Bba Iiiyr 2019

Semester V
B – 501 Income Tax – I Core Discipline 3

B – 502 Entrepreneurship Core Discipline 3
B – 503 Operations Research Core Discipline 4
Discipline Specific
B – 504 Elective – I/ Elective – II 3
Elective
Discipline Specific
B – 505 Elective – III/ Elective – IV 3
Elective
B- 506 Summer Internship Summer Training 2
Total Credits 18
Semester VI
B – 601 Income Tax – II Core Discipline 3
International Business
B – 602 Core Discipline 3
Business Management by Indian Ethos

B – 603 Core Discipline 3
and Values
B – 604 Strategic Management Core Discipline 3
Discipline Specific
B – 605 Elective – V/ Elective – VI 3
Elective
Discipline Specific
B – 606 Elective – VII/ Elective – VIII 3
Elective
B- 607 Comprehensive Viva Voce Viva voce 2
Total Credits 20
PRESTIGE INSTITUTE OF MANAGEMENT AND RESEARCH, INDORE

BBA: THREE YEARS (SIX SEMESTERS) W.E.F JULY 2019
SPECIALIZATION SUBJECTS
1. Financial Management 2. Marketing Management
Electives Electives
B- 504A F - Financial Markets B-504A M - Consumer Behavior
B- 504B F- Investment Management B-504B M –Brand Management
B- 505 A F – Corporate Finance B-505A M - Retail Marketing
B 505 B F- Economic Indicators B-505B M –Customer Relationship management
B-605A F - Financial Services
B-605B F - Banking Services and Management B-605A M -Advertising & Media Management
B-605B M- Marketing Strategies
B-606 A F - International Finance B-606A M –Global marketing

B-606B F -Financial Risk and derivatives
B-606B M- Digital Marketing
3. Human Resource Management
Electives
B-504A H- H.R. Development
B-504B H- Social and Industrial Psychology
B-505A H - International HRM
B-505B H-Strategic HRM
B-605A H - Labour Laws
B-605B H-Training and Development
B-606A H - Compensation Management
B-606B H- Performance Management
Program :BBA Semester :V
Course Code :B-501
Course Outline
Course Title: Income Tax I

Term: I Core/Elective: Core Credits: 3
Academic Year: 2021-22 Course Designed by: Dr. SachchidanandPachori
Verified by HOD: Dr. Sukhjeet Matharu
1. Course Introduction
This course is designed to provide students with a basic understanding of direct

taxspecially income tax and its relevance in business and develop an understanding
about tax planning provisions and contribution of it in business decisions.
2. Types and Employability-level
1. Foundation Core 2. Foundation Skill 3. Professional Skill 4. Premier Skill


Write-
Tax planning for cost management contributes widely in decision-making process at the heart of
advances in many areas of business. Opportunities for graduates are available throughout industry and
commerce.
3. Course Objectives
This course objective is:
1.To develop basic understanding about direct tax provisions their applicability in business and
economics.
2.Be able to know about the compliance required by the tax law for the different types of
asseesees.
3.Students will and recognize the importance and value of tax provisions during thinking,
training, and approach to problem solving, on a diverse variety of disciplines.
4.EXAMINATION SCHEME
Maximum Marks 100

Internal Examination Marks 40 Minimum Marks 35
External Examination Marks 60
The faculty member will award marks out of a maximum of 40 marks for the internal performance
of the student. The semester examination carrying 60 marks will have eight questions out of
which students will be required to attempt any five questions. Each question carry equal marks.
5. Course Learning Outcomes
Students, who successfully complete this course, should be able to:
LO1:Understand legal framework of Income Tax law in India.
LO2:Understand basic terminology and definitions under the Income Tax law.
LO3:Learn the provisions relating to residential status and its incidence on tax.
LO4:Familiar with tax free income under the law.
LO5:Understand taxability for allowances and perquisites and computation of income under the
head ‘Salaries’
LO6:Learn the provisions and computation under the head Income from House Property.
6. Course Content and Schedule
Unit Session Case/Problem

Session Topic / Sub-topic Description Required Readings
No. No. Solving
I  Income Tax Law &

Income Tax- Meaning, Features, Practice,
1 Saklechas’ Direct
and Applicability Tax, Singhanias’
 Income Tax Law &

Cannons of Taxation, legal Practice,
2 Saklechas’; Direct
framework, Scheme of Income tax Tax, Singhanias’

Assesses, Person, Assessment year, Practice,
3-4 previous year, Income, Gross total Saklechas’; Direct
Income, Total Income Tax, Singhanias’
Agricultural Income and its  Income Tax Law &

Practice,
5-6 taxability Saklechas’; Direct
Tax, Singhanias’
II  Income Tax Law &
Revenue and Capital a) Receipts Practice,
7 Saklechas’; Direct
b) Expenditure, Tax, Singhanias’

Residential Status and Incidence of Practice,
8-12 Saklechas’; Direct
tax Tax, Singhanias’
III Exempted Income u/s 10

(Restricted to Individual Assesses)
(4 hrs)
Fully exempted and party

Exempted Income including
Problems on House Rent Practice,
Allowance, Leave encashment, Tax, Singhanias’
commutation of Pension, Death
cum Retirement benefits, Gratuity,
Compensation Receipt on
Termination of Services
IV Income from Salary
Features of salary income, Basics  Income Tax Law &

Practice,
17-28 salary,Allowance, Perquisites, Saklechas’; Direct
Tax, Singhanias’
Compute taxable income.
V 29-40 Income from House Propert  Income Tax Law &

Practice,
Saklechas’; Direct
Provisions of Income from house
Tax, Singhanias’
property, Mechanism of
Calculation of income under the
head and Various deductions
available to the assesee under the
head.
7 Description of Course Assessment Components

As per Internal Assessment Scheme.
(Description of Assessments with submission date and submission guidelines, and late
submission policy)
1) Tests : As per the scheduled time table notified by Internal Assessment Coordinator .
2) Practical Assignment Submission: Student/s are required to present/submit the
practical assignment on due date given by faculty, in case of late submission 1 mark
per day will be deducted
8 Course References
A) Text Book :
Income Tax; Law & Practices – ShripalSaklecha and CA AnitSaklecha, Satish Printers
H.C. Meherotra, “Income Tax”, Sahitya Bhawan, Agra
B) Reference Books:
V.K. Singania, “Student Guide To Income Tax”, New Delhi, Taxman Publications.
V.K. Singania, “Direct Tax Law”, New Delhi, Taxman Publications
Direct Tax Module for CA Inter, Study board of ICAI
 Other Readings:
 Online Resources:
Program : BBA Semester : V
Course Code : B-502
Course Outline
Course Title: Entrepreneurship

Course Designed by: Dr. Farhat Ali Syed

Academic Year: 2021-22
HOD: Dr. Manisha Singhai
This course introduces students to the theory of entrepreneurship and its practical
implementation. It focuses on different stages related to the entrepreneurial process,
including business model innovation, monetization, small business management as
well as strategies that improve performance of new business ventures. Centered
around a mixture of theoretical exploration as well as case studies of real-world
examples and guest lectures, students will develop an understanding of successes,
opportunities and risks of entrepreneurship. Students will also develop skills in
written business communication and oral presentations that allow students to
integrate entrepreneurship concepts and interact with business experts. This course
has an interdisciplinary approach and is therefore open to students from other Majors.


 Understanding basic concepts in the area of entrepreneurship,

 Understanding the role and importance of entrepreneurship for economic development,
 Developing personal creativity and entrepreneurial initiative,
 Adopting of the key steps in the elaboration of business idea,
 Understanding the stages of the entrepreneurial process and the resources needed for the
successful development of entrepreneurial ventures.
Maximum Marks 100
which students will be required to attempt any five questions. Each question will carry equal
marks.
 Explore and experience the joy of creating unique solutions to market opportunities
 Create and exploit innovative business ideas and market opportunities
 Turn market opportunities into a business plan
 Build a mindset focusing on developing novel and unique approaches to market
opportunities
 Demonstrate and present successful work, collaboration and division of tasks in a
multidisciplinary and multicultural team
 Demonstrate understanding and application of the tools necessary to create sustainable
and viable businesses

No. No. Solving
Trehan, Alpana
(2019)
Introduction: Entrepreneurship- 'Entrepreneurship';
I 1–2 Meaning, Definition, and Kogent Learning
Importance, Solutions
Incorporation. New
Delhi.
Trehan, Alpana
(2019)
Entrepreneur- Meaning, Concept, 'Entrepreneurship';
3–4 Characteristics, Types, and Kogent Learning
functions, Solutions
Incorporation. New
Delhi.
Trehan, Alpana
(2019)
Qualities of Successful 'Entrepreneurship'
5–6 Entrepreneurs, Entrepreneurial ; Kogent Learning
process, Solutions
Incorporation.
New Delhi.
7 Role of Entrepreneurship in Trehan, Alpana

Economic Development. (2019)
'Entrepreneurship'
; Kogent Learning
Solutions
Incorporation.
New Delhi.
Trehan, Alpana
(2019)
'Entrepreneurship'
8 Women as Entrepreneur ; Kogent Learning
Solutions
Incorporation.
New Delhi.
Kuratko, Donald F.
Creating and Starting the Venture (2013)
II 9 – 10 'Entrepreneurship
Search for a Business idea, An Introduction';
Cengage Learning,
New Delhi.
Kuratko, Donald F.
(2013)
Environmental Analysis , Sources of 'Entrepreneurship
11 – 12
new Ideas, An Introduction';
Cengage Learning,
New Delhi.
Kuratko, Donald F.
(2013)
Methods of generating ideas, 'Entrepreneurship
13
creating problem solving, An Introduction';
Cengage Learning,
New Delhi.
Kuratko, Donald F.
(2013)
Product planning and development 'Entrepreneurship
14
process. An Introduction';
Cengage Learning,
New Delhi.
Kuratko, Donald F.
The Business Plan and Choice of (2013)
'Entrepreneurship
III 15 Organization: Nature and scope of
An Introduction';
Business plan, Cengage Learning,
New Delhi.
Kuratko, Donald F.
(2013)
Writing Business Plan, Evaluating 'Entrepreneurship
16 – 17
Business Plans, An Introduction';
Cengage Learning,
New Delhi.
Kuratko, Donald F.
(2013)
Using and implementing business 'Entrepreneurship
18
plans. An Introduction';
Cengage Learning,
New Delhi.
Kuratko, Donald F.
(2013)
Marketing plan, financial plan and
'Entrepreneurship
19 – 20 the organizational plan, Launching
An Introduction';
formalities
Cengage Learning,
New Delhi.
Kuratko, Donald F.
(2013)
Choice of organisation:
'Entrepreneurship
21 Proprietorship, partnership, joint
An Introduction';
stock co., and co-operatives
Cengage Learning,
New Delhi.
IV 22 Financing and Managing the new Manimala,

venture: Sources of Finance, Mathew J. (2013)
'Entrepreneurship
Theory at the
Crossroads,
Paradigms and
Proxis'; Biztantra,
New Delhi.
Manimala,
Mathew J. (2013)
'Entrepreneurship
Managing working capital Sources Theory at the
23 – 24
of capital, Crossroads,
Paradigms and
Proxis'; Biztantra,
New Delhi.
Manimala,
Mathew J. (2013)
'Entrepreneurship
Record keeping, recruitment, Theory at the
25 – 26
motivating and leading teams, Crossroads,
Paradigms and
Proxis'; Biztantra,
New Delhi
Manimala,
Mathew J. (2013)
'Entrepreneurship
Financial controls. Marketing and Theory at the
27
sales controls. Crossroads,
Paradigms and
Proxis'; Biztantra,
New Delhi
Institutional support to Manimala,

Mathew J. (2013)
Entrepreneurship: Role of
'Entrepreneurship
Directorate of Industries, District Theory at the
V 28 – 29
Industries, Centres (DICs), Crossroads,
Paradigms and
Industrial Development
Proxis'; Biztantra,
Corporation (IDC), New Delhi
30 State Financial corporation (SFCs), Manimala,

Mathew J. (2013)
'Entrepreneurship
Small Scale Industries Theory at the
Crossroads,
Development Corporations
Paradigms and
(SSIDCs), Proxis'; Biztantra,
New Delhi
Khadi and village Industries Manimala,

Commission (KVIC), National Small Mathew J. (2013)
'Entrepreneurship
Industries Corporation (NSIC),
Theory at the
31 – 32
Small Industries Development Bank Crossroads,
of India (SIDBI) Paradigms and
Proxis'; Biztantra,
New Delhi
Khanka, S.S.
New venture Expansion
(2013)
Strategies, exiting the venture and 'Entrepreneurial
VI 33 – 34
CSR: Features and evaluation of Development' ; S.
Chand & Company
joint ventures,
Ltd. New Delhi.
Khanka, S.S.
(2013)
'Entrepreneurial
35 Acquisitions, merges, franchising.
Development' ; S.
Chand & Company
Ltd. New Delhi.
Khanka, S.S.
(2013)
Public issues, rights issues, bonus 'Entrepreneurial
36
issues and stock splits. Development' ; S.
Chand & Company
Ltd. New Delhi.
37 – 38 Reasons for existing and long-term Khanka, S.S.

preparation, short-term (2013)
preparation, 'Entrepreneurial
Development' ; S.
Chand & Company
Ltd. New Delhi.
Khanka, S.S.
(2013)
corporate social responsibility of 'Entrepreneurial
39 – 40
Entrepreneur, Dimensions of CSR Development' ; S.
Chand & Company
Ltd. New Delhi.

submission policy)
4) Case Study Presentation/ Practical Assignment Submission: Student/s are require to
present/submit the case study/practical assignment on due date given by faculty, in
case of late submission 1 mark per day will be deducted
10 Course References
 Text Book :
 Trehan, Alpana (2019) 'Entrepreneurship'; Kogent Learning Solutions Incorporation.

New Delhi.
 Kuratko, Donald F. (2013) 'Entrepreneurship An Introduction'; Cengage Learning, New
Delhi.
 Desai, Vasant, 'The Dynamics of Entrepreneurial Development & Management';
Himalaya Publishing House, New Delhi.
 Khanka, S.S. (2013) 'Entrepreneurial Development' ; S. Chand & Company Ltd. New
Delhi.
 Manimala, Mathew J. (2013) 'Entrepreneurship Theory at the Crossroads, Paradigms and
Proxis'; Biztantra, New Delhi.
 Sudha, G.S. ' Fundamentals of Entrepreneurship' ; RBD Publications, Jaipur. New Delhi.
 Reference Books:
 Shaper, M. et al (2013) 'Entrepreneurship and Small Business', 3rd Asia Pacific Edition.
Willey Publications.
 Taneja, Satish & Gupta, S.L. (2012) 'Entrepreneur Development''\; Galgotia Publications,
New Delhi.
 Other Readings:
Program :BBA Semester : V
Course Code :B-503 Course Content and Outline

Course Title: OPERATIONS RESEACH
Department System and QT Verified by : Head of Department
Dr. Sharda Haryani
Academic Year: 2021-22 Course Designed by: Dr. Sharda Haryani

1.Course Introduction
Operations research helps in solving problems in different environments that needs decisions.
Syllabus cover topics that include: linear programming, Transportation, Assignment, and
CPM/MSPT techniques. Operation research techniqueswill be used to solve problems facing
business managers in decision environments.
Foundation Core Foundation Skill Professional Skill Premier Skill


Operations research provides a facility to, decision maker to evaluate the given problems, identify the
alternative solutions, recognize the constraints and then assist the decision maker to have the best
possible solution available as optimal solution.
The objective of this course is to provide the basic knowledge about the tools and techniques
of operations research, so as to enable the students to use them in business decision making
Maximum Marks 100

The Semester Examination will be worth 60 marks. It will have two Section, A and B. Section
A, worth 24 marks will comprise of four theory questions out of which a student will be required
to attempt any two questions. Section B worth 36 marks will contain five practical/numerical
problems and / or Cases out of which a student will be required to attempt any three questions

1. Identify and compare operational research models from the verbal description of the real
system.
2. Explain the characteristics of different types of decision-making environments.
3. Solve problems throughTransportation Models and Assignment Models.
4. Design new simple models, like: CPM, PERT to improve decision –making.

No. No. Solving
Operations Research:
Meaning, scope of operations
research in management, Hamdy A. Taha,
Methodology of operations Operations Research:
I 1-3 An Introduction,
research, Types of models, New Delhi, Prentice
Advantages and limitations of Hall of India, 2012
models.
II Linear Programming:
Meaning of linear programming,
General mathematical formulation Hamdy A. Taha,
5-10 Operations Research:
of linear programming, Graphic
An Introduction,
analysis New Delhi, Prentice
Hall of India, 2012
Simple simplex method (only

11-15
maximization cases).
16 Revision/Test
III 17-22 Assignment Problems: Definition, Hamdy A. Taha,

Formulation and solution of Operations Research:
An Introduction,
Assignment problems.
New Delhi, Prentice
Hall of India, 2012
IV Transportation Model: Hamdy A. Taha,

Definition, formulation, methods to Operations Research:
23-27 find initial basic feasible solution, An Introduction,
(N-W Corner, Row/column/matrix New Delhi, Prentice
minima, VAM) Hall of India, 2012
Hamdy A. Taha,
Operations Research:
Optimization (MODI & Stepping
28-32 An Introduction,
Stone Method),Time minimization
New Delhi, Prentice
Hall of India, 2012
33 Revision/test
Critical Path Method (CPM)/

Programmable Evaluation Review
Techniques (PERT): Preparation of Hamdy A. Taha,
Net Work Diagram, Calculation of Operations Research:
V 34-41 An Introduction,
Floats, Calculation of Time New Delhi, Prentice
Estimates, and Probability Hall of India, 2012
Calculation.
VI Replacement Theory:
Need, criteria for replacement
42-48 single unit replacement and group
replacement.
49-50 Revision / test
7.Description of Course Assessment Components

submission policy)
1. Tests : As per the scheduled time table notified by Internal Assessment Coordinator .
2. Case Study Presentation/ Practical Assignment Submission: Student/s are require to
8.Course References
 N. D. Vohra. Quantitative Techniques, New Delhi, Tata McGraw Hill Publications, 15th
Edition, 2010.
 Hamdy A. Taha, Operations Research: An Introduction, New Delhi, Prentice Hall of
India, 2012.
 Haruly M. Wagner, Principles of Operations Research with Application to Managerials
Decisions, New Delhi, Prentice Hall of India Pvt. Ltd, 2nd Edition, 1998.
 V. K. Kapoor, Problems and Solutions in Operations Research, New Delhi, Sultan Chand
and Sons, 2014.
Suggesting Readings
 P. K. Gupta and D. S. Hira, Operations Research, New Delhi, Sultan Chand Publications,
20
 Other Readings:
Course Code : B-504 A F
Course Outline
Course Title: FINANCIAL MARKETS

Term: III Core/Elective: Core Credits: 3

Course Designed by: Prof. Divya Tiwari
This course is designed to provide students with an understanding the financial

markets in India, their operating style and the various instruments traded under this
segment of the industry. A particular emphasis is placed on developing the ability to
interpret the mechanism, which enables people to trade financial securities such as
bonds, stocks, and commodities in the financial market that forms the basis of
decision-making in business.

1. To Understanding the role of significant Financial Market Institutions and getting an overview of
Financial Instruments.
2. To Understanding Money Market participants, intermediaries, governing bodies and instruments
of India
3. Be able to Learn and apply Securitization practices in context of Indian Financial Market
in real business situation.
4. To provide exposure to various Financial Development Institutions.
5. Students will recognize the importance and value of critical and logical thinking and
approach to deal with the various components of Capital market.
4. EXAMINATION SCHEME
Maximum Marks 100

LO1: Understand the concepts and role of financial system in the economic development. .
LO2: Use money market instruments for business applications.

LO3: Understand the stock exchange; buy back and booking building process.
LO4: Understand the importance and apply securitization in real life.
LO5: Use various financing institutions and their scheme for financing in india.

No. No. Solving
I Financial System - An Overview
 L.M Bhole,
“Financial
Financial System, Structure of Institutions and
financial system, Role of financial Markets”, Tata
1-2
system in economic development, Mcgraw Hill,
Effects of Financial system on 2006
saving and Investments, Financial 
markets and
 L.M Bhole,
financial instruments, “Financial
Developments in Indian financial Institutions and
3-4 Markets”, Tata
system, Challenges for Indian Mcgraw Hill,
Financial system 2006
II Money Markets
Money Markets, Features,

constituents, Characteristics of a
developed money market, Call  L.M Bhole,
Money, Treasury bills, Gilt edged “Financial
Institutions and
5-12 securities, Commercial paper, Markets”, Tata
Mcgraw Hill,
Certificate of Deposit, Bill Market 2006
in India, The Indian money market,
Reforms in the Indian money
market.
III 13-17 Module 3 (10 hrs)  L.M Bhole,

“Financial
Capital Market: Objectives and Institutions and
Markets”, Tata
importance, Components of
Mcgraw Hill,
Capital market, New issue market, 2006
Stock market, Functions of Stock
exchange, Listing of Securities,
Operators at stock exchange, Stock
exchanges in India,
Securities Contract (Regulation)

Act, 1956, SEBI’s Role in Stock  L.M Bhole,
exchange, Buy back of shares and “Financial
Institutions and
18-22 Book building, Capital market Markets”, Tata
Mcgraw Hill,
reforms in India, Distinction
2006
between Capital market and
Money Market.
IV Securitization - Meaning, need,  L.M Bhole,

“Financial
Institutions and
features, parties to the
securitization transaction, Features Mcgraw Hill,
2006
of securitization transaction,
Securitization of Debt, Types of  L.M Bhole,

“Financial
Institutions and
Securitization, Operational
mechanism, Advantages of Mcgraw Hill,
2006
Securitization
V Institutional Financing in India:

IDBI, IFCI, ICICI, SFC, UTI, SIDBI,
 L.M Bhole,
Scheme for discounting of bills “Financial
Institutions and
31-40 (IDBI, Supplier’s line of credit Markets”, Tata
(ICICI), Supplier’s and buyer’s Mcgraw Hill,
2006
credit scheme (IFCI))

submission policy)
Course References
 Text Book :
 H. R. Machiraju, “Indian Financial System”, Vikas Publication.New Delhi, 3 rd Edition,
2009.
 M. Y. Khan, “Indian Financial System”, Tata McGraw Hill, 6th Edition 2009.
 I.M.Pandey, “Financial Management”, 8th Edition, Vikas Publication, New Delhi 2010.
 Ian Giddy, “Global Financial Markets”, Houghton Mifflin Co., 2010.
 Machraju H.R., “The Working of Stock Exchanges in India”, 2nd Edition, New Age
Publication.2009.
 Machiraju,H.R.,“Merchant Banking”, New Age International Pub.Ltd.,Wiley Estern Ltd.,
2000
 L.M Bhole, “Financial Institutions and Markets”, Tata Mcgraw Hill, 2006
 R M Srivastava, “Management of Individual Financial Institutions, Himalaya Publishing
House, 2008
 Other Readings:
Course Code : B-504 B F

Course Outline
Course Title: INVESTMENT MANAGEMENT
Verified by HOD: Dr.Sukhjeet Matharu
Academic Year: 2021-22 Course Designed by: CA.Priyanka Jain
The syllabus is aimed to provide the students in depth understanding of investment

techniques as applied to various forms of securities and acquaint them with the functioning
of mutual funds, investment strategies and portfolio management services.

1 To examine the determinants and behavior of asset prices,
2. To provide financial theory and the analytical tools needed to make good investment decisions, and
3. To model the relationship between risk and return, optimal portfolio selection, asset pricing models,
market efficiency, portfolio performance evaluation, and the theory of active portfolio management.
Maximum Marks 100

After Completion of this course students will be able to:

 Understand the concepts of investment and investment planning
 Understand the Concept of Risk, Return and Capital Assets Pricing Theory
 Understand the meaning of fundamental analysis and Technical Analysis and know the
factors that influence the value of the stock.
 Understand the principles and benefits of diversification.
 Assess the downside and upside potential of a portfolio and evaluate the performance of
funds and portfolio.
 Understand the factors that influence a firm’s dividend policy and also explain the
objectives of dividend policy in practice.

No. No. Solving
I Introduction
Concept of Investment, Investment
v/s Speculation, Financial and V.A. Avadhani,
1-4 Economic Aspect of Investment, Investment and
Types, Characteristics and Security Markets
Objectives of Investment. In India ,
II M.Ranganatham
and R.Madhumathi,
Risk and Return Security Analysis
and Portfolio
5-8 Concept of Risk and Return,
Management,
Systematic and Unsystematic Risk,
Concept of Beta icai study material
ca final financial
management ,
M.Ranganatham
and R.Madhumathi,
Security Analysis
Capital Assets Pricing Model, SML and Portfolio
9-13 Management,
and CML Valuations
icai study material
ca final financial
management , ,
III Security Analysis

Fundamental Analysis and M.Ranganatham
and R.Madhumathi,
Technical Analysis, Dow Theory,
14-19 Security Analysis
Elliott Wave Theory, Efficient and Portfolio
Market Hypotheses. Management, ,
IV 20-30 Portfolio Concepts M.Ranganatham

and R.Madhumathi,
Portfolio and Security Risk and Security Analysis
Returns, Diversification, Markowitz and Portfolio
Model Management,
V Portfolio Evaluation
M.Ranganatham
Measures of Returns, Formulae, and R.Madhumathi,
31-40 Plans, Sharpe, Treynor and Jensen Security Analysis
and Portfolio
Models.
Management, ,

submission policy)
 Text Book :
 V.A. Avadhani, Investment and Security Markets In India , Himalaya Publication,
Bombay, .
 M.Ranganatham and R.Madhumathi, Security Analysis and Portfolio Management,
Pearson Publication, New Delhi,
 P.Pandian, Security Analysis and Portfolio Management, Vikas Publishing House,New
Delhi, .
 P.Pandian, Security Analysis and Portfolio Management, Vikas Publishing House,New

Delhi, 2008.
 V.K.Bhalla, Investment Management: Security Analysis And Portfolio Management , S.
Chand And Sons, New Delhi,.
Reilly and Brown, Investment Analysis and Portfolio Management Eighth Indian Edition
Thomson South Western Publication, Haryana
 Donald E. Fisher and Ronald J. Jordan, Security Analysis And Portfolio Management,
PHI Publication, New Delhi,.
 Stephen H Penman, Financial Statement Analysis and Security Valuation , Special Indian
Edition, Mcgraw-Hill Publication,.
Note: Latest edition of the text books should be used.
 Other Readings:
Course Code : B-505 A- F
Course Outline
Course Title: CORPORATE FINANCE

Verified By:Dr. Sukhjeet Matharu

Course Designed by: CA.Priyanka Jain
The syllabus is aimed at equipping the students with conceptual knowledge and techniques
of managing long term and short term finance and to develop the skills for selection of
suitable financial alternatives and raising finance in the light of various norms, procedures
and practices.

1. Explain the role of short-term financial management, and the key strategies and techniques used to
manage cash, marketable securities, accounts receivable and inventory.
2. Identify the major sources of short-term financing available to the firm.
3. Enhancing student’s ability in dealing short-term dealing with day-to-day working capital decision.
Maximum Marks 100
 Understand basic concepts of working capital management policies and their impact on
the firm's profitability, liquidity, risk and operating flexibility.
 Understand corporate cash management and accounts receivable management techniques
to maximize the share holders' value.
 Understand the theories of the relationship between capital structure, cost of capital and
the value of the firm.
 Understand the factors that influence a firm’s dividend policy and also explain the
objectives of dividend policy in practice.
.

No. No. Solving
I 1-3 Principles of Working Capital I. M. Pandey

Financial
Introduction to Working Capital,
Management, R P
Concepts of Working Capital, Need
Rustogi , Financial
for Working Capital, Its
Management
Determinants
I. M. Pandey
Financial
Estimation of Working Capital
4-8 Management, R P
Needs
Rustogi , Financial
Management
II Cash Management
I. M. Pandey
Financial
Facets of Cash Management,
9-11 Management, R P
Motives for holding Cash,
Rustogi , Financial
Managing Cash Collection and
Management
Disbursements,
I. M. Pandey
Investing Surplus Cash in
Financial
12-16 Marketable Securities, Cash Management, R P
Rustogi , Financial
Budgeting
Management
III Accounts Receivable

Management and Factoring I. M. Pandey
Financial
17-20 Credit Policy – Nature and Goals, Management, R P
Rustogi , Financial
Optimum Credit policy – A Cost Management
Benefit Analysis,
Credit Policy Variables, Credit

Evaluation of Individual Accounts I. M. Pandey
Financial
21-24 and Monitoring Receivables, Management, R P
Factoring – Type and Benefits. Rustogi , Financial
Management
IV 25-31 Capital structure Theories I. M. Pandey

Financial
Management, R P
NOI and NI approach.
Rustogi , Financial
Management
V Dividend Policy I. M. Pandey

Financial
32-36 Concept , objectives, Gordon Management, R P
Rustogi , Financial
growth valuation model Management
I. M. Pandey
Walter’s valuation model. Financial
37-40 Management, R P
Rustogi , Financial
Management

submission policy)
 Text Book :
 I. M. Pandey Financial Management, Vikas Publishing House Pvt. Ltd.
 R.P.Rustogi, Financial Management, Taxmann’s Publication.
 M.Y. Khan and P.K.Jain Financial management, Text, Problems and cases Tata McGraw
 Shashi K. Gupta, Financial Management, Kalyani Publication,
 Prasanna Chandra, Financial Management, Tata McGraw Hill, .
 James C. Vanhorne –Fundamentals of Financial Management– PHI Learning,.
 Kishore, Ravi M., Financial Management, Taxmann Publications..
 Srivatsava, Mishra, Financial Management, Oxford University Press,
 Other Readings:
Course Code : B-505 B F
Course Outline
Course Title: ECONOMIC INDICATORS
Academic Year: 2021-22 Course Designed by: Prof. Divya Tiwari
Verified by HOD : Dr. Sukhjeet Matharu
This course is designed to provide students with an understanding of the data and its
relevance in business and develop an understanding of the quantitative techniques
from statistics. A particular emphasis is placed on developing the ability to interpret
the numerical information that forms the basis of decision-making in business.

Write-
Mathematics and Statistics skills are vital problem-solving and decision-making tools at the heart of
commerce.
1. To provide the students an understanding of the aspects like Interpretation of economic

indicators.
2. Be able to analyze the economic structure.
3. Be able to forecast the future state of the economy and business cycles with the help of
economic indicators and to understand Structure and functions of different financial
markets
Maximum Marks 100

LO1: Understand, analyze and interpret economic indicators.
LO2: Understand what economic and market indicators to watch to, anticipate and react to the
Market movements.
LO3: Enable the students to predict the market movements on the basis of forecasting..
LO4: Develop an understanding of major international indicators and their impact on Balance
of
Payments.

No. No. Solving
I Major Economic Indicators

 Bernard Baumohl,
Leading Indicators - GDP, The Secrets of
Inflation rate, Balance of Economic
1-3 Indicators,
payments, Forex Reserves, Publisher:
Foreign Wharton School
Publishing
Investment inflows,
4-8 Gross fiscal deficit. Money  Bernard Baumohl,

supply, stock prices, vendor The Secrets of
Economic
performance.
Industrial production, Indicators,

Publisher:
personal income, trade
Wharton School
volumes. Publishing
II Estimation and Comparison of

National Progress  Bernard Baumohl,
The Secrets of
The origins of GDP and its Economic
9-16 current uses, Forecasting Indicators,
issues, International Publisher:
Wharton School
comparison.
Publishing
III  Bernard Baumohl,

Prices, Wages and Inflation The Secrets of
Economic
17-20 Introduction to various CPIs Indicators,
and WPIs, Estimation of price Publisher:
indices and inflation, Wharton School
Publishing
Benefits from
using an alternative measure

of inflation, Forecasting  Bernard Baumohl,
inflation, The Labour Market: The Secrets of
Economic
21-24 Employment, Indicators,
Publisher:
Earnings and Productivity Wharton School
Figures, Definitions of Publishing
Employment, unemployment.
IV 25-28 Short and Long Term Interest  Bernard Baumohl,

Rate The Secrets of
Economic
Drivers of the short-term Indicators,
interest rates, Determination Publisher:
Wharton School
of long term interest rates, Publishing
Forecast of
interest rates,
Money supply, fiscal deficit

and regulatory changes,  Bernard Baumohl,
The Secrets of
Forecasting interest rates Economic
29-32 from Indicators,
Publisher:
the yield curve. Wharton School
Publishing
V Key International Indicators

and Balance of Payments,
Components and description,  Bernard Baumohl,
The Secrets of
Exchange rates, Rupees Economic
33-36 relationship with US Dollar , Indicators,
Yen, Pound Publisher:
Wharton School
sterling, etc., Publishing
Estimation of composite
exchange rates, REER and
NEER, Major Indicators and
 Bernard Baumohl,
Correlation between Different The Secrets of
Economic
37-40 Markets and Forecasting Indicators,
business cycles and future Publisher:
state of the Wharton School
Publishing
economy.
submission policy)
 Text Book :
  Bernard Baumohl, The Secrets of Economic Indicators, Publisher: Wharton School
 Publishing,
  Mankiw, Principles of Macro Economics, fourth Edition, Thomson Publications.
  Stanley L. Blue and Campbell R. Mcconnell, Essentials of Economics , Tata Mc Graw –
Hill.
 L. M. Bhole, Financial Institutions and Markets , Tata Mc Graw – Hill

 P R Joshi, Global Capital Markets, Tata Mc Graw – Hill
 Ian Giddy, Global Financial Markets, Houghton Mifflin Co.
 Other Readings:
Course Code : B-504 A
Course Outline
Course Title: CONSUMER BEHAVIOUR

Term: I Core/Elective: ELECTIVE Credits: 3
Academic Year: 2021-22 Verified by HOD: Dr. Nidhi Sharma
Course Designed by: Ms.Shaan Malhotra
This course is designed to provide students with an understanding of consumer behaviour, its
importance and role in Marketing Management. The course will help the students take a
holistic view of the buyer; it will help equip them with knowledge of various models and
frameworks to help understand buyer behaviour and align the knowledge with formulation of
appropriate marketing strategies. The objective is to gain an understanding of the theoretical
and conceptual concepts of buyer behaviour and apply them to real life marketing situations
and practices

1. To understand the role and importance of Consumer behaviour.

2. Demonstrate an understanding of the impact of various social variables, such as culture,
subcultures, family/household and reference groups on consumers' purchasing patterns.
3. Elaborate on consumer behaviour concepts both observed and experienced in realistic and actual
consumer environments by case analysis.
4. Apply critical thinking and interpretive skills while learning the subject matter in the course.
Maximum Marks 100

The Semester Examination will be worth 60 marks. It will have two Section, A and B. Section A,
worth 45 marks will comprise of five theory questions (15 marks each) out of which a student
will be required to attempt any three questions. Section B will contain one practical/numerical
problem and / or Case worth 15 marks.
LO1: Students will be able to develop an insight on behavioral aspect of consumers.
L02: To enable them to understand common buying behaviour.
LO3: To enable in analyzing nature and characteristics of consumers.
LO4: Students will be well aware of cultural and social aspects of consumers.
LO5: Students will understand various Motivational and Values Models
Unit Sessio Case/Problem

No. n No. Solving
I  Consumer
Behaviour and
Introduction Branding:
Concepts,
Meaning and Definition - Why study Readings and
1-3
Consumer Behaviour, Cases - The
Indian Context-
Scope of Consumer Behaviour. S. Ramesh
Kumar
 Consumer
Behaviour and
Nature and Characteristics of Branding:
consumers, Concepts,
4-5 Readings and
Factors Influencing Consumer Cases - The
Behaviour. Indian Context-
S. Ramesh
Kumar

 Consumer
Psychology of Consumer, Behaviour and
Branding:
Online Consumer Behaviour, Concepts,
6-8 Readings and
Organizational Buying Behaviour. Cases - The
Indian Context-
S. Ramesh
Kumar

II  Consumer
Behaviour and
Branding:
Concepts,
Culture & Social Class-Meaning and
Readings and
9-10 Definition of Social Class, Cases - The
Indian Context-
Components of Social Class. S. Ramesh
Kumar

 Consumer
Behaviour and
Branding:
Social Class and Purchase Decisions,
Concepts,
Readings and
11-12 Consumer Spending and Economic Cases - The
Indian Context-
Behaviour.
S. Ramesh
Kumar
 Consumer
Behaviour and
Branding:
Concepts,
Culture, Sub Culture, Cross-cultural Readings and
13-14 Case study
Marketing Analysis Cases - The
Indian Context-
S. Ramesh
Kumar
 Consumer
Behaviour and
Indian and International Core Branding:
Values, Family, Role and Functions of Concepts,
Readings and
15-17
Family, Family Decision Making. Cases - The
Indian Context-
S. Ramesh
Kumar
III 18-20  Consumer

Behaviour:
Influence of Group Dynamics Applications in
Marketing-
Robert
Meaning and Nature of Group,
East , Malcolm
Dynamics, Types of Groups. Wright and
Marc Vanhuele
 Consumer
Consumer Relevant Groups, Behaviour:
Applications in
R reference Groups, Marketing-
21-22 Case Study Robert
East , Malcolm
F factors affecting Reference Groups
Wright and
Influence. Marc Vanhuele
Consumer
Behaviour:
Applications in
23 Opinion Leaders. Marketing- Robert
East , Malcolm
Wright and Marc
Vanhuele
IV Consumer Motivation and Personal Consumer

Behaviour:
Values
Applications in
24-25 Motivation as a psychological force, Case study Marketing- Robert
East , Malcolm
The Dynamics of Motivation,
Wright and Marc
Motivational Directions. Vanhuele
Consumer
Behaviour:
Values, Applications in
26 Applications of values to Consumer Marketing- Robert
Behaviour. East , Malcolm
Wright and Marc
Vanhuele
27-29 Need Hierarchy Theory, Theories of  Consumer

Behaviour:
Motivation – Sigmund Freud Theory, Applications in
Marketing-
Frederick Herzberg Theory.
Robert
East , Malcolm
Wright and
Marc Vanhuele
V  Consumer
Behaviour:
Consumer Perception and Learning- Applications in
30 Marketing-
Meaning Robert
East , Malcolm
Wright and
Marc Vanhuele
Consumer
Behaviour:
Applications in
31 Perception, Dynamics of Perception Marketing- Robert
East , Malcolm
Wright and Marc
Vanhuele
Consumer
Behaviour:
Learning, Applications in
32-33 Marketing- Robert
P Principles of Learning East , Malcolm
Wright and Marc
Vanhuele
VI Consumer
Consumer Attitudes & Beliefs, behaviour.
Personality and Lifestyle Schiffman, L. G.,
34-36 Kanuk, L. L., &
Nature of Consumer Attitudes –
Wisenblit,J
Functions of Attitudes Boston.

37-38 Changing Attitudes through Consumer
Communication, Nature of Personality, behavior.
Schiffman, L. G.,
Kanuk, L. L., &
Brand Personality, Wisenblit,J
Boston.

Consumer
behavior.
Lifestyle and Value and lifestyle Schiffman, L. G.,
39-40 model. Kanuk, L. L., &
Wisenblit,J
Boston.

submission policy)
 Text Book :
 Schiffman, L. G., Kanuk, L. L., & Wisenblit, J. , Consumer behavior. Boston, Mass:
Pearson Prentice Hall,2010.
 Robert East , Malcolm Wright and Marc Vanhuele “Consumer Behaviour: Applications
in Marketing”,2nd Edition Sage Publication, New Delhi,2013.

 S. Ramesh Kumar “Consumer Behaviour and Branding: Concepts, Readings and Cases -
The Indian Context”, Pearson India, New Delhi,2009.
Reference Books:
 Dheeraj Sharma, Jagdish N Sheth and Banwari Mittal. “Consumer Behavior :A managerial
Perspective” CL India, 2015.
 Leon G Schiffman, Leslie Lazar Kanuk and S Ramesh Kumar. “Consumer Behavior”: 1st
Edition. Pearson Education South Asia, New Delhi,2010.
 Suja R. Nair (2009), "Consumer Behaviour in Indian Perspective"(Text & Cases), Himalaya
Publishing House, New Delhi.
Program : BBA Semester : II
Course Code : B-505
Course Outline
Course Title: Brand Management

Term: I Core/Elective: Elective Credits: 3
Department Marketing Head of the Department
Dr. Nidhi Sharma
Course Designed by: Dr. Nidhi

Sharma
This course is specifically developed to provide comprehensive support to the students of
marketing in understanding how to manage brands in the competitive world. The course
provides ample opportunities to students to participate in a wide variety of curriculum-
based activities to acquire content knowledge develop critical thinking skills and develop
basic branding strategies.
30. Foundation 31. Foundation 32. Professional 33. Premier Skill

Core Skill Skill

 To make students understand different principles and concepts of Brand and various
branding functions.
 To understand how to communicate the value proposition by anticipating the relationship
between brand and the customers.
 To develop deep understanding of concepts like co-branding, multibranding and brand
extensions.
 To give insights into diverse branding strategies adopted by both national and global
companies.
Maximum Marks 100

of the student. The semester examination carrying 60 marks will have eight questions out of which
students will be required to attempt any five questions. Each question carries equal marks.
 Understand the concept and theories of brand.

 To identify various branding strategies and Role of Advertising in building brands.
 Understanding the concepts of Brand extensions, Multi Brands and Co- Branding.
 Ability to apply knowledge and skills of branding and branding strategies/extensions to
real-world experiences in an industry.
Unit Sessio Case/Probl Required

Session Topic / Sub-topic Description
No. n No. em Solving Readings
I Introduction to brands
Keller, Parameswaran
and Jacob, Strategic
1-3 Introduction, Definition, layers of brand, Brand Management,
product and service brand, Pearson Publication
4-6 Branding options, importance of brands Brand Management,
Pearson Publication
Brand as wealth creator
7-8 Case study Brand Management,
Pearson Publication
II Brand Identity and Positioning

Introduction, Identity and Image,
9-11 Brand Management,
Branding Positioning,
Pearson Publication
12-16 Limitation of positioning, Six Facets of Keller, Parameswaran

Identity, Social conformity and Brand Management,
Distinction Pearson Publication
III
Branding Communication, Brand Equity and Brand valuation
17-19 Introduction, Media Habits of India, Brand Management,
Role of Advertising in building brands, Pearson Publication
Brand building for consumer durables and Jacob, Strategic

20-22 brand building for services, service Brand Management,
quality Pearson Publication
23-25 Introduction, Brand Equity model, Value Case study Brand Management,
of brands to customers, Pearson Publication
value of brand to companies,
26-27 Brand valuation Model, Super brands in Brand Management,
India Pearson Publication
IV
Co branding, Brand Extension, and Multibrands
Introduction, Brand Extension, and Jacob, Strategic
28-29Advantages and disadvantages of brand Case study Brand Management,
Pearson Publication
extension,
30-32 Keller, Parameswaran

strategy for Brand Extension, Product
Brand Extend to service category, Multi Brand Management,
Brand Policy Pearson Publication
V Branding Strategies
Introduction, Product Brand strategy, and Jacob, Strategic

Line Brand strategy, Range Brand Case study
Pearson Publication
Strategy, Umbrella brand strategy
Source brand strategy, Endorsing brand
strategy, Global Brand Strategy, Laws of
Branding Pearson Publication

submission policy)
16) Case Study Presentation/ Practical Assignment Submission: Student/s are required to
present/submit the case study/practical assignment on due date given by faculty, in case
of late submission 1 mark per day will be deducted
 Text Books :
 Keller, Parameswaran and Jacob, Strategic Brand Management, Pearson Publication
 Jean Noel Kapferer , Strategic Brand Management: Creating and Sustaining Brand
Equity Long Term- Kogan Page India
 D. Aeker , Managing Brand Equity, The Free Press
 Harsh V Verma , Brand Management Text and Cases , Excel Books Publication
 D.Aeker , Building Strong Brands, The Free Press, New York
 Neeraj Kumar and Paras Tripathi, Brand Management(Text & Cases), Himalaya
Publishing House
 Other Readings:
 Brand Management Text & Cases : UC Mathur – Trinity Press
Program : BBA Semester :V
Course Code : B-505A-M
Course Outline
Course Title: Retail Marketing


Verified By HOD : Dr. Nidhi Sharma
Course Designed by: Dr. Amrita Baid

More
The course is designed to provide exposure and understanding to the students regarding
Retail Management Concepts; and to help them develop skills and abilities required for the
application of Retail marketing as per the current demand of markets.

1. Develop Understanding of the evolution and concepts, types and shopping trends in
retail marketing.
2. Understand the key elements required in the field of merchandise management and
retail location selection.
3. Providing deep insights to the students regarding building customer loyalty and visual
merchandising
Maximum Marks 100

LO1: Understand the concept of retail and retailing scenario in India.
LO2:Comprehendretail market strategy and strategic retail planning process
LO3: Plan and perform merchandise planning and forecasting for retail outlets.
LO4:Recognize factors influencing retailer’s choice of location; perform retail location research
and develop retail organization designs and structures.
LO5: Develop understanding of types of customers, their buying decisions and visual
merchandising. Factors influencing customer behaviour and store loyalty
LO6:Comprehend currentshopping Trends in Indian retail market.
Unit Session Session Topic / Sub-topic Case/Problem Required

No. Description Solving Readings
No.
I 1-3 Introduction to Retail https://www.b Arif I Sheikh and

Management usinessmanage Kaneez Fatima,
mentideas.com
Retail
Meaning of Retail and Retailing, /case- Management,
Types of Retailers, studies/retail- Mumbai:
management-
Himalaya
Retailing scenario in India. case-study-top-
3-case- Publishing
studies/15749 House,2012
4
II 5-6 Retail Market Strategyand https://www.re Arif I Sheikh and

Consumerism tailitinsights.co Kaneez Fatima,
m/doc/simply-
Retail
Meaning of Retail Market Strategy, fashions-
assortment- Management,
planning-0002 Mumbai:
Himalaya
Standalone Stores – The Oldest
Publishing
Retail Format, Rural Retailing
House,2012
7-8
The Strategic Retail Planning

Process.
9-10
III 11-13 Planning andMerchandise https://parkera Arif I Sheikh and

Management for Retail Outlets very.com/case- Kaneez Fatima,
studies/
Retail
Meaning of Merchandise
Management,
Management,
Mumbai:
https://www.re Himalaya
searchgate.net Publishing
Categorizing the Buying Process,
/publication/26 House,2012
Setting Objectives for 0646468_RETAI
Merchandising Plan, L_MANAGEME
NT_CASE_STUD
14-16
Y_SUVIDHA_RE
TAIL
Sales Forecasting for Retailing,
Determining the Assortment

Planning Process, Buying Systems,
Open-to-Buy System.
17-18
19-20
IV 21-23 Location Selection and Strategies http://cws.cen Arif I Sheikh and

for Retail Outlets gage.co.uk/col Kaneez Fatima,
ekelly7/student
Retail
Factors Influencing Retailer’s s/Video
%20Cases/Cha Management,
Choice of Location, Types of pter%204%20- Mumbai:
%20Video
Location Site and Retail, Himalaya
%20Case
%20Study Publishing
%2058.pdf House,2012
Retail Location Strategies, Factors
Affecting the Location of Retail
Outlet,
24-26
Retail Location Research and
Techniques, Retail Organization
Designs and Structures.
27-28
V 29-31 Store Loyalty Management and https://www.sli SujaNair,Retail

Visual Merchandising deshare.net/Ra Management,
ghavkulkarni5/
Mumbai:
Types of Customers, Meaning of case-study-on-
visual- Himalaya
Customer Loyalty, Variables
merchandising- Publishing
Influencing Store Loyalty, Building in-reliance-
House,2008.
Loyalty Through Advocating retail-by-
raghav-kulkarni
Certain Essential Factors
Helping Customers in Their

Planned/Unplanned and Impulse
Buying Decisions, Motives for
Shopping and within the Store
Factors, https://www.in
diaretailing.co
32-34
m/2018/07/20/
retail/real-life-
Store Loyalty Model, Influencing case-studies-
Customer Behaviour Through how-visual-
Visual Merchandising, Value Added merchandising-
raked-in-
Through Private Labels.
revenue/
35-38
VI 39-40 Shopping Trends in Indian Retail https://www.m

Market anagementstud
yguide.com/cas
e-study-of-
changing-
indian-retail-
industry.htm
https://www.re
searchgate.net
/publication/34
0081826_Strat
egy_and_Succe
ss_of_DMart_T
he_Case_of_Re
tail_Chain_in_I
ndia

submission policy)
present/submit the case study/practical assignment on due date given by faculty, in case of
late submission 1 mark per day will be deducted
 Text Book :
SujaNair,Retail Management, Mumbai: Himalaya Publishing House,2008.
Arif I Sheikh and Kaneez Fatima, Retail Management, Mumbai: Himalaya Publishing House,2012
Retail Marketing – Dr. L. Natarajan
Retail Marketing Management,2ed Paperback – David Gilbert
 Other Readings:
Barry Berman and Joel R. Evans, Retail Management: A Strategic Approach, New Delhi: Pearson
Education,2005.
M. V. Kulkarni, Retail Marketing Management, Pune: Everest Publishing House,200
https://dotdigital.com/customers/retail/
https://econsultancy.com/six-incredibly-effective-retail-case-studies-from-the-digitals/
https://www.businessmanagementideas.com/case-studies/retail-management-case-study-
top-3-case-studies/15749

Course Code : B-505 BM
Course Outline
Course Title: Customer Relationship Management

Verified by HOD: Dr. Nidhi Sharma

Course Designed by: Dr. Prachi Maheshwari
The objectives of the course are to develop understanding and applications of the
concept and principles of CRM in a sales, marketing, services, and manufacturing context.

1. Understanding the importance of attitude and customer education as it relates to

marketing.
2. To enable the students understand the technological and human issues relating to
implementation of Customer Relationship Management in the organizations
3. Learning basics of analytical, operational and behavioral aspect of CUSTOMER
RELATIONSHIP MANAGEMENT.
4. Students will be able to understand the importance of relationship marketing.
Maximum Marks 100

LO 1:Understand the basic concepts of Customer relationship management.
LO 2:Understand the concept of Customer loyalty and satisfaction.
LO3: Learn basics of tools of aCustomer relationship management.

LO4: Understand the advantages and application of E-Customer relationship management
Unit Session Session Topic / Sub-topic Case/Proble

Required Readings
No. No. Description m Solving
Wiiliam G. Zikumund,
I
Raymond .Mcleod and
Fayew Gilder . Customer
1-3 Definition and concepts of CRM Relationship
Management, .PHI
Learning.
Raymond .Mcleod and
4-6 Components of CRM. Relationship
Management, .PHI
Learning.
7-9 Understanding the goal of CRM,

Acquisition –Objectives Wiiliam G. Zikumund,
II
Raymond .Mcleod and
Relationship
Management, .PHI
Learning.
Raymond .Mcleod and
10-12 Strategies, Referrals, Programs, Fayew Gilder . Customer
Relationship
Management, .PHI
Learning.
Retention Strategies, The
Welcome, Raymond .Mcleod and
13-14 Reliability,Responsiveness, Case study Fayew Gilder . Customer
Recognition, and Personalization.
Relationship
Management, .PHI
Learning.
“Customer Relationship
Management: Concepts
The CRM cycle i.e. Assessment and Technologies” by
15-16 Phase; Planning Phase; The Case study
Executive Phase Francis Buttle and Stan
Makla
Management (CRM)” by
17-19 4C's (Elements) of CRM Process
Dr K Govinda Bhat
III 20-23 Customer Loyalty, Factors that Judith W. Kincaid,

Customer Relationship
Management: Getting It
affect Customer Loyalty Right, New Jersey:
Prentice Hall, New Delhi,
2005.
Judith W. Kincaid,
Customer Satisfaction, Conducting Management: Getting It
24-28
A Customer Satisfaction Survey Right, New Jersey:
2005.
IV Judith W. Kincaid,
Management: Getting It
29-30 Collaborative CRM Tools Right, New Jersey:
2005.
Management: Concept,
Social CRM Tools and Analytical
31-33 Strategy, and Tools” by V
CRM tools. Kumar and Werner
Reinartz
V Alok Kumar Rai,

34-36 Features of E CRM Management, Prentice
Hall of India, New Delhi,
2008.
37-40 Advantages of E CRM and Alok Kumar Rai,
applications of E CRM
Management, Prentice
Hall of India, New Delhi,
2008.

submission policy)
8 Course References
Text Readings
1. Wiiliam G. Zikumund, Raymond .Mcleod and Fayew Gilder . Customer

Relationship Management, .PHI Learning.
2. Judith W. Kincaid, Customer Relationship Management: Getting It Right, New
Jersey: Prentice Hall, New Delhi, 2005.
3. V. Ramana, Customer Relationship Management, Excel Books, 2010.
4. Alok Kumar Rai, Customer Relationship Management, Prentice Hall of India, New
Delhi, 2008.
5. John Freeland, The Ultimate CRM Handbook Strategies and Concepts for Building
Enduring, Customer Loyalty and Profitability, Tata McGraw Hill, New Delhi, 2005.
6. Peeru Mohamed and A. Sagadevan, Customer Relationship Management: A Step-by-
Step Approach, Vikas Publishing House, New Delhi, 2010.
7. “Customer Relationship Management: Concepts and Technologies” by Francis Buttle
and Stan Makla
8. “Customer Relationship Management (CRM)” by Dr K Govinda Bhat
9. “Customer Relationship Management: Concept, Strategy, and Tools” by V Kumar and
Werner Reinartz
Suggested Readings
1. Shainesh,G Sneth and Jagdish N, Customer Relationship Management, MacMillan
India Ltd,2005.
2. Seth, Parvatiyar, & Shainesh, Customer Relationship Management, Tata McGraw
Hill, 2005.
3. Antony Lawerence, Customer Relationship Management, Himalaya Publishing House,
2010.
4. Govinda Bhat, Customer Relationship Management, Himalaya Publishing House,
New Delhi, 2011.
Course Code : B-504 A- HR
Course Outline
Course Title: Human Resource Development

Term: I Core/Elective: Elective Credits: 3 (3 Lectures)
Academic Year: 2021-22 Verified by HOD: Dr. Manisha Singhai
Course Designed by: Mr. Kunj Ahuja

1. Course Introduction:
This course is an introduction and overview to the discipline of Human Resource Development.
The holistic nature of the course addresses the processes of planning and implementing
organizational training systems, assessing educational and developmental needs of employees,
and examines the various applications of the HRD field used to enhance employee
performance.
2. Types and Employability-level :
1. Foundation Course 2. Foundation Skill 3. Professional Skill 4. Premier Skill

✔
3. Course Objectives:
This course will help students learn the concepts of human resource development and their
applications in the business context.
4. Examination Scheme
Maximum Marks 100

The Semester Examination will be worth 60 marks. It will have two section, A and B. Section A
worth 45 marks will comprise of five theory questions of 15 marks each of which a student will be
required to attempt any three questions . Section B will contain one practical or numerical
problem and or a case worth 15 marks.

After completion of this course students will be able to:
LO1: Understand the concept of HRD and learn various methods of training and benefits of training
LO2: Analyze the skills, abilities and aptitude for career development and identify the steps to plan
career development, training and succession planning
LO3: Understand the importance of assessing change and role of change agent
LO4: Examine the steps and techniques of training need analysis and design and develop training
program
LO5: Describe the steps required to develop and evaluate employees training program
LO6: Develop skills and competencies to evaluate training against cost, techniques, learning reactions,
behaviour and outcomes.
Unit Session Session Topic / Sub-topic Case/Problem

Required Readings
No. No. Description Solving
1-3 Unit I Introduction to Human Case Study - I Rao, T.V (2018) ,

Resource Development and ‘Human Resource
Training and Development
I Basic Concepts of HRD,
Elements of HRD:
Development’,
 Training and Performance
Sage Publications,
Management
New Delhi
 Training vs Organisational
Development
 Coaching vs Mentoring
 Employee Performance
Counselling
Rao, T.V (2019) ,

‘Human Resource
4 Objectives and Benefits of HRD Development’,
Sage Publications,
New Delhi
Noe, A. R. (2019).
Training – Meaning, Employee training

and development.
5 Benefits and Objectives of Training, The McGraw-Hill
Training vs Development Companies
6 Introduction to Various Methods of Noe, A. R. (2019).

Training Employee training
and development.
The McGraw-Hill
Companies
II Unit 2: Organisational
Development and Change French and Bell
Management Case Study on (2020)-
administering Organisational
7
and conducting Development by
Change Management and Action Research Pearson
Organisational Development , Publication
Action Research
French and Bell

(2020) -
Relevant Case Organisational
8 OD Process
Study Development by
Pearson
Publication
Asking students French and Bell

Weisbord Six Box model of
to perform role (2020) -
Diagnosing an Organisational play covering all Organisational
9
problem aspects of Development by
Weisbord Six Pearson
box model Publication
10 OD Interventions Role Play / French and Bell

Classroom (2020) -
Debate Organisational
Development by
Pearson
Publication
Case Study on
Managing Change through Training,
Merger of Noe, A. R. (2018).
Role of a change Agent Vodafone and Employee training
R Idea and and development.
11 identifying how The McGraw-Hill
they have Companies
accepted the
differences in
work policies
III Unit 3: Career and Succession Noe, A. R. (2018).

Planning and Development Employee training
and development.
12 The McGraw-Hill
Career Planning vs Career
Companies
Management vs Career
Development
Noe, A. R. (2018).
Employee training
and development.
13 Phases of Career Development The McGraw-Hill
Companies
14 Career Management and Process Case Study on Noe, A. R. (2018).

Career Employee training
Management and development.
The McGraw-Hill
Companies
Noe, A. R. (2018).
Employee training
Case Study on
Succession Planning and Succession and development.
15-16 Succession
Planning Process The McGraw-Hill
Planning Companies
IV Noe, A. R. (2018).
Employee training
and development.
The McGraw-Hill
Companies
Unit 4: Training Need Analysis and

Training Design and Development Case Study to . Irwin, L.
demonstrate Goldstain. L. I., &
17 ASK framework Ford, J. K. (2020).
Training Need Identification : used by any Training in
Defining ASK Framework of company organization:
Competencies
Needs assessment,
development, and
evaluation (4th
ed.).Thomson
Learning
18 Competency Planning, Competency Whitepapers of Noe, A. R. (2018).

Mapping and Defining Big -4 Employee training
Competencies required to perform Consulting and development.
Firms /
McKinsey’s The McGraw-Hill
a job cases on Companies
competency
management
Noe, A. R. (2018).
Employee training
and development.
19 ADDIE model of Instructional
The McGraw-Hill
design Companies
Noe, A. R. (2018).
Process Involved in Identifying the
Employee training
Training Needs at Organisational, and development.
20 The McGraw-Hill
Individual level and Task Level
Companies
Noe, A. R. (2018).
Frameworks used in crafting
Employee training
training needs: and development.
21-23
1. Bloom’s Taxonomy The McGraw-Hill
2. Kolb’s Experiential Design Companies
24-30 Designing and Development Noe, A. R. (2018).

Factors, Employee training
and development.
Trainer’s Characteristics,
The McGraw-Hill
Trainees Characteristics,
Training Climate,
Training strategies for an ideal

Companies
transfer of training,
Session lengths
Unit 5: Evaluation of HRD and

Training and Developmental
Initiatives and Contemporary
Noe, A. R. (2018).
Trends in Human Resource
Employee training
Development
and development.
31 The McGraw-Hill
Companies
Training Evaluation : Meaning and
Concept
Types of Evaluation : Formative and

Summative
Techniques of Evaluation
32-34 Kirkpatrick's Model of Training Relevant case Noe, A. R. (2018).

Evaluation study of the Employee training
company and development.
utilizing The McGraw-Hill
Kirkpatrick’s Companies
model of
Training
evaluation
Contemporary Evaluation
Techniques for Evaluation of HRD
Numerical Noe, A. R. (2018).
Initiatives of the Organisation : Cost
Problems on Employee training
Benefit Analysis / ROI analysis, HR
calculating the and development.
Auditing, HR Accounting, Balanced
35-38 ROI/ Preparing The McGraw-Hill
Scorecard Method of performance
the HR budget Companies
evaluation
using HR
accounting data
Noe, A. R. (2018).
Employee training
Contemporary Issues in HRD /
and development.
39-40 Recent trends in HRD
The McGraw-Hill
Companies
7. Description of Course Assessment Components

submission policy)
2) Case Study Presentation: Student/s are require to present/submit the case study on
due date given by faculty, in case of late submission 1 mark per day will be deducted
Course References:
Text Readings:
1. Noe, A. R. (2018). Employee training and development. The McGraw-Hill Companies
2. Blanchard. P. N., & Thacker, J. W. (2009). Effective training: Systems, strategies, and
practices (2nd ed.). Pearson Education
3. Mcgrath, E. H. (2018). Training for life and leadership in industry. Prentice Hall of India Pvt
Ltd.
4. Anderson, A.H. (2019). Training in practice: Successful implementation of plans. Infinity

Books
5. Irwin, L. Goldstain. L. I., & Ford, J. K. (2020). Training in organization: Needs assessment,
development, and evaluation (4th ed.).Thomson Learning
6.. Janakiram, B. (2017). Training & development, Biztantra innovations in management.

Dreamtech press
Course Code : B-504B - H
Course Outline
Course Title: Social and Industrial Psychology

Course Designed by: Dr. Ajay Malpani

The objective of this course is to understand human behaviour in social and industrial settings.
A student will be able to comprehend the causes of behaviour as well as the methods of
improvement by going through this course. This course will provide students with an overview
of research and theory in social psychology and industrial psychology. Not only students will
learn about interesting, relevant, and timely research findings, they will also learn how social
psychologists and industrial psychologists have discovered these evidences.

1. Understand the concept of Social Psychology.
2. Understand the concepts of social perception with knowledge communication, Theories of

attribution, Impression formation and Impression Management and their implication in the
organization.
3. Understand the concept of Social Identity and using this knowledge in improving
performance in the organization.
4. Understand the role of Social Influence in handling situations in the organization.
5. Understand Role of Application Blanks, References and background investigation in selection

of candidates.
6. Understand uses of various psychological tests in giving employment in the organization.
Maximum Marks 100

The semester examination will be worth 60 marks. It will have two sections A and B. Section A,
worth 45 marks will consist of five theory questions, out of which students will be required to
attempt any three questions, and Section B will comprise of one case, worth 15 marks.
LO1: demonstrate familiarity with the major concepts, theoretical perspectives, empirical findings,
and
historical trends in social psychology. .
LO2: apply social dimension in psychology at cognitive level and attitude modifications.
LO3: use critical and creative thinking, sceptical inquiry, and, when possible, the scientific approach
to solve
problems related to behavior and mental processes.
LO4: apply psychological principles to industry and its applications on employees’ work, motivation,
satisfaction, engagement and involvement
LO5: value empirical evidence, tolerate ambiguity, act ethically, and reflect other values that are
the
underpinnings of psychology as a science.
LO6: identify different traits of personality and its measurement using different tests.

No. No. Solving
I 1-2 Social Psychology: Introduction Social Psychology

and Concept Framing by Aronson, E.,
3-4 Nature and Background
Theories and Methods in Social

5-7 Wilson, T., &
Psychology. Akert, R.
Person Perception: Forming
8-10 Case Study
Impressions of Others.
II Social Cognition: Understanding

11-12
the Social World.
Social Psychology
13-14 Social Identity: The Self Concept by Robert A.
Baron and Donn
15-17 Attitudes and Attitude Change Byrne,
18 Prejudice
III
19-20 Social Influence: Conformity Social Psychology
by
Interpersonal Attraction.
21-23 Taylor, Shelley E.;
Personal Relationships. Letitia A. Peplau;
David O. Sears
24-25 Compliance and Obedience Case Study
V Introduction to Industrial
Psychology
26-28
Relationship to talent
management? Industrial -
Organizational
Employee Engagement and Psychology by
29-30 Involvement
John B. Miner
Work Motivation and Employee

31-33 Satisfaction Case Study
Organizational Communication
VI 34-35 Employment Testing: Testing

Abilities
Psychological
Testing Personality (MBTI &TAT), Testing by
36-38
Big Five Personality Traits
Gregory, R.J.
Application of personality traits in
39-40 Case Study
handling psychological cases

submission policy)
 Text Readings :
.
1. Taylor, Shelley E.; Letitia A. Peplau; David O. Sears (2005). Social Psychology
(12th ed.). Englewood Cliffs, NJ: Prentice Hall, Inc.
2. Gregory, R.J. (2005). Psychological Testing(4th ed.). Delhi: Pearson education
Pvt.Ltd.
3. Robert A. Baron and Donn Byrne, Social Psychology: Understanding Human
Interactions, New Delhi, Prentice Hall of India, 10th Edition, 2005.
4. John B. Miner, Industrial - Organizational Psychology, Singapore, McGraw-Hill, 1992
5. Aronson, E., Wilson, T., & Akert, R. (2018). Social Psychology (Rental edition). Upper
Saddle River, NJ: Pearson Education
Course Code : B-505 A H
Course Outline
Course Title: International HRM

Department General Management Head of the Department: Dr.

Manisha Singhai
Course Designed by: Deepesh

Mamtani
The course is intended to provide a basic understanding about the finer aspects of international business to
the students. International Human Resource Management (IHRM) is about the worldwide management of
human resources. IHRM can be traced back to the growth of international business operations and the
development of multinational firms with their formal and informal approaches to personnel administration and
management.

Core Skill Skill

 Understand the external forces (globalization, socio-cultural changes, political and economic
changes) that have impact on international HRM.
 Learn the strategic and functional roles of HRM in international context.
 Understand the performance management in international context.
 Learn the various components of international compensation and to understand the impact of
tax of various countries on compensation.
 Understand the HR issues in MNCs and an overview of HR practices in different countries.
Maximum Marks 100

The faculty member will award marks out of a maximum of 40 marks for the internal
performance of the student. The semester examination carrying 60 marks will have two sections:
A and B. Section A, worth 45 marks will comprise of five theory questions (15 marks each) out
of which a student will be required to attempt any three questions. Section B will contain one or
2 Cases worth 15 marks.

LO1: Demonstrate an understanding of key terms, theories/concepts and practices within the
field of IHRM
LO2: Analyze the implications of increasing globalization for the management of human
resources, with particular reference to IHRM in multinational corporations
LO3: Recognize and value cultural differences.
LO4: Systematically illustrate, define, categorise, and analyse a broad range of issues and
problems facing MNCs in their IHRM activities
LO5: Discuss, critically reflect upon and evaluate ethical matters related to IHRM.
Unit Session Session Topic / Sub-topic Case/Proble

Required Readings
No. No. Description m Solving
Ozbiligia & Harvey,

Globalization of Business International Human Resource
I 1–2 & HR: Global population Management Cambridge
change, Demographics. University
Press,London,UK.,2014
Ozbiligia & Harvey,
Global economic
International Human Resource
3–4 interdependence, Regional
Management Cambridge
alliances.
University
Ozbiligia & Harvey,
Types of Global International Human Resource
5 organizations, Concept of Management Cambridge
Expatriate University
Ozbiligia & Harvey,
Definition of global HRM, International Human Resource
6–8 Domestic versus Management Cambridge
International HRM University
Staffing Global Management,Brewster &
Assignment: Factors Sparrow,CIPD
II 9
affecting Global HR Enterprises,London,UK.,
management 2016.

Management,Brewster &
Global HRP, Issue in
Sparrow,CIPD
10 supply of International
Enterprises,London,UK.,
human resource
2016.

Recruitment practices, Management,Brewster &
Executive nationality Sparrow,CIPD
11 – 13
staffing policy, Issues in Enterprises,London,UK.,
selection 2016.

Skills for expatriate Sparrow,CIPD
14
manager Enterprises,London,UK.,
2016.

Pre departure orientation Management,Brewster &
and training, developing Sparrow,CIPD
15
international staff and Enterprises,London,UK.,
multinational team 2016.
16 Expatriate support & International Human Resource

Development, Repatriation Management,Brewster &
Sparrow,CIPD
2016.
Performance
Management: Areas to be
Sparrow,CIPD
III 17 – 19 appraised, Who should
appraise, System of
2016.
performance appraisal
Criteria for appraising Management,Brewster &
international employees, Sparrow,CIPD
20 – 21
Adjusting performance Enterprises,London,UK.,
criteria 2016.

Problems of performance
appraisal, Making
22 – 24 Sparrow,CIPD
performance appraisal
Enterprises,London,UK.,2016.
effective
IHRM: Globalization,
International National Systems &
Compensation: Factors Multinational Companies,
IV 25
affecting international financial times management,
compensation 2011.
National Systems &
Components of Multinational Companies,
26
international compensation financial times management,
2011.
National Systems &
Multinational Companies,
27 – 28 Balance sheet Approach
financial times management,
2011.
National Systems &
Global market approach,
Multinational Companies,
29 – 32 Tax concerns and expatriate
financial times management,
managers
2011.
V 33 Issues, Challenges & Harzing & Pinnington

Latest Trends in IHRM: International Human Resource
Managing people in an Management, Sage
international context Publications, London, 2011.
Harzing & Pinnington
34 HR issues in MNCs Management, Sage
Publications, London, 2011.

Corporate social
35 – 36 Management, Sage
responsibility
Publications, London, 2011.

An Overview of HR International Human Resource
37 – 40 practices in different Management, Sage
countries Publications, London, 2011.

submission policy)
Course References
Text Readings
 Ozbiligia & Harvey, International Human Resource Management Cambridge University
 International Human Resource Management, Brewster & Sparrow, CIPD Enterprises,
London,UK.,2016.
 IHRM: Globalization, National Systems & Multinational Companies, financial times
management, 2011.
 Harzing & Pinnington International Human Resource Management, Sage Publications,
London, 2011.
Course Code : B-505H
Course Outline
Course Title: Strategic HRM

Course Designed by: Dr. Farhat Ali Syed


This course is about both the design and execution of human resource management
strategies. This course has two central themes: (1) How to think systematically and
strategically about aspects of managing the organization's human assets, and (2) What
really needs to be done to implement these policies and to achieve competitive advantage.

 The objective of the course is to develop the perspective of strategic human resource
management. Specifically the course has the following objectives:
 Distinguish the strategic approach to human resources from the traditional functional
approach.
 Understand the relationship of HR strategy with overall corporate strategy.
 Understand the strategic role of specific HR systems.
 Appreciate SHRM in the context of changing forms of organisation.
Maximum Marks 100
The semester examination will be worth 60 marks. It will have two sections A and B. Section A,
worth 45 marks will consist of five theory questions, out of which students will be required to
attempt any three questions, and Section B will comprise of one case, worth 15 marks.
1. Understand the issues in the changing dynamic external environment and effectively deal
with them in the context of HRM.
2. Design HR strategies during mergers, acquisitions and joint ventures.
3. Adopt and apply different strategies to ensure the progressive survival of the
organization in the highly competitive environment.
4. Understand the repercussions of dynamics of the international players’ move.

No. No. Solving
Lochan Dhar Rajib,

Strategic Human
Resource
I 1 - 15 Strategic Approach to HRM, Case Study
Management, Excel
Publication, New
Delhi, 2008.
Lochan Dhar Rajib,

Strategic Human
Integrating HR Strategies with
Resource
Corporate and Functional Case Study
Management, Excel
Strategies,
Publication, New
Delhi, 2008.
Lochan Dhar Rajib,

Strategic Human
Integrating Human Resources in Resource
Case Study
Strategic Decisions. Management, Excel
Publication, New
Delhi, 2008.
W.D. Anthony, P.L.

Perrewe, K.M.
Strategies for Maximizing HR Kacmar, Strategic
II 16 – 27 Productivity: Organizational Case Study Human Resource
Restructuring, Management,
Forthworth,
Dryden, 1993.
Turnaround Management, Case Study W.D. Anthony, P.L.

Mergers, Acquisitions and Joint Perrewe, K.M.
Ventures. Kacmar, Strategic
Human Resource
Management,
Forthworth,
Dryden, 1993.
W.D. Anthony, P.L.

Perrewe, K.M.
SHRM in Global Context,
Kacmar, Strategic
III 28 - 40 International Human Resource Case Study Human Resource
Strategies. Management,
Forthworth,
Dryden, 1993.
Note: 50 percent of classes will be devoted to theory and 50 percent to discussion of cases.

submission policy)
 Text Book :
 W.D. Anthony, P.L. Perrewe, K.M. Kacmar, Strategic Human Resource Management,
Forthworth, Dryden, 1993.
 C. Mabey, G. Salman, and J. Storey, Human Resource Management: A Strategic Approach,
Cambridge, Blackwell, 1998.
 Linda Gratton, Strategic Human Resource Management, New York, Oxford University Press,
1999.
 Lochan Dhar Rajib, Strategic Human Resource Management, Excel Publication, New Delhi,
2008.

 John Leopold, Lynette Harris and Tony Waton, Strategic Human Resourcing:
Principles, Perspectives and Practices, London, Financial Times Pitman Publishers,
1999.
Program :BBA Semester :VI
Course Code :B-601
Course Outline
Course Title: Income Tax II

Term: II Core/Elective: Core Credits: 3 (2 Lectures+2Tutorials)
Academic Year: 2021-22 Course Designed by: Dr. SachchidanandPachori
This course is designed to provide students with a basic understanding of direct

taxspecially income tax and its relevance in business and develop an understanding
about tax planning provisions and contribution of it in business decisions.

Write-
Tax planning for cost management contributes widely in decision-making process at the heart of
commerce.
1.To develop basic understanding about direct tax provisions their applicability in business and
economics.
2.Be able to know about the compliance required by the tax law for the different types of
asseesees.
3.Students will and recognize the importance and value of tax provisions during thinking,
training, and approach to problem solving, on a diverse variety of disciplines.
Maximum Marks 100


 LO1:Learn the provisions and computation under the head Income from Business or
profession, Capital Gain and Other Sources of an individual assessee.
 LO2:Understand the mechanism of set off and carry forward of losses available to
individual tax payers.
 LO3:Familiar with the deductions available to individual assessee from Gross Total
Income.
 LO4:Understand the procedure for computation of tax liability of an individual assessee.
 LO5:Develop an understanding of role of administrative machinery for assessment and
collection of income taxes.

No. No. Solving
I Profits and gains from Business or  Income Tax Law &

Profession:Problems on business Practice,
1-8 Saklechas’ Direct
relating to sole trader only Tax, Singhanias’
Profits and gains from Business or  Income Tax Law &

Profession:problem on profession Practice,
relating to Chartered Accountant, Tax, Singhanias’
Advocate and Doctor.

Profits and gains from Business or Practice,
11-12 Profession:Business Income on Saklechas’; Direct
Estimated Basis u/s 44AD to 44AE Tax, Singhanias’
II Capital Gains: Theory and
problems including exemptions u/s  Income Tax Law &
Practice,
13-20 54; Income from other sources Saklechas’; Direct
including problems Tax, Singhanias’
III Deductions from Gross Total

Income (Provision relating to  Income Tax Law &
Practice,
21-27 individuals); Set off and Carry Saklechas’; Direct
forward of losses Tax, Singhanias’
IV Computation of the total Income

and tax liability including tax Practice,
rebate
Tax, Singhanias’
V Income Tax Authorities
A brief discussion on Income tax

officer and powers and functions,
Central Board of Direct taxes,
Power and functions, Procedure  Income Tax Law &
Practice,
38-40 for Assessment, Permanent Saklechas’; Direct
Tax, Singhanias’
Account number, Types of
Assessments and Rectification of
mistakes, Recovery of tax and
Refunds.

submission policy)
24) Practical Assignment Submission: Student/s are required to present/submit the
practical assignment on due date given by faculty, in case of late submission 1 mark
per day will be deducted
 Text Book :
Income Tax; Law & Practices – ShripalSaklecha and CA AnitSaklecha, Satish Printers
H.C. Meherotra, “Income Tax”, Sahitya Bhawan, Agra
V.K. Singania, “Student Guide To Income Tax”, New Delhi, Taxman Publications.
V.K. Singania, “Direct Tax Law”, New Delhi, Taxman Publications
Direct Tax Module for CA Inter, Study board of ICAI
 Other Readings:
Program : BBA Semester : VI
Course Code : B-602
Course Outline
Course Title: International Business

Term: II Core/Elective: Core Credits: 3
Verified by HOD: Dr. Prateek Sharma

Course Designed by: Dr. Raksha Thakur
The course aims at making the student understand the concept and techniques of
international business and investments and develops ttheir understanding and knowledge
for marketing strategies needed for entering into international markets and managing
overseas operations. It offers the student an analytical decision oriented framework for
exports, documentation and exchange rates.
 
Write-
International investments, modes of entry develop foundation skills of the students helping them in
understanding about global markets and competition. Export documentation and exchange rate are
topics that help develop skills are vital for problem-solving and decision-making in many areas of
international business. Opportunities for graduates are available throughout industry and commerce.
1. Explain how international factors affect domestic concerns;

2. Explain regional economic integration and economic and political integration;
3. Explain the main institutions that shape the global marketplace;
4. Explain businesses expansion abroad;
5. Explain the key legal issues related to businesses operating in other countries;
6. Students are expected to enhance their cognitive knowledge of global issues;
interpersonal skills with individuals from various cultures, and social responsibility
awareness on global issues.
Maximum Marks 100

LO1: Students will be able to identify the driving factors and constraints for International business.
They will understand the approach with which he can enter overseas market in future.
LO2: The students will be able to take decision whether to internationalize; which market to enter;
identify the factors to consider when choosing a market entry strategy; level of commitment
of the firm and the appropriate approach needed. They will be able to identify market entry
modes needed by their business based on the stage and orientation of marketing.
LO3: The student will be able to plan export under the framework and provisions provided by
respective government authorities.
LO4: Understand the importance and application of export documents and process in real
life.
LO5: This unit gives the theoretical perspective of international business based on the
various doctrines given by the economists.
LO6: This unit will develop understanding about exchange rate and balance of payment of our
country.

Required Readings
I International business &

Globalization
Meaning of International  P. Subba Rao

(2010), International
Business; Stages of
Business: Text and
Cases,
 John D. Daniels, Lee
H. Radebaugh,
International Business with
Daniel P.Sullivan,
EPRG Orientation; International
Business:
Environments and
Operations
 International
Marketing:
Arizona Sunray, Analysis and
Inc. Buy Strategy by Sak
Case Study Onkvisit and John
American or
Look Abroad? J. Shaw, 3rd
edition, 2009, PHI
Learning Pvt. Ltd.
New Delhi
Globalization: Meaning,
 Francis
Definitions and Features; Cherunilam
(2014),
Benefits and Ill effects of
International
globalization; Business
 Francis
Cherunilam
Globalization and India. (2014),
International
Business
II Overview of Forms of
International Business
 Justin Paul (2008):

Exporting; International
Business,
Intermediate Modes:  John and Shaw
(2008),
licensing and franchising; International
Marketing
 Francis
Cherunilam
Investment Modes: FDIs, (2014),
International
types of FDIs – Greenfield
strategy, acquisitions, joint
ventures and mergers;
Special Modes: contract

manufacturing and turnkey
projects;
Counter Trade: meaning and

Business
types of counter trade;
Regional Economic
Integrations: meaning and
types of economic
integrations.
Parle Products:
An Indian
biscuit is
seeking agents
and
cooperation  Global Marketing
partners in new by Svend
export markets Hollensen and
Case Study Madhumita
OR Banerjee, 4th
edition, 2010,
Mahindra & Pearson, New
Delhi
Mahindra:
Internationatio
nalizing through
acquisitions and
joint ventures
III
OOverview of Foreign Trade
General provisions regarding  C. Jeevanandam

imports and exports; Trade, Policy,
Practice, Procedures
Objectives of current foreign & Documentation
trade policy;
Foreign Trade Financing: pre-

shipment and post-shipment;
 C. Jeevanandam
Institutions supporting
Foreign Trade in India – Trade, Policy,
Export Promotion Council & Documentation
(EPC), ECGC and EXIM Bank of

 John and Shaw
India. (2008), International
Marketing
IV Export Procedure and

Documentation
Foreign Trade Procedure;
Overview of Documents in
Foreign Trade - Bill of Lading,  C. Jeevanandam
Letter of Credit, Commercial Trade, Policy,
Invoice, Marine Insurance, & Documentation
 John and Shaw
Certificate of Origin, Bill of (2008), International
Marketing
Exchange
V Theories of International
Trade
Adam Smith’s theory of

absolute cost advantage;
 P. Subba Rao
Ricardian theory of (2010), International
Business: Text and
comparative cost advantage; Cases
Modern Theory of  Francis Cherunilam,
2008, International
international trade
Economics
VI Exchange rate and BOP
Meaning of rate of exchange;

Factors affecting Exchange
 P. Subba Rao
Rate; (2010), International
Business: Text and
Balance of Payments: Cases
 Francis Cherunilam,
meaning, causes for 2008, International
Economics
disequilibrium in BOP and  Jeevnandam, C.
(2008). Foreign
measures for rectification. Exchange & Risk
Management

submission policy)
 Text Book :
 C. Jeevanandam (2012), International Trade, Policy, Practice, Procedures &
Documentation, Sultan Chand and Sons, New Delhi
 Francis Cherunilam, 2008, International Economics, Tata Mc Graw Hill, 5th Edition,
New Delhi
 P. Subba Rao (2010), International Business: Text and Cases, Fourth Edition, Himalaya
Publishing House, New Delhi
 John D. Daniels, Lee H. Radebaugh, Daniel P. Sullivan, International Business:
Environments and Operations, New Delhi: Pearson Education, 11th edition, 2007
 Global Marketing by Svend Hollensen and Madhumita Banerjee, 4th edition, 2010,
Pearson, New Delhi
 Jeevnandam, C. (2008). Foreign Exchange & Risk Management, Sultan Chand and Sons,
New Delhi, Eleventh Edition.
 Onkvisit, S. and Shaw, J.J., 2009, International Marketing Analysis and Strategies, PHI,
3rd edition, New Delhi.
 Justin Paul, International Business, New Delhi: Prentice Hall of India, 4th edition 2008
 Jain Subhash C. (2008), International Marketing Management, 3rd Edition, CBS

Publishers and Distributors Pvt. Ltd., New Delhi
 D.M. Mithani, 2011, International Economics, Himalaya Publishing House, 6th revised
edition, Mumbai
 Francis Cherunilam, International Business: Text and Cases, New Delhi: Prentice Hall of
India, 4th edition, 2007
 Other Readings:

Course Code : B-603
Course Outline
Course Title: Business Management by Indian Ethos and Values

Department General Management Head of the Department: Dr.

Manisha Singhai
Course Designed by: Deepesh

Mamtani
This course is designed to help students gain an understanding of Business Ethics and
application of Indian values in managerial decision-making.

Core Skill Skill

 To raise students' general awareness of ethical dilemmas at work

 To better understand differing perceptions of interests in business-related situations
 To present the concept of Corporate Social Responsibility, and explore its relevance to
ethical business activity
 To consider any moral obligations of businesses to the environment and to people in
other countries
 To enable students to validate, or correct, personal ideas about various ethical
perspectives.
 To enable students to develop their own, considered judgments about issues in business
ethics
Maximum Marks 100

The semester examination carrying 60 marks will have eight questions out of which students
will be required to attempt any five questions. Each question will be of 12 marks.

LO1: Identity various sources of Indian Ethos.
LO2: Describe various components of CSR.
LO3: Analyze the inherent meaning of verses from various scriptures.
LO4: Apply various principles of ethics on the routine business scenarios.
LO5: To compare and contract Indian culture and heritage with that of contemporary nations.
LO6: Recall various leadership theories applicable in effectively managing business.

No. No. Description Solving Readings
Ethics in
Introduction to Ethos, Ethics and
Management and
I 1-2 Values: Define Ethos and Ethics, Indian Ethos by
Business Ethics, Biswanath Ghosh
Types, Objectives, importance,

Relevance in Business Ethics in
organizations. Discuss role of Management and
3-4
Indian Ethos by
Ethics in making Business
Biswanath Ghosh
successful (Marketing, HR and
Finance).
Define Values and Gunas, Types of
Ethics in
Values, Values in life and their
Management and
5-7 relationship with corporate, Indian Ethos by
Differences between Ethics and Biswanath Ghosh
Values.
II 8-9 Basic Teachings from Scriptures Indian Ethos and
Basic 10 teachings from Bhagwad Values for
Geeta and Ramayan and its
Managers by N.
implication in Modern Business M. Khandelwal
World.
Indian Ethos and
Basic 10 teachings from Bible and
Values for
10-11 Quran and its implication in Managers by N.
Modern Business World. M. Khandelwal
Indian Ethos and

Guru Granth Sahib, and its
Values for
12 implication in Modern Business Managers by N.
World. M. Khandelwal
Cultural Heritage
and Business
III 13-14 Historical Introduction of Indian Ethics by Babita
Culture: Meaning and elements Agrawal and
Priyanka Chawla
Cultural Heritage
and Business
15-16 Characteristics of Indian Culture. Ethics by Babita
Agrawal and
Priyanka Chawla
Global Views: Cultural Heritage

and Business
17-19 A comparative study of Indian Ethics by Babita
culture and world culture & its Agrawal and
influence on each other. Priyanka Chawla
Sources of Indian Ethos and their

Importance in Life: Business Ethics by
IV 20-21
C.S.V Murthy
Sources of Indian Ethos & its
impact on human behavior
Social Responsibility – Concept (in
Business Ethics by
22-23 Business), Work Ethics, Factors C.S.V Murthy
affecting work ethics
24-26 Comparative study of Western & Cultural Heritage
Eastern Ethos and Business
Ethics by Babita
Agrawal and
Priyanka Chawla
Leadership in Indian ethical Cultural Heritage

and Business
V 27-29 perspective: Leadership, Ethics by Babita
Characteristics, Leadership in Agrawal and
Business (Styles) Priyanka Chawla
Cultural Heritage
Types of Leadership (Scriptural, and Business
30-31 Political, Business and Ethics by Babita
Charismatic) Agrawal and
Priyanka Chawla
Cultural Heritage
Leadership Behaviour, Leadership
and Business
Transformation in terms of Shastras
32-35 Ethics by Babita
(Upanihads (Any five), Smritis and
Agrawal and
Manu-smriti).
Priyanka Chawla
Corporate Social Responsibility

Meaning, Concept and Business Ethics by
VI 36-38
C.S.V Murthy
Elements/Components (economic,
legal, ethical and Philanthropic)
Business Ethics by
39-40 Significance of CSR in Business
C.S.V Murthy

submission policy)
Course References
Text Readings
 Biswanath Ghosh, ‘Ethics in Management and Indian Ethos’, Vikas Publishing House,
New Delhi. 2011.
 C.S.V. Murthy, Business Ethics, Himalya Publishing House, Mumbai. 2011.
 P.K. Ghosh, Business Ethics (Text & Cases), Vrinda Publications (P) Ltd. New
Delhi.2010.
 N. M. Khandelwal, Indian Ethos and Values for Managers, Himalya Publishing House,
Mumbai. 2011.
 Anand Singh, Business Ethics and Indian Value System (Text and Cases), Publishing
House, Mumbai. 2011
Suggested Readings
 R.V. Badi and N.V. Badi, Business Ethics, Vrinda Publications (P) Ltd. New Delhi.2012.
 Dr. Tripat Kaur, ‘Values and Ethics in Management’, Galgotia Publishing Company,
New Delhi, 2010.
 Babita Agrawal and Priyanka Chawla, Cultural Heritage and Business Ethics, Ramesh
Book Depot, Jaipur-New Delhi.2011.
 Rao, A. B, Business Ethics and Professional Values, Excel Books, 2006.
 Murthy, C.S.V, Business, Ethics, Himalaya Publishing House, 2012.
Course Code : B-604
Course Outline
Course Title: Strategic Management
Term: II Core/Elective: Core Credits: 3 (3 Lectures)
Verified by HOD: Dr. Manisha Singhai

Strategic Management is a stream of decisions and actions which lead to the development of
an effective strategy or strategies to help achieve corporate objectives.
Strategic management is an on-going process that evaluates and controls the business and the
industries in which the company is involved; assesses its competitors and sets goals and
strategies to meet all existing and potential competitors; and then reassesses each strategy
annually or quarterly [i.e., regularly] to determine how it has been implemented and whether it
has succeeded or needs replacement by a new strategy to meet changed circumstances, new
technology, new competitors, a new economic environment, or a new social, financial, or
political environment.
The course is designed to explore an organisation’s vision, mission, examine principles,

techniques, and models of organisational and environmental analysis, and discuss the theory
and practice of strategic formulation and implementation for the development of effective
strategic leadership
8. Foundation 9. Foundation Skill 10. Professional Skill 11. Premier Skill

Course
✔
7. Course Objective:
The objective of teaching this course is to enable students to integrate knowledge of

various functional areas and other aspects of management, required for perceiving
opportunities and threats for an organisation in the long-run and second generation
planning and implementation of suitable contingency strategies for seizing / facing these
opportunities and threats.
Maximum Marks 100
The Semester Examination carrying 60 marks will have two sections: A and B. Section A of 45
marks will comprise of five theory questions (15 marks each) out of which a student will be
required to attend any 3 questions. Section B will contain one practical problem or a case study of
15 marks.
After completion of this course, students will be able to:
LO1: Understand the strategic decisions that organisations make and have an ability to engage
in strategic planning
LO2: Explain the basic concepts, principles and practices associated with strategy formulation
and implementation.
LO3: Integrate and apply knowledge gained in basic courses to the formulation and
implementation of strategy from holistic and multi-functional perspectives using a strategic
management perspective.
LO4: Analyze and evaluate critically real life company situations and develop creative solutions
Unit Session Case/Probl

No. No. em Solving
I 1-3 Unit I Introduction to Strategic Management

Management Concepts & Cases
Conceptual framework-Definition and by Fred R. David –
meaning, Pearson
Relevance, Characteristics, Education/PHI.
A model of strategic management

process, Approaches to strategic
Management
decision making process,
Concepts & Cases
Relevant
4-6 Pitfalls in strategic management, by Fred R. David –
Case Study
Strategists and their role in strategic Pearson
management. Education/PHI.
II Unit II: Strategic Formulation Management

Concepts & Cases
7-9 by Fred R. David –
Developing strategic vision & mission Pearson
for a company Education/PHI.
Management
Concepts & Cases
Relevant
10 Business policies, Objective, Goals by Fred R. David –
Case Study
Pearson
Education/PHI.
11-12 Balanced score card Management

Concepts & Cases
Strategic intent-hierarchy
by Fred R. David –
Pearson
Education/PHI.
Management
Concepts & Cases
Merging strategic vision, objectives and
strategy to Strategic plan.
Pearson
Education/PHI.
III Unit III – Scanning Business
Environment
External Environment Analysis
 Definition,
 Strategically important
Management
components of BE.
Concepts & Cases
 Environmental scanning, Relevant
 International Environment, Case Study
Pearson
 Macro Environmental forces-
Education/PHI.
PESTEL,
 Industry Analysis-Industry's
dominant economic features,
 Competitive Analysis-Porters 5
force model
 6th force,
 Strategic Group
19-22 Internal Environment Analysis Relevant Management
Case Study Concepts & Cases
 Analysis of company's
by Fred R. David –
resources, Capability &
Pearson
competitive position
Education/PHI.
 SWOT analysis
 TOWS matrix,
 Value chain analysis,
 BCG matrix,
 Building core competencies
IV Unit III: Corporate Level Strategies
And Generic Strategies
Management
 Generic competitive strategy -
Concepts & Cases
Low cost, Differentiation, Relevant
23-26 Focus, by Fred R. David –
Case Study
 Strategic alliance, Pearson
 Mergers & acquisition strategy, Education/PHI.
 Grand strategies - Stability,

Growth/Expansion,
Diversification, Retrenchment
V Unit IV: Strategic Implementation Strategic

Management – An
 Operationalising strategy
Integrated
 Steps in implementation
Approach by
 Annual objectives Relevant
27-31 Charles W.L. Hill,
 Developing functional Case Study Gareth R.Jones –
strategies,
Biztantra, 6/e,
 Developing & communicating
2014/15
policies
32-34  Matching, Relevant . Business Policy

 Implementation issues. Case Study and Strategic
 Mc Kinsey's 7s Model Management by
 Institutionalizing strategy Kazmi Azar (Tata
Mc Graw Hill, 2nd
 Structure to strategy,
Ed.)
 Leadership & culture
VI Unit V: Strategic Evaluation and

. Business Policy
Control
and Strategic
Management by
Relevant Kazmi Azar (Tata
35-37
 Function of strategic control, Case Study Mc Graw Hill, 2nd
 Techniques of control - Premise
Ed.)
control, Implementation
control, Strategic surveillance,
special Alert control
. Business Policy
and Strategic
 Operational control-Budgeting,
Management by
Scheduling, KSF, Relevant
38-40 Kazmi Azar (Tata
Benchmarking, Case Study Mc Graw Hill, 2nd
 Essentials of effective control
Ed.)
system.

submission policy)
4) Case Study Presentation: Student/s are require to present/submit the case study on
due date given by faculty, in case of late submission 1 mark per day will be deducted
Recommended Books :
1. Strategic Management Concepts & Cases by Fred R. David – Pearson Education/PHI.
2. Strategic Management Building and Sustaining Competitive Advantage by Robert A. Pitts,

David Lei. – Thomson South – Western, 3/e, 2020
Reference Books :
1. Crafting and executing strategy by Arthur A. Thompson Jr., A. J. Strickland III, John E. Gamble-
Tata McGraw Hill, 14/e, 2018
2. Strategic Management – An Integrated Approach by Charles W.L. Hill, Gareth R.Jones –
Biztantra, 6/e, 2014/15
3. Business Policy and Strategic Management by Kazmi Azar (Tata Mc Graw Hill, 2nd Ed.)
Course Outline
Course Title FINANCIAL SERVICES

Term: III Core/Elective: Core Credits: 3
Course Designed by: Prof. Divya Tiwari

This course is designed to provide students with understanding the

intricacies of the financial market and the various services provided in the
financial market in India. A particular emphasis is placed on developing the
ability to interpret the risk exposures involved in the various financial
services and financial intermediaries.

Write-
Mathematics and Statistics skills are vital problem-solving and decision-making tools at the heart of
commerce.
1. To understand the understanding of the structure and regulation of the financial services
industry.
2. Be able to evaluate and measure the various risk involved in the trading in the financial
market.
3. Students will recognize the importance and value of critical and logical thinking and approach
to deal with the various services in the financial market.
Maximum Marks 100

LO1: Understand the concepts and applications of dealing with the financial services, credit
rating and mutual fund in Business and real life situations.
LO2: Use Factoring, Leasing, Hire Purchase and Mutual Funds for business applications.
LO3: Compare the distinguishing features of various financial assets and services.
LO4: Understand the importance and application of Hire Purchase in business application.
LO5: Identity and apply the concept of investing in mutual funds.

No. No. Solving
I Asset/Fund based financial

services
 Thummuluri
Meaning and concept, Siddaiah,
Financial
1-4 Characteristics of Financial Services,
Services, Lease Finance, types and Pearson, 2016.
functions, Hire Purchase Finance,
Consumer Finance - Mechanics,
Sources, Modes, Pricing,
Consumer credit scoring, Factoring,

Mechanism, Types, Players,
Thummuluri
Functions, Advantages and
Siddaiah, Financial
5-8
Disadvantages,. Operational Profile Services, Pearson,
of Indian Factoring, Forfeiting. 2016
II Mutual Funds
Thummuluri
Siddaiah, Financial
9-12 Mutual Funds – meaning and
Services, Pearson,
concept, types, Advantages,
2016
managing mutual funds in India,
AMC - Functions, Portfolio

management, process of mutual Thummuluri
funds, Mutual funds holders Siddaiah, Financial
13-16
account, operational efficiency of Services, Pearson,
mutual funds, Regulatory 2016
requirement of mutual funds
III Credit Rating
Introduction, Meaning, Need/

Thummuluri
Importance, CRISIL, ICRA, CARE, Siddaiah, Financial
17-24
DCR Ltd. ONICRA. International Services, Pearson,
2016
Credit Rating Agencies.
IV Lease Financing and Hire

Purchase Thummuluri
Siddaiah, Financial
25-28 Introduction, Meaning, Essential
Services, Pearson,
elements of Leasing, Features and
2016
Types of Lease Contract. Pros and
Cons of Leasing.
Meaning and Features of Hire Practical

Thummuluri
Purchase, Leasing vs. Hire Problems/
Siddaiah, Financial
29-32 Numerical on
Purchase.. Services, Pearson,
Leasing and
2016
Hire Purchase
V 33-40 Venture Capital Financing Thummuluri

Siddaiah, Financial
Introduction, Characteristics of Services, Pearson,
Venture Capital, Stages of Venture
Capital Financing, Structure and
Sources of Venture Capital Funds, 2016
Venture Capital Financing in India.

submission policy)
 Text Book :
 M.Y.Khan, Financial Services, Tata McGraw-Hill, 12th Edition, 2012.
 Nalini Prava Tripathy, Financial Services, PHI Learning, 2011.
 Thummuluri Siddaiah, Financial Services, Pearson, 2016.
 Vasant Desai, Financial Market and Financial Services , Himalaya Publishing
House, Ist Ed., 2010.
M. Y. Khan, “Indian Financial System”, 2013.
Pathak, “Indian Financial System”, 4th Edition, 2014.

 Other Readings:
Program:BBA Semester:VI
Course Code:B-605 BF
Course Outline
Course Title: Banking Services and Management
Department Finance Verified by: Head of Department
Dr. Sukhjeet Kaur Matharu
Academic Year: 2021-22 Course Designed by: Dr. Saurabh Singh

Through this course, students will develop their understanding and expertise in variousmatters
relating to services and operations of a commercial bank. After completion of the course,
students areexpected to have good command understanding of banking system and banks.


The course aims at developing understanding about various functions, operations and activities
of banking Institutions. Students will be equipped with learning like how to apply the basic
finance concepts to the management of banking institute.

Maximum Marks 100
performance of the student. The semester examination carrying 60 marks will have eight
questions out of which students will be required to attempt any five questions. Each question
carries equal marks.

LO1: Identify the distinguishing features of banks as financial intermediaries.
LO2: Understand the role of commercial banks and RBI in Indian economy.
LO3: Analyze the impact of products and services offered by the banks on financial planning.
LO4: Understand how banks manage their risk exposure.
LO5: Analyze the impact of economic and regulatory environments on the banks’ decision-
making.
LO6: Develop technical, analytical and decision-making skills.

No. No. Solving
Banking Structure in India: public Introduction to

I 1-3
sector banks, private sector banks Banking
Introduction to
4 Function of RBI
Banking
Introduction to
5 Reforms in banking sector
Banking
Role and Significance of Commercial Introduction to

6-8
Bank, SLR, CRR, PLR, CAR Banking
Traditional Banking, Branch

Management of
Banking, Technology Based
II 9-11 Banking and
Channels, different types of
Financial Services
accounts.
Mutual Funds, Loans: Consumer Management of

12-13 Credits, Auto Loans, Home loans, Banking and
Education and Personal Loans; Financial Services
Management of
Plastic Money, Meaning and
14-15 Banking and
Operation of Credit Card,
Financial Services
Management of
16 DEMAT services. Banking and
Financial Services
Customer Relationship Introduction to

III 17-18
Management, Banking
Introduction to
19-20 Customer Interaction Management.
Banking
Concept of know your customer Introduction to

21-22
(KYC), KYC norms, Banking
Retail lending schemes, retail Introduction to

23-24
deposit schemes. Banking
Types of risk in banking, How Banks Basics of Banking

IV 25-26 are affected by Risk, Risk
Measurement and Product Price,
27 Risks Management Strategies. Basics of Banking
28-29 Credit Policies, Evaluations of Loan Basics of Banking

Proposal, Credit Analysis, Bank
Capital and Liquidity.
30-31 Cost of Fund, Managing Liabilities. Basics of Banking
32-34 Basel I, II and III & Its Impact. Basics of Banking
Analysis of Banking Financial Basics of Banking

V 35-37
Statements Through Various Ratios,
38 CAMELS Rating Basics of Banking
Managing Interest Income and Non- Basics of Banking

39-40
Interest Expenses.

submission policy)
29) Tests: As per the scheduled time table notified by Internal Assessment Coordinator.
22. Course References
 Text Book:
 Padmalatha Suresh and Justin Paul, Management of Banking and Financial Services,
Pearson Education, 2010.
 Vijayaragavan Iyengar, Introduction to Banking, Excel Book, Ist Ed., 2009.
 Indian Institute of Banking and Finance, Banking Product and Services, Taxmann
Publication, 2010.
 Indian Institute of Banking and Finance, Basics of Banking, Taxmann Publication, 2010.
 Reserve Bank of India, Latest Annual Report.
 Timothy W. Koch and MacDonald, Bank Management, The Dryden Press, Harcourt
College Publishers.2009.
 Moorad Choudhry, Bank Asset and Liability Management: Strategy, Trading, Analysis
Wiley Finance, 2007.
 Other Readings:
Program : BBA Semester :VI
Course Outline
Course Title: International Finance

Term: II Core/Elective: Elective Credits: 3
Course Designed by: Dr. Sachchidanand

Pachori
This course is designed to provide students with a basic understanding to provide an

overview of the application of International finance, its theory and the risks involved to
the students and contribution of it in business decisions.

Write-
Basic knowledge and understanding of international financecontribute widely in decision-making

process at the heart of advances in many areas of business internationally. Opportunities for graduates
are available throughout industry and commerce.
1.Understand the role of significant International Finance Development Institutions,

markets,theories & concepts involved in International Financial Environment.
24. Learn Transactional and translational exposures and risk mitigation and avoidance.
25. Gain knowledge for managing forex transactions and risks involved.
26. Get Exposure to various International financial instruments to raise funds globally from
public.
27. Analyze International Investment Decisions
Maximum Marks 100

 LO1:Learn about the basic knowledge of sources of finance available in international

market and various issues related to it.
 LO2:Understand the mechanism of international monetary authority their role, function
Power and contribution.
 LO3:Familiar with the foreign exchange transactions and management of risk
management tools of international Finance.
 LO4:Develop an understanding of investment management in international financial
market.

No. No. Solving
I 1-5 Introduction Avdhani V A

International FM,
Meaning, Issue involved in Apte P G
International Fin
International Business and Finance,
Market
Balance of payments, Structure
and investments.
International Monetary Fund (IMF),  Avdhani V A
European Monetary Union (EMU), International FM,
Apte P G
6-8 International Parity Conditions,
International Fin
Purchasing Power Parity, Fischer Market’
Effect.
II International Risk management

Avdhani V A
Types of Risk, Political, International FM,
09-14 Commercial, Exchange control Apte P G
restrictions on remittances. International Fin
Exchange rate, inflation and Market
Interest rate fluctuations
Avdhani V A
Exposure Management:
International FM,
Transaction Exposure, Translation
15-20 Apte P G
Exposure and Operating exposure,
International Fin
Managing Risk. Market
III Foreign Exchange Management:
Structure of Foreign Exchange

market, hedging and speculation, Avdhani V A
Types of transactions: spot, International FM,
21-27 forward, Exchange rate quotations Apte P G
and Arbitrage, Exchange rate International Fin
regimes, swaps, forwards, options Market
on futures, Foreign Exchange
market in India, Currency options
in India.
Forward spread agreements,

Exchange rate agreements and  Avdhani V A
International FM,
28-30 Apte P G
forward exchange agreements.
International Fin
Market
IV 31-40 Investments Avdhani V A

Foreign direct investments, NRI
investments: FCN(R), NRO, NRE;
Short term borrowing &
investment, External commercial
borrowing, Foreign Equity
investment, American depository
International FM,
receipts, Global Depository
Apte P G
receipts, Indian Depository International Fin
Market
Receipts, Euro bond market,
Foreign currency convertible
bonds, multiple currency bonds,
Yankee bonds, Euro currency
market, Foreign trade financing.

submission policy)
32) Case Study/Practical Assignment Submission: Student/s are required to
present/submit the Case Study/practical assignment on due date given by faculty, in
 Text Book :
 IV.A.Avadhani, “International Financial Management”, 2nd Revised Edition, Himalaya
Publication, 2011.
 P.G.Apte, “International Financial Market”, 6th Edition, Tata Mc Graw Hill, 2011.
 V.K.Bhalla, “International Financial Management – Text and Cases”, 10th Revised Edition,
Anmol Publications, 2010.
Reference Books:
 Maurice D. Levi, “International Finance”, Routledge Publication, London, 5 th Edition,
2009.
 Eun, C. and Resnick, B., “International Financial Management” 4th Edition, Tata Mc Graw
Hill, 2007.
 Jeff Madura, “International Financial Management”, Soth-Western College Publoication,
New York, 10th Edition, 2009.
 Other Readings:
Program: BBA Semester: VI
Course Code: B-606 BF
Course Outline
Course Title: Financial Risk and Derivatives
Department Finance Approved by: Head of Department
Dr. Sukhjeet Kaur Matharu
Academic Year: 2021-22 Course Designed by: Dr. Saurabh Singh

Through this course, students will develop their understanding and expertise in variousmatters
relating to financial risk and derivatives. After completion of the course, students areexpected
to have goodunderstanding of derivatives, types of derivatives and participants of this markets.


The objectives of this course are to explain to the student the risk return trade-off and manage
financial risk through the use of various derivatives and to make them understand operations
of derivatives market.
Maximum Marks 100
performance of the student. The semester examination carrying 60 marks will have eight
questions out of which students will be required to attempt any five questions. Each question
carries equal marks.

LO1: Understanding the importance of risk management and the main tools for managing risks.
LO2: Show proficiency and thorough understanding of derivative Instruments.
LO3: Understanding of forward and futures contracts.
LO4: Assess a forward/futures risk hedging strategy.
LO5: Designing option strategies to understand how options can reduce market risk.
LO6: Familiarity with the different types of swaps and its application in business.

No. No. Solving
Concepts, Types of Derivatives: Derivatives and Risk

I 1-4 Forwards, Future, Options and Management
Swaps, Uses of Derivatives,
Derivatives and Risk

5 Participants in Derivative Market,
Management

6 Basic Derivatives Terminologies
Management

7-8 Types of Orders.
Management
Options, Futures
Meaning, Types and Specification of
II 9-11 and Others
Futures and Forward Contracts,
Derivatives
Trading of Futures Contract, Interest

Options, Futures
Rate Futures, Currency Futures,
12-15 and Others
Foreign Exchange Futures, and
Derivatives
Stock Index Futures,
16-17 Operations of Margin, Clearing Options, Futures

Process, Clearing House and and Others
Clearing Margins, Derivatives
Hedging using Futures Contract, Options, Futures

18-20 Difference between Forward and and Others
Futures Contract. Derivatives
Options, Futures
Meaning, Types and Specifications
III 21-22 and Others
of Options,
Derivatives
Option Premium, Payoffs from Options, Futures

23-25 Options, Calendar and Diagonal and Others
Spread, Derivatives
Options, Futures
Trading Strategies involving
26-28 and Others
Options: Bull-Bear, Butter Fly,
Derivatives
Options, Futures
Straddles, Strips and Straps and
29-30 and Others
Strangles.
Derivatives
Options, Futures
IV 31-33 Meaning of Swaps, Types of Swaps, and Others
Derivatives
Options, Futures
Interest Rate and Currency Rate
34-37 and Others
Swaps,
Derivatives
Options, Futures
38-40 Mechanics of Swaps Transactions. and Others
Derivatives

submission policy)
33) Tests: As per the scheduled time table notified by Internal Assessment Coordinator.
 Text Book:
 John.C.Hull, Options, Futures and Others Derivatives , 7th Edition, Pearson Education
Asia 2010.
 S.L.Gupta, Financial Derivatives: Theory, Concepts and Problems .Prentice Hall of India
Privare Limited, New Delhi, 2008.
 R. Madhumati and M. Ranganatham, Derivatives and Risk Management, Pearson
Education Asia, 201Module 2
 Rene M. Stulz, Risk Management and Derivatives. Thompson Publications, New Delhi,
2007.
 Babu V Daniel Jose, Financial Derivatives: Concepts, Components and Functions, New
Century Publications, 201Module 2
 S.S. Kumar, Financial Derivatives, PHI Publications, New Delhi, 2009.
 Parashuraman, Fundamentals of Financial Derivatives, 2nd Edition, Wiley Publication,
2010.
 Other Readings:
Course Code : B- 605 A M
Course Outline
Course Title: ADVERTISING & MEDIA MANAGEMENT
Term: II Core/Elective: Core Credits: 3 (2 Lectures+2Tutorials)
Academic Year: 2021-22 Course Designed by: Dr. Prachi Maheshwari
This course is designed to provide students with an understanding of the theory, role and
practice of Advertising and media management.

Write-
 Understand the concept and theories of advertisement.

 Understand the importance of media strategy.
 Analyze the concept, theories and techniques of advertising budget.
 To identify various factors influencing advertising in modern society.
 Evaluate the scope and recent developments in media and advertising worlds.
 Ability to apply knowledge and skills of advertising and marketing to real-world
experiences in an industry.
Maximum Marks 100

of the student. The semester examination carrying 60 marks will have eight questions out of which
students will be required to attempt any five questions. Each question carry equal marks.
LO1:Understand the various advertising approaches that combine the use of print, online/digital, and
other multimedia communication.
LO2:Develop advertising media buying and planning strategies.

LO3:Students will be able to analyze individual media businesses and understand the economic
drivers of the media economy.
LO4:Students will be able to develop an integrated marketing plan using a wide variety of media that
will take a comprehensive approach to a marketing challenge.
LO5:Students will have developed hands-on experience as content marketers using journalistic and
digital techniques.
LO6:Students will have gained a perspective on the evolution of media in the past few years and on
key current trends.
Unit Sessi
Session Topic / Sub-topic Case/Problem
on Required Readings
No. Description Solving
No.
I-Media Belch: Advertising

Strategy and Promotion: An
Integrated Marketing
Role of Media, Setting Media Communications
1-3
Budget
Perspective .8th
Edition, The
McGraw−Hill
Companies, 2011
Belch: Advertising
and Promotion: An
Types of Media, Media
Communications
4-6 Research and Advertising
Perspective .8th
Decisions,
Edition, The
McGraw−Hill
Companies, 2011
Belch: Advertising
and Promotion: An
Media Vehicles Decision, Communications
7-9
Media Option Decisions Perspective .8th
Edition, The
McGraw−Hill
Companies, 2011
Belch: Advertising
and Promotion: An
Scheduling and Timing Communications
10-11
Decisions Perspective .8th
Edition, The
McGraw−Hill
Companies, 2011
II-Nature Scott M. Cutlip,

and scope Allen H. Center,
of Glen M. Broom :
Advertising Effective public
Advertising concepts,
12-14 relations . 9th ed.
evolutions of advertising:
Upper Saddle River,
N.J. ; London :
Prentice Hall, 2006.
Scott M. Cutlip,
Allen H. Center,
Role of advertising in modern Glen M. Broom :
society: Socio and economic Effective public
15-17
impact of advertising, relations . 9th ed.
Upper Saddle River,
N.J. ; London :
Scott M. Cutlip,
Allen H. Center,
Glen M. Broom :
Planning advertising Effective public
18-19
campaigns.
relations . 9th ed.
Upper Saddle River,
N.J. ; London :
III- Types Thomas
of O'Guinn , Chris
advertising Allen , Richard J.
Semenik and
Angeline Close
Scheinbaum Adverti
sing and Integrated
Product, Services, Institutional,
20-22 Brand Promotion
Public Services,
(with CourseMate
with Ad Age Printed
Access Card) 7th
Edition, Cengage
learning, Stanford
USA , 2014.
Thomas
O'Guinn , Chris
Allen , Richard J.
Semenik and
Angeline Close
Scheinbaum Adverti
Financial and industrial. sing and Integrated
23-24
Brand Promotion
(with CourseMate
with Ad Age Printed
Access Card) 7th
Edition, Cengage
learning, Stanford
USA , 2014.
25-26 Departments and functions of Thomas
advertising agencies. O'Guinn , Chris
Allen , Richard J.
Semenik and
Angeline Close
Scheinbaum Adverti
sing and Integrated
Brand Promotion
(with CourseMate
with Ad Age Printed
Access Card) 7th
Edition, Cengage
learning, Stanford
USA , 2014.
IV- Thomas
Advertising O'Guinn , Chris
Budget Allen , Richard J.
Semenik and
Angeline Close
Scheinbaum Adverti
sing and Integrated
Plans, Process, different
27-29 Brand Promotion
methods,
(with CourseMate
with Ad Age Printed
Access Card) 7th
Edition, Cengage
learning, Stanford
USA , 2014.
30-32 sales objectives and task all you Thomas

can afford comparative parity O'Guinn , Chris
and incremental concept; Allen , Richard J.
Semenik and
Angeline Close
Scheinbaum Adverti
sing and Integrated
Brand Promotion
(with CourseMate
with Ad Age Printed
Access Card) 7th
Edition, Cengage
learning, Stanford
USA , 2014.
Thomas
O'Guinn , Chris
Allen , Richard J.
Semenik and
Angeline Close
Scheinbaum Adverti
budgeting decisions rules,
sing and Integrated
33-34 Ethical and social dimension of Brand Promotion
advertising, (with CourseMate
with Ad Age Printed
Access Card) 7th
Edition, Cengage
learning, Stanford
USA , 2014.
Thomas
O'Guinn , Chris
Allen , Richard J.
Semenik and
Angeline Close
Scheinbaum Adverti
sing and Integrated
35 Role of E- advertising. Brand Promotion
(with CourseMate
with Ad Age Printed
Access Card) 7th
Edition, Cengage
learning, Stanford
USA , 2014.
V 36 Advertisement Regulations, O’Guinn,Allen,Seme
Deceptive Advertising, nik,4E,Advertising
& Integrated Brand
Promotion,
Thomson, India
Edition,New
Delhi,2007
O’Guinn,Allen,Seme
nik,4E,Advertising
Determining Deceptive & Integrated Brand
37 Advertising Research, Promotion,
Remedies, Thomson, India
Edition, New
Delhi,2007
nik,4E,Advertising
& Integrated Brand
38 Competitors, Lawsuits, Self
Promotion,
Regulations,
Thomson, India
Edition, New
Delhi,2007
nik,4E,Advertising
Effects of advertising on & Integrated Brand
39 Promotion,
values and lifestyles,
Advertising appeals Thomson, India
Edition, New
Delhi,2007
nik,4E,Advertising
& Integrated Brand
40 Advertising and Competition. Promotion,
Thomson, India
Edition, New
Delhi,2007

submission policy)
35) Tests : As per the scheduled time table notified by Internal Assessment Coordinator
36 Course References—
Text Readings
 Thomas O'Guinn , Chris Allen , Richard J. Semenik and Angeline Close
Scheinbaum Advertising and Integrated Brand Promotion (with CourseMate with Ad
Age Printed Access Card) 7th Edition, Cengage learning, Stanford USA , 2014.
 Belch: Advertising and Promotion: An Integrated Marketing Communications
Perspective .8th Edition, The McGraw−Hill Companies, 2011
 Scott M. Cutlip, Allen H. Center, and Glen M. Broom. “Effective Public Relations.”
Printice-Hall, Eleventh Edition Inc.: New Jursey.2009
 Scott M. Cutlip, Allen H. Center, Glen M. Broom : Effective public relations . 9th ed.
Upper Saddle River, N.J. ; London : Prentice Hall, 2006.
Suggested Readings
 O’Guinn,Allen,Semenik,4E,Advertising & Integrated Brand Promotion, Thomson, India
Edition,New Delhi,2007
 Paul Winner,Effective PR Management,Jaico Publishing House,Second
Edition,Mumbai,2005.
 David A. Aaker. “Aakar on Branding Twenty Principle that drive Sucess”, New York.
Morgan James LLC, 2014.
 Terence A.Shimp, Integrated Marketing Communications in Advertising and
Promotion,Thomson South-Western,Sixth Edition,USA,2007
 Jean Noel Kapfers. “Strategic Brand Management”, Fifth Edision,New York. Freepress,
2012
Program :BBA Semester :VI
Course Code :B- 605 B M
Course Outline
Course Title: Marketing Strategies


Verified By: Dr. Nidhi Sharma
Course Designed by: Dr. Amrita Baid More
The course provides the students with an exposure about the formulation and
implementation of various marketing strategies and mechanisms of their application
and controls.

1.Making student competent in comparing and contrasting the key principles of marketing
strategy
2. Develop understanding of marketing and strategy concepts and ideas.
3. Motivate students to think strategically about marketing issues and provide

recommendations
4. Comprehend the trade system, economic, political-legal, and how cultural environment of a
foreign country affect company’s marketing decisions.
5. To aid in identifying and demonstrating the dynamic nature of the environment in which
marketing decisions are taken and appreciate the implications for marketing strategy
determination and implementation.
6. Train students to prepare a professional, logical and coherent report in the form of a
marketing plan
Maximum Marks 100

The semester examination will be worth 60 marks. It will have two Section, A and B. Section A,
LO1: Understand the concepts and applications of the key principles of marketing strategy
LO2:Use concepts and think strategically about marketing issues and provide recommendations
LO3:identifies and demonstratesunderstanding of the dynamic nature of the environment in
which marketing decisions are taken
LO4:understands the trade system, economic, political-legal, and cultural environments in a
foreign country affect a company’s marketing decisions
LO5:Is able to draft a professional, logical and coherent report in the form of a marketing plan
Unit Session Session Topic / Sub-topic Description Case/Problem Required Readings

No. Solving
No.
I 1-3 The Strategies Role of Marketing https://www.icm Strategic Marketing

rindia.org/case by A. Nag,
Definition, Corporate, Business and %20volumes/Cas Macmillan
e%20Studies Publication
Marketing Strategies,
%20in
%20Strategic
%20Marketing
%20Managemen
Components of Strategy t.htm
4-5
Hierarchy of Strategies and
Strategic Planning Systems
6-8
II 9-12 Process of formulating and https://www.sm Strategic Marketing

artinsights.com/ by A. Nag,
implementing Marketing Strategy
digital- Macmillan
marketing- Publication
strategy/online-
business-
Market Opportunity Analysis revenue-
models/amazon-
case-study/
13-14 Customer Analysis
15-16
III Business Strategies and their https://iide.co/c Marketing

ase- Strategies a
Marketing Implications
studies/starbuck Contemporary
17-19 s-marketing- Approach, Ashok
Defining strategic business unit
strategy/
Ranchhod,
Pearson Education
Asia, New Delhi,
business unit objectives, 2011.
20 allocating resources within the

business unit, BCG Growth share
Matrix.
21-22
IV 23-25 Formulation of Marketing https://www.em Marketing

mgroup.net/case Strategies a
Strategies for New Market Entries Contemporary
-studies/new-
Approach, Ashok
market-entry Ranchhod,
Mass Market Penetration,
Pearson
Education Asia,
New Delhi, 2011.
Niche Penetration, skimming and

early withdrawal
26-28
V 29-30 Different Marketing Strategies https://www.yo  Strategic Marketing

ught.com/blog/5 Management-
-case-studies-of- Richard Wilson &
Colin Gilligan,
successful- Routledge
Marketing strategies for leaders, marketing-
strategies/
31-32
Marketing strategies for

challengers and followers
33-34
VI 35-36 Controlling Marketing Strategies https://www.res  Strategic Marketing

earchgate.net/p Management-
ublication/23527 Richard Wilson &
Control process, setting standards Colin Gilligan,
5947_Service_m Routledge
of performance,
arketing_control
_as_practice_A_
case_study
specifying and obtaining feedback

data
37-38
corrective action and strategic
controls
39-40

submission policy)
 Text Books :
 Strategic Marketing by A. Nag, Macmillan Publication

 Marketing Strategy by Walker, Mullins, Boyd &Larreche, McGraw-Hill/Irwin
 Marketing Strategy and Competitive Positioning by Graham Hooley, Brigitte
Nicoulaud, Nigel F. Piercy, Pearson Education, 5th Edition.
 Strategic Marketing Management-Richard Wilson & Colin Gilligan, Routledge
 Strategic Marketing: An Introduction by Tony Proctor
 Marketing Strategies a Contemporary Approach, Ashok Ranchhod, Pearson
Education Asia, New Delhi, 2011
 Strategic Marketing David.W.Cravens, Nigel.F.Piercy, Tata MacGraw Hill

Publication
 Marketing Strategy: A Decision-Focused Approach-John W. Mullins, By Felix
Mavondo, John Gountas, Orville C. Walker; McGraw-Hill Education; 2nd Revised
Edition
 Strategic Marketing Text & Cases- S. Shajahan, Viva Books
 Strategic Management & Marketing by Narendra Singh, Himalaya Publication
 Cravens and Piercy, Strategic Marketing, 9th Edition, Tata McGraw Hill, New
Delhi, 2009.
 5 Strategic Marketing Management -Text &Cases by UC Mathur, Macmillan
 Other Readings:
 Farrell, O C, Hartline, Michael, Lucas, George, Marketing Strategy, 2nd Edition, Vikas
–Thompson Learning, New Delhi, 2005.
 U C Mathur, Strategic Marketing Management, Text and Cases, MACMILLAN, New
Delhi, 2006.
 Nag, Strategic Marketing, 2nd Edition, Macmillan, New Delhi, 2010.
https://www.icmrindia.org/case%20volumes/Case%20Studies%20in%20Strategic
%20Marketing%20Management.htm
https://www.marketingweek.com/tag/case-studies/
 Websites
Business Strategy-Business Standards
Brand Equity-Economic Times
 Audio Visuals link

https://www.youtube.com/watch?v=Fy1pcW9mvNo
https://www.youtube.com/watch?v=RCHofmkLgzs
https://www.youtube.com/watch?v=jF_MDRMFcPs
https://www.youtube.com/watch?v=cZom3AAOsgs
Course Code : 606-A M
Course Outline
Course Title: GLOBAL MARKETING

Academic Year: 2021-22 Course Designed by: Ms.Shaan Malhotra
The course is designed to help students learn aspects of International Marketing, its theory
and practice. A particular emphasis is placed on the Global marketing environment and its role
in today’s dynamic environment as it is an essential part of modern businesses.

1. Understand different aspects of global Marketing

2. Analyse International Marketing Environment.
3. Understand the Pricing strategies and framework in Global Market.
4. Coordinating the marketing activities within the constraints of the Global Market.
5. Make students understand the importance of Global Marketing in today’s dynamic
environment.
EXAMINATION SCHEME
Maximum Marks 100
LO1: Understand International Marketing Environment.
L02: Assess the importance of studying Global Marketing and in having a global mindset.
L03: Apply operational knowledge for successful International Marketing in global economy.
LO4: Understand the importance of Global Marketing in today’s dynamic environment.
LO5: Control the elements of the global marketing mix product policy, channels of distribution,
communication, and pricing –
L06: Satisfy customer needs across different markets and be able to achieve profitably and
sustained growth

Required Readings
I Introduction to Global
Marketing W. J. Keegan, Global
1-2 Meaning, Marketing
Management.
Scope of Global Marketing,
Challenges of Global Marketing,
W. J. Keegan, Global
Differences and Similarities
between Domestic and Global Marketing
3-4
Marketing, Transition from Management.
Domestic to Global Marketing,

W. J. Keegan, Global
Recent Trends in Global
5 Marketing
Marketing
Management.
6-7 Assessing Market Opportunities, W. J. Keegan, Global

Export. Marketing
Management.
II  Sak Onkvisit and John

Global marketing Environment- J. Shaw,
meaning International
8
Marketing Analysis
and Strategies
 Sak Onkvisit and John

Political, Legal, Cultural, J. Shaw,
International
9-11 Economic, Financial Case study
Marketing Analysis
Environment. and Strategies
Multilateral and Geographical  Sak Onkvisit and John

Grouping. J. Shaw,
International
12
Global Cultural Environment Marketing Analysis
and Strategies
III

Global Product Decision.
J. Shaw,
13-14 International
Global Product Management,
Marketing Analysis
Standardization Vs and Strategies
Differentiation.
Product Modification for Global

Markets, J. Shaw,
15-17 International
World Product Mandates, Marketing Analysis
and Strategies

18-19 Global Segmentation and Case Study  Sak Onkvisit and John
Positioning. J. Shaw,
International
Marketing Analysis
and Strategies

J. Shaw,
International Product Life Cycle,
International
20
Marketing Analysis
and Strategies
IV  Sak Onkvisit and John

Global Pricing Decisions-
J. Shaw,
21-23 Case Study International
Global pricing Framework, Marketing Analysis
International Pricing Approaches and Strategies

J. Shaw,
INCO TERMS, Foreign Exchange
24-25 International
Consideration. Marketing Analysis
and Strategies

PRICING DECISIONS
J. Shaw,
Price Discrimination, International
26-27 Case Study Marketing Analysis
Dumping, and Strategies
.
Transfer Pricing.
V Global Distribution
Management  Sak Onkvisit and John
J. Shaw,
28-30 Logistics Management, International
Marketing Analysis
International Distribution System, and Strategies

30-32 Global Channel Design,  Sak Onkvisit and John

J. Shaw,
International
Virtual Value Chain Vs Physical Marketing Analysis
and Strategies
Value Chain, 
Movement of goods across
frontiers,
Parallel Distribution, J. Shaw,
33-35 International
Global Market Intermediaries Marketing Analysis
and Strategies

VI Global promotion decision

Promotions, International J. Shaw,
36-37 Advertising, Case Study International
Marketing Analysis
Sales Promotion in International and Strategies
Markets. 

Personal Selling in Global J. Shaw,
38-40 markets, Public Relations in International
Global Marketing Marketing Analysis
and Strategies


submission policy)
 Text Book :
 W. J. Keegan, Global Marketing Management, New Delhi, PHI, 7th Edition, 2011.
 Sak Onkvisit and John J. Shaw, International Marketing Analysis and Strategies, New
Delhi, PHI, 2004.
 Subhash S. Jain, International Marketing Management, New Delhi, CBS Publishers
Distributors, 2001
 Ilan Alon, Eugene Jaffee, Cristiane Prange and Donata Vianelli -Global Marketing –
Strategy, practises and cases- 2020.
 M.R. Czinkota and I.A. Ronkainen, International marketing, Fortworth, Dryden, 2007.
 Dana-Nicoleta Lascu, International Marketing, New Delhi, Biztantera 2006.
Course Code : B-606 B M
Course Outline
Course Title: Digital Marketing
Term: II Core/Elective: Core Credits: 3 (3 Lectures)
Verified by HOD: Dr. Nidhi Sharma

Course Designed by: Jitendra Patel
This course is designed to provide students with an understanding of the concepts of digital
marketing and their application to the today’s business scenario.

Write-
Digital Marketing helps many areas of business in easily tracking and monitors campaigns. It helps the
marketer in investing time and money into campaigns, that are working and to adapt and drive better
results. Opportunities for graduates are available throughout industry and commerce.
i. To understand various channels and activities essential to plan to implement and manage an
effective digital marketing strategy for their businesses.
ii. To educate students in the area of Digital Marketing analytics and make them ready for jobs
or prepare them to launch a campaign for their organizations.
iii. Students will and recognize the importance and value of essential marketing and advertising
concepts revisit the fundamental statistical tools for analysis and prediction along with in-
depth knowledge of online marketing and analytical tools.
Maximum Marks 100

performance of the student. The Semester Examination will be worth 60 marks. It will have two
Section, A and B. Section A, worth 45 marks will comprise of five theory questions (15 marks
each) out of which a student will be required to attempt any three questions. Section B will
contain one practical/numerical problem and / or Case worth 15 marks.
LO1: The course will equip students for various online marketing certificates like Google ad words,
Facebook, Google Analytics (GA) and to give practical exposure on virtual website optimisation,
SEO, launching of dummy display ads, creating optimization of website through Google Adwords
LO2: Demonstrate cognitive knowledge of the skills required in conducting online research and
research on online markets, as well as in identifying, assessing and selecting digital market
opportunities.
LO3: Explain emerging trends in digital marketing and critically assess the use of digital marketing
tools by applying relevant marketing theories and frameworks.

LO4: Investigate and evaluate issues in adapting to globalised markets that are constantly
changing and increasingly networked.
LO5: Interpret the traditional marketing mix within the context of a changing and extended range
of digital strategies and tactics.
LO6: Students will also learn how to leverage these digital marketing strategies to gain a
competitive advantage for both their business and career.

No. No. Solving
1-3 Meaning, Concept of Digital Seema Gupta.

Marketing, Emergence of Digital “Digital
Marketing. Marketing”. 2018.
McGraw Hill
Education.
Dodson, I. (2016).
“The art of digital
I marketing: the
definitive guide to
creating strategic,
targeted, and
measurable
online
campaigns”. John
Wiley & Sons.
Rob Stokes.
“eMarketing: The
essential guide to
marketing in a
digital world”. 5th
Edition.
Understanding
Digital Marketing
Scope and Importance of Digital by Damian Ryan
4-5
Marketing and Calvin Jones,
Kogan Page, 2nd
Edition, 2012
Rob Stokes. “e-

Marketing: The
Digital Marketing Mix. Role of essential guide to
6-8 Digital Marketing in today’s marketing in a
business scenario. digital world”. 5th
Edition.
Rob Stokes. “e-

Marketing: The
E-mail Marketing Meaning & essential guide to
9-10 marketing in a
definition,
Edition.
II 11-12 Characteristics of a good E mail Dodson, I. (2016).

Marketing Plan “The art of digital
marketing: the
definitive guide to
creating strategic,
targeted, and
measurable
online
campaigns”. John
Wiley & Sons.
Understanding
Digital Marketing
by Damian Ryan
and Calvin Jones,
Kogan Page, 2nd
Edition, 2012,
E-mail Marketing “Digital Marketing
E mail Marketing Customer A powerful Tool Cases from India”
13-15 by Professor
Prospective for Digital
Marketing. Rajendra
Nargundkar and
Professor Romi
Sainy from Jaipuria
Institute
III Seema Gupta.

“Digital
Marketing”. 2018.
McGraw Hill
Education.
Dodson, I. (2016).
Definition of Social Media
Marketing, Characteristics,
marketing: the
16-17 Importance of Social Media
definitive guide to
Marketing
creating strategic,
targeted, and
measurable
online
campaigns”. John
Wiley & Sons.
18-20 How Mahindra Seema Gupta.

Two Wheelers “Digital
Process of Social Media Marketing Marketing”. 2018.
McGraw Hill
Education.
Dodson, I. (2016).
marketing: the
definitive guide to
creating strategic,
Campaign, Content marketing,
targeted, and
Blogging. Used Social measurable
Gaming For Its online
. campaigns”. John
Brand
Wiley & Sons.
Social-Media-
Case-
Studies_SocialSam
osa
21-22 Search Engine Introduction, SEO Golkonda Hotels Seema Gupta.

Process, Importance of Key word, “Digital
SEM, Pay per click Marketing”. 2018.
McGraw Hill
.
Education.
Dodson, I. (2016).
marketing: the
definitive guide to
creating strategic,
targeted, and
measurable
online
campaigns”. John
Wiley & Sons.
“Digital Marketing
Cases from India”
by Professor
Rajendra
Nargundkar and
Professor Romi
Sainy from Jaipuria
Institute
Understanding
Digital Marketing
by Damian Ryan
23-24 Remarketing, Viral Marketing and Calvin Jones,
Kogan Page, 2nd
Edition, 2012
Understanding
Digital Marketing
by Damian Ryan
and Calvin Jones,
Kogan Page, 2nd
Edition, 2012,
Website Planning and Creation,
25-27
Website Design/features
Seema Gupta.
“Digital
Marketing”. 2018.
McGraw Hill
Education.
28-30 Webinars, Online PR/ORM. Seema Gupta.

“Digital
Marketing”. 2018.
McGraw Hill
IV
Education.
Rob Stokes. “e-

Marketing: The
essential guide to
marketing in a
Edition.
Rob Stokes. “e-

Marketing: The
essential guide to
marketing in a
Edition,
User Experience Designing, UX Vs

31-32 UI, Mobile Marketing
Understanding
Digital Marketing
by Damian Ryan
and Calvin Jones,
Kogan Page, 2nd
Edition, 2012,
Seema Gupta.
“Digital
Marketing”. 2018.
McGraw Hill
Education.
Jjs Digital Marketing Strategy Rob Stokes. “e-

Marketing: The
essential guide to
marketing in a
V Edition.
Digital Analytics Measurement Understanding

Digital Marketing
by Damian Ryan
and Calvin Jones,
Kogan Page, 2nd
Edition, 2012,
Rob Stokes. “E-

Practical Session
Marketing: The
on “Running a
Measuring Campaign Effectiveness essential guide to
Social Media
ROI-Return on Investment marketing in a
Marketing
Campaign” digital world”. 5th
Edition.
Seema Gupta.
“Digital
Attribution Models Marketing”. 2018.
McGraw Hill
Education

submission policy)
 Text Book :
i. Seema Gupta. “Digital Marketing”. 2018. McGraw Hill Education.
ii. Understanding Digital Marketing by Damian Ryan and Calvin Jones, Kogan Page, 2nd
Edition, 2012.
iii. Rob Stokes. “E-Marketing: The essential guide to marketing in a digital world”. 5th
Edition
i. Chaffey D., Mayer R., Johnston K., Ellis-Chadwick F. (2000). Internet Marketing,
Strategy, Implementation and Practice, FT/Prentice Hall.
ii. Chaffey, D. (2009), “E-Business and E-Commerce Management Strategy,
Implementation and Practice” 4th Edition, England, UK, Prentice Hall.
iii. Chaffey, D. and Smith, P. (2008) E-Marketing Excellence. Planning and
Optimising Your Digital Marketing, 3rd edn. Butterworth-Heinemann, Oxford.
 Other Readings:
i. Epic content marketing _ how to tell a different story, break through the clutter, &
win more customers by marketing less.
ii. Permission-Marketing
iii. Tipping Point
iv. Social Media ROI Managing and Measuring Social Media Efforts in Your
Organization
i. Chaffey, D., and Bosomworth, D. (2012), “Digital Marketing Strategy Guide”,

Retrieved from
http://learnit.onlinemarketinginstitute.org/rs/onlinemarketingconnect/images/7-
Steps-to-Digital-Marketing-Strategy.pdf, Last Visited on 3 July 2014.
ii. Chaffey, D., and Bosomworth, D. (2013), “Digital marketing strategy planning
template”, Retrieved from http://www.smartinsights.com/guides/digital-
marketing-plan-template/pdf, Last Visited on 3 July 2014.
iii. Content-Marketing Examples.
Course Code : B-605 A- HR
Course Outline
Course Title: LABOR LAWS

Term: II Core/Elective: Elective Credits: 3 (3 Lectures)
Verified by HOD: Dr. Manisha Singhai


Labour law is the body of laws, administrative rulings, and precedents which address
the legal rights of, and restrictions on, working people and their organizations. As such, it
mediates many aspects of the relationship between trade unions, employers and employees.
It defines the rights and obligations as workers, union members and employers in the
workplace.
The legal aspects of HR and our legal system have a pervasive impact on the business
activities. The failure to address these legal implications can lead to a serious damage to the
organisations in long run.
The course would be to addressing various National Laws and APEX court decisions
(case-laws) that relate to Labour Laws in particular.
12. Foundation 13. Foundation Skill 14. Professional Skill 15. Premier Skill
Course
✔
14. Course Objectives:

Objective of this course is to acquaint the students with existing labour laws and regulations
affecting decision making at an organisational level
Maximum Marks 100

The semester exam carrying 60 marks will have eight questions out of which students will be
required to attempt any five questions of 12 Marks each.

 LO1: Identify and interpret Factory Laws for starting a new factory and maintaining it
consistently under the conditions prescribed in the Act for safety and health and welfare
of the employees.
 LO2: Understand legality and rules regarding Strike, Lock-out, Lay-off and
Retrenchment, the procedure of calculating making complaints to the competent
authority and the settlement thereof.
 LO3: Learn the law of payment of gratuity and its importance to employees and their
families; engaged in different government or private establishments.
 LO4: Develop a sound understanding of ESI with certain benefits to employees in case
of sickness, maternity and employment injury and to make provision for certain other
matters in relation thereto.

No. No. Description Solving Readings
I 1-8 Unit I Factories Act, 1948 Relevant case Sinha, P.R.N.

laws wherever Industrial
 Definitions under the Act Relations, Trade
necessary
Unions and
 Provisions regarding safety Labour
Legislation.:
 Provisions regarding health
 Provisions regarding welfare
Pearson India,
 Working hours of Adults 2017
 Employment of [Young persons,
Women],
 Annual leave with wages,
II 9-16 Unit 2: Industrial Disputes Act , Relevant Case Sinha, P.R.N.
Laws wherever Industrial
1947 Relations, Trade
necessary
Unions and
 Key definitions Labour
Legislation.:
 Setting up of Grievance Pearson India,
Settlement Authorities and ©2017
reference of certain individual
disputes to such authorities
 Reference of disputes to boards,
courts or tribunal
 Duties of conciliation officers,
board, courts , labour courts and
national tribunals
 Form of report or award
 Publications of reports and
awards
 Commencement of awards
 Persons on whom settlements
and awards are binding
 Prohibitions of strikes and
lockouts
 General prohibitions of strikes
and lockout
 Illegal strikes and lockouts
 Prohibition of financial aid to
illegal strikes and lockout
 Continuous service
 Right of workmen laid off
 Provisions regarding layoff,
retrenchment
 Provisions regarding unfair
labour practices
 Provision regarding labour
III Unit 3: Payment of Gratuity Act,
1972
 Scope and Applicability

 Key Definitions [ Completed
years of service, Employee,
Wages, Retirement, Controlling
authority, employer, employee, Kapoor N.D.
Superannuation, Family] Relevant Case (2020). Elements
17-24  Controlling Authority Laws wherever of industrial law.
 Payment of Gratuity on necessary New Delhi:
termination Sultan Chand &
 Forfeiture of Gratuity Sons
 Compulsory Insurance
 Nomination and Payment of
Gratuity
 Determination of amount of
Gratuity
 Recovery of Gratuity
 Protection of Gratuity
 Protection of action taken in
good faith
IV 25-32 Unit 4: Employee State Insurance Relevant Case
1948 Laws wherever Kapoor N.D.
necessary (2020). Elements
of industrial law.
 Objectives, New Delhi:
Sultan Chand &
 Definitions [Benefit period,
Sons
confinement, Contribution
period, dependant,
employment injury,
Employee, Exempted
Employee, Immediate
employment, Disablement
(partial and permanent,
wages, exclusion of wages],
 Applicability of the act,
 Contribution and
Contribution calculation,
 Registration of
establishments,
 Benefits,
 Restrictions,
 Protection,
 Penalties
V Unit 5: Industrial
Employment(Standing Orders Act)
 Introduction
 Short title, extent and
Applicability
 Submission of Draft Standing P.K Padhi,
orders Relevant Case Labour and
33-40  Conditions for certificate of a Laws wherever Industrial Laws,
standing order necessary June, 2019,
 Appeals Published by PHI
 Date of operations of Standing Aguinis, H.
Orders
 The Schedule: Matters to be
provided in the Standing Order
under the act
 Register, Posting and Duration
of Standing order
submission policy)
6) Case Study Presentation: Student/s are require to present/submit the case study on due
date given by faculty, in case of late submission 1 mark per day will be deducted
Course References
1) Bare Acts which are published by Labor Law Agencies (2019 onwards)
2) Sinha, P.R.N. Industrial Relations, Trade Unions and Labour Legislation.: Pearson
India, ©2017
3) P.K Padhi, Labour and Industrial Laws, June, 2019, Published by PHI Aguinis, H.
4) Kapoor N.D. (2020). Elements of industrial law. New Delhi: Sultan Chand & Sons
5) Kumar, H.L. (2020). Labor Laws Everybody should know (12th ed.). New Delhi:
Universal Law Publishing Co. Pvt Ltd.
Course Code : B-604 B HR
Course Outline
Course Title: Training and Development

Course Designed by: Dr. Manisha Singhai

This course is designed to provide the student with thorough knowledge of various concepts, principles and
process of training and development. It enables students to understand and perform training need analysis,
designing training programs and evaluation of the training program. It also enlightens students with recent
trends in Training and development.

3. Course Objective
The objective of this course is to help the student gain an understanding of the need and methods of
Training and Development, and insights in the design, development, delivery and evaluation of
Training Programmes. This course is also aimed at giving insight on recent trends in Training and
Development.
Maximum Marks 100

The Semester Examination will be worth 60 marks. It will have two Sections, A and B. Section A,
will be required to attempt any three questions. Section B will contain one case study worth 15
marks.
1. Explain the role of training and development in human resources management.

2. Describe the psychology of the learning process on which training is based.
3. Analyze the training needs of an organization.
4. Assess, design and implement various methods, techniques and sources of training.
5. Evaluate the effectiveness of the training once completed from the individual employee and
the organization's viewpoint.

Unit Sessio Session Topic / Sub-topic Case/Problem
Required Readings
No. n No. Description Solving
I Dr. Rishipal,
Meaning, Need and Training and
Training and 1
Importance Development
Development
Methods,
B.L. Gupta,
Management
2 Training vs Development
Training and
Development
Dr. Rishipal,
Overview of Systems Training and
3
Approach Development
Methods,
Dr. Rishipal,
Methods of Training and Training and
4-6
Development Development
Methods,
Dr. Rishipal,
Training and
7 Principles of Learning
Development
Methods,
Dr. Rishipal,
Training and
8 Training Climate
Development
Methods,
II
Dr. Rishipal,
Components of Training and
Training Needs 9 Meaning and purpose of TNA
Development
Assessment Methods,
(TNA) and Tools
10 Approaches for TNA: Dr. Rishipal,

Proactive and Reactive Training and
Development
Training Need Analysis Methods,
McGhee and Thayer’s Three Dr. Rishipal,

Level Analysis Training and
11-12
Development
Methods,
Dr. Rishipal,
Training and
13 Output of TNA
Development
Methods,
Dr. Rishipal,
Training and
14-15 Methods used in TNA
Development
Methods,
III
Modern
Techniques of https://www.projec
tmanagement.co
Training and
m/contentPages/w
Development
iki.cfm?
ID=501956&thisP
ageURL=/wikis/50
1956/Synectics--
Visual, Auditory & creative-problem-
Kinesthetic Learning Styles solving#_=_
16-19 (VAK), Synectics,

Icebreakers
https://www.mindt
ools.com/pages/ar
ticle/newLDR_76.
htm
http://www.nwlink.
com/~donclark/hrd
/styles/vakt.html
IV Design the training Raymond A Noe
and Amitabh Deo
Design the 20-21 program: Organisational Kodwani, Employee
training program
constraints, developing Training and
Development
objectives,
Dr. Rishipal,
Facilitation of learning,
Training and
22-23 Focus on Trainee; Focus in Development
training design; Methods,
facilitation of transfer, focus Dr. Rishipal,

on training, focus on Training and
24-25
organizational intervention, Development
Methods,
Dr. Rishipal,
Trainers and Training Training and
26
Development
Styles.
Methods,
V Dr. Rishipal,
Training and
Evaluating the 27 Concept of Evaluation
Development
Training Program
Methods,
Dr. Rishipal,
Training and
28 Need for Evaluation
Development
Methods,
Dr. Rishipal,
Training and
29 Principles of Evaluation
Development
Methods,
Dr. Rishipal,
Training and
30-31 Kirkpatrick Model
Development
Methods,
https://www.trainin
gcheck.com/help-
centre-2/guide-to-
training-
evaluation/planning
-your-training-
32 Bench Marking evaluation/analysin
g-data-and-
creating-
reports/what-is-
benchmarking-and-
how-can-it-be-
used/
VI Raymond A Noe
and Amitabh Deo
Use of Kodwani, Employee
Technology Training and
E-Learning and Use of Development
In 33 Technology in Training:
Training and
Concept and types,
Development https://e-
student.org/types-
of-e-learning/
https://www.talentl
ms.com/blog/bene
fits-of-elearning-in-
benefits and challenges in the-workplace/
34 using Technology in
Training;
https://www.doceb
o.com/learning-
network/blog/elear
ning-challenges/
35-36 Developing Effective Raymond A Noe

and Amitabh Deo
Online Training Program
Kodwani, Employee
Training and
Development
https://learningsolu
tionsmag.com/articl
use of E-Learning and its up es/choose-
37-38 scalability; follow up microlearning-for-
scalable-and-
activities; personalized-
elearning
Training and development

initiatives of some selected Websites of various
39-40
organisations
companies from private and
public sectors and MNCs.

submission policy)
present/submit the case study/practical assignment on due date given by the faculty,
in case of late submission 1 mark per day will be deducted
Text Readings
 Steve A. Beebe, Timithy P. Mottet and K David Roach., Training & Development:
Communicating for Success, 2nd Ed., Pearson, 2019.
 Dr. Rishipal, Training and Development Methods, S.Chand & Company Ltd., 2011
 B.L. Gupta, Management Training and Development, Vrinda Publications (P) Ltd., 2011
 Bohlander, Snell and Sherman, Managing Human Resources, Lachina Publishing
Services, XX Edition, 2010.
 S. S. Khanka, HRM, New Delhi, S. Chand & Sons, 2010.
 P. G. Aquinas, HRM Principles and Practice, Noida, Vikas Publishing House Pvt. Ltd,
2008.
 Rolf P. Lynten and Udai Pareek, Training for Organizational Transformation Part - 2,
New Delhi, Sage Publications, 2000.
 Raj Aparna, Training: Theory and Practice, Kalyani Publishers, New Delhi, 2005.
Suggested Readings
1. Krishnaveli R., HRD: A Researcher’s Perspective, Excel Books, New Delhi, 2008.
2. G. Pandu Naik, Training and Development (Text Research and Cases), New Delhi,
Excel Books, 2007.
3. P. L. Rao, Enriching Human Capital through Training and Development, New
Delhi, Excel Books, 2007.
4. P. Nick Boancdord & James W., Effective Training: Systems, Strategies & Practices,
Tracker: Pea Publication, 2007.
5. Prior, John, Handbook of Training and Development Jaico Publishing House, Bombay.
6. Trvelove, Steve, Handbook of Training and Development, Blackwell Business.
7. Warren, M.W.Training for Results, Massachusetts, Addison - Wesley.
8. Craig, Robert L., Training and Development Handbook McGraw Hill.
Course Code : B-606 A H
Course Outline
Course Title: Compensation Management

Course Designed by: Dr. Manisha Singhai

This course is designed to provide the student with a thorough knowledge of various methods and
practices of Compensation Management. It enables students to understand and perform job evaluation
for various job positions of different fields. It also serves to develop and strengthen overall analytical
skills of students related to various HR Functions.

The course aims to provide an understanding of basic concepts, theories and
techniques in the field of Compensation Management. This will help students to
understand various concepts related to compensation management like job evaluation,
wage and salary administration, various incentive plans and laws governing various
components of compensation. This course is also aimed at giving insight on recent
trends in Compensation Managememt.
Maximum Marks 100

The Semester Examination will be worth 60 marks. It will have two Sections, A and B. Section A,
will be required to attempt any three questions. Section B will contain one case study worth 15
marks.
1. Learn basic compensation concepts and the context of compensation practice

2. Understand basic concept and methods of job evaluation
3. Develop insight about the concept of wages, Wage determination process, Methods of
wage fixation, Theories of wage fixation, Wage differentials
4. Understand the basic concepts of incentives, various individual and group incentive
system and fringe benefits.
5. Understand of recent trends in compensation management.
6. Develop knowledge of various governing laws and acts related to compensation
management.
Unit Sessio Session Topic / Sub-topic Case/Problem

Required Readings
No. n No. Description Solving
I Compensation,
Concept, Definition,
Jerry M. Newman,
Introduction to Objectives, Significance
1-3 Case Study Barry Gerhart,
Compensation
George T.
Milkovich
Singh, B.D,
Components of Compensation
4
compensation and Reward
Management
Singh, B.D,
Factors influencing Compensation
5
compensation. and Reward
Management
II Introduction, Definition, Gupta, C.B.,

6-7 Objectives of Job Human Resource
evaluation Management
Job Evaluation
8-11 Methods of Job evaluation Case Study Singh, B.D,

Compensation
and Reward
Management
III
Concept of wages, Wage
determination process Singh, B.D,
Compensation
Wage & Salary 12-13
and Reward
Administration Management
Singh, B.D,
Compensation
14-15 Methods of wage fixation,
and Reward
Management
Singh, B.D,
Compensation
16-18 Theories of wage fixation, Case Study
and Reward
Management
Singh, B.D,
Wage differentials
Compensation
19
and Reward
Management
IV
Singh, B.D,
P4P - Incentive Basic concepts of Compensation
20
pay Plans incentives, and Reward
Management
Singh, B.D,
Types of wage incentive Compensation
21-23
plan, and Reward
Management
24 Fringe benefits, Singh, B.D,

Compensation
and Reward
Management
Individual and group Aswathappa, K.,

25-29 incentive system, Limitation Case Study Human Resource
of incentive plans. Management
Recent Trends
in Recent Trends in
Singh, B.D,
compensa compensation
Compensation
30-32 Case Study
tion management and Reward
managem Management
ent
VI Employees Provident Fund

Singh, B.D,
Governing Laws and Miscellaneous
Compensation
33-34
provisions Act 1952 and Reward
Management
Singh, B.D,
Minimum Wages Act, 1948
Compensation
35-36
and Reward
Management
Payment of wages Act, Singh, B.D,

1936 Compensation
37-38
and Reward
Management
Payment of Bonus Act, Singh, B.D,

1965 Compensation
39-40 Case Study
and Reward
Management
submission policy)
present/submit the case study/practical assignment on due date given by the faculty,
in case of late submission 1 mark per day will be deducted
Text Readings
 Bhattacharyya, D.K., Compensation Management, Oxford University Press, 2021.
 Compensation, Jerry M. Newman, Barry Gerhart, George T. Milkovich, 12e, McGraw Hill,
2020
 Singh, B.D, Compensation and Reward Management, Excel Books, 2012.
 Dessler, Garry, Personnel / Human Resource Management, London, Prentice Hall, 1994.
 Gupta, C.B., Human Resource Management, Sultan Chand and Sons, New Delhi, 2017.
 Aswathappa, K., Human Resource Management, Tata McGraw Hill Education Private
Ltd., 2011.
Course Code : B-606 B - H
Course Outline
Course Title: Performance Management

Course Designed by: Dr. Ajay Malpani

The objective of the course is to make students proficient in managing the management
processes efficiently and effectively. Students should be able to understand the methods of
performance appraisal and their effective implementation.


 Develop common understanding on how performance management systems can be
effectively utilized in an organization by thoughtful learning of theories of performance
management system.
 Identify and analyse some performance management strategies and goals to enhance the
performance and discuss best practices for continuous monitoring & feedback for setting
performance standards.
 Measuring individual performance using different performance appraisal methods and
employ them to differentiate with performance management.
 To learn and understand performance feedback and counsel the employee to identify
career paths and resources available to support individual development and improved
performance.
 Design and develop reward system for different pay forms and understanding the
potential appraisal.
Maximum Marks 100
The semester examination will be worth 60 marks. It will have two section, A and B. Section A,
worth 45 marks, will contain five theory questions out of which students will be required to
attempt three questions. Section B will comprise of one or more case(s), worth 15 marks.

LO1: Discuss the difference between performance management and performance appraisal
LO2: Understand the basic concepts of underlying different theories of performance

Management
LO3: Understand the goal writing and goal setting standards of performance management
LO4: Identify the necessary characteristics of accurate performance management tools
LO5: List and briefly discuss the purposes for performance appraisals
LO6: Identify and briefly discuss the options for “what” is evaluated in a performance
appraisal
LO7: Briefly discuss the commonly used performance measurement methods and forms
LO8: Identify the major steps we can take to avoid problems with the appraisal process
LO9: Discuss different reward systems, designing and pay structures

No. No. Solving
I Introduction to Performance Performance

1-3
Management (PM): Concept of PM Management
System by
4-7 Theories of PM System
B.D. Singh
II Goal writing and Goal planning: Performance

8-10 Management by
Corporate Mission
Herman Aguinis
11 strategic goals.
12-13 Performance agreement
14 Developmental plans
15-16 Continuous monitoring & feedback

17 Setting performance standards
III Performance Appraisal (PA):

18
Introduction
19-20 Objectives, purpose and importance
21 Difference between PA and PM Performance

Appraisal and
Approaches to PA and its various Management by
22
systems
Deb Taponnoy
Methods of PA : Traditional (Rating
Scales, CR, Checklist, Essay, BARS,
23-27 Paired Comparison) and Modern
(360*, MBO, Assessment centres
and Psychological Appraisals)
IV Feed back and Counselling

28
Introduction Case Studies Performance
in Management by
Giving performance feedback:- ,
29-31 Performance
types of feedback, interviews Dixit Varsha
Management
32-33 Performance Counseling : A Guide
V Performance Management and from the
34
Rewards: Introduction Experts
Performance
Designing the Reward system and By Management
35-37 linking performance with System by
compensation Atkins, T. C.
B.D. Singh
Different types pay and potential
38-40
appraisal

submission policy)
 Text Readings :
1. B.D. Singh, Performance Management System, New Delhi, Excel Books, 2010.
2. Deb Taponnoy, Performance Appraisal and Management, New Delhi, Excel Books,
2010.
3. Dixit Varsha, Performance Management, New Delhi, Vrinda Publication, 2010.
4. Thomes C. Maoohinney, William K. Redmon, and Carl Merle Johnson (Routledge),
Handbook or Organizational Performance, London, Taylor and Francis Ine., 2003.
5. Atkins, T. C. 2006. Case Studies in Performance Management: A Guide
from the Experts (Wiley and SAS Business Series). Wiley. ISBN: 978-0-471-
77659-8
6. Bacal, R. 1999. Performance Management: Energize every employee, Improve
performance through feedback, Learn how to measure performance. McGraw-
Hill Publishing Company. (Human Resource emphasis).
7. Herman Aguinis 2012. Performance Management (3rd edition). Prentice
Hall. (Human Resource emphasis).
8. Kevin R. Murphy, Jeanette N. Cleveland, Madison E. Hanscom, Performance Appraisal and
Management, Sage Publications, 2018.

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Semester V

B – 501 Income Tax – I Core Discipline 3

Business Management by Indian Ethos

PRESTIGE INSTITUTE OF MANAGEMENT AND RESEARCH, INDORE

1. Financial Management 2. Marketing Management

B-606 A F - International Finance B-606A M –Global marketing

Course Code :B-501

Course Title: Income Tax I

Academic Year: 2021-22 Course Designed by: Dr. SachchidanandPachori

Verified by HOD: Dr. Sukhjeet Matharu

This course is designed to provide students with a basic understanding of direct

2. Types and Employability-level

1. Foundation Core 2. Foundation Skill 3. Professional Skill 4. Premier Skill

This course objective is:

training, and approach to problem solving, on a diverse variety of disciplines.

Maximum Marks 100

5. Course Learning Outcomes

Students, who successfully complete this course, should be able to:

LO1:Understand legal framework of Income Tax law in India.

LO4:Familiar with tax free income under the law.

6. Course Content and Schedule

Unit Session Case/Problem

I  Income Tax Law &

 Income Tax Law &

 Income Tax Law &

Agricultural Income and its  Income Tax Law &

 Income Tax Law &

III Exempted Income u/s 10

Fully exempted and party

IV Income from Salary

Features of salary income, Basics  Income Tax Law &

V 29-40 Income from House Propert  Income Tax Law &

7 Description of Course Assessment Components

V.K. Singania, “Direct Tax Law”, New Delhi, Taxman Publications

Direct Tax Module for CA Inter, Study board of ICAI

Course Code : B-502

Course Title: Entrepreneurship

Course Designed by: Dr. Farhat Ali Syed

2. Types and Employability-level

5. Foundation Core 6. Foundation Skill 7. Professional Skill 8. Premier Skill

 Understanding basic concepts in the area of entrepreneurship,

Maximum Marks 100

Internal Examination Marks 40 Minimum Marks 35

External Examination Marks 60

9. Course Learning Outcomes

6. Course Content and Schedule

Unit Session Case/Problem

7 Role of Entrepreneurship in Trehan, Alpana

IV 22 Financing and Managing the new Manimala,

Institutional support to Manimala,

30 State Financial corporation (SFCs), Manimala,

Khadi and village Industries Manimala,

37 – 38 Reasons for existing and long-term Khanka, S.S.

9 Description of Course Assessment Components

 Trehan, Alpana (2019) 'Entrepreneurship'; Kogent Learning Solutions Incorporation.

Program :BBA Semester : V

Course Code :B-503 Course Content and Outline

Department System and QT Verified by : Head of Department

Dr. Sharda Haryani

Academic Year: 2021-22 Course Designed by: Dr. Sharda Haryani