expected risk and return of portfolio.
3. use fundamental and technical analysis tools for short term and long term investment decisions.
4. gain knowledge on modern portfolio theories and evaluate portfolio performance.
CO1: calculate the price of long term securities and trade in the stock markets.
CO2: analyze the risk and return of individual security and expected return and risk of portfolio.
CO3: apply the tools and techniques of fundamental analysis and technical analysis for investment
decision.
CO4: evaluate the performance of the portfolio and revise the portfolio for better performance.
This course requires knowledge of Business Statistics, basic mathematics that includes multiplication,
cross multiplications, division and knowledge of Standard Deviation etc. Awareness of basic information
about investments, business newspaper reading and watching business news and stock market related
news.
LTP: 2:0:1
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Investments: Meaning of Investments and Securities, Investment 9Hours CO1
attributes, Factors to be considered before investments, Investment
alternatives, Investment Process, Introduction to BSE & NSE,
Functions of Stock Exchange, Trading and Settlement Procedure at
BSE and NSE, Recent changes in the stock exchange. Valuation of
Long term securities. (Theory & Problems)
Unit-2 Risk and Return Concepts: Concept of Risk, Types of Risks, 10Hours CO2
Calculation of return, expected return, Measurement of systematic and
unsystematic risk. Concept of Portfolio and diversification. Calculation of
portfolio expected return & risk. (Theory & Problems)
Unit-3 Fundamental Analysis: Concept, Economic, Industry and Company 10Hours CO3
Analysis, Forecasting Techniques. Concept of intrinsic value. Technical
Analysis: Dow Theory, Charting techniques, Japanese Candlesticks,
Efficient Market Hypothesis, Mathematical indicators, Elliot wave theory.
Trend and trend reversal patterns. (Theory & Problems)
Unit-4 Portfolio Analysis: Modern Portfolio Theory, Dominant and efficient 10Hours CO4
portfolio, single index and Markowitz Diversification Model. CAPM -
Concept, Assumptions, CML, SML. APT - Concept, Assumptions.
Portfolio Performance Evaluation: Sharpe, Treynor and Jensens’
measure, Portfolio Revision. (Theory & Problems)
Reference Books:
1. Security Analysis and Portfolio Management, S. Kevin, 2/e, PHI Learning Private Limited, 2016.
2. Investment Analysis and Portfolio management – Prasanna Chandra, 5/e, McGraw Hill Education
(India) Private Limited, 2017.
3. Security Analysis & Portfolio Management – Punithavathy Pandian, 2/e, Vikas Publishing House
Pvt. Ltd., 2013.
4. Investment Management, V. K. Bhalla, 17/e, S. Chand and Company Limited, 2011.
5. Security Analysis & Portfolio Management, Donald E. Fischer and Ronald J. Jordan, 6/e, Pearson
Education Inc., 2011.
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Course Title: FINANCIAL DERIVATIVES

Course Description:
This course introduces the students to derivative instruments & markets, types of risk in business and
risk management tools and process to minimize the risk. The course enables the students to value the
futures, forwards and options to explore the possibilities of making arbitrage profits using options,
forwards and futures. The use of option trading strategies and concept of value at risk helps to minimize
the risk in business.
1. gainknowledge on risk management process and derivative instruments & markets.
2. understand the valuation procedure offutures,forwards and maintenance of margins.
3. understand the valuation procedure of options and arbitrage profit opportunities using options.
4. analyse option trading strategies to hedge the risk and the value of the asset at risk.
CO1: minimize the risk in business using risk management tools and process.
CO2: use futures and forwards to hedge the risk and make profits using arbitrage.
CO3:anlyze arbitrage opportunities using options and valuation of options.
CO4: use option trading strategies to hedge the risk and make profits and assess the value of asset at
risk.
This course requires knowledge about business statistics, basic mathematics that includes multiplication,
cross multiplications, division, Logarithms etc. Awareness of basic information about stock market
instruments, stock markets and derivative markets.
LTP: 2:0:1
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Risk Management: Introduction to Risk, Overview of risk, Risk 9Hours CO1
identification and Risk Evaluation, Risk assessment & Management, Risk
control, Derivatives: Types of derivatives, futures and forward markets,
commodity futures market, commodities traded in India, trading and
settlements and physical delivery of commodities.
Unit-2 Risk Management using futures and forwards: Difference between 10Hours CO2
futures and forwards, valuation of forward contracts, valuation of futures,
commodity futures, index futures, interest rate futures, hedging using
futures and arbitrage opportunities, Margins, Mechanics of buying & selling
futures.
Unit-3 Risk Management using Options: Types of options, Valuation of option: 10Hours CO3
Basic model, Binomial model, Black and Scholes Model, factors affecting
option pricing, call and put options on dividend and non-dividend paying
stocks, put-call parity mechanism of options, stock options, options on stock
index, options on futures and interest rate, concept of exotic option,
Arbitrage profits in options.
Unit-4 Hedging using options: Trading strategies involving options, Option 10Hours CO4
Greeks. Value at Risk (VAR): Measure, Historical simulation, Model
building approach, linear approach, Quadratic model, Monte Carlo
simulation, stress testing and back testing.
Reference Books:
1. Options, Futures & Other Derivatives, John C. Hull, 7/e, Pearson Education, 2016.
2. Futures and Options, N D Vohra & B R Bagri, 2/e, Tata McGraw-Hill Publishing
Company Limited, 2007.
3. Introduction to Risk Management and Insurance, Mark S. Dorfman & David A.
Cather, 10/e, Pearson Education, 2012.
4. Financial Derivatives (Theory, Problems and Concepts), S L Gupta, 2/e, PHI
Learning Private Limited, 2017.
5. Financial Derivatives, S. S. S. Kumar, 2/e, PHI Learning Private Limited, 2008.
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Marketing Specialization
Course Title : CONSUMER BEHAVIOUR

Course Description: This course is designed to familiarize students with the basic concepts, theories
and models of consumer behaviour which are relevant to business.
1. Understand the concept of consumer behavior and its models.
2. Identify the importance of personal factors such as motivation, learning and personality
3. Understand the concepts of attitude and social class and its role in consumer behavior.
4. Discuss about the role of various groups in consumer behavior and the process of innovation
diffusion.
CO1: Examine the models of consumer decision making
CO2: Analyze the impact of personal factors such as motivation, perception & personality
CO3: Explain the role of social class & culture in consumer choices
CO4: Identify the role of various groups and the importance of opinion leaders
Course Pre-requisites: Basic Knowledge about consumer and behavior
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction to the study of Consumer Behaviour: Meaning & 9 Hours CO1
Definition of CB, Difference between consumer & Customer, Nature &
characteristics of Indian Consumers, Model of Consumer Behaviour: Input-
Process-Output Model, Levels of Consumer Decision Making – Consumer
Buying Decision Process, Consumer Research -Qualitative & Quantitative
Research Methods, Consumer Research Process.
Unit-2 Psychological Influences on Consumer Behaviour: Motivation: Basics 10Hours CO2
of Motivation, Needs, Goals, Rational vs. Emotional motives, Motivation
Process, Maslow’s Hierarchy of Needs. Personality: Basics of Personality,
Theories of Personality, Applications of Personality concepts in Marketing,
Personality and understanding consumer diversity, Consumer Materialism,
Consumer Ethnocentrisms, Brand Personality, Self and Self-Image.
Perception: Basics of Perception & Marketing implications, Elements of
Perception, Dynamics of Perception (Perceptual Selection, Perceptual
Interpretation, Perceptual Organization, perceived price, perceived quality,
price/quality relationship, Perceived Risk, Types of risk, How consumers’
handle risk) Learning: Elements of Consumer Learning, Motivation, Cues,
Response, Reinforcement, Marketing Applications of Behavioral Learning
Theories, Classical Conditioning
Unit-3 Psychological Influences on Consumer Behaviour: Attitude: Basics of 10Hours CO3
attitude, Models of attitude and Marketing Implication. Persuasive
Communication: Communications strategy, Target Audience, Media
Strategy, Message strategies, Message structure and presentation.
Sociological Influences on Consumer Behaviour: Social Class: Social
Class Basics, Features of Social Class, Five Social-Class Categories in
India. Culture and Subculture: Basics, Meaning, Characteristics, Factors
affecting culture, Role of customs, values and beliefs in Consumer
Behaviour. Subculture: Meaning, Types of subcultures, Cross-cultural
consumer analysis: Cross-cultural marketing strategy.
Unit-4 Sociological Influences on Consumer Behaviour: Groups: Meaning and 10Hours CO4
Nature of Groups, Types of Group for consumer. Family: The changing
structure of family, Family decision making, Key family consumption
roles, Traditional family life cycle & marketing implications. Reference
Groups: Understanding the power & benefits of reference groups, Factors
that affect reference group influence, Types of reference groups, Reference
group appeals. Consumer Influence and Diffusion of Innovations. Opinion
Leadership: Dynamics of opinion leadership process, Market Mavens,
Opinion Leadership & Marketing Strategy. Diffusion of Innovations:
Diffusion Process Adoption Process: Stages, categories of adopters.
Reference Books:
1. Consumer Behaviour - Leon Schiffman, Joseph Wisenblit, S. Ramesh, 12/e, Pearson Education
Limited, 2018
2. Consumer behavior – Isabelle Szmigin, Maria Piacentini, 2/e, oxford university press, 2018.
3. Consumer behaviour - Jay D. Lindquist, Joseph Sirgy, 1/e, Cengage Learning.
4. Consumer Behaviour and Analytics: Data Driven Decision Making, Andrew smith, Routledge.
5. Consumer Behaviour in Indian Perspective – Suja Nair, Himalaya Publisher,2004.
Consumer Behaviour- Zubin Sethna, Jim Blythe, SAGE publication ltd, 2019.
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Course Title : SERVICES MARKETING

Course Description: This course is designed to prepare students who are pursuing marketing careers in
the services or goods industries to understand the key concepts of services marketing and how they can
be used to create competitive advantage for businesses.
1.Acquire an understanding of the concept and meaning of services management and the relationship
process.
2.Enhance skills and knowledge in dealing effectively with a portfolio of services customers in a
business setting
3.Understand the consumer expectation towards services and their role in service delivery process
4.Know the importance of effective marketing communication to influence the customers.
CO1: Interpret the concept and characteristics of Services Marketing
CO2: Illustrate the concept of Service Design and standards
CO3: Analyze the employee role in Service Design
CO4: Identify the factors which determine the pricing of Services
Course Pre-requisites: Basic Understanding of services and Marketing Management
Pedagogy: Direct Method, ICT, Case study
LTP: 2 1 0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction to services: Concepts, Contribution & reasons for the 9 Hours CO1
growth of services sector, Difference in goods and service in marketing,
Characteristics of Services, Concept of service marketing triangle, Service
marketing mix, GAPs model of service quality. Marketing challenges in
service industry. Consumer Behavior in Services: Search, Experience
and Credence properties, Customer expectation of services, Two levels of
expectation, Zone of tolerance. Customer Perception of Services-
Factors that influence customer perception of service, Service encounters,
Service Quality, Service failure, Impact of service failures versus product
failures, service recovery, and service recovery paradox.
Unit-2 Understanding customer expectation through market research: Using 10Hour CO2
marketing research to understand customer expectations, Types of service s
research. Relationship Marketing: Benefits of relationship marketing,
Strategies for building relationships, Four levels of retention strategies.
Service design and Positioning – New service development process,
Service blue printing, blue print components. Customer defined service
standards: “Hard” & “Soft” standards, Process for developing customer
defined standards.
Unit-3 Employee role in service designing: Importance of service employee, 10Hour CO3
Problems faced by service personnel, Emotional labour, Source of s
conflict, Boundary spanning roles, People Strategies for closing GAP 3.
Customer’s role in service delivery- Importance of customer &
customer’s role in service delivery, Strategies for enhancing Customer
participation. Managing demand and capacity – Understanding demand
patterns, Capacity constraints, Strategies & Tools for matching capacity
and demand, waiting line strategies
Unit-4 Role of marketing communication – Communications and the services 10Hour CO4
marketing triangle, four categories of strategies to match service promises s
with delivery Pricing of services- Role of price and value in provider
GAP 4, Role of non-monetary cost, Price as an indicator of service
quality, pricing strategies. Physical evidence in services: Elements of
physical evidence, Roles of service scape, Significance of physical
evidence, Guidelines for physical evidence strategies
Reference Books:
1. Services Marketing: Integrating Customer Focus Across the Firm- Valarie A. Zeithaml,
Mary Jo Bitner, Dwayne D. Gremler,4/e, McGraw-Hill Education, 2020.
2. Services Marketing- William Chitty, Steven D'Alessandro, Andrew Hughes,2/e, Oxford
University Press, 2019
3. Essentials of Services Marketing, - Jochen Wirtz, Christopher H. Lovelock,3/e, Pearson
Education Limited, 2017
4.Services Marketing – Rajendra Nargundkar, 3/e, TMH, 2010.
5. Services Marketing - GovindApte, Oxford university press.
6. Services Marketing - Hoffman & Bateson, 5/e, Cengage Learning, 2015.
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Course Title : PRODUCT & BRAND MANAGEMENT

Course Description: The course aims to help students gather knowledge and develop skills to be able
to effectively engage in the field of sales and marketing with the appropriate use of product and brand
management concepts.
1. Understand the concepts related to product management: planning, life cycle, differentiation and
attractiveness.
2. Understand the concepts of customer analysis and new product development.
3. Understand the concepts of brands and various elements of branding.
4. Discuss about the brands in different sectors and expose them to the concept of brand imitation.
CO1: Analyze the product planning process and the various factors impacting changes in product
management.
CO2: Analyze the stages of new product development and reasons for failure of new products.
CO3: Articulate the elements of branding and the importance and significance of brand equity.
CO4: Identify brand extension and branding strategies in different sectors.
Course Pre-requisites: Basic understanding about Branding and Marketing Managment
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction: Product focused and Market focused organizations; 9 Hours CO1
Functionally Focused Organization; Product Management: Changes
affecting Product Management and Product Strategy. Planning: Product
Planning and Process; Product Life Cycle; Product Attractiveness; Product
Differentiation; Environment Analysis; Product Line Management
Unit-2 Competitor Analysis: Product Features Matrix; Competitive Advantage 10Hours CO2
and Product Positioning; Customer Analysis: Long term value of
customers; Segmentation; New Product Development: Process; Why a new
Product fails in the market?
Unit-3 Branding & Its Elements: 10Hours CO3
Introduction to Branding; Essentials of Good Brand Name – Types of
Brands – Advantages of branding – Brand Loyalty – Brand Valuation
Methods – Brand Revitalization Importance, Challenges & Opportunities;
Brand Equity: Meaning & Bases of Measuring Brand Equity; Choosing
Brand Elements; Brand Positioning Strategies.
Unit-4 Key Concepts in Branding: Brand Extension – New Brand Failures - 10Hours CO4
Branding in Different Sectors: Branding in Industrial sector, Retail Sector,
Service sector, Banking Sector and Insurance Sector. Brand Repositioning:
Meaning & Types; Brand Imitation: Meaning, Types and Strategies.
Reference Books:
1. Strategic Brand Management – Kevin Lane Keller, Vanitha Swaminathan, 5/e, Pearson
Education 2020.
2. Product Management – Donald Lehmann &Russel S Winer,4/e McGraw Hill
Publication,2015.
3. Product Management – Michael Baker & Susan Hart, Pearson Education India,2009.
4. Brand Management: The Indian Context – Moorthi YLR, Vikas Publication.
5. Brand Management – Tapan Panda; Latest Edition; Excel Publication.
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Human Resource Specialization
Course Title : LEADERSHIP AND DEVELOPMENT

Course Description:
This course is designed to build upon fundamental leadership theory and further explore historical
and contemporary leadership theories and styles, models and perspectives within a variety of
contexts. Over the course of the semester, individuals will have different opportunities to practice
and apply what they have learned.
Course Objectives:
The objective of this course is to:
1. Develop a more comprehensive understanding of personal leadership style through self-
assessments;
2) Identify, compare and contrast leadership theories and styles.
3. Successfully assess leadership effectiveness and develop interpersonal relationships.
4) Effectively evaluate organisational development interventions.
Course Outcomes:
After the course the students should have acquired competence to
CO1: understand Effectiveness and complexities of leadership.
CO2: Identify, compare and contrast leadership theories and styles.
CO3: Successfully assess leadership effectiveness and develop interpersonal relationships.
CO4: Effectively evaluate organisational development interventions.
Course Pre-requisites: Management and leadership attributes, abilities, and skills are required
Pedagogy: Direct Method, ICT, Case based
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Unit - I: Introduction to Leadership – Leadership, role and 10 hours CO1
functions of a Leader, Leadership motives Characteristics of an
Effective Leader, Leadership as a process - the complexities of
leadership - Effective leadership behaviors and attitudes – Leadership
and power, coercion, Management, Trait approach, Leadership
Behaviour and styles – Lewin’s Leadership styles, Ohio state
Leadership study, The University of Michigan Study, Blake and
Mouton’s Managerial Grid.
Unit-2 Leadership Theories and styles: Contingency theories of 10 hours CO2
Leadership- Fiedler’s Contingency Model, The path-Goal Theory,
The Hersey-Blanchard Situational Leadership Theory,
Transformational Leadership, Transactional Leadership Style,
Charismatic Leadership. Leadership and Empowerment, Servant
leadership, Team leadership, Leadership Ethics.
Unit-3 Development: Employee development, Essential ingredients of 10 hours CO3
Management Development, Strategy and Development, Approaches
to Employee Development – Interpersonal Relationships,
development Planning Process, company’s strategies for providing
development, e-learning and employee development. Organization
development- Concept and process; Assumptions, values, and Beliefs
in OD, Foundations of organization development.
Unit-4 Organizational Development Interventions: Designing 9 hours CO4
interventions; Evaluating and institutionalizing interventions; Action
research; Human Process interventions, Techno-Structural
Interventions, HRM Interventions, Strategic interventions, Team
Interventions - Other Interventions- T- Groups, Behavior Modelling,
Life and Career Planning.
Reference Books:
1. Effective Leadership – Lussier/Achus, 5th edition, Thomson South western, 2012
2. Leadership – Enhancing the lessons of experience, Hughes, Ginnet, curphy, 7th edition,
3. Tata McGraw Hill, 2006
4. Raymond A Noe, Amitabh Deo Kodwani, Employee Training and Development, 7 th edition,
McGraw Hill, 2018
5. Organizational development - Ramnarayan S and Rao T V, 2nd edition, Sage Publication,
2011.
6. Organization Development - Wendell L. French, Cecil H. Bell, Veena, Jr, Pearson Education,
2017
7. Leadership in Organizations, Gary Yukl, PerasonEducation , 8th Edition. 2017
8. DUBRIN, A J Principles of leadership South-Western/Cengage Learning, 7th edition, 2013
9. Organizational Change and Development – Kavitha Singh, Excel Books,2010
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Course Title : PERFORMANCE MANAGEMENT SYSTEM

Course Description:
This course examines the importance of an effective performance management system in helping
organizations define and achieve short and long term goals. It explains and reinforces the concept
that performance management is not a one-time supervisory event, but an ongoing process of
planning, facilitating, assessing, and improving individual and organizational performance.
Course Objectives: The objective of this course is to :
1. Understand the Significance of Performance Management
2. Comprehend Effective communication between individuals and teams
3. Analyse Reward System and Legal Issues
4. Evaluate Performance Management Techniques
Course Outcomes:
Students will be able to understand
CO1: Significance of Performance Management
CO2: Communication of Performance Management and Development of Employees
CO3: Reward System and Legal Issues
CO4: Performance Management Techniques
Course Pre-requisites: knowledge of the organization’s mission, strategic goals and performance
appraisal
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Performance Management: Scope and Significance - Advantages 10 hours CO1
of Performance Management - Organizational Structure - Impact of
Organizational structure and Operational Problems - Performance
management process - Performance Planning - Performance
Appraisal - Performance Mentoring - Performance Management
Strategic Planning.
Unit-2 Communication of Performance Expectations and Employee 10 hours CO2
Development: Job Description - Gathering performance Information
– Presentation, Information and Taking Corrective action – Metrics-
Types of Metrics - Critical Success Factors Indicators– managing
Metrics- Ownership and Responsibility. Performance Management
Skills, performance Management Framework, Employee Assessment
system, Role of HR Professionals in Performance management.
Reward Systems and Legal Issues: Reasons for introducing 10 hours CO3
contingent Pay Plan, Problems associated with contingent pay plans-
Unit-3 Selecting a contingent pay plan- Pay Structures- Job Evaluation-
Broad Banding- Legal Principles affecting Performance
Management.
Performance Management Techniques: Bench marking, Six 9 hours CO4
Sigma, Competency Mapping, Balance Score card, Coaching and
Unit-4 Mentoring Pygmalion effect, Job Analysis, High Performance Work
Teams, Steps for Building High Performance Work Teams, Reward
Practices in World- Class Organizations.
Reference Books:
1. Soumendra Narian Bagchi, Performance Management, 2e, Cengage Learning 2013.
2. Herman Aguinis, Performance management, 3e, Pearson, 2014.
3. A S Kohli, T.Deb, Performance Management, Oxford Higher Education, 2012.
4. Prem Chadha, Performance Management, Macmillan, 2012.
5. Anjali Ghanekar, Essentials of Performance Management, Everest Publishing House, 2010.
6. Arup Varma, Pawan S. Budhwar, Angelo S. DeNisi, Performance Management Systems: A
Global Perspective, Routledge, 2008.
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Course Title : CROSS CULTURAL MANAGEMENT

Course Description:
The course provides with an understanding of the contextual knowledge, cross cultural skills and
multiple perspectives required to manage and work across cultures in a changing global business
environment. It offers conceptual frameworks for systematically understanding the notion of
culture, cultural synergies and differences, and the convergence and divergence in cultural norms
and values.
Course Objectives:
1. understand the importance of cross culture in conduct of business.
2. use a repertoire of behavioural skills appropriate for different cross situations
3. Interpret behaviour, attitudes and communication styles of people from different cultures
correctly.
4. Evaluate cross cultural team management.
Course Outcomes:
Student will be able to understand:
CO1: the importance of cross culture in conduct of business.
CO2: behavioural skills appropriate for different cross situations
CO3: behaviour, attitudes and communication styles of people from different cultures correctly.
CO4: cross cultural team management.
Course Pre-requisites: Students should be familiar with the basics of human resource
management.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contac CO
Units Detailed Syllabus
t hours
Introduction – Determinants of Culture – Facets of culture – Levels of 10 CO
Culture – National Cultural dimensions in the business context – The hours 1
influence of National Culture on business culture. Business Cultures:
Unit-1
East and West. Cultural Dimensions and Dilemmas: Value orientations
and Dimensions – Reconciling cultural dilemmas – Culture and Styles
of Management: Management tasks and cultural values.
Unit-2 Culture and Organizations: Culture and corporate structures – 10 CO
Culture and Leadership – Integrated Cross-Cultural Model of hours 2
Leadership - Strategy of Cross Cultural Management: Designing and
Implementing Strategy: Formal Strategy Planning – Analyzing
Resources and the Competition – Positioning the Company –
Implementation – Emergent Strategy – Cultural change in
Organizations- Culture and marketing – Cultural Diversity.
Culture and Communications: Business communication across 10 CO
cultures – Cross culture communication process – communication hours 3
Unit-3
styles - Barriers to intercultural communication – Negotiation and
Conflict Resolution across Cultures - Negotiating Internationally.
Cross Cultural Team Management: Working with International 9 hours CO
teams – Groups processes during international encounters – Conflicts 4
Unit-4
and cultural difference – Multicultural Work Groups - Understanding
and dealing with conflicts – Developing Intercultural relationships.
Reference Books:
1. Understanding Cross-Cultural Management, Marie-Joelle Browaeys and Roger Price:,
Pearson, 4/e, 2019.
2. Cross Cultural Management, David C.Thomas:, 4/e, Sage Publications, 2019.
3. Cross Cultural Management: Knowledge Management Perspective, Nigel Holdon, , Pentice
Hall, 2012.
4. Parissa Haghirian: Multinational and Cross-Cultural Management, Routledge, 2012.
5. Richard Mead: International Management-Cross cultural Dimension, 3/e, Blackwell, 2015.
6. Jerome Dumetz -Cross-cultural management textbook: Lessons from the world leading
experts in cross-cultural management, Create Space Independent Publishing Platform;
Student edition (September 5, 2012), Oakland, USA
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Operations Management Specialization

Course Title: SUPPLY CHAIN AND LOGISTICS MANAGEMENT
Course Description:
The Supply Chain and Logistics Management covers five basic concepts of supply chain, logistics,
operations, planning, and sourcing, followed by a capstone course in Supply Chain Management
Strategy. The Supply Chain Logistics course will cover transportation, warehousing and inventory,
and logistics network design. The Supply Chain Operations deals with the techniques that are used to
optimize flow in various sectors mainly the manufacturing sectors, In the Supply Chain Planning it
can be mastered through different forecasting approaches that leads to productivity to a greater extent.
The Supply Chain Sourcing deals with different techniques that help us to create lasting and
productive supplier relationships. Supply Chain Management Strategy will resolve and solve a real-
life business cases.
1. impart the fundamentals of logistics and supply chain management and to apply them to various
manufacturing problems.
2. describe the increasing significance of logistics and its impact on both costs and service in business
and commerce.
3. incorporate and learn the critical elements of logistics and supply-chain management processes
based on the most relevant application in forward-thinking companies.
4. develop criteria and standards to achieve improved business performance by integrating and
optimizing the total logistics and supply-chain process.
CO1: Understand the importance of supply chain and logistics of an organisation and its application in
various sectors & sourcing management techniques to manufacturing systems.
CO2: The students should be able to apply the right information through the help of forecasting
techniques in case of transportation, warehousing & distribution.
CO3: Apply various analytical methods and tools so that students are able to measure and evaluate
various facets of supply chain performance.
CO4: Understand practices in SC and LM that differentiate successful firms from others and the
challenges in SC and LM through a real industry project.
Basics of Demand Forecasting, Material Management, Production and Operations Management.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 INTRODUCTION TO SUPPLY CHAIN AND LOGISTICS 9Hours CO1
MANAGEMENT: Concept of Supply and SCM, Concept of Logistics
and logistics Management, Core competency, Value Chain, Elements of
Supply Chain efficiency, Flow in supply chains, Key issues in supply
chain management, Outsourcing – 3 PLs – 4 PLs – Bull whip effect – SC
Relationships – Conflict resolution – Harmonious relationship – Customer
Service: Nature & Concepts – Importance – Components – Cost – Gap
analysis – Strategic management
Unit-2 TRANSPORTATION, WAREHOUSING & DISTRIBUTION: 10Hours CO2
Transportation: Introduction – Position of transportation in SC and LM –
Elements of transportation cost – Modes – Multimodal transport –
Containerization – Selection of transportation modes – Transportation
decision – Transportation network: routing & scheduling – Warehousing
& Distribution Centres: Introduction – Concepts – Types – Functions –
Strategy – Design – Operational Mechanism
Unit-3 INFORMATION, DEMAND FORECASTING, INVENTORY 10Hours CO3
MANAGEMENT: Information: Position of Information in L&SCM –
Logistical Informational Systems – Operational Logistical Informational
Systems – Integrated Information Technology Solution for L&SCM –
Emerging L&SCM – Demand Forecasting: Nature & Components –
Impact of forecast on L&SCM – Effective forecasting – Techniques –
Selection – Principles – Inventory: Concepts – Types – Functions –
Elements – Inventory management – ABC analysis – ABC-VED matrix –
Materials Requirement Planning – Distribution Requirement Planning –
Just in Time System – Prerequisites
Unit-4 SC and LM ADMINISTRATION: Organization: Introduction – 10Hours CO4
Evolutionary trends of L&SCM – Principles – Factors. Performance
Measurement: Introduction – Dimensions – Basic tools – Impediments to
improve performance Decision making and application: Decision making
in SC – Applications of SCM – ware house management system – product
data management – E –Commerce – Reverse logistics – Cases in Paper
industry – Automobile/Furniture/Cement Industry.
Reference Books:
1. Supply Chain Management, Strategy, Planning, and Operation, Sunil Chopra & Peter Meindl, 3/e,
PHI Learning Private Limited, 2007.
2. Textbook of Logistics & Supply Chain Management, Agrawal D. K., 1/ e, MacMillan
Publishers India Ltd., 2010.
3. Modelling the Supply Chain, Jeremy F. Shapiro, 2/e, Duxbury Applied Series Cengage Learning,
2009.
4. Logistics, David J. Bloomberg, Stephen LeMay & Joe B. Hanna, 2/e, Pearson Education, 2002.
5. Supply Chain Logistics Management, Donald J Bowersox, Dand J Closs, M Bixby Coluper, 2/e,
Tata McGraw-Hill Publishing Company Limited, 2008.
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Course Title: OPERATIONS RESEARCH APPLICATIONS

Course Description:
Operations research helps in solving problems in different environments that needs decisions. The
course covers topics that include: linear programming, integer programming dynamic programming,
simulation techniques. Analytic techniques will be used to solve problems facing business managers in
decision environments also it provides an in-depth insight into the concepts, theories, and techniques of
Operations Research and their applications to planning, control, performance which could be
successfully used for improving the quality of managerial decisions.
1. understand and analyze managerial problems in industry so that they are able to use resources more
effectively.
2. knowledge of formulating mathematical models for quantitative analysis of managerial problems in
industry.
3. use of Operations Research approaches and computer tools in solving real problems in industry.
4. understand mathematical models for analysis of real problems in Operations Research.
CO1: apply OR and frame a LP Problem with solution under graphical and simplex methods.
CO2: solve problems of integer an dynamic programming and implement the same in developing
dynamic models.
CO3: understand the importance of probability theory to develop critical thinking and objective
analysis of decision theory.
CO4: build and simulate the problems of queuing theory, inventory, budgetary etc using Monte Carlo
techniques.
Course Pre-requisites: Operations Research and Quantitative Techniques
The use of mathematics to describe and analyze large-scale decision problems. Situations involving the
allocation of resources, making decisions.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction to Linear Programming: Linear Programming 9Hours CO1
Problem, Requirements of LPP, Mathematical Formulation of LPP,
Case Studies of LPP, Graphical Methods to Solve Linear
Programming Problems, Applications, Advantages, Simplex Method,
The Simplex Algorithm, Penalty Cost Method or Big M-method, Two
Phase Method, Dual of LPP, Importance of Duality Concepts,
Formulation of Dual Problem,
Unit-2 Integer and Dynamic Programming: Types of Integer Programming 10Hours CO2
Problems, Gomory’s All-IPP Method, All IPP Algorithm, Branch and
Bound Technique Dynamic programming. Characteristics of dynamic
programming. Dynamic programming approach for Priority Management
employment smoothening, capital budgeting, Stage Coach/Shortest Path,
cargo loading and Reliability problems.
Unit-3 Theoretical Probability Distributions and Decision theory: 10Hours CO3
Introduction - Random variables , Probability Distributions - Discrete
probability distributions - Continuous probability distributions-Joint
Probability Distribution-Bernoulli Distribution - Binomial
Distribution - Poisson Distribution - Normal Distribution – Decision
theory: Introduction, Decision making Environment, Maximum
likelihood criterion, Expected value criterion for continuously
distributed random variables, Variations of the expected value
Criterion-Posterior Probabilities and Bayesian Analysis, Decision
Tree Analysis, Utility Theory
Unit-4 Simulation theory: Introduction, Methodology of Simulation, Basic 10Hours CO4
Concepts, Simulation Procedure, Application of Simulation Models
(Queuing, Quality Control, Investment and Budgetary Problem, Job
Sequencing, Maintenance Problem, Inventory Control, Networks
Problem), Monte-Carlo Simulation.
Reference Books:
1. Problem in Operations Research (Principles and Solutions), Prem Kumar Gupta and Dr. D. S. Hira,
4/e, S. Chand and Company Private Limited, 2015.
2. Operations Research: Principles and Practice, Ravindran A, Phillips D. T, Solberg J. J., 2/e, John
Wiley & Sons, 2009
3. Operations Research, Paneerselvam R, 4/e, Prentice Hall of India, 2008.
4. An Introduction to Management Science: Quantitative Approach to Decision Making Anderson,
D.R., Sweeney, D.J., Williams, T.A, Martin, K, 13/e , South Western, 2012.
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Course Title: MATERIALS AND LEAN MANAGEMENT

Course Description:
This course introduces the students to planning, sourcing, purchasing, moving, storing and controlling
materials in an optimum manner so as to provide to its customers, at a pre-decided level at a minimum
cost. Essentially, material management is the discipline of uniting the activities involved in the
acquisition and use of material employed in the production of finished goods. Further, this course
intends to equip students with updated knowledge of modern material management concepts and aims
to develop their functional expertise in the discipline. Besides, students are introduced to principles and
practices of lean management, inventory management, logistics and supply chain management.
Course Objectives:
1. understand the concept, functions, objectives and importance of material management function in an
organization.
2. apply the knowledge of the Operating environment, strategies, MRP & ERP in production plan and
to achieve the management capacity.
3. outline the need for Lean Management.
4. highlight different techniques of Lean implementation.
Course Outcomes:
On successful completion of this course students shall be able to:
CO1: understand the Materials Management function starting from Demand Management through
Inventory Management.
CO2: plan and implement suitable materials handling principles and practices in the operations.
CO3: understand the need for Lean management System and Apply appropriate approaches to project
using Lean tools and techniques.
CO4: understand the working concept of lean principles and implementation.
Course Pre-requisites: Basics of Material Management and Production and Operations Management.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction to Material Requirement Planning: 9Hours CO1
Materials management-role, need, importance, strategies, costs techniques –
impact on Working Capital and profits - Operating environment-aggregate
planning - approaches master scheduling-manufacturing planning and
control system-manufacturing resource planning -enterprise resource
planning-making the production plan, Materials requirements planning-bill
of materials-resource requirement planning manufacturing resource
planning-capacity management-scheduling orders-production activity
control-codification.
Unit-2 Inventory and Warehouse Management: 10Hours CO2
Inventory Management: Policy Decisions–objectives-control –Need for
safety stock – inventory reduction techniques: ABC, FSN, VED - Retail
Discounting Model, Newsvendor Model; EOQ and EBQ models for
uniform and variable demand With and without shortages -Quantity
discount models. Warehouse Management: Principles of storage –
Warehousing functions – types - Stores management-stores systems and
procedures-incoming materials control-stores accounting and stock
verification- -operational efficiency-productivity- cost effectiveness-
performance measurement – risks in inventory holding – regulations in
inventory holding.
Unit-3 Introduction to Lean Management and Lean Elements and Systems: 10Hours CO3
Introduction to seven waste and their narration; Evolution of lean; Global
competition, Lean Manufacturing, Value flow and Muda, Muri and Mura,
Need for LM, Meeting the stake holders requirement, Elements of LM.
Various tool of LM, Fundamental blocks of Lean, Impact of Seiri Seiton
Seiso Seiketsu and Shitsuke, Need for TPM, Pillars of TPM,
Implementation of TPM, Overall Equipment Effectiveness (OEE) and its
computation
Unit-4 Lean Systems and Implementations: Features manufacturing and 10Hours CO4
services, Work flow, Small lot sizes, Pull Method, Kanban, A3 problem
solving, Just In Time. Standardized work, Continuous improvement. Lean
projects: Training, selecting the members, preparing project plan,
implementation, review. Productivity Improvement: Process, machinery
Operator and equipment.
Reference Books:
1. The Toyota Way to Continuous Improvement, Jeffrey K. Liker and James K Franz, 1/e, Tata
McGraw-Hill, 2011.
2. The Toyota Way to Lean Leadership, Jeffrey K. Liker and Gary L. Convis, 1/e, Tata
McGraw-Hill, 2012.
3. The Machine that Changed the World, James P. Womack, Daniel T. Jones and Daniel Roos,
1/e, Free Press A Division of Simon & Schuster Inc., 2007.
4. The Toyota Way, Jeffrey Liker, 1/e, Tata McGraw-Hill, 2004
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International Business specialization
Course Title : GLOBAL BUSINESS ENVIRONMENT

Course Description:
This course introduces the students able to learn nature, scope and structure of International
Business, regional economic framework and understand the influence of foreign exchange markets
and other investment agencies on international business environment.
1. understand about various factors that influence the functioning of business in the global context.
2. equip with the knowledge about international business, modes of internationalization and regional
integration.
3. develop a deep understanding in the student about Foreign exchange markets and FEMA.
4. Learn about the foreign exchange risk , transaction and international economic exposure and recent
developments in International business.
Course Outcomes:
CO1: Discuss and operate confidently in International business environment.
CO2: Develop deep understanding about Regional Economic Co-operation and Integration between
Countries.
CO3: Demonstrate the awareness and skills to operate in foreign exchange markets within the
regulations of FEMA.
CO4: Analyze and apply the understanding of international transaction exposure , foreign exchange
risk management and recent developments in International Business.
Course Pre-requisites: International Business
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 International Business-- Nature, importance and scope; Modes of entry 10Hours CO1
in to International Business; Frame work for analyzing international
business environment; Economic, Technological, Socio-cultural,
Political and legal environment; International Economic Environment--
International financial system; Institutional support to International
Business-- UNO, IMF, World Bank; UNCTAD; WTO
Unit-2 Regional Economic Co-operation and Integration between Countries; 9Hours CO2
Different levels of integration between Countries; European Union,
NAFTA, ASEAN, EFTA, SAARC, SAPTA, The ANDEAN community,
MERCOSUR. Multinational Corporations: Conceptual Frame work of
MNCs; MNCs and Host and Home Country relations; International
Technology Transfers – importance and types, Foreign Technology
Acquisition
Unit-3 Foreign Exchange Markets: Determining exchange rates; Fixed and 10Hours CO3
flexible exchange rate system; Participants in the Foreign exchange
markets; Cash and Spot exchange market; Exchange rate quotes;
LERMS,; Factors affecting exchange rates – spot rates, forward
exchange rates, forward exchange contracts; Foreign exchange and
currency futures
Unit-4 Foreign Investment: Capital flows – types and theories of foreign 10Hours CO4
investment; foreign investment flows and barriers.- Foreign Direct
Investment (FDI), Exchange rate arrangement in India; Overview of
FEMA; Exchange dealings and currency possession; Information and
communication. Recent Developments in International Business:
Ecological issues; Social aspects
Reference Books:
1. Global Business Management, F.Adhikary, Manab, Macmillan, New Delhi

2. International Business, Charles W. L Hill, G. Thomas M Hult, Rohit Mehtani, 11e, Mc Graw
Hill, 2019.
3. International Business Environment, Black and Sundaram, PHI New Delhi.
4. The Essence of International Money, F Buckley, Ardin, PHI New Delhi.
5. Going International Response Strategies for Indian Sector, Bhattacharya, B Wheeler
6. International Economics Policies and Theoretical Foundations, Letiche, John M Academic
Press, New York
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Course Title : INTERNATIONAL TRADE LAWS

Course Description:
This course is a study of the international norms and principles that regulate international trade and
treaties relating to licensing, franchising on goods, services and intellectual property. It also
focuses on the process of Cross-border merger and acquisition. It considers the influence of
economic doctrines in the creation of norms and principles of international trade law.
1. to acquaint students with the legal dimensions of international trade
2. Enable them to formulate strategies compatible with laws and Treaties governing
international business operations.
3. Understand the concept of cross border merger and acquisition and foreign direct investment
4. Know the laws relating to foreign exchange
CO1: Learn globally followed best practices to draft and negotiate contracts.
CO2: Learn legal aspects of international investments.
CO3: Comprehend practical aspects of international laws, agreements and the various modes and
methods of growth in relation to cross-border mergers and acquisitions.
CO4: Recognize practical aspects of laws related to foreign exchange and the transactions associated
with foreign exchange.
Course Pre-requisites: International Business, Business Law & Practice
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 International Trade and Legal Framework: Need and 10Hours CO1
importance of International Trade – Recent Trends in World Trade
– Leading players – India’s Foreign Trade – Commodity
composition and Destination –India’s Foreign Trade Policy. Legal
Framework of International Business: Nature and complexities -
Code and common laws and their implications to business -
Payments terms - International sales agreements - Rights and
duties of agents and distributors.
Unit-2 Laws Relating to Licensing: Regulations and treaties relating to 9Hours CO2
licensing, franchising, joint ventures, patents and trademarks,
technology transfer and telecommunications; Restrictions on trade
in endangered species and other commodities as based on
international conventions; Taxations treaties. Legal Frame work
relating to Electronic Commerce – Intellectual Property Rights.
Unit-3 Laws Relating to International Investments and Cross Border 10Hours CO3
Mergers and Acquisitions: Concept and definitions of investment
and investor in international law, customary international laws,
international investment agreements; Concept of Cross-border
merger and acquisition, primary methods of merger and
acquisition; Common, consolidated and triangular mergers, reverse
triangular merger; Cross-border merger and acquisition motives,
Foreign Direct Investment motive, financial motive, strategic
motive, international growth in relation with cross border mergers
and acquisitions.
Unit-4 Law Relating to Foreign Exchange: Objectives and definitions 10Hours CO4
under FEMA, 1999; Current account transactions and capital
account transactions; Foreign direct investment in India and
abroad; Acquisition and transfer of immovable property in India
and abroad; Establishment of branch, office etc. in India;
Realization and repatriation of foreign exchange; Authorized
person; Penalties and enforcement; Powers of central government;
Adjudication, appeal and compounding; Offences and penalties.
Reference Books:
1. Law of International Trade, Jason Chuah. 6/e, Sweet and Maxwell, London, 2019.
2. Jain, R. (2000). Foreign Exchange Management Law and Practice. Vidhi. New Delhi.
3. International Shipping Law: Legislation and Enforcement, Pam borides, G.P., Kluwer
Law International. London, 1999.
4. International Trade Law: Problems, Cases, and Materials, Daniel C.K. Chow, Thomas
J. Schoenbaum, 3/e, Wolters Kluwer publications.
5. International Trade Law , Giovanni Di Lieto and David Treisman, The Federation
Press, 2018
6. International Trade Law: An Interdisciplinary, Non-Western Textbook, Raj Bhala,
4/e, LexisNexis, 2015.
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Course Title : INTERNATIONAL LABOUR ORGANIZATION AND LABOUR LAWS

Course Description: The International Labor Organization (ILO) is devoted to promoting social
justice and internationally recognized human and labor rights, pursuing its founding mission that
social justice is essential to universal and lasting peace. ILO brings together governments,
employers and workers representatives to set labor standards, develop policies and devise. This
course outlines to provide scientific knowledge and insights on International Labor Law standards,
to master the methods, proceedings and processes of their implementation, to master the scientific
methods in studying relevant sources of international universal, regional and bilateral Labor Law.
1. To understand the fundamentals of International labour organization and laws.
2. To understand International Labour standards
3. To provide insights on International labour and legislation
4. To familiarize on National Initiatives on child labour
CO1: Evaluate the origins of international labour law, its multiple facets, and how it affects the
world of work both in theory and in practice.
CO2: acquaint on maintain of Labor standards and encourage the spread of high-wage, high- skill,
and low-turnover industries
CO3: acquaint the knowledge on legal legislations of international labour law, and how they
interact with the broader international legal framework
CO4: Undertake detailed analysis of national initiatives on child labour laws and role of IPEC on
elimination of child labour.
Course Pre-requisites: International Business and Law
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Units Detailed Syllabus Contact CO
hours
Unit-1 International Law and Organization: A Basic Framework: 10Hours CO1
International Labour Organization (ILO) – History – Objectives –
Structure - Functions – Mission - Declaration on Fundamental
Principles and Rights at Work - International Technical Cooperation
and the Theory of Functionalism - Critiques of International
Organizations Core Conventions - Employee code of conduct - The
European Union: Regional Supranationalism - Dispute Settlement and
Interpretative Powers Enforcement Techniques. Sovereignty and
Intervention: Humanitarian Intervention and the Responsibility to
Protect Protecting Human Rights Through International Organization-
The WTO and the International Organization of Trade.
Unit-2 INTERNATIONAL LABOUR STANDARDS: Freedom of 9Hours CO2
Association and the Effective Recognition of the Right to Collective
Bargaining - Freedom of Association and Protection of the Right to
Organize Convention, 1948 - Right to Organise and Collective
Bargaining Convention, 1949 - Elimination of all Forms of Forced and
Compulsory Labour - Forced Labour Convention, 1930 - Abolition of
Forced Labour Convention, 1957.
Unit-3 INTERNATIONAL LABOUR LEGISLATION: Definition and 10Hours CO3
evolution of the international labor law - Purpose of international labor
law - Global Instruments of international labor law - Regional
instruments of international labor law - Other regional instruments
within Europe-American instruments - African instruments. Minimum
Wages Act, 1948- National floor level minimum wages – Revisions of
Basic Minimum Wage and Scheduled Employments- Payment of
Wages Act, 1936 – Payment of Wages (Amendment) Act, 2017 – Mode
of Payment of Wages.
Unit-4 CHILD LABOUR LAW: The International Programme on the 10Hours CO4
Elimination of Child Labour (IPEC) – Introduction - Attitudes towards
child labour - Types of work that children do - Child labour in the
developed world - The Worst Forms of Child Labour - Education and
Child Labour - Actions of Governments and International
Organizations, Employers’ Organizations, Trade Unions, Non-
Governmental Organizations, Provisions and violation of Child Labour
(Prohibition and Regulation Act) 1986. - Right of Children to free and
compulsory education Act, 2009-Juvenile Justice (care and Protection
of Children) Act, 2015-Prohibition of Child Marriage Act. - National
initiatives on child labour.
Reference Books:
1. Child Labour A textbook for university students, International Labour Office, 2004.
2. International Labor Organization by Jean – Michel Servais by Kluwer Law
International
2011.
3. International Labour Law by Barbara J. Fick, Associate Professor of Law, University
of
Notre Dame Law School, US
4. Human Rights and Labor Solidarity: Trade Unions in the Global Economy by Susan
L.
KangUniversity of Pennsylvania Press, 2012
5. Human Rights, Labor Rights, and International TradeBy Lance A. Compa; Stephen F.
Diamond University of Pennsylvania Press, 1996
6. International Labor Legislation by Iwao Frederick AyusawaAms Press, 1969
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FOURTH SEMESTER
Course Title : STRATEGIC MANAGEMENT

Course Description:
The Strategic Management course is designed to explore an organisation’s vision, mission,
examine principles, techniques and models of organizational and environmental analysis, discuss
the theory and practice of strategy formulation and implementation such as corporate governance
and business ethics for the development of effective strategic leadership.
1. allow students to examine strategic management processes and to encourage debate,
discussion and reflection.
2. provide in depth understanding of external and internal factors for strategic formulation and
choice.
3. develop the strategic thinking and decision making abilities of students, especially in relation
to understanding the application of various strategies in different situations.
4. provide in depth understanding of strategic implementation and control.
CO1: Describe the practical and integrative model of strategic management process that defines
basic
activities in strategic management
CO2: Apply the knowledge gained in analyzing the competitive situation and strategic dilemma in
dealing with dynamic global business environment.
CO3: Distinguish the grand strategies & demonstrate the knowledge and abilities in formulating
suitable strategies and making strategic plans.
CO3: Evaluate challenges faced by managers in implementing and evaluating strategies based on
the
nature of business, industry, and leadership differences.
Course Pre-requisites: analytical, budgeting, and business planning abilities. Good
communication, computer and Internet skills.
LTP: 3:1:0
Course type: HC
Contact Hours: 52
Contac CO
t hours
Unit-1 Introduction of Strategic Management: meaning, nature, importance 13
CO1
and relevance. The Strategic Management Process: – Corporate, hours
Business and Functional Levels of strategy. Vision, mission and
purpose –Business definition, objectives and goals – Stakeholders in
business and their roles in strategic management. Relationship
between a Company’s Strategy and its Business Model. Balance
scorecard.
Unit-2 External and Internal Analysis: The Strategically relevant 13 CO2
components of a Company’s External Environment Analysis, hours
Industry Analysis - Porter’s Five Forces model – Industry diving
forces – Key Success Factors. Analyzing a company’s resources and
competitive position - SWOT analysis – Value Chain Analysis –
Benchmarking.
Unit-3 Competitive Strategies: Generic Competitive Strategies: Low cost, 13 CO3
Differentiation, Focus. Grand Strategies: Stability, Growth hours
(Diversification Strategies, Vertical Integration Strategies, Mergers,
Acquisition & Takeover Strategies, Strategic Alliances &
Collaborative Partnerships), Retrenchment, Outsourcing Strategies.
Tailoring strategy to fit specific industry – Life Cycle Analysis -
Emerging, Growing, Mature & Declining Industries. Portfolio
Analysis: BCG Matrix – GE 9 Cell Model.
Unit-4 Strategy Implementation and control- Strategy implementation; 13 CO4
Organization Structure – Matching structure and strategy. Behavioral hours
issues in implementation – Corporate culture – Mc Kinsey’s 7s
Framework. Functional issues – Functional plans and policies –
Financial, Marketing, Operations, Personnel, IT. Strategy Evaluation
– Operations Control and Strategic Control
Text Books:
1. Crafting and Executing Strategy - Arthur A. Thompson Jr., AJ Strickland III, John E Gamble,
18/e, Tata McGraw Hill, 2012.
2. Strategic Management: Analysis, Implementation, Control – Nag A, 1/e, Vikas Publications,
2011.
3. Strategic Management : An Integrated Approach - Charles W. L. Hill, Gareth R. Jones, Cengage
Learning.
4. Strategic Management - Kachru U, Excel Books, 2009.
5. Strategic Management: Concepts and Cases - David R ,13/e, PHI Learning Pvt. Ltd, 2011.
6. Strategic Management: Building and Sustaining Competitive Advantage- Robert A. Pitts &
David Lei, 4/e, Cengage Learning.
7. Essentials of Strategic Management - Hunger, J. David, 5/e, Pearson, 2011
8. Strategic Management – SarojDatta, jaico Publishing House, 2011.
9. Business Environment for Strategic Management – K Ashwathappa and G. Sudarsana
ReddyHimalaya Publishing House Pvt. Ltd.,.2017
10. Contemporary Strategic Management-, Grant, 6/e, Wiley India. 2012.
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Course Title : Major Project

Finance Specialization
Course Title: INTERNATIONAL FINANCIAL MANAGEMENT
Course Description:
This course is designed to create awareness among the students about the Foreign Exchange Markets,
Instruments, exchange rate quotations, forecasting of foreign exchange rate, determination of
exchange rates in spot markets and forward markets.The course enables the students to prepare
Balance of Payments (BOP) considering the factors that influence international trade and capital
flows, evaluate international projects using international capital budgeting and to hedge foreign
exchange exposure in an MNC.
1. understand the components of BOP and various International business methods and payment
methods.
2. knowForeign Exchange Market and Instruments and forecast foreign exchange rate.
3. analyse Foreign Exchange Exposure and to Hedge Foreign Exchange Exposure in business.
4. understand International Parity Relationships and procedure for evaluation of international
projects.
CO1: prepare BOP and understand various International business methods and payment methods.
CO2: forecast foreign exchange rate and use Foreign Exchange Market Instruments.
CO3: measure Foreign Exchange Exposure and Hedging Foreign Exchange Exposure.
CO4: evaluate projects using International Capital Budgeting and Parity Relationships.
This course requires knowledge of Corporate Finance and capital budgeting. Awareness of basic
information about Foreign Currencies, Foreign Exchange Markets and International Business
Environment are required. Basic mathematics that includes multiplication, cross multiplications,
division, etc.for working out the problems.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 International Dimensions of Financial Management: International 9Hours CO1
financial Environment- The Importance, rewards & risks of international
finance, Goals of MNC, International Business methods, Exposure to
international risk, International Monetary system, Multilateral financial
institution, International Flow of Funds: Balance of Payments (BOP),
Fundamentals of BOP, Accounting components of BOP, BOP,
equilibrium & disequilibrium, trade deficits, factors affecting
International Trade and capital flows, Agencies that facilitate
International flows, International payments methods. (Problems on BOP)
Unit-2 Foreign Exchange Market and Instruments: Function and Structure of 10Hours CO2
the Forex market, Swift Mechanism, Exchange rate quotations,
Forecasting Foreign Exchange rate, Factors effecting foreign exchange
rate, Determination of exchange rates in spot markets and forward
markets, Types of exchange rates, Exchange rate behavior, Exchange rate
equilibrium, Cross Rates, Arbitrage profit in foreign exchange markets,
Triangular and locational arbitrage. International Bond & Equity market,
International Financial Instruments: GDR, ADR. (Theory and Problems)
Unit-3 Foreign Exchange Risk Management: Foreign Exchange exposure: 10Hours CO3
Management of Transaction exposure, Management of Translation
exposure, Management of Economic exposure, Management of political
Exposure, Management of Interest rate exposure. Hedging against foreign
exchange exposure – Forward Market - Futures Market - Options Market
- Currency Swaps - Interest Rate Swap (two ways and three ways) - Cross
currency Swaps. (Theory and Problems)
Unit-4 International Parity Relationships & Capital Budgeting: Purchasing 10Hours CO4
Power Parity, Interest Rate Parity - Covered Interest Arbitrage,
Uncovered Interest Arbitrage, International Fisher effects. International
Capital Budgeting: Concept, Evaluation of a project, Factors affecting,
Risk Evaluation, Impact on Value, Adjusted Present Value Method.
(Theory and Problems)
Reference Books:
1. International Financial Management,Apte P. G., 7/e, Tata McGraw Hill Education (India)
Private Limited, 2014.
2. International Financial Management, VyupthakeshSharan, 6/e, PHI Learning Private Limited,
2012.
3. International Financial Management (Text and Cases), V. K. Bhalla, 1/e, S. Chand and
Company Private Limited, 2014.
4. Fundamentals of International Financial Management, S. Kevin, 1/e, PHI Learning Private
Limited, 2009.
5. International Financial Management, MadhuVij, 3/3, Excel Books, 2010.
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4
Course Title: PROJECT APPRAISAL, PLANNING & CONTROL

Course Description:
This course introduces the students to sources of project ideas, Technical, Market and Demand
analysis to find out the feasibility of project. The course enables the students in planning the project
and scheduling the activities using Gantt Charts and Network Techniques, evaluation of Projects using
capital budgeting and risk analysis of project implementation. The course also provides knowledge to
prepare detailed project reports, implementation of projects, control of in process projects and carrying
out post completion audits.
1.know the sources of project ideas and feasibility analysis of the project.
2.equip with project scheduling process and evaluate & review projects using Gantt Charts, PERT and
Critical Path Method.
3.know the statistical techniques of risk evaluation used in capital budgeting.
4.understand the post completion audit and abandonment analysis of a project.
CO1: generate project idea and employ technical, market and demand analysis to study the feasibility.
CO2: analyze project schedules & review projects using Gantt Charts, PERT and Critical Path
Method.
CO3: evaluate risk associated with projects in appraising of projects.
CO4: control of in-process projects, carry on post completion audits and abandonment analysis.
This course requires knowledge about Corporate Finance, Capital Budgeting Techniques, Quantitative
Techniques, Networking techniques, basic mathematics that includes multiplication, cross
multiplications, division, Standard deviation etc.
LTP:2:1:0
Course type: SC
Contact Hours:39
Contact CO
Unit-1 Project Formation and Management: Project Management - Overview - 9Hours CO
Generation of project ideas, Technical, environmental and Social Analysis, 1
Market and Demand Analysis, Economic and Financial Analysis. Project
Planning: Attributes of good plan, Human aspects of Project Planning.
Unit-2 Project Planning And Scheduling: Project scheduling process, Gantt 10Hour CO
Chart, Critical Path Method, Programme Evaluation & Review technique, s 2
Crashing of Project Network. (Theory and Problems)
Unit-3 Project Appraisal: Overview of Capital Budgeting Decisions. Application 10Hour CO
of Capital Budgeting Techniques in Project Evaluation, Risk analysis in s 3
capital Budgeting – Statistical techniques of risk evaluation used in capital
budgeting, Formulation of Detailed Project Reports, Cost of project.
Unit-4 Project Completion and Evaluation: Managing Transition from Project 10Hour CO
to Operations, Prerequisites of successful project implementation, Control s 4
of in-process projects, Post completion audits, Abandonment Analysis,
Integrated Project Management Control System, Managing E-Projects,
Future of Project Management. (Only Theory)
Reference Books:
1. Projects (Planning, Analysis, Selection, Financing, Implementation, and Review), Prasanna
Chandra, 9/e, Tata McGraw Hill Education (India) Private Limited, 2019.
2. Project Management and Appraisal, SitangshuKhatua, 1/e, Oxford University Press, 2011.
3. Project Appraisal and Management, RashmiAgarwal and Yogieta S Mehra, 1/e, Taxmann’s
Publications, 2017.
4. Construction Project Management, Planning, Scheduling and Control, K K Chitkara, 18/e, Tata
McGraw Hill Publishing Company Limited, 2009.
5. Project Management: Small Steps Towards a Big Journey, Vasant Desai, 4/e, Himalaya
Publishing House, 2013.
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Course Title: MANAGING BANKS & FINANCIAL INSTITUTIONS

Course Description:
This course introduces the students to structure and functioning of commercial banks, Banking
Technology used by banks and recent trends in banking. The course enables the students to know
various Lending policies and Schemes of banks and financial institutions, types of documents used for
lending and banking regulations. Treasury risk management methods are useful to minimize the
treasury risk of banks
1. know the structure of commercial banks and their role in socio economic development.
2. understand credit process, lending policies and schemes.
3. know about multilateral financial institutions and the functions of investment banks.
4. identify treasury risk of a bank different methods of risk management.
CO1: use banking technology in development of the business.
CO2: identify suitable forms of bank advances and required documents to be submitted for loans.
CO3: analyse the functions and structure of investment banks and their lending policies.
CO4: exercise Asset Liability Management in banks and various methods to minimize treasury risk.
This course requires basic knowledge about risk, banking and banking regulations.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Structure of Banking in India: RBI- Functions – Commercial banks- 9Hours CO1
structure and functions of commercial banks- Role of commercial banks
in socio economic development. Monetary system - Sources of funds -
Quantitative and qualitative measures of credit control. Banking
Technology- Concept of Universal Banking- Home banking–ATMs -
Internet banking – Mobile banking-Core banking solutions – Debit,
Credit and Smart cards– Electronic Payment systems- MICR- Cheque
Truncation-ECS- EFT – NEFT-RTGS. Banking sector reforms, Bank
performance analysis and resent trends in Banking.(Theory)
Unit-2 Lending policies and Schemes: Establishing banks’ lending policies 10Hour CO2
under changing socio-economic and legal environment –types and s
Forms of bank advances – Principles of credit management- Credit
process – types of documents used for lending – Modes of creating
charge – credit delivery and legal aspects of lending. Lending Schemes:
Socio – Economic and poverty alleviation programmes/Self-
employment schemes: DRI, IRDP,SEEUY,SEPUP, Micro Financing -
Housing Finance- Agriculture finance - Loan syndication - Federal
Financing.
Unit-3 Investment Banking and financial institutions: Investment banking: 10Hour CO3
difference between investment bank and traditional banks, structure of s
an investment bank- Functions investment banks - types of groups
within the investment banking division- Public Policy and MFIs:
Banking regulation - multilateral institutions - Financial Institutions
Banking institutions- non-banking financial companies - mutual funds -
insurance organizations - development finance institutions.
Unit-4 Treasury and Risk management: Treasury Risk Management 10Hour CO4
Methods –types of risks -Various components in treasury risk s
management, treasury management organisation and market risk
management policy. Asset Liability Management in Banks -ALM as
coordinated balance sheet management, ALM system in banks and
ALM information system, ALCO responsibilities, ALM support group
and interest sensitivity.
Reference Books:
1. Banking and Finance: Theory, Law and Practice, Gomez Clifford, PHI Learning Pvt. Ltd., 2011
2. Investment Banking- Concepts, Analysis and cases, Pratap G Subramanyam, 3/e, Tata McGraw
Hill,2017.
3. Financial Markets and Services – Gordon & Natarajan, 10/e, Himalaya publishing, 2016.
4. Management of Banking and Financial services, Padmalatha& Justin Paul, 4/e, Pearson
publications,2017.
5. An Introduction to Derivatives & Risk Management, Don M. Chance and Robert Brooks, 10/e,
Cengage Learning, 2016.
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Marketing Specialization
Course Title : MARKETING RESEARCH

Course Description: The main objective of this course is to equip students with the key concepts and
methods of marketing research, and allow student to understand how to apply those tools to solve real-
life business problems
Course Objectives:
1. To familiarize students with basic of Marketing research and the research process.
2. To enable the students in conducting research work and formulating research synopsis and report.
3. To familiarize participants with Statistical packages such as R, SPSS and EXCEL.
4. To impart knowledge for enabling students to develop data analytics skills and meaningful
interpretation to the data sets so as to solve the business/Research problem.
CO1: Develop understanding on various kinds of research, objectives of doing research, research
process, research designs and sampling.
CO2: Have basic knowledge on qualitative research techniques
CO3: Have adequate knowledge on measurement & scaling techniques as well as the quantitative
data analysis
CO4: Have basic awareness of data analysis-and hypothesis testing procedures
Course Pre-requisites: Basic knowledge about research and Marketing
LTP: 2 1 0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction: Marketing research – Scope – Applications and 9 Hours CO1
Limitations – Marketing Research scenario in Indian Corporate
sectors. Research Process – Formulating research problem –
Exploratory designs – Descriptive designs - Longitudinal and cross-
sectional Analysis - Qualitative research techniques – a) Based on
questioning: Focus groups, Depth Interviews, Projective techniques.
b) Based on observations: ethnography, grounded Theory, participant
observation Causal research – Basic experimental designs – internal
and external validity of experiments.
Unit-2 Data Collection: Primary data – Questionnaire design - 10Hours CO2
Administration and analysis considerations in design - Attitude
measurement – scaling techniques. Observation method of primary
data collection. Web based primary data collection – issues of reach,
analysis, accuracy, time and efficiency. Sampling – sampling
methods – sampling and non-sampling errors – Sample size
calculation (Numericals expected) – population and sample size -
large and small samples - practical considerations in determining
sample size.
Unit-3 Statistical Analysis with packages: Parametric tests: Test for 10Hours CO3
parameters of Normal population (one sample and two sample
problems) student’s t-test, F-test, chi-square test and Analysis of
Variance (ANOVA). Non-Parametric tests: One sample: Sign test,
signed rank test, Kolmogrov-Smirnov test, run test. Two sample
problem: Wilcoxon-Mann-Whitney test, Median test, Kruskal–
Wallis.
Unit-4 Data Visualization and Report Presentation: Visualization, 10Hours CO4
exploration and extracting data summary statistics and their
interpretation- Types of Diagram-one dimensional-two-dimensional.
Report preparation – Report format – types of report – Principles of
report writing – Graphs and Tables – Oral presentation – Ethics in
marketing research.
Reference Books:
1. Marketing Research- Burns & Veeck, .9/e, Pearson Education,2020.

2. Marketing Research –An Applied Orientation- Naresh K. Malhotra,.7/e, Pearson
Education,2019.
3. Marketing Research: Text and Cases-Rajendra Nargundkar,4/e, McGraw Hill publication
ltd,2019.
4. Marketing Research- Steve D'Alessandro, Hume Winzar, Ben Lowe, William
Zikmund,5/e, Cengage publication,2020.
5. Marketing Research with IBM SPSS Statistics: A Practical Guide-Karine Charry, Kristof
Coussement, Nathalie Demoulin, Nico Heuvinck, Routledge,2016.
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Course Title : INTERNATIONAL MARKETING
Course Description: This course attempts to enable students develop an advanced
understanding of the international marketing environment, the international marketing mix,
and international marketing strategy.
1. Gain knowledge paradigms in international marketing to gain insights into similarities/differences
across cross-cultural markets and their marketing implications.
2. Gain an understanding of international marketing effort related to market entry and marketing mix
strategies.
3. Understand the need to appreciate the designing and managing in international marketing
programs in consumer markets.
4. Acquaint with different skills and systems required to implement marketing strategies across
country borders.
CO1: Develop strategies to remove cultural biases and understandings from the equation in
assessing foreign values, wants and needs.
CO2: Analyze, discuss, describe, and demonstrate the marketing processes and strategies that
firms utilize when marketing their products in foreign countries.
CO3: Analyze, discuss, describe, and demonstrate the marketing processes and strategies that
firms utilize when marketing their products in foreign countries.
CO4: Acquire skills and systems to implement marketing strategies in international markets.
Course Pre-requisites: Basic Knowledge of International Markets
LTP: 2 1 0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction: Nature, and scope of international marketing; International 9 Hours CO1
Marketing vs. Domestic Marketing, International market orientation and
involvement; International marketing management process- an overview,
International marketing information system. International Marketing
Environment: Influence of physical, economic, socio - cultural, political
and legal environments on international marketing decisions; Global
trading environment and developments- classical trade theories and
modern trade theories. International Market Segmentation, Selection and
Positioning; Screening and selection of markets.
Unit-2 International Marketing Decisions: Market Selection and Entry 10Hours CO2
Decisions; Product Strategy for International Markets – Standardization
Vs. Adoption; Branding Decisions; International Product life cycle,
Developing New Products for International Market; International Pricing –
Concept, Significance, Factors and Methods; Counter-trade as a Pricing
Tool – Types of Counter-trade Problems; Involved in Counter-trading;
Dumping. International market entry strategies –Exporting, licensing,
contract manufacturing, joint venture, setting - up of wholly owned
subsidiaries aboard (Different Entry Modes and Market Entry Strategies).
Unit-3 International Distribution System : Channel of Distribution Structures; 10Hours CO3
Distribution Patterns; International Channel of Distribution Alternatives;
Factors Affecting Choice of Channels; Locating, Selecting and Motivating
Channel Members; International Logistics; Foreign Freight Forwarder;
International Advertising – Challenges Involved in International
Advertising; Media Planning and Factors Considered in it; International
Communication Process; International Advertising and Internet.
Unit-4 International Organisation Structure and Control : Structures and 10Hours CO4
Alternatives of Organisation Structure; Choice Criteria; Financial
Requirements for International Marketing; Coordination and Control of
International Marketing Operations; Cooperative International Marketing–
Main Features, Objectives, Advantages and Limitations.
Reference Books:
1. Global Marketing -Keegan, Warran J. and Mark C. Green,10/e, Pearson,2020.

2. International Marketing-Cateora, Phillip R. Grahm, John L. and Prashant Salwan, Tata
McGraw Hill,2020.
3. Czinkota, Michael R. and Illka A. Ronkainon, International Marketing, 10/e ,Cengage
Learning,2013.
4. Global Marketing Management-Masaaki, Kotabe, Kristiaan Helsen, 8/e, John Wiley &
Sons, Limited, 2020
5. International Marketing-Daniel W. Baack, Barbara Czarnecka, Donald,2/e, Sage
publications ltd,2019.
6. Rajagopal, International Marketing, Vikas Publishing House.
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Course Title : INTEGRATED MARKETING COMMUNICATION

Course Description: This course attempts to enable students examine the process by which
integrated marketing communications programs are planned, developed, executed and measured.
1. Understand the concept of integrated marketing communication, understand the marketing
process, role of advertising and promotion in an organization.
2. Understand the role of marketing agencies, the services they perform and media planning,
evaluation in advertising.
3. Understand the concept of international advertising, different types and their application
globally.
4. Measure the effectiveness of advertising and its responsibility towards society with campaigns
through case studies in Indian context.
CO1: Know the process of marketing and importance of advertising and promotion in organization
to market its product, service, ideas etc., is learned and is understood.
CO2: Acquaint with the sources of media information, characteristics of media and key media
decisions are were discussed and understood.
CO3: Understand the scope of International advertising from internet advertising, industrial
advertising and special issues in advertising.
CO4: Understand the effectiveness of advertising and its social responsibility with campaigns
through Case studies.
Course Pre-requisites: Basic knowledge about advertising and other promotional tools.
LTP: 2 1 0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction of IMC: Concept and Process of Integrated Marketing 9 Hours CO1
Communications, Role of IMC in marketing process, Elements of IMC-
Advertising – Role, Classification of advertising, types of advertising
campaigns. Sales Promotion-Different types of Sales Promotion,
relationship between Sales promotion and advertising. Publicity –
Types of Publicity, relationship between advertising and publicity.
Public Relations – Types of PR, Personal Selling (Meaning and steps);
Direct marketing, Event Management.
Unit-2 Advertising& Media Planning: Advertising Agency, Type of 10Hours CO2
agencies, Services offered by various agencies, Criteria for selecting the
agencies and evaluation. Advertising objectives and Budgeting: Goal
setting – DAGMAR approach, various budgeting methods used. Media
planning: Developing Media plan, Problems encountered, Media
Evaluation-Print, Broadcast media, Support media in advertising. Media
strategy: Creativity, Elements of creative strategies and its
implementation, Importance of Headline and body copy.
Unit-3 International Advertising: Global environment in advertising, 10Hours CO3

Decision areas in international advertising: Internet advertising:
Meaning, Components, Advantages and Limitations, Types of Internet
advertising. Industrial advertising: B 2 B Communication, Special
issues in Industrial advertising.
Unit-4 Monitoring, Evaluation and control: Measurement of advertising 10Hours CO4
effectiveness – various methods used for evaluation, Pre-testing, Post
testing. Ethics and social responsibility in advertising campaigns. Case
studies in Indian context.
Reference Books:
1. Advertising, Promotion, and other aspects of Integrated Marketing Communications-J. Craig
Andrews , Terence A. Shimp,10/e, Cengage , 2018.
2. Integrated Advertising, Promotion, and Marketing Communications, Kenneth E Clow, Donald E
Baack, 8/e, Pearson Education, 2018.
3. Advertising and Integrated Marketing communications-Belch and Belch – Tata McGraw Hill,
9/e, 2014.
4. Integrated Marketing Communication: Advertising and Promotion in a Digital World
5. By Jerome M. Juska,Routledge,2017.
6. Advertising & Integrated Brand Promotion - O’Guinn, Allen, Semenik, 7/e, Cenage Learning,
2014.
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Human Resource Specialization
Course Title : INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Course Description:
The course emphasizes the value and process of strategic management. In addition to familiarizing
students with new subject matter, students are expected to integrate and apply their prior learning to
strategic decision making in organisations.
Course Objectives:
The objective of this course is to enable students to:
1. understand the role of HRM in international context.
2. Understand the HR practices in Global Market.
3. Build an insight towards need and process of training and development.
4. Understand international institutions labour market regulations and other HRM practices.
Course Outcomes:
CO1: Understand opportunities, issues and challenges pertaining to IHRM.
CO2: Identify and include international human resource by recruiting, selecting and then appraising
them.
CO3: Analyze and apply advance training needs in a global setup.
CO4: Evaluate the effectiveness of particular HRM policies and practices in different national and
organizational setups.
Course Pre-requisites: Basics of Human Resource Management in global prospective.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contac CO
t hours
Unit-1 Introduction to IHRM 10 CO
Approaches to IHRM, Difference between IHRM and Domestic hours 1
HRM, Reasons for emergence of IHRM, Models of IHRM,
Organizational Structure in MNC Cultural issues in IHRM,
International expansion strategies, The Challenges of International
Human Resource Management.
Unit-2 Recruitment, Selection and performance management in 10 CO
International context hours 2
International Managers- parent country nationals, third country
nationals, host country nationals, advantages and Disadvantages of
different selection methods, recruitment methods at international
level, Selection criteria and techniques, interviews for international
selection, international staffing issues. Performance management
cycle, model, appraisal of expatriate, third and host country
employees, issues and challenges in international performance
management.
Unit-3 Training and development and compensation management in 10 CO
international context hours 3
Training & development of international staff, types of expatriate
training, HCN training, repatriate training knowledge transfer in
multinational companies.
Current scenario in international training and development.
Objectives of International compensation, Key components of
international compensation, Approaches to international
compensation, compensation practices across the countries.
Unit-4 International Labour Relations 9 hours CO
Key issues, response of labour unions to MNCs, HRM practices in 4
different countries-Japan, USA, UK, Turkey, Middle East, India and
China.
Text Books:
1. International Human Resource Management- Monir H. Tayeb,Oxford University Press,
2005.
2. InternationalHumanResourceManagement-PeterJ.Dowling,DeniceE.Welch, Cengage
Learning.4/e,
3. International Human Resource Management-AswathappaK,SadhnaDas, 2/e, 2017.
4. International Human resource Management–RaoP.L,ExcelBooks, 2010.
5. International Human Resource Management, S.C. Gupta, Laxmi Publications,1/e, 2014
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Course Title : TEAM DYNAMICS AT WORK

Course Description:
This course addresses social and organisational aspects of working in teams in research contexts. It
provides an introduction into group dynamics and social psychology of teamwork, covering topics
such as group development and maturity, creativity and idea generation in groups, conflict and trust.
1. Understand importance of teams and teamwork in organizations
2. Identify and develop personal skills to become a more effective team member
3. Develop practical skills for leading and motivating team members
4. Build strategies for coping with team challenges.
Course Outcomes:
CO1: Understand importance of teams and teamwork in organizations
CO2: Identify and develop personal skills to become a more effective team member
CO3: Develop practical skills for leading and motivating team members
CO4: Build strategies for coping with team challenges.
Course Pre-requisites: Leadership and Human Resource Management
LTP: 2:1:0
Course type: SC
Contact Hours: 39 hours
Contact CO
Unit-1 Introduction: Communication skills, The communication processes, 10 hours CO1
Importance of team communication skills, benefits of effective team
communication - Negotiation skills and Strategies for team building –
Team morale, conflict resolution in teams - The Importance of team
work, Team Dynamics vs. Group Dynamics-Types of Work Teams
(functional, cross-functional, virtual, problem-solving, self-managed)-
Team Spirit, facilitation and collaboration - Impact of Team dynamics
on performance
Unit-2 Collaborative decision making: 10 hours CO2
Framing the problem, Brainstorming, generating alternatives, evaluating
alternatives and choosing the one, Implementing the one, Evaluation
and corrective measures -Team composition, formation and
development - Forming and leading powerful teams – Forming,
Storming, Norming, Performing, Adjourning.
Unit-3 Group Dynamics at work: Team performance and Motivation – Team 10 hours CO3
conflict and leadership – Team decision making- Discovering the
interpersonal orientation through FIRO-B – Competitive vs
collaborative behaviour, developing collaboration. Multi-ethnic and
multicultural Teams - Multiculturalism at the workplace, Work force
diversity at the workplace. - Team Challenges and Discrepancies - Role
ambiguity, Multiple reporting lines, Power battles, Lack of empathy,
Lack of recognition and appreciation, Lack of Leadership.
Unit-4 Motivating and Engaging team members – Leadership, 9 hours CO4
Communication, Authority, Responsibility, accountability, Effective
conflict resolution, Training and Development, Recognition and
Appreciation, Rewarding and Awarding
Experiential learning methodologies – T-group sensitivity training –
encounter groups – Appreciate enquiry - Discovering facets of
interpersonal trust through Johari window.
Reference Books:
1. Group Dynamics for Teams, Daniel Levi, Cal poly, San Luis Obipo- SAGE
Publications – 2e, 2007.
2. Individuals and Groups in Organizations, Bobbie Turniansky, A Paul Hare- SAGE
Publications
3. Group Dynamics for Teams, Daniel Jay Levi, SAGE Publications – 5e, 2007.
4. Group Dynamics for Teams, Daniel J. Levi, 5e, SAGE Publications
5. Group Dynamics and Team Interventions: Understanding and Improving Team
Performance, 1e, Timothy M. Franz , SAGE Publications
6. Leading Teams: Setting the Stage for Great Performances 1st Edition, J. Richard
Hackman, SAGE Publications
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Course Title : HUMAN RESOURCE METRICS AND ANALYTICS

Course Description:
Enable the student to learn techniques in interpreting human capital analytics, solve problems and
evaluate solutions using workforce and HR metrics. Helps to acquire the skills to properly review,
define, measure, and track HR metrics that are aligned to business strategies.
Course Objectives: The objective of this course is to to:
1. The course will enable students to apply analytical tools in understanding the employee
behavior.
2. Understand the importance of HR metrics and analytics in measuring HR’s impact and
drive business results.
3. Identify the right HR metrics, aligning HR and business goals.
4. Turn metrics into analytics for effective management decisions.
Course Outcomes:
The successful completion of this course shall enable the student:
CO1: To understand role of analytics in human resource management.
CO2: To develop knowledge about HR metrics and types of analytics in HR.
CO3: To critically analyze the HR effectiveness and its impact on employee life cycle &
experience.
CO4: To analyze data driven insights out of HR analytics and implementation of predictive
modeling and dashboards in HR.
Course Pre-requisites: basic concepts regarding HR metrics
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contac CO
Units Detailed Syllabus t hours
Unit-1 Introduction to HR Analytics: Evolution of HR analytics, 10 CO1
challenges with HR Analytics, strategic focus on HR Analytics; hours
Common pitfalls of HR Analytics; HR analytics process and skill-set
needed in HR analytics team. Current approaches to measuring HR;
Strategic HR metrics versus Bench marking; HR scorecards &
workforce scorecards; Types of analytics in HR- descriptive,
predictive and prescriptive; HR analytics framework.
Unit-2 Dynamics of HR Metric: People analytics cycle, employee lifecycles 10 CO2
and employee experiences, performance- and succession management; hours
Agile framework; HR value chain; Metrics to measure HR
effectiveness; Factors driving employee turnover, link between
engagement and performance; Competitive edge and HR analytics.
Unit-3 Data analysis, data visualization techniques and effective utilization 10 CO3
using tools; Common pitfalls associated with data visualization; hours
driving insights out of HR analytics.
Unit-4 Decision Making Based on Analytics: Data driven culture in an 9 hours CO4
organization; Implementation of predictive modelling; Importance of
predictability in fulfilling strategic objectives; Effective HR
dashboards.
Reference Books:
1. Edwards, M. & Kirsten Edwards, K. (2016). Predictive HR Analytics: Mastering the HR
Metric. Kogan Page, 2/e, 2019.
2. Isson, J.P. Harriott & J.S. (2016). People Analytics in the Era of Big Data: Changing the Way
You Attract, Acquire, Develop, and Retain Talent. John Wiley & Sons.
3. James, E.R. Business Analytics. UK: Pearson Education Limited, 3/e, 2019
4. Van, Wieren S. (2017). Quantifiably Better: Delivering Human Resource (HR) Analytics
from Start to Finish. Technics Publications LLC.
5. Jac FITZ-ENZ (2010), The New HR Analytics: Predicting the Economic Value of Your
Company's Human.
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Operations Management Specialization
Course Title: TOTAL QUALITY MANAGEMENT

Course Description:
Total quality management (TQM) is a philosophy, methodology and system of tools aimed to create
and maintain mechanism of organization’s continuous improvement. It involves all departments and
employees into improvement of processes and products. It helps to reduce costs and to meet and exceed
needs and expectations of customers and other stakeholders of an organization. TQM encompasses the
concepts of business and social excellence that is sustainable approach to organization’s competition,
efficiency improvement, leadership and partnership. The objectives of this course is to introduce the
main principles of business and social excellence, to generate knowledge and skills of students to use
models and quality management methodology for the implementation of total quality management in
any sphere of business and public sector.
Course Objectives: The objective of this course is to to:
1. understand total quality management with emphasis on their application to technical organizations.
2. know tools and techniques for quality improvement in manufacturing and service industries.
3. quality from a variety of functional perspectives and in the process. teamwork for quality
improvement
4. gain knowledge about product and process control and control charts.
CO1: maintain product quality and control system.
CO2: design and use quality tools.
CO3: implement quality organizations to bring quality culture in the organization.
CO4: use the quality control charts and quality mechanism.
This course requires basic knowledge about theoretical aspects of Production and Operations
Management.
LTP:2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Foundations of Total Quality Management: Components of quality, The 9Hours CO1
total quality management approach, Innovation, design and improvement,
Product quality characteristics and service quality characteristics, Quality
parameters and specific dimensions of quality ,Planning for quality:
Flowcharting, Detailed flow, Process charts and flow diagrams Planning for
just-in-time (JIT) management System design and contents System
documentation, implementation and assessment.
Unit-2 TQM Tools and the Improvement Cycle: Measurement of quality, Costs 10Hours CO2
of quality, Tools and techniques for quality improvement, Statistical process
control, Quality improvement techniques in service industries , Specific
techniques for design, reliability, maintenance and process improvement,
Quality of design Quality of conformance to design, Control of non-
conforming products: Identifying and classifying non-conformance.
Documenting non-conforming products. Re-inspection of repaired and
reworked products, Corrective and preventive action.
Unit-3 The Quality Organization within an Organisation: People and the 10Hours CO3
organizational structure, Responsibilities and performance management, the
relationship between the quality organization and top management, Culture
change through teamwork for quality improvement, implementing
teamwork for quality improvement: the DRIVE model.
Unit-4 Quality Control: Introduction to Quality Control, process Control and 10Hours CO4
Product Control, Chance and Assignable causes of Quality variation,
Advantages of Shewhart control charts, Process Control charts for variables,
X, R and sigma charts, fixation of control limits.
Reference Books:
1. Quality and Performance Excellence: Management, Organization and Strategy, James R

Evans, 5/E, Thomson South-Western, 2008.
2. Quality Management: Introduction to Total Quality Management for Production,
Processing, and Services, David L. Goetsch and D.L. and Stanley Davis, 5/e, Pearson
Prentice Hall, 2006.
3. Total Quality Management: Text with Cases, John S. Oakland, 3/e, Butterworth
Hienemann Oxford, 2003.
4. Strategic Operations Management, Steve Brown, John Bessant and Richard Lamming, 3/e,
Routledge Taylor and Francis Group, 2013.
5. ISO 9000 Quality Systems Handbook, David Hoyle, 7/e, Routledge, 2017.
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Course Title: SOURCING MANAGEMENT

Course Description:
In today’s fast moving, competitive environment, all major projects need to be aligned with corporate
objectives. Sourcing management has the potential to deliver significant benefits, but large projects
require substantial effort and often result in considerable change in the organisation. These projects
demand resources and management attention that, depending on corporate priorities, may be better
directed elsewhere. Good contracts often flounder because alignment with the corporate operating model
is not adequately addressed. All of these factors should be considered prior to initiating sourcing
activities. Strategic sourcing is an instrument for flexibility.
Course Objectives:
The objective of this course is to enable students to:
1. understand the impact of sourcing on profitability and providing competitive advantage to the
organization.
2. gain appreciation of industry & cultural factors that Sourcing has to deal with locally and globally, for
developing appropriate strategies.
3. recognize the scope of systematic strategic sourcing processes and effectiveness of cross functional
team working.
4. appreciate the role of Sourcing function in the areas of New Product Development, Acquisition of
Capital Equipment and identifying New Technology, harnessing IT Systems for ensuring sustained
growth to business.
Course Outcomes:
CO1: understand the importance of sourcing and its relation with other departments.
CO2: evaluate the vendor based on the sourcing characteristics mainly the supply parameters.
CO3: implement material pricing strategies and the concept of negotiations in the business.
CO4: acquire the insights of global sourcing and its legal aspects.
Course Pre-requisites: This course requires knowledge about theoretical aspects of Supply Chain
Management and Production and Operations Management.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit- Introduction to Sourcing fundamentals: The Sourcing Process, Sourcing 9Hours CO1
1 objectives Responsibilities of Sourcing Relationship with other
Departments, Cross Functional Teams in Sourcing Price and Pricing Issues,
Strategic Sourcing, Aligning supply management and enterprise objectives,
Types of supply management strategies, Evolving sourcing strategies,
Portfolio management. Management of inventories, Supply management
organization and structure. Sourcing vs Procurement, Sourcing activities.
Purchasing, Purchasing Cycle, Characteristics of a Purchasing Manager,
Risks to be considered by Purchase Manager. Make or Buy Decision:
Unit- Evaluating Suppliers' Efficiency: Vendor Rating, Selection and 10Hours CO2
2 Development: Need for Measuring Supplier Performance, Categories of
Suppliers, Supplier Evaluation and Selection Process, Vendor Rating
process, Factors Affecting the Selection of Optimal Suppliers or Vendor
Rating, Suppliers Evaluation Methods/ Vendor Rating Methods, Advantages
of Vendor/Supplier Rating. Vendor Process Capability and Material
Handling: Introduction to Process Capability, Characteristics of Vendor
Process Capability, Handling the Vendor Process Capability, Advantages of
Vendor Process Capability.
Unit- Price Determination and Negotiation: Objectives of Pricing, Factors 10Hours CO3
3 Influencing Pricing, Types of Pricing Strategies, Negotiation in sourcing:
Meaning of Negotiation, Negotiation framework, Negotiation planning
Power in negotiation, Examples of Negotiation, Types of Negotiations, The
Process of Negotiation, Skills for Successful Negotiating, and Obstacles to
Negotiation. Concessions, Comprehensive global negotiation skills and
enhanced cultural understanding, Impact of electronic media on
negotiations, Contract Management Elements of a contract, Types of
contracts, Long-term contracts in alliances and partnerships, Strategic cost
management: Price analysis; Cost analysis techniques: Total Cost of
Ownership; Collaborative approaches to cost.
Unit- Legal Aspect of Purchasing Management and Global Sourcing: An 10Hours CO4
4 Introduction, The Indian Contract Act, 1872, GST, Law of Carriage of
Goods. Public Purchasing: Procurement Process, Fundamental Principles of
Public Buying; Tendering: Introduction, Terminologies used in Tendering,
Tendering Process, e–Tendering. Worldwide sourcing: From domestic
buying to international purchasing; Global Sourcing, Developing a
worldwide sourcing program.
Reference Books:
1. Purchasing and Supply Management, Michiel Leenders, P. Fraser Johnson and Anna
Flynn, 14/e, McGraw-Hill Education, 2010.
2. Purchasing and Supply Chain Management, Monczka, Hadfield, Guinepero and Patterson,
6/e, Cengage Learning, 2016.
3. World Class Supply Chain Management: The Key to Supply Chain Management, David N.
Burt and Donald W. Dobler, 7/e, Tata Mc Graw Hill, 2003.
4. Toyota Supply Chain Management, Ananth V. Iyer, Sridhar Seshadri & Roy Vasher, Tata
McGraw Hill Education Private Limited, 2009.
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Course Title: MANAGEMENT OF MANUFACTURING SYSTEMS

Course Description:
Manufacturing is the organized activity devoted to the transformation of raw materials into marketable
goods. This course introduces the viewer to the concepts of Manufacturing Systems Management. The
course primarily addresses Cellular Manufacturing, JIT systems, Synchronous manufacturing and
Flexible manufacturing. Topics such as cell formation, cell scheduling, JIT systems, TOC principles,
Loading and scheduling in Flexible manufacturing are addressed. Manufacturing Systems Management
is a discipline built upon a collection of methodological tools brought together to effect an integrated or
"total" approach to problem-solving in manufacturing engineering and management, with productivity
improvement as its overall objective.
1. achieve maximum productivity through the design, improvement and installation of integrated
systems of human, machine and equipment.
2. translate designs into economical, environment friendly and reusable products rather than with
the fundamental mechanics of design.
3. provide the theoretical and intellectual framework that can be focused more in particular to the
area of interest.
4. maintain and incorporates inputs from a variety of disciplines, while maintaining the engineer's
familiarity and grasp of physical processes.
Course Outcomes:
CO1: analyze the requirements of manufacturing systems and its challenges.
CO2: gain familiarity of algorithms and models that are necessary for manufacturing management.
CO3: apply the modelling techniques of operator allocation planning in OKP (one of a kind production).
CO4: acquire the knowledge of JIT, Kanban systems in manufacturing sector a case of TOYOTA.
Theoretical aspects of Supply chain Management and production and operations management.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction to Manufacturing System: The challenge. Requirements of 9Hours CO1
Manufacturing. Various methodologies. Cellular Manufacturing. Cell
Formation: - Early methods, Production Flow Analysis, Rank Order
Clustering, Similarity based methods.
Unit-2 Cell-formation Algorithms: median formulation, Assignment formulation. 10Hours CO2
ZODIAC algorithm, Meta heuristics, considering sequence, Considering
workload.
Unit-3 Scheduling and Sequencing: Part subcontracting. Product based cell 10Hours CO3
formation Operator Allocation. Rabbit chasing. Dedicating operators. Static
operator allocation problems. Network Models. Cell scheduling and
sequencing, Part Family sequencing, Dispatching rules. Cell layout.
Unit-4 Just in Time Manufacturing: Concepts and definitions. Implementation 10Hours CO4
issues, Kanban, CONWIP and Kanban, Synchronous Manufacturing, The
Goal, Principles of SM, TOC and LP. Scheduling. Flexible Manufacturing
Systems: Concepts, FMS loading problems. FMS scheduling problems.
Reference Books:
1. Purchasing and Supply Management, Michiel Leenders, P. Fraser Johnson and Anna
Flynn, 14/e, McGraw-Hill Education, 2010.
2. Purchasing and Supply Chain Management, Monczka, Hadfield, Guinepero and
Patterson, 6/e, Cengage Learning, 2016.
3. Strategic Procurement Organizing Suppliers and Supply Chains for Competitive
Advantage, Caroline Booth, 2/e, Kogan Page Limited, 2014.
4. Modelling and Analysis of Manufacturing, Askin R G and Strandridge C R, 3/e, John
Wiley and Sons, 1993.
5. Manufacturing Systems Modeling and Analysis, Guy L. Curry, Richard M. Feldman,
2/e, Springer, 2011.
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International Business Specialization
Course Title : INTERNATIONAL BANKING

Course Description:
This course outlines to regulatory frame work of international banking and financial institutions and
asset liability management of international coverage. It also explains the role of international financial
institutions on bilateral and counter trade.
1. Acquaint with a sound grasp of the practices of modern international banking.
2. Possess in-depth knowledge of global trends and development in International financial centres and
their operations.
3. analyze and apply the knowledge of asset liability management in international banking context.
4. equip with the knowledge of international financial institutions and their role in international
banking system.
CO1: Discuss and operate confidently in International banking environment.
CO2: Develop deep understanding about global trends and development in International financial
centres and their operations.
CO3: Demonstrate the awareness and of asset liability management in international banking context.
CO4:Analyze and apply the understanding of international financial institutions and their role in
international banking system
Course Pre-requisites: Banking law and practice, international business
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 International Banking: Origin and Evolution of International banking – 10Hours CO1
Global trends and development in international banking – financial activity
following real-sector transactions – Regulatory, Tax and Supervisory
explanations – Definitions – Growth and future prospects of International
banking – Need for regulation of international banking in the current
scenario - Outline of international banking and finance. Wholesale banking
– Retail banking – Private banking – Interbank business – Regulatory
framework – BASEL-II.
Unit-2 International Banking Operations: Off-shore financial centres – 10Hours CO2
Rationale – Characteristics of offshore financial centres – Types of
offshore centers – Benefit and reasons for growth – Factors of success –
Tax Havens – Major Offshore Financial Centres – International Banking
facilities – Special Economic Zones (SEZs) – Regulatory concerns.
Correspondent banking – Origin and Growth of Correspondent banking –
Challenges for correspondent banking – clearing house functions –
payments and collections – credit services – Foreign exchange
management control – Foreign Bank Branches’ operations - Factors behind
overseas branch expansion – Objectives of abroad branches - International
loan agreements – International debt management.
Unit-3 Asset liability management – Profitability of international banking 10Hours CO3
operations – Investment banking – Correspondent banking – Bank
Regulation: Regulation and prudential supervision of banks in the UK and
EU. International regulatory and supervisory convergence. Regulating the
multifunctional bank
Unit-4 International financial institutions – IMF – IBRD – BIS- IFC - IDA – 9Hours CO4
MIGA- ADB - WTO – international competitiveness – implications and
effectiveness and country risk. Treasury and risk management – bank risk
management – letters of credit mechanism – buyers and sellers credit –
bilateral and counter trade - Arbitration and Mediation in International
Banking - Approaches to Risk Management in International Banking.
Reference Books:
1. Fundamentals of International Banking, Rupnarayan Bose,2/e, Macmillan India Ltd. 2014.
2. International Finance, G. Shailaja, 2/e, University Press (India) Pvt. Ltd, 20018.
3. International Financial Management Apte-P.g, 5/e, Tata McGraw-Hill Education, 2010.
4. International Banking Regulation, Carl Felsenfeld, 3/e, Juris Publications.

5. International Banking Operations, Indian Institute of Banking & Finance, Macmillan
Publishers India.
6. Handbook of International Banking, A.W. Mullineux & Victor Murinde, Edward Elgar
Publishing, 2003
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Course Title : INTERNATIONAL STRATEGIC MANAGEMENT

Course Description:
This course provides an overview of concepts, tools and techniques of international strategic
management. It also provides the knowledge on core competencies, internal and external forces which
influencing the corporate objectives and generic competitive strategy in the international strategic
business environment.
1. familiarize with the concepts, tools and techniques of international strategic management so as to
enable them develop analytical and conceptual skills and the ability to look at the totality of
situations.
2. Possess knowledge of core competence and value chain analysis
3. analyse the external and internal forces influencing the corporate objectives and strategic
management in MNCs.
4. equip with the skills of analyzing and selecting the various corporate strategies.
CO1: Demonstrate a deep understanding of the concept of international strategic management and
locate its relevance.
CO2: Analyse and apply the concepts of core competence and value chain analysis in MNCs
CO3: Understand and analyse the external and internal forces influencing the corporate objectives and
strategic management in MNCs.
CO4: Apply the knowledge of various corporate strategies and deciding the right option for the MNC.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction: Concept, Characteristics and Dimensions of Strategic 10Hours CO1
Management – Emergence of International Strategic Management (ISM)
– Logic and process of Internationalization – Forces necessitating the
adoption of ISM concept by MNC’s as well as Indian Companies –
Corporate global strategy Nature, components and significance of
environmental scanning – Corporate capability analysis –Diagnosing
industry globalization potential – Building global market participation –
Competition in global industries
Unit-2 Core competencies –Significance of core competence- Regional 10Hours CO2
strategy - concept in strategy making –- GAP analysis – Mc Kinsey’s 7s
Framework – GE 9 cell model. Value Chain Analysis – Significance of
value chain analysis in strategy making – Balanced Scorecard to link
today’s action with tomorrow’s goals
Unit-3 Setting corporate objectives in MNC’s – External and internal forces 10Hours CO3
interacting with corporate objectives – Identifying strategic alternatives
Generic strategies - Business level - Corporate level– Stability strategy –
Growth and diversification strategy – Merger , acquisitions and
retrenchment
Unit-4 Choice of corporate strategy : CIT, CASCADE and PORTFOLIO 9Hours CO4
MODELS – Formulating generic competitive strategy – Implementing
corporate strategy – Strategic control and operational control
Reference Books:
1. Crafting and Executing strategy concepts and cases, Thomson, Peteraf,Gamble and Strickland
21/e, Tata Mc. Graw Hill. 2017.
2. Strategic Management (SIE) John A. Pearce II, Richard B. Robinson, and Amita Mital, 14/e,
McGraw Hill Education, 2018.
3. Strategic Management concepts and cases” Eastern Economy education, Fred R. David, PHI
learning Pvt. ltd., 2015.
4. “Strategic Management”, Azhar Kazmi and Adela Kazmi, 5/e, Tata McGraw-Hill Publishing
Co Ltd, New Delhi. .2017
5. Management Policy and Strategic Management, Srivastava, Himalaya Publishing Co.
6. Competitive Strategy Techniques for Analyzing Industries and competitors, Porter.M, The
Free Press, New York.
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Course Title : INTERNATIONAL BUSINESS TAXATION

Course Description:
This course provides a basic concept, issues, planning opportunities of international business taxation. It
also helps to gain knowledge on international tax administration, international treasury, cross border
business transactions and multinational transfer pricing process in global business.
1. Possess an overview of international tax concept, issues, planning opportunities and risks that affect
corporations in today’s global business environment.
2. Raise the awareness of Cross-border business and transactions.
3. develop a deep understanding of the multinational transfer pricing process and its application.
4. Equip with skills of internationalization of tax administration and its process regulations.
CO1: Demonstrate a deep understanding and applications of the Global business and International
Taxation
CO2: Discuss confidently the concept and process of Tax Treaty System and indicate its importance.
CO3: Understand the dynamics of Multinational Transfer Pricing
CO4: Illustrate the knowledge and skills to operate in the context of Internationalization of Tax
Administration.
LTP: 2:1:0
Course type: SC
Contact Hours: 39
Contact CO
Unit-1 Introduction–Global business and International Taxation, rise of business 10Hours CO1
taxation, Taxing resident on Income from all sources, Taxing the profits of
a business establishment. Companies against International Double
Taxation-National and International Taxation, Origin of Model Tax
treaties.
Unit-2 Tax Treaty System-Post war development of the Bilateral Treaty 9Hours CO2
Network, The role International Organizations. International Tax
Avoidance-The legal Regulation of Economic Relations, Taxation of
Revenue and Opportunities for Avoidance, Tax planning, International
Investment and Tax Avoidance.
Unit-3 Multinational Transfer Pricing– Objectives of transfer pricing, transfer 10Hours CO3
pricing methodology, transfer pricing & government relations, transfer
prices in theory and practice. Selecting a transfer price – internal revenue
code and transfer pricing
Unit-4 Internationalization of Tax Administration-The development of Tax 10Hours CO4
administrative co-operation, Information exchange under Tax Treaties,
Simultaneous Examination and Co-operation in Assessment, Coordinating
Treaty Interpretation and Application, Assistance in Collection
Reference Books:
1 International Accounting. Frederick D. Choi / Gary K. Meek, 7/e Pearson New International
Edition, 2014
2. International Business Taxation: A Study in the Internationalization of Business
Regulation, Sol Picciotto, 2/e, Cambridge University Press, 2013
3. International Finance & Accounting Hand Book –. Frederick D S Choi, 3/e, John Wiley
4. Nobes Christopher & Parker Robert (ed) : Comparative International Accounting. Prentice
5. International Tax Primer., Hall Brian Arnold & Michael J. Mcintyre, 4/e, Kluwer Law
International, 2019.
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MBA 2020 3rd & 4th Sem Syllabus

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MBA 2020 3rd & 4th Sem Syllabus

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Third Semester

3 M20MB3160 Financial Derivatives SC 2 0 1 3 4

II. Marketing Specialization

2 M20MB3350 Performance Management System SC 2 1 0 3 4

3 M20MB3360 Cross Cultural Management SC 2 1 0 3 4

2 M20MB3450 Operations Research Applications SC 2 1 0 3 4

3 M20MB3460 Materials and Lean Management SC 2 1 0 3 4

V. International Business Specialization

2 M20MB3550 International Trade Laws SC 2 1 0 3 4

3 M20MB4160 Managing Banks & Financial SC 2 1 0 3 4

III. Human Resource Specialization

1 M20MB4340 International Human Resource SC 2 1 0 3 4

IV. Operations Management Specialization

V. International Business Specialization

1 M20MB4540 International Banking SC 2 1 0 3 4

3 M20MB4560 International Business Taxation SC 2 1 0 3 4

Course Title : INNOVATION AND ENTREPRENEURSHIP

Course Title : INTRODUCTION TO MANAGEMENT

Course Title : Minor Project -I (Summer Internship)

Course Title: FINANCIAL MARKETS AND SERVICES

Course Objectives: The objective of this course is to:

Course Title: INVESTMENT ANALYSIS AND PORTFOLIO MANAGEMENT

Course Title: FINANCIAL DERIVATIVES

Course Title : CONSUMER BEHAVIOUR

Course Title : SERVICES MARKETING

Course Title : PRODUCT & BRAND MANAGEMENT

Course Title : LEADERSHIP AND DEVELOPMENT

Course Title : PERFORMANCE MANAGEMENT SYSTEM

Course Title : CROSS CULTURAL MANAGEMENT

Operations Management Specialization

Course Title: OPERATIONS RESEARCH APPLICATIONS

Course Title: MATERIALS AND LEAN MANAGEMENT

Course Title : GLOBAL BUSINESS ENVIRONMENT

1. Global Business Management, F.Adhikary, Manab, Macmillan, New Delhi

Course Title : INTERNATIONAL TRADE LAWS

Course Title : INTERNATIONAL LABOUR ORGANIZATION AND LABOUR LAWS

Course Title : STRATEGIC MANAGEMENT

Course Title : Major Project

Course Title: PROJECT APPRAISAL, PLANNING & CONTROL

Course Title: MANAGING BANKS & FINANCIAL INSTITUTIONS

Course Title : MARKETING RESEARCH

1. Marketing Research- Burns & Veeck, .9/e, Pearson Education,2020.

1. Global Marketing -Keegan, Warran J. and Mark C. Green,10/e, Pearson,2020.

Course Title : INTEGRATED MARKETING COMMUNICATION

Unit-3 International Advertising: Global environment in advertising, 10Hours CO3

Human Resource Specialization

Course Title : INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Course Title : TEAM DYNAMICS AT WORK

Course Title : HUMAN RESOURCE METRICS AND ANALYTICS

Operations Management Specialization

Course Title: TOTAL QUALITY MANAGEMENT

1. Quality and Performance Excellence: Management, Organization and Strategy, James R

Course Title: SOURCING MANAGEMENT

Course Title: MANAGEMENT OF MANUFACTURING SYSTEMS

Course Title : INTERNATIONAL BANKING

4. International Banking Regulation, Carl Felsenfeld, 3/e, Juris Publications.

Course Title : INTERNATIONAL STRATEGIC MANAGEMENT

Course Title : INTERNATIONAL BUSINESS TAXATION

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