MBA Regulations and Syllabus 2021 16jul2021

PSG COLLEGE OF TECHNOLOGY
COIMBATORE - 641 004

(Autonomous College affiliated to Anna University, Chennai)
MASTER OF BUSINESS ADMINISTRATION

DEGREE PROGRAMME
2021 SCHEMA AND SYLLABUS
1
VISION
To be a leader amongst the private business schools in India, by proactively engaging with
our stakeholders in academics, research and skill development and bench-marking ourselves
with the best-in-class standards of business education
MISSION
 Empower – Empower Individuals to achieve their managerial and entrepreneurial
potential.
 Innovate – Develop innovative teaching and learning methodologies.
 Research – Focus on academic and industry based research relevant to the region.
 Nurture – Nurture and enhance the institute’s visibility, growth and value by
espousing ethics and social responsibility and by collaborating with institutional and
professional stakeholder groups.
Program Educational Objectives
PEO1 : To be a competent manager

PEO2 : To identify and prepare for entrepreneurial opportunities
PEO3 : To deliver value to society stakeholders
Program Outcomes
PO1 : Competent in communication at interpersonal and organizational level

PO2 : Exhibit relevant domain knowledge and skills
PO3 : Able to manage task complexities in a cross functional environment
PO4 : Arrive at informed decisions through critical thinking
PO5 : Develop and exhibit entrepreneurial skills
PO6 : Be sensitive towards society by espousing ethics, social responsibility and
sustainable practices
PSG COLLEGE OF TECHNOLOGY, COIMBATORE - 641 004
(Autonomous College affiliated to Anna University, Chennai)
2021 REGULATIONS OF MBA DEGREE PROGRAMMES

(for the batches of students admitted in 2021-22 and subsequently under Choice Based Credit
System)
NOTE: The regulations hereunder are subject to amendments as may be made by the Academic Council of the
College from time to time. Any or all such amendments will be effective from such date and to such batches
of students (including those already in the middle of the programme) as may be decided by the Academic
Council.
1. a. PRELIMINARY DEFINITIONS AND NOMENCLATURE
In the following Regulations, unless the context otherwise requires
i. “Programme” means Degree Programme, such as MBA, MBA (Waste Management and
Social Entrepreneurship) Programme
ii. “Course” means a theory or practical subject that is normally studied in a semester, such
as Research Methods, Financial Management and the like.
iii. “University” means Anna University, Chennai.
b. CONDITIONS FOR ADMISSION
Students for admission to the first semester of the Master of Business Administration (MBA)/
Master of Business Administration (Waste Management and Social Entrepreneurship) (MBA
(WM&SE)) programme of Anna University, Chennai will be required to satisfy the eligibility
qualification for admission in Section 3 or any other examination of any recognized University or
authority accepted by Anna University, Chennai as equivalent thereto. The students shall also
be required to satisfy all other conditions of admission thereto prescribed by the University and
Government of Tamil Nadu.
2. DURATION OF THE PROGRAMME
i. Minimum Duration: The programme will extend over a period of two academic years,
leading to the Degree of Master of Business Administration (MBA), Master of Business
Administration (Waste Management and Social Entrepreneurship) (MBA (WM&SE)) in full
time mode. An academic year is divided into two semesters. Each semester shall normally
consist of 90 working days including examination days.
ii. Maximum Duration: The student shall complete the MBA, MBA (WM&SE) full time degree
programmes in 2 years (4 semesters), but not more than 4 years. These durations are to
be reckoned from the commencement of the semester to which the student was first
admitted to the programme.
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3. QUALIFICATIONS FOR ADMISSION
The MBA degree programme offered and the eligible qualifications for admission to the respective
programmes are listed below:
Department Degree Eligible Qualification for Admission Minimum
Programme (Note 1) Credits
offered
MBA 92
Management As per ANNA UNIVERSITY norms
MBA
Sciences 93
(WM&SE)
Note 1: Eligible Qualification is subject to amendments as may be made by the University from time
to time.
4. STRUCTURE OF PROGRAMMES
i. The course work of the odd semesters will normally be conducted only in odd semesters and that of
the even semesters only in even semesters.
ii. Curriculum: The curriculum for each program will comprise courses of study as given in section 13
infra in accordance with the prescribed syllabi.
iii. Core Courses: Every student shall undergo professional core courses, professional elective
courses and employability enhancement courses as given in section 13 infra. Every student shall
opt for electives from the list of electives relating to his/her degree programme as given in section
13 in consultation with the tutor, Programme Coordinator and the HoD.
iv. Audit Courses: Every student shall undergo two audit courses relating to his / her degree
programme. These are the courses for the purpose of self-enrichment and academic exploration.
There is no requirement on minimum number of credits to be earned for this category of courses
but a pass is mandatory. The students will be evaluated by a committee of the faculty members of
the department and the Pass/Re-appearance (RA) will be transferred to grade sheet. Assessment
includes presentations on literature review from reputed journal papers, preparation of review
papers, presentation of technical reports and viva voice. However, this assessment is not included
in the computation of CGPA.
v. Online Courses (SWAYAM based NPTEL, GIAN, NISM, NSE-NCFM, NCCMP, AMFI, IRDA):
Students can register and earn credits for online courses approved by department committee
consisting of HoD, Programme Coordinator, Tutor and Subject Expert. Students who complete
relevant online courses (having 3 credits only) successfully to a maximum of 6 credits may obtain
exemption from studying two Professional Electives. The list of online courses is to be approved by
the Chairman, Academic Council on the recommendation of HoD at the beginning of the semester
if necessary, subject to ratification in the subsequent Academic Council meeting. For earning credits
through online courses, students will be evaluated within the institute and will be recommended
grades based on assessment given in Section 8. Students may do online courses during the third
and fourth semester.
vi. Self Study Courses: A student can opt for Self Study of a Professional Elective on specific
approval of HoD provided the student does not have current arrears. The students shall study on
their own under the guidance of a faculty member approved by the Head of the Department who
will be responsible for the periodic monitoring and evaluation of the course. No formal lectures
would be delivered. The self study course can be considered as equivalent to studying one
professional elective course
vii. Internship: Every student of MBA shall undertake an internship at the end of second semester in
an industry / research organization in consultation with the faculty guide and the HoD and the same
shall be jointly supervised by a faculty guide and an expert from the organization. Each candidate
is expected to prepare a report about the internship and make a presentation of the same. This will
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be evaluated by experts from industry and academia. Every student of MBA (WM&SE) shall
undertake three internships as mentioned in infra 13 adhering to the norms mentioned above.
viii. Project: Every student of MBA shall undertake a suitable project in consultation with the faculty
guide and the HoD. The Project is divided in two phases. Project Phase-1 shall be done by the
student in the third semester and Project Phase-2 in the fourth semester. The student shall review
literature relevant to the specific area of research, frame a set of questions relevant to the project,
gather and analyse data appropriate to address those questions, draw conclusions, prepare a
detailed report and do an oral presentation of the research findings.
ix. Course Enrollment and Registration:
a) Each student, on admission shall be assigned to a Tutor who shall advise and counsel the
student about the details of the academic programme and the choice of courses
considering the student’s academic background and career objectives.
b) Each student on admission shall register for all the courses prescribed in the curriculum in
the student’s first semester of study.
c) From second semester onwards, a student has the option to drop a maximum of two theory
courses except Professional Core Courses in a semester and a student has the option to
study two additional theory courses which shall be only Professional Electives. However
the maximum number of credits the student can register in a particular semester cannot
exceed 30 credits including courses for which the student has registered for redo.
d) In case of a student dropping a course of study (other than professional core courses) in
one semester, he/she shall register for that course in the next given opportunity and earn
necessary attendance in that course exclusively to become eligible to appear for the
semester examination in that course.
e) The courses to be offered in a semester for candidates who need to reappear (as per 5 (iii)
a infra), attendance shortage candidates etc., will be decided by HoD.
f) After registering for a course, a student shall attend the classes, satisfy the attendance
requirements, earn Continuous Assessment marks and appear for the End Semester
Examinations.
The enrollment for all the courses of the Semester II to IV for all the programs will
commence 10 working days prior to the last working day of the preceding semester. The
student shall enroll for the courses with the guidance of the Tutor. If the student wishes,
the student may drop or add courses subject to eligibility within five working days after the
commencement of the concerned semester and complete the registration process duly
authorized by the Tutor.
x. Credit Assignment: Each course is assigned certain number of credits based on the following:
Contact Period per week Credits

One Lecture Period 1
One Tutorial Periods 1
Two Practical Periods
(Laboratory / Seminar / Project Phase-1
and 2 / etc.) 1
Audit Courses No Credits
The Contact Periods per week for Tutorials and Practical sessions can only be in multiples of 2.
The number of credits assigned to the different courses is shown in section 13.
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xi. Minimum Credits: For the award of the degree, the student shall earn a minimum total credits of
92 for MBA and 93 for MBA (WM&SE) by passing the prescribed courses of study as given in
Section 13.
xii. Medium of Instruction: The medium of instruction for examinations, project report etc. shall be
English only.
5. REQUIREMENTS OF ATTENDANCE AND PROGRESS
i) A student will be qualified to appear for end semester examinations in a particular course
of a semester only if
a) he/she has satisfied the attendance requirements as per the norms given below:
 Shall secure not less than 75% attendance in that course
 If a student secures attendance 65% or more but less than 75% in any course
in the current semester due to medical reasons (hospitalization / accident /
specific illness) or due to participation in the College / University / State / National
/ International level Sports events with prior permission from the Chairman,
Sports Board and HoD concerned, the student shall be given exemption from
the prescribed attendance requirement and shall be permitted to appear for the
end semester examination of that course.
b) his/her academic progress has been satisfactory and
c) his/her conduct has been satisfactory.
ii) A student shall normally be permitted to appear for end semester examination of the course
if the student has satisfied the attendance requirements (vide Clause 5 (i) supra) and has
registered for examination in those courses of that semester by paying the prescribed fee.
iii) a) Students who do not satisfy clause 5 (i) supra will not be permitted to appear for the end
semester examination / evaluation of that course/s. They have to register and redo those
courses in a subsequent semester when it is offered next, earn necessary attendance and
continuous assessment (CA) marks and appear for end semester examinations.
b) If the total number of “Redo” courses at the end of any semester is more than TWO for a
student, he/she will not be eligible to register for next immediate odd and further semester
courses.
Such students will be permitted to register for those semester courses only when offered
next, subject to the condition that the number of “Redo” courses is less than or equal to
TWO at the time of registration.
c) If a student with more than TWO “Redo” courses is in the last batch of his/her current
regulation then,
i. the courses which he/she has to redo in the next regulation instead of the redo
courses in the current regulation
ii. the passed courses in the current regulation which could be / could not be found
equivalent to courses in next regulation for the purpose of calculation of CGPA and
iii. the courses in the next regulation which he/she has to study on own without
attendance requirement
shall be identified and the student will be permitted to redo the courses under the new
regulation accordingly.
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iv) A student who has already appeared for a course in a semester and passed the examination
is not entitled to reappear in the same course for improvement of letter grades / marks.
v) In respect of students who complete a part of the academic programme either one or two
semesters under the student exchange scheme in approved foreign Universities, the
transfer of credits of equivalent courses completed by them in the foreign university will be
approved; and in the case of the remaining courses of the respective semester(s) which they
have not studied in the respective regulation, they shall register for those courses within the
next two or subsequent semesters on a self-study basis. Such an appearance of the student
in those courses will be treated as first appearance for the purpose of classification. (Vide
sections infra 10 (A, B, C & D)).
6. DISCIPLINE
i) Every student is required to observe discipline and decorous behaviour both inside and outside
the college and not to indulge in any activity which will tend to bring down the prestige of the
college. The Head of the Institution shall constitute a disciplinary committee to enquire into acts
of indiscipline and notify the punishment.
ii) If a student indulges in malpractice in any of the examinations, he/she shall be liable for punitive
action as decided by the Board of Examiners
7. PROCEDURE FOR REJOINING THE PROGRAMME
A student who desires to re-join the program after a period of discontinuance or who upon his/her
own request is permitted by the authorities to repeat the study of any semester, may join the
semester which he/she is eligible or permitted to join, only at the time of its normal commencement
for a regular batch of students and after obtaining the approval from the University and
Commissioner of Technical Education. No student will however be enrolled in more than one
semester at any time.
8. ASSESSMENT AND PASSING REQUIREMENTS
i. Assessment: The assessment will comprise of Final Examination (FE) and/or Continuous
Assessment (CA), carrying marks as specified in the scheme in section 13 infra. The CA marks
will be awarded on assessing the student continuously during the semester as per guidelines
framed by the College. The assessment for theory courses with CA + FE components will be
done by relative grading system. The other courses will be assessed by absolute grading
system. However, for the purpose of reporting the performance of a student, letter grades and
grade points will be awarded as per grading norms stipulated in this section 8 (vi).
ii. Semester End Examinations: Semester end examinations will normally be conducted during
October / November and during March / April of each year. Supplementary examinations may
be conducted at such times as may be decided by the college.
A student will be permitted to appear for the Final Examination in a course only if he/she has
completed the study of that course.
iii. Internship: Every student shall submit a report on internship/s on dates announced by the
college / department through the HoD. If a student fails to submit the report on the internship/s,
he/she is deemed to have failed in it.
Every student shall make presentation about the internship/s before a review committee
constituted by the HoD. The internship/s will be evaluated based on the presentation, reports
and viva-voce examination.
The evaluation of internship/s will be carried out in the semester indicated in infra 13 and the
results of the same will be published along with other courses of that semester.
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iv. Project Phase-1 for MBA: Every student shall submit a report on Project Phase-1 on dates
announced by the department through the faculty guide to the HoD. If a student fails to submit
the report on Project Phase-1 on or before the specified date, he/she is deemed to have failed
in it.
The student shall also present seminars about the progress of the Project Phase-1 during the
semester. The seminars shall be presented before a review committee constituted by the HoD.
The Project Phase-1 will be evaluated based on the seminars, report and a viva-voce
examination. The viva-voce examination will be carried out by a team consisting of an internal
examiner, usually the faculty guide, and an external examiner, appointed by the HoD.
A student who fails in Project Phase-1 shall register for redoing the same at the beginning of
the subsequent semester. However, the student will be allowed to enrol for Project Phase-2
along with Project Phase-1 during the beginning of the subsequent semester for satisfactory
completion of both the courses.
v. Project Phase-2 for MBA: Every student shall submit a report on Project Phase-2 on dates
announced by the HoD. If a student fails to submit the report on Project Phase-2 on or before
the specified date, he/she is deemed to have failed in it.
The student shall also present seminars about the progress of the Project Phase-2 during the
appropriate semester. The seminars shall be presented before a review committee constituted
by the HoD.
The Project Phase-2 will be evaluated based on the seminars, report and a viva-voce
examination. The viva-voce examination will be carried out by a team consisting of an internal
examiner, usually the faculty guide, and an external examiner, appointed by the HoD. The
continuous assessment marks of Project Phase-2 shall not be carried over to the next
appearance, if the student has failed in the same.
A student who fails in Project Phase-2 shall register for repeating the same at the beginning of
the subsequent semester.
vi. Grade and Grade Point: Each student, based on his / her performance, will be awarded a final
grade and grade point as given in the table infra for each course at the end of each semester
by following relative grading system and absolute grading system
a. Relative Grading System
In this system, the grades are awarded to the students based on their performance relative
to others in Theory courses having Continuous Assessment (CA) and Final Examination
(FE) components.
For each course, the total mark M ie., the sum of Continuous Assessment marks (CA) and
Final examination marks (FE) in the case of theory courses or CA in the case of courses
with 100% Continuous Assessment component is computed for every candidate.
The students who secure the total mark M as detailed below are first declared as fail (RA)
in a course.
Marks scored in FE is less than 50%
(or) Grade: RA
M less than 50% of total marks
Note:
 “RA” denotes reappearance in a course
After omitting the marks (M) of all failed candidates, the statistical parameters Mean () and
Standard Deviation () of the distribution of marks are computed as given below for the
remaining candidates (passed).
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n
 ( Mj   )
2
n
1
  M j 
j 1
n j 1 n
where, Mj - Total mark of the ‘j’ th student passed in the course
n – Number of students who passed in that particular course.
Then letter grade and grade point to each student are awarded based on the  and σ
as detailed below.
Total Mark, M secured by the Relative

Grade
student (CA +FE) Grade Point, g
M ≥ [(µ+1.5σ)] O 10
µ+0.52σ ≤ M < µ+1.5σ A+ 9
µ − 0.25σ ≤ M < µ+0.52σ A 8
µ –1.08σ ≤ M < µ−0.25σ B+ 7
M < µ – 1.08σ B 6
Withdrawal from examination W 0
Reappearance RA 0
Shortage of Attendance SA 0
Note:
 If the total number of candidates passed is less than 10, the grades shall be awarded
as per Absolute Grading System otherwise Relative Grading System may be followed.
 No “O‟ grade shall be awarded if scored mark is less than 75.
If the maximum marks awarded in a course is greater than or equal to 95% and if the
number of candidates getting “O‟ Grade is less than 7% of the total number of
candidates, then some candidates with A+ grade may be awarded “O‟ grade. In such
a case some candidates having “A‟ grade may be awarded “A+‟ grade, some
candidates having “B+‟ grade may be awarded “A‟ grade and some candidates having
“B‟ grade may be awarded “B+‟ in order to ensure that a minimum of 7% of the
candidates are awarded “O‟ grade, 23% of the candidates are awarded “A+‟ grade,
30% of the candidates are awarded “A‟ grade and 26% are awarded “B+‟ grade.
b. Absolute Grading System
In absolute grading system, the letter grade and grade points are awarded to each
student based on the percentage of marks secured by him/her in all courses like
Laboratory courses, Internship, One Credit courses, Project Phase 1 and 2, etc. as
detailed below.
Range of percentage of total Letter
Grade Point g
Marks grade
90 to 100 O 10
80 to 89 A+ 9
70 to 79 A 8
60 to 69 B+ 7
50 to 59 B 6
0 to 49 RA 0
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or less than 50% in final examination
Withdrawal from examination W 0
Shortage of Attendance SA 0
 "RA" denotes Reappearance in a course. The grades RA and SA will not
figure in the grade sheet.
c. For online courses the following grading pattern is applicable in case of credit transfer
and CGPA calculations
Range of percentage of Letter grade Grade

total marks Point g
90 to 100 O 10
76 to 89 A+ 9
60 to 75 A 8
50 to 59 B+ 7
40 to 49 B 6
vii. Cumulative Grade Point Average: After the completion of the programme, the Cumulative
Grade Point Average (CGPA) from the first semester to final semester is calculated using the
formula.
 g i Ci
CGPA =
 Ci
where gi is Grade point secured corresponding for ith course
Ci is Credit allotted for ith course
viii. Passing a course:
a. A student shall be deemed to have passed a theory course with CA+FE components, if
i. he/she secures at least 50% of the total mark in the final examination and
ii. the total marks secured by him/her (CA+FE put together) is at least 50%.
A student is deemed to have passed a course with full CA component, if the total mark secured
by him/her is at least 50%
A student is deemed to have passed in Project Phase-1 and Project Phase-2 if he/she secures
at least 50% in the final examination (viva voce) and the total mark secured by him/her is at
least 50%.
b. A student, who is absent or has failed in the semester end examinations in any course carrying
Continuous Assessment and Final Examination has to register for the examination in that
course when it is conducted next time either by retaining or by not retaining the CA marks
already earned
i. A student after choosing the option as not retaining CA in second attempt shall have to
continue to register for further appearances in the same option only, till he/she obtains
a pass
ii. A student after choosing the option as retaining CA in second attempt may continue to
appear for further appearances in that option or at any time can switch over to the
option of not retaining the CA which shall be final till he/she obtains a pass
c. A student, who after having earned necessary attendance has failed in any course carrying only
continuous assessment marks, will register for the examinations when it is conducted next time
and will be solely assessed in the semester end examinations carrying entire marks of that
course.
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d. A student who has earned necessary attendance in the course Project Phase-2 but does not
submit the report on Project Phase-2 on or before the date specified by the college /
department, shall be deemed to have failed in the Project Phase-2 and awarded grade RA and
will have to register for the same at the beginning of the subsequent semester, redo and submit
the project report at the end of that semester and appear for the final examination, the CA mark
earned afresh.
e. A student who has earned necessary attendance in the course Project Phase-2 but whose
project report is not accepted for reasons of incompleteness or other serious deficiencies will
be treated as “absent” and will have to register for the same at the beginning of the subsequent
semester, redo and submit the project report at the end of that semester and appear for the
final examination, the CA mark earned afresh.
f. A student who has submitted the report on Project Phase-2, but could not appear for the
semester end examination on the scheduled date, shall be deemed to have failed in the Project
Phase-2 and awarded grade RA and will have to register for the same at the beginning of the
subsequent semester, Redo and submit the project report at the end of that semester and
appear for the final examinations, the CA mark earned afresh.
g. If a student is absent or has failed in an elective course, he/she may register for the same
course as detailed in 8 (b) above or for any other elective in the subsequent semester by
registering afresh.
h. A student who is not eligible to write the end semester examination in any course due to lack
of attendance, will be awarded grade SA and the student has to register for that course again,
when offered next, attend the classes and fulfill the attendance requirements as per section 5
supra. If the course, in which the student has lack of attendance, is a Professional Elective the
student may register for the same or any other Professional Elective course in the subsequent
semesters.
i. A student after registering for a course may withdraw his / her registration between first &
second CA Test on valid reasons.
j. For MBA, out of the required eight Professional Electives to be studied, the student shall study
a minimum of six electives from the list of Professional Electives prescribed in their scheme of
examinations without fail and can study the remaining two Professional Electives either from
the list prescribed in the scheme or as online courses / special courses by obtaining
equivalence.
In case, the student completes more than eight Professional Electives, six Professional
Electives with highest grade among all the Professional Electives studied under the scheme
and two courses with next highest grade among all remaining courses studied by the student
will be considered for calculation of CGPA; however the grades obtained in all other left over
courses will also appear in the grade sheet.
For MBA (WM&SE), a maximum of two electives can be done online.
k. A student who is absent in the final semester examination of a course after registering for the
same will be considered to have appeared and failed in that examination and awarded grade
RA.
ix. Supplementary Examinations:

For Supplementary Examinations / Examinations for any course under REDO category, absolute
grading will be followed irrespective of whether the grading was originally under Relative Grading
System or Absolute Grading System.
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9. QUALIFICATION FOR THE AWARD OF DEGREE
A student will be declared to have qualified for the award of the MBA, MBA (WM&SE) degree
provided
i. the student has successfully completed the course requirements and has passed all the
prescribed courses of study of the respective programme listed in section 13 infra within the
duration specified in section 2(ii) supra and earned the total number of credits as specified in the
curriculum of the respective programme of study. However, if the student wishes, he/she may be
permitted to earn more than the total number of credits prescribed in the curriculum of his/her
programme.
ii. no disciplinary action is pending against the student.
10. CLASSIFICATION OF DEGREE
A) FIRST CLASS WITH DISTINCTION:
A student who satisfies the following conditions shall be declared to have passed the examination
in First class with Distinction.
 Should have passed the end semester examination in all the courses of all the four
semesters of MBA and MBA (WM&SE) programs in his/her First appearance, within three
years, which includes authorized break of study of one year. Withdrawal from examination
(vide clause 11) will not be considered as an appearance.
 Should have secured a CGPA of not less than 8.50
 Should not have been prevented from writing end semester examination due to lack of
attendance in any of the courses.
B) FIRST CLASS:
A student who satisfies the following condition shall be declared to have passed the examination
in First Class.
 Should have passed the end semester examination in all the courses of all four semesters
within three years of MBA, MBA (WM&SE), which includes one year of authorized break
of study (if availed) or prevention from writing the end semester examination due to lack
of attendance (if applicable)
 Should have secured a CGPA of not less than 7.
C) SECOND CLASS:
All other students (not covered in clauses 10 A and B) who qualify for the award of the degree
shall be declared to have passed the examination in Second class.
D) RANK:
A student shall be eligible for award of ranking only if he/she has passed the examination in
first class or first class with distinction in the first available chance (i.e., first attempt in all the
courses). Those who have availed the provision of break of study / withdrawal will not be eligible
for ranking.
11. WITHDRAWAL FROM EXAMINATION
i. A student may, for valid reasons, be granted permission to withdraw from appearing for the
examination in any course or courses of only one semester examination during the entire
duration of the degree programme, if he/she does not have any history of arrears at the time
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of request for withdrawal. Prior permission for withdrawal from semester examinations is to
be obtained from Principal. Also, only one application for withdrawal is permitted for that
semester examination in which withdrawal is sought.
ii. Withdrawal application shall be valid only if the student is otherwise eligible to write the
examination and if it is made prior to the commencement of the semester examination or on
the day of the examination of a course / set of courses and also recommended by the HoD
and the Principal.
12. TEMPORARY BREAK OF STUDY
i. Under Choice Based Credit System, students will have the provision to take a break of study
at the beginning of a semester to re-do or complete the reappearance courses of previous
semesters or on valid reasons (such as accident or hospitalization due to prolonged ill health)
and rejoin the programme in a semester which he/she is eligible and he/she shall apply to the
Principal through the HoD stating the reasons therefore.
ii. A student permitted for break of study shall rejoin the programme at the respective semester
as and when it is offered subject to the approval of Commissioner of Technical Education and
Anna University, Chennai and shall be governed by the rules and regulations in force at the
time of rejoining.
iii. The duration specified for passing all the courses for the purpose of classification (vide section
10 supra) shall be increased by the period of such break of study permitted.
iv. The total period for completion of the programme reckoned from the commencement of the
semester to which the student was first admitted shall not exceed the maximum period
specified in section 2 (ii) supra irrespective of the period of break of study in order that he/she
may be qualified for the award of the degree.
v. If any student is detained for want of requisite attendance, progress and conduct, the period
spent in that semester shall not be considered as permitted 'Break of Study' and section 12
(iii) supra is not applicable for such cases
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13. MBA SCHEMA
Minimum Credits to be Earned = 92
Course Course Title Hours/Week Credi Maximum Marks Categ
ory
Code Lecture Tutorial Practical ts CA FE Total
SEMESTER - I
21GM01 Fundamentals for Managers 45 Hours - - - - MC
21GM11 Business Environment 3 0 0 3 50 50 100 PC
21GM12 Economics for Decision 3 0 0 3 50 50 100 PC
Making
21GM13 Managerial Communication 3 0 2 4 50 50 100 PC
21GM14 Accounting for Managers 4 0 0 4 50 50 100 PC
21GM15 Organizational Behaviour 4 0 0 4 50 50 100 PC
21GM16 Research Methods 3 0 0 3 50 50 100 PC
21GM17 Spreadsheet Applications 0 0 2 1 100 - 100 EEC

21GM18 Active Learning Program – 0 0 4 2 100 - 100 EEC
1*
21GM19 Managers in Society 0 0 4 2 100 - 100 EEC
Total Credits 20 0 12 26 600 300 900
SEMESTER - II
21GM20 Financial Management 3 0 0 3 50 50 100 PC
21GM21 Human Resource 3 0 0 3 50 50 100 PC
Management
21GM22 Marketing Management 3 0 0 3 50 50 100 PC
21GM23 Operations Management 3 0 0 3 50 50 100 PC
21GM24 Business Analytics 3 0 0 3 50 50 100 PC
21GM25 Business Law 2 0 0 2 50 50 100 PC
21GM26 Information Systems 0 0 4 2 100 - 100 PC
Management
21GM27 Emotional Intelligence for 1 0 0 1 100 - 100 EEC
Managers
21GM28 Business Beyond Borders 0 0 4 2 100 - 100 EEC
21GM29 Active Learning Program – 0 0 4 2 100 - 100 EEC

2*
Total Credits 18 0 12 24 700 300 1000
* Experiential course scheduled for week ends
Page | 14
Course Courses Hours/Week Credi Maximum Marks Categ
ory
Code Lecture Tutorial Practical ts CA FE Total
SEMESTER - III
21GM31 Summer Internship 0 0 8 4 100 - 100 EEC
21GM32 Strategic Management 0 0 6 3 100 - 100 PC

21_____ Elective 1 3 0 0 3 50 50 100 PE
21_____ Elective 2 3 0 0 3 50 50 100 PE
21_____ Elective 3 3 0 0 3 50 50 100 PE
21_____ Elective 4 3 0 0 3 50 50 100 PE
21_____ Elective 5 3 0 0 3 50 50 100 PE
21GM33 Project Phase-1 0 0 6 3 50 50 100 EEC
Total Credits 15 0 20 25 500 300 800
SEMESTER - IV
21GM41 Entrepreneurship and New 0 0 4 2 100 - 100 EEC

Venture Creation
21_____ Elective 6 3 0 0 3 50 50 100 PE
21_____ Elective 7 3 0 0 3 50 50 100 PE

21_____ Elective 8 3 0 0 3 50 50 100 PE
21GM42 Project Phase-2 0 0 12 6 100 100 200 EEC
Total Credits 9 0 16 17 350 250 600
Category: MC- Mandatory Course, PC – Professional Core, PE – Professional Elective, EEC – Employability Enhancement Course
CA- Continuous Assessment, FE- Final Examination
Page | 15
LIST OF ELECTIVE COURSES
Finance Electives 21GC03 Customer Relationship

21GA01 Applied Financial Econometrics Management
21GA02 Banking and Financial Services 21GC04 Inbound Marketing
21GA03 Empirical Research in Finance 21GC05 Integrated Marketing
21GA04 Financial Analytics Communication
21GA05 Financial Derivatives 21GC06 Marketing Analytics
21GA06 Financial Risk Management 21GC07 Marketing Logistics
21GA07 Fixed Income Securities 21GC08 Retail Management
21GA08 International Financial 21GC09 Sales and Market Development
Management 21GC10 Services Marketing
21GA09 Investment and Portfolio Decision Science Electives
Management 21GD01 Design Thinking
21GA10 Investment Banking 21GD02 Industrial Management
21GA11 Project Appraisal and Finance 21GD03 New Product Development
21GA12 Venture Capital and Private 21GD04 Operations Modelling and
Equity Simulation
Human Resource Electives 21GD05 Project Management
21GB01 Behaviour For Managerial 21GD06 Supply Chain Management
Effectiveness 21GD07 Technology Management
21GB02 Compensation and Benefits 21GD08 Theory of Constraints
Management 21GD09 Total Productive Maintenance
21GB03 Conflict Management and Lean Management
21GB04 Labour Legislation and Industrial 21GD10 Total Quality Management
Relations 21GE01 E-Business Models
21GB05 Leading Organizational Change 21GE02 Information Security
and Development Management
21GB06 Learning and Development 21GE03 Materials Management
21GB07 Managing Global Workforce 21GE04 Production Planning
21GB08 People Analytics 21GE05 Artificial Intelligence and
21GB09 Performance Management Internet of Things
21GB10 Talent Acquisition and 21GE06 Data Visualization
Management 21GE07 Machine Learning
Marketing Electives 21GE08 Prescriptive Analytics
21GC01 Brand Management 21GE09 Python Programming for
21GC02 Consumer and Buyer Behaviour Analytics
Page | 16
TABLE OF CONTENTS
COURSE (Click on the course title for the syllabus)
SEMESTER I
Fundamentals for Managers
Business Environment
Economics for Decision Making
Managerial Communication
Accounting for Managers
Organizational Behaviour
Research Methods
Spreadsheet Applications
Active Learning Program - 1
Managers in Society
SEMESTER II
Financial Management
Human Resource Management
Marketing Management
Operations Management
Business Analytics
Information Systems Management
Business Law
Emotional Intelligence for Managers
Business Beyond Borders
Active Learning Program – 2
SEMESTER III
Summer Internship
Strategic Management
SEMESTER IV
Entrepreneurship and New Venture Creation
Page | 17
Finance Electives
21GA01 Applied Financial Econometrics
21GA02 Banking and Financial Services
21GA03 Empirical Research in Finance
21GA04 Financial Analytics
21GA05 Financial Derivatives
21GA06 Financial Risk Management
21GA07 Fixed Income Securities
21GA08 International Financial Management
21GA09 Investment and Portfolio Management
21GA10 Investment Banking
21GA11 Project Appraisal and Finance
21GA12 Venture Capital and Private Equity
Human Resource Electives
21GB01 Behaviour For Managerial Effectiveness
21GB02 Compensation and Benefits Management
21GB03 Conflict Management
21GB04 Labour Legislation and Industrial Relations
21GB05 Leading Organizational Change and Development
21GB06 Learning and Development
21GB07 Managing Global Workforce
21GB08 People Analytics
21GB09 Performance Management
21GB10 Talent Acquisition and Management
Marketing Electives
21GC01 Brand Management
21GC02 Consumer Behaviour
21GC03 Customer Relationship Management
21GC04 Inbound Marketing
21GC05 Integrated Marketing Communication
21GC06 Marketing Analytics
21GC07 Marketing Logistics
21GC08 Retail Management
21GC09 Sales and Market Development
21GC10 Services Marketing
Decision Science Electives
21GD01 Design Thinking
21GD02 Industrial Management
21GD03 New Product Development
21GD04 Operations Modelling and Simulation
21GD05 Project Management
21GD06 Supply Chain Management
21GD07 Technology Management
21GD08 Theory of Constraints
21GD09 Total Productive Maintenance and Lean Management
21GD10 Total Quality Management
21GE01 E-Business Models
21GE02 Information Security Management
21GE03 Materials Management
21GE04 Production Planning
21GE05 Artificial Intelligence and Internet of Things
21GE06 Data Visualization
21GE07 Machine Learning
21GE08 Prescriptive Analytics
21GE09 Python Programming for Analytics
Page | 18
SEMESTER I
Page | 19
21GM01 FUNDAMENTALS FOR MANAGERS
Course Overview
This course will enable the student to gain valuable insights into the fundamentals of management and the
functions of a manager. It will also provide knowledge of basic tools and techniques that can be used to
enhance the performance and effectively manage people in an organization.
CO # CO-PO MAPPING PO1 PO2 PO3 PO4 PO5 PO6

At the end of the course, the students should be able to
Understand the fundamentals of management and

CO1 Apply the directing, coordinating and controlling 3
functions in management
Comprehend the accounting cycle and prepare
CO2 3 2
financial statements
Apply basic mathematical and statistics concepts to
CO3 2
business situations
UNIT 1: Management Concepts 15 Hours

Definition of Management - Development of management thoughts - Contributions of Fayol & Taylor -
Functions and Skills of Managers - Planning - Setting Objectives – Strategies - Policies and Planning Premises
- Forecasting - Steps involved in Planning - Organising: Organization Chart – Structure and Process -
Departmentation by different strategies, Benefits and Limitations - De-Centralization and Delegation of
Authority – Directing – Essentials elements, Principles of directing, Importance of effective Direction, Essential
of a good order – Coordinating – Need, Types, Techniques, Coordination and managerial functions
– Controlling – The Control Process – Critical Control Points. Standards and Benchmarking Budget as a Control
Device – Use of Information Technology in Control.
Unit 2 : Basic Accounting 15 Hours
Generally Accepted Accounting Principles - Accounting Standards; Financial Accounting – Users of Accounting
Information – Accounting cycle – Accounting Process; Accounting Equation - Classification of Accounts – Trial
Balance - Preparation of Profit and Loss Account and Balance Sheet
Unit 3 : Basic Mathematics 15 Hours
Probability – Discrete probability distribution - Expected monetary value; Continuous probability distribution
– Cumulative probability distribution – Normal distribution - Conditional probability; Linear programming
problem formulation – Solving LPP by Graphical method - Project network diagram - Critical path method -
Program evaluation and review technique
Total : 45 Hours
Reference Books
1. Charles W. L. Hill and Steven Mcshane, “Principles of Management”, McGraw Hill Education, 2017.
2. Harold Koontz and Heinz Weihrich, “Essentials of Management”, 10th Edition, Tata McGraw-Hill, 2015.
3. Bhattacharya Aashish, Financial Accounting, Essentials of Financial Accounting, Prentice Hall of India, 4th
Edition, 2017.
4. Horngren, CT, Sundem, GL, Elliott, JA, Philbrick, D, Introduction to Management Accounting, Pearson, 16th
Edition, 2019.
5. Barnett, R. A., Ziegler, M. R., & Byleen, K. E. “College mathematics for business, economics, life sciences, and
social sciences”, Pearson Publication, 13th Edition, 2015.
6. Keller, G., “Statistics for Management and Economics, Abbreviated”, Cengage Learning, 2015.
Page | 20
21GM11 BUSINESS ENVIRONMENT 3003
COURSE OVERVIEW
The subject is an introduction to the complex environment in which businesses operate, the various drivers
and the inter-relatedness of the elements of the environment and the possibility of businesses facing both
challenges and getting benefits on account of changes in the business environment, both by way of
unanticipated and expected changes. It also introduces economic terms and measures and their use in
understanding economic performance. The students also will gain insights into industries and the competitive
environments. The course attempts to lay a foundation for strategic management.

CO1 Analyze the drivers and components of business
environment and their inter-relationships and impact 3
on businesses.
CO2 Evaluate economic data, national and global events
and understand the cause-effect and draw 3
conclusions.
CO3 Prepare industry reports and formulate industry
3 3 2
analysis using appropriate tools.
CO4 Understand the role of government, its agencies and
3 3
their impact on the business environment.
CO5 Assess business activities vis-à-vis sustainability and
ethics, best practice examples and consequences of 3 2 3
non-compliance.
UNIT 1: The Dynamics and Challenges of Business Environment 9 Hours

Defining a business and its role- Defining stakeholder.-Contradictions in business objectives and stakeholder
objectives-The role of business in society and economy-The internal and external environments for a
business:-An Introduction-the VUCA environment and the business challenges.-Dynamics of the SPECTACLES
:Social, Political, Economic, Cultural, Technological, Aesthetic, Customer, Legal, Environmental and Sectoral
environment , Analysis and the interconnectedness- The issue of ethics and sustainability in the business
environment.
UNIT 2: Analysing Economic Performance 10 Hours
Measuring economic performance.-GDP, GNP, Inflation, Bank rates, Fiscal deficit, Balance of trade,
employment and manufacturing data, circular flow, business cycles-Foreign exchange, analysis of import-
export and trade balance, stock market indices.
The Indian budget and its impact on the nation-The fiscal and monetary policies and the challenges. The role
of RBI and banks.
UNIT 3: Evaluating Competition and Industry Characteristics 8 Hours
Industry SWOT and drivers of industry and the impact of PESTLE on specific sectors- Porter’s Five Forces: An
overview- Thompson and Strickland 7S model- The value chain and economies of scale, integration and
location.
UNIT 4: Analysing Industry Dynamics and Trends 8 Hours
The Economic Geography of India- Sectoral analysis of the Indian economy. -Regulatory perspectives and
challenges for the industry categories. The service-manufacturing conundrum.-The role of public sector. An
overview of the legal environment.
UNIT 5: Understanding Contemporary Issues and Trends Impacting Business Environment 10 Hours
Globalization and challenges-The digital economy-Development challenges in the Indian context-Emerging
alternative business models- Industry 4.0. -Technology as a problem solver in the Indian context-Geo-politics
and tipping points -Emerging business trends and challenges.
Total 45 Hours
Page | 21
Reference Books
1. Paul, Justin, “Business Environment: Text and Cases”, 4th Edition, McGraw Hill, 2018.
2. Cherunilam, Francis, “Business Environment”, 1st Edition, Himalaya Publishing, 2018.
3. Ahmed M.F. and Alam A, “Business Environment: Indian and Global Perspective”, 1st Edition, Prentice Hall,
2014.
4. Paliwal, V K Business Environment, 1st Edition, Prentice Hall of India, 2014
5. Paleri, P, “Business Environment”, 1st Edition, Cengage Learning, 2014.
Page | 22
21GM12 ECONOMICS FOR DECISION MAKING 3003
COURSE OVERVIEW
Business decisions both tactical and strategic, is based on theoretical knowledge and its practical implications.
Economics is the corner stone amongst the decision sciences, for its objective and subjective treatment,
presupposing the rationality in thought process. Knowledge of the consumer, firm, industry, market and
economy is important in decision making. The course objective is to study the theory, understand the
dynamics of the underlying variables and apply the concepts in real life scenarios, for the predicted outcomes.

CO1 Analyse cause and effect relationship in demand and
3
supply and its application
CO2 Understand and explain production and expansion
3 2
path of the firm
CO3 Analyse price determination and profit maximization
3 2
in various markets and application
CO4 Critically analyse macroeconomic fundamentals for
3 3
decision making
CO5 Collate, analyse and infer from macro data with a
3 3
global perspective
UNIT 1: Demand and Supply - Consumer Behaviour 9 Hours

Demand and Supply Function – Types of Equilibrium – Consumers and Producers Surplus – Estimation of
Demand Curve – Elasticity Types, Importance and Measurement – Demand Forecasting – Time Series Analysis
UNIT 2: Production Economics 9 Hours
Production Function – Short Run Law of Variable Proportions – Long Run Returns to Scale –Isoquants and
Producer’s Equilibrium - Expansion Path – Cost Curves in SR and LR and Revenue Curves - Externalities
UNIT 3: Market Economics 9 Hours
Equilibrium of the Firm and Industry – Markets – Perfect Competition – Monopoly and Price Discrimination–
Oligopoly – Game Theory - Monopolistic Competition
UNIT 4: Macro Economics 9 Hours
Demand for Money - Supply of Money and its Components – Rate of Interest – Saving and Investment –
Multiplier and Accelerator – Monetary Policy and Fiscal Policy
UNIT 5: International Economics 9 Hours
International Trade – Theories – Balance of Payment – Current and Capital Account – Terms of Trade -
Exchange Rate
Total 45 Hours
Reference Books
1. Christopher R. Thomas and S Charles Maurice, “Managerial Economics”, Tata McGraw Hill Education, 12th
Edition, 2020.
2. Karl E. Case, Ray C. Fair, Sharon Oster, “Principles of Economics”, Pearson Education, 12th Edition, 2017.
3. N. Gregory Mankiw, “Economics: Principles and Applications”, Cengage Learning India Private Ltd, 7th Edition,
2015.
4. Paul A. Samuelson, William D. Nordhaus, “Macro Economics”, Tata McGraw Hill Education, 19th Edition, 2018.
5. Richard Lipsey, Alec Chrystal Lipsey Chrystal, “Economics”, Oxford University Press, 13th Edition, 2015.
Page | 23
21GM13 MANAGERIAL COMMUNICATION 3024
COURSE OVERVIEW
This course is designed to help students in achieving competencies in communication at the interpersonal
and organizational level, a skill essential for a successful manager or an entrepreneur. The focus is to impart
an understanding of what constitutes effective oral and written communication, the modalities and
etiquettes of professional communication, the power of listening, positive communication behaviors,
communications in the context of social media and tools and techniques to improve communication skills.
CO1 Understand the essentials of communication
theories, identify stakeholder needs and do a self- 3
audit of communication skills.
CO2 Demonstrate skills to participate effectively and
professionally in formal discussion forums and the 3 2
power of effective listening.
CO3 Analyze the audience-content-delivery matrix and
3 3
prepare effective communication strategies.
CO4 Design and evaluate the social media
3
communication context, content and delivery.
CO5 Create written professional documents for different
3 3
stakeholder needs.
UNIT 1: Communication Framework 16 Hours

Communication process - Types of Communication - Importance of feedback and Context - Communication
networks in organizations, Classification, Role and importance of non-verbal communications, The
classification and the art of proactive listening, Barriers to communication and the symptoms of poor
communications.
UNIT 2: Preparing Written Business Information 14 Hours
Distinguishing features of professional communication vis-à-vis personal communication- The Writing
process for business messages – Key criteria for effective messages- Preparing written communication in the
professional context: Proposals, Resumes, and Reports.
UNIT 3: Business Presentations 16 Hours
Planning for presentation-presentation tools, strategies for preparation, presentation and audience
engagement- Presentation techniques-Dos and don’ts, effective mapping and checklists for delivering
presentations- Developing Public Speaking skills.
UNIT 4: Workplace Communication and Etiquettes 14 Hours
The protocols for good workplace communications, communication hierarchy in an organization- intra and
inter departmental communication - Managing communication for events - effective participation in
discussions and negotiations- interviewee and interviewer skills- Etiquettes for Managers
UNIT 5: Strategies for Business Writing 15 Hours
Managing the organizational communication processes- communicating good, bad news – writing persuasive
messages, Communications in the context of social media, legal aspects of formal and non-formal
communications in the managerial context
Total 75 Hours
Reference Books
1. Erica Dhawan. (2021) , “Digital Body Language: How to Build Trust and Connection, No Matter the Distance “, Harper Collins.
2. Kathryn Rentz, Paula Rentz , Anupam Das, ( 2020),” Business Communication : A Problem Solving Approach,” McGraw Hill,
3. Courtland L Bovee, John V Thill, Roshan Lal Raina. (2019), “Business Communication Today”, 14th Edition, Pearson Education,
4. Scott Biranto, (2019),” Good Charts Workbook: Tips, Tools, and Exercises for Making Better Data Visualizations”, Harvard
Business Review Press
5. Geraldine E. Hynes , Jennifer R. Veltsos ( 2018), “ Managerial Communications: Strategies and Applications”, 7th edition, SAGE
Publications
Page | 24
21GM14 ACCOUNTING FOR MANAGERS 4004
Course Overview
This course introduces the financial and cost accounting aspects of a firm. At the end of the course, the
student will be able to understand, read and interpret financial statements. The student can use this
knowledge to assess a company’s performance in relation to its past performance, competitors and industry
to make managerial decisions.

CO1 Prepare financial statements 3 2
CO2 Analyse the financial performance of a firm by using 3

appropriate tools
CO3 Distinguish the behaviour of various types of costs 3
CO4 Evaluate managerial decisions using cost data 3
CO5 Apply accounting knowledge for planning and control 3 3
UNIT 1: Corporate Financial Statements 12 Hours

Understanding and preparing corporate profit and loss statement with adjustments, Balance Sheet and
Cash Flow Statement – Overview of IFRS – Ethics in Accounting
UNIT 2: Analysis of Financial Statements 12 Hours
Analysis of Financial Statements – Multi-Step Income Statement – Horizontal Analysis – Common –Sized
Statement – Trend Analysis - Ratio Analysis - Dupont Model – Analysis of Cash Flow Statements
UNIT 3: Cost Behaviour 12 Hours
Cost Accounting – Introduction - Elements of Cost – Cost Behaviour – Cost Sheet -–Cost Allocation -
Accounting for Overheads Marginal and Absorption costing
UNIT 4: Cost and Decision making 12 Hours
Cost Volume Price Analysis –Relevant Costs for Decision Making - Pricing Decisions - Operational Decisions –
Target Costing – Activity Based Costing – Traditional vs. Activity Based Costing
UNIT 5: Accounting for Planning And Control 12 Hours
Budgets – Types – Budgetary Control – Standard costing and Variance Analysis - Cost and Sales Variances –
Use of Accounting information for Management Control
Total : 60 Hours
Reference Books
1. Drury, Colin, 2015, Cost and Management Accounting-An Introduction, Cengage Learning, 8th Edition, 2015.
2. Garrison, Noreen, Brewer, Managerial Accounting, McGraw Hill, 14th Edition, 2017.
3. Gupta, Ambrish, Financial Accounting for Management-An Analytical Perspective, Pearson Education, 5th
Edition, 2016.
4. Horngren,CT, Sundem, GL, Stratton, WO, Burgstahler, D and Schatzberg, JO, Introduction to Management
Accounting, Pearson, 16th Edition, 2019.
5. Khan, MY, Jain, PK, Management Accounting, Tata McGraw Hill, 7th Edition, 2017.
Page | 25
21GM15 ORGANIZATIONAL BEHAVIOUR 4004
COURSE OVERVIEW
The course focuses on creating a value-based workforce by leveraging positive behaviours to enhance and
sustain organizational performance. It provides guidelines for understanding and appreciating the hidden
forces affecting workplace behaviour and helps students make better decisions about motivating and
coordinating human behaviour to achieve organizational goals. It also helps students to understand the
challenges in establishing and sustaining the organizational culture.

CO1 Understand the fundamentals of organizational
2 3
behaviour and individual behaviour
CO2 Identify motivation challenges and apply relevant theories
3 2
to resolve them
CO3 Understand leadership styles and apply relevant theories 3 2
CO4 Analyse group dynamics and facilitate effective team
3 2 2
functioning
CO5 Recognize the attributes of organizational culture 2 3
UNIT 1: Fundamentals of Organizational Behaviour and Individual Behaviour 12 Hours

Introduction to Organizational Behaviour - Meaning and Importance of OB - Hawthorne Studies - Basic OB
Model - Different approaches to OB - Scope and Significance of OB; Personality and its Determinants - Big
Five Personality Traits - Myers-Briggs Type Indicator and other Primary Traits; Attitudes - Components of
Attitudes - Behaviour and Attitudes - Major Job Attitudes; Values – importance – Types
UNIT 2: Motivation 10 Hours
Characteristics of Motivation -Process of Motivation - Theories of Motivation - Problems in Motivation;
Application of Motivation at workplace- Employee Involvement and Rewards
UNIT 3: Leadership 10 Hours
Leadership Styles and Effectiveness - Theories of Leadership - Trait Theories - Behavioural Theories -
Contingency Theories - - Modern approaches to Leadership - Servant Leadership
UNIT 4: Group Dynamics, Power and Politics 14 Hours
Difference between Group and Team - Types of Groups and teams – Stages of Group formation –
Characteristics of Groups and Decision Making - Model for Team Effectiveness - Troubles with Team and Social
Loafing; Workplace Diversity and Inclusion. Power – Bases of Power – Power Tactics. Organizational Politics
– Factors contributing to political behaviour , People Response to Organizational Politics
UNIT 5: Organizational Culture and Design 14 Hours
Characteristics of an Organizational Culture - Elements of Organizational Culture - Importance of Sub-Culture
- Dimensions of Culture and Artifacts – Creating and sustaining culture; Organization Design – Structure and
the need for different structures – Conventional Structures and New age Structures; Work Stress:
Understanding workplace stress and its consequences - Stress coping strategies
Total : 60 Hours
Reference Books
1. Kavitha Singh, “Organizational Behaviour”, Pearson Publications, 3rd Edition, 2015.
2. Kimberly D. Elsbach, Anna Kayes, D. Christopher Kayes, “Contemporary Organizational Behaviour : From Ideas
to Action”, Pearson Publications, 2015.
3. Margie Parikh and Rajen Gupta, Organizational Behaviour, McGraw-Hill, 1st Edition, 2017.
4. McShane L. Steven., Von Gilnow Mary Ann., Sharma R. Radha, “Organizational Behaviour”, Tata McGraw-Hill,
New Delhi, (Special Indian Edition), 6th Edition, 2015.
5. Robbins, Stephen P., Timothy A. Judge, and Neharika Vohra, “Organizational Behaviour”, Pearson Publications,
18th Edition, 2018.
Page | 26
21GM16 RESEARCH METHODS 3003
Course Overview
The objective of this course is to introduce students to basic framework of research process and develop
research orientation. This course aims to acquaint them with scientific methodology in business inquiry and
develop analytics skills in business research.

CO1 Understand the research process and frame theory 3
CO2 Demonstrate the skill in designing the research 3
CO3 Categorize measurement scales and identify
3 2
statistical tools for solving task complexities
CO4 Hypothesize business problems and apply statistical
3
tools for making decisions
CO5 Employ the cause and effect relationship for making
3
decisions
UNIT 1: Research Process 9 Hours

Research in Business - Characteristics – Concepts, Constructs, Variables, Hypothesis, Theory, Models –
Inductive and deductive reasoning - Research Process - Review of literature - Formulating the Research
Question - Research report writing.
UNIT 2: Research Design and Data Collection 9 Hours
Classification of Research Design – Exploratory Studies, Descriptive studies and Causal Studies - Qualitative
and Quantitative Data Collection Methods – Primary and Secondary Data Collection - Experimental Research
Design; Data collection – Target Population - Sampling Frame - Sampling methods - Size of Sample -
Probability Sampling – Non Probability Sampling
UNIT 3: Measurement Scales and Basic Statistical Tools 9 Hours
Measurement Scales - Nominal, Ordinal, Interval and Ratio – Characteristics of Good Measurement -Validity,
Reliability, Practicality – Rating Scales – Ranking Scales – Designing Questionnaire; Basic statistical tools –
Measures of central tendency - Mean, Median, Mode – Measures of Dispersion - Range, Standard deviation,
Variance, Coefficient of Variation
UNIT 4: Comparison Tools 9 Hours
Estimation - Parametric Inference – Hypothesis – Null and Alternative Hypothesis - ANOVA test – t test, Paired
t test; Non-parametric Inference - Goodness of fit - One sample tests – Software based analysis and
Interpretation
UNIT 5: Relationship Tools 9 Hours
Contingency Tables – Chi-square test – Correlation - Scatter diagram - Karl Pearson Coefficient - Simple Linear
regression
Total : 45 Hours
Reference Books
1. Bajpai, N., “Business Research Methods”, Pearson Education, 2nd Edition, 2017.
2. Bryman, A. and Bell, E, “Business research methods”, Oxford University Press, 4th Edition, 2016.
3. Donald R. Cooper, Pamela S. Schindler and J K Sharma, “Business Research Methods”, McGraw Hill Education
(India) Private Limited, New Delhi. 12th Edition, 2018.
4. Nandagopal, Arulrajan and Vivek, Research Methods, Excel Books, 1st Edition, 2007.
5. Uma Sekaran and Roger Bougie, “Research Methods for Business: A skill building approach”, Wiley India, New
Delhi. 7th Edition, 2018.
Page | 27
21GM17 SPREADSHEET APPLICATIONS 0021
COURSE OVERVIEW
This course enables students to automate common tasks using spreadsheets, apply advanced analysis
techniques using large complex datasets and perform collaborative tasks on worksheets.

CO1 Understand Spreadsheet environment and visualize
3
data
CO2 Apply excel cell references and write formulas to
3
solve problems
CO3 Demonstrate data mining and collaborative tasks
3
using multiple worksheets
UNIT 1: Spreadsheet Environment 10 Hours

Basic text and cell formatting – Selecting ranges - Freeze pane – Using comments – Text functions for
purification of large dataset – Date format and conversion - Auto completion of series - Table formatting and
highlighting - Conditional formatting –Visualizing data using graphs - Working with multiple worksheets
UNIT 2: Formulas and Functions 10 Hours
Auto filter and custom filter – Auto sort and custom sort - Relative and absolute cell references – Writing
formulas – Logical Operators - Lookup function – Index command - Statistical functions - Financial functions
UNIT 3: Advanced Functions 10 Hours
Scenario manager - Goal seek – Sensitivity analysis - Data table - Solver, Analysis Tool Pak - Data mining using
Pivot Tables – Data validation – Working with validation formula – Sharing workbooks : Highlighting changes,
Reviewing changes Security features : Unlocking cells, Worksheet protection, Workbook protection
Total : 30 Hours
Reference Books
1. Arora Ritu, “Advance excel 2016 training guide”, BPB Publications, 2017
2. David, M., Levine, S., David, F. S., & Kathryn, A., “Statistics for Managers Using Microsoft Excel”, Pearson
Education Limited, 2016
3. John Walkenbach, “Microsoft Excel 2016 Bible: The Comprehensive Tutorial Resource”, Wiley Publications,
2015
4. Michael Alexander, “Microsoft Excel Power Pivot & Power Query For Dummies”, Wiley Publications, 2016
5. Wayne L. Winston, “Microsoft Excel 2016 - Data Analysis and Business Modeling”, PHI Learning, 2017
Page | 28
21GM18 ACTIVE LEARNING PROGRAMME - 1 0042
COURSE OVERVIEW
This activity-based course is designed to help students gain insights into individual’s behaviour in work and
non-work settings, liaise with peers, enhance team spirit, inculcate risk taking ability, improve communication
and planning ability. The course helps to hone the leadership skills of the students.

CO1 Understand oneself and identify individual
3 2
inhibitions.
CO2 Able to clearly instruct the team members and
3 2
reciprocate by active listening.
CO3 Coordinate with the team and develop trust among
2 3
team members.
CO4 Develop technical and communication competencies
3 3
in personal interview and group discussions.
UNIT 1: Exploring Oneself 10 Hours

Knowing oneself – Identifying strengths and weakness; Understanding the members of the team.
UNIT 2: Identifying as a leader 10 Hours
Being an instructor – Difficulties faced in making people understand; ways to increase active listening.
UNIT 3: Team Coordination and Trust 10 Hours
Experiencing team coordination – Challenges to bring in coherence; Building trust on oneself and on the
members of the team
UNIT 4 : Career Empowerment 30 Hours
Career Empowerment Module

Total : 60 Hours
Page | 29
21GM19 MANAGERS IN SOCIETY 0042
COURSE OVERVIEW
The course aims to reiterate the vital role that managers can play as a society stakeholder. The identifiable
areas include ethics, social responsibility and sustainability, the underlying theme being the triple-bottom
approach. The course emphasizes on the spirit of sharing-caring-giving paradigm and aims to develop
responsible citizenship which is multi-faceted.

CO1 Evaluate ethical dilemmas and analyse the
implications of non-compliance from a personal and 3 3
organizational perspective
CO2 Appraise the facets of sustainability and understand
the trade-offs and benefits in adopting sustainable 3
practices
CO3 Plan and execute social marketing campaigns
3 3
relevant to the region
CO4 Identify societal needs and create and deliver
projects/surveys to add value to the concerned 3 3
stakeholders
UNIT 1: Managerial Ethics 7 Hours

Understanding the seven ethical principles, Approaches to ethical decision making, eight ethical tests,
understanding non-compliance rationale and the consequences of non-compliance.
UNIT 2: Sustainable Development 9 Hours
United Nations Sustainable Development Goals, Triple-Bottom Approach, Environmental management and
the challenges, Overview of current legislations.
UNIT 3: Social Marketing 7 Hours
Relevance of social marketing in the Indian context, rationale and examples of social marketing,
understanding drivers to change behaviours from a social and individual perspective
UNIT 4: The Sharing-Caring-Giving Concept 7 Hours
Human Development Index, Corporate Social Responsibility, Creating Shared Value, current legislations, case
studies of Indian examples.
UNIT 5: Activity Components 30 Hours
 Plan and execute social marketing campaigns relevant to the region.
 Create and deliver projects/surveys to add value to the concerned stakeholders.
Total : 60 Hours
Reference Books
1. Crane, Andrew et al, “Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of
Globalization”, Oxford University Press, UK, 2019
2. Lee, Nancy; Kotler, Philip, “Social Marketing: Changing Behaviours for Good”, Sage USA, 2015
3. Sankar, Ajit, “Environmental Management”, Oxford University Press India, 2015
Page | 30
SEMESTER II
Page | 31
21GM20 FINANCIAL MANAGEMENT 3003
COURSE OVERVIEW
This course on Financial Management introduces the techniques for effective financial decision-making and
the methods for assessing the impact of these decisions on the performance of the company and on the
wealth of the shareholders.

CO1 Apply time value of money concepts for financial 3
decisions
CO2 Compute the component of cost of capital for a firm 3
CO3 Appraise projects using appropriate tools 3
CO4 Evaluate the impact of long-term sources of financing 3

CO5 Assess working capital needs and use suitable sources 3
UNIT 1 : Fundamentals of Financial Management 9 Hours

Goals of finance – Functions of a finance manager- Time value of money – Concepts – Basic models of
valuation – Valuation of debt, preference and equity
UNIT 2 : Cost of Capital 9 Hours
Computing specific costs of capital – Cost of debt, Preference shares, Equity and Retained earnings –
Computation of WACC
UNIT 3 : Investment Decisions 9 Hours
Capital budgeting process – Evaluation of capital expenditure decisions – DCF and Non-DCF Techniques
UNIT 4 : Capital Structure 9 Hours
Long term sources of financing – Factors determining capital structure – Capital structure theories – EBIT-
EPS Analysis - Leverages - Dividend models - Policy – Determinants
UNIT 5 : Working Capital 9 Hours
Short-term sources of financing – Working capital policies – Determinants of working capital – Management
of current assets and current liabilities
Total : 45 Hours
Reference Books
1. Chandra, Prasanna, “Financial Management - Theory and Practice”, McGraw Hill, 9th Edition, 2017.
2. Gitman, LJ, “Principles of Managerial Finance”, Pearson, 13th Edition, 2017.
3. Khan, MY, Jain, PK, “Financial Management”, Tata McGraw Hill, 8th Edition, 2019.
4. Pandey, IM, “Financial Management”, Vikas Publishing House P Ltd, 11th Edition, 2016.
5. Van Horne, James and Wachowicz, “Financial Management and Policy”, Prentice Hall of India Private Ltd, 12th
Edition, 2011.
Page | 32
21GM21 HUMAN RESOURCE MANAGEMENT 3003
Course Overview
This course addresses the role of human resource function as a key to the success of any organization. The
objective of the course is to help students understand the nature, functions and role of HRM as a strategic
function. This course would help students understand the application of various HR practices in the
organization such as human resource planning, recruitment & selection, training & development,
compensation & benefits and performance appraisal.

CO1 Understand the fundamentals of HRM and its
2
challenges
CO2 Design a rudimentary recruitment and selection
3 2
process
CO3 Recall the methods of performance appraisal and
3
compensation and benefits
CO4 Choose the appropriate training and development
3 2
methods
CO5 Describe the basics of employee relations, Health and
3
safety
UNIT 1: Overview of Human Resource Management 8 Hours

Significance of Human Resources - Nature, Scope, Objectives, and Functions of HRM - Evolving Strategic Role
of HRM –Challenges and Contingencies in HRM - Managing Global Human Resources - Understanding
difference between domestic and global workforce
UNIT 2: Human Resource Planning, Recruitment and Selection 10 Hours
HR Planning - Objectives and Process; Job Analysis - Uses, Steps and Techniques; Job Description - Contents
and Problems with Job Description; Job Specification and Competency Profiling;
Recruitment Sources - Selection Process - Induction and Orientation - Placement and Socialization -
International Hiring Practices
UNIT 3:Performance Appraisal and Compensation 10 Hours
Performance Appraisal - Purpose and Factors affecting performance appraisal - Process and Methods - Factors
that distort performance appraisal - Potential Appraisal - Compensation across Industries - Objectives of
Compensation Planning - Principles and Techniques of Pay Fixation (Components of Pay Structure in India and
select countries) - Job Evaluation Methods - Incentive Schemes - Compensation Innovations
UNIT 4: Training and Development 8 Hours
Training need analysis - Areas of training - Training, Development and Education - Training Steps and Methods
- Learning Principles - Management Development - Process and Methods - Career development
UNIT 5: Employee Relations, Employee Safety and Health 9 Hours
Industrial Environment Safety - Causes of Accidents - Accident Prevention - Health, Safety, and Welfare
Statutory measures - Work Fatigue - Industrial Relations - Objectives - Trade Unionism - Grievance Handling -
Collective Bargaining - Termination - Strategies - Managing Separation
Total : 45 Hours
Reference Books
1. Aswathappa, K, “Human Resource Management - Text and Cases”, Tata McGraw-Hill, 8th Edition, 2017.
2. De Cenzo, Robbins, S. P., and Susan, L. Verhulst, “Human Resource Management”, Wiley, 11th Edition, 2016.
3. Dessler, G., and Varkkey, B. “Human Resource Management”, Pearson Education Inc (India), 14th Edition, 2014.
4. Rao, V. S. P. “Taxmann's Human Resource Management (CBCS)”, Taxmann Publications Pvt. Ltd., 2nd Edition,
2020.
5. Sarah Gilmore and Steve Williams, Human Resource Management, Oxford, 2nd Edition, 2014.
Page | 33
21GM22 MARKETING MANAGEMENT 3003
Course Overview
The aim of this course is to introduce marketing concepts, theories and techniques and to understand
strategies employed by marketers in a dynamic marketplace for the contemporary application in the ever-
changing business environment

CO1 Prepare a competitive marketing plan by identifying
3 3
the marketing opportunities
CO2 Design and devise a marketing strategy to satisfy the
3 3 3
stakeholders
CO3 Critically evaluate and apply a variety of strategic
marketing tools to create customer value and 2 3 3
solutions
CO4 Formulate marketing tactics using marketing mix
3 3 3
elements
CO5 Evaluate sustainable and ethical perspectives and
3 3
their impact on marketing activities
UNIT 1: Basics of Marketing 9 Hours

Introduction to Marketing - Understanding the Marketing Process - Understanding Marketing Plan -
Marketing Myopia Refresher and Recent Trends in Marketing (Digital and Social Media) - Scanning the
Environment- Micro and Macro Analysis (Sectoral Analysis)
UNIT 2: Marketing Strategy 10 Hours
Marketing Objectives and Strategy formulation - Marketing Analysis for Strategy ( 5 C’s) - Creation of
marketing plan - Marketing research & Intelligence - Consumer Behaviour and the buying process - Consumer
Decision Making Journey
UNIT 3: Creating Customer Value 8 Hours
Marketing Mix elements - Segmenting the markets - Target market selection - Market positioning
UNIT 4: Capturing and Communicating Customer Value 12 Hours
Marketing mix - Product, Service and Branding Decisions - Pricing Strategies - Designing and Managing
channels of distribution - Marketing Communications
UNIT 5: Sustainable & Ethical Marketing 6 Hours
Sustainable marketing Practices - Ethics in marketing - Socially Responsible Marketing Practices - Global
Marketing Perspectives
Total : 45 Hours
Reference Books
1. Grewal & levy, “Marketing”, Indian Edition, McGraw Hill, 5th Edition, 2018.
2. Paul Baines, P., Fill, C., Rosengren, S. & Antonetti, P. “Fundamentals of Marketing”, Oxford University Press,
3rd Edition, 2017.
3. Philip Kotler, Kevin Lane Keller, Abraham Koshy, Mithileshwar Jha, “Marketing Management: South Asian
perspective”, Pearson, 15th Edition, 2017.
4. Ramasamy & Namakumari “Marketing Management: Indian Context. Global perspective”, Sage Publishing, 6th
Edition, 2018.
5. Richardson, N., James, J. & Kelley, N. (2015) “Customer-centric Marketing: Supporting sustainability in the
digital age”,Kogan Page: London, 2015.
Page | 34
21GM23 OPERATIONS MANAGEMENT 3003
Course Overview
This course aims to familiarize students with major operational problems and issues that confront managers
on a day-to-day basis and provide students with concepts, insights, tools and techniques to deal with these
issues in order to gain competitive advantage.

CO1 Explain applications of operations management 3
CO2 Apply principles of inventory management and supply
2 3
network design to business
CO3 Apply forecasting techniques, analyse capacity and
3
design a manufacturing or service system
CO4 Apply principles of lean management and
3 2
quality management
CO5 Apply principles of production planning and control to
2 3
make operation decisions
UNIT 1: Evolution of Operations Management 9 Hours

History and evolution of operations management - Systems concept - Operations strategy - Value addition
vs value destruction - Managerial roles and responsibilities of managers in operations
UNIT 2: Sourcing and Supply Management 9 Hours
Facility location - Location selection - Sourcing methods and Vendor rating - Supply chain principles -
Inventory management principles - Stores management and control
UNIT 3: Forecasting and Capacity Analysis 9 Hours
Forecasting: Importance, methods, accuracy measures; Process capacity: analysis, sources of capacity
increase - Design principles of manufacturing systems - Service operations design – Demand planning
UNIT 4: Quality Management 9 Hours
Lean management: Waste - mura, muri and muda – Seven types of wastes - 5S – andon - jidoka - heijunka -
poka yoke – Daily kaizen (SDCA) - Project kaizen (PDCA) - Support kaizen; Six sigma: DMAIC – Organization –
teams – Belts - Quality management: Definitions - Deming’s 4 Principles - Juran’s triology -
Standard operating procedure - Quality control principles - Control charts - Inspection plan and execution
UNIT 5: Production Planning and Control 9 Hours
Sales plan - Operating plan - Master production schedule - Material requirement plan - Production scheduling
- Production control reports
Total : 45 Hours
Reference Books
1. Jcobs F R, Chase R, “Operations and Supply Chain Management”, McGraw Hill, 14th Edition, 2017.
2. Mahadevan B, “Operations Management: Theory and Practice”, Pearson Education, 3rd Edition, 2015.
3. Rendar B, Heizer J, “Operations Management”, Pearson Education, 12th Edition, 2017.
4. Russell R, Taylor B W, “Operations Management”, Wiley Publications, 9th Edition, 2016.
5. Stevenson W J, “Operations Management”, McGraw Hill, 12th Edition, 2017.
Page | 35
21GM24 BUSINESS ANALYTICS 3003
COURSE OVERVIEW
This course introduces the fundamental concepts and tools needed to understand the emerging role of
analytics in business organizations. It helps the students to use data, methods, and fact-based
management to support and improve decision making. It demonstrates how to build analytical models
using R programming software. Emphasis is placed on applications, concepts and interpretation of results,
rather than programming and calculations.

CO1 Understand the various concepts and types of
3
business analytics
CO2 Ability to visualize and prepare the data using
3
exploratory data analysis
CO3 Employ unsupervised learning techniques to
3
discover hidden patterns in unstructured data
CO4 Employ supervised learning techniques to build
3
models for prediction
CO5 Devise strategic alternatives for business decision
3
making using supervised learning algorithms
UNIT 1 : Overview of Business Analytics 9 Hours

Big Data - Data Science - Business Intelligence – Business Analytics; Applications of Analytics - Types of
Analytics Techniques - Descriptive analytics, Diagnostic analytics, Predictive analytics, Prescriptive
analytics; Machine Learning Algorithms; R and R studio environment - Basics of R – Variable Types, Basic
Operators, Functions, Vectors, Lists, Data Frame, R Packages
UNIT 2 : Exploratory Data Analysis and Data Visualization 9 Hours
Need for Exploratory Data Analysis - Analytics Process Model; Data Pre-processing Steps - Transforming
variables, Creating Dummy variables, One hot encoding; Data Visualization Techniques - Univariate Plots
- Histogram, Bar Plots, Pie Chart, Box and Whisker Plot, Density Plot; Multivariate Plots - Strip Chart,
Scatter Plot, Heat Maps, GGPlots in R
UNIT 3 : Unsupervised Learning Algorithms 9 Hours
Unsupervised learning algorithm Techniques - Association rule mining - Transaction dataset, Support,
Confidence, Lift , Apriori Algorithm, Item frequency plots, Association rules, Plotting of rules; Clustering
Techniques - K-means Clustering - Hierarchical Clustering - Distance measures, Dissimilarity matrix,
Linkage methods - Agglomerative clustering - Divisive clustering - Dendrogram; Unstructured Data - Text
analytics - Word Cloud - Sentiment analysis - Word Polarity - Quantifying Sentiments
UNIT 4 : Supervised Learning Algorithms: Linear and Logistic Regression 9 Hours
Supervised Learning Algorithm Techniques - Regression - Multiple linear regression - Interpretation of
Multiple Linear Regression Coefficients, Coefficient of Determination, Model performance measures;
Classification Technique - Logistic Regression, Binary Logistic Regression, Sigmoid function Interpretation
of Logistic Regression Parameters, Odds ratio, Variable selection
UNIT 5 : Supervised Learning Algorithms: KNN and Decision Tree 9 Hours
Frequency Based Algorithm - K-Nearest Neighbours - Similarity based on distance function, Select
Appropriate K Value; KNN Model Building - Evaluating Model Performance; Decision Tree - Tree
structure, Criteria for splitting the Decision Node - Classification and Regression Technique (CART)-
Control Parameters, Pruning the tree, Important Variables, Insights from Decision Rules
Total : 45 Hours
Reference Books
1. Antonios Chorianopoullos, “Effective CRM using Predictive Analytics”, Wiley Publications, 2016
Page | 36
2. Bart Baesens, “Analytics in a Big Data World – The essential guide to Data Science and its Applications”, Wiley
Publications, 2018
3. GalitShmueli, Peter C Bruce, Nitin R Patel, “Data Mining for Business Analytics – Concepts, Techniques and
Applications”, Wiley Publications, 2016
4. James Evans, “Business Analytics”, Pearson Publications, 2nd Edition, 2018
5. Sandhya Kuruganti, Hindol Base, “Business Analytics - Applications to Consumer Marketing”, McGraw Hill
Education, 2017
Page | 37
21GM25 BUSINESS LAW 2002
COURSE OVERVIEW
The course is designed to provide the conceptual and practical knowledge of laws applicable in business. This
will help the future managers to take informed decisions, thereby helping them to attain long standing
business relations and amicable solutions in a productive timeframe.

CO1 Recall conventional and digital contracts and identify
different clauses of contract and their consequences 3
and
CO2 Understand and explain the top managerial positions,
their functioning, rights and responsibilities and able
3
to choose the right entity and the formation
procedures
CO3 Understand and explain the fundamental aspects of
3
IPRs and identify the business prospects using IPRs
UNIT 1: Law of Contracts 10 Hours

General Principles of Contract – Types of Contracts – E-Contracts - Important clauses in contracts – Remedies
for breach of contract – Alternative Dispute Resolutions systems
Digitalization of Banking systems – E-payments, Cheques, Promissory note and Bill of Exchange – It’s Legal
challenges and Remedies – Banking Ombudsman – Consumer Protection Act- Overview
UNIT 2: Company Law and Goods and Services Act 10 Hours
Nature of Conventional HUF, Partnership, LLP and Company – Types of companies –Incorporation of
companies - Memorandum and Articles of a company- Directors - Rights and Responsibilities of Directors –
Board meetings – Boards Report –Managerial Remuneration - Corporate Governance - Mobilization of capital
from Domestic and International resource, Prospectus, shares, Debentures, Depository receipts
Corporate Tax Planning, Corporate Taxes and Overview of Latest Developments in Indirect tax Laws relating
to GST
UNIT 3: Intellectual Property Rights and Competition Act 10 Hours
Patent, copy right, Trade Marks and Geographical Indications – Law and Procedure;
Anti- competitive agreements- Abuse of Dominant Position – Combination – Role of Competition Commission
of India
IT Act 2000 and 2002, Cyber Laws
Total : 30 Hours
Reference Books
 Akhileshwar Pathak, Legal Aspects of Business, Tata McGraw Hill, 6th Edition, 2018.
 Ravinder Kumar, Legal Aspects of Business, New Delhi: Cengage Learning, 4th edition, 2016.
 Taxmann, GST Manual with GST Law Guide & Digest of Landmark Rulings, 11th Edition, 2019.
 Daniel Albuquerque, Legal Aspect of Business, Oxford, 2nd Edition, 2017.
 Ravinder Kumar– Legal Aspect of Business.– Cengage Learning, 4 th Edition-2016.
Page | 38
21GM26 INFORMATION SYSTEMS MANAGEMENT 0042
COURSE OVERVIEW
This course addresses the issues that arise in dealing with managing ‘information’ as a business resource. It
highlights how information systems work in different functional areas and help students understand the most
recent variants of the information systems. The students will learn about designing an information system.

CO1 Explain the business perspective of information
3
systems and develop a business process model
CO2 Design and create a database model for an
3
organization
CO3 Demonstrate a Transaction Process System and
3
Functional Business System using a software
CO4 Design an internet enabled business model using
3
open source software
CO5 Evaluate software tools and find the best fit software
3
for an organization
UNIT 1: Organizations and Role of Information System 12 Hours

Introduction to Information System – Classification of Information - A Business Perspective on Information
Systems - Understand a Business Process – Business Process Modelling – Business Process Reengineering –
Enterprise wide Information system
Practical: Developing a Business process model for an organization and identifying the process to be -be
reengineer - Developing as-I and to – be process model
UNIT 2: Managing Data Resources 12 Hours
Databases and Information Management – Database Management Systems – Using Databases to Improve
Business Performance and Decision Making – Data Warehousing and data mart framework and the usage
Managing Data Resources
Practical: Design and create a database model for an organization – Using a query language/tool to perform
data manipulations (Insertion, Updation, Deletion and Retrieval)
UNIT 3: Functional Business System 12 Hours
Cross-functional Enterprise application – Enterprise Application Integrations – Transaction Processing System
– Functional Business System – Marketing Systems – Manufacturing Systems – HR Systems – Accounting
Systems - Customer Relationship Management Systems – Enterprise Applications
Practical: Design a TPS for a business process in an organization – Demonstrate the TPS using a live application
UNIT 4: Internet-Enabled Business 12 Hours
E-Commerce Technologies – Essential E-Commerce process – Electronic Payment process – Web Store
Requirements – Developing a Web Store – SEO Technologies – Managing a Web Store
Practical: Developing and managing a E-Commerce Web Store using Open Source Software
UNIT 5: Decision Support Systems 12 Hours
Decision making and Information Systems – The decision making process – Automated decision making –
Decision support Models - Business Intelligence – New IT initiatives - Pervasive Computing, Cloud computing,
Advancements in AI, IoT, Block chain, Crypto currency, Quantum computing
Practical: Evaluate the different software tools used in Decision Support System and compare the software
features with the business requirements – Find the best software that might fit s small medium enterprise.
Total : 60 Hours
Reference Books
1. Jaytilak Biswas, Management Information Systems, Sage Publications India, 2020.
Page | 39
2. Jun Xu, Essential Topics Of Managing Information Systems, 1st Edition, World Scientific Publishing Company
Pte Limited, 2019.
3. Kenneth C.Laudon, Jane P.Laudon, Management Information Systems – Managing the Digital Firm, 14th
Edition, 2017.
4. Maria Pomffyova, Management of Information Systems, IntechOpen, 2018.
5. Ramesh Bhel, James A.O’Brien, George M.Marakas, Management Information Systems, McGraw Hill
Eduction, 11th Edition, 2019.
Page | 40
21GM27 EMOTIONAL INTELLIGENCE FOR MANAGERS 1001
COURSE OVERVIEW
This is a tailor-made, activity based learning course aimed to create an awareness about the Emotional
Intelligence (EI) concept and to enable the students to apply the concept for better intrapersonal and
interpersonal outcomes

CO1 Increase their self-awareness 2
CO2 Apply EI skills for better intrapersonal outcomes 2
CO3 Apply EI skills in interpersonal relationships 3
UNIT 1: Understanding and Developing Emotional Intelligence 5 Hours

Emotional Intelligence and its constituents; Self-Awareness – Developing Self Awareness - Four steps to
Emotional Intelligence
UNIT 2: Applying Emotional Intelligence for Intrapersonal Success 5 Hours
Emotion Regulation - Managing Anger - Managing Fear – Managing Stress
UNIT 3: Applying Emotional Intelligence for Interpersonal Success 5 Hours
Emotional Intelligence and Communication - Developing Interpersonal Expertise - Managing conflicts.
Total : 15 Hours
Reference Books
1. Deepa, R. “Unearthing your emotional intelligence, Notion Press, Chennai. 1st Edition, 2020.
2. Bennett, M, “Emotional Intelligence: The Definitive Practical Guide to Understand Your Emotions, Develop
Your EQ and Improve Your Relationships”, Paropress.com, Book 1, 2017.
3. Kerr, A. B., “Emotional Intelligence for a Compassionate World: Workbook for Enhancing Emotional
Intelligence Skills”, CreateSpace Independent Publishing Platform, North Charleston: South Carolina, 2017.
Page | 41
21GM28 BUSINESS BEYOND BORDERS 0042
The business beyond borders is a two week study abroad program jointly offered with a university at
a foreign location. The program will be led by faculty members from PSGIM. The objective of the
program is to give an international exposure to students of business, where they experience the way
of business and culture of the country. They are encouraged to understand and appreciate all the
facets of the country that will assist in development of their intellectual, professional and personal
skills. Each student is expected to document the learning in the form of a written report and also make
an oral presentation to a panel of examiners, on the basis of which they will be evaluated
Page | 42
21GM29 ACTIVE LEARNING PROGRAM - 2 0042
COURSE OVERVIEW
This activity-based course is designed to help students gain insights into individual’s behaviour in work and
non-work settings, liaise with peers, enhance team spirit, inculcate risk taking ability, improve communication
and planning ability. This course helps to hone the leadership skills of the students.

CO1 Understand the dynamics of working in a team. 2 3
CO2 Develop effective problem solving and decision
2 3
making capabilities.
CO3 Demonstrate effective team skills to address
2 3
dysfunctional team behaviour and conflicts.
CO4 Develop technical and communication competencies
3 3
in personal interview and group discussions.
UNIT 1: Team Dynamics 10 Hours

Develop ways to identify an ideal team member - Handling inter-personal issues – Task planning and
execution challenges.
UNIT 2: Critical Thinking 10 Hours
Managing task complexities – Breaking into tasks – logical thinking and task execution – Identify Conflict
UNIT 3: Team Effectiveness 10 Hours
Managing team conflict – Arriving at consensus - Feeling of oneness - Task achievement and member
satisfaction.
UNIT 4 : Career Empowerment 30 Hours
Career Empowerment Module
Total : 60 Hours
Page | 43
SEMESTER III
Page | 44
21GM31 SUMMER INTERNSHIP 0084
Course Requirements
a) Students will have to undergo a summer internship for minimum eight to ten weeks in a
company/firm/research organization at the end of Semester II.
b) All students placed for summer internship through campus placement process are mandated to attend the
same and cannot change unless prior permission is taken.
c) Students will be assigned a faculty mentor for the entire period. Stage-wise approval as to the intended
company, the start and finish dates and periodic reports has to be confirmed and completion certificates
should be obtained and submitted to the mentor.
d) The internship assessment is a multi-stage sequential process.
e) At the end of the internship and in the beginning of the Semester III, students have to submit an internship
report and make a presentation in which they will present their work to examiners from the industry and
academia for evaluation.
A detailed guideline and instruction manual will be given to students at the end of Semester II.
Page | 45
21GM32 STRATEGIC MANAGEMENT 0063
COURSE OVERVIEW
This course develops students’ capacity to think strategically about a company, conducting strategic analysis
in a variety of industries and competitive situations and to familiarize them with different types of strategies
and their applications in real life business situations.

CO1 Apply external environmental analysis tools for
3
strategic decision making
CO2 Prepare a comprehensive internal environmental
analysis for strategic decision making in a cross 3
functional environment
CO3 Analyse the different options available to
organizations for growth and expansion in regional 3
markets
CO4 Develop critical thinking by application of strategic
3
tools for decision making
CO5 Analyse options relating to expansion in International
3
markets for an organization
UNIT 1: Strategic Management Overview 18 Hours

Industrial organization model - Resource based model – Vision – Mission – Competency - Core-competency -
Distinctive competency - Fortune at the bottom of the pyramid -- External environmental analysis - Global -
Legal and political factors, New business models for the new economy
UNIT 2: Internal Environment, Business Level Strategy 18 Hours
Resources – Capabilities - Criteria of sustainable competitive advantage - Value chain analysis – Outsourcing
- Economies of scale - Economies of scope - Cost leadership strategy – Differentiation – Focus – Integration -
Flexible manufacturing system - Total quality management
UNIT 3: Corporate Level Strategy 18 Hours
Levels of diversification - Operational relatedness - Corporate relatedness - Vertical Integration - Merger-
Acquisition- Joint Venture-Strategic alliance –Restructuring – Downsizing – Downscoping - Leveraged buy out
UNIT 4: Strategic Tools 18 Hours
External factor evaluation matrix - Internal factor evaluation matrix - Competitor profile matrix - SWOT-TOWS
- IE matrix-Grand strategy matrix - Boston consultancy group matrix - Quantitative strategic planning matrix
(QSPM), Leveraging technology for strategic decision making
UNIT 5: Global Strategy 18 Hours
Porter’s determinants of national advantage - International strategies - International corporate level
strategies - Choice of International Entry mode - Strategic alliance - Types of strategic alliance - Business level
co-operative strategy
Total : 90 Hours
Reference Books
1. Hitt, Ireland, Hoskisson and Manikutty, “Strategic Management: A South-Asian Perspective with
CourseMate”, Cengage Learning, 9th Edition, 2016.
2. David Fred and David Forest, “Strategic Management-Concepts and Cases”, Pearson Education, 15th Edition,
2015.
3. Thompson, Peteraf, Gamble and Strickland, “Crafting & Executing Strategy: Concepts & Cases”, McGraw Hill
publication, 21st Edition, 2017.
4. John A. Pearce II, Richard B. Robinson, and Amita Mital, “Strategic Management (SIE)”, McGraw Hill Education,
14th Edition, 2018.
5. Thomas L. Wheelen, J. David Hunger, Alan N. Hoffman, Charles E. Bamford, Purva Kansal, “Strategic
Management and Business Policy: Globalization, Innovation and Sustainability”, Pearson Publication, 15th
Edition, 2018.
Page | 46
SEMESTER IV
Page | 47
21GM41 ENTREPRENEURSHIP AND NEW VENTURE CREATION 0042
COURSE OVERVIEW
The course aims to create an eco-system of entrepreneurship by exposing the students to the process of
creating a new business from a multi-dimensional perspective, both as an entrepreneur and as an
intrapreneur. It aims to provide a hands-on experience of how a new business idea fits into the business
environment and the process, techniques, tools and templates to launch a new venture. It equips the students
to develop a lean business model encompassing the study of the market, a deep understanding of the
consumer, product development and also the financial and legal aspects required for a business plan through
tested templates.

CO1 Understand the potential for entrepreneurship,
3
creativity and innovation.
CO2 Understand market gap analysis and the business
3 2 2
canvas framework.
CO3 Evaluate the market opportunity, analyse the
operational and functional feasibility of the business 3 2
idea and develop the value proposition canvas.
CO4 Analyse the financial feasibility of the business idea 3 2 3
CO5 Create the lean business model canvas 3 2 3
UNIT 1: Entrepreneurship - Overview 12 Hours

The Entrepreneur – concept and nature, entrepreneurial decision process, characteristics, attitude,
competencies, and motivation, achievement motivation, skills, knowledge, creativity and innovativeness. The
MSME landscape.
UNIT 2: New Venture Creation 12 Hours
Introduction to new venture creation, overview of a lean business model canvas, identifying interested
stakeholders, Idea Generation, Initial feasibility analysis.
UNIT 3: The Market and Operational Aspects 12 Hours
Target customer, their problems, demographics, personality traits and behaviour. Market opportunity,
market size, growth rate, growth potential, market trends, opportunities, value proposition canvas.
Product/service, manufacturing, resources, mode of sales , sales process , go-to-market strategy, concept,
prototype, Product Road Map, existing and likely competition, barriers to entry for new competitors, key
distribution and technology partners.
UNIT 4: Revenue Model 12 Hours
Revenue model, Average no of customers per month ,Average payment by a customer ,customer acquisition
costs, Total Revenue , Expenditure plan, Financial Plan Template, Projected financial statements
UNIT 5: Financing Options and Preparing The Pitch 12 Hours
Sources of funding for startups, IPR process, Legal aspects relating to the startup , team formation, scalability
of the model, social and ethical aspects of the business, Winning negotiations, elevator pitch, exit strategy
Total: 60 Hours
Reference Books
1. Eric Ryes,The Lean Startup: How Constant Innovation Creates Radically Successful Businesses, Penguin UK,
2011.
2. Guy Kawasaki, The Art of the Start 2.0, The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything,
Penguin publishers, Edition 2, 2015.
3. Noam Wasserman,The Founder's Dilemmas: Anticipating and Avoiding the Pitfalls That Can Sink a Startup (The
Kauffman Foundation Innovation and Entrepreneurship), Princeton University, 2013.
Page | 48
ELECTIVES
Page | 49
FINANCE ELECTIVES
Page | 50
21GA01 APPLIED FINANCIAL ECONOMETRICS 3003
COURSE OVERVIEW
This course provides an in depth knowledge in quantitative finance. It helps in broadening the knowledge of
students in multivariate data analysis technique with special reference to finance and its related field.
CO CO-PO MAPPING PO1 PO2 PO3 PO4 PO5 PO6

# At the end of the course, the students should be able to
CO1 Understand nuances of time series models 3
CO2 Apply various tests for stationarity of variables 3

CO3 Predict volatility of time series variables 3
CO4 Measure the lead-lag relationship and causality between 3 1

time series variables
CO5 Diagnose short term and long term relationship between 3
variables
UNIT 1: Univariate Stationary Time-Series Models 9 Hours

Introduction to Stochastic process, stationary processes, Wold representation theorem, autocovariance
functions, autocorrelation and partial autocorrelation, auto regressive and moving average models, condition
for stationary and invertible process, Box-Jenkins approach, forecasting.
UNIT 2: Univariate Nonstationary Processes 9 Hours
Nonstationary process, deterministic and stochastic trends, Integrated process and random walk, Random
walk with drift, Unit root process, test for unit root, Dicky fuller tests, ARIMA process. Fractional integrated
process.
UNIT 3: Modelling Volatility 9 Hours
Volatility – meaning and measurement, Volatility clustering, Econometric models of volatility, ARCH Model,
GARCH model and its various extensions, testing for ARCH/GARCH effects.
UNIT 4: Multivariate Stationary 9 Hours
Vector autoregressive models, Granger Causality, impulse response function, Variance Decomposition.
UNIT 5: Multivariate Non-stationary processes: 9 Hours
Introduction to cointegration, testing for cointegration: Single-equation approaches: Eagle Granger method,
Johansen test for cointegration, Vector error correction model.
Total: 45 Hours
Reference Books
1. Brooks C, “Introductory Econometrics for Finance”, 4th Edition, Cambridge University Press, 2019.
2. Hair.F.J, Rolph E Anderson.R.E, Tatham.R.L, and Black.W.C, “Multivariate Data Analysis”, 8th Edition,
Pearson, 2018.
3. Tabachnick, B.G and Fidell, L.S, “Using Multivariate Statistics”, 7th Edition, Harper and Row, 2019 .
4. Terrence C.Mills, “Applied Time series Analysis: A practical Guide to Modelling and Forecasting”,
Academic Press, Elsevier, 2019.
5. Tsay.S.R and Chen.S., “Nonlinear Time Series Analysis”, Wiley, 2019.
Page | 51
21GA02 BANKING AND FINANCIAL SERVICES 3003
COURSE OVERVIEW
This course gives an exposure to the structure and legal framework of Banking and Financial services industry
in India. The innovations in the functions and delivery of financial services due to the advent of technology
will be dealt with.

CO1 Understand functioning of Financial Institutions 3 2

CO2 Demonstrate skills in providing retail financial services 3
CO3 Demonstrate skills in providing corporate financial 3

services
CO4 Evaluate performance of Banking and Non-Banking 3
Financial Companies
CO5 Apply technology to enhance quality of financial services 3
UNIT 1: Introduction to banking and non-banking companies 9 Hours

Indian Banking system – commercial banks-types-role-regulations and recent trends. Non-Banking Financial
companies- types- RBI guidelines- Performance of BFSI. Trends and progress of financial services industry in
India.
UNIT 2: Retail financial services 9 Hours
Deposits – types and their features, Debit card. Lending- personal loan, mortgage loan, Consumer loan, credit
card services, investment services and wealth management- insurance, mutual fund, demat, etc., and
advisory services
UNIT 3: corporate financial services 9 Hours
Over draft, term loan, Hire-purchase, Leasing, Factoring, Bill discounting, forex services, bank guarantee,
custodian services
UNIT 4: Management of Banking and Non-Banking Finance Companies 9 Hours
Capital Adequecy - Basel Norms, Asset quality -NPA, Liquidity, Management quality, Asset-Liability
management, risk management, evaluation of performance.
UNIT 5: Fintech in financial services 9 Hours
Online banking, Mobile banking, digital payment, ATM, Core banking, application of AI in financial services,
role of Blockchain technology, collaboration of fintech companies and Financial Institutions
Total: 45 Hours
Reference Books
1. Arjunwadkar, P. Y. “Fintech: The Technology Driving Disruption in the Financial Services
Industry”. (n.p.): Taylor & Francis Group, 2020.
2. Khan. M. Y, “Financial Services”, 10th Edition, McGraw-Hill Education, 2020.
3. Padmalatha, S., Justin, P. “Management of Banking and Financial Services”, Pearson Education India,
2018.
4. Scardovi, C., “Digital Transformation in Financial Services”, Germany: Springer International Publishing,
2017.
5. Sinha. V.C and Varshney. J. C, “Money and Financial Systems”, SBPD Publishing House, 2020.
Page | 52
21GA03 EMPIRICAL RESEARCH IN FINANCE 3003
COURSE OVERVIEW
This course gives an in-depth understanding of the theories in Finance, Capital Markets, Derivatives, Asset
Pricing, determinants of Exchange Rate risk and Behavioural Finance.

CO1 Evaluate theories related to source of finance and income

1
distribution.
CO2 Examine merits and demerits of various asset pricing 3
models.
CO3 Apply hedging techniques for risk management 3
CO4 Comprehend key business practices in the international 3

financial markets.
CO5 Develop alternative behavioural models and decide on 3 1
action plans
UNIT 1: Theories of Financial Management 9 Hours

Capital Structure – MM Theory, Trade Off Theory, Signalling Theory, Dividend Theories, Cost of Capital,
Valuation – Pecking Order
UNIT 2: Capital Market Theories 9 Hours
Market Efficiency Theories, Random Walk Theory, Portfolio Theory, CAPM, Arbitrage Pricing Theory,
Multifactor Models
UNIT 3: Option Valuation Models 9 Hours
Option and their Valuation, Black Scholes Model and Binomial model
UNIT 4: Theories of International Finance 9 Hours
Purchasing Power Parity Theory – International Fisher Theory – Interest Rate Parity Theory
UNIT 5: Theories of Behavioural Finance 9 Hours
Forward Rate Agreements – Interest Rate Swaps – Interest Rate Futures- Options – Credit Default Swap –
Credit Options – Credit Linked Notes- Total Return Swaps – Credit Derivative Pricing
Total : 45 Hours
Reference Books
1. Donald E.Fischer and Ronald J.Jordan, “Security Analysis and Portfolio Management”, Pearson
Education, 7th Edition, 2018.
2. Prasanna Chandra, “Financial Management: Theory and Practice”, McGraw-Hill, 10th Edition, 2019.
3. Rajiv Srivastava and Anil Misra, “Financial Management” Oxford University Press, 2nd Edition, 2011.
4. Sundaram Janakiramanan, “Derivatives and Risk Management”, Pearsons Education, 1st Edition, 2011.
5. Thummuluri Siddaiah, “International Financial Management: An Analytical Framework”, Pearson
Education, 2nd Edition, 2010.
Page | 53
21GA04 FINANCIAL ANALYTICS 3003
COURSE OVERVIEW
This course provides an in-depth knowledge of application of analytics in the domain of finance. The course
with a combination of statistical and machine learning algorithms will prepare students for analysis and
prediction of financial and time series data.

CO1 Prepare data to enable data exploration and further 3

analysis
CO2 Apply simple machine learning models for predictions 3
CO3 Develop solutions for finance applications using advanced 3

machine learning models
CO4 Apply machine learning models for time series forecasting 3
CO5 Choose appropriate prescriptive analytic tools for business 3

problems
UNIT 1: Data in Finance 9 Hours

Financial Analytics – Need - Data in Finance - Sources of Financial Data – Pre-processing of Financial Data -
Applicability of Tools (Excel, SPSS, R, Python) for Exploratory Data Analysis
UNIT 2: Simple Predictive Models 9 Hours
Simple Predictive Models for Finance – Linear Regression - Ridge Regression – Lasso Regression – Logistic
Regression – Linear Discriminant Analysis – Applications in Finance
UNIT 3: Advanced Predictive Tools 9 Hours
Advanced Predictive Tools - Naïve Bayes Model - KNN - Neural Networks – Decision Tree- Ensemble Models
– Support vector Machines – Applications in Finance
UNIT 4: Time Series Forecasting 9 Hours
Time Series Analysis - Stock Price Behaviour –Stationarity - Forecasting Models – Single Exponential
Smoothing – Holt’s Model – Holt-Winter Model – ARMA, ARIMA , Auto ARIMA - Performance Measures–
Volatility Modelling using ARCH and GARCH Models
UNIT 5: Prescriptive Analytics 9 Hours
Prescriptive Analytics – Need - Linear Programming – Sensitivity Analysis – Optimization Techniques – Goal
Programming
Total: 45 Hours
Reference Books
1. Bart Baesens, “Analytics in a Big Data World – The essential guide to Data Science and its Applications”,
Wiley Publications, 2018
2. Daniel T.Larose and Chantal D, Larose, Data Mining and Predictive Analytics, (2nd Edition) Wiley, 2018.
3. Dinesh Kumar. U., “Business Analytics”, Wiley Publications, 1st Edition, 2017.
4. GalitShmueli, Peter C Bruce, Nitin R Patel, “Data Mining for Business Analytics – Concepts, Techniques
and Applications”, Wiley Publications, 2016.
5. James Evans, “Business Analytics”, (2nd Edition) Pearson Publications, 2018.
Page | 54
21GA05 FINANCIAL DERIVATIVES 3003
COURSE OVERVIEW
This course will help in understanding the use of derivatives in financial risk management. The students will
be able to develop strategies using derivatives for different market scenarios and also estimate value of
derivatives.

CO1 Apply Futures to mitigate the risk involved 3
CO2 Distinguish between features of different Options 3
CO3 Apply option strategies for the different market scenarios 3
CO4 Calculate price of Options 3

CO5 Design SWAPS to benefit from comparative advantage 3
UNIT 1: Forwards and Futures 9 Hours

Introduction to Derivatives – Need – Types - Forwards – Futures – Specifications – Open Interest – Pricing
Futures – Arbitrage Argument – Marking to Market – Convergence – Basis and Basis Risk – Hedge Ratio -
Trading strategies
UNIT 2: Options 9 Hours
Options – Types of Options – Specifications – Option Positions – Option Premium - Moneyness - Margin
Requirements - Pay off – Put call Parity – Factors affecting option prices – Exotic Options
UNIT 3: Option Trading Strategies 9 Hours
Covered Call – Protective Put – Strangle – Straddle – Bull and Bear Call spread – Call Back Spread - Bull and
Bear Put Spread – Condor – Butterfly – Collar
UNIT 4: Option Pricing 9 Hours
Binomial Option Pricing – Risk neutral valuation - Single period and Multi period – Implied Volatility - Black
Scholes Model - Options Greeks – Delta Hedging – Volatility Smiles
UNIT 5: SWAPS 9 Hours
Introduction – SWAP Facilitators – Interest Rate Swaps – Currency Swaps –Comparative Advantage using
Swaps - Credit Default Swaps – Forward Rate Agreements – Total Return Swaps
Total: 45 Hours
Reference Books
1. John C. Hull, “Fundamentals of Futures and Options Markets”, Pearson, 9th Edition, 2018.
2. John C. Hull, Sankarshan Basu, “Options Futures and Other Derivatives”, Pearson, 9th Edition, 2018.
3. Parasuraman N R, “Fundamentals of Financial Derivatives”, Wiley, 3rd Edition, 2014.
4. Robert L McDonald, “Derivatives Markets”, Pearson, 3rd Edition, 2014.
5. Srivatsava and Rajiv, “Derivatives and risk Management”, Oxford University Press, 2nd Edition, 2014.
Page | 55
21GA06 FINANCIAL RISK MANAGEMENT 3003
COURSE OVERVIEW
This course is designed to equip and update students about the risk management tools available to mitigate
business risk.

CO1 Recognise risks and their sources 3
CO2 Identify and quantify financial Risk 3

CO3 Apply management techniques to avoid and mitigate 3
risk
CO4 Evaluate different insurance products for managing risk 3
CO5 Use Insurance products to transfer financial risk 3
UNIT 1: Introduction to Risk Management 9 Hours

Risk, Types of Risk, Objective of Risk Management, Sources of Risk, Measurement of Risk
UNIT 2: Identifying and Quantifying Financial Risk 9 Hours
Risk Identification and Assessment, Risk Response, Risk Control Implementation, Risk Exposure. Quantifying
Tools – Regression Analysis, Value at Risk and Scenario Analysis
UNIT 3: Risk Aversion & Management Technique 9 Hours
Risk Avoidance, Loss Control, Risk Retention, Risk Transfer, Value of Risk Management, Pooling and
Diversification of Risk
UNIT 4: Introduction to Insurance 9 Hours
General Insurance, Principles of General Insurance, General Insurance Products (Fire, Motor, Health),
Directors and Officers Liability Insurance, Insurance Contracts, Objective of Insurance, Elements of valid
contract, Characteristics of Insurance contracts, Insurance Pricing, Insurance Market & Regulation, Solvency
Regulation.
UNIT 5: Insurance as a Risk Management Technique 9 Hours
Insurance Principles, Policies, Insurance cost & Fair Pricing, Expected claim costs, Contractual provisions that
limit Insurance coverage, Reinsurance.
Total: 45 Hours
Reference Books
1. Garcia.F.J.P, “Financial Risk Management: Identification, Measurement and Management”, Springer,
2018.
2. Hull, J. C. “Risk Management and Financial Institutions”, United Kingdom: Wiley, 2018
3. McNamara, Michael J, Rejda, George E. “Principles of Risk Management and Insurance”, United
States: Pearson Education, 2020.
4. Roncalli,T. “Handbook of Financial Risk Management”, CRC Press, 2020.
5. Schenke.J, “Financial Risk Management Fundamentals”, United States: Amazon Digital Services LLC - KDP
Print US, 2019.
Page | 56
21GA07 FIXED INCOME SECURITIES 3003
COURSE OVERVIEW
This course provides an overview of the different types of fixed income securities and the various tools &
techniques that can be applied to analyse their riskiness. Students will also gain knowledge of formulating
appropriate strategies to deal with these securities.
CO1 Distinguish types of fixed income instruments available in 3
the financial markets
CO2 Value fixed income securities 3
CO3 Critically evaluate structure of interest 3
CO4 Apply tools to measure various sources of individual and 3

portfolio risk
CO5 Demonstrate the use of derivative instruments for hedging 3
UNIT 1: Introduction to Debt Instruments 9 Hours

Basic Concepts of Debt Instruments - Indian Debt Market – Central Government Securities – State
Government Bonds – Call Money Market – Corporate Bonds – Commercial Paper – Certificate of Deposit -
Repo – Bond Market Indices
UNIT 2: Bond Valuation 9 Hours
Bond Valuation – Accrued Interest – Yield – Weighted Yield – YTM of a Fixed Income Portfolio – Realized yield
– Yield Price Relationship of Bonds. Valuation of bonds as per SEBI norms.
UNIT 3: Term Structure of Interest Rates 9 Hours
Yield Curve – Bootstrapping - Definitions and Properties of Term structure – Theories of Term structure – Pure
expectation theory- The pure risk premium theory- The market segmentation theory – The biased expectation
theory
UNIT 4: Duration 9 Hours
Introduction and Definition – Calculating the Duration of a Coupon Paying Bond – Computing Duration on
Dates other than Coupon Dates – Modified Duration – Rupee Duration – Price value of a Basis Point – Portfolio
Duration – Limitations
UNIT 5: Hedging Interest Rate Risk and Credit Risk 9 Hours
Forward Rate Agreements – Interest Rate Swaps – Interest Rate Futures- Options – Credit Default Swap –
Credit Options – Credit Linked Notes- Total Return Swaps – Credit Derivative Pricing
Total: 45 Hours
Reference Books
1. Barbara S. Petitt, Jerald E. Pinto, Wendy L. Pirie, Bob Kopprasch, “Fixed Income Analysis”, Wiley, 3rd
Edition, 2015.
2. Bruce Tuckman, “Fixed Income Securities: Tools for Today′s Markets”, Wiley Finance, 3rd Edition, 2011.
3. Frank J. Fabozzi and Steven V. Mann, “The Handbook of Fixed Income Securities”, Tata Mcgraw Hill,
8th Edition, 2017.
4. Mukherjee, K. N., “Demystifying Fixed Income Analytics: A Practical Guide”, United Kingdom: Taylor &
Francis Group, 2020.
5. Parameswaran, S. K., “Fixed Income Securities: Concepts and Applications”, Germany: De Gruyter,
2019.
6. Pietro Veronesi, “Fixed Income Securities: Valuation, Risk and Risk Management”, Wiley, 1st Edition,
2010.
Page | 57
21GA08 INTERNATIONAL FINANCIAL MANAGEMENT 3003
COURSE OVERVIEW
This course will help students to broaden and deepen the understanding of international financial
management practices. This course helps students to make business decisions relating to financial
management from global perspective.

CO1 Determine and interpret forex rates 3
CO2 Identify activities and their inter-linkages in the 3

international financial markets
CO3 Understand the determinants of forex rate and its effect 3
on financial decisions
CO4 Apply tools and techniques for managing exchange rate 3
risk
CO5 Integrate international financing with business decisions 3
UNIT 1: Foreign Exchange 9 Hours

Foreign Exchange Market - Rates and Quotations - Spot Rate - Forward Rate - Bid Ask Spread - Arbitrage in
Foreign Exchange Markets
UNIT 2: International Flow of Funds 9 Hours
Key Components of Balance of Payments – International Trade Activity – International Trade Flows influenced
by Economic Factors – International Capital Flows - Participants - Types - Direct and Indirect (FDI, FII, ECB's,
FEMA and Others) - Networks for International Transaction
UNIT 3: Exchange Rate Theories 9 Hours
Theories of Exchange Rate Determination and Problems (Interest Rate Parity Theory, Purchase Power Parity
Theory, Fisher Effect) – Comparison of IRP, PPP and FE - SWAP Transaction
UNIT 4: Foreign Exchange Exposure 9 Hours
Foreign Exchange Risk -Types of Exposure - Techniques for Managing Exposure Related Risks
UNIT 5: International Financing 9 Hours
International Financing – Short Term and Long-Term Financing – Instruments – Features – Evaluation and
Selection
Total: 45 Hours
Reference Books
1. Alan C. Shapiro, Peter Moles, “International Financial Management”, Wiley Publications, 2016.
2. Cheol Eun and Bruce Resnick, “International Financial Management”, McGraw Hill, 8th Edition, 2018.
3. David K Eiteman, Arthur I Stonehill, Michael H Moffett, “Multinational Business Finance”, Pearson
4. P G Apte, Sanjeevan Kapshe, “International Financial Management”, McGraw Hill, 2020.
5. Prakash G Apte, “International Finance”, Mcgraw Hill, 2nd Edition, 2010.
Page | 58
21GA09 INVESTMENT AND PORTFOLIO MANAGEMENT 3003
COURSE OVERVIEW
This course is aimed at giving students an understanding of securities markets, structure and risk-return
characteristics of securities. Students will have an exposure to equity analysis, security selection, portfolio
construction, evaluation and revision.

CO1 Evaluate various investment alternatives 3
CO2 Value the intrinsic price of a security 3
CO3 Predict the movement of security price 3

CO4 Evaluate the value of individual security and portfolio 3
CO5 Construct and manage efficient portfolio of securities 3 2
UNIT 1: Investment Alternatives and Mechanics of trading 9 Hours

Nature and scope of Investments – Different avenues of Investments - Risk Vs Return; Stock Exchanges –
Organization and Functions - Listing of Securities – Mechanics of Trading – Online Trading – SEBI Regulations
related to stock exchanges
UNIT 2: Fundamental Analysis 9 Hours
Fundamental Analysis – Economic, Industry, Company – EMH - Forms of EMH – Tests – Implications for
Investment Policies – Dow theory
UNIT 3: Technical Analysis 9 Hours
Candle Sticks – Chart Patterns and Gap Theory - Oscillators – MACD, RSI, ROC, Bollinger Band, ADX and
Alligator
UNIT 4: Portfolio Theory & Analysis 9 Hours
Markowitz Portfolio Theory, Sharpe Single Index Model, CAPM & APT. Portfolio - Risk and Return
UNIT 5: Portfolio Management 9 Hours
Portfolio Process – Portfolio Objective and policy – Portfolio Selection – Implementation and Monitoring –
Evaluation and Revision
Total : 45 Hours
Reference Books
1. Bhalla, “Investment Management, Sultan Chand Publishing”, 19th Edition, 2008
2. Donald E.Fischer and Ronald J.Jordan, “Security Analysis and Portfolio Management”, Pearson
3. Kevin. S, “Security Analysis and Portfolio Management”, PHI, 2nd Edition, 2015.
4. Prasanna Chandra, “Investment Analysis and Portfolio Management”, Tata McGraw Hill, 5th Edition,
2017.
5. Reiley & Brown, “Investment analysis and Portfolio Management”, Cengage Learning, 11th Edition,
2019.
Page | 59
21GA10 INVESTMENT BANKING 3003
COURSE OVERVIEW
This course will help students to delve into the structure, management and practices of investment banking,
covering the business activities of mergers and acquisitions, financing and investment, and other value-added
advisory services.

CO1 Acquire knowledge on investment banking activities 3
CO2 Acquire skills necessary for issuing securities 3
CO3 Evaluate restructuring and disinvestment decisions 3

CO4 Suggest instruments that can be used to raise 3
international funds
CO5 Understand the ethical perspective in investment banking
3
services
UNIT 1: Investment Banking Paradigm 9 Hours

Introduction to Financial concepts and instruments- Investment banking - Global/Indian Investment Banking
Industry Scenario - Activities – Investment banking Vs Merchant banking – Functions
UNIT 2: Issue Management 9 Hours
Guidelines for Issues Management – IPO - Offer documents - Management of capital issues –Pre issue
activities - Post issue activities - Underwriting and Brokerage - Registrar and Share transfer Agents - Pricing
and Marketing of public issues - Listing Guidelines
UNIT 3: Disinvestment and Corporate restructuring 9 Hours
Disinvestment mechanisms - Buy backs – Mergers – Acquisitions - Delisting - Methods – Procedures –
Problems, Leveraged buy-outs, NCLT
UNIT 4: International Financial Instruments 9 Hours
International Financial instruments -– Crowd Funding - Debt / Equity – ADR – GDR – ECBs - FCCBs – PN -NIFs
– MTNs - Raising of offshore Finance – Sources - Advantages – Risk – Legal aspects & Modalities.
UNIT 5: Regulations and Ethics 9 Hours
Regulatory framework of Investment Banking, Stock Exchanges & Share Brokers - Recent Developments.
Legal, ethical and governance issues in investment banking
Total : 45 Hours
Reference Books
1. David P.Stowell, “Investment Banks, Hedge Funds and Private Equity”, Elsevier, 3rd Edition, 2017.
2. Joshua Rosenbaum and Joshua Pearl, “Investment Banking: Valuation, LBOs, M&A, and IPOs”, Wiley, 3rd
edition, 2020.
3. K.Thomas Liaw, “The Business of Investment Banking: A Comprehensive Overview”, John Wiley and Sons,
3rd Edition, 2011.
4. Mathew Kranz and Robert R.Johnson, “Investment Banking for Dummies”, John Wiley and Sons. 2nd
Edition, 2020.
5. Michel Fleuriet, “Investment Banking Explained: An insider’s guide to the Industry”, Mc Graw Hill, 2nd
Edition, 2019.
6. Pradap Giri.S, “Investment Banking, concepts, Analyses and Cases”, Mc Graw Hill India, 3rd Edition, 2017.
Page | 60
21GA11 PROJECT APPRAISAL AND FINANCE 3003
COURSE OVERVIEW
This course introduces the aspects of project financing, evaluation and execution. The course is designed to
provide knowledge of evaluation techniques that can be applied to examine the feasibility of the projects in
real-life scenario.

CO1 Understand and explain the importance of Project 3

financing
CO2 Identify appropriate means of project financing 3
CO3 Utilize evaluation techniques to determine project 3

feasibility
CO4 Understand and explain the various risk mitigation 3
methods to project financing
CO5 Apply methods of real option evaluation to project 3
evaluation
UNIT 1: Project Financing 9 Hours

Project financing- Concept and Meaning – Unique characteristics – Requirements – Rationale for project
financing - Softwares for Project Management
UNIT 2: Sources of Project Financing 9 Hours
Means of project financing – Sponsors’ –lenders’ and other stakeholder perspective – project financing
structures - Project cash flow determination and financing options – fund vs non-fund financing – formulating
financing mix – Features of debt structure – Debt service covenants
UNIT 3: Project Feasibility Analysis 9 Hours
Project viability and evaluation – Essentials of cost estimation forecasting - Measures used by investors –
NPV- IRR- Payback – XIRR- MIRR- Economic IRR- Decision tree analysis – scenario and sensitivity analysis -
Evaluating Projects with constraints
UNIT 4: Risk Analysis 9 Hours
Project Viability – Measures used by lenders- Leverage – Debt Service – Loan Life – Project life cover ratios–
preparing the project financing plan- lender’s appraisal; Risk Mitigation in projects – Common risks in
projects – Risk mitigation methodologies – financial closure risk – securitisation as a tool for risk mitigation
UNIT 5: Real Option Valuation 9 Hours
Real option evaluation of projects – concept and application – Techniques - Simple option valuation – option
to expand, contract, abandon – Case studies.
Total: 45 Hours
Reference Books
1. Chandra, Prasanna, “Projects”, 9th Edition, McGraw Hill Education, 2019.
2. Finnerty, John, “Project Financing: Asset Based Financial Engineering”, 3rd Edition, Wiley and Sons Inc.,
2013.
3. Mun, Jonathan, “Applied Analytical Project Management”, Liper Press, 2020.
4. Srivastava Vikam and Rajaram V, “Project and Infrastructure Finance: Corporate Banking Perspective”,
Oxford University Press, 2017.
5. Stefano, Gatti, “Project Finance in Theory and Practice”, 3rd Edition, Elsevier, 2018.
Page | 61
21GA12 VENTURE CAPITAL AND PRIVATE EQUITY 3003
COURSE OVERVIEW
This course will provide a comprehensive understanding of the private equity markets and the various tools
available for analysing investment opportunities. Students will also gain knowledge on the strategies adopted
by the player in the markets.

CO1 Distinguish venture capital, private equity, angel capital 3

etc
CO2 Evaluate and short list potential ventures for 3
investment
CO3 Apply various models in valuation of start -ups 3
CO4 Examine alternative deal structuring and exit strategies 3
CO5 Acquire knowledge on legal regulations for venture 3

2
capital and private equity firms
UNIT 1: Introduction to Venture capital and private equity 9 Hours

Venture capital, Angel financers, Private Equity, Hedge funds, their classification and different characteristics.
History of Venture capital, Angel financers, Private Equity in India. Different models of VC and Private equity
UNIT 2: Working procedures 9 Hours
The Venture capital cycle, Opportunity recognition, Key parties involved, value of opportunity,
negotiation on terms,harvest or exit investment.
Initial screening, due diligence, risk return fit, Return on investment from cash flows, breakeven point
UNIT 3: Valuation of companies 9 Hours
Understanding the nature of business, Methods of valuation and its role throughout the venture capital
process. Valuing companies with options: Real options. Difference in approach and evaluation process of
PE, angel financer, Venturecapitalist with Banks and financial institutions.
UNIT 4: Deal structuring and Exit 9 Hours
Intention, Security type, Liquidation preferences, Shareholder agreement, Share purchase agreement. Going
public: Need for going public, IPO process, role of banker, regulation and cost.Selling the venture: Mergers
and acquisitions, Buyback of shares.
UNIT 5: Performance and Regulatory framework 9 Hours
Performance of venture capital: sector wise and year wise. SEBI regulations, Ethics and code of conducts for
venture capitalists and private equity
Total: 45 Hours
Reference Books
1. Chandra.P, “Corporate Valuation”, 2nd Edition McGraw Hill, 2020.
2. Invest, L. “Private Equity: Minority Investments and Buyouts, A Guide to Working with Private Equity”,
2nd Edition, Amazon Digital Services LLC - KDP Print US, 2019.
3. Kumar.R. and Sharma.M, “Venture Capital Investments”, Sage Publications, 2010.
4. Ramsinghani.M, “The Business of Venture Capital”, 3rd Edition, Wiley, 2021.
5. Zeisberger.C, “Mastering Private Equity”, Wiley, 2017.
Page | 62
HUMAN RESOURCE
ELECTIVES
Page | 63
21GB01 BEHAVIOUR FOR MANAGERIAL EFFECTIVENESS 3003
COURSE OVERVIEW
This course focuses on equipping students to build professional managerial behaviour for achieving best
outcomes from the team and to be role model managers for successors.

At the end of the course, the students should be
able to
CO1 Understand & analyse the managerial competencies
required for positive behaviour in contemporary 2
organizations.
CO2 Analyse behaviour and overcome perceptual
3
influences
CO3 Classify functional and dysfunctional job behaviours
3
and demonstrate effective managerial criteria
CO4 Solve team related issues and create structures to
3
support effective behaviour
CO5 Demonstrate adequate creativity and self-
2
development skills
UNIT 1: Behavioural Basics 9 Hours

Behaviour – Manager - effectiveness, Positive behaviour for managers - Influence of behaviour for
effectiveness - Managerial job dimensions, Managerial Competencies, Time dimensions in managerial jobs,
Effective and Ineffective job Behaviour.
UNIT 2: Assessing Behaviours 9 Hours
Analyzing behaviour, assessing behaviour, Luthans & Kreitner Model, Perception: Linkage between
perception and organizational outcomes, Linking perception and attribution to decision and behaviour,
perceptual influence to have productive behaviour, Impression Management.
UNIT 3: Managing Interpersonal Behaviour 9 Hours
Functional and Dysfunctional job behaviour, influencing behaviour of subordinates, Understanding the
forbidden behaviour of managers, Empowering subordinates, Identifying managerial talent among
subordinates, Effective management criteria, Post performance Feedback.
UNIT 4: Team Handling Behaviour 9 Hours
Retention, Employee engagement, Managing ethical issues dealing with team, behaviour for handling
conflicts, Negotiation skills, Job challenges for team, Role of organizational design in supporting effective
teams, Creating structures to support effective behaviour.
UNIT 5: Managerial Behaviour for Organizational Efficiency and Self Enhancement 9 Hours
Self-directed learning, Self-Development - Knowledge Management - Culture for organizational creativity,
Creativity Techniques.
TOTAL: 45 Hours
Reference Books
1. Aswathappa, K. “Human Resource Management: Text & Cases”, 8th Edition, Tata McGraw Hill Education
Private Limited, 2017.
2. Chandan, J. S.,”Organizational Behaviour”, Vikas Publishing, 2011.
3. Greenberg, J. “Managing Behaviour in Organizations”, Pearson/Prentice Hall, 2010.
4. Hersey, P., Blanchard, K. H., & Johnson, D. E., “Management of Organizational Behaviour: Leading Human
Resources”, Pearson, 2013.
5. Parikh, M., & Gupta, R., “Organizational Behaviour”, Tata McGraw Hill Education Private Limited, 2010.
Page | 64
21GB02 COMPENSATION AND BENEFITS MANAGEMENT 3003
COURSE OVERVIEW
The course helps the students to understand the factors that are to be addressed to ensure an effective total
compensation and benefits program. The course deals with basis of fixing compensation, job evaluation
process, incentive schemes and benefits. Students completing this course will have a comprehensive
understanding on compensation and benefits in an organizational setting.
able to
CO1 Understand the dimensions of compensation and
3
design issues
CO2 Formulate the compensation strategy using job
2
evaluation technique
CO3 Prepare a comprehensive wage policy / salary
2
structure in the current context
CO4 Devise incentive schemes for various levels of
2
employees in an organization
CO5 Apprehend the knowledge on fringe benefits and
3
retirement plans
UNIT 1: Compensation Management 9 Hours

Compensation –Meaning, Objectives of Compensation, Compensation and Non-compensation Dimensions,
Compensation System Design Issues, Compensation Approaches. Strategic Issues and Internal Alignment.
UNIT 2: Job Evaluation 6 Hours
Compensation Strategy at Micro Level, Concept of Equity, Job Evaluation - Methods of job evaluation, Process
of Job Evaluation, Problems Involved in Job Evaluation.
UNIT 3: Wages and Salary Administration 12 Hours
Concept of wage, Code on Wages - Fixing minimum wage, Payment of Wage and Bonus; Compensation
Benchmarking , Concept of Salary Structure, Methods of Payment - Factors Affecting Pay Levels. Designing
Pay Structures, Different Types of Pay Structures, Designing Pay Ranges and Bands. Income tax act and its
impact on salary structure, Deductions and allowances - Executive Compensation, Competency based
Compensation, Skill-based Pay and Pay Banding - International Remuneration - Expatriate Compensation
UNIT 4: Incentive Schemes 9 Hours
Variable Pay-Types of Incentive Schemes, Wage Incentive Plans, Pay for Performance Plans. Profit Sharing
and Co-Partnership. Employee Stock Ownership Plans (ESOP). Team-based Pay.
UNIT 5: Fringe Benefits And Pension Plans 9 Hours
Classification of Employee Benefits, Long term Incentive plans, Strategic Perspectives on Benefits, Designing
a Benefit Package. Security Benefits to Employees. Introduction to Fringe Benefits, Coverage of Benefits,
Fringe Benefits in India. Voluntary Benefits: Retirement, Pension and Super Annuation plan.
Total: 45 Hours
Reference Books
1. Armstrong, M., “Armstrong's Handbook of Reward Management Practice: Improving Performance Through
Reward” 6th Edition, Kogan Page Publishers, 2019.
2. Berger, L., & Berger, D., “The Compensation Handbook - A state-of-the-Art-Guide to Compensation Strategy
and Design”, 6th Edition, McGraw Hill, 2015.
3. Milkovich, G. T., Newman, J., & Venkataratnam, “Compensation”, Special Indian Edition, McGraw Hill, 2017.
4. Newman, M., Gerhart, B., & Milkovich, G. T., “Compensation”, 12th Edition, McGraw Hill, 12th Edition, 2020.
5. Sharma, R. C., & Sharma, S., “Compensation Management”, 1st Edition, Sage Publications, 2019.
Page | 65
21GB03 CONFLICT MANAGEMENT 3003
COURSE OVERVIEW
In this course, students will learn about different types and sources of conflict, how to manage expectations,
practically deal with difficult colleagues and evaluate the cost of workplace conflict, while promoting
constructive conflict. Students will also be introduced to negotiation and mediation techniques that will be
used in making business deals.

At the end of the course, the students should be able
to
CO1 Recall the fundamentals of conflict - its components,
3
types and levels
CO2 Identify situations and sources of conflict in the
2
organizational context
CO3 Design interventions to resolve conflicts 3
CO4 Develop skills for managing workplace conflict 3
CO5 Negotiate and mediate business deals 3
UNIT 1: Introduction to Conflict 10 Hours

Understanding Conflict – Different Schools of Thought, Components of Conflict, Perspectives and Types of
Conflict, Levels of Conflict – Intra-personal, Interpersonal and Group/Team
UNIT 2: Sources of Conflict 7 Hours
Cognitive Dissonance, Neurotic Tendencies, Relationship Rules, Personality, Gender and Age Related Issues,
Cross-Cultural Issues, Role Incompatibility, Stress, Difficult Bosses and Colleagues, Other Sources of Group
and Organizational Conflict
UNIT 3: Approaches to Managing Conflict 9 Hours
Thomas Kilmann Approach to Conflict Resolution, Behavioural Style and Conflict Handling, CosierSchank
Model of Conflict Resolution, Dealing with Difficult Bosses, Colleagues and Subordinates, Strategies to
Resolve Team Conflicts
UNIT 4: Skills for Managing Conflict 9 Hours
Effective Listening and Dialogue Skills, Creativity and Change in Conflict Management, Conflict Prevention
and Early Resolution, Evaluating Cost of Workplace Conflict, Understanding Impact of Constructive Conflict
UNIT 5: Negotiation and Mediation 10 Hours
Introduction to Negotiation, Types of Negotiation, Dimensions of Negotiation, Negotiation Steps, Negotiation
Tricks and Traps, Value Creation in Negotiation, Mediation, Responsibilities of Mediator, Types of Mediation,
Why Negotiations and/or Mediations Fail?
Total: 45 Hours
Reference Books
1. Fahed-Sreih, J. “Conflict in Family Businesses: Conflict, Models, and Practices”, 1st Edition, Palgrave
Macmillan, 2018.
2. Gallo, A. “HBR Guide to Dealing with Conflict”, Harvard Business Review, 2017.
3. Hakim, A. K. “Working with Difficult People: Handling the Ten Types of Problem People Without Losing Your
Mind”, Penguin, 2017.
4. Proksch, S. Conflict Management, 1st Edition, Springer, 2016.
5. Raines, S. S., “Conflict Management for Managers: Resolving Workplace, Client, and Policy Disputes” 2nd
Edition, Rowman & Littlefield Publishers, 2019.
Page | 66
21GB04 LABOUR LEGISLATION AND INDUSTRIAL RELATIONS 3003
COURSE OVERVIEW
New wage codes are being introduced to replace /amalgamate over 60+ laws in labour/labour legislation and
industrial relations, to put in place mechanisms to deal with the changing environment especially in a post-COVID
world. This course aims to provide a thorough overview of the new codes, the managerial implications of the
codes and prepare students to understand the new HR and IR paradigms in place

CO1 To understand the OSHW codes and map HR

3
requirements to ensure compliance
CO2 To be able to comply with the regulations and the
processes of the Code on Wages and its implications on 3
non-compliance
CO3 To map out the mandatory requirements for an
organization in the context of social security and the legal 2
requirements entailed in the code.
CO4 To comprehend the IR facets, the aspects of a trade union
and their role and rights and to formulate procedures 2 2
and SOPs for relevant processes under the code
CO5 To understand other legal aspects from a HR perspective
and the avenues and steps involved in resolution of IR 3
issues.
UNIT 1: The Occupational Safety- Health and Working Conditions Code 2020 9 Hours
Applicability- Authorities- One Establishment - One Registration- Duties And Rights Of Employer And Employee -
Working Conditions And Welfare Facilities- Working Hours- Leaves- Special Provisions Relating To Employment
Of Women- Special Provisions Relating To Contract Labour- Special Provisions Relating To Factories- Special
Provisions Relating To Inter-State Migrant Workers- Offences And Penalties- Social Security Fund.
UNIT 2: The Code on Wages 2019 8 Hours
Key Definitions .Prohibition of Discrimination on the Ground of Gender. Minimum Wages. Payment of Wages
.Payment of Bonus .Central Advisory Board and State Advisory Boards. Payment of Dues- Claims and Audit
.Appointment of Inspector-cum-Facilitators and their Powers. Offences and Penalties. Miscellaneous Provisions
UNIT 3: The Code on Social Security 2020 8 Hours
General Features - Employees’ Provident Fund -Employees’ State Insurance Corporation Gratuity- Maternity
Benefit- Social Security And Cess In Respect Of Building And Other Construction Workers- Unorganized Workers-
Gig Workers And Platform Workers- Employment Information And Monitoring
UNIT 4: Industrial Relations Code 2020 10 Hours
Registration of Trade Union- Cancellation of Trade Union. Alteration of Name of Trade Union;
Formation of Work Committee. Incorporation of a Registered Trade Union. Recognition of Negotiating Union.
Preparation of Standing Order. Register of Standing Order. Constitution of Industrial Tribunal. Illegal Strikes and
Lock-outs. Procedure for Retrenchment and Re-employment of Retrenched Worker Compensation to Workers
in case of Transfer of Establishment .Prohibition of Lay-off. Closure of an Industrial Establishment
UNIT 5: Other Relevant Acts and Processes 10 Hours
The Shop and Establishment Act 1947- The Sexual Harassment of Women at Workplace (Prevention- Prohibition
and Redressal Act) 2013, Alternate Dispute Redressal , Disciplinary processes and best practices.
Total: 45 Hours
Reference Books
1. ICSI, “Handbook on The Code on Wages”, ICSI, New Delhi, 2019.
2. Ramesh, C., “The Code on Social Security 2020”, Notion Press, New Delhi, 2020.
3. Taxmann, “Taxmann’s New Labour & Industrial Laws”, Taxmann, New Delhi, 2020.
Page | 67
21GB05 LEADING ORGANIZATIONAL CHANGE AND DEVELOPMENT 3003
COURSE OVERVIEW
Contemporary business environment dynamics often necessitate organizational changes. Organizational
competitiveness and survival is dependent on leadership which is crucial in managing any transition. This
course discusses the theories, methods, issues and challenges associated with organizational change and
development along with experiences and dilemmas in practice, which together help students gain an
understanding on what contributes to carrying out of a successful and lasting change initiative.

CO1 Appreciate the organization as a system operating in
multi-dimensional environments, understanding the 2
rationale and implications of organizational change.
CO2 Understand and explain the diagnostic models used
in planning organization change and evaluate
3
individual and organizational receptiveness and
readiness.
CO3 Analyse the role of leadership, its complexity,
significance and impact on organizational 3
transformation.
CO4 Evaluate the theoretical and practical values of
processual perspectives in change and Identify the 3
causes of change failures
CO5 Comprehend the approach and role of organizational
development in the context approach of
2
organizational change and extensions of the OD
approach to deliver sustainability.
UNIT 1: Organizations and their Changing Environments 10 Hours

The historical context for change, Environmental pressures for change, Internal organizational change drives.
Types of organizational change, Organization renewal systems approach, sociotechnical system and future
shock.
UNIT 2: Change: A Diagnostic Approach 10 Hours
The Six-Box organizational model, the 7-S framework. The star model, organizational strategy and change, the
cultural web, organizational structure and change. Diagnosing readiness for change, Red flags in diagnosis.
UNIT 3: The Leadership of Change 7 Hours
Management and leadership, theories of change leadership, change leader or change managers, change roles,
leadership style and change, dealing with Resistance to change.
UNIT 4: Change Management Process and Contingency Approaches 8 Hours
Approaches to managing change, transformation failure, DICE and ADKAR model, stage model, process
perspectives on change, Contingency approaches to change management.
UNIT 5: Alternative Approaches to Managing Change 10 Hours
Organizational development, engaging in large scale change, Appreciative enquiry, positive organizational
scholarship, dialogic organizational development, managing change from a sense making perspective.
Total: 45 Hours
Reference Books
1. Barbara Senior, B., Swailes, S., & Carnall, C., “Organizational Change”, 6th Edition, Pearson, 2020.
2. Brown, R. D., “An experiential approach to Organizational Development”, 8th Edition, Pearson Education,
2014.
3. Cheung-Judge, M., & Holbeche, L, “Organization Development: A Practitioner's Guide for OD and HR”, 2nd
Edition, Kogan Page, 2015.
4. Cummings, T. G., & Worley, C. G., “Organizational Development and Change”, 10th Edition, Cengage, 2015.
5. Palmer, I., Dunford, R., & Buchanan, “Managing Organizational change: A Multiple Perspectives Approach”,
3rd Edition, McGraw Hill, 2017.
Page | 68
21GB06 LEARNING AND DEVELOPMENT 3003
COURSE OVERVIEW
This course introduces the learning principles, strategies and human resources development practices as a
whole. The objective of the course is to expose students to the breadth of topics and the underlying principles
of learning, training and development. The topics covered in this course include learning principles, training
and development and evaluation of human resources development interventions. At the end of the course,
the students should be able to choose the appropriate learning, training and development practices in the
organizational context.

to
CO1 Identify appropriate learning styles and principles and
3
explore the ways to maximize learning
CO2 Analyse the training and development needs of an
3
organization and that of individuals.
CO3 Illustrate the issues in designing and developing of
2
the training and development programmes
CO4 Choose the appropriate training and development
activities based on the individual and organizational 3
needs.
CO5 Evaluate the effectiveness of training and
3
development activities in an organization.
UNIT 1: Learning Styles and Strategies 9 Hours

Learning principles – Learning strategies and styles – Kolb’s Learning Styles- Bloom’s Taxonomy- Individual
differences in the Learning process. Maximizing learning –Recent developments in Instructional and cognitive
psychology. Model of employee behaviour–External influences –Internal factors that influence employer
behaviour.
UNIT 2: Role Analysis and Training Need Analysis 9 Hours
Role Analysis: Developing the person in the role, RAT (Role Analysis Technique). Role of T & D in organization
– Training Process model- Identification of Training Needs: Organizational analysis – Task Analysis – Person
analysis – Prioritizing HRD needs – identifying individual’s developmental needs.
UNIT 3: Designing Training and Development 9 Hours
Principles of training design -defining the objectives – make / buy Decision – selecting the trainers – preparing
lesson plan, training methods, materials – scheduling
UNIT 4: Implementing T & D Programs 9 Hours
Training delivery methods, principles involved in selection of various methods – Techniques of training at
different levels – Skills of an effective trainer – e learning and use of technology in training
UNIT 5: Evaluation and Transfer of Training 9 Hours
Training Evaluation: Purpose – methods and techniques (models of evaluation) - Transfer of training – issues
– transfer process – theories – strategies – Organization and work environmental factors that influence
transfer of training – Avoiding common evaluation pitfalls.
Total: 45 Hours
Reference Books
1. Beevers, K., Rea, A., & Hayden D, “Learning and Development Practice in the Workplace”, Kogan Page,
2019.
2. De Simone R, L., & Werner, J, M, “Human Resource Development”, 6th Edition, Cengage learning, 2016.
3. Ford, J K, “Learning in Organizations- An Evidence-Based Approach”, Taylor & Francis, 2020.
4. Noe, R, “Employee Training & Development”, 8th Edition, McGraw Hill, 2020.
5. Ross, S C, “Training and Development in Organizations - An Essential Guide for Trainers”, Taylor & Francis,
2018.
Page | 69
21GB07 MANAGING GLOBAL WORKFORCE 3003
COURSE OVERVIEW
The course aims to enable students with the ability to recognize the diversity in the global workforce that
global firms face in today's increasingly complex and unstable world. It provides a comprehensive
understanding of the ways multinational corporations can successfully integrate and draw on the talent
available across the globe. The course provides students with a robust understanding of the international HR
practices and issues. It builds awareness and appreciation of the international business context and how HR
can contribute as a strategic partner to enhance multinational’s performance and competitive advantage
CO1 Identify the challenges in the global labour market in a 2
multicultural environment
CO2 Correlate the human resource strategy- organizational 3
structure - competitive strategy matrix and map the
requirements for global staffing.
CO3 Comprehending the challenges of expatriate and 3
repatriate performance and evaluate the role of
training in enabling performance.
CO4 Examine the complexities in the context of 3
compensation and performance management in multi-
national organizations.
CO5 Understand and explain the role of unions in 2
international industrial relations.
UNIT 1: Introduction to IHRM and Cross Culture Management 10 Hours

Overview of International Human Resources management, External & Internal forces influencing global
workforce management, changes &challenges in global labour market, culture, models of culture and impact
of culture in various business contexts such as mergers and acquisitions.
UNIT 2: Sourcing Human Resources for Global Markets 10 Hours
Competitive strategies for Multinational corporations, linking human resources management to competitive
strategy and organization structure. The role of HR planning in carrying out MNC strategy for both short and
long term. International work arrangement, key factors affecting global staffing.
UNIT 3: International Training, Development & Careers 10 Hours
Role of training in on - assignment performance. Components of pre-departure training, effectiveness and
trends in international training & developing Repatriation, factors affecting re-entry, Designing a repatriation
program.
UNIT 4: Global Performance Management and Compensation 10 Hours
Performance Management process, Considerations for global performance management, planning and
implementing global performance appraisal, Managing compensation on a global scale. Key compensation
considerations for expatriates, HCN’s& TCN’s.
UNIT 5: International Industrial Relations 5 Hours
Issues in international industrial relating and the policies & practices of MNE’s, strategies adopted by trade
unions when dealing with MNE’s. Recent trends and uses in the global work force context.
Total: 45 Hours
Reference Books
1. Dreasher, L, “Mastering Cultural Differences: Strategies for Leading a Global Workforce”, 1st Edition, Indie Books
Intl, USA, 2021.
2. Aswathappa, K., & Dash, S, “International Human Resource Management”, 3rd Edition, McGraw Hill India, 2020.
3. Edwards, T., & Rees, C. “International Human Resource Management”, 3rd Edition, Pearson Education, London,
2017.
Page | 70
4. Dowling, P. J., Festing, M., & Engle A. D. Sr, “International Human Resource Management”, 7th Edition, Cengage,
India, 2017.
5. Vance, C. M., & Paik, Y., “Managing a Global Workforce”, 3rd Edition, Routledge, London, 2014.
Page | 71
21GB08 PEOPLE ANALYTICS 3003
COURSE OVERVIEW
In this course, students will learn about different types of HR metrics, how to present HR data appropriately
and how to derive insights from the wealth of data available in organizations. These insights could then be
used to make strategic decisions and policy changes. Students will also learn to conduct HR Audits and present
the most pertinent HR data through dashboards.

able to
CO1 Represent HR data through appropriate Business
3
Intelligence tools
CO2 Evaluate and derive insights from Recruitment and
3
Diversity metrics
CO3 Analyse and obtain insights from Training &
3
Development and Workforce Deployment metrics
CO4 Assess and infer insights from Talent Retention and
3
Career Progression metrics
CO5 Perform HR Audits and present HR data through
3
dashboards
UNIT 1: Introduction to HR Metrics and Excel Charting 11 Hours

Evolution and timeline of HR Analytics - Types of Analytics - HR Analytics Applications - Summarizing &
Reporting HR Data using Business Intelligence tools (Importing Data, What-if Scenarios, Pivot Tables,
Representation through Funnel Chart, Bullet Chart, Pyramid, Thermometer Chart, Dynamic Charts etc.)
UNIT 2: Recruitment and Diversity Analytics 9 Hours
Social Media for Recruitment and Employer Branding, Diversity Index, Offer Reject and Renege (Logistic
Regression), Attrition (Random Forest Algorithm), Channel Efficiency, Recruitment Metrics
UNIT 3: Training and Development & Workforce Deployment Analytics 8 Hours
Training Outcome Analysis, Training hours and cost metrics, ROI calculation, Employee Profiling, Turnover
Index, Natural Language Processing in HR Analytics – Uncovering employee insights
UNIT 4: Talent Retention and Career Progression Analytics 8 Hours
Retention Index, Voluntary and involuntary Turnover, Career Path Index, Succession Readiness index,
Employee Satisfaction and Engagement Surveys, Gamification for Employee Engagement
UNIT 5: HR Audits And Visualisation of HR Data 9 Hours
HR Audit Process, Recruitment and Selection Process Audit, Statutory Compliance Audit, Benchmarking,
Design Thinking Principles for Dashboards, KPI Dashboard, KPI Scorecard, HR Balanced Scorecard
Total: 45 Hours
Reference Books
1. Acharya, S. “Data Analytics Using R”, McGraw Hill Education, 2018.
2. Bhattacharyya, D. K., “HR Analytics: Understanding Theories and Applications”, 1st Edition, Sage Publications
India Pvt Ltd, 2017.
3. Edwards, M., & Edwards, K, “Predictive HR Analytics: Mastering the HR Metric”, 2nd Edition, Kogan Page, 2019.
4. Lander, J. P, “R for Everyone”, 2nd Edition, Pearson India Education Services, 2018.
5. Shen Ng, M, “Predictive HR Analytics, Text Mining & Organizational Network Analysis with Excel”
Independently Published, 2019.
Page | 72
21GB09 PERFORMANCE MANAGEMENT 3003
COURSE OVERVIEW
The Performance Management course outlines the importance of an effective PMS in enabling organizations
define and achieve their mission and vision. It reinforces the concept that performance management is an
ongoing process of planning, facilitating, assessing, and improving individual and organizational performance.
In addition, the course emphasizes the PM Cycle, the different approaches, the different methods available
various approaches of measuring the effectiveness of human resource activities that are designed to enhance
individual, team and organizational performance.
able to
CO1 Explain the basic concepts and foundations in
3
Performance Management
CO2 Understand and apply the different measurement
2
approaches
CO3 Choose strategies for performance planning and
2
monitoring in organizations
CO4 Develop a performance appraisal system 3
CO5 Devise methods for team performance, employee
2
development and coaching
UNIT 1: Introduction to Performance Management 7 Hours

Defining Performance – Meaning of Performance Management – Historical Developments - Aims and Role of
Performance Management – Contribution of Performance Management – Characteristics of an Ideal
Performance Management System – Dangers of Poorly Implemented PMS – Integrating PM with other HR
and Developmental Activities
UNIT 2: Measurement and PM Cycle 10 Hours
Performance Management Process - Approaches to Measuring Performance: Trait, behaviour and Results
Approach – Determinants of Performance – Performance Dimensions - Measuring Results: Determining
Accountabilities – Objective and Performance Standard – Measuring Behaviours: Comparative System –
Absolute system – PM cycle and Linking Performance management with Business Strategy
UNIT 3: Performance Planning and Monitoring 10 Hours
Theory of Goal Setting – Gathering data pertaining to Performance Criteria –Preparation and Communicating
Performance System to employees - Appeals Process. Performance Monitoring – Methods and Techniques –
Employee Performance Metrics and use of analytics
UNIT 4: Performance Assessment and Review 9 Hours
Evaluating Individual Performance – Different Methods of Appraisals _ Factors affecting Appraisals – Errors –
Reducing Rater Biases - Preventing Rating Distortion –Personal Development Plan - Significance of
Performance Review and Discussion Process
UNIT 5: Managing Team Performance and Employee Development 9 Hours
Definition and Importance of Teams – Types of Teams and Implication for Performance Management –
Purpose and Challenge of Team performance Management – Rewarding Team Performance – Role of
Performance Coaching – Process and Styles
Total: 45 Hours
Reference Books
1. Aguinis, H, “Performance Management for Dummies”, John Wiley & Sons, 2019.
2. Armstrong, M, “Armstrong's Handbook of Performance Management: An Evidence-based Guide to Delivering
High Performance”, Kogan Page Publishers, 2009.
3. Bacal, R, Performance Management”, 2nd Edition, McGraw Hill Professional, 2012.
4. Herman Aguinis, “Performance Management”, 3rd Edition, Pearson Education India, 2013.
5. Rao, T. V, “Performance Management: Toward Organizational Excellence”, SAGE Publications India, 2016.
Page | 73
21GB10 TALENT ACQUISITION AND MANAGEMENT 3003
COURSE OVERVIEW
The course focuses on equipping students with concepts, models, methods, and best practices for talent
acquisition and talent management. It enables students to identify appropriate strategies for human resource
planning, hiring, engagement and retention management, to achieve organizational effectiveness. It
highlights the role of Information Technology in Talent Acquisition.

Understand the core concepts of HR Planning ,
CO1 3
Talent Acquisition and Management
Choose appropriate recruitment and testing
CO2 strategies for identifying right talent for the 2
organization
Apply suitable interviewing techniques in
CO3 2
employee selection for effectiveness
Design strategies for employee engagement and
CO4 2
retention in organizations
Analyse the role of Information Technology in
CO5 2
Talent Acquisition
UNIT 1: Introduction to Talent Acquisition 10 Hours

Introduction to Talent Acquisition, Strategic Alignment and HR Planning , HR Planning , Assessing Staffing
Need Analysis, Environmental scanning, Forecasting HR requirements and availabilities-demand and supply,
Preparing Action Plans – Managing Shortage and Surplus ,Best practices& Trends in Talent Acquisition,
Challenges in Talent Acquisition.
UNIT 2 : Attracting Talent 10 Hours
Process of Talent Acquisition and Sources of Recruitment, Internal & External Recruitment, Contract Staffing
and Gig Workforce, Selection Tests- Measurement, Importance and use of measures- Reliability and validity
of selection tests, Specific use of Psychometric tests in Talent Acquisition
UNIT 3: Acquiring Talent 10 Hours
Interviewing – Nature and Purpose, Interviewing types and choice of appropriate method based on Needs -
Virtual interviews for remote hiring - Interview content- Measurement of attributes and behaviour during
Interview, Behavioural Event Interviewing – Assessing the effectiveness of Talent Acquisition
UNIT 4: Engaging Talent 8 Hours
Introduction to Onboarding, Designing employee Onboarding, Employee Engagement – Benefits, Drivers ,
Best Practices and Measurement, Employee Retention – Strategies and Approaches for Retaining Talent –
Dealing with Voluntary turn over and Job Withdrawals – Role of Coaching and Mentoring in Managing talent.
Concerns of Gen X, Y and Z in Talent Management
UNIT 5: Role of Information Technology in Talent Acquisition 7 Hours
Introduction, Role of Information Technology in Talent Acquisition, Talent acquisition and hiring solutions,
Creating Business Value through Information Technology, Impact of Social Media, Mobile apps, Cloud and
Big data in Talent Acquisition.
Total: 45 Hours
Reference Books
1. Belcourt, M., & McBey, K. J, “Strategic Human Resource Planning”, Cengage Learning, 2017.
2. Bickham, T, “ATD Talent Management Handbook”, 1st Edition, ATD Press, 2015.
3. Gatewood, R. D., Feild, H. S., & Barrick, M. R. “Human Resource Selection”, 9th Edition, Wessex Press Inc.,
2018.
4. Heneman, H., & Judge, T, Staffing Organizations, McGraw Hill, 2015.
5. Picardi, C. A. “Recruitment and Selection - Strategies for Workforce Planning & Assessment”, Sage
Publication, 2019.
Page | 74
MARKETING ELECTIVES
Page | 75
21GC01 BRAND MANAGEMENT 3003
COURSE OVERVIEW
Strong brands provide better shareholder returns and greater resilience to competitive threats. Given the
rapidly changing market dynamics and increasing influence of consumers and technology, it is imperative to
understand the underpinnings of developing a strong brand. This course aims to equip students with relevant
knowledge and skills necessary to build, manage and grow brands.

CO1 Understands brand equity & assess the equity of a
3 3
brand by applying brand equity models
CO2 Examine brand identity and positioning strategy by
applying brand identity & positioning 3 3
guidelines/templates/model
CO3 Ability to develop a comprehensive go to market
3 3
strategy for a brand
CO4 Evaluate various architecture types & examine brand
3 2
extension strategies for success.
CO5 Ability to conduct brand audit & demonstrate
3 2
knowledge of brand valuation and methods
UNIT 1: The foundation & strategic implications of brand building 9 Hours

Brand- Branding – Brand Management – Product vs. Brand – Brand Equity – Measuring brand equity –
Customer-Based Brand Equity Models - How brands create value for customers and company
UNIT 2: Building the brand 10 Hours
Brand Identity – Developing Brand Identity – Protecting brand identity – Managing Brand Identity
(Rebranding) – Brand Positioning – Developing Brand Positioning strategy - Repositioning
UNIT 3: Launching the brand 8 Hours
Brand Plan Process – Business review – Drivers & Inhibitors – Strategic Questions – Goals - Preparing a Brand
Plan – Execution – Brand communication plan – Communication strategy – Target market – Brand idea –
Support points – Desired response – Media options
UNIT 4: Managing and Growing the brand 10 Hours
Brand Architecture and Portfolio Management – Brand Extension – Managing Brand Extensions - Brand
Revitalization/Rejuvenation – Managing global brands
UNIT 5: Measuring & Monitoring Brand Performance 8 Hours
Brand Audit – Brand Valuation – Brand Valuation Methodologies
Total : 45 Hours
Reference Books
1. Bill Chiaravalle, Barbara Findlay Schenck, Branding for Dummies, Wiley, 2nd Edition, 2015
2. David Aaker, 20 Branding Principles That Drive Success, Sage Publication, 2015
3. Isaac C. Jacob Kevin Lane Keller, Vanitha Swaminathan, Ambi M.G. Parameswaran, Strategic Brand
Management, Pearson, 5th Edition, 2020.
4. J N Kapferer, The New Strategic Brand Management, Kogan Page, 5th edition, 2017
5. Tapan K Panda, Product and brand Management, Oxford, 2018
Page | 76
21GC02 CONSUMER BEHAVIOUR 3003
COURSE OVERVIEW
This course enables participants to understand the inner characteristics of consumer and buyer behaviour
in order to frame effective marketing strategies. It helps to identify and illustrate how these concepts can
be used to explain buyers’ decision-making process in the marketplace.
CO1 Identify factors that influence the consumers’
decision-making process and the dynamics of human 3
behaviour in the context of marketing.
CO2 Ability to apply consumer behaviour concepts to
3
complement marketing strategies and tactics.
CO3 Explore and compare the theories of consumer
behaviour in the context of personal and 3 2
organizational buying roles.
CO4 Apply and demonstrate theories to real world
marketing situations using segmentation and 3
profiling strategies
CO5 Appraise models of Consumer Behaviour and
determine their relevance to particular marketing 3
situations
UNIT 1: Fundamentals of Consumer Behaviour 9 Hours

The Foundations of Consumer Behaviour: Meaning, Personal and Organizational consumers, Consumer's
buying behaviour, model of Consumer decision making, marketing concepts. Consumer needs and
motivation: Meaning, positive and negative, rational-vs.-emotional, dynamic nature of motivation,
frustration, arousal of motives, types and systems of needs.
UNIT 2: Personality and Perception Theories 9 Hours
Personality and self-concept: Definition, Theories, personality and consumer behaviour, self and self-images.
Perception: Elements, subliminal perception, the dynamics, consumer imagery, perceived price, quality, and
risk.
UNIT 3: Learning and Attitude Formation and Change 9 Hours
Learning and Involvement: Meaning, motivation, Cues, Response, and reinforcement, learning theories.
Attitude formation and change: Types of attitudes, structural models, formation, strategies of attitude
change.
UNIT 4: Social Influences in Social Class and Culture 9 Hours
Social influences on buyer behaviour and Social Class and consumer behaviour: Communication via the
media, Reference Groups, social class, measurement of social class. The influence of family, culture & sub
culture on consumer behaviour: definitions, measurement of culture, ethnic, religious, geographic and
regional, racial, age and gender as a subculture.
UNIT 5: Consumer Decision Making Models 9 Hours
Decision Making: Definition, Four views, model of consumer decision making, opinion leadership, dynamics
of OL process. Organizational Buyer Behaviour: Nature of organizational buying process influences on
organizational buyer behaviour, organizational buying decisions.
Total : 45 Hours
Reference Books
1. Jain, V., Sheth, J., & Schultz, D, “Consumer Behaviour, A Digital Native”, 1st Edition, Pearson, India, 2019.
2. Mothersbaugh, D., Hawkind, D., & Mookerjee, A, “Consumer Behaviour: Building Marketing Strategy”,
13thEdition, McGraw Hill, 2020.
3. Schiffman, L., Wisenblit J, & Ramesh Kumar, S, “Consumer Behaviour”, 12th Edition, Pearson, India, 2019.
4. Sethna, Z & Blythe, J, “Consumer Behavio”r, 4th Edition, Sage, 2020.
5. Solomon, M, “Consumer Behaviour: Buying, Having and Being”, 13th Edition, Pearson, 2020.
Page | 77
21GA03 CUSTOMER RELATIONSHIP MANAGEMENT 3003
COURSE OVERVIEW
This course primarily deals with customer relationship strategies that can help firms build a customer centric
organization that drives current and future organizational growth. This course enables participants to
understand the role of CRM, its significance and process to build as well as manage long term relationship
with customers for better value creation and profitability.

CO1 Understand the role & implications of CRM in
3
business
CO2 Design customer journey maps and solve for
3 3
customer pain or friction points
CO3 Analyse customer data and evaluate organization
3 3
performance on key customer metrics
CO4 Ability to measure customer satisfaction using tools. 3 2
CO5 Understand the role of CRM software in business and
3
explore its features and benefits
UNIT 1: Customer Centricity 9 Hours

CRM – Need for CRM – Benefits of CRM – CRM in the digital age - Customer Centricity – Characteristics of
customer centric companies – Developing a customer centric company
UNIT 2: Customer Experience 10 Hours
Customer Lifecycle – Managing Customer Experience in B2B and B2C -Understanding Customer Journey –
Customer Journey Mapping – Customer funnel - Managing customer funnel for better customer experience
– Customer onboarding – Onboarding process - Personalization vs. Hyper Personalization- Ways to Hyper
personalize
UNIT 3: Customer Analytics 10 Hours
Customer Churn – Customer Acquisition Cost – Revenue Churn – Customer life time value – Recency,
Frequency and Monetary – Customer Profitability Analysis
UNIT 4: Customer Satisfaction & Loyalty 8 Hours
Net Promoter Score – Customer Happiness Index (CHI) – Customer Effort Score – Customer Loyalty and
Measuring customer loyalty – Exploring loyalty and profitability relationship – Analyzing loyalty programs
effectiveness - Marketing Automation for better customer engagement and retention
UNIT 5: Contemporary tools for CRM 8 Hours
Sales force automation – Journey Orchestration – Process management - Sales enablement – Performance
management – Predictive sales – Omnichannel – Team collaboration
Total: 45 Hours
Reference Books
1. Francis & Stan Maklan Buttle, “Customer Relationship Management: Concepts and Technologies”, Routledge,
4th Edition, 2019.
2. Jagdish N Sheth , Parvatiyar Atul, G Shainesh, “Customer Relationship Management : Emerging Concepts Tools
& Applications”, McGraw Hill, 2017
3. Lars Helgeson, “CRM for Dummies”, Wiley Publication, 2017
4. Paul Greenburg, “CRM at the Speed of Light”, Tata McGraw Hill, 4th edition, 2017
5. Peter Fader and Sarah Toms, “The Customer Centricity Playbook”, The Wharton Press, 2018
Page | 78
21GC04 INBOUND MARKETING 3003
COURSE OVERVIEW
The shift in digital technologies brought in a paradigm shift in the way consumers discover, engage and stick
with brands. Navigating this world largely driven by digital technologies and disruptions requires a new set of
competencies and skills. The course aims to prepare those who aspire a career in digital marketing with
relevant knowledge and skill sets in the digital marketing domain.

CO1 Understand and explain Inbound Marketing
2 3 3
methodology & draft content marketing plan
CO2 Distinguish on-page and off page SEO techniques and
develop an SEO strategy by applying tools and best 3 3
practices
CO3 Craft a social media marketing campaign and test it
2 3 3
effectiveness
CO4 Develop e-mailers using appropriate tools and
2 3 3
techniques
CO5 Understand and explain influencer marketing
3 2
strategies
UNIT 1: Inbound & Content Marketing 10 Hours

The age of SMAAC and paradigm shifts in Marketing - Inbound Marketing Philosophy- Inbound Vs. Digital Vs.
Outbound Marketing - Inbound Marketing Methodology - Inbound Marketing in Practice - CLV - Introduction
to Content Marketing - Content Types/Formats - Content Marketing framework - Content Marketing Metrics
- Tools for Content Marketing – Effective Blogging
UNIT 2: Search Engine Optimization 9 Hours
Introduction to SEO and SEM - Understanding Google ranking signals or factors and its correlation to search
engine rankings - Rank brain and Quality score - Effective SEO techniques for better search results (On page
and Off Page optimization) - SEO audit - Tools for conducting SEO audit - Local SEO – Mobile SEO
UNIT 3: Social Media Marketing & Programmatic ad 10 Hours
Introduction to Social Media platforms and its characteristics - Trends - Creating a social media strategy -
Measuring social media results - Tools for social media marketing - Basics of Programmatic ads – Native Ads
UNIT 4: E-mail & Mobile Marketing 8 Hours
Email Marketing – Types of e-mails - Creating e-mail marketing strategy - Tools for e-mail Marketing -
Measuring e-mail marketing campaigns – Basics of Mobile Marketing
UNIT 5: Influencer Marketing 8 Hours
Influencers - Role of Influencers in Marketing today - Strategies for Identifying and engaging Influencers -
Tools for Influencer Marketing - Creating an influencer marketing campaign and measuring the results
(metrics)
Total: 45 Hours
Reference Books
1. Seema Gupta, “Digital Marketing”, McGraw Hill, 2nd Edition, 2020
2. Ryan Deiss & Russ Henneberry, “Digital Marketing for Dummies”, Wiley Publication, 2020
3. Simon Kingsnorth, “Digital Marketing Strategy”, Kogan Page, 2nd Edition, 2019
4. Brian Halligan & Dharmesh Shah, “Inbound Marketing Revised & Updated”, Wiley Publication, 2014
5. Jeremy Kagan & Siddharth Shekar Singh, “Digital Marketing Strategy & Tactics”, Wiley, 2020
Page | 79
21GC05 INTEGRATED MARKETING COMMUNICATION 3003
COURSE OVERVIEW
This course is designed to develop an understanding about the role of communications in the marketing mix.
The course covers different types of promotional tools, media and methodologies of integrated marketing
communication process. Students will learn an analytical approach to the study of marketing
communications including how to integrate all of the marketing communication elements and how this is
critical to an organization’s success.
CO1 Demonstrate a comprehensive understanding of 3
Marketing Communication theories and concepts
CO2 Develop measurable communication objectives and 3
strategies
CO3 Construct creative and media strategies and 3
demonstrate criticality in thinking, analysis and problem-
solving
CO4 Plan and execute marketing communications activities 3 3 3
for an organization using appropriate tools to suit the
communication environment
CO5 Assess social, ethical and legal issues in marketing 3
communications, evaluate data and present coherent
recommendations that inform creative and effective
marketing communications decisions.
UNIT 1: Marketing Communications - Overview 10 Hours
Understanding IMC - Marketing Process - Decisions for Communication Campaign - Elements of Effective
brand communication - Branding and Customer Loyalty - Customer Based brand equity model - AIDA
model - Hierarchy of effects - FCB Grid - Structure of Ad Industry
UNIT 2: IMC Planning Process 8 Hours
Communication Objectives and Budgeting - DAGMAR Approach - Consumer information processing and
decision making - Creativity and Big idea - positioning statement - creative Brief
UNIT 3: Marketing Communications Management and Design 12 Hours
Message strategy and Execution frame work - copy writing and content creation for print, broadcast and
digital media - Design principles - layouts - Art direction and production - Media and Media planning -
Media scheduling issues - Reach and frequency - GRP - Rating and share - Efficiency of media vehicle
UNIT 4: Marketing Communication Mix 12 Hours
Broad communication strategies - Sales promotion - Public Relations - Brand publicity - Event sponsorship -
Social media and digital marketing options - Mobile engagement - Alternative and non-traditional marketing
UNIT 5: Evaluating Marketing Communications 8 Hours
Economic, social and regulatory aspects in IMC - Plagiarism - Stereotype - STAS impact and measurement -
Measuring effectiveness of promotional program - Ad Testing methods - Optimal IMC
Total: 45 Hours
Reference Books
1. Belch, George E. and Michael A. Belch, “Advertising and Promotion: An Integrated Marketing Communications
Perspective”, 11th Edition, Tata McGraw-Hill, 2018.
2. Kenneth E. Clow and Donald Baack, “Integrated Advertising, Promotion and Marketing Communications, 8th
Edition, Pearson, 2017.
3. Kruti Shah, Alan D'Souza, Advertising and Promotions an IMC perspective, 1st Edition, McGraw-Hill, 2015.
4. Terence A. Shimp, Integrated Marketing Communication in Advertising and promotion, 10th Edition, Cengage
Learning, 2018.
5. Thomas C. O'Guinn, Chris T. Allen, Richard J. Semenik, Advertising Management with Integrated Brand
promotion, 8th Edition, Cengage Learning, 2017.
Page | 80
21GC06 MARKETING ANALYTICS 3003
COURSE OVERVIEW
The course explores customer data analysis techniques and their theoretical foundations to help students
acquire advance analytic skills that can be applied to real world marketing problems. This course enables
students to measure, manage and analyse marketing performance to maximize its effectiveness and optimize
return on investment (ROI) and how to use marketing analytics to predict outcomes and systematically
allocate resources
CO1 Understand and explain key principles, concepts and 3
terms associated with marketing analytics including
the Marketing Metrics, web analytics, big data
analytics, social media analytics and analytics trends
CO2 Construct a metric identifying the areas to be 3
measured for the individual or corporate and how it
makes sense to the business managers.
CO3 Analyse marketing situations using appropriate 3
instruments to formulate marketing strategies and
plans, and to evaluate their impact
CO4 Apply the marketing instruments on marketing data to 3
address the marketing strategy with the help of
analytics
Apply the marketing Instruments and quantitative 3
CO5 methods providing students with an image of the
complexity and pitfalls of typical marketing situations
and problems
UNIT 1: Introduction 9 Hours
Introduction to Marketing Analytics - Evolution of Marketing Data and Analytics timeline - Types of Analytics
- Marketing Analytics Applications - Summarizing & Reporting Marketing Data using Excel
UNIT 2: Summarizing Marketing Data 9 Hours
Visualizing Marketing Data using Tableau - Visualizations Using Python & R - Understanding the Metrics
across marketing domains -Developing Metrics - Flowchart for Metric Creation
UNIT 3: Marketing Models & Strategies 9 Hours
Marketing Models - Marketing Engineering – Segmentation Analytics – Clustering Algorithms - Positioning
Analysis - Data Mining applications
UNIT 4: Marketing Mix Analytics 9 Hours
New Product development decisions - Pricing the Product - Forecasting the Sales – Allocating the Retail space
& Sales Resource – Consumer Attribution Modelling Methods
UNIT 5: Marketing Analytics Applications 9 Hours
Customer Churn Modelling – Purchase Behaviour Prediction Models- Social Media Listening and Sentimental
Analysis – Market Basket Analysis – RFM Analysis – Recommender Systems development
Total: 45 Hours
Reference Books
1. Chris Chapman, “R for Marketing Research and Analytics”, Springer Publications, 1st Edition, 2015.
2. Dinesh Kumar U, “Business Analytics”, Wiley India, 1st Edition, 2017.
3. Paul W Farris, “Marketing Metrics: The Definitive Guide to Measuring Marketing Performance”, Pearson
Education, 2nd Edition, 2010.
4. Tanushri Banerjee & Arindham Banerjee, “Business Analytics- Texts and Cases”, Sage Publications, 1st Edition,
2019.
5. Wayne L Winston, “Marketing Analytics – Data Driven Techniques with Microsoft Excel”, Wiley Publications,
1st Edition, 2015.
Page | 81
21GC07 MARKETING LOGISTICS 3003
COURSE OVERVIEW
This course will give special insight into logistics management in marketing domain and groom the students
to be an in-demand professional in marketing logistics, able to cope with the consumer centric business
challenges of an increasingly globalised world. The conceptual understanding of the marketing logistics
process and its significant roles in the business helps them to create optimum business strategies.

CO1 Evaluate the strategic role of Logistics in Marketing
and Supply Chain Management in offering improved 3
service to the customers.
CO2 Analyse Customer value and customer services and
2 3
develop market driven logistics strategy
CO3 Design comprehensive transportation and
3
containerization strategies
CO4 Distinguish the essentials of warehouse
management, Packaging and Packing in marketing 3
logistics
CO5 Applying modern Information Technology in the
traditional physical distribution activity to enhance 2 3
the efficiency
UNIT 1: Marketing Logistics : An overview 7 Hours

Concepts, Objectives and Importance of Marketing Logistics; Marketing-logistics interface, Key tasks and
value chain activities; Strategic insights: delivering and managing CRM roles and outcomes. creating
competitive and marketing advantage; Domestic & International Logistics-The marketing challenges; Special
Aspects of Export and import logistics: Documentation , Processes and insights
UNIT 2: Creating and Managing Customer Centric Supply Chain and Logistics 9 Hours
Defining customer service & Developing a Market-driven logistics strategy; Value delivery system, Costs of
ownership and Customer Profitability management; Cash to cash cycle, lead-time reduction, Value-added
time/non-value-added time, Logistics process re-engineering; Mapping internal and external customer
satisfaction - Managing risk in the Supply chain; logistics and performance management, Demand-driven
supply chains, Mass customisation; building supply chain resilience, ‘agile’ supply chains; Balancing Functional
Objectives, Integration of Systems Functions in national and International supply Chains; Connecting the
supply chain through shared information; Quick response logistics, Efficient Consumer Response strategies
UNIT 3: Containerization and Transportation 11 Hours
Containerization -Genesis, Concept, Classification, Benefits and Constraints; Inland Container Depot (ICD):
Roles and Functions - Container Freight Station CFS; Export Clearance at ICD; CONCOR; ICDs under CONCOR;
Basics of Transportation, Transportation Functionality and Principles; Multimodal Transport; Modal
Characteristics, Modal Comparisons; logistical efficiency - International Air Cargo Transport; Coastal and
Ocean transportation, Characteristics of shipping transport- Types of Ships- shipping vessels.
UNIT 4: Warehousing, Packaging and Packing 11 Hours
Warehouse Management-Types Warehousing; Customs Formalities- Clearing, Distribution to Units;
Distribution and Omni Channel Network Design; Packing and Packaging -Meaning, Functions and Essentials;
Packing for Storage- Overseas Shipment-Inland-Transportation- Product content Protection; Packaging -
Types: Primary, Secondary and Tertiary- Requirements of Consumer Packaging; Channel Member Packaging
and Transport - Packaging - Shrink packaging; Identification codes, bar codes, and electronic data interchange
(EDI); Universal Product Code- GS1- Standards- package labels- Symbols used on packages and labels.
UNIT 5: Logistics 4.0 and Challenges for Marketing 7 Hours
Logistics and Technology –Big data, IoT, AI and Block chain in Logistics and Supply Chain; Technology
embedded freight and transport management; Drone and robotic technologies in logistics- Global
Information System GIS and Global Positioning System in logistics; Logistics platforms- a Lean approach for
Page | 82
designing - Logistic services outsourcing strategy; Last-mile delivery services and Hyper local platforms, Future
scope of E logistics management, ICT in multimodal transport and technological trends.
Total: 45 Hours
Reference Books
1. Bowersox, Closs, Cooper, “Supply Chain Logistics Management”, 5th Edition, McGraw Hill, 2020.
2. John J. Coyle, C. John Langley, Jr., Robert A. Novack, Brian J. Gibson, “Supply Chain Management: A Logistics
Perspective”, 10th Edition, Cengage Publication, 2017.
3. Martin Christopher, Helen Peck, “Marketing Logistics”, 2nd Edition, Routledge Taylor & Francis Groups, 2018.
4. Sunil Chopra, Peter Meindl, “Supply Chain Management”, 7th Edition, Pearson Education, India, 2018.
5. Yingli Wang, Stephen Pettit, “E-Logistics: Managing Your Digital Supply Chains for Competitive Advantage”,
Kogan Page, 2016.
Page | 83
21GC08 RETAIL MANAGEMENT 3003
COURSE OVERVIEW
The course provides an in-depth understanding of retailing, an overview of retail environment and exposure
to challenging opportunities inherent in managing the industry, which plays a vital role in the economy.

CO1 Demonstrate a comprehensive understanding and an 3
in-depth knowledge of Retail Management theories
and concepts
CO2 Competent at interpersonal and organizational 3
communication to develop and decide on action
plans in the retail domain area
CO3 Construct creative retail strategies and demonstrate 3
criticality in thinking, analysis and problem-solving
CO4 Plan and execute alternative retailing activities for 3 3 3
an organization using appropriate tools to suit the
environment
CO5 Develop entrepreneurial skill to start a retailing unit 2 2
and also be socially responsible
UNIT 1: The World of Retailing 9 Hours

Introduction to Retail - Functions of a Retailer - Retail in India- Theories and Business Models –
Internationalization of Retail – Understanding the Retail Customer - Retail strategy.
UNIT 2: Store Location 9 Hours
Store Site Selection - Choosing a Location - Methods of evaluating a trading area - Retail Franchising - Private
Labels - Category Management
UNIT 3: Merchandise Management 9 Hours
Basics of Merchandising - Process of Merchandise Planning- Methods of Procuring - Pricing and Evaluating
Merchandise Performance
UNIT 4: Managing Retail 9 Hours
Store Operations – Store Layout and Visual Merchandising – Servicing the Retail Customer
UNIT 5: Creating and Sustaining Value 9 Hours
Retail Marketing and Branding - Retail Management Information Systems – Supply Chain Management
Total: 45 Hours
Reference Books
1. Bajaj C, Tuli Rajnish, Srivastava NV, “ Retail Management”, Oxford University Press, New Delhi, 3rd Edition,
2017.
2. Gibson G Vedamani, “Retail Management”, Pearson, 5th Edition, 2017.
3. Levy M,Weitz BA, “Retailing Management”, Tata McGraw Hill, Delhi, 8th edition, 2016.
4. Pradhan, Swapna, “Retailing Management - Text and cases”, Tata McGraw Hill, Delhi. 5th edition, 2018.
5. Sudarshan S, Prasad R, “Retail Management”, McGraw Hill, 1st edition, 2016.
Page | 84
21GC09 SALES AND MARKET DEVELOPMENT 3003
COURSE OVERVIEW
This course helps the students to develop critical skills for generating, evaluating and selecting sales
strategies. This course covers the concepts, attitudes, techniques and approaches required for effective
decision making in the areas of Sales and Marketing.
CO1 Demonstrate a clear understanding of major sales 3 3
concepts in writing and orally using proper business
communications techniques.
CO2 Develop in-depth knowledge of best practices 3 3
adopted in tender evaluation, solution design,
content creation to deliver winning proposals.
CO3 Gain key competencies in leading sales team to 3
effectively manage key customer portfolios and seek
new opportunities
CO4 Organize sales territories to maximize selling 3
effectiveness.
CO5 Evaluate sales and sales management strategies in 3
relation to current legal and ethical standards of
practice.
UNIT 1: Fundamentals of Sales Management 9 Hours
Evolution of Sales Management - Nature and types of personal selling - Market development process for
developing sales- identify target market, sectors & niches - Market development strategy - Strategic sales
planning - Emerging trends in sales Management - Selling Process - Theories of selling - AIDAS - SPIN- Buyer
Seller Dyad
UNIT 2: Pre-Sales Process 9 Hours
Understanding Pre-sales process - prospecting - Qualifying - Lead generation - Role of Market research in
customer acquisition - Customer solutions - Pre-Sales Requirement Engineering - Business Analysis - Bid
management - Proposal and solution development - RFI, RFP, RFQ - Key Account Management - Customer
retention through CRM
UNIT 3: Sales Force Management 9 Hours
Sales Organization structure - Recruitment and selection of sales personnel - Job Analysis - Sales Training -
Motivating Sales personnel - Sales compensation Plan - Sales contests - Sales presentations - Sales pitch -
Negotiations skills - Closing the sale
UNIT 4: Formulating Sales Strategy 9 Hours
Sales forecasting approaches - Forecasting methods - Sales Budget - Sales Territory - Territory design - Control
unit - Managing Territorial coverage - Territorial Sales potential - Goal setting process -Administration of Sales
Quotas - Information technology role in sales
UNIT 5: Assessing Sales Program 9 Hours
Sales force expenses - Sales Audit - Evaluating and controlling sales people - Sales Analysis- Sales force
Automation Ecosystem - Business ethics and Sales management - Social and Legal Responsibilities
Total: 45 Hours
Reference Books
1. Charles.M.Futurell, "Fundamentals of selling: Customers for life through service" 12th Edition, McGraw Hill,
2017.
2. David Jobber and Geoffrey Lancaster, "Selling and Sales Management", 10th Edition, Pearson, 2018.
3. Krishna K Havaldar, Vasant M Cavale, "Sales and Distribution Management", 3rdEdition, McGraw Hill, 2019.
4. Richard R. Still, Edward W, Norman Govoni, Sandeep Puri, "Sales and Distribution Management", 6thEdition,
Pearson, 2018.
5. Spiro, Stanton and Rich, “Management of Sales Force”, 12th Edition, Tata McGraw Hill, 2015.
Page | 85
21GC10 SERVICES MARKETING 3003
COURSE OVERVIEW
The objective of this course is to supplement basic marketing and marketing strategy courses by focusing on
problems and strategies specific to marketing of services. Focus on strategic and managerial issues specific
to marketing service products in industries with high service components.

CO1 Appreciate the marketing challenges for service
businesses, their similarity and differences from 3
goods/manufacturing businesses.
CO2 Integrate the process and develop strategies and
designs to build competitive advantage by evaluating
3
the customer experience - service quality matrix of an
organization.
CO3 Critically analyse the 7Ps of the services marketing
3
mix and their implications on the brand
CO4 Evaluate the effectiveness and efficiency of customer
service offerings and design service quality 3
measurements to build customer loyalty
CO5 Evaluate the influences of the multicultural
marketplace, business ethics, and socially responsible 3
marketing in the context of services marketing.
UNIT 1: Introduction to Services Marketing 9 Hours

Introduction, Why Study Services Marketing Management? The Service System, Characteristics of Services,
Understanding the Macro-Environment and the challenges posed for services.
UNIT 2: Services Marketing Strategy 9 Hours
Understanding the Micro-Environment, Services Marketing Process, Services Marketing Research, Exploring
Marketing Opportunities, New Service Development, Segmenting the Market, Targeting and Positioning,
Understanding ,Consumer Behaviour
UNIT 3:Services Marketing Mix 9Hours
The Service-Product continuum, Managing Service Delivery Channels, Managing Channel Conflict, Managing
Integrated Marketing Communications, Pricing the Service,
UNIT 4:Services Marketing Mix 9 Hours
Managing Customers, Educating Customers , Designing the Service Process , Designing the Physical
Evidence, Managing People
UNIT 5: Service Quality & Applications 9 Hours
Developing Service Personnel, , Managing Service Quality - Managing Service Recovery, Providing Service
Guarantees, Consumer Protection, Managing Demand and Capacity, Case Studies
Total: 45 Hours
Reference Books
1. Christopher Lovelock, Jochen Wirtz, Jayanta Chatterjee, “Services Marketing – People, Technology,
Strategy”, Pearson Publications, 7th Edition, 2016.
2. Helen Woodrfuff, “Services Marketing”, Himalayan Publishing House, 2017.
3. Jeff Toister, “The Service Culture Handbook: A Step-by-Step Guide to Getting Your Employees Obsessed with
Customer Service”, AMACOM, 2016.
4. Roland Rust, “Services Marketing”, Macmillan Limited, 2016.
5. Zeithaml, V.A., Bitner, M.J., Gremler, D.D, “Services Marketing: Integrating Customer Focus Across the Firm”,
McGraw-Hill Education, 7th Edition, 2018.
Page | 86
DECISION SCIENCES
ELECTIVES
Page | 87
21GD01 DESIGN THINKING 3003
COURSE OVERVIEW
This course introduces students to design thinking as a systematic process of resolving business and/or social
problems

CO1 Explain the fundamental concepts and principles of 3 3 3
design thinking
CO2 Develop business hypotheses 3 3 3
CO3 Execute the steps for concept development 3 3 3
CO4 Design prototypes and test 3 3 3
CO5 Use design thinking to create competitive advantage 3 3 3
UNIT 1: Introduction to Design Thinking 9 Hours

Types of thinking – Analytical, Intuitive, Deduction, Induction, Abduction; Definitions of Design Thinking,
Principles and elements of Design Thinking, Human centric approach
UNIT 2: Design Thinking Process – Stage 1 9 Hours

Understanding the business hypothesis, customer perspective, inspiration, visualization through
storyboarding etc.
UNIT 3: Design Thinking Process – Stage 2, 3 9 Hours

Defining the problem, Data Collection, Observation techniques, gaining insights, Ideation, concept
development
UNIT 4: Design Thinking Process – Stage 4, 5 9 Hours

Experimentation, prototyping principles, Prototyping, Testing, Assumptions Identification
UNIT 5: Design Thinking for Innovation 9 Hours

Design Thinking in organizations, how to diffuse DT into work culture, Using DT to innovate in business,
Disruptive innovation
Total: 45 Hours
Reference Books
1. Jimmy Jain, “Design Thinking for Startups: A Handbook for Readers and Workbook for Practitioners”, 1st
Edition, Notion Press, 2018.
2. Kelley, Tom, and Littman, Jonathan, “The Art of Innovation: Lessons in Creativity from IDEO, America's
Leading Design Firm”, Profile Books Ltd, 2016.
3. Lewrick. Link, Liefer, “The Design Thinking Toolbox: A Guide to Mastering the Most Popular and Valuable
Innovation Methods”, Wiley, 1st Edition, 2020.
4. Roterberg, “Design Thinking for Dummies, For Dummies”, 1 Edition, John Wiley & Sons Inc (US), 2020.
5. Tim Brown, “Change by Design, Revised and Updated: How Design Thinking Transforms Organizations and
Inspires Innovation”, Harper Business, 5th Edition, 2019.
Page | 88
21GD02 INDUSTRIAL MANAGEMENT 3003
COURSE OVERVIEW
This course inculcates the skills needed by senior level executives to design, plan, run and control
organizations of any size and field.

CO1 Explain and formulate objectives and policies for a
2 3 3
firm
CO2 Identify zones and forms of an organization and
2 3 3
design an organization
CO3 Explain the framework for control in an organization
and explain the basic controls required for inventory, 3 3
production, quality and personnel
CO4 Explain and formulate the framework for cash flow
2 3
control in an organization
CO5 Explain and apply the principles of good operations to
an organization and to identify the best practises 2 2 3
to building an organization
UNIT 1: Purpose, Policy, Procedures 9 Hours

Sarasohn framework – Organization purpose, creating a purpose statement; Policies: types of policies-
administrative & Management, principles of policies, components of a policy – procedures – creating a policy
policy vs strategy
UNIT 2: Organization Zones, Forms and Departments 9 Hours
Zones of organization – function, authority, responsibility and accountability; Different forms of an organization
– Line, Functional, Line and staff – line to staff continuum – advantages and disadvantages of different forms
of organizations; Departments of an organization – functions and responsibilities – organization chart;
Construction of an organization – principles, span of control decision, manpower estimation, control
specification
UNIT 3: Organizational Control Basics 9 Hours
Need for organizational control – Man control vs fact control; Prerequisites of control, phases of control,
application of control; Production control, personnel control, quality control
UNIT 4: Controlling Cash Flows 9 Hours
Four bucket cash flow framework – creating 4 bucket cash flow from raw cash flows and balance sheets –
judging cash flow position of a firm; Cash flow control framework – what to control: Stock control, Expense
control, debtor control; CRE analysis of expenses
UNIT 5: Building for Future 9 Hours
Operations – Four principles, decisions to make; Building for the future – Programmed management; Keys for
success – leadership, teamwork, communication
Total: 45 Hours
Reference Books
1. Khanna O P, “Industrial Engineering and Management”, Dhanpat Rai Publications, 2018.
2. Gavriel Salvendy, “Handbook of Industrial Engineering: Technology and Operations Management”, 3rd Edition,
Wiley, 2001.
3. Homar M. Sarasohn, Charles A. Protzman, “The fundamentals of Industrial Management: CCS Management
Course”, McGraw-Hill, 1998.
4. Kjell B. Zandin, “Maynard’s Industrial Engineering Handbook”, 5th Edition, McGraw-Hill, 2001.
5. Zindani.D and Kumar K, “Industrial Engineering and Management”, Dreamtech press, 2020.
Page | 89
21GD03 NEW PRODUCT DEVELOPMENT 3003
COURSE OVERVIEW
New product development is an interdisciplinary course that deals with the various steps involved with
designing, developing and launching a successful product in the business world

CO1 Explain why and where new product development is
3 3 2 2
to take place
CO2 Explain and apply the planning process involved in
3 3 2 2
generating product specifications
CO3 Explain and apply the concept generation and testing
3 3 2
process
CO4 Explain and apply the principles of industrial and
3 3 2
environmental design
CO5 Explain the principles of design for manufacturing and
3 3 2
supply chain
UNIT 1: Introduction, Development Process and Opportunity Identification 9 Hours

New product development-characteristics of a successful product, design job, duration and cost of new
product development, challenges of new product development; Product development process and
organization – concept development – adapting generic product development process – product
development process flows - product development organization; Identifying opportunities – six steps of
identification; Management commitment – Review process: Status review, near end review
UNIT 2: Product Planning, Need Identification, Product Specification 9 Hours
Product planning – Identify opportunities – Prioritise and evaluate projects – Resource allocation and
timing – complete pre project planning – reflection on results and process; Customer need identification –
raw data gathering – interpreting data – organize needs – prioritise needs – results & process audit; Product
specifications – what and when – target specifications – final specifications
UNIT 3: Concept Generation, Selection and Testing 9 Hours
Concept generation – problem clarification – external search – internal search – systematic exploration;
Concept selection – concept screening, six steps – concept scoring, six steps; Concept testing – seven steps
UNIT 4: Product Architecture and Design for Industry and Environment 9 Hours
Product architecture – modularity – implications – establishing architecture – platform planning – system
level design issues; Industrial design – meaning, need – assessing need, impact – industrial design process –
quality assessment
Design for environment – Meaning, need, – DFE process
UNIT 5: Design for Manufacturing & Supply Chain, Prototyping and Robustness 9 Hours
Design for manufacturing and supply chain – Meaning, need, requirements – seven steps; Prototyping –
meaning, need, principles, technologies, planning; Robust Design – Meaning, need, seven step robustness
process; Patents and intellectual property – meaning, need 7 step process
Total: 45 Hours
Reference Books
1. Crawford, “New Products Management”, McGraw Hill, 11th Edition, 2020.
2. Fradin, “Successful Product Design and Management Toolkit”, Wiley, 2019.
3. Lawley, Shure, “Product management for dummies”, Wiley, 2017.
4. Olsen, (2015), “The Lean Product Playbook: How to Innovate with Minimum Viable Products and Rapid
Customer Feedback”, Wiley, 1st Edition, 2015.
5. Ulrich, Eppinger and Yang, “Product Design and Development”, McGraw Hill, 7th Edition, 2020
Page | 90
21GD04 OPERATIONS MODELLING AND SIMULATION 3003
COURSE OVERVIEW
Real time projects requires more cost, effort and time to implement and test, depending on complexity and
sensitivity. Simulation reduces these problems. This course explains how simulation process can help in excelling
business operations by studying the real world processes and modelling them.

CO1 Explain the concept of simulation and be able to give the 3
steps in simulation sequentially
CO2 Apply statistical tools and simulation techniques in cross 3
functional environment
CO3 Analyse supply chain decision making using probability 2 2
CO4 Model and optimize the business systems using advanced 3
simulation software for decision making
CO5 Develop alternative models among waiting line in a service 3
system and make decisions based on the statistical
comparisons
UNIT 1: Process and Simulation 9 Hours

Business Process - Constituents of a process - Basic tools for process design - Introduction to Simulation - Steps in a
Simulation Study - Scope of simulation in operations management.
UNIT 2: Monte-Carlo Simulation Technique 9 Hours
Discrete event simulation – Random number tables - Random number generation – Testing of randomness by Wald-
Walfowitz run test- Manual problems in Service, Quality-Control chart –Project management – General
applications.
UNIT 3: Application of Probability Distribution In Simulation 9 Hours
Histogram-Uniform, Normal and Exponential distribution modelling- Test of Normality – Goodness of fit –
Kolmogorov Smirnov test - Supply chain – Outbound and Inbound logistics - Spreadsheet solutions
UNIT 4: Simulation of Inventory Management Problems 9 Hours

Periodic Review model - Continuous review model - Base stock policy – Software applications.
UNIT 5: Assessing the Alternative Models 9 Hours
Manufacturing process strategies - Waiting line (QUEUING) model strategies - Software application - Statistical
hypothesis techniques - Analysis of Variance Technique – Optimization within simulation
Total: 45 Hours
Reference Books
1. Bandyopadhyay, S., & Bhattacharya, R, “Discrete and Continuous Simulation: Theory and Practice”, CRC Press,
2014.
2. David Hartvigsen, “Simquick: Process Simulation with Excel”, Prentice Hall, 2nd Edition, 2008.
3. Greasley, A, “Simulation Modelling for Business”, Routledge, 2017.
4. Jerry Banks, John S. Carson II, Barry L. Nelson and David M. Nicol, “Discrete-Event System Simulation”, Pearson
Education, 2011.
5. Rubinstein, R. Y., & Kroese, D. P, “Simulation and the Monte Carlo method”, 10th Edition, John Wiley & Sons,
2016.
Page | 91
21GD05 PROJECT MANAGEMENT 3003
COURSE OVERVIEW
This course enables students to understand the fundamental project management concepts, tools and
techniques needed to successfully plan, lead, and run projects in a structured manner.

CO 1 Describe the project management framework and 3
evaluate the organizational structure type
CO 2 Assess the requirements and integrate all the 3
business functional areas
CO 3 Prepare scheduling of a project and estimate cost of 3
a project
CO 4 Relate and assess the impact of various cross 3
functional areas such as quality, HR and
communication in projects
CO 5 Relate and assess the impact of various cross 3
functional areas such as risk management,
procurement and managing stakeholder’s
expectations in projects
UNIT 1 : Project Management Framework 9 Hours

Project Management - Program Management - Portfolio Management -Organizational Structures - Project
Life Cycle
UNIT 2 : Integration Management 9 Hours
Charter - PM Plan - Change Control - Scope Management - Collect Requirements Project Scope – WBS -
Validate and Control Scope
UNIT 3 : Estimating Time and Cost 9 Hours
Activities – Schedule - Estimation of Resources and Estimate Duration – PERT – CPM - Estimate Cost -
Determine Budget and Control Cost - Earned Value Management
UNIT 4 : Manage Quality, Human Resource and Communication 9 Hours
Quality Management – Assurance - Quality Control, HR Management – Plan – Acquire – Develop - Manage HR
- Communication Management
UNIT 5 : Manage Risk, Procurement and Stakeholders 9 Hours
Risk Management- Identification of Risk, Quantitative and Qualitative Risk Analysis - Risk Response
Procurement Management – Plan Conduct, Control and Close - Managing Stake Holders Expectations
Total: 45 Hours
Reference Books
1. Andrew Stellman, “Head First PMP”, Shroff Publishers, 4th Edition, 2018.
2. Kim Heldman, “PMP: Project Management Professional Exam Study Guide”, Wiley, 7th Edition, 2013.
3. Project Management Institute, “A Guide to the Project Management Body of Knowledge”, PMI, 6th Edition,
2018.
4. Rita Mulcahy, “PMP Exam Prep: Rita's Course in a Book for Passing the PMP Exam”, RMC Publications Inc., 9th
Edition, 2018.
5. Vidya Subramanian, “PMP Certification Mathematics”, McGraw Hill Education, 2010.
Page | 92
21GD06 SUPPLY CHAIN MANAGEMENT 3003
COURSE OVERVIEW
This course helps students to identify, understand and handle various supply chain related decisions and
responsibilities in both design and operations related activities

CO1 Identify and explain the various flows in a supply
3 3 3
chain and measure supply chain performance
CO2 Explain the different kinds of products and decide
supply chain fit, decide on make or buy situations and
3 3 3
identify issues related to material flows in a supply
chain
CO3 Explain the issues related to transportation, network
design and placing of various facilities and stock 3 3 3
points
CO4 Explain the various information and information
3 3 3
technology related issues in managing a supply chain
CO5 Understand, explain apply principles of supply chain
3 3 3
integration and supply chain restructuring
UNIT 1: Introduction and Strategic View to Supply Chains 9 hours

Evolution of supply chain-Concepts in supply chain – Importance of supply chain – Enablers of supply chain
performance – Supply chain performance in India; Customer service vs cost tradeoffs, SCM performance
measures: SCOR model, financial data based measures: Supply chain length, supply chain inefficiency, supply
chain working capital productivity
UNIT 2: Supply Chain Configuration 9 hours
Make vs buy decision – Functional vs innovative product – Efficient vs responsive supply chain; Two
approaches to outsourcing – Focal firm vs hollow firm; Market vs hierarchy, sourcing strategy
UNIT 3: Managing Material Flows in Supply Chain 9 hours
Inventory Management – Types of inventory, inventory costs, managing different kinds of stock;
Transportation – Drivers of decision, modes of transport, strategies of distribution; Network Design – Network
optimization, restructuring
UNIT 4: Managing Information Flows in a Supply Chain 9 hours
Demand forecasting – role of forecasting, forecasting methods, forecasting errors, bull whip effect;
Information technology – information requirement, four kinds of functions of IT, impact of information on
inventory
UNIT 5: Supply Chain Innovations 9 hours
Supply chain integration – internal and external, impact, enablers; Supply chain restructuring – process
restructuring, flow restructuring, inventory placement restructuring; Agile supply chains – High demand
uncertainty, five disruptions, dual forecasting, disruption handling; Pricing and revenue management –
multiple customer segment pricing, service level determination, limited capacity situations, pricing under
capacity constraints
Total: 45 Hours
Reference Books
1. Bowersox, Closs, Cooper, “Supply Chain Logistics management”, McGraw Hill, 4th Edition, 2018.
2. Chopra, Meindl, Kalra, “Supply Chain Management”, Pearson Education, 7th Edition, 2018.
3. Coyle, Langley, Novack, Gibson, “Supply Chain management: A Logistics Perspective”, Cengage India Pvt Ltd,
10th Edition, 2019.
4. Janat Shah, “Supply Chain Management: Text and Cases”, Pearson Education, 2nd Edition, 2016.
5. Simchi Levi D, Simchi Levi E, Ravishankar, “Designing and Managing the Supply Chain”, McGraw Hill, 3rd
Edition, 2019.
Page | 93
21GD07 TECHNOLOGY MANAGEMENT 3003
COURSE OVERVIEW
This course makes the students understand the importance of technology in business, evolve the new
framework for aligning the business activities with technology and execute the same in an organization.

CO1 Identify the technology requirements of business
3
activities
CO2 Select the suitable technology for a business 3
CO3 Recognize and integrate the emerging technological
3 3
advancements to business
CO4 Design the new technology based framework for the
centralization of all business activities 3
CO5 Evaluate the organizational performance after

3 2 3
technology adoption
UNIT 1: Technology and its Importance in Business 9 Hours

Definition – Features – Importance – Benefits – Achieving competitive advantage through technology – Types
of technologies – Technology portfolio – Technology life cycle – Technology as an investment
UNIT 2: Management of Technology 9 Hours
Overview - Objectives of MOT - Strategic Management of Technology (SMOT) - Exploitation of Technology -
Principles of MOT - The role of R&D in an organization - New product development process
UNIT 3: Technology Forecasting 9 Hours
Methods of forecasting technology - Technology obsolescence - Technology discontinuity - Technology audit
- Technology scouting
UNIT 4: Absorption and Diffusion of Technology 9 Hours
Technology Transfer - Technology Evaluation - Technology Absorption - Technology Adoption - Technology
Diffusion - Technology Cycles - Technology Commercialization - Business Strategy And Technology Strategy -
Strategy And Strategic Management - Technology Strategy - Linking Business And Technology Strategy
Unit 5: Organizational Structure, Organizational Learning and Leadership 9 Hours
Human resource for managing technology - The importance of organizational structure - The structure of an
innovative organization - The role of a leader in an innovative organization - Risks and uncertainties associated
with technology
Total: 45 Hours
Reference Books
1. Dilak Centindamar, Rob Phaal, David Probert, ”Technology Management: Activities and tools”, Palgrave
Macmillan, 2016.
2. Joseph j.Bambara, “Block Chain: A Practical Guide to developing Business, Law and Technology Solutions”,
McGraw Hill, 2021
3. Ravi Shanker, Tarek Khalil,”Management of Technology , A key to competitiveness and wealth creation”, 2nd
Edition, McGraw Hill Education, 2017
4. Shanker Dubey, Sanjiva“A brief Course on Technology Management”, 2nd Edition, Eastern Economy Edition,
2019
5. Vijaykumar Khurana and Anil K.Saini, “Management of Technology and Innovation”,2nd Edition, Ane Books,
2017.
Page | 94
21GD08 THEORY OF CONSTRAINTS 3003
COURSE OVERVIEW
This course familiarizes the students with the thought and application of constraint analysis and handle
unexpected changes in operations. It provides techniques for improving throughput, reducing backlogs
and process lead times in operations.

CO1 Think critically to identity the goal, what to change, 3
and how to cause the improvement
CO2 Decide the course of action with financial information 3 2
to achieve primary insight of an entrepreneur
CO3 Simplify the task complexities by identifying the core 3
constraint in the manufacturing process
CO4 Use the skill and knowledge to monitor and execute 3
a responsive supply chain
CO5 Use the skill to monitor and execute a project towards 3
completion due date
UNIT 1: Thinking TOC Way 9 Hours

Theory of constraints – Philosophies - Goal of an organization - Appreciation of variability and dependency.
TOC mindset - Pillars -Thinking process - Logically and clearly - Six layers of resistance to change - Goal tree -
Strategic tree - Current Reality Tree, Evaporating cloud, Future Reality Tree-Prerequisite trees - Mafia
marketing offers
UNIT 2: Throughput Accounting 9 Hours
Weighing the decision making by money - TOC Measurements on Productivity-Throughput, Operating
Expenses, Inventory – Problems on identification of the same from the financial transactions - Difference
between TA - Cost accounting - Lean accounting - Cost world vs throughput world - Decision making based on
exposed capacity. Throughput-margin per unit –T per time unit in factory hours.
UNIT 3: TOC Production 9 Hours
Five focusing steps- Type of Constraints. Identifying the physical constraint. Production planning – Drum
buffer rope (DBR) method. Drum buffer and shipping buffer - TOC classification of manufacturing plants.
UNIT 4: TOC Supply Chain Management 9 Hours
Replenishment policy – Addressing the uncertainty - Dynamic buffer management - Aggregation -Responsive
supply chain
UNIT 5: TOC Project Management 9 Hours
Assumptions on Project management – Critical chain project management – Planning and Execution- Buffers
– Fever chart - Throughput Dollar days and Investment Dollar days
Total: 45 Hours
Reference Books
1. Bragg, S. M., “Throughput Accounting: A Guide to Constraint Management”, John Wiley & Sons, 2012.
2. Corbett, T., “Throughput Accounting: TOC's Management Accounting System”, Great Barrington: North river
press, 1998.
3. Dettmer, H. W., “The Logical Thinking Process. A Systems Approach to Complex Problem Solving”, American
Society for Quality, 2007.
4. Goldratt, E. M., “The Goal”, Productivity Press India Ltd, 2002.
5. Sekkizhar J, “Throughput accounting: Numerical solutions from Theory of Constraints”, KiDP publishing, 2020.
Page | 95
21GD09 TOTAL PRODUCTIVE MAINTENANCE AND LEAN MANAGEMENT 3003
COURSE OVERVIEW
The TPM and Lean Management course offers a practical introduction to lean management principles, tools
and techniques. The course is designed to assist the student to implement lean in any business environment
to improve productivity and to reduce waste.

CO 1 Develop critical thinking to identify and solve key 3
issues relating to lean management
CO 2 Apply 5S, value stream mapping / video analysis in 3
manufacturing and service industry
CO 3 Apply key business practices of lean management 3
philosophy in cross functional environment
CO 4 Demonstrate the implementation of total productive 3
maintenance tools in manufacturing and service
industry
CO 5 Prepare and execute action plans using problem 3
solving tools
UNIT 1 : Lean Introduction 9 Hours

Introduction – Background - Lean Thinking - Rules of Gemba, 3M - Seven Wastes - VA and NVA - Principles of
Flow - Learning to See
UNIT 2 : Lean Management Core Concepts 9 Hours
5S Implementation Procedure - Layout Modification - Value Stream Mapping - Video Analysis
UNIT 3 : Lean Tools and Methodologies 9 Hours
Mistake Proofing - Quick Changeover - Kanban - Inventory Management - Visual Management - Kaizen - A3 -
Single Piece Flow vs Batch Production - TAKT/Cycle Time - Balancing the Line
UNIT 4 : Total Productive Maintenance 9 Hours
Introduction to TPM Concept - Objectives and Functions - Developing the TPM Implementation Plan - Pillars
of TPM - TPM organization
UNIT 5 : Scientific Problem Solving 9 Hours
Scientific problem solving - PDCA Cycle - SDCA Cycle, Human and Method Problems - TWI – Introduction - Job
Instruction - Job Relations - Job Methods - TWI and Flow - Follow up Initiatives
Total: 45 Hours
Reference Books
1. James P. Womack and Daniel T. Jones, “Lean Thinking: Banish Waste and Create Wealth in Your Corporation”,
Free Press, 2015.
2. Jeffrey Liker and David Meier, “The Toyota Way Fieldbook”, Tata McGraw Hill, 2005.
3. Jeffrey Liker and David Meier, “Toyota Talent: Developing Your People the Toyota Way”, Tata McGraw Hill,
2007.
4. Masaaki Imai, “Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy”, Tata
McGraw Hill, 2012.
5. Mike Rother, “Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results”, Tata
McGraw Hill, 2009.
6. Pascal Dennis, “Lean Production Simplified: A Plain-Language Guide to the World's Most Powerful Production
System”, Productivity Press, 3rd Edition, 2015
Page | 96
21GD10 TOTAL QUALITY MANAGEMENT 3003
COURSE OVERVIEW
The purpose of this course is to develop hands-on knowledge and skills that are required to manage and
implement any improvement projects, whether in manufacturing, service or any other opportunities. It
enable students to understand quality principles and philosophies, quality tools and techniques and apply
them in practice.

CO 1 Describe the contribution of quality gurus and 3
explain the concept of Total Quality Management
CO 2 Explain the various ISO principles and quality awards 3
towards effective quality management practices
CO 3 Apply quality control techniques using appropriate 3
tools
CO 4 Assess quality control tools, management tools and 3
apply in a business case
CO 5 Evaluate and implement appropriate quality 3
improvement tools and techniques in a business
environment
UNIT 1 : Introduction to Quality Management 9 Hours

Quality Definition - Quality Gurus and their Principles - Deming, Juran and Crosby - Total Quality Management
- Importance of Quality Efforts - Quality Maturity - Service Quality
UNIT 2 : Quality Planning 9 Hours
Quality Policy - Quality Organization - ISO 9000 Principles and Documents - ISO Certification Process -
Extended ISO Certification - Quality Awards
UNIT 3 : Quality Control Tools-Design 9 Hours
Quality Function Deployment - Failure Mode Effect Analysis - Design for Six Sigma
UNIT 4 : Quality Control Tools, Process and Acceptance Sampling 9 Hours
7 Tools of Quality Control - 7 Quality Management Tools - Acceptance Sampling for Variables and Attributes
UNIT 5 : Quality Improvement Tools 9 Hours
Kaizen Principles – PDCA - 5S – TPM - Six Sigma Organization and Process
Total: 45 Hours
Reference Books
1. Besterfield et al, “Total Quality Management”, Pearson Education, 5th Edition, 2018.
2. Joseph M. Juran, “Juran’s Quality Handbook”, McGraw Hill, 5th Edition, 1998.
3. Poornima M Charantimath, “Total Quality Management”, Pearson Education, 3rd Edition, 2017.
4. Stacy Escobar, “Total Quality Management and Six SIGMA”, Clanrye International, Illustrated Edition, 2015.
5. Sunil Sharma, “Total Quality Management: Concepts, Strategy and Implementation for Operational
Excellence”, SAGE Publications Pvt. Ltd, 1st Edition, 2018.
Page | 97
21GE01 E-BUSINESS MODELS 3003
COURSE OVERVIEW
The main objective of this course is to assist students in developing knowledge and skills for managing
information systems that support e-business and provide an overview of processes and management
decisions that are involved in launching, operating and managing business activity on the World Wide Web.

CO1 Understand and explain the business practices of e- 3
commerce and e-business models
CO2 Estimate the e-commerce infrastructure 3 2
requirements for the conduct of e-business
CO3 Analyse the security issues while making payments 3 2
online
CO4 Describe the legal issues and laws governing e- 3
commerce
CO5 Explain online retailing and the relationship between 2 3
e-commerce and supply chain management
UNIT 1 : Introduction to E-Business Models 9 Hours

Overview of E-Business - Information Services - Interpersonal Communication - Shopping Services - Virtual
Enterprises - B2C - B2B - C2C - P2P – M-commerce - Business Models in Emerging E-commerce areas
UNIT 2 : E-Commerce Infrastructure 9 Hours
Internet Environment for E-Commerce - Providers and Vendors of E-Business Software - E-Business Enabling
Technologies - Intranet and Extranet for E-Commerce - Identification and Tracking Tools for E-Commerce -
Overview of Internet Bandwidth and Technology Issues - Electronic Data Interchange (EDI) to E-Commerce
- EDI - UN/EDIFACT Standard
UNIT 3 : Payment and Security 9 Hours
E-commerce Security Environment - Security Threats - Technology Solutions - Encryption Methods - Policies
and Laws - Credit Card Transactions - B2C Digital Payment Systems - B2B Payment Systems
UNIT 4 : Legal Issues 9 Hours
Paper Document vs Electronic Document - Legal Issues for Internet Commerce- Technology for
Authenticating Electronic Document - Laws for E- Commerce in India - EDI Interchange Agreement
UNIT 5 : Retailing and Supply Chain 9 Hours
Online Retail Industry Dynamics - Online Mercantile Models from Customer Perspective - Management
Challenges in Online Retailing - Online Publishing Approach from Customer Perspective - Supply Chain
Management Fundamentals - Intranets and Supply Chain Management - Managing Retail Supply Chains -
Supply Chain Application Software
Total: 45 Hours
Reference Books
1. David Whiteley, “E-Commerce: Strategy, Technologies and Applications”, Indian Edition, McGraw Hill
Publications, 2017.
2. Jelassi, Tawfik, Martínez-López, Francisco J, “Strategies for e-Business - Concepts and Cases on Value Creation
and Digital Business Transformation”, Springer Publications, 2020.
3. Joseph P T, “E-Commerce: An Indian Perspective”, PHI Publications, 5th Edition, 2015.
4. Kenneth C Laudon and Carol Guercio Traver, “E-Commerce – Business, Technology, Society”, Pearson
Publication, 15th Edition, 2019.
5. Urmi Datta & Neha Somani, “E-commerce and Business Communication”, Oxford University Press, 1st Edition,
2017.
Page | 98
21GE02 INFORMATION SECURITY MANAGEMENT 3003
COURSE OVERVIEW
This course introduces the requirements of information security in the digital arena. It explains the
management view of information security, the necessity of security and risk management during information
systems development. The course highlights on the laws and regulations to be enforced for security
management.

CO1 Understand and explain the basic concepts in
3
telecommunications and network security
CO2 Analyse the issues in security governance and risk
3
management
CO3 Prepare a security plan for software development 3
CO4 Design and evaluate a security architecture using
3
cryptography
CO5 Understand and explain the laws and legal
3
regulations governing data storage and security
UNIT 1: Network Security 9 Hours

Telecommunications and Network Security – Securing the Grid – Attacks in Mobile Environments
UNIT 2: Security Governance 9 Hours
Information Security Governance and Risk Management – Security in the Cloud – Digital Rights Management
– Policies, Standards, Procedures and Guidelines – Security Awareness Training
UNIT 3: Security in Software Applications 9 Hours
Application Development Security – Application Issues – Systems Development Controls – Security in the
Software Development Life Cycle
UNIT 4: Cryptography 9 Hours
Cryptography Concepts, Methodologies and Practices – Cloud Cryptography – Security Architecture and
Design – Security Models, Architectures and Evaluation Criteria – Identity and Access Management
Architecture
UNIT 5: Data Storage Security 9 Hours
Data Storage and Network Security – Legal Regulations – Information Law – Investigations – Major Categories
of Computer Crime – Compliance
Total: 45 Hours
Reference Books
1. Abhishek Chopra, Mukund Chaudhary, “Implementing an Information Security Management System - Security
Management Based on ISO 27001 Guidelines”, Apress Publications, 2020.
2. Henry Dalziel, (2015), “Infosec Management Fundamentals”, Elsevier Publications, 2015.
3. Heru Susanto, Mohammad Nabil Almunawar, (2018), “Information Security Management Systems - A Novel
Framework and Software as a Tool for Compliance with Information Security Standard”, Apple Academic Press,
2018.
4. Thomas R.Peltier, (2017), “Information Security Fundamentals”, 2nd Edition, Auerbach Publications, 2017.
5. Tony Campbell, “Practical Information Security Management - A Complete Guide to Planning and
Implementation”, Apress Publications, 2016.
Page | 99
21GE03 MATERIALS MANAGEMENT 3003
COURSE OVERVIEW
This course aims to provide knowledge about effective and efficient purchase, sales, different inventory
policies and models, effective and efficient stores management, goods and invoice receipts. It also gives
opportunity to students to understand the entire process and execute the same using an ERP software.

CO1 Understand and explain the concepts of Enterprise
3
Resource Planning
CO2 Analyse the prerequisites for Sales and Distribution 3
CO3 Demonstrate the Order to Cash business process
3 2
using ERP software
CO4 Analyse the prerequisites and master data creation
3
for Materials Management
CO5 Demonstrate the Purchase to Pay business processing
3 2
using ERP software

Enterprise Resource Planning – Need for an ERP – Benefits from an ERP system – ERP and Enterprise
Applications – Introduction to SAP S/4HANA, The Intelligent Enterprise – Organizational, Master and
Transaction Data Type – Introduction to SAP S/4HANA Navigation
UNIT 2: SD Prerequisites 8 Hours
Introduction to Sales and Distribution - Evolution – Importance – Score and Objectives – Interface with other
functions necessities – Organizational Structure – Customer – Material – Condition Master - Output
UNIT 3: Order to Cash 10 Hours
Order to Cash - Pre-sales Activity – Inquiry – Quotation – Sales Order – Delivery Scheduling (Backward and
Forward) – Shipping & Routing Determination – Availability Check – Pricing – Credit Check – Shipping &
Transportation – Delivery Creation – Delivery Document – Picking, Loading and Packing – Goods Issue – Billing
– Billing Documents and Methods – Payment – Document Flow – Process Debugging
UNIT 4: MM Prerequisites 8 Hours
Materials Management – Evolution – Importance – Score and Objectives – Interface with other functions
necessities – Organizational Structure - Material – Vendor – Purchasing Scenarios -MM Master Data Creation
– Vendor Master Data – Material Master – Purchasing Information Record
UNIT 5: Purchase to Pay 10 Hours
Procure to Pay Process – Purchase Requisition – Requisition Sourcing – Internal Sourcing – Source List -
Outline Agreement - Request for Quotation – Quotation from Vendor – Evaluate Quotations – Vendor
Evaluations - Create Purchase Order Referencing an RFQ – Purchase Order Structure and Output - Goods
Receipt - Material Movements – Effects of Good Receipt - Invoice Processing – Payment to Vendor – Goods
Receipt/Invoice Receipt/Recon Account – Finance & Procurement Integration - Purchase Order History
Total: 45 Hours
Reference Books
1. Christian van Helfterren, “Sales with SAP S/4HANA: Business Process and configuration”, 1st Edition, SAP Press,
2019.
2. Glynn Williams, “Implementing SAP ERP Sales & Distribution”, 1st Edition, McGraw Hill Education (India) Private
Limited, 2017.
3. Jawad Akhtar and Martin Murray, “Materials Management with SAP S4/HANA”, 2nd Edition, SAP Press, 2020.
4. Krishna K Havaldar and Vasant M Cavalw, “Sales and Distribution Management: Text and Cases”, 3rd Edition,
McGraw Hill Education (India) Private Limited, 2017.
5. Stephen N Chapman, J R Tony Arnold, Ann K Gatewood and Lloyd M Clive, “Introduction to Materials
Management”, 8th Edition, Pearson Education Ltd.
Page | 100
21GE04 PRODUCTION PLANNING 3003
COURSE OVERVIEW
The aim of a good production policy is to achieve maximum output with minimum input. It is of vital
importance that production department should be managed to ensure economy in material resources and
production time. This course provides opportunity to students to understand the entire production process
and execute the same using an ERP software.

CO1 Understand and explain the manufacturing process
3
cycle and production planning
CO2 Analyse the prerequisites for the production planning 3
CO3 Demonstrate the MPS and MRP planning process
3 2
using ERP software
CO4 Demonstrate the manufacturing execution process
from production proposal to order settlement using 3 2
ERP software
CO5 Understand and explain warehouse management
concepts and demonstrate logistics executions using 3 2
ERP software

Role and Importance of PPC in various manufacturing systems - Functions of PPC – Manufacturing Process
Cycle – Basics of Production Plan - Capacity Planning - Estimating - Routing - Loading - Dispatching – Expediting
UNIT 2: PP Prerequisites 9 Hours
Introduction Production Planning – Manufacturing Execution (Discrete/Repetitive/Kanban) – Production
Process Industries – Organizational Structure - Material – Bill of Material – Single/Multi/Variant BOM – BOM
Item Categories – Routing – Work Centre – Product Group
UNIT 3: PP Process 9 Hours
Material Planning – Production Planning and Execution – Forecasting – Sales and Operations Planning (SOP)
– Demand Management – Planned/Customer Independent Requirements (PIR/CIR) - Planning Strategies
(MTS/MTO) – Master Production Schedule (MPS) – Material Requirement Planning (MRP) – Net
Requirements - Lot Sizing – Procurement Type – External and Internal Procurement – Output of MRP & Orders
UNIT 4: Manufacturing Execution Process 9 Hours
Manufacturing Execution Process – Production Proposal – Production Order – Schedule – Release –
Availability Check – Schedule and Release – Shop Floor Documents – Material Withdrawal – Confirmations –
Good Receipt – Order Settlement
UNIT 5: Warehouse Management 9 Hours
Introduction to Warehouse Management – Organizational Structure – Master Data (Storage Bin – Material –
Hazard – Batch Master Data) – Process Management and Control - Types of Goods Movements – Transfer
Posting and Stock Transfer – One-Step/Two-Step Procedures – Stock Transport Order – Logistics Execution
(Goods Receipt and Issue) – Picking – Packing – Shipping – Physical Inventory
Total: 45 Hours
Reference Books
1. Elke Roettig, “Inventory Management and Optimization in SAP ERP”, 1st Edition, Rheinwerk Publishing, 2016.
2. Jawad Akhtar, “Production Planning with SAP S/4HANA”, 1st Edition, Rheinwerk Publishing, 2019.
3. Kiran, D.R., “Production Planning and Control: A Comprehensive Approach”, 1st Edition, Butterworth-
Heinemann, 2018.
4. Mukhopadhyay, S. K, “Production Planning and Control: Text and Cases”, 3rd Edition, PHI Learning Pvt. Ltd,
2015.
5. Namita Sachan and Aman Jain, “Warehouse Management with SAP S/4HANA”, 2nd Edition, Rheinwerk
Publishing, 2020.
Page | 101
21GE05 ARTIFICIAL INTELLIGENCE AND INTERNET OF THINGS 3003
COURSE OVERVIEW
The course is designed to introduce students to the concepts of Artificial Intelligence and its application in
business.

CO1 Understand and explain the concept of Artificial
3
Intelligence
CO2 Develop awareness of key components of the
3
artificial intelligence and its role in business
CO3 Develop competency in Artificial Intelligence
3
techniques
CO4 Describe the application of artificial intelligence in
3
business
CO5 Apply Artificial Intelligence to develop cross domain
2 3
working ability
UNIT 1 : Introduction 9 Hours

Introduction to Artificial Intelligence – Artificial Intelligence/Machine Learning/Deep Learning - Application
of Deep Learning in Business-Reinforcement Learning
UNIT 2 : Components of Artificial Intelligence 9 Hours
Improving Operational Effectiveness and Strategic Innovation using Artificial Intelligence - Introduction to
Block Chain - Internet of Things - Quantum Computing
UNIT 3 : Developing Artificial Intelligence Models 9 Hours
Building an AI Powered Business - Data Driven Decision Making
UNIT 4 : Applications of Artificial Intelligence in Business 9 Hours

Application of Artificial Intelligence in Marketing, Sales and Customer Service -Data to Scores - Chat Bots -
Call Centre Rep Automation - Workflow Automation – Ad Content Prediction
UNIT 5 : Implementing Artificial Intelligence 9 Hours
Concept to Implementation - Implementation of Artificial Intelligence Technology – AI platforms - Data
Eco System - Building Expert Teams - Algorithm – Data Feedback System
Total: 45 Hours
Reference Books
1. Adelyn Zhou, Marlene Jia, Mariya Yao, “Applied Artificial Intelligence: A Handbook for Business Leaders”,
Topbots, 2018.
2. Ajay Agrawal, Joshua Gans , Avi Goldfarb, LJ Ganser, “Prediction Machines: The Simple Economics of Artificial
Intelligence”, Audible Studios, 2018.
3. Doug Rose, (2018), “Artificial Intelligence for Business: What You Need to Know about Machine Learning and
Neural Networks”, Chicago Lakeshore Press, 1st Edition, 2018.
4. Katie King, “Using Artificial Intelligence in Marketing: How to Harness AI and Maintain the Competitive Edge”,
Kogan Page, 1st Edition, 2019.
5. Prabhat Kumar, “Artificial Intelligence: Reshaping Life and Business”, BPB Publications, 1st Edition, 2019.
Page | 102
21GE06 DATA VISUALIZATION 3003
COURSE OVERVIEW
This course introduces the art and science of turning data into readable graphics. Students will also learn to
evaluate the effectiveness of visualization designs, and think critically about each design decision, such as
choice of color and choice of visual encoding
CO1 Explain data visualization process and explore different
types of visualization and how humans perceive 3
information.
CO2 Implement principles of design and color to make
visualizations more engaging and effective and apply
3
techniques from user-interface design to create an
effective visualization system.
CO3 Develop Data Models and use the DAX Formula
language and M language to develop POWERFUL 3
calculations
CO4 Design visualization system for large datasets and
dashboards using tableau and power BI , Python and R, 3
interpret the visualization created from the data set
CO5 Build professional-quality business intelligence reports
2
from the ground up and share for collaboration
UNIT 1: Data Visualization –A primer of Business Intelligence 8 Hours

Business Intelligence - Data Visualization Evolution and Characteristics – Importance of Data Visualization –
Data Visualization Process - Data Visualization Tools and Software - Data Visualization Techniques – Best
Practices in Data Visualization
UNIT 2: Data visualization Using Tableau – Basics 9 Hours
Introduction to Tableau – Tableau interface & Architecture – Data connections & Data Sources – Preparation
of Data – Exploring and analyzing data – Creating basic charts – Apply analytics to a worksheet – Creating
Groups and Hierarchies - Mapping -Sharing Insights
UNIT 3: Data visualization Using Tableau – Advanced 9 Hours
Advanced calculations - Parameters – Special Charts - Creation of Dashboards – Dashboard Actions -Story
Boards Preparation - Sharing the work – Profile creation in Tableau Public
UNIT 4: Reports & Dashboards using Power BI 10 Hours
Power BI introduction – Power BI Architecture & Process – Connecting Power BI with different Data Sources
– Power Query for Data transformation- Data Modelling in Power BI – Reports – Visualization types in Power
BI – Statics and Live Dashboards- Data Refresh & Security
UNIT 5: Visualizing through R , Python & Qlikview 9 Hours
Grammar of Graphics – GGplot and visualizations using R – Advanced visualizations using matplotlib, seaborn
and pyplot – Qlikview overview
Total: 45 Hours
Reference Books
1. Cole Nussbaumer Knaflic, “Storytelling with Data: A Data Visualization Guide for Business Professionals”,
Amazon Asia-Pacific Holdings Private Limited, 2015.
2. Devin Knight, “Microsoft Power BI Complete Reference: Bring your data to life with the powerful features of
Microsoft Power BI”, Packt Publishing, 2018.
3. Eric Pimpler, “Data Visualization and Exploration with R: A practical guide to using R, R Studio, and Tidyverse
for data visualization, exploration, and data science applications”, Amazon Asia-Pacific Holdings Private
Limited, 2017.
4. Ryan Sleeper, “Practical Tableau”, O'Reilly Media, 2018.
5. The Open University, “Visualization: Visual representations of data and information”, Amazon Asia-Pacific
Holdings Private Limited, 2016.
Page | 103
21GE07 MACHINE LEARNING 3003
COURSE OVERVIEW
The course is designed to introduce students to machine learning algorithms from both theoretical and
practical perspective, and gain experience of building predictive models using large datasets.

to
CO1 Understand and explain the various concepts of
3
machine learning and artificial intelligence
CO2 Employ supervised machine learning techniques
3
to build classification models
CO3 Devise strategies using advanced machine
3
learning techniques
CO4 Understand and explain the concept of artificial
3
neural network and apply it predictive modelling
CO5 Identify trend and seasonality components and
3
build predictive models for time series forecasting
UNIT 1 : Introduction 9 Hours

Introduction to Machine Learning – Artificial Intelligence – Deep Learning - Practical Applications of
Machine Learning, Artificial Intelligence, Deep Learning – Dimensionality Reduction Techniques – Factor
Analysis
UNIT 2 : Supervised Machine Learning Techniques 9 Hours
Conjoint Analysis – Full/fractional factorial design, choice cards, attribute Importance. Linear Discriminant
Analysis - Fisher’s method, Mahalanobis method, Standardised coefficients, Unstandardised coefficients,
Structured coefficients. Naïve Bayes – Bayes theorem, conditional probability, building naïve bayes
classifier
UNIT 3 : Advanced Supervised Machine Learning Techniques 9 Hours
Random Forest – Out of bag error rate, variable importance, tuning hyperparameters. SVM – hyperplanes
and support vectors, SVM model building. Ensemble Methods – bagging, boosting, adaboost, gradient
boosting, extreme gradient boosting, bias variance trade off, Synthetic minority oversampling technique.
UNIT 4 : Artificial Neural Networks 9 Hours
Neural networks – Neural network model building – Perceptron – Bias – Activation Function – Hidden
layers – Forward Propagation – Backward Propagation – Introduction to Convolutional Neural Network
and Reinforcement Learning
UNIT 5 : Time Series Analysis 9 Hours
Visualizing time series data - Components of Time Series Data - Stationarity of the Data - Differencing the
Time Series – Time Series Models - Simple Exponential Smoothing, Double Exponential Smoothing, Holt’s
Model, Holt Winters – additive model, multiplicative model - Auto-Regressive Integrated Moving Average
Model Building - Residual Analysis - Auto ARIMA Model
Total: 45 Hours
Reference Books
1. Daniel T.Larose and Chantal D, Larose, “Data Mining and Predictive Analytics”, Wiley, 2nd Edition, 2018.
2. Dean Abbot, “Applied Predictive Analytics- Principles and techniques for the professional data analyst”, Wiley,
2018.
3. Efraim Turban, Ramesh Sharda, Dusun Delen, “Business Intelligence and Analytics- Systems for Decision
support”, Pearson, 10th Edition, 2018.
4. Gordon S.Linoff, Micheal J.A.Berry, “Data Mining Techniques”, Wiley, 3rd Edition, 2017.
5. Mehmed Kantardzic, “Data Mining- Concepts, Models, Methods and Algorithms”, Wiley, 2nd Edition, 2018.
Page | 104
21GE08 PRESCRIPTIVE ANALYTICS 3003
COURSE OVERVIEW
This course aims to cover procedures for formulating business problems into mathematical models. It further
enables students’ to solve business problems by taking actionable decisions using mathematical optimization
techniques.

CO1 Understand and explain the concept of prescriptive
2 3
analytics and prescribe the path of business solution
CO2 Devise the business problems into specific
2 3
optimization cases
CO3 Solve a business case using exact optimization
3
methods.
CO4 Evaluate the feasible solutions and reduce to
3
comparable finite solutions
CO5 Demonstrate holistic optimization to achieve the goal
3 3
of a complex system
UNIT 1: Lineage of Prescriptive Analytics 9 Hours

Introduction to prescriptive analytics –Descriptive vs Predictive vs Prescriptive analytics - Disciplines that
contribute to prescriptive analytics – Machine Learning, Computer Vision, Natural Language Processing, Signal
Processing, Image Processing- Need of global optimum solution in Business scenarios - Expert System
UNIT 2: Operation and Supply Chain Analytics 9 Hours
Route profitability analysis and optimization – Fleet management – Network planning –– Network and
capacity optimization – Capacity and pricing analysis - Monte carlo Simulation
UNIT 3: Exact Optimization 9 Hours
Linear programming - Integer programming – Dynamic programming – Constraint programming - Decision
Analysis
UNIT 4: Heuristic-Meta Heuristics Optimization 9 Hours
Heuristic - Greedy algorithm for Travelling salesman problem; Meta Heuristic-Local search heuristic-
Simulated annealing -Population-based metaheuristics-Evolutionary computations – Genetic algorithm
UNIT 5: Holistic Optimization 9 Hours
Multiple criteria decision making -Analytic Hierarchy process- Approximation Methods- Scalar Method –
Aggregation – Weighted matrix eConstraint- Multi objective optimization-– Goal programming - Pareto
efficiency
Total: 45 Hours
Reference Books
1. Andre Milchman, Noah Fang, “Prescriptive Analytics: A Short Introduction to Counterintuitive Intelligence”,
CreateSpace Independent Publishing Platform, 2018.
2. Dursun Delen, “Prescriptive Analytics: The Final Frontier for Evidence-Based Management and Optimal
Decision Making”, Pearson Education, 2019.
3. Gerard Blokdyk, “Prescriptive Analytics”, CreateSpace Independent Publishing Platform, 2017.
4. James Evans, “Business Analytics”, Pearson Publications, 2nd Edition, 2018.
5. Peter Bull, Carlos Centurion, Shannon Kearns, Eric Kelso, Nari Viswanathan, “Prescriptive Analytics for Business
Leaders”, Independent Publisher, 2017.
Page | 105
21GE09 PYTHON PROGRAMMING FOR ANALYTICS 3003
COURSE OVERVIEW
This course introduces procedural programming for data analytics using Python language. It provides
practical exposure to building machine learning models using Python and also introduces TensorFlow
module to develop deep learning models.

to
CO1 Understand and explain the syntax, objects and
3
functions of python programming
CO2 Employ python libraries like numpy and pandas for
3
data handling
CO3 Design and interpret visualization models using
data visualization libraries like matplotlib, seaborn 3
and plotly
CO4 Employ python statistical libraries for predictive
3
model building
CO5 Develop basic deep learning models using
3
Tensorflow
UNIT 1 : Introduction to Python 9 Hours

Python Overview – Environment Setup – Jupyter Notebook –Working Directory - Syntax, comments,
variables, datatypes - numbers, strings, Booleans, operators, lists, tuples, sets, dictionaries – Operators in
Python – Branching statement in Python functions, lambda, array, classes, objects, python dates, string
formatting
UNIT 2 : Python For Data Analysis 9 Hours
Python Libraries – Numpy – Vector and Matrix indexing, slicing, shape, reshape, joint split, sort filter, copy
vs view - Random numbers; Pandas Library – Creating Dataframe, Slicing and Dicing the Data Frame, .loc
and iloc, Adding Columns to Data Frame, Dropping Rows and Columns, Sorting Dataframe, Grouping the
Data, Data cleaning and pre-processing
UNIT 3 : Data Visualization using Python 9 Hours
Matplotlib Library –Histogram, Scatter Plot, Pie Chart, Area Chart, Meshgrid, Quiver Plot, Contour Plot;
Seaborn Library - Count Plot, Bar Plot, Point Plot, Violin Plot, Swarm Plot, Rug Plot, Cat plot; Introduction
to Plotly – Animated plots
UNIT 4 : Model Building using Python 9 Hours
Statistical libraries for model building – Random forest, Support vector machines, Ensemble methods
UNIT 5 : TensorFlow 9 Hours
TensorFlow Basics – Introducing Tensors – Directed Graph – Visualizing a graph – Estimator API – Feature
Extraction - Train a model – Simple programs in Tensor Flow - Deep learning with Tensorflow
Total: 45 Hours
Reference Books
1. Camm, Cochran, Fry, Ohlmann, Andeson, Sweeny, Williams, “Essentials of Business Analytics”, Cengage
Learning, 2019.
2. Nishant Shukla, “Machine Learning with Tensorflow”, Manning Publications, 1st Edition, 2018.
3. Sebastian Raschka, Vahid Mirjalili, “Python Machine Learning”, Packt Books, 2nd Edition, 2017.
4. Wes McKinney, “Python for Data Analysis: Data Wrangling with Pandas, Numpy and IPython”, O’Reilly Media,
2nd Edition, 2017.
5. Yehezkel S.Resheff, Itay Lieder, “Learning with Tensorflow: A Guide to Building Deep Learning Systems”,
O'Reilly Media, 1st Edition, 2017.
Page | 106

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PSG COLLEGE OF TECHNOLOGY

COIMBATORE - 641 004

MASTER OF BUSINESS ADMINISTRATION

2021 SCHEMA AND SYLLABUS

Program Educational Objectives

PEO1 : To be a competent manager

PO1 : Competent in communication at interpersonal and organizational level

2021 REGULATIONS OF MBA DEGREE PROGRAMMES

1. a. PRELIMINARY DEFINITIONS AND NOMENCLATURE

In the following Regulations, unless the context otherwise requires

iii. “University” means Anna University, Chennai.

b. CONDITIONS FOR ADMISSION

2. DURATION OF THE PROGRAMME

ix. Course Enrollment and Registration:

Contact Period per week Credits

5. REQUIREMENTS OF ATTENDANCE AND PROGRESS

 Shall secure not less than 75% attendance in that course

b) his/her academic progress has been satisfactory and

c) his/her conduct has been satisfactory.

7. PROCEDURE FOR REJOINING THE PROGRAMME

8. ASSESSMENT AND PASSING REQUIREMENTS

a. Relative Grading System

n – Number of students who passed in that particular course.

Total Mark, M secured by the Relative

µ+0.52σ ≤ M < µ+1.5σ A+ 9

µ − 0.25σ ≤ M < µ+0.52σ A 8

µ –1.08σ ≤ M < µ−0.25σ B+ 7

b. Absolute Grading System

Range of percentage of Letter grade Grade

viii. Passing a course:

For MBA (WM&SE), a maximum of two electives can be done online.

ix. Supplementary Examinations:

ii. no disciplinary action is pending against the student.

10. CLASSIFICATION OF DEGREE

A) FIRST CLASS WITH DISTINCTION:

 Should have secured a CGPA of not less than 8.50

 Should have secured a CGPA of not less than 7.

11. WITHDRAWAL FROM EXAMINATION

12. TEMPORARY BREAK OF STUDY

21GM17 Spreadsheet Applications 0 0 2 1 100 - 100 EEC

21GM29 Active Learning Program – 0 0 4 2 100 - 100 EEC

21GM31 Summer Internship 0 0 8 4 100 - 100 EEC

21GM32 Strategic Management 0 0 6 3 100 - 100 PC

21GM41 Entrepreneurship and New 0 0 4 2 100 - 100 EEC

21_____ Elective 7 3 0 0 3 50 50 100 PE

Finance Electives 21GC03 Customer Relationship

CO # CO-PO MAPPING PO1 PO2 PO3 PO4 PO5 PO6

Understand the fundamentals of management and

UNIT 1: Management Concepts 15 Hours

CO # CO-PO MAPPING PO1 PO2 PO3 PO4 PO5 PO6

UNIT 1: The Dynamics and Challenges of Business Environment 9 Hours

CO # CO-PO MAPPING PO1 PO2 PO3 PO4 PO5 PO6

UNIT 1: Demand and Supply - Consumer Behaviour 9 Hours

UNIT 1: Communication Framework 16 Hours

CO # CO-PO MAPPING PO1 PO2 PO3 PO4 PO5 PO6

CO2 Analyse the financial performance of a firm by using 3

CO4 Evaluate managerial decisions using cost data 3

CO5 Apply accounting knowledge for planning and control 3 3

UNIT 1: Corporate Financial Statements 12 Hours