Final MBA Syllabus 13 Aug 2022

NEP and Learning Outcomes based Curriculum Framework
(LOCF)
For
Postgraduate Programme
Master of Business Administration
(Applicable from the Academic Session 2022-23)
Department of Management
Gurugram University, Gurugram (Haryana)
(A State Govt. University Established Under Haryana Act 17 of 2017)
Table of Contents
S. No. Particulars Page No.
1 About the Department 3
2 Programme Outcomes 4
3 Programme Specific Outcomes 5-6
4 Postgraduate Attributes 7
5 Qualification descriptors 8
6 Scheme of Programme 9
7 Learning Outcome Index 10-11
8 Course Outcomes and Mapping Matrix 12
9 Scheme of Examination 13 -20
10 Detailed Syllabus 21-144
2
1. About The Department
Established in 2018, the Department of Management aims at developing

global citizens of tomorrow through research, innovation, life skills,
technical skills, and ethical training. The Department focuses on the
education ecosystem through enshrined core values of intellectual
excellence, collegiality, diversity, and integrity. As of today, it offers
two-year full time MBA (General), MBA(Integrated), MBA (Hospitality
Management), Post graduate diploma in Data Analytics, Post Graduate
Diploma in digital Marketing and Ph.D. programme from the University
campus. The courses offer a unique and inspirational academic model
designed to match the international standards. A wide spectrum of
programs is paired with flexibility, experiential learning, and
interdisciplinary orientation. The Department has a dynamic academic
fraternity drawn from top universities nationally and internationally. The
Department is the epitome of excellence and has created dynamic
industry leaders and aspires to develop into a destination of choice for
future managers. Department attracts a great diversity of students who
have the drive, confidence, and a burning desire to advance the progress
for business and society. Students here get the platform to train
themselves with a view to face the challenges of the corporate world with
confidence. Special emphasis is given to their holistic development
through a healthy and collaborative learning environment. An integrated
approach that combines field work, case studies, presentations and group
discussions is followed by the department to inculcate pedagogical and
conceptual knowledge along with practical exposure of management
concepts and theories in students.
3
2. Programme Outcomes
Programme Outcomes (PO) of Post Graduate Programmes/Courses in the Faculty of Commerce
and Management, Gurugram University, Gurugram are as under:
PO1 Self-Directed Learning: Develop the ability to work independently as well as
effectively in the changing environment.
PO2 Problem Solving: Visualize, conceptualize, articulate and solve complex problems
through experimentation and observation using theoretical framework of social
science disciplines.
PO3 Critical Thinking and Scientific Enquiry: Critically analyse everyday problems
faced by the society, evaluate specific policy proposals, compare arguments with
different conclusions to a specific societal issue and assess the role played by
assumptions in such arguments. Develop the capability of defining problems,
formulate hypothesis, collect relevant data, develop empirical evidence, and interpret
the results of such analyses.
PO4 Usage of Analytical Tools: Develop the ability to apply appropriate
quantitative/qualitative used in social science disciplines along with ICT, softwares
etc.
PO5 Specialization and Employability: Develop deeper understanding, creativity,
originality, and critical skills in chosen specialized areas of social science
disciplines leading to employability.
PO6 Life Skills: Articulate and apply ethics, values and ideals that demonstrate awareness
of current societal challenges leading to better quality of life.
PO7 Leadership: Build skills to work as part of a team and lead others, setting directions
and formulating inspiring vision.
PO8 Communication: Communicate conclusions, interpretations, and implications
clearly, concisely and effectively, both orally and in writing for different types of
audiences.
4
3. Programme Specific Outcomes (PSOs)
The MBA is a highly prominent management programme of modern times and

prepares the participants for taking up middle and top-level challenging executive
assignments in private and public sectors. Accordingly, they are imparted adequate
conceptual knowledge and practical training in various functional areas of
management i.e., Finance, Marketing, Organizational Behaviour and Human
Resource Management, Data Analytics, and supply chain management. MBA
programme is two years programme divided into four semesters. The programme is
aimed at following outcomes:
PSO1 Business Environment and Domain Knowledge (BEDK): Economic,

legal, and social environment of Indian business. Graduates are able to
improve their awareness sand knowledge about functioning of local and
global business environment and society. This helps in recognizing the
functioning of businesses, identifying potential business opportunities,
evolvement of business enterprises and exploring the entrepreneurial
opportunities.
PSO2 Critical thinking, Business Analysis, Problem Solving and Innovative
Solutions (CBPI): Competencies in quantitative and qualitative
techniques. Graduates are expected to develop skills on analyzing the
business data, application of relevant analysis, and problem solving in
other functional areas such as marketing, business strategy and human
resources.
PSO3 Global Exposure and Cross-Cultural Understanding (GECCU):
Demonstrate a global outlook with the ability to identify aspects of the
global business and Cross-Cultural Understanding
PSO4 Social Responsiveness and Ethics (SRE): Developing responsiveness to
contextual social issues/ problems and exploring solutions, understanding
business ethics and resolving ethical dilemmas. Graduates are expected to
identify the contemporary social problems, exploring the opportunities for
5
social entrepreneurship, designing business solutions and demonstrate
ethical standards in organizational decision making. Demonstrate
awareness of ethical issues and on distinguish ethical and unethical
behaviors.
PSO5 Effective Communication (EC): Usage of various forms of business
communication, supported by effective use of appropriate technology,
logical reasoning, articulation of ideas. Graduates are expected to develop
effective oral and written communication especially in business
applications, with the use of appropriate technology (business
presentations, digital communication, social network platforms and so
on).
PSO6 Leadership and Teamwork (LT): Understanding leadership roles at
various levels of the organization and leading teams. Graduates are
expected to collaborate and lead teams across organizational boundaries
and demonstrate leadership qualities, maximize the usage of diverse skills
of team members in the related context.
6
4. Postgraduate Attributes
• Disciplinary Knowledge
• Creative and Critical Thinking
• Reflective Thinking
• Problem Solving
• Analytical Reasoning
• Communication Skills
• Research Skills
• Life Skills
• Multicultural Competence
• Moral and Ethical Values
• Life-long Learning
• Global Competence
7
5. Qualification Descriptors
• Students shall be admitted to a two-year programme with the second year devoted
entirely to specialization for those who have completed the three-year Bachelor’s
programme
• Students completing a four-year Bachelor’s programme with Honours, may be
admitted to a one-year Master’s programme.
• A programme of study leading to the MBA degree is open to those who have met the
entrance requirements, including specified levels of attainment, in the programme
admission regulations. Admission to a programme of study is based on the evaluation
of documentary evidence (including the academic record) of the applicant’s ability to
undertake MBA study.
8
6. Scheme of Programme
MBA - a four-semester postgraduate programme is of 102 credits; weightage consisting of Core

Courses (CC), Skill Enhancement Courses (SEC), Ability Enhancement Courses (AEC),
Value Addition Courses (VAC) , Discipline Specific Elective Courses (DSEC), and General
Elective Courses (GEC).
Course and Credit Scheme
Skill Ability Value Addition Discipline Specific

Semest General Elective Total
Core Courses (CC) Enhancement Enhancement Courses Elective Courses Credits
er Courses (GEC)
Courses (SEC) Courses (AEC) (VAC) (DSEC)
No. of Total No. of Total No. of Total No. of Total No. of Total No. of Total
Courses Credits Courses Credits Courses Credits Courses Credits Courses Credits Courses Credits
I 5 19 1 4 1 2 1 2 - - - - 27
II 5 18 1 4 1 2 - - 1 2 - - 26
III 2 6 1 4 1 2 - - 1 2 4 12 26
IV 1 3 1 6 1 2 - - - - 4 12 23
Total 13 46 4 18 4 8 1 2 2 4 8 24 102
Skill Ability Discipline

Value General
Enhanc Specific
Core Enhan Addition Elective
Total Credits
46 18 ement 8 Courses 2 Courses
4 Elective 24 102
cement Courses Courses
(VAC) (GEC)
Credits (AEC) (DSEC)
Ability Value Discipline

Skill General Specific
Enhanc Additio
Core Enhanc Elective
%age Credits
45 ement
18 ement 8 n 2 Courses
4 Elective 23 100.00
Courses Courses Courses
Credits (GEC)
(AEC) (VAC) (DSEC)
9
7. Learning Outcome Index
Seme PSO
ster PSO1 PSO2 PSO3 PSO4 PSO5 PSO6 PSO7 PSO8
Course No.
1st 221MGCC1 ✓ ✓ ✓ ✓
221MGCC2 ✓ ✓ ✓ ✓
221MGCC3 ✓ ✓ ✓ ✓
221MGCC4 ✓ ✓ ✓ ✓
221MGCC5 ✓ ✓ ✓
221MGAEC1 ✓ ✓ ✓
221MGSEC1 ✓ ✓ ✓
221MGVAC1 ✓ ✓ ✓
2nd 222MGCC1 ✓ ✓ ✓
222MGCC2 ✓ ✓ ✓ ✓
222MGCC3 ✓
222MGCC4 ✓ ✓ ✓
222MGCC5 ✓ ✓ ✓ ✓
222MGAEC1 ✓ ✓
222MGSEC1 ✓
222MGGEC1 ✓ ✓
3rd 223MGCC1 ✓ ✓ ✓
223MGCC2 ✓ ✓
223MGAEC1 ✓ ✓ ✓
223MGSEC1 ✓ ✓ ✓
223MGGEC1 ✓ ✓ ✓
223MGDSEMM1 ✓ ✓ ✓ ✓ ✓
223MGDSEMM2 ✓ ✓ ✓ ✓
223MGDSEMM3 ✓ ✓ ✓ ✓
223MGDSEFM1 ✓ ✓
223MGDSEFM2 ✓ ✓ ✓
223MGDSEFM3 ✓ ✓
223MGDSEHRM1 ✓ ✓ ✓ ✓
223MGDSEHRM2 ✓ ✓ ✓ ✓
223MGDSEHRM3 ✓ ✓ ✓ ✓ ✓
223MGDSESCOM1 ✓ ✓ ✓
223MGDSESCOM2 ✓ ✓ ✓
223MGDSESCOM3 ✓ ✓ ✓ ✓ ✓
223MGDSEBA1 ✓ ✓ ✓ ✓
223MGDSEBA2 ✓ ✓ ✓
223MGDSEBA3 ✓ ✓ ✓ ✓ ✓
223MGDSEHCM1 ✓ ✓ ✓
223MGDSEHCM2 ✓ ✓ ✓
223MGDSEHCM3 ✓ ✓ ✓ ✓ ✓
10
4th 224MGCC1 ✓ ✓ ✓
224MGAEC1 ✓ ✓ ✓ ✓
224MGSEC1 ✓ ✓ ✓
224MGDSEMM1 ✓ ✓ ✓ ✓ ✓
224MGDSEMM2 ✓ ✓ ✓
224MGDSEMM3 ✓ ✓ ✓ ✓ ✓
224MGDSEFM1 ✓ ✓ ✓ ✓ ✓ ✓
224MGDSEFM2 ✓
224MGDSEFM3 ✓ ✓ ✓ ✓ ✓
224MGDSEHRM1 ✓ ✓ ✓
224MGDSEHRM2 ✓ ✓ ✓
224MGDSEHRM3 ✓ ✓ ✓ ✓ ✓
224MGDSESCOM1 ✓ ✓ ✓ ✓
224MGDSESCOM2 ✓ ✓ ✓ ✓
224MGDSESCOM3 ✓ ✓ ✓ ✓ ✓
224MGDSEBA1 ✓ ✓ ✓
224MGDSEBA2 ✓ ✓ ✓ ✓
224MGDSEBA3 ✓ ✓ ✓ ✓ ✓
224MGDSEHCM1 ✓ ✓ ✓ ✓
224MGDSEHCM2 ✓ ✓ ✓ ✓
224MGDSEHCM3 ✓ ✓ ✓ ✓ ✓
11
8. Course Outcomes and Mapping Matrix:
• Each Course of the MBA Programme results in few Course/Learning Outcomes (COs)
which are broadly mapped or associated with POs as well as PSOs.
• Mapping is a process of representing the correlation between COs and POs, COs and
PSOs in the scale of 1 to 3 as follows.
Scale of Mapping between COs and POs & COs and PSOs
Scale 1 If the contents of course have low correlation (i.e. in agreement
with the particular PO to a small extent) with the particular
Programme outcome.
Scale 2 If the contents of course have medium correlation (i.e. in agreement
with the particular PO to a reasonable extent) with the particular
Programme outcome.
Scale 3 If the contents of course have strong correlation (i.e. in agreement
with the particular PO to a large extent) with the particular
Programme outcome
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First Year First Semester (Total Credits: 27, Marks -700)
External
External/
Marks Internal Assessment
Total Credit
Course Code Course Title Marks/
Practical Marks (L-T-P)
(Theory) Workshop/Practical
Marks
Core Courses
Management
Principles and
Organizational
221MGCC1 70 30 - 100 4-0-0
Behaviour OR
Equivalent MOOC
Course**
Managerial
221MGCC2 70 30 - 100 4-0-0
Economics
Statistics for
221MGCC3 70 30 - 100 4-0-0
Managerial Decisions
Accounting for
221MGCC4 70 30 - 100 4-0-0
Managers
Business
Environment and
Sustainability
221MGCC5 (Blended Learning 70 30 - 100 3-0-0
Mode) OR
Equivalent MOOC
Course**
Ability Enhancement Course
PLP* Module-I-
‘Communication
221MGAEC1 - 50 - 50 2-0-0
Skills’ (Blended
Learning Mode)
Skill Enhancement Course
Business Excel OR
221MGSEC1 Equivalent MOOC - 50 (P) 50 (P) 100 0-0-4
Course**
**Each student is required to opt one course from MOOC for 4 credits. The student is required to
submit the passing certificate of the same to the department.
Value Addition Course
Management
Lessons Through
Ancient Wisdom - - - 50 2-0-0
(Blended Learning
221MGVAC1 Mode)
Total 700 27
Notes:
1. PLP stands for Personal Leadership Programme
2. It is mandatory to teach at least two cases per subject per semester.
13
3. Spreadsheet is the recommended software for doing basic calculations in subjects applicable,
hence shall be used for teaching, practice, problem solving and assignments during all the four
semesters.
4. The duration of all the end term theory examinations shall be 3 hours
First Year Second Semester (Total Credits: 26, Marks - 700)
External
Internal External/
Marks
Assessment
Total Credit
(Theory) Workshop/
Practical Marks
Core Courses
222MGCC1 Business Research Methods 70 30 - 100 4-0-0
222MGCC2 Financial Management 70 30 - 100 4-0-0
222MGCC3 Marketing Management 70 30 - 100 3-0-0
Human Resource Management
(Blended Learning Mode)
222MGCC4 70 30 - 100 3-0-0
OR Equivalent MOOC
Course**
Production & Operations
222MGCC5 70 30 - 100 4-0-0
Management

PLP* Module-II- ‘Corporate
222MGAEC1 Working Skills' (Blended - 50 - 50 2-0-0
Learning Mode)
Foundation of Business
222MGSEC1 Analytics OR Equivalent - 50 (P) 50 (P) 100 0-0-4
MOOC Course**
**Each student is required to opt one course from MOOC for 4 credits. The student is required
to submit the passing certificate of the same to the department.
General Elective Course
General Elective ***

35 15 - 50 2-0-0
/Open Elective ***
222MGGEC1
***Each student is required to opt one course from the pool of Open/General Elective Courses
provided by the University, excluding the Open Elective Courses offered by Department of
Management.
700 26
Total
14
Notes:
1. PLP Stand for Personal Leadership Programme.
semesters.
Summer Training: At the end of second semester, all the students will have to undergo summer
training of 8 weeks with an industrial, business or service organization. The condition of
successfully completing the programme shall not be deemed to have been satisfied unless a student
undergoes summer training under the supervision of faculty from the department the department.
Each student will be required to submit a summer training report to the department for the work
undertaken for evaluation in the third semester. Internal evaluation of 50 marks will be based on
seminar presentation before the committee of three members constituted by Dean of the
Department and remaining 50 marks will be awarded by external examiner after evaluation of
summer training report.
Exit Policy: For MBA programme, there shall only be one exit point that is, at the end of the first
year of the MBA programme after successful earning of 53 credits of First and Second semesters.
Students who exit after the first year shall be awarded the Post-Graduate Diploma in Management.
MBA 2 Year: 3rd Semester (Total Credits: 26, Marks - 800)
After completing 1st and 2nd Semester, students are required to choose any two specialization
areas offered under dual specialization scheme. The specialization area opted in Third Semester
would remain same in Fourth semester also. For introducing a particular specialization in third
semester, there must be at least 10 students having opted that specialization.
External
Internal External/
Marks
Assessment
Total Credit
(Theory) Workshop/Pra
ctical Marks
Core Courses
Strategic Management
(Blended Learning
223MGCC1 70 30 - 100 3-0-0
Mode**) OR Equivalent
MOOC Course**
15
Business Law (Blended
223MGCC2 70 30 - 100 3-0-0
Learning Mode)
PLP* Module-III-
‘Networking Skills'
223MGAEC1 (Blended Learning - 50 - 50 2-0-0
Mode) OR Equivalent
MOOC Course**
**Each student is required to opt one course from MOOC for 2 credits. The student is required to submit the passing
certificate of the same to the department.

223MGSEC1 Summer Training Report - 100 ----- 100 4-0-0
General Elective /Open

35 15 - 50 2-0-0
Elective ***
223MGGEC1
***Each student is required to opt one course from the pool of Open Elective Courses provided by the University,
excluding the Open Elective Courses offered by Department of Management.
Discipline Specific Electives Courses (specialization areas offered under dual specialization scheme)
Specialization: Marketing Management (Two Electives from Specialization offered by Department in the
semester)
223MGDSEMM1 Digital Marketing 70 30 - 100 3-0-0
Customer Relationship
223MGDSEMM2 70 30 - 100 3-0-0
Management
Consumer Behaviour
223MGDSEMM3 70 30 - 100 3-0-0
Analysis
Specialization: Finance Management (Two Electives from Specialization offered by Department in the semester)
Security Analysis and
223MGDSEFM1 70 30 - 100 3-0-0
Portfolio Management
Management of Financial
223MGDSEFM2 70 30 - 100 3-0-0
Markets and Institutions
Corporate
223MGDSEFM3 Restructuring and 70 30 - 100 3-0-0
Business Valuation
Specialization: Human Resource Management (Two Electives from Specialization offered by Department in the
semester)
Compensation and
223MGDSEHRM1 70 30 - 100 3-0-0
Benefits Administration
Industrial Relations and
223MGDSEHRM2 70 30 - 100 3-0-0
Labor Laws
Learning and
223MGDSEHRM3 70 30 - 100 3-0-0
Development
Specialization: Operations and Supply Chain Management (Two Electives from Specialization offered by
Department in the semester)
Operations and Supply
223MGDSESCOM1 70 30 - 100 3-0-0
Chain Management
Procurement and
223MGDSESCOM2 70 30 - 100 3-0-0
Logistics Management
16
Total Quality
223MGDSESCOM3 70 30 - 100 3-0-0
Management
Specialization: Business Analytics (Two Electives from Specialization offered by Department in the semester)
Data Preparation & Basic
223MGDSEBA1 Analytical Techniques 70 30 - 100 3-0-0
using R
223MGDSEBA2 Predictive Modeling 70 30 - 100 3-0-0
223MGDSEBA3 Statistics with R 70 30 - 100 3-0-0
Specialization: Health Care Management (Two Electives from Specialization offered by Department in the
semester)
Essentials Of Healthcare
223MGDSEHCM1 70 30 - 100 3-0-0
System
223MGDSEHCM2 Hospital Management 70 30 - 100 3-0-0
Health Care
223MGDSEHCM3 70 30 - 100 3-0-0
Economics
Total 800 26
Notes:
1. PLP Stand for Personal Leadership Programme
semesters.
4. The duration of all the end term theory examinations shall be 3 hours.
MBA 2 Year: 4th Semester (Total Credits: 23, Marks - 750)
Under dual specialization scheme, the area opted in third Semester would remain same in fourth
semester also. (For running the specialization in fourth semester, there must be at least 10
students having opted that specialization).
External Internal External/
Marks Assessment
Total Credit
(Theory) Workshop/
Marks
Practical
Core Courses
Entrepreneurship and
Innovation (Blended
224MGCC1 Learning Mode**) OR 70 30 - 100 3-0-0
Equivalent MOOC
Course**
PLP* Module-IV-
‘Design Thinking'
224MGAEC1 (Blended Learning - 50 - 50 2-0-0
Mode) OR Equivalent
MOOC Course**
17
** Each student is required to opt one course from MOOC for 2 credits. The student is required
to submit the passing certificate of the same to the department.
Comprehensive Viva-
224MGSEC1 - - 200 200 0-6-0
voce
Discipline Specific Electives Courses (specialization areas offered under dual specialization scheme)
Specialization: Marketing Management (Two Electives from Specialization offered by Department in the
semester)
Marketing
224MGDSEMM1 70 30 - 100 3-0-0
Analytics
Sales &
224MGDSEMM2 Distribution 70 30 - 100 3-0-0
Management
Integrated
223MGDSEHCM3 Marketing 70 30 - 100 3-0-0
Communications
Specialization: Finance Management (Two Electives from Specialization offered by Department in the
semester)
Financial
224MGDSEFM1 70 30 - 100 3-0-0
Analytics
Forex &
224MGDSEFM2 Derivatives 70 30 - 100 3-0-0
Management
224MGDSEFM3 Tax Planning 70 30 - 100 3-0-0
Specialization: Human Resource Management (Two Electives from Specialization offered by Department
in the semester)
224MGDSEHRM1 HR Analytics 70 30 - 100 3-0-0
Performance
224MGDSEHRM2 70 30 - 100 3-0-0
Management
Employee
224MGDSEHRM3 Relations & 70 30 - 100 3-0-0
Compliance
Specialization: Supply Chain and Operations Management (Two Electives from Specialization offered by
Department in the semester)
Logistics
Management
224MGDSESCOM1 70 30 - 100 3-0-0
and
Warehousing
Supply Chain
224MGDSESCOM2 Design and 70 30 - 100 3-0-0
Management
Service
224MGDSESCOM3 Operations 70 30 - 100 3-0-0
Management
Specialization: Business Analytics (Two Electives from Specialization offered by Department in the
semester)
Relational
Database
224MGDSEBA1 70 30 - 100 3-0-0
Management
and SQL
Data and Text
224MGDSEBA2 70 30 - 100 3-0-0
Mining and
18
Machine
Learning
Big Data
224MGDSEBA3 70 30 - 100 3-0-0
Analysis
Specialization: Health Care Management (Two Electives from Specialization offered by Department in the
semester)
Insurance Claim
224MGDSEHCM1 70 30 - 100 3-0-0
Settlement
Patient Care
224MGDSEHCM2 70 30 - 100 3-0-0
Management
Hospital
224MGDSEHCM3 Costing 70 30 - 100 3-0-0
Techniques
Total 750 23
Notes:
1. PLP Stand for Personal Leadership Programme
semesters.
Instructions for External Examiner: The theory question paper shall be divided in two sections.
Section ‘A’ shall comprise of seven short answer type questions from whole of the syllabus
carrying two marks each, which shall be compulsory. Answer to each question should not exceed
50 words normally. Section ‘B’ shall comprise 8 questions (2 questions from each unit). The
students will be required to attempt four questions selecting one question of 14 marks from each
unit. All questions will carry equal marks.
Instructions for Internal Examiner: The internal assessment should be spread evenly throughout
the semester and must include at least 3 independent components including a mid-term exam.
Below are the suggested components for 30 marks. A teacher has a choice to change these
components as per the need except the mid-term exam.
S. No. Course Assessment Components Marks/Weightage (%)
1 Assessment 1: Class Participation (CP)And Individual 10
Assessment
2 Assessment 2: Mid Term Exam (MTE) 10
3 Assessment 3: Case Analysis / Presentation (CAP)/ Group 10
Project (GP) / Role Play / Live Projects/ Simulation /
Worksheet Assessment
19
Internal Assessment (IA) (1+2+3) 30 (30%)
End-Term Examination (EE) 70 (70%)
Total Marks (IA+EE) 100
**Massive Open Online Courses (MOOCs)

Study Webs of Active Learning for Young Aspiring Minds (SWAYAM: www.swayam.gov.in) is
India’s national Massive Open Online Course (MOOC) platform, designed to achieve the three
cardinal principles of India’s Education Policy: access, equity, and quality. The University Grants
Commission (Credit Framework for Online Learning Courses through Study Webs of Active
Learning for Young Aspiring Minds) Regulations, 2021 have been notified in the Gazette of India,
which now facilitates an institution to allow up to 40 per cent of the total courses being offered in
a particular programme in a semester through the online learning courses offered through the
SWAYAM platform. The department of Management, Gurugram University has adopted
SWAYAM Courses for the benefit of the students. A student will have the option to earn credit by
completing quality-assured MOOC programmes offered on the SWAYAM portal or any other
online educational platform of repute, after seeking approval from the department.
Summary of Credits
Semester Credits
First Semester 27
Second Semester 26
Third Semester 26
Fourth Semester 23
Total Credits 102
Note: A student will earn Master of Business Administration, a post graduate degree after
successfully completing 102 credits.
20
Detailed Syllabus
First Semester
Core Courses
Management Principles and Organizational Behaviour
PAPER CODE: 221MGCC1
L-T-P External: 70
4-0-0 Internal: 30
Time Allowed: 3 Hrs.
Type of Course: Core Course
Ability Skill
General Elective Value Addition
Core Courses Enhancement Enhancement
Course Course
Courses Course
✓
Introduction to the Course:
Management Principles and Organizational Behaviour is a course which offers insights to understand
personality characteristics, work, and team structures, evolving workplace challenges, and interpersonal
problems and to use apply such understanding to enhance the quality of human dynamics and performance
in organizations.
Course Outcomes:
CO1: The objective of the course is to provide an understanding of the tasks and functions of management.
CO2: To familiarize the students with the behavioural patterns of human beings at individual & group levels
in the context of an organization.
CO3: To enhance the ability of the students in predicting and control of human behaviour in an organization.
CO4: To enhance understanding of the dynamics of interaction and integration between the individual and
the organization.
Detailed Syllabus
UNIT I
Fundamentals of Management & Management Process: Evolution of Management thought, Meaning and Nature
of Management, Management Approaches, Processes, Managerial functions & competencies, Tasks and
Responsibilities of a Managers, Issues in Managing: Change, Technology, Diversity & Globalization,
Fundamentals of social responsibility, areas of corporate social responsibility, Social responsiveness and
decision making, Basic approaches to Ethics, Tools of Ethics: Values, rights, duties & moral rules, Creating
an ethical workplace.
UNIT II
Foundations of Planning, Organizing, Controlling and Managerial Decision making: Importance of Planning,
Types & elements of Planning, strategic Planning, and Strategy formulation tools: SWOT analysis,
Porter’s five forces model, Mc Kinsey’s 7-S framework, Types & process of decision making, Decision
making models, Decision making under risk, certainty & uncertainty, Effective Delegation, Boundary less
Organizations, Meaning, need & process of Control, Importance of Control, Types of Control, Designing
an integrated control system, Ethical Issues of Control.
UNIT III
Introduction to Organizational Behaviour :Nature, importance and determinants of OB; Subsequent Phases of
Hawthorne studies and Human Relations Approaches; Predecessors of OB; Relationship with other fields;
Understanding, Attribution theories; Individual Learning: Nature and process, Application of learning
principles in organizational context; Attitudes: Types & work related attitudes. Managing emotions in
organizations – emotional intelligence and emotional labour, stress management; Motivation – concept and
21
applications
UNIT IV
Individual, Group and Organizational level Behaviour: Individual Determinants of Organization Behaviour
- Person Perception, Perceptual Process, Importance, and factors affecting perception, Individual
Differences - Understanding Self, Nature Vs. Nurture, Johari Window; Personality Traits and Attributes of
Personality - Self-Esteem, Type A & B, Locus of Control, Machiavellianism. Group Dynamics and
Interpersonal, Relationships, Group processes and group decision making, Dysfunctions of groups, Team:
Creating effective teams and turning individuals into team players, Contemporary issues in managing
teams. Leadership theories and contemporary issues in leadership, Management of Organizational Conflicts
and negotiations, Understanding Power, and Politics.
SUGGESTED READINGS:
1.Organizational Behaviour by Robbins, P., Judge, and Sanghi (2009). Pearson Education.
2.Luthans, F., Organizational Behaviour, Tata McGraw Hill.
3.Essentials of Mgmt. by Harold Koontz & Heinz Weichrich (1st ed., Excel Books)
4.Management: Text & Cases by V S P Rao& V Hari Krishna (Excel Books)
5.Management by James A. F. Stoner, r Edward Freeman, Daniel R Gilbert (6th edition, Pearson
Education)
6. Organizational Behaviour by Fred Luthans (Tata McGraw-Hill)
Note: The duration of all the end term theory examinations shall be 3hours
Instructions for External Examiner: The question paper shall be divided in two sections as follows:
Section A Seven (7) short answer type 7*2=14 marks
questions from whole of the
syllabus carrying two marks each,
This section will be compulsory
Section B 8 questions (2 questions from each 14*4= 56 marks
unit). The students will be
required to attempt four questions
selecting one question of 14 marks
from each unit.
Total Marks 70 marks
Instructions for Internal Examiner: The internal assessment should be spread evenly throughout the
semester and must include at least 3 independent components including a mid-term exam. Below are the
suggested components for 30 marks. A teacher has a choice to change these components as per the need
except the mid-term exam.

1 Assessment 1 : Class Participation(CP) And Individual 10
Assessment
2 Assessment 2 : Mid Term Exam (MTE) 10
3 Assessment 3 : Case Analysis / Presentation (CAP)/ 10
Group Project (GP) / Role Play / Live Projects/
Simulation / Worksheet Assessment
22
Mapping Matrix of Course: 221MGCC1
Table 1: CO-PO Matrix for the Course221MGCC1
COURSE PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8
OUTCOMES
CO1 3 3 3 2 3 3 2 3
CO2 3 3 2 2 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 2
Average 2.75 2.75 2.75 2.5 2.75 3 2.5 2.5
Table 2: CO-PSO Matrix for the Course221MGCC1

CO PSO1 PSO2 PSO3 PSO4 PSO5 PSO6
CO1 3 3 3 2 3 3
CO2 2 3 2 3 3 3
CO3 2 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.5 2.75 2.75 2.75 3 3
Managerial Economics
221MGCC2
L-T-P External: 70
3-1-0 Internal: 30
Time Allowed: 3 hours

Ability Skill
Course Course
Courses Course
✓
Introduction to the Course
‘Managerial Economics’ is a core course to acquaint the students with concepts and techniques used in the
field of economics and to enable them to apply this knowledge in business decision making. Emphasis is
given to changes in the nature of business firms in the context of globalization.
Course Outcomes:
After completing the course, students would be able to:
CO1: Define the basic elements of managerial economic aspects of firm.
CO2: Explain different theories of managerial economics and forecast demand for a product.
CO3: Know what to produce, where to, when to, how to, for whom to produce.
CO4: Frame policy for production to minimize the cost and maximum the profit.
Detailed Syllabus:
UNIT I
Managerial Economics: Nature, Scope and Principle; Theory of demand and consumer equilibrium-utility
and indifference curve approach; Demand function; Elasticity of demand and its significance in
managerial decision-making; Demand forecasting and its techniques.
UNIT II
Theory of Cost: Types of cost: production cost, selling cost, R&D Cost, short run and long run cost curves,
23
relation between cost and revenue, break-even point; Economies and diseconomies of scale and scope;
Production function: Short term and long run production function, law of variable proportion and return
to scale, Iso-quant curves.
UNIT III
Market Structure and Competition: Price and output determination under perfect competition, monopoly,
monopolistic competition and oligopoly. Duopoly
UNIT IV
Modern theories of firm: Baumol’s theory of sales maximization, Profit Maximization. National Income:
Concept and Measurement, Business Cycle.
Suggested Readings:
1. Brigham, E. F., Pappas, J. L., Managerial Economics, Dryden Press, Illinois.
2. Dwivedi, D.N., Managerial Economics, Vikas Publication, New Delhi.
3. Jhingan, M.L., Managerial Economics, Vrinda Publication, New Delhi.
4. Peterson, Lewis, Managerial Economics, Prentice Hall of India, New Delhi.
5. Salvatore, Managerial Economics in Global Economy, Thomson Learning, Mumbai.
from each unit.

Assessment
Mapping Matrix of Course :221MGCC2
OUTCOMES
CO1 3 3 3 2 3 3 3 3
CO2 3 2 2 3 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 3
24
Average 2.75 2.5 2.75 2.75 2.75 3 2.75 2.75

CO1 3 3 3 2 3 3
CO2 2 3 3 3 3 3
CO3 3 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 3 3
Statistics for Managerial Decisions

221MGCC3
L-T-P External Marks: 70
3-1-0 Internal Marks: 30
Time Allowed: 3 Hours
Ability Skill
Course Course
Courses Course
✓
This course is an introduction to the fundamentals of Mathematics, probability and statistics with an aim
towards building foundation skills in modern data science. Aim of this course is to equip participants with a
systematic and precise knowledge of data processing techniques that can be applied across various functions of
an organization. The course also includes the Correlation and Regression Analysis for understanding and predicting
the relation and behavior of dependent and independent variables. This course is recommended for students who will
be peruse the various type of research analysis as it includes the inferential statistics to test the
hypotheses. This course develops quantitative methods and skills to support management practice and decision
making including: hypothesis testing, regression analysis, decision analysis, and optimization.
Course Outcomes:
The Objective of this course is to provide students with a conceptual understanding of quantitative techniques
and the skills required in applying knowledge for decision making. Following are course objectives:
CO1: Demonstrate the wide range of situations in which quantitative analysis improves decision making
and creates competitive advantages.
CO2: Develop students’ analytical thinking skills.
CO3: Develop mastery of analysis using statistical methods, and effective communication of results.
CO4: Emphasis will be placed on developing sound statistical reasoning and real-world applications
and case studies.
Detailed syllabus:
UNIT-I
Construction of frequency distributions and their analysis in the form of measures of central tendency
and variations; types of measures, their relative merits, limitations and characteristics; Skewness:
meaning and co-efficient of Skewness.
UNIT-II
Correlation analysis - meaning & types of correlation, Karl Pearson’s coefficient of correlation and
spearman’s rank correlation; regression analysis -meaning and two lines of regression; relationship
between correlation and regression coefficients. Time series analysis - measurement of trend and
seasonal variations; time series and forecasting.
25
UNIT-III
Probability: basic concepts and approaches, addition, multiplication and Bayes’ theorem. Probability
distributions - meaning, types and applications, Binomial, Poisson, and Normal distributions.
UNIT-IV
Tests of significance; Hypothesis testing; Large samples, small samples: Chi-square test, Analysis of
variance.
SUGGESTED READINGS:
1. Levin & Rubin, Statistics for Business, Prentice Hall of India, Delhi.
2. Gupta S.P. & Gupta M.P. Business Statistics, Sultan Chand & Sons, Delhi.
3. Anderson, Quantitative Methods in Business, Thomson Learning, Bombay.
4. Anderson, Statistics for Business &Economics, Thomson Learning, Bombay.
5. Chandan, J.S. An Introduction to Statistical Methods, Vikas Publishing House, New Delhi.
6. Bhardwaj, R.S, Business Statistics, Excel Books,2000
7. Gupta C.B. & Gupta, Vijay-Business Statistics, S.Chand & Co. Delhi.
8. Kothari C.R., Quantitative Techniques, Vikas Publishing House, New Delhi
9. Hooda.R.P. Statistics for Business & Economics, McMillan India Ltd.
from each unit.
Assessment
26
OUTCOMES
CO1 3 3 3 2 3 3 2 3
CO2 3 3 2 3 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 2
Average 2.75 2.75 2.75 2.75 2.75 3 2.5 2.5

CO1 3 3 3 2 3 3
CO2 2 3 2 3 3 3
CO3 2 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.5 2.75 2.75 2.75 3 3
ACCOUNTING FOR MANAGERS
221MGCC4
Ability Skill
Course Course
Courses Course
✓

This course emphasizes on the development and use of accounting information for internal decisions in business
management. Aim of this course is to equip participants with a systematic and rigorous knowledge of management
accounting practices that can be strategically applied across various functions of an organization to improve its’
performance. The course also reviews contemporary developments in cost &management accounting for strategic
decision-making. This course is recommended for students who will be using accounting information for managing-
manufacturing &service operations; controlling costs &making strategic decisions; as well as those going into
general consulting or thinking of starting their own businesses. A variety of case studies in different industries
and decision contexts are used to examine the application of Managerial accounting concepts.
Course Outcomes:
The Objective of this course is to provide students with a conceptual understanding of cost and managerial
accounting and the skills required in applying knowledge for decision making. Following learning objectives
will be emphasized. This course attempts to:
CO1: Sharpen participant’s ability to understand and analyse accounting information.
CO2: Provide students with a conceptual understanding of managerial accounting.
CO3: Understand the need &relevance of application of knowledge in managerial decision making.
27
CO4: Emphasize on the interpretation and use of accounting information for decision making rather than its
creation and accumulation.
DETAILED SYLLABUS:
UNIT -I
Financial Accounting-concept, importance and scope, accounting principles, journal, ledger, trial
balance, depreciation (straight line and diminishing balance methods), Preparation of final accounts (in
vertical format only) with adjustments.
UNIT -II
Analysis and interpretation of financial statements – meaning, importance and techniques, ratio analysis;
trend analysis; Altzman’s Z Model for analyzing financial health, cash flow analysis (AS-3)
UNIT -III
Cost accounting-meaning, importance, methods, techniques; classification of costs and cost sheet;
inventory valuation; an elementary knowledge of activity-based costing.
UNIT -IV
Management accounting- concept, need, importance and scope; Budgetary control- meaning, need,
objectives, essentials of budgeting, different types of budgets; standard costing and variance analysis
(materials, labour); marginal costing and its application in managerial decision making.
SUGGESTED READINGS:
1. Malhotra A K, Accounting for Managers, Arya Publication, Rohtak, Haryana
2. Khan, M.Y. and Jain, P.K., Management Accounting, TMH, New Delhi.
3. Pandey, I.M., Management Accounting, Vikas Publishing House, New Delhi
4. Horngren, Sundem & Stratton, Introduction to Management Accounting, Pearson Education, New
Delhi.
5. Hansen & Mowen, Cost Management, Thomson Learning
6. Mittal, S.N., Management Accounting and Financial Management, Shree Mahavir Book
Depot, New Delhi.
from each unit.

Assessment
28

OUTCOMES
CO1 3 3 3 2 3 3 3 3
CO2 3 2 2 3 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 3
Average 2.75 2.5 2.75 2.75 2.75 3 2.75 2.75

CO1 3 3 3 2 3 3
CO2 2 3 3 3 3 3
CO3 3 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 3 3
Business Environment and Sustainability (Blended learning Mode)

221MGCC5

Ability Skill
Course Course
Courses Course
✓
With sustainability increasingly becoming a part of corporate strategy and operations in today's business
world, this course has been created specifically to instill the core concepts of sustainable management in its
students and to enable them to spread sustainability through the development of innovative products,
solutions, and business models alongside learning about the core business environment.
Course Outcomes:
The course focuses on skill development and a thorough understanding of topics that will aid in the
implementation of future sustainable company development methods. The course aims to achieve following
objectives:
C01: Be able to rationally debate alternative perspectives on the role of business in sustainability and address
the main subjects of sustainable business operations.
C02: Recognize the risks and opportunities that globalization brings to company, as well as the push toward
29
more sustainable corporate practices.
C03: Understand how to put essential sustainable business ideas and practices including ecological foot
printing, eco-efficiency, life cycle analysis, and industrial ecology into action.
C04: By profiling business instances in various areas, you can have a better grasp of the innovative business
practices and entrepreneurial prospects created by the "sustainability" movement.
Detailed syllabus:
UNIT- I
Nature and structure of business environment; macro and micro indicators; assessing risk in business
environment; emerging sectors of Indian economy; relative size and growth of public and private sectors
and sustainability.
UNIT-II Design
and strategy of economic reforms; current state of growth and investment; interest rate structure and present
monetary policy; fiscal environment; current inflationary position and its impact on business sector;
competitive environment; legislation for anti-competitive and unfair trade practices; sustainable consumer
and investor protection.
UNIT-III
Current industrialization trends and industrial policy; environment for the SME sector; infrastructure
development and policy; public sector reforms and performance; public -private partnership; intellectual
property regime and the R&D environment; trends in service sector growth; banking reforms and
challenges; business opportunities in the rural sector with sustainability goal.
UNIT-IV
Globalisation trends and challenges; balance of payments trends; environment for foreign trade and
investment; exchange rate movements and their impact; India’s competitiveness in the world economy;
external influences on India’s sustainable business environment.
SUGGESTED READINGS:
1. Pritwani, K. (2019). Sustainability of Business in the context of environmental management.
CRC Press.
2. Molthan-Hill, P. (2017). 2nd Edition. The business student's guide to sustainable management:
Principles and practice. Routledge. Green Leaf Publishing.
3. Cherunilam, F. (2021). Business environment. Himalaya Publishing House Pvt. Ltd.
4. Weybrecht, G. (2010). The Sustainable MBA: The manager's guide to green business. John
Wiley & Sons.
5. Starik, M., Kanashiro, P., & Collins, E. (2017). Sustainability management textbooks:
Potentially necessary, but probably not sufficient.
from each unit.
30

Assessment

OUTCOMES
CO1 3 3 3 2 3 3 3 3
CO2 3 2 2 3 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 3
Average 2.75 2.5 2.75 2.75 2.75 3 2.75 2.75

CO1 3 3 3 2 3 3
CO2 2 3 3 3 3 3
CO3 3 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 3 3

PLP-I-‘Communication Skills’ (Blended Learning Mode)
221MGAEC1
L-T-P
Type of Course: Ability Enhancement Course
Ability Skill
Course Course
Courses Course
✓
The course is aimed at equipping the student with the knowledge and technique of communicating
effectively for a successful professional and personal life. Business Communication is an applied course,
that provides students a platform to enhance their skills, honing these through skill acquisition, practice
31
followed by feedback in an interactive mode. The business communication course will help students to
communicate accurately using different contemporary modes. As the course will be common to students of
other schools, the focus will be to attempt reading and reference from their domain for ease of understanding
and assimilation.
Course Outcomes: The objectives of this course are:
CO1: To provide an overview of Prerequisites to Business Communication.
CO2: To put in use the basic mechanics of Group & individual presentation.
CO3: To provide an outline to effective Organizational Communication.
CO4: To impart the correct practices of the strategies of Effective Business writing.
Detailed syllabus:
UNIT-I
Communication – An overview: Origin, meaning and process of Communication, Goals of Communication
Organizational Communication Directions/Flow of Communication, Barriers to Communication Cross-
cultural/Intercultural communication. Principles of Effective Business Communication.
UNIT-II
Introduction to forms of communication- Non Verbal, Verbal and Written communication. Active Listening
– The secret of great communicators. Organizing thoughts for communication, persuasive speaking, body
language, gestures. Elevator Pitch, Art of Storytelling.
UNIT-III
Meaning of Group Discussion, Difference between Group Discussion and Debate, Objective of GD, Four
major areas of evaluation in GD (subject knowledge, oral communication skills, leadership skills and team
management). Networking Skills.
UNIT-IV
Introduction to Power point Presentations , Applying Themes and Layouts to Slides , Working with Objects
, Entering, Editing, and Formatting Text , Outline View and Proofing Presentations, Adding and Reading
Notes, Inserting Pictures, Graphics, Shapes, and Other Things , Inserting Tables into Presentations , Charts
, Adding Sound and Video , Adding Transitions and Animation , Working with Master Slides
SUGGESTED READINGS:
1. Mishra. B, Sharma. S (2011) Communication Skills for Engineers and Scientists. PHI Learning
Pvt. Ltd. ISBN: 8120337190.
2. Chaturvedi P. D, Chaturvedi M. (2011) Business Communication: Concepts, Cases and
Applications. Pearson Education India. ISBN: 8131718727.
3. Greenbaum. Sidney. College Grammar of English. Longman Publishers. ISBN: 9780582285972.
4. Pal, Rajendra and Korlahalli, J.S. (2011) Essentials of Business Communication.
5. Sultan Chand & Sons. ISBN: 9788180547294.
6. Kaul, Asha. (2014) Effective Business Communication. PHI Learning Pvt. Ltd. ISBN:
9788120338487.
7. Murphy, R. (2007) Essential English Grammar, CUP. ISBN: 8175960299.
8. C. Muralikrishna and S. Mishra (2011) Communication Skills for Engineers, Pearson education.
Details of Assessment:
A. Continuous Assessment:
• The students will be assessed continuously in between the sessions through class participation. Skill
learning is through activities and drills.
32
• The students will be assessed on Group Discussion and Elevator Speech.
• The students will be assessed through a written class test on topics covered
• The students will be assessed on the Presentation skills.
B Assessment Plan
S. No. Assessment Weightage

1 Class Participation 10
2 Presentation Skills 20
3 Written Skills Evaluation 20
Mapping Matrix of Course :221MGAEC1

Table 1: CO-PO Matrix for the Course221MGAEC1
OUTCOMES
CO1 3 3 3 3 3 3 3 3
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 3 3 3 3 3 3 3 3
Average 3 3 3 3 3 3 3 3
Table 2: CO-PSO Matrix for the Course221MGAEC1

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 3 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 3 3 3

Business Excel
221MGSEC1
L-T-P External Marks: 50(P)
1-0-4 Internal Marks: 50(P)
Type of Course: Skill Enhancement Course
Ability Skill
Course Course
Courses Course
✓

This course is advanced use of excel on large data aim to enhance the professional skills of the students
which is used in contemporary requirement industrial and corporate sector. Aim of this course is to equip
participants with a systematic and precise knowledge of advance ms excel techniques that can be applied across
various functions of an organization like finance, marketing, and payroll development. The course also includes the
basic functions and advanced formulas of MS Excel. This course is recommended for those students who will be
peruse the various type of research analysis as it includes the statistical tool pack and mega stat to test the
33
hypotheses. This course develops presentation skills to present the data in tables, graph and its support management
practice and decision.
Course Outcomes:
The Objective of this course is to provide students with an advanced knowledge of MS Excel based on industrial
requirements and the develop the skills which required in applying knowledge for decision making. Following
learning objectives will be emphasized: The course goals are:
CO1: Demonstrate the wide range of data presentation in various forms like graphs and charts.
CO2: Develop students’ analytical thinking skills.
CO3: Develop the advanced skills to analysis using various statistical and mathematical functions.
CO4: Emphasis will be placed on developing real-world applications and real data analysis.
Detailed syllabus:
Unit-I
Spreadsheet; Introduction to MS Excel, Features, Advantages of MS Excel, Components of Worksheet.
Working with worksheet; Cell, Entry, Editing, Moving, Copying, pasting, deleting cell row and column,
Insert Command, Formatting a Worksheet, Formatting a textual data, Cell Formatting and Number
Formatting. Conditional Formatting, Data Management. Saving a workbook, Sharing and Protecting,
Freezing Panes and View Options, Understanding the Quick Analysis, Quick formatting, Quick Chartings,
Quick Tables.
Unit-II
Data Validation, Working with Charts; Creating and editing Charts, Types of Chart, Chart Layout and style,
Pivot Table and Pivot Chart, Sorting and Filtering, Page setup, Page Setup - margins, orientation, scaling-
to-fit a page; printing very large sheets of data; repeating titles on each page, Table Creating and Printing
Graphs, Macros, Uses of built-in functions.
Excel's modeling tool, optimization of outcome via Goal Seek, scenario modeling and optimization;
prioritization (RANK), Conditional Functions; if formula, Sum if, Count if.
Unit-III
Functions of MS Excel: The Function Library: Mathematical & Trigonometric Functions, Statistical
Functions, Financial Functions, Logical Functions, Date & Time Functions, Text Functions, Linking
Functions; Relative and Absolute Cell References, Lookup and Reference Functions; Vlookup, Hlookup,
Xlookup, Hyperlink Functions
Unit-IV
Statistical use of Excel; Tools for Excel Add-ins like Data Analysis Tool Pack, Mega Stat, Descriptive
Statistics using MS Excel, Data Processing.
Suggested Readings:
1. Mansfield, Ron: The Compact Guide to Microsoft office; BPB publication, Delhi.
2. S.anthony raj, Computer applications in Business Himalaya Publishing House,
3. T.D.Malhotra, Computer applications in Business Kalyani Publishers
4. Gill, Nasib, Computer Fundamental and Internet
5. Saxena, Computer Applications in Management, Vikas Publication, New Delhi
6. Rajaraman, V., Computer Fundamentals, PHI, New Delhi
7. Saxena and Pradeep Kumar, Computer Applications in Management, Anmol Publication
8. Goel and Kakhar, Computer, New Age Publication, New Delhi.
9. Satinder Bal Gupta & Monika, Statistical Analysis with M S Excel. A Mahavir Publication, New Delhi.
10. Dienes, Sheila S: Microsoft office, Professional for Windows 95; Instant Reference; BPB Publication,
Delhi.
34
Instructions for External and Internal Examiner: Practical exam of 50 marks must be conducted by External and
internal examiner, which includes viva-voce and practical to be taken on computer.
1 Practical 25(50%)
2 Viva Voce 25(50%)
Total Marks 50
Mapping Matrix of Course: 221MGSEC1

Table 1: CO-PO Matrix for the Course221MGSEC1
OUTCOMES
CO1 3 3 3 3 3 3 3 3
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 3 3 3 3 3 3 3 3
Average 3 3 3 3 3 3 3 3
Table 2: CO-PSO Matrix for the Course221MGSEC1

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 3 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 3 3 3
Value Addition Course

221MGVAC1
Management Lessons Through Ancient Wisdom (Blended learning Mode)
L-T-P
Type of Course: Value Addition Course
Ability Skill
Course Course
Courses Course
✓

Business Management curriculum provides a variety of theoretical inputs that enables an individual to take
decisions for effective running of an organization. In the current state of affairs theses inputs are
characterized by two peculiar aspects. Firstly, these are based mainly on the western paradigm of the “world
view”. While this is one aspect of the knowledge, it is worthwhile to understand alternative “world views”.
Secondly, the current management theories are by and large prescriptions for the business organizations.
Even when issues pertaining to individuals are addressed they are in the context of organizational
performance. For instance, theories on motivation are developed to improve the organizational
performance. This overwhelming focus on organizations has over time pushed the “individuals” to the
residual in the equations .It is increasingly felt that the current ideas do not adequately cover all the issues
of major concern to individuals and organizations. Many feel the need for alternative perspectives on the
problems and possible solutions. Ancient Indian wisdom has a set of ideas that present a different
35
perspective of the problems that individuals and organizations face and proposes alternative ways of
understanding several aspects pertaining to the domain of management. This course is an attempt to bring
these perspectives using Bhagavad Gita as the main reference frame for culling out ideas from Ancient
Indian wisdom. Bhagavad Gita is adopted only to take guidance not for religious promotion.
CO1: To identify some of the commonly felt problems that individuals, organizations and the society faces.
CO2: To illustrate the usefulness of Gita in addressing some of these problems.
CO3: To demonstrate how alternative world views and paradigms of management could be developed with
knowledge of Ancient Indian wisdom such as Gita.
CO4: To provide a good introduction to Ancient Indian wisdom using Gita as a vehicle
Pre‐requisites:
This course is a little different from the current crop of MBA courses offered. Therefore, students must be
ready for a slightly different approach to learn. There are four pre‐ requisites for attending this course:
• This course critically depends on the self‐interest and self‐regulation of the course participants. This is
a major pre‐requisite for the course.
• This course will heavily draw from the original sources of Gita, Upanishads and other such Ancient
Indian wisdom. Therefore, many may think that good knowledge of Sanskrit is required. While it may
be an added advantage, it is not required. Familiarity with the Devanagari script (Hindi Script) may be
useful at times.
• Another major pre‐requisite is a sense of openness with which the ideas need to be received. A “reflective
and intuitive mind” is more likely to benefit greatly than a pure “logical or analytical mind”.
• The other major pre‐requisite is a sense of deep commitment to the basic idea of exploring alternate
perspectives present in Ancient Indian wisdom. Without this basic commitment students may find it
difficult to maintain the motivation level as the course proceeds.
DETAILED SYLLABUS:
UNIT-I
Current Challenges in Business Management & Society. Problem in individual and organizational business
goal congruence: Issues in achieving organizational goal and personal satisfaction, motivation & inspiration,
societal challenges. Discovering the Joy of Work, The Notion of Meaningful Work.
UNIT-II
Perspectives on Individuals: Mind as a key player in an individual, the problem of mental stress,
Understanding the mind & its ways, diagnosing some of the personal problems through Bhagwad Gita
UNIT-III
Group Skills: Concept and dilemma of empowerment, fostering empowerment and delegation, building
effective teams and promoting teamwork, leading positive change through Bhagwad Gita.
UNIT-IV
Notion of building stronger inner self.Meditation & Yoga as tools for self‐management: Role of Meditation
in winning over the mind, Role of Yoga in improving managerial performance.
SUGGESTED READINGS:
36
1. Geus, A. (1997), “The Life Span of a Company: Chapter 1 in The Living Company”, Nicholas
Brealey Publishing, London, pp. 7 – 19.
2. Beer, S. (1994). “May the Whole Earth be Happy: Loka Samastat Sukhino Bhavantu”, Interfaces,
24 (4), 83 – 93.
3. Mahadevan, B. (2013). “Spirituality in Management: Sparks from the Anvil”, IIMB Management
Review, 25 (2)
4. Reconciling the “world outside” with the “world within” The conceptualization of God – Universe
– Living Beings.
5. Houston, D.J. and Cartwright K.E. (2007), “Spirituality and Public Service”. Public Administration
Review, Jan. – Feb., 2007, 88 – 102.
6. Payne, S.G. (2010). “Leadership and spirituality: Business in the USA”, The International Journal
of Leadership in Public Services, 6 (2), 68 – 72.
7. Poole, E. (2007). “Organizational Spirituality – A literature review”, Journal of Business Ethics,
84, pp. 577 – 588.
8. Bhattathiri, M.P. “Bhagavad Gita and Management”
9. Mahadevan, B. (2009). “Shrimad Bhagavad Gita – Ideas for Modern Management”, One day
Seminar on “Towards a New Paradigm of Business management: Alternative Perspectives from
Ancient Indian Wisdom”, IIM Bangalore, December 12, 2009.
10. (2012). “Bhagavad Gita and Management”, Arsha Vidya News Letter, April 2012, 23 – 30.
11. Mahadevan, B., (2013). "Inspirational Leadership: Perspectives from Gītā", Chapter 13 in Sanskrit
and Development of World Thought, Kutumba Sastry V. (Ed.), D K Print World, New Delhi, pp
199 ‐ 210.
12. Mehrotra, R. (2010). “Work Builds, Charity Destroys”, Chapter 8 in Ennoble, English course book,
Second Year Pre‐University, The Karnataka Text Book Society, pp. 63 – 70.
13. Michaelson, C. (2009). “Teaching Meaningful Work: Philosophical Discussions on the Ethics of
Career Choice”, Journal of Business Ethics Education, 6, pp. 43 – 68.
• The students will be assessed on the Final Presentation. They will be assessed on their presentation
skills, their ability to collate and present information, clarity of thought, confidence, professional
attire and appearance and the ability to answer questions on the topic.
B Assessment Plan
2 Report writing (Review of Research 20
Paper & submission of report)
3 Presentation on Assigned topics. 20
Total Marks 50
Mapping Matrix of Course :221MGVAC1
Table 1: CO-PO Matrix for the Course221MGVAC1
OUTCOMES
CO1 3 3 3 3 3 3 3 3
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 3 3 3 3 3 3 3 3
Average 3 3 3 3 3 3 3 3
37
Table 2: CO-PSO Matrix for the Course221MGVAC1
CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 3 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 3 3 3
Core Courses
Second Semester
Business Research Methods
222MGCC1
Ability Skill
Course Course
Courses Course
✓
Introduction to Course:
The overarching aim of this course is to acquire a basic knowledge of scientific paradigms and research
methods. Further, the aim is to develop the student’s ability to first, plan and in written form report a
scientific study, and second, to evaluate and use scientific as well as other reports.
Course Outcomes:
CO1. To familiarize students with the types of business problems often faced by corporate entities.
CO2. To familiarize students with basic of research and the research process.
CO3. To help them develop insights about basic concepts of research designs and methodology aimed at
solving business problems.
CO4. To familiarize students with basic of research and the research process and to help students in
conducting research work and making research reports.
Detailed Syllabus:
UNIT-I
Introduction to Business Research and Research Design: Introduction to Research: Meaning of research;
Types of research, the research process, Research applications, Features of a Good research study, Research
Problem, writing a research proposal, Research Design, Meaning of Research Designs, Nature and
Classification of Research Designs, Errors affecting Research Design.
UNIT-II
Hypothesis Formulation, Measurement and Scaling and Questionnaire designing, Hypothesis: Types,
characteristics, sources and formulation of hypotheses, errors in hypotheses. Attitude Measurement and
Scaling, Measurement Error, Criteria for Good Measurement. Questionnaire Designing, Types of
Questionnaires, Process of Questionnaire Designing, Advantages and Disadvantages of Questionnaire
Method, Concepts of Reliability and Validity.
UNIT-III
Data Source and Data Collection and Sampling: Primary and Secondary Data: Classification of Data;
38
Secondary Data: Uses, Advantages, Disadvantages, Types and sources; Primary Data Collection:
Observation method, Focus Group Discussion, Personal Interview method, Data Processing, Data Editing,
Coding, Classification and Tabulation of Data Sampling Design: Census v/s Sampling, Sampling Methods,
Errors in sampling. Determination of Sample Size.
UNIT-IV
Data Analysis: Editing and coding of data, tabulation, graphic presentation of data, cross tabulation. Type
I and II errors, one tailed and two tailed tests of significance. Parametric and nonparametric tests for
univariate and bivariate data. Tests of association. Chi-square Analysis: Chi square test for the Goodness
of Fit. Analysis of Variance: Completely randomized design in a one-way ANOVA. Research Report
Writing: Types of research reports – Brief reports and Detailed reports; Report writing: Structure of the
research report- Preliminary section, Main report, Interpretations of Results and Suggested
Recommendations. Ethics in Research: Responsibility of ethics in research. References & Bibliography.
SUGGESTED READINGS:
1. Copper, D. R., Schindler P. S. & Sharma, J. K. Business Research Methods, McGraw Hill
Education.
2. Zikmund, W. G. Business Research Methods. Thomson.
3. Burns, R. B. & Burns, R. A. Business Research Methods and Statistics using SPSS, SAGE
Publications Ltd.
4. Bajpai, N, Business Research Methods, Pearson.
5. Chawla, D. & Sondhi N., Research Methodology: Concepts and Cases, Vikas Publishing House.
6. Panneerselvam, R, Research Methodology, Prentice Hall India.
7. Kothari, C.R. Research Methodology & Technique, New Age International Publishers.
from each unit.
Assessment
39
Table 1: CO-PO Matrix for the Course 222MGCC1
OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 2 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 2.75 3 2.75 3 3 3
Table 2: CO-PSO Matrix for the Course 222MGCC1

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 3 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 3 3 3
Financial Management
222MGCC2
L-T-P External: 70
4-0-0 Internal: 30
Time Allowed: 3 hours
Ability Skill
Course Course
Courses Course
✓

‘Financial Management’ is a core course by the virtue of that it lays the foundation for other subjects and
thereby contributes directly and indirectly to employment by developing the ability to analyses, evaluate
and interpret the financial information provided in the financial statements. It also serves as a fundamental
tool for financial analysis and helps in successful decision making and forward planning through enhancing
various skills of the students.
Course Outcomes:
The major objective of this course is the development of analytical and decision-making skills in finance
through the usage of theoretical underpinnings and practical knowledge. The course aims to achieve
following objectives:
CO1: Develop comprehension of fundamental concepts in financial management.
CO2: Relate the financial theories with the decision making process
CO3: Apply financial management tools and techniques;
CO4: Analyse information relating to sources and uses of capital from financial manager’s perspective.
Detailed syllabus:
UNIT-I
Financial management-scope finance functions and its organization, objectives of financial management;
time value of money; sources of long term finance.
40
UNIT-II
Investment decisions importance, difficulties, determining cash flows, methods of capital budgeting; risk
analysis (risk adjusted discount rate method and certainty equivalent method); cost of different sources of
raising capital; weighted average cost of capital.
UNIT-III
Capital structure decisions-financial and operating leverage; capital structure theories - NI, NOI, traditional
and M-M theories; determinants of dividend policy and dividend models -Walter, Gordon & M.M. models.
UNIT-IV
Working Capital- meaning, need, determinants; estimation of working capital need; management of cash,
inventory and receivables.
Note: The topic of capital budgeting, management of cash, inventory management, and receivable
management will cover theoretical concepts and simple numerical questions.
SUGGESTED READINGS:
1. Pandy, I.M., Financial Management, Vikas Publishing House, New Delhi
2. Khan M.Y, and Jain P.K., Financial Management, Tata McGraw Hill, New Delhi
3. Keown, Arthur J., Martin, John D., Petty, J. William and Scott, David F, Financial
Management, Pearson Education
4. Chandra, Prasanna, Financial Management, TMH, New Delhi
5. Van Horne, James C., Financial Management and Policy, Prentice Hall of India
6. Brigham & Houston, Fundamentals of Financial Management, Thomson Learning, Bombay.
7. Kishore, R., Financial Management, Taxman’s Publishing House, New Delhi
8. Ross, Stephen. A; Westfield, Randolph W; Jafee, Jeffery &Kakani, Kumar, Ram,(2014)
Corporate Finance, Special Indian Edition, 10 th edition, Tata McGraw Hill Publication, New
Delhi
9. Brealey, Richard; Myers, Stewart; Franklin Allen; Mohanty, Pitabas (2012). Principles of
Corporate Finance, Tata McGraw Hill Publication, New Delhi.
from each unit.
Assessment
41
OUTCOMES
CO1 3 3 3 2 3 3 3 3
CO2 3 2 2 3 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 3
Average 2.75 2.5 2.75 2.75 2.75 3 2.75 2.75

CO1 3 3 3 2 3 3
CO2 2 3 3 3 3 3
CO3 3 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 3 3
Marketing Management
222MGCC3
Ability Skill
Course Course
Courses Course
✓

Marketing management course enables a student to understand the fundamentals of marketing
concept and the role marketing plays in business. This course enables a student to understand
the ‘Marketing mix’ elements and the strategies and principles underlying the modern
marketing practices. Students should be able to demonstrate their comprehension of marketing
concepts and knowledge by applying those in their written exams, case studies discussions,
presentations and projects. The assignments/projects would enable students to apply the
marketing concepts and marketing mix elements practically and illustrate those through a
written report and presentation. The course methodology encourages students to explore for
themselves the role of a marketing manager and the boundaries of marketing.
Course Outcomes:
CO1: To learn and understand the concepts of marketing and marketing environment
CO2: To learn about marketing process and tools used for marketing decisions.
CO3: To learn about marketing process for different types of products and services
42
CO4: To understand the tools used by marketing managers in decision situations
Detailed Syllabus:
UNIT I
Meaning, Scope, Nature, Importance, Recent Trends and application; Challenges in Marketing, Core
concepts of Marketing, Marketing Myopia, elements of marketing environment, creation of value chain
UNIT II
Marketing Plan and Strategy; Market Segmentation, Bases for Segmentation, Market Targeting,
Developing and Communicating Positioning Strategy, identification and managing competition, new
product development
UNIT III
Consumer and Business Markets; Product Classification, Product life cycle – stages and strategies,
managing product and services along PLC and Product Differentiation, Developing Pricing Strategies and
Programs, Responding to Price Changes, Role of Marketing Channels, Channel Design Decision and
Managing Channel Conflict.
UNIT IV
Marketing communication framework and personal selling; Communication (viral marketing, experiential
marketing), Marketing Control, Emerging trends of digital marketing, role of social media in marketing,
understanding the challenges of global marketing
SUGGESTED READINGS:
1. Kotler Philip and Keller; Marketing Management; PHI, New Delhi
2. Kotler, Philip, Kevin Keller, A. Koshy and M. Jha, Marketing Management in South Asian
Perspective, Pearson Education, New Delhi
3. Kerin, Hartley, Berkowtz and Rudelius, Marketing, TMH, New Delhi
4. Etzel, Michael J, Marketing: Concepts and Cases, TMH, New Delhi
5. Dhunna, Mukesh, Marketing Management – Text and Cases, Wisdom Publications, New Delhi
Note:The duration of all the end term theory examinations shall be 3hours
from each unit.

Assessment
43
OUTCOMES
CO1 3 3 3 2 3 3 3 3
CO2 3 2 2 3 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 3
Average 2.75 2.5 2.75 2.75 2.75 3 2.75 2.75

CO1 3 3 3 2 3 3
CO2 2 3 3 3 3 3
CO3 3 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 3 3
Human Resource Management (Blended Learning Mode)

PAPER CODE: 222MGCC4
Ability Skill
Course Course
Courses Course
✓
This Course will develop students’ knowledge and skills in the HR arena, for creating future thought leaders
for transformational changes in the global context. The aim of this course is to enhance student’s
capabilities by inculcating a spirit of innovation in the dynamic business world. This course is
recommended for students who would be using the HR concepts to solve real world problems and transform
organizations.
Course Outcomes:
The Objective of this course is to provide students with a conceptual understanding of HR Concepts and its
usage in organizations. This will also impart the skills required in applying theory to practice for
effective decision making. Following learning objectives will be emphasized. This course attempts to:
CO1: Contribute towards students’ Holistic development to work collaboratively in a team
an efficiently manage teams
CO2: Have an integrated knowledge of the various areas of importance in HR discipline
44
CO3: Acquire the conceptual understanding and be equipped with skills required in HR
decision making.
CO4: Provide students with the knowledge of new HR trends.
Detailed Syllabus:
UNIT-I
Strategic importance of HRM; objectives of HRM; challenges to HR professionals; role, responsibilities

and competencies of HR professionals; HR department operations; human resource planning – objectives
and process; human resource information system; Linkage between HRM and Strategic Management;
Introduction to Strategic Human Resource Management and HRD
UNIT-II
Talent acquisition: Job Analysis, recruitment and selection strategies, career planning and management,
succession planning, socialization and induction of new employees; training and development, investment
in training, training need assessment, designing and administering training programme; executive
development programme, evaluation of T & D programme
UNIT-III
Performance Appraisal: Conceptual Understanding: developing and instituting performance appraisal
system, Methods of Performance Appraisal, Performance Management, linking rewards to organizational
objectives, Job Evaluation, Compensation Management and incentive plans, Executive Compensation,
designing and administering benefits and services
UNIT-IV
HR in knowledge era: HR in knowledge industry, HR in virtual organizations, HR in mergers and
acquisitions, outplacement, outsourcing HR functions, employee leasing, HR audit, international HRM ,
Theories of Cultural Analysis, Managing Cross Cultural Teams, Cultural Intelligence and Impact on Work.
SUGGESTED READINGS:
1. Ivanceivich, John M., Human Resource Management, Tata McGraw Hill, New Delhi
2. Gomez. Megia, Luis, David Balkin, and Roberty Cardy, Managing Human Resources, Pearson Education
3. Dessler, G., & Biju, V, Human Resource Management. Pearson Education., New Delhi
4. Mathis, Robert, and John Jackson, Human Resource Management, Thomson Learning Inc.
5. Shell, Scott and George Bohlander, Human Resource Management, Thomson Learning Inc.
6. Pattanayak, Biswajert, Human Resource Management, PHI, New Delhi
7. Jyothi P., and D.N.Venkatesh, Human Resource Management, Oxford University Press, New Delhi
8. Hodegetts, R.M., Luthans, F., Doh, J., International Management: Culture, Strategy and
Behaviour, Tata McGraw Hill, New York.
Note:The duration of all the end term theory examinations shall be 3hours
from each unit.
45

Assessment

OUTCOMES
CO1 3 3 3 2 3 3 2 3
CO2 3 3 2 2 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 2
Average 2.75 2.75 2.75 2.5 2.75 3 2.5 2.5

CO1 3 3 3 2 3 3
CO2 2 3 2 3 3 3
CO3 2 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.5 2.75 2.75 2.75 3 3
Production and Operations Management

222MGCC5
Ability Skill
Course Course
Courses Course
✓
Introduction to Course:
This course enables students with the basic aspect of production management through various
operational aspects of production management. Various important production management techniques
will be covered with different problem solving methodologies. The aim of this course is to develop the
understanding of the strategic and operational issues in the operational/ manufacturing environment of
46
any organization and the various decisions involved the operational activities and the methods by which
best possible alternative decision can be taken.
Course Outcomes:
CO1: To expand individual knowledge of operations management principles and practices.
CO2: To understand the production process and planning.
CO3: To develop the understanding of the strategic and operational issues in the organization
CO4: To develop the understanding to closely interlink management of quality, reliability and
maintainability for total quality assurance
CO5: To understand the operations management concepts and their influence on business decisions.
Detailed Syllabus:
UNIT-I
Introduction of Production & Operation Management: System and function view of organizations, scope,
Evolution and future of production and operation management. Process design-different types of process
with its. merits and demerits, process classification based on order, process selection, different type of
manufacturing process, process performance and evaluation etc. Product design; types of products and
designing, evaluation of design
UNIT-II
Facility location: Location Strategy and its Importance; Factors influencing Plant Location; Globalization;
Location Selection Models. Plant Layout: Different types of layout, Aggregate Production Planning (APP):
Objective, strategies and cost of APP, master production schedule, Rough cut capacity planning, Material
Requirement Planning (MRP), Inventory Management (Theory and numerical)
UNIT- III
Operations scheduling: Definition, Objectives, Types, Sequencing (n-jobs on m machine), Queuing systems
(Waiting Line Analysis) (theory and numerical), Line Balancing (theoretical concept only), Project
management; Project scheduling by using network PERT/CPM, (Theory and numerical)
UNIT- IV
Quality management: Definition, experts’ views on quality, Dimensions of quality, Cost of quality and
quality cost audit, Statistical process control, control charts, Total quality management (TQM), Six sigma,
ISO 9000 and other ISO series, Lean and Just in Time production system , Industrial safety, Quality Circle
(theory and numerical)
SUGGESTED READINGS:
1. Production and Operation Management by Kanishka Bedi (Oxford Publication)
2. Production and Operations Management by S. A. Chunawala Dr. R. Patel (Himalaya Publication)
3. Modern Production and Operations Management by Elwood S. Buffa and Rakesh K. Sarin (Wiley
Publication)
4. Operations Management by Heizer, Jay and Render, Barry (Pearson Publication)
Note: The duration of all the end term theory examinations shall be 3hours.
47
from each unit.

Assessment
3 Assessment 3 : Case Analysis / Presentation 10
(CAP)/Group Project (GP) / Role Play / Live Projects/

OUTCOMES
CO1 3 3 3 2 3 3 2 3
CO2 3 3 2 2 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 2
Average 2.75 2.75 2.75 2.5 2.75 3 2.5 2.5
CO1 3 3 3 2 3 3
CO2 2 3 2 3 3 3
CO3 2 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.5 2.75 2.75 2.75 3 3

PLP-II-‘Corporate Working Skills’ (Blended learning Mode)
222MGAEC1
L-T-P Internal Marks: 50

2-0-0
Ability Skill
Course Course
Courses Course
✓
48
This is a course allows you to explore what kind of leader you want to be, what kind of leader you are and
how to align your leadership behaviour with your goals. In this course, you will get number of opportunities
to experience leadership in action and allow you to reflect on the nature of leadership and discover your
strength and weaknesses as a leader. You will have an opportunity to lead a team as well as to be a member
of a team led by others. This course is different from conventional courses since you learn-by-doing, by
learning from experiences. Rather than just reading about other leaders, you will find yourself in situations
in which you must play the role of a leader. For experiential learning to work you must engage in the
activities fully, reflect upon your own and others behavior. Put in effort to try new behaviour, receive and
give constructive feedback. The more students will engage in this, the greater will be the learning and
development of capacity to learn from any experience.
CO1: Students will learn to identify Email Writing styles.
CO2: Through projects and assignments, they will get the opportunity to explore their writing skills and
manage teams.
CO3: They will learn to accept peer feedback and improve themselves.
CO4: Students will learn personal brand building methods.
Detailed syllabus:
UNIT I
Business communication at workplace: bad news messages, persuasive written communication, memos,
notice, agenda and minutes of meeting.
Report Writing: Types of business reports, structure of reports, short reports, long reports, abstracts and
summaries, proposals
UNIT II
Email Writing: Email Etiquette, Tips to Writing Effective Emails, Common Grammar Errors, Letters
Template, Writing Results Oriented Letters (Sales and Marketing and other Media Relations), Writing
Results-Oriented Job Search Emails, Writing Results Oriented Letters: Customer Relations, Writing Results
Oriented Letters: Placing and Acknowledging Orders, Writing The Extended Email (Reports and
Proposals),Writing a Short Report (Making and Supporting Your Idea)
UNIT III
Introduction to personal branding: Business Cards, Resume writing, LinkedIn, Crafting your personal brand,
knowing your brand (Personal SWOT), Writing a brand story (yours). Controlling your brand (Protocol-
poise, business etiquette, Personal-image, dressing your brand, Professional-presentations, Communicating
your brand (social media-LinkedIn, create your ad). Demonstrate and build your brand (business cards),
Building a personal network, Personal branding in the work place.
UNIT IV
Conflict Resolution and Negotiation Skills, Creating a Powerful First Impression and Social Skills - Office
Etiquettes, Time Management.
SUGGESTED READINGS:
1. Murphy, Herta A., Herbert W. Hildebrandt & Jane P Thomas, Effective Business Communication,
Tata McGraw Hill, New Delhi
2. Konera, Arun, Professional Communication, Tata McGraw Hill, New Delhi
3. McGrath, E.H., Basic Managerial Skills for All, PHI, New Delhi
49
4. Meenakshi Raman & Prakash Singh, Business Communication, Oxford University Press, New
Delhi
• The students will be assessed on Elevator Speech.
B Assessment Plan

TOTAL 50

Table 1: CO-PO Matrix for the Course 222MGAEC1
OUTCOMES
CO1 3 3 3 3 3 3 3 3
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 3 3 3 3 3 3 3 3
Average 3 3 3 3 3 3 3 3
Table 2: CO-PSO Matrix for the Course 222MGAEC1

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 3 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 3 3 3

Foundation of Business Analytics
222MGSEC1
Type of Course: Skill Enhancement Course
Ability Skill
Course Course
Courses Course
✓
50
Introduction to the Course: Business analytics is closely related to management science and operational
research. It refers to the use of statistical methods and models as well as empirical data to support the
process of making business decisions. This module provides general knowledge about business analytics,
illustrated with case studies and examples from various industries. In order to use the above-mentioned
methods and models effectively, one needs to understand the underlying probability theory and statistics.
Thus, the module also provides a basic knowledge of statistics and probability. It introduces such concepts
as random variables and probability distributions, and it covers the basics of statistical analysis and
inference
Course outcomes:
CO1: Make use of business statistics for solving quantitative and qualitative business decisions
CO2: Understand process of problem recognition and hypothesis testing for data driven decisions
CO3: Use the software for conducting robust and rigorous interpretation of data
CO4: Examine the relationship between variables using tools of correlation, patterns, variations.
DETAILED SYLLABUS:
UNIT I
Importing and Understanding data: Importing, plotting, understanding and cleaning the data. Understand
Univariate and multivariate, categorical and quantitative data, visual presentations of data, descriptive
statistics, data tables, interpretation from graphical charts-bar plots, box plots, scatter diagrams. Hands on
case study using software.
UNIT II
Dealing with outliers and missing data and correlation: Identification and handling of missing values and
outliers, cap and floor outliers, correct data formats, data standardization, data normalization, bin creation,
adding indicator variables. Scatter graph, Pearson correlation, Spearman’s correlation, Kendall’s Tau (non-
parametric), biserial and point biserial correlation, partial correlation, semi-partial (part) correlation,
multiple correlation, warning about interpretation (causality). Hands on case study using software.
UNIT III
Importance of distributions, normal distribution, central limit theorem, test for normality, basics of sampling
distribution. Type 1 and Type 2 errors, Hypothesis testing- Z test and t test. Confidence interval, one tail
and two tail tests. Chi square test: test of independence and test of goodness of fit .Hands on case study
using software.
UNIT IV
Non-parametric tests and ANOVA-Comparing two independent samples-Wilcoxon rank sum test and
Mann-Whitney test, comparing two related conditions-Wilcoxon signed rank test, difference between
several independent groups- Kruskal-Wallis test, difference between several related groups- Friedman’s
ANOVA, analysis of variance, application of one way ANOVA .Hands on case study using software.
Suggested Readings:
1. Levin & Rubin, Statistics for Business, Prentice Hall of India, N.Delhi.
3. Anderson, Statistics for Business & Economics, Thomson Learning, Bombay.
5. Andy Field, Discovering Statistics Using SPSS, Pearson Press.
6. Damodar Gujrati, Basic Econometrics, McGraw Hill Education, 5th Edition 7. Joseph F. Hair Jr, William
C. Black, Barry J. Babin, Rolph E. Anderson, Multivariate Data Analysis, Pearson Press.
NOTE: The duration of all the end term theory examinations shall be 3hours
Instructions for External Examiner: The question paper shall be divided in two sections.
51
Section ‘A’ shall comprise of five short answer type questions from whole of the syllabus
carrying two marks each, which shall be compulsory. Answer to each question should not
exceed 50 words normally. Section ‘B’ shall comprise 8 questions (2 questions from each unit).
The students will be required to attempt four questions selecting one question of 10 marks from
each unit. All questions will carry equal marks.
Instructions for Internal Examiner: Practical exam of 50 marks must be conducted by

inviting an external examiner, which includes viva-voce and practical to be taken on computer.

1 Practical + Viva Voce 50 50%)
2 End-Term Examination (EE) 50 (50%)
Mapping Matrix of Course :222MGSEC1

Table 1: CO-PO Matrix for the Course 222MGSEC1
OUTCOMES
CO1 3 3 3 3 3 3 3 3
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 3 3 3 3 3 3 3 3
Average 3 3 3 3 3 3 3 3
Table 2: CO-PSO Matrix for the Course 222MGSEC1

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 3 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 3 3 3

General Elective /Open Elective
L-T-P Internal Marks: 50

2-0-0
Type of Course: General Elective Course
Ability Skill
Course Course
Courses Course
✓
52
Each student is required to opt one course from the pool of Open Elective Courses provided by the
University, excluding the Open Elective Courses offered by Department of Management.
Summer Training: At the end of second semester, all the students will have to undergo summer training
of 8 weeks with an industrial, business or service organization. The condition of successfully completing
the programme shall not be deemed to have been satisfied unless a student undergoes summer training
under the supervision of faculty from the department. Each student will be required to submit a summer
training report to the department for the work undertaken for evaluation in the third semester. Internal
evaluation of 100 marks will be based on seminar presentation and viva before the committee of three
members constituted by Dean of the Department.
Exit 5: For MBA programme, there shall only be one exit point that is, at the end of the first year of the
MBA programme after successful earning of 53 credits of First and Second semesters. Students who exit
after the first year shall be awarded the Post-Graduate Diploma in Management.
Core Courses
Third Semester
Strategic Management (Blended Learning Mode)
223MGCC1
Ability Skill
Course Course
Courses Course
✓

The course aims at imparting knowledge of formulation, implementation and evaluation of business
strategies.
Course Outcomes:
CO1: Outline the type of decisions taken at different levels of organization.
CO2: Explain the process of strategic decision making in an organization.
CO3: Apply various tools to assess business environment.
CO4: Evaluate the strategy which best fits in achieving the organizational goals.
DETAILED SYLLABUS:
UNIT I
Strategy: Concept and Levels, Strategic Decision Making; Schools of thought on Strategy Formulation;
Strategic Management: Elements and Models in Strategic Management Process; Strategic Intent, Vision,
Mission, Goals and Objectives, Strategic Business Unit.
UNIT II
Strategy Formulation: Environmental Appraisal, Organizational Appraisal, Corporate Level and Business
Level Strategies.
UNIT III
Strategic Analysis and Choice: Strategic Analysis, Tools and Techniques for Strategic Analysis - BCG
Matrix, Porter’s Model, GE Matrix, SWOT Analysis; Strategic Choice - Process of Strategic Choice,
53
Factors in strategic Choice.
UNIT IV
Strategy Implementation: Activating Strategies, Structural, Behavioural, Functional and Operational
Implementation; Strategic Evaluation and Control.
SUGGESTED READINGS:
1. Gupta, Gollakota and Srinivasan, Business Policy and Strategic Management –Concepts and
Applications, PHI, New Delhi.
2. Jauch and Glueck, Business Policy and Strategic Management, TMH, New Delhi.
3. Kazmi, Azhar, Strategic Management and Business Policy, Tata McGraw Hill Publishing
Company Ltd., New Delhi.
4. Pearce and Robinson, Strategic Management–Formulation, Implementation and Control, McGraw
Hill Publishing, New Delhi.
from each unit.
Assessment

OUTCOMES
CO1 3 3 3 2 3 3 2 3
CO2 3 3 2 2 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 2
Average 2.75 2.75 2.75 2.5 2.75 3 2.5 2.5
54
CO1 3 3 3 2 3 3
CO2 2 3 2 3 3 3
CO3 2 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.5 2.75 2.75 2.75 3 3
Business Law (Blended Learning Mode)

223MGCC2

Ability Skill
Course Course
Courses Course
✓
Introduction to the Course: This course gives an exposure to the students of some of the major
commercial laws affecting business.
Course Outcomes:
CO1: Define laws applicable to a business.
CO2: Classify different laws and explain their specific purpose.
CO3: Illustrate cases of law and interpret own manner to solve the problems of business class
CO4: Examine company laws and compare it with previous laws before amendment of 2013.
DETAILED SYLLABUS:
UNIT I
The Indian Contract Act, 1872: Meaning of a Contract, Classification of Contracts, Essentials of a Valid
Contract; Performance of a Contract; Discharge of a Contract; Breach of Contract; Quasi Contracts.
UNIT II
Contracts of Indemnity and Guarantee; Bailment and Pledge; Law of Agency; Contract of Sale, Conditions
and Warranties, Transfer of Property, Unpaid Seller and his Rights.
UNIT III
The Sales of Goods Act, 1930: Meaning and essentials of a valid contract of sale, Distinction between sale
and agreement to sell, Meaning of goods and their classification, Conditions and warranties, Doctrine of
Caveat Emptor, Rights of an unpaid seller, Rights of buyer.
UNIT IV
Negotiable Instruments Act: Meaning, Characteristics and Types of Negotiable Instruments; Holder and
Holder-in-due-course; Negotiation by Endorsements; Crossing of Cheque and Dishonour of Cheque.
SUGGESTED READINGS:
1. Aggarwal, S. K., Singhal, K., Business Laws, Galgotia Publications, New Delhi.
2. Datey, V. S., Business and Corporate Laws, Taxmann Publications, New Delhi.
3. Gulshan, S. S., Business Law, New Age International Publication, New Delhi.
4. Kapoor, N. D., Elements of Mercantile Law, Sultan Chand & Sons, New Delhi.
5. Kuchhal and Prakash, Business Legislation for Management, Vikas Publishing, New Delhi.
6. Tulsian P. C., Business Law, Tata McGraw Hill, New Delhi.
55
from each unit.

Assessment

OUTCOMES
CO1 3 3 3 2 3 3 2 3
CO2 3 3 2 2 2 3 3 3
CO3 2 2 3 3 3 3 2 2
CO4 3 3 3 3 3 3 3 2
Average 2.75 2.75 2.75 2.5 2.75 3 2.5 2.5

CO1 3 3 3 2 3 3
CO2 2 3 2 3 3 3
CO3 2 2 3 3 3 3
CO4 3 3 3 3 3 3
Average 2.5 2.75 2.75 2.75 3 3
56
PLP* Module-III-‘Networking Skills' (Blended Learning Mode)
223MGAEC1
L-T-P

Ability Skill
Course Course
Courses Course
✓

The course is aimed at equipping the student with the technique of networking effectively for a successful
professional and personal life. It is an applied course, that provides students a platform to enhance their
skills, honing these through skill acquisition, practice followed by feedback in an interactive mode. This
course will help students to frame a network accurately using different modes.
CO1: To provide an overview of Prerequisites to Networking.
CO2: To put in use the basic mechanics of Group & individual networking.
CO3: To provide an outline to effective networking.
CO4: To impart the correct practices of the strategies of Effective Business networking.
Detailed syllabus:
Every week 2 lectures or workshops will be conducted by industry experts.
• The students will be assessed on Group Discussion and Elevator Speech.
B Assessment Plan

TOTAL 50
57
OUTCOMES
CO1 3 3 3 3 3 3 3 3
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 3 3 3 3 3 3 3 3
Average 3 3 3 3 3 3 3 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 3 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 3 3 3
Digital Marketing
223MGDSEMM1

Type of Course: Discipline Specific Elective Course (Marketing)
Discipline
Ability Skill
General Elective Specific
Course Elective
Courses Course
Courses
✓
Digital Marketing is a course which offers insights to understand Digital Marketing characteristics, work
digital structures, use digital marketing for multiple goals within a larger marketing and/or media strategy,
such understanding to enhance the quality of online advertising: Digital display, video, mobile, search
engine, and social media and performance in organizations.
Course Outcomes
After completing the course students would be able to:
CO1: To understand how and why to use digital marketing for multiple goals within a larger
marketing and/or media strategy.
CO2: To understand the major digital marketing channels - online advertising: Digital display,
video, mobile, search engine, and social media.
CO3: To develop, evaluate, and execute a comprehensive digital marketing strategy and plan.
CO4: To measure digital marketing efforts and calculate ROI and Explore the latest digital ad
technologies.
58
DETAILED SYLLABUS:
UNIT-I
Introduction to Digital Marketing: Digital Marketing, Internet Users, Digital Marketing Strategy, Digital
Advertising Market in India, Skills required in Digital Marketing, Digital Marketing Plan. Display
Advertising: Concept of Display Advertising, Types of Display Ads, Buying Models, Display Plan,
Targeting, What Makes a Good Ad?, Programmatic Digital Advertising, Analytical Tools, YouTube
Advertising.
UNIT-II
Search Engine Advertising: benefits of paid Search Advertising, understanding Ad Placement,
understanding Ad Ranks, Creating the First Ad Campaign, Enhance Your Ad Campaign, Performance
Reports. Social Media Marketing: How to build a Successful Strategy. Facebook Marketing: Facebook for
Business, Anatomy of an Ad Campaign, Adverts, Facebook Insights, Other Marketing Tools, Other
Essentials.
UNIT-III
LinkedIn Marketing: Why it is Important to have LinkedIn Presence, LinkedIn Strategy, Sales Leads
Generation Using LinkedIn, Content Strategy, LinkedIn Analytics, Targeting, Ad Campaign. Twitter
Marketing: Getting Started with Twitter, How is Twitter Different?, Building a Content Strategy, Twitter
Usage, Twitter Ads, Twitter Analytics, Twitter tools and tips for Marketers. Instagram and Snap chat:
Instagram-Content Strategy, Sponsored Ads, Snap chat, Digital Public Relations.
UNIT-IV
Mobile Marketing: Mobile Usage, Mobile Advertising, Mobile Marketing Toolkit, Mobile Marketing
Features, Addressing the diversity in India through Mobile, Campaign Development Process, Tracking of
Mobile Campaigns. Search Engine Optimisation: Search Engine, Concept of SEO, SEO phases, On Page
and Off Page Optimisation, Social Media Reach, Maintenance. Web Analytics: Data Collection, Key
Metrics, Making Web Analytics Actionable, Multi-channel attribution, How to connect offline with online,
Types of Tracking Codes, Mobile Analytics, Universal Analytics, Competitive Intelligence.
RECOMMENDED READINGS:
1. Puneet Bhatia, Fundamental of Digital Marketing, Pearson Education
2. Seema Gupta, "Digital Marketing", McGraw Hill Education, New Delhi.
3. Philip Kotler, "Marketing 4.0: Moving from Traditional to Digital", Wiley
4. Ryan Deiss and Russ Henne berry. Digital Marketing for Dummies,
5. Jason, McDonald. Social Media Marketing Workbook: 2018 Edition - How to Use Social Media
for Business
6. Miller, The Ultimate Web Marketing Guide, Pearson Education.
from each unit.
59

Assessment
Mapping Matrix of Course: 223MGDSEMM1

Table 1: CO-PO Matrix for the Course 223MGDSEMM1
OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 2 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 2.75 2.75 2.5 3 3 3
Table 2: CO-PSO Matrix for the Course 223MGDSEMM1

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
Customer Relationship Management

223MGDSEMM2

Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Business people started using the term Customer Relationship Management
(CRM) since the early 1990s when the concept of business started to change from being transactional to
60
relational. CRM directly contributes towards customer benefits and the growth of businesses. Information
Technology plays a very critical role in identifying, acquiring, and retaining the customers, and thereby
managing a healthy relationship with them.
Course Outcomes
CO1: Critically review and interpret the theoretical aspects of CRM across the main areas of sales,
services and marketing.
CO2: Exhibit creative and technical practical professional skills and justify the strategy adopted with
reference to specified briefs.
CO3: Investigate, analyze, demonstrate, and present the salient aspects of a CRM implementation
CO4: Learn about CRM innovation in a work-related environment.
DETAILED SYLLABUS:
UNIT-I
Introduction – Origin, evolution and concept of CRM, strategic importance of CRM, goals of CRM, types
of CRM, CRM Architecture
UNIT-II
Operational CRM – Sales force automation: lead management, contact management, field force
automation; enterprise marketing automation: market segmentation, campaign management, customer
service and support, contact and call centre operations
UNIT-III
Analytical CRM – Managing and sharing customer data: customer information database, ethics and
legalities of data use, data warehousing and data mining; types of data analysis – online analytical
processing, click stream analysis, collaborative filtering, CRM and business intelligence collaborative
CRM
UNIT-IV
CRM Implementation – Establishing CRM performance monitoring, CRM readiness assessment, system,
CRM audit, CRM project management, employee engagement in CRM project, CRM budget, key account
management, evaluating CRM return on investment.
SUGGESTED READINGS:
1. Buttle, Francis, Customer Relationship Management – Concept and Tools, Elsevier Butterworth –
Heinemann, Oxford, UK
2. Payne, Adrian, Handbook of CRM – Achieving Excellence in Customer Management, Butterworth
– Heinemann, Oxford, UK
3. Dyche, Jill, The CRM Handbook – A Business Guide to Customer Relationship Management,
Pearson Education, New Delhi
4. Knox, Simon, Stan Maklan, Adrian Payne, Joe Peppard and Lynette Ryal, Customer Relationship
Management, Butterworth – Heinemann, Oxford, UK
from each unit.
61

Assessment

OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 2 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 2.75 2.75 2.5 3 3 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
CONSUMER BEHAVIOUR ANALYSIS

223MGDSEMM3

Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Customer relationship management (CRM) is the combination of practices,
strategies and technologies that companies use to manage and analyze customer interactions and data
62
throughout the customer lifecycle. The goal is to improve customer service relationships and assist in
customer retention and drive sales growth. CRM systems compile customer data across different channels,
or points of contact, between the customer and the company, which could include the company's website,
telephone, live chat, direct mail, marketing materials and social networks. CRM systems can also give
customer-facing staff members detailed information on customers' personal information, purchase history,
buying preferences and concerns.
Course Outcomes
CO1: To understand the relationship between consumer behavior and customer value, satisfaction, trust
and retention
CO2: To understand how new technologies are enabling marketers to better satisfy the needs and wants
of the consumers
CO3: To understand how marketers are increasingly able to reach consumers wherever consumers wish
to be reached.
CO4: To understand how the world’s economic condition is leading to consumption instability.
DETAILED SYLLABUS:
UNIT-I
Significance and underlying principles of consumer behaviour; the basic consumer decision process;
methods of studying consumer behaviour; using consumer analysis to build consumer relationships
and loyalty
UNIT-II
Pre-purchases processes; consumer resources and purchase decision process; post-purchase behaviour;
consumer demographics and psychographics; personality factors in consumer behaviour; consumer
motivation and its challenges; managing consumer knowledge; consumer behaviour towards new and
innovative products
UNIT-III
Impact of culture, ethnicity, and social classification on consumer behaviour; family influences; household
consumer behaviour; group influences; influence through dyadic exchanges
UNIT-IV
Approaches to attracting consumer attention; managing consumer exposure; process of customer opinion
formation; approaches to changing consumer opinion; improving consumer memory though cognitive
learning and retrieval; brand recognition and recall measures.
SUGGESTED READINGS:
1. Blackwell, R E et. al, Consumer Behaviour, Thomson, South-Western, New Delhi
2. Kardes K, Consumer Behaviour and Managerial Decision Making, Pearson Education, New Delhi
3. Schiffman, L G and Kanuk, L L, Consumer Behaviour, Pearson Education, New Delhi
4. Ward, Scott and Robertson, T S (eds.), Consumer Behaviour; Theoretical Sources, Prentice-Hall,
Englewood Cliffs, N J
63
from each unit.

Assessment

OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 2 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 2.75 2.75 2.5 3 3 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
64
Security Analysis and Portfolio Management
223MGDSEFM1
Type of Course: Discipline Specific Elective Course (Finance)
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: The analysis of various tradable financial instruments is called security
analysis. It helps a financial expert or a security analyst to determine the value of assets in a portfolio.
Security analysis is a method which helps to calculate the value of various assets and also find out the
effect of various market fluctuations on the value of tradable financial instruments (also called securities).
Course Outcomes:
CO1: Describe the environment and working of capital markets.
CO2: Discuss and differentiate different financial assets and their holding motives
CO3: Define the concepts and terminologies of portfolio management.
CO4: Summarize the theories underlying portfolio management and able to apply the concepts of portfolio
management and solve relevant numerical problems.
Detailed Syllabus:
UNIT I
Introduction: Basic concepts, Investment Objectives, Investment Process; Investment Styles: Contrarian
and Momentum Styles; Investment Opportunities; Types of Securities; Real Assets and Mutual Funds;
Risk and Return Analysis: Systematic and Unsystematic Risks, Risk Measurement, Minimizing Risk
Exposures; Investment vs. Gambling and Specialization.
UNIT II
Theories of portfolio selection and management- Markowitz portfolio theory: optimal portfolio, meaning
and construction of efficient frontier, investors’ utility; CAPM: capital asset pricing model, risk-free and
risky lending and borrowing, market portfolio; capital market theory: CML, SML and Sharpe Single Index
Model; Arbitrage Pricing Theory (APT).
UNIT III
Bond portfolio management strategies –bond characteristics, fundamentals of bond valuation, bond &
equity portfolio management strategies: passive portfolio strategies & active portfolio strategies.
UNIT IV
Portfolio Revision: Need and Constraints, Portfolio Revision Strategies and Formula Plans Portfolio
Performance Evaluation: Risk adjusted methods - Sharpe, Treynor’s and Jenson’s Performance Index;
Components of Portfolio Performance: Market Timings, Stock selectivity and Diversification, Benchmark
Portfolio.
65
SUGGESTED READINGS:
1. Bhalla, V. K., Investment Management: Security Analysis and Portfolio Analysis, S. Chand, New
Delhi.
2. Chandra, Prasanna, Investment Analysis and Portfolio Management, McGraw Hill Education, New
Delhi.
3. Fischer, Donald E. and Jordon Ronald J., Security Analysis and Portfolio Management, PHI, New
Delhi.
4. Ranganatham, M. &Madhumathi, R., Investment Analysis and Portfolio Management, Pearson
Education, New Delhi.
from each unit.

Assessment
Mapping Matrix of Course: 223MGDSEFM1

Table 1: CO-PO Matrix for the Course 223MGDSEFM1
OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 2.5 3 3 3
66
Table 2: CO-PSO Matrix for the Course 223MGDSEFM1
CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 2.75
Management of Financial Services and Institutions

223MGDSEFM2
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Financial markets have been increasingly influenced in recent times by
financial innovations in terms of products and instruments, adoption of modern technologies, opening up
of the market to the global economy, streaming of the regulatory framework and so on. Many innovative
financial products are introduced to cater to the varied requirements of both corporate and individual
customers. In this changing financial scenario, students of management need to learn about broad
framework of financial system, its constituents, their linkages and the regulatory mechanism under which
it operates. The course content includes a study of the financial markets, financial intermediation and
different financial services.
Course Outcomes:
CO1: Prepare the concepts of financial services.
CO2: Apply different procedures as to merchant banking activities.
CO3: Utilize the guidelines provided by various legal and regulatory frameworks.
CO4: Analyze the different elements as to leasing and hire purchasing concepts.
CO5: Assess the different trends of the leasing industry.
DETAILED SYLLABUS:
UNIT-I
Financial Services: salient features, scope and problems; mutual funds; venture capital financing; regulatory
and theoretical framework of leasing; issue management activities/procedures of merchant banking.
Unit-II
Credit rating; factoring and forfeiting; housing finance; merger/amalgamation and acquisition/takeover;
debt securitization
UNIT-III
Development Banks - operational policies and practices of IDBI, ICICI, IFCI, SIDBI; EXIM BANK; UTI;
LICI; segments/instruments of money market
UNIT-IV
Mechanism of security trading, NSE, OTCEI, scripless trading, depository system and custodial services;
SEBI– its objectives, functions and powers.
67
SUGGESTED READING:
1. Bhole, L. M., Financial Institutions and Markets , Tata McGraw Hills, New Delhi
2. Khan, M. Y., Financial Services, Tata McGraw Hill, New Delhi
3. Pathak, Indian Financial System, Pearson Education
4. Khan, M.Y., Indian Financial System, Tata McGraw Hill, New Delhi
5. Machiraju, H.R., Indian Financial System, Vikas Publishing House
from each unit.

Assessment
OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 2.5 3 3 3
CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 2.75
68
Corporate Restructuring and Business Valuation
223MGDSEFM3

Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Liberalized economy has generated many opportunities of combining
businesses to create wealth. The fundamental aim of the course is to prepare students to take advantage of
the current scenario and understand how mergers, acquisitions and corporate restructuring are
implemented.
Course Objectives:
At the end of the course, students should be able to:
CO1: Understand the role and strength of corporate restructuring for growth.
CO2: Facilitate the understanding of process and economic rationales of various corporate restructuring
tools such as takeovers, acquisitions, joint ventures, disinvestments, amalgamations, buyback of shares,
mergers, demergers, reverse mergers, etc.
CO3: Able to understand the anti-takeover strategies to avoid hostile acquisition.
CO4: Enable the student to acquire analytical skills in analyzing real-world cases in the need for corporate
restructuring in a respective venture.
DETAILED SYLLABUS:
UNIT – I
Introduction to Mergers: Meaning, Types of Mergers, Merger Strategy-Growth, Synergy, Operating
Synergy, Financial Synergy, Diversification, Other Economic Motives, Hubris Hypothesis of Takeovers,
Other Motives, Tax Motives; Corporate Restructuring – Significance, Forms of Restructuring; Merger
Process.
UNIT – II
Approach for Merger, Acquisition and Takeover: Defence Against Hostile Takeover, Poisson Pill, Bear
Hug, Greenmail, Pacman; Negotiation, Due Diligence: Five Stage Model, Types, Due Strategy and
Process, Challenges; Criteria for Negotiating Friendly Takeover, Financing of Merger; Post Merger H.R.
and Cultural Issues.
Unit – III
Legal Aspects of Mergers/ Amalgamation and Acquisition: Provisions of Companies Act; Regulation by
SEBI; Takeover Code: Scheme of Amalgamation, Approval from Court. Valuation of a Business.
Unit – IV
Methods of Valuation: Cash flow Basis, Earning Potential Basis, Growth Rate, Market Price etc.;
Computation of Impact on EPS and Market Price; Determination of Exchange Ratio; Impact of Variation
69
in Growth of the Firms; MBO, LBO, Boot Strapping; Recent Case Studies of Merger and Acquisitions.
SUGGESTED READINGS:
1. Gaughan P.A., Merger, Acquisitions and Corporate Restructuring, Wiley India Pvt Ltd.
2. Godbole P.G., Mergers, Acquisitions and Corporate Restructuring, Vikas Publishing House Pvt. Ltd.,
New Delhi
3. Fred Weston J, Chung K.S., Hoag S.E., Mergers, Restructuring and Corporate Control, Prentice Hall
of India, New Delhi
4. Ramanujan S, Mergers: the new Dimensions for Corporate Restructuring, Mc Graw Hill Education
5. Donald D, Merger, Acquisitions and other Restructuring Activities, Elsevier Incorporation
NOTE: The duration of all the end term theory examinations shall be 3 hours
from each unit.

Assessment

OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 2.5 3 3 3
70
CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 2.75
Compensation and Benefits Administration

223MGDSEHRM1

Type of Course: Discipline Specific Elective Course (Human Resource Management)
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Course is designed to provide the student with a thorough knowledge of various methods and practices of
Compensation Management. It enables students to understand and perform job evaluation for various job
positions of different fields. It also serves to develop and strengthen overall analytical skills of students
Related to various HR Functions.
Course Outcomes:
On successful completion of the course students will be able to:
CO1: Recognize how pay decisions help the organization achieve a competitive advantage.
CO2: Analyze, integrate, and apply the knowledge to solve compensation related problems in organizations.
CO3: Demonstrate comprehension by constructing a compensation system encompassing; internal
consistency, external competitiveness, employee contributions, organizational benefit systems, and
administration issues.
CO4: Design rational and contemporary compensation systems in modern organizations
DETAILED SYLLABUS:
UNIT -I
The reward system: compensation & non compensation dimension, system for non-compensation
Job analysis-Planning a gob analysis program, Collection and description of job data, designing of custom
made job analysis questionnaire, Guidelines for conducting a job analysis interview.
Job Description-Broad , generic job (class descriptions versus Narrow, specific job (Position) descriptions,
A job contract, Planning, operations and control, elements of the job description, Job summary ,other ways
of describing job facts
UNIT-II
Job evaluation-Job requirements and pay, whole job ranking, position classification Predetermined grading
Approach, a market pricing approach, a maturity curve method, Development and use of compensable
factors, Weighting and rating of compensable factors. Designing a Base pay structure-Pay structure
architecture, Determining a pay policy line, the need for more than one pay structure, displaying job data,
71
identifying lowest and highest rates of pay, developing pay grades, single rate pay grade, two tire wage
plan, multiple point pay structure, range or spread dimension, pay grade width, determining pay grade
minimum and minimum rates of pay, internal design consideration, spread of range and steps, pay grade
overlap, broad banding
UNIT-III
Measuring and paying for performance -Merit pay, performance appraisal: cost- effectiveness analysis,
designing a job content-based performance appraisal program, Rating scale design and development,
performance standards, maintaining an employee documentation File. Point factor method of job evaluation
-Combining point factor and factor comparison methods, job evaluation committee, Using FES to determine
job worth, Factor evaluation system position evaluation statements
UNIT-IV
Short term incentives-Premium and differentials, pay for unit produced, individual based bonus and
rewards, organization wide short-term incentives, Scanlon plan, lincon’s incentive system. Long term
incentives-Designing a long term incentive and deferred compensation plan, Qualified deferred
compensation arrangement, Social security, retirement plan, pension plans, profit sharing plan, stock bonus
plan, ESOP, employer benefits and employer costs for ESOP, Individual retirement account, Savings
incentive match plan for employees.
SUGGESTED READINGS:
1. Compensation Management in a knowledge- based world, Richard I. Henderson, Pearson
Education
2. Compensation planning, George T Mulkovich& Jerry Newmann, McGraw Hill Publication
3. Compensation and reward management, B. D. Singh, Excel Publication
4. Aswathappa, K. (2001). Human resource & personal management (text & cases). New Delhi: Tata
McGraw-Hill.
5. Mamoria, C. B., &Gankar, S.V. (2002). Personal management (text & cases). New Delhi: Tata
McGraw-Hill.
6. Rao, T. V. (2015). Performance Management: Toward organizational excellence. Sage Publication.
from each unit.
Assessment
72
Mapping Matrix of Course: 223MGDSEHRM1
Table 1: CO-PO Matrix for the Course 223MGDSEHRM1
OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 2.75 3 2.75 2.5 3 2.5 3
Table 2: CO-PSO Matrix for the Course 223MGDSEHRM1

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
Industrial Relations and Labor Laws

223MGDSEHRM2
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
This course is to sensitize and expose students to critical tasks, functions and issues of industrial relations
and to gain insight into the dynamics of employee management relations on the different job situations.
Course Outcomes:
CO1: To Provide conceptual framework of Industrial Relation
CO2: To make students aware with the Indian Labour legislation
CO3: To make students aware with the basic requirements and mandate of labour legislations
CO4: Understand the terminology of Industrial Relations with context to India

CO5: Understand the implications of various labor Legislations on business organizations
73
DETAILED SYLLABUS
UNIT I
Introduction: Concept, objectives, functions, significance & aspects of Industrial Relations Emerging
challenges of IR in India, Linking Industrial Relations with economic growth of a country, Trade Unionism:
Development of trade unionism, functions, type and structure, problems & suggestive remedial measures
of trade unions, The Trade Unions Act 1926- objectives, recognition and registration, Industrial Democracy
& Participative Management
UNIT II
Collective Bargaining: Significance, types & Procedure of collective bargaining Discipline: The Industrial
Employment (Standing Orders) Act 1961, Misconduct, Disciplinary Action, Types of punishments, Code
of Discipline, Domestic Enquiry, Grievance Function in IR: Grievance Settlement Procedure, Industrial
Disputes: Preventive & Settlement Machinery in India
UNIT III
The Factories Act, 1948 & The shop & Establishment Act 1948 The Payment of Wages Act, 1923 ,The
Workmen’s compensation Act, 1972 ,The Industrial Disputes Act, 1947
UNIT IV
The Payment of Minimum wages act 1936 ,The Contract Labor (Abolition & regulative) act The ESI Act,
1948 ,The Trade unions act, 1926 , The payment of Bonus Act, 1965 The payment of Gratuity Cat, 1972
The Maternity Benefit Act, 1961 ,Employee’s Provident fund & Miscellaneous Provisions Act, 1952
SUGGESETD READINGS:
1. Mamoria CB, Mamoria, Gankar - Dynamics of Industrial Relations (Himalayan Publications, 15th
Ed.)
2. Singh B.D. - Industrial Relations & Labour Laws (Excel, 1st Ed)
3. Srivastava SC - Industrial Relations and Labour Laws (Vikas, 2000, 4th Ed.)
4. Venkata Ratnam – Industrial Relations (Oxford, 2006, 2nd Ed.)
5. Venkataratnam, C.S. and Sinha, Pravin, Trade Union Challenges at the Designingof 21st Centry,
IIRA -Excel Books, New Delhi.
6. Monappa, A . Industrial Relations, Tata McGraw Hill, New Delhi.
from each unit.

Assessment
74

OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 2.75 3 2.75 2.5 3 2.5 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
Learning and Development

223MGDSEHRM3
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Learning and development is a systematic process to enhance an employee’s
skills, knowledge, and competency, resulting in better performance in a work setting. Specifically, learning
is concerned with the acquisition of knowledge, skills, and attitudes. Development is the broadening and
deepening of knowledge in line with one’s development goals.The goal of learning and development is to
develop or change the behavior of individuals or groups for the better, sharing knowledge and insights that
enable them to do their work better, or cultivate attitudes that help them perform better.
Course Outcomes:
CO1: To understand the trend toward performance management and how this impacts
today’s training professional.
75
CO2: To be able to develop an appropriate training strategy for today's organization – using
both classroom and distance learning technologies.
CO3: To be able to effectively evaluate a training program using appropriate statistical
methods and be able to present this effectively to management.
CO4: To understand and be able to use appropriate training software packages.
CO5: To understand the appropriate distance learning technology and be able to apply this
technology to achieve effective learning.
UNIT – I
Introduction to Employee learning and Development, learning, Meaning and significance, The Forces
Influencing Working and Learning, classification of learning capabilities, learning theories- Reinforcement
Theory, Social Learning Theory, Goal Theories, Expectancy Theory, Adult Learning Theory, pedagogy
and andragogy; The basic principles of learning, The Learning Process , Mental and Physical Processes,
The Learning Cycle, Instructional Emphasis for Learning Outcomes.
UNIT – II
Training and Learning: Introduction, Relationship, meaning, Designing Effective Training, Forces
influencing working & learning, Strategic Training, Work Environment, Characteristics influencing
transfer of training, organizational environments encouraging transfer.
Training Needs Analysis: Meaning and significance of training needs, types of needs, components of needs,
data collection, analysis and interpretation. Meaning and significance of training design and development,
principles of training design, design process, identifying the training objectives, determining structure,
content, duration, method, learning activities,
UNIT – III
Training implementation & Methods: Meaning and significance of implementation, making or buying
decision, implementation process for making and buying decisions, skills of effective trainer.Training
Methods: Presentation Methods, Hands-on Methods, Group Building Methods. Choosing Training
methods. E-Learning & Use of Technology in Training: Technology's Influence on Training, Technology
& Multimedia, Computer-Based Training, Developing Effective Online Learning, Blended Learning,
Simulations, Mobile Technology & Training Methods, Intelligent Tutoring Systems, Distance Learning,
Technologies for Training Support, Technologies for Training Administration, Learning Management
Systems (LMSs), Systems for Training Delivery, Support & Administration, Choosing New Technology
Training Methods. Outward bound methods: Meaning and significance of outward bound learning (OBL)
methods, process of OBL, risk, safety and ethical issues. Training aids.
UNIT – IV
Training Evaluation: Meaning, Reasons for Evaluating Training and significance of training evaluation,
Donald Kirkpatrick’s Evaluation Model, Return on investment in Training, Types of Evaluation Designs,
Considerations in Choosing an Evaluation Design, data collection for training evaluation, Threats to
Validity, Determining Costs, Evaluation Practices in different organizations, Measuring Human Capital
and Training Activity
Recommended Readings:
1. Robbins, S.P. and Decenzo, D.A. Fundamentals of Management, Pearson Education
2. Hellreigel, Management, Thomson Learning, Bombay
3. Koontz, H and Wechrich, H; Management, Tata McGraw Hill
4. Stoner, J et. al, Management, Pearson Education
5. Robbins and Coulter, Management, Pearson Education
6. Pravin Durai, Principles of Management, Pearson Education.
7. Satya Raju, Management – Text and Cases, PHI, New Delhi
8. Richard L. Daft, Management, Thomson South-Western
76
9. Nelson, Debra L and James C Quick, Organizational Behavior, Thomson Learning
10. Hellgiegel, D and J.W. Slocum, Organizational Behavior, Thomson Learning
11. Luthans, Fred, Organizational Behavior, McGraw Hill, New York
12. New Storm and Keith Davis, Organization Behavior, TMH, New Delhi
from each unit.

Assessment

OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 2.75 3 2.75 2.5 3 2.5 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
77
Operations and Supply Chain Management
223MGDSESCOM1
Type of Course: Discipline Specific Elective Course (Operations and Supply Chain Management)
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓

This course is intended to provide an understanding of the components and processes of supply chain design
and management as well as the performance drivers of supply chain. This course will teach everything one
needs to know about supply chain management. In today's market, firms don't compete with each other;
supply chains do. With this course, students will learn all about the main processes involved in the
production and distribution of a product or commodity. It is also intended to the students to learn about
logistics, transportation, warehousing and outsourcing decisions.
Course Outcomes:
CO1 Learning supply chain concepts and strategies.
CO2 Recognizing supply chain integration to support products in the various product lifecycle.
CO3 Balancing logistics, manufacturing, and inventory policies with demand and customer satisfaction.
CO4 Designing lean but agile supply chains that integrate green initiatives and Implementing e-supply
chain management systems.
Detailed Syllabus:
UNIT I
Supply chain concepts ,Objectives of supply chain, Stages of supply chain, Value chain process, Cycle view
of supply chain process, Key issues in SCM, Logistics & SCM, Supply chain drivers and obstacles, Supply
chain strategies, Strategic fit , Best practices in SCM , Obstacles of streamlined SCM.
UNIT II
Logistics, Evolution, Objectives, Components and functions of Logistic Management, Distribution related
issues and challenges, Gaining competitive advantaged through Logistic Management, Transportation –
Functions , Cost, and Mode, Network and Decision, Containerization, Cross docking.
UNIT III
Supply chain performance, Bullwhip effect and reduction, Performance measurement: Dimension, Tools
of performance measurement, Scor model, Demand chain management, Global supply chain – Challenges
in establishing global supply chain, Factors that influences designing global supply chain network.
UNIT IV
Warehousing ,Warehousing concept and types, warehousing strategy, warehousing facility location &
network design, reverse logistics, Outsourcing: nature, concept, strategic decision to outsourcing, Third
party logistics, fourth party logistics, Supply Chain and CRM ,Linkage, IT infrastructure used for supply
chain and crm, functional component for crm, Green supply chain management, supply chain sustainability.
78
SUGGESTED READINGS:
1. Supply chain management by Sunil Chopra, and Peter Meindl, Pearson
2. Jeremy F. Shapiro. Modeling the Supply Chain. Duxbury Thomson Learning
3. D. Simchi-Levi, P. Kaminsky, E. Simchi-Levi, and Ravi Shankar, Designing and Managing
4. Supply Chain concepts, Strategies and Case studies, Third Edition, Tata McGraw Hill, New Delhi,
2008
from each unit.
Assessment
Mapping Matrix of Course: 223MGDSESCOM1
Table 1: CO-PO Matrix for the Course 223MGDSESCOM1
OUTCOMES
CO1 3 2 3 3 2 3 2 2
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 2
CO4 2 3 3 3 3 3 2 2
Average 2.75 2.75 3 2.75 2.5 3 2.25 2.25
Table 2: CO-PSO Matrix for the Course 223MGDSESCOM1

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
79
Procurement and Logistics Management
223MGDSESCOM2
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: This course is intended to provide an understanding of the components and
processes of supply chain and logistics management as well as the performance drivers of supply chain. It
is also intended to help the students to learn about logistics, transportation, warehousing and outsourcing
decisions.
Course Outcomes:
CO1: To develop an understanding of basic concepts and role of Logistics and supply chain management
in business.
CO2: To understand how supply chain drivers play an important role in redefining value chain excellence
of Firms.
CO3: To develop analytical and critical understanding & skills for planning, designing and operations of
supply chain.
CO4: To understand, appraise and integrate various supply chain strategies.
DETAILED SYLLABUS:
UNIT I
Supply Chain Concepts: Objectives of a Supply Chain, Stages of Supply chain, Value Chain Process,
Cycle view of Supply Chain Process, Key issues in SCM, logistics & SCM, Supply Chain Drivers and
obstacles, Supply chain strategies, strategic fit, Best practices in SCM, Obstacles of streamlined SCM.
UNIT II
Logistics :Evolution, Objectives, Components and Functions of Logistics Management, Distribution related
Issues and Challenges; Gaining competitive advantage through Logistics Management, Transportation-
Functions, Costs, and Mode; Network and Decision, Containerization, Cross docking.
UNIT III
Supply Chain Performance: Bullwhip effect and reduction, Performance measurement: Dimension, Tools
of performance measurement, SCOR Model. Demand chain management, Global Supply chain- Challenges
in establishing Global Supply Chain, Factors that influences designing Global Supply Chain Network.
UNIT IV
Warehousing: Concept and types, Warehousing strategy, Warehouse facility location & network design,
Reverse logistics, Outsourcing- Nature and concept, Strategic decision to Outsourcing, Third party
logistics(3PL), Fourth party logistics(4PL). Supply Chain and CRM- Linkage, IT infrastructure used for
Supply Chain and CRM, Functional components for CRM, Green supply chain management, Supply Chain
sustainability.
SUGGESTED READINGS:
1. Chopra, Sunil, Meindl, Peter and Kalra, D. V.; Supply Chain Management: Strategy, Planning and
Operation; Pearson Education
2. Altekar, Rahul V.; Supply Chain Management: Concepts and Cases; Kindle Education
80
3. Ballou, Ronald H.; Supply Chain Management; Pearson Education
4. Sahay, B.S.; Supply Chain Management; Macmillan
5. Bowersox D.J., Closs D.J. , Logistical Management, McGraw-Hill, 1996
from each unit.

Assessment

OUTCOMES
CO1 3 2 3 3 2 3 2 2
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 2
CO4 2 3 3 3 3 3 2 2
Average 2.75 2.75 3 2.75 2.5 3 2.25 2.25

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
81
Total Quality Management
223MGDSESCOM3
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the course:
Currently, companies must compete on the global market for customers who expect nothing less than
perfection. A modern management concept such as Total Quality Management (TQM) helps improve the
quality of products and services to achieve maximum customer satisfaction. The concept of TQM is most
applicable to companies and organizations that are heavily department-focused. In such organizations, the
left hand often doesn't know what the right hand is doing, as the saying goes, and inter-department
struggles negatively affect how customers’ needs and wants are met.
Course Outcomes:
CO1: Conceptualize Total Quality.
CO2: Closely link management of quality with that of reliability and maintainability for total product
assurance.
CO3: Describe the Concept of Total Quality and its evolution.
UNIT-I
Basics Concepts of Quality: Definition of Quality, Dimensions of Quality, Quality Planning, Quality costs
-Analysis Techniques for Quality Costs, Basic concepts of Total Quality Management, Historical Review,
Principles of TQM, Leadership - Concepts, Role of Senior Management, Quality Council, Quality
Statements, Strategic Planning, Deming Philosophy, Barriers to TQM Implementation.
UNIT-II
TQM Principles: Customer satisfaction - Customer Perception of Quality, Customer Complaints, Service
Quality, Customer Retention, Employee Involvement - Motivation, Empowerment, Teams, Recognition
and Reward, Performance Appraisal, Benefits, Continuous Process Improvement - Juran Trilogy, PDCA
Cycle, 5S, Kaizen, Supplier Partnership - Partnering, sourcing, Supplier Selection, Supplier Rating,
Relationship Development, Performance Measures - Basic Concepts, Strategy, Performance Measure.
UNIT-III
Statistical Process Control: The seven tools of quality, Statistical Fundamentals - Measures of central
Tendency and Dispersion, Population and Sample, Normal Curve, Control Charts for variables and
attributes, Process capability, Concept of six sigma, New seven Management tools.
UNIT-IV
TQM Tools: Benchmarking - Reasons to Benchmark, Benchmarking Process, Quality Function
Deployment (QFD) - House of Quality, QFD Process, Benefits, Taguchi Quality Loss Function, Total
82
Productive Maintenance (TPM) - Concept, Improvement Needs. Quality System: Need for ISO 9000 and
Other Quality Systems, ISO 9000:2000 Quality System - Elements, Implementation of Quality System,
Documentation, Quality Auditing, TS 16949, ISO 14000 - Concept, Requirements and Benefits.
1. Besterfield Dale H, Quality Control, Pearson Education.
2. Charantimath, P., Total Quality Management, Pearson Education.
3. Bedi, Quality Management, Oxford University Press.
4. Juran J. M. and Gryna, Jr. F.M., Quality Planning and Analysis, TMH, New Delhi
5. Ronald G Day, Quality Function Deployment, TMH, New Delhi..
6. Evan J.R., Total Quality Management, Excel Book, New Delhi.
7. Hansan B.L. andGhare, P.M. Quality Control and Application, PHI.
8. Hagan, Management of Quality, Oxford University Press.
9. Juran J M and Frank M Gryna, Quality Planning andAnalysing, TMH, New Delhi.
from each unit.

Assessment

OUTCOMES
CO1 3 2 3 3 2 3 2 2
83
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 2
CO4 2 3 3 3 3 3 2 2
Average 2.75 2.75 3 2.75 2.5 3 2.25 2.25

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
Data Preparation & Basic Analytical Techniques using R

223MGDSEBA1
Type of Course: Discipline Specific Elective Course (Business Analytics)
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: This course presents a gentle introduction into the concepts of business
analysis, the role of a business Analyst, and the tools that are used to perform daily functions. The
participants will gain an understanding of the data ecosystem and the fundamentals of data analysis
through R and Python, such as data gathering or data mining. The participants will then learn the soft
skills that are required to effectively communicate the data to stakeholders, and how mastering these skills
can give them the option to become a data driven decision maker.
Course Outcomes:
The Objective of this course is to provide students with a conceptual understanding of business
analysis, R and Python and the skills required in applying knowledge for decision making. Following
learning objectives will be emphasized. This course attempts to:
CO1: Sharpen participant’s ability to understand and analyze data.
CO2: Provide students with a conceptual understanding of R and Python.
CO3: Understand the need & relevance of application of R and Python knowledge in managerial
decision making.
CO4: Emphasize on the interpretation and use of creation and accumulation.
84
DETAILED SYLLABUS:
UNIT I
Understanding data: Importing, plotting, understanding and cleaning the data. Understand Univariate and
multivariate, categorical and quantitative data, visual presentations of data, descriptive statistics, data tables,
interpretation from graphical charts-bar plots, box plots, scatter diagrams. Hands on case study using
software.
UNIT II
Introduction to R: R Data Types (Character , Numeric ,Integer ,Logical Complex) , Different Data
Structures in R, Basics of R Syntax, install R / RStudio, RStudio interface ,import, export, and view files,
save files.
Introduction to Python: Python Data Types: Functions, String and List, Python Data Types: Tuples and
Dictionaries, Files and Exceptions, Logical Operators , Classes and Objects Logical Operators , Classes
and Objects.
UNIT III
Data Visualization using R: Introduction to ggplo,Univariate Graph, Bivariate Graph, Multivariate
Graph,Maps,Time Dependent Graphs, Customizing Graphs, Saving Graphs. Descriptive Analysis in R:
Using Summary Command, Using Name Command, Summary command: Single value result, Summary
command: Multiple Result cumulative commands, Descriptive Statics for R Data Frames, Descriptive
statistics in R for Matrix Objects.
UNIT IV
Data Visualization using Python: Matplotlib, Pandas Visualization, Seaborn, ggplot, Plotly, Descriptive
Analysis in Python: Mean Median, Mode, Standard Deviation, Variance, Interquartile Range, and
Skewness.
SUGGESTED READINGS:
1. Levin & Rubin, Statistics for Business, Prentice Hall of India, Delhi.
6. Damodar Gujrati, Basic Econometrics, McGraw Hill Education, 5th Edition
7. Joseph F. Hair Jr, William C. Black, Barry J. Babin, Rolph E. Anderson, Multivariate Data Analysis,
Pearson Press.
85
from each unit.
Assessment
Mapping Matrix of Course: 223MGDSEBA1

Table 1: CO-PO Matrix for the Course 223MGDSEBA1
OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 3 3 3 2.75 3 2.75 2.75
Table 2: CO-PSO Matrix for the Course 223MGDSEBA1

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
86
Predictive Modelling
223MGDSEBA2
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Predictive modeling is a name given to a collection of mathematical
techniques having in common the goal of finding a mathematical relationship between a target, response,
or “dependent” variable and various predictor or “independent” variables with the goal in mind of
measuring future values of those predictors and inserting them into the mathematical relationship to predict
future values of the target variable. Because these relationships are never perfect in practice, it is desirable
to give some measure of uncertainty for the predictions, typically a prediction interval that has some
assigned level of confidence like 95%. Another task in the process is model building.
Course outcomes:
CO1: Draw inferences from data and computer output and its application for business decision.
CO2: Understand the use of statistics from modelling perspective
CO3: Use regression and model fit for better decision making
CO4: Understand the use of variables and their roles in regression models
DETAILED SYLLABUS:
UNIT I
Regression: Introduction to regression, simple regression, method of least square, goodness of fit:
R2 , interpretation of regression coefficients, testing the significance of coefficients. Hands on case
study using software.
UNIT II
Multiple regression model, sample size in regression, estimating partial regression coefficients,
testing of the model fit, interpretation of ANOVA results of regression, testing of regression
coefficients, method of regression-hierarchical (block wise entry), forced entry, stepwise
regression, forward pass, backward pass, Interpretation of beta values. Interpretation of computer
output and report writing
UNIT III
Assumptions of multiple regression-linearity, normality, autocorrelation, multi-co linearity-VIF
and tolerance, condition index, homogeneity of variance (heteroscedasticity), regression plots,
accuracy of regression modal-checking outliers, leverage and influence (case wise diagnosis).
Interpretation of computer output and report writing
UNIT IV
Curvilinear regression-method of fitting the model, checking the assumptions and interpretation of
computer output. Concept of Dummy variable in regression, use of dummy variables in seasonal
analysis, piecewise linear regression, interaction effect of predictive variables and interpretation of
results. Interpretation of computer output and report writing
87
SUGGESTED READINGS:
1. Levin & Rubin, Statistics for Business, Prentice Hall of India, New Delhi.
6. Damodar Gujrati, Basic Econometrics, McGraw Hill Education, 5th Edition
7. Joseph F. Hair Jr, William C. Black, Barry J. Babin, Rolph E. Anderson, Multivariate Data
Analysis, Pearson Press.
from each unit.

Assessment
88
OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 3 3 3 2.75 3 2.75 2.75

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
Statistics with R
223MGDSEBA3
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: The following module comprises of R programming basics and application
of several Statistical Techniques using it. The module aims to provide exposure in terms of Statistical
Analysis, Hypothesis Testing, Regression and Correlation using R programming language. The objective
of this module to make students exercise the fundamentals of statistical analysis in R environment. They
would be able to analysis data for the purpose of exploration using Descriptive and Inferential Statistics.
Students will understand Probability and Sampling Distributions and learn the creative application of
Linear Regression in multivariate context for predictive purpose.
Course Outcomes: On completion of this course, the students will be able to

CO1: Install, Code and Use R Programming Language in R Studio IDE to perform basic tasks on
Vectors, Matrices and Data frames.
CO2: Describe key terminologies, concepts and techniques employed in Statistical Analysis.
CO3: Define Calculate, Implement Probability and Probability Distributions to solve a wide variety of
problems.
CO4: Conduct and interpret a variety of Hypothesis Tests to aid Decision Making.
89
Detailed Syllabus:
Unit -I
R and R Studio, Logical Arguments, Missing Values, Characters, Factors and Numeric, Help in R, Vector
to Matrix, Matrix Access, Data Frames, Data Frame Access, Basic Data Manipulation Techniques, Usage
of various apply functions – apply, lapply, sapply and tapply, Outliers treatment.
Unit II
Types of Data, Nominal, Ordinal, Scale and Ratio, Measures of Central Tendency, Mean, Mode and
Median, Bar Chart, Pie Chart and Box Plot, Measures of Variability, Range, Inter-Quartile- Range,
Standard Deviation, Skewness and Kurtosis, Histogram, Stem and Leaf Diagram, Standard Error of Mean
and Confidence Intervals. Experiment, Sample Space and Events, Classical Probability, General Rules Of
Addition, Conditional Probability, General Rules For Multiplication, Independent Events, Bayes’
Theorem, Discrete Probability Distributions: Binomial, Poisson, Continuous Probability Distribution,
Normal Distribution & t-distribution, Sampling Distribution and Central Limit Theorem.
Unit III
Population and Sample, Null and Alternate Hypothesis, Level of Significance, Type I and Type II Errors,
One Sample t Test, Confidence Intervals, One Sample Proportion Test, Paired Sample t Test, Independent
Samples t Test, Two Sample Proportion Tests, One Way Analysis of Variance and Chi Square Test.
Unit IV
Analysis of Relationship, Positive and Negative Correlation, Perfect Correlation, Correlation Matrix,
Scatter Plots, Simple Linear Regression, R Square, Adjusted R Square, Testing of Slope, Standard Error
of Estimate, Overall Model Fitness, Assumptions of Linear Regression, Multiple Regression, Coefficients
of Partial Determination, Durbin Watson Statistics, Variance Inflation Factor.
Suggested Readings:
1. Ken Black, 2013, Business Statistics, New Delhi, Wiley.

2. Lee, Cheng. et al., 2013, Statistics for Business and Financial Economics, New York: Heidelberg
Dordrecht.
3. Anderson, David R., Thomas A. Williams and Dennis J. Sweeney, 2012, Statistics for Business and
Economics, New Delhi: South Western.
4. Waller, Derek, 2008, Statistics for Business, London: BH Publications.
5. Levin, Richard I. and David S. Rubin, 1994, Statistics for Management, New Delhi: Prentice Hall.

from each unit.

90
1 Assessment 1: Class Participation (CP) And Individual 10
Assessment
3 Assessment 3: Case Analysis / Presentation (CAP)/ 10

OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 3 3 3 2.75 3 2.75 2.75

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
Essentials of Healthcare System

223MGDSEHCM1
Type of Course: Discipline Specific Elective Course (Health Care Management)
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
91
Afterundergoingthiscoursethelearnerswillbeabletomakeacomparisoninhealthservicesystemrightfromthegra
ss root level to the global level. They will also be able to enrich their knowledge regarding center and
state government initiatives.
Course Outcomes:
CO1: Demonstrate adequate knowledge and mastery of techniques relevant to hospital management and/or
to demonstrate a clear understanding of concepts, information and techniques at the forefront of the hospital
management discipline
CO2: Develop awareness of the responsibilities of senior hospital management, including understanding
the role and functions of hospitals and their health care context and prepare to handle the management and
development issues faced by a hospital manager, including structure and organization; planning
and managing resources; and reviewing and evaluating services.
CO3: Recognize how operational problems and situations are handled in practice by undertaking and
reporting at a hospital attachment
CO4: Formulate ideas and develop and participate in implementation of plans
DETAILED SYLLABUS:
UNIT-I
Health and Disease: Concept, Definitions & Dimensions of health, Wellbeing, Determinants of health,
Evolution of medicine, Public Health, Health indicators, Health service philosophies, Disease &
causation, Natural history of disease, Disease control & prevention, Changing patterns of disease,
Disease classification and International Health (WHO, WB, UN); Medical sociology –Introduction,
Sociological perspective of health, illness and healing; Institutional perspective and Organizational
perspective.
UNIT II
Public and Private Health Care Services in India, Evolution of public health systems in India (ancient,
colonial & post-independence), Health Planning in India (Committees, Planning commission, Five year
plans, National Health Policies), Public health systems in India (Center, State, District & Village level),
Rural development, Corporate philosophy, Evolution and organization of private health systems in India
and Current trends in private health care in India.
UNIT III
Global Health Service Systems: Introduction to the global health scenario, Health System Models: Full
State provision and funding model, NHS Model, Social health insurance model, Minimal State
intervention mode.
UNIT IV
Population Health: Introduction to population studies, Issues of Indian society & culture, Reproductive
health, Population and Development (policies, programs & evaluation), diseases (CHD, Cancer,
Diabetes & Obesity). Introduction to epidemiology (concept, terms, aims & uses), epidemiological
methods, Epidemiology of communicable diseases (chicken pox, measles, diphtheria, TB, polio &
HIV/AIDS) and Epidemiology of Non communicable
SUGGESTED READINGS:
1. K Park, Preventive and Social Medicine, Bansari Das Bhanot Publishing House.
2. Maxcy-Rosenau-Last, Public Health & Preventive Medicine, 14th Edition Ed Robert Wallace
3. Brijesh C Purohit. Health Care System in India: Towards Measuring Efficiency in Delivery of
Services
4. Eugenia L. Siegler, Saeid Mira Fzali, Janice Foust, An Introduction to Hospitals and Inpatient
92
Care
5. Leon Gordis - Textbook of epidemiology
6. Oxford text book of public health -Oxford Medical Publication
7. David Armstrong - An outline of sociology as applied to medicine
8. Morris - Uses of epidemiology
9. Barker - Practical epidemiology
from each unit.
Assessment
Mapping Matrix of Course: 223MGDSEHCM1

Table 1: CO-PO Matrix for the Course 223MGDSEHCM1

OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 3 3 3 2.75 3 2.5 2.75
Table 2: CO-PSO Matrix for the Course 223MGDSEHCM1
CO1 3 3 3 3 3 3
CO2 3 3 3 3 2 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.5 3
93
Hospital Management
223MGDSEHCM2

Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: This course is designed to familiarise students with the ideas and procedures
that are necessary for managing a hospital. The topic covers management principles, functions, and
processes, as well as their significance and role in the effective and efficient management of health care
organisations, with the goal of instilling a professional approach among students to hospital management.
Course Outcomes:
C01: To provide conceptual understanding of Management Concepts applicable in Hospitals
C02: To understand and appreciate the human behaviour in hospitals
C03: To identify the important functions and its management in Hospitals
C04: To introduce and develop the basic principles of management to the students of hospital
administration.
DETAILED SYLLABUS:
UNIT-I
Hospital Management; Modern Management concept or principles and its implication in hospital
management: Planning, Organizing, Staffing, Directing, Controlling; Duties and responsibilities of Hospital
Managers; Limitations of Hospital Management; Ambulance and Transport Management; Quality
Management.
UNIT-II Concepts
& Evolution of personnel Management in Hospital; Pricing of various services; Marketing strategy,
evaluation and control; Hospitality in Hospital Care; Methods of Hospitality Management in a Hospital set-
up; Social Responsibility of Hospital Management; Medical Records Management, Digital maintenance of
Medical Records.
UNIT-III Management
of Indian Hospitals- challenges & strategies; Importance of material management, Principles of material
management, material forecasting; Inventory management and analysis; Management of the out-patient
services and emergency services, day care services, and intensive care units, Management of surgical
suites, Management of labor and delivery suites-LDRP suites; Disaster Management Issues.
UNIT-IV
Financial Management; Effects of Globalization in Health care; Various aspects of Hospital planning-
Hospital linen and laundry service , operating and evaluation of different utility services in hospitals- like
medical gases, HVAC, House-keeping, CSSD, Food and beverages, Safety issue in hospital building
Methods of Sterilization CSSD; Bio Medical Waste Management- Definition, Disposal of Hospital waste ,
Segregation, collection, transportation, disposal; Management of Catering Services in Hospital.
SUGGESTED READINGS:
1. Hales, Jonathan. Accounting and financial analysis in the hospitality industry. Routledge, 2006
2. Tranter, Kimberly A. An introduction to revenue management for the hospitality industry:
Principles and practices for the real world. Pearson Education India, 2009.
3. Goel, S.L & Kumar R. Auxiliary Hospital Services, 2010
94
4. Goel, S. L. Emerging and Thrust Areas of Health Care System and Hospital Administration. Vol.
4. Deep and Deep Publications, 2009.
5. BM Sakharkar, principles of hospital administration and planning – Jaypee brothers Publications,
2009
6. Kunders, G. D. Hospitals: facilities planning and management. Tata McGraw-Hill Education, 2004.
7. Kumar R & S. L. Goel, Hospital Core Services: Hospital administration in 21st century Vol 1
from each unit.
Assessment
OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 3 3 3 2.75 3 2.5 2.75

CO1 3 3 3 3 3 3
CO2 3 3 3 3 2 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.5 3
95
Health Care Economics
223MGDSEHCM4

Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
The economic foundations of health care are covered in this syllabus. Understanding health policy
initiatives and the organisation of the health care market requires both economic theory and empirical
research. The syllabus begins by going over the basics of microeconomics, such as supply and demand for
products and services, as well as how the healthcare market differs from a completely competitive market.
The demand for medical care and insurance is then discussed. The supply of medical care and the behaviour
of health-care professionals — physicians, hospitals, and nursing homes – are next on the list.
Socioeconomic inequities in health, quality measurement, payment schemes, and economic evaluations are
some of the other themes discussed.
Course Outcomes:
C01: To recognize the characteristics of an economic approach to studying social issues in general and health, health
care, and health insurance concerns in particular;
C02: To understand the elements that influences the demand for medical services
C03: To understand major issues that might occur in insurance markets: adverse selection and moral hazard.
C04: To apprise the students of about the important the dimensions of health care systems prevailing
in India and abroad.
DETAILED SYLLABUS:
UNIT-I
What is Economics, Economic concepts - Micro and Macro Economics; Definition and Meaning of Health
Economics, Scope of Health Economics;, Need and Importance of Health Economics, Factors influencing Health
Economics; Concept of Health- Health Determinants & Measurement of Health Demand analysis.
UNIT-II
Demand, Supply, Elasticity of Demand and Supply in Health Economics; Demand for health care, Demand for
health: the Grossman model; Health Capital; Utility Analysis; Public Policy in Healthcare, Public Expenditure on
Heath care.
UNIT-III Various
types of Costs; Tools used in Economic Analysis, Economic Evaluation, Steps used in Economic Evaluation, Types
of Economic Evaluation in Health Care; Cost Analysis, Objectives, Purpose and principles of Cost Analysis;
UNIT-IV Market
Mechanism; Market Forms in Healthcare, Price determination under various configurations; Government
Intervention in Healthcare, Healthcare Financing, Health insurance: uncertainty, risk aversion, and affordability;
Role of Private Sector in Healthcare and PPP model
SUGGESETD READINGS:
1. Peter, Z & Fredrick, B. HEALTH ECONOMICS, Oxford Pub., New York, 1997
96
2. Folland S, A.C. Goodman, and M. Stano, The economics of health & Healthcare, Prentice Hall
3. Shanmugansundaram, Y., HEALTH ECONOMICS, Oxford Pub. New York, 1997
4. Venkat Raman, A., & Bjorkman, J. W.(2009). Public Private Partnership in Health Care in India. London:
Routledge.
5. Seth,M.L. MACROECONOMICS, Laksmi narayana Agrawal, Edu,Pub.Agra.1996
6. Feldstein, Paul J. 2011. Health Care Economics, 7th Edition. Cengage Learning. On reserve at Hagerty. (4
chapters, 3 appendices)
7. Ceri J Phillips. Health Economics- An introduction for health professionals, Blackwell Publishing.
from each unit.

Assessment
Health Care Economics

223MGDSEHCM3

Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
97
The economic foundations of health care are covered in this syllabus. Understanding health policy
initiatives and the organisation of the health care market requires both economic theory and empirical
research. The syllabus begins by going over the basics of microeconomics, such as supply and demand for
products and services, as well as how the healthcare market differs from a completely competitive market.
The demand for medical care and insurance is then discussed. The supply of medical care and the behaviour
of health-care professionals — physicians, hospitals, and nursing homes – are next on the list.
Socioeconomic inequities in health, quality measurement, payment schemes, and economic evaluations are
some of the other themes discussed.
Course Outcomes:
C01: To recognize the characteristics of an economic approach to studying social issues in general and health, health
care, and health insurance concerns in particular.
C02: To understand the elements that influences the demand for medical services
C03: To understand major issues that might occur in insurance markets: adverse selection and moral hazard.
C04: To apprise the students of about the important the dimensions of health care systems prevailing
in India and abroad.
DETAILED SYLLABUS:
UNIT-I
What is Economics, Economic concepts - Micro and Macro Economics; Definition and Meaning of Health
Economics, Scope of Health Economics; Need and Importance of Health Economics, Factors influencing Health
Economics; Concept of Health- Health Determinants & Measurement of Health Demand analysis.
UNIT-II
Demand, Supply, Elasticity of Demand and Supply in Health Economics; Demand for health care, Demand for
health: the Grossman model; Health Capital; Utility Analysis; Public Policy in Healthcare, Public Expenditure on
Heath care.
UNIT-III Various
types of Costs; Tools used in Economic Analysis, Economic Evaluation, Steps used in Economic Evaluation, Types
of Economic Evaluation in Health Care; Cost Analysis, Objectives, Purpose and principles of Cost Analysis;
UNIT-IV Market
Mechanism; Market Forms in Healthcare, Price determination under various configurations; Government
Intervention in Healthcare, Healthcare Financing, Health insurance: uncertainty, risk aversion, and affordability;
Role of Private Sector in Healthcare and PPP model
SUGGESETD READINGS:
1. Peter,Z & Fredrick, B. HEALTH ECONOMICS, Oxford Pub., New York, 1997
2. Folland S, A.C. Goodman, and M. Stano, The economics of health & Healthcare, Prentice Hall
3. Shanmugam Sundaram, Y., HEALTH ECONOMICS, Oxford Pub. New York, 1997
4. Venkat Raman, A., & Bjorkman, J. W. (2009). Public Private Partnership in Health Care in India. London:
Routledge.
5. Seth, M.L. MACROECONOMICS, Laksminarayana Agrawal, Edu, Pub.Agra.1996
6. Feldstein, Paul J. 2011. Health Care Economics, 7th Edition. Cengage Learning. On reserve at Hagerty. (4
chapters, 3 appendices)
98
from each unit.

1 Assessment 1: Class Participation (CP) And Individual 10
Assessment
3 Assessment 3: Case Analysis / Presentation (CAP)/ 10
OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 3 3 3 2.75 3 2.5 2.75
CO1 3 3 3 3 3 3
CO2 3 3 3 3 2 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.5 3
99
Fourth Semester
Entrepreneurship and Innovation (Blended Learning Mode)
224MGCC1
Ability Skill
Course Course
Courses Course
✓
The course provides a framework for comprehending the process of forming and leading creative
businesses. This will prepare students to deal effectively with changing market and client needs as they
become more sophisticated and knowledgeable. Entrepreneurship has a significant impact on the country's
economic growth and development. The dynamic of the corporate world is shifting in tandem with the
global economy. The goal of this course is to instil and ignite an entrepreneurial spirit in pupils.
Course Outcomes:
CO1: To understand that even a perfectly designed solution is only viable if there is a strong and effective
marketing strategy and a team of highly skilled and motivated people is still dependent on effective
managers.
CO2: By implementing customer development principles in real-life activities, students will be able to turn
a company idea into a thorough and highly scalable business model.
CO3: To be able to create a successful business plan, and quickly launch their product or service into the
market to gain consumers.
CO4: To participate in Business plan competitions.
DETAILED SYLLABUS:
UNIT-I
Entrepreneurship: India’s start up evolution, Concept, trends, benefits; Rural entrepreneurship, social
entrepreneurship, women entrepreneurship; role of entrepreneurship in economic development;
Entrepreneur:- characteristics, Entrepreneurial decision process, functions, need for an entrepreneur, types
of entrepreneurs.
UNIT-II
Starting the venture: generating business idea – sources of new ideas, methods of generating ideas, creative
problem solving, opportunity recognition; environmental scanning, competitor and industry analysis;
feasibility study – market feasibility, technical/operational feasibility, financial feasibility: drawing
business plan; preparing project report; Business plan- How to develop it, what all should it have, what it
shouldn’t have presenting business plan to investors
UNIT-III
Need for finance, sources of finance, Venture capital, Nature and Overview, Venture capital process,
100
locating venture capitalists; Functional Plans: Marketing Plan- Market Segmentation, Market sizing,
pricing strategy; Organizational Plan- form of ownership, designing organization structure, job design,
manpower planning and Financial Plan.
UNIT-IV
Project Planning & Project appraisal; legal issues – intellectual property rights patents, trademarks,
copyrights, trade secrets, licensing and franchising; Team Formation, Team Work Planning; Role of
Government in Promoting Entrepreneurship; Entrepreneurial environment: factors affecting
entrepreneurship growth, entrepreneurial motivation; Digital haves and Have-nots, Digital economy as a
resource.
DETAILED SYLLABUS:
Holt, David H. Entrepreneurship: New venture creation. prentice hall, 1992.
1. Entrepreneurship in Action, PHI B.K. Mohanty, Sangram Publication, 2005
2. Jayshree Suresh, Entrepreneurial Development, Margham Publications, 2015
3. Poornima M Charantimath, Entrepreneurship Development Small Business Enterprises, Pearson
Education, 2006.
4. Mohanty, Sangram Keshari. Fundamentals of entrepreneurship. PHI Learning Pvt. Ltd., 2005.
from each unit.

Assessment
Mapping Matrix of Course: 224MCC1

Table 1: CO-PO Matrix for the Course 224MCC1
101
OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 3 3 3 2.75 3 2.5 2.75
Table 2: CO-PSO Matrix for the Course 224MCC1

CO1 3 3 3 3 3 3
CO2 3 3 3 3 2 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.5 3

PLP* Module-IV-‘Design Thinking' (Blended Learning Mode)
224MGAEC1
L-T-P

Ability Skill
Course Course
Courses Course
✓
Introduction to the Course: Design thinking is a systematic approach for innovative product and process
development, which aims at fulfilling the unmet customer needs. It is a human-centric approach designed
to understand customers’ pain points and create an innovative solution that fulfills the need gap. The
approach to design thinking includes concept development, applied creativity, prototyping and systematic
experimentation until an innovation solution is identified. When design thinking is applied to businesses,
the success rate for innovation improves dramatically.
Course Outcomes:
CO1. To make use of practical design thinking methods in every stage of your problem
CO2. To apply design thinking to your problems in order to generate innovative and user centric solutions
CO3. To initiate a new working culture based on a user centric approach, empathy, ideation, prototyping,
and playful testing
CO4. To employ ethnographic and analysis methods, such as interviews, focus groups, and surveys
DETAILYED SYLLABUS:
UNIT I
Innovation & Creativity: Difference between innovation and creativity, Role of creativity and innovation
in organizations, dynamics of creative thinking, becoming creatively fit as an individual, creative insight,
idea generation, idea evaluation, creativity in teams, team’s environment and creativity, creating climate
for creativity and an enterprise, creating an environment that keeps creative people creating, managing
creative employees, leading for creativity and innovation, creativity to innovation
Unit II
102
Fundamentals of Design: Introduction to elements and principles of design. Learning basics of design –
dot, line, shape, form as fundamental design components. Principles of design – simplicity, unity,
proportion, emphasis, rhythm and balance. Learning design laws such as Gestalt’s law.
Unit III
Empathy & Understanding Problem: Learn how to understand users, techniques to empathize with users
and identify key user problems. Learn how to gain insights from empathy and define problems statements.
Empathy tools – techniques for getting empathy insights through interviews empathy maps, emotional
mapping, observation
Unit IV
Design Thinking Process: Introduction to design thinking, history of design thinking, wicked problems,
case studies in design thinking, design thinking process, implementing the process in driving innovation,
design thinking in social innovations Tools of design thinking – persona, customer journey map, AS-IS,
TO-BE Processes, product lockdown workshops
Design Thinking in Various Sectors (Health sector, Finance, Education, Infrastructure) Design thinking
case studies in retail, design thinking case studies in banking, design thinking case studies in management
decisions
SUGGESTED READINGS:
1. Hundred Things every designer needs to know about people – Susan WeinsChenk, New Riders
Publication
2. Design Methods: A Structured Approach for Driving Innovation in Your Organization by Vijay Kumar,
Wiley Publication
3. Design of Business: Why Design Thinking is the Next Competitive Advantage by Roger L. Martin,
Harvard Business Press.
from each unit.

Assessment
103
OUTCOMES
CO1 3 3 3 3 3 3 3 3
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 3 3 3 3 3 3 3 3
Average 3 3 3 3 3 3 3 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 3 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 3 3 3
Marketing Analytics
224MGDSEMM1

Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Organizations large and small are inundated with data about consumer
choices. But that wealth of information does not always translate into better decisions. Knowing how to
interpret data is the challenge -- and marketers in particular are increasingly expected to use analytics to
inform and justify their decisions. Marketing analytics enables marketers to measure, manage and analyze
marketing performance to maximize its effectiveness and optimize return on investment (ROI). Beyond the
obvious sales and lead generation applications, marketing analytics can offer profound insights into
customer preferences and trends, which can be further utilized for future marketing and business decisions.
Course Outcomes:
CO1: To build and define a brand architecture and how to measure the impact of marketing efforts on brand
value over time.
CO2: To measure customer lifetime value and use that information to evaluate strategic marketing
alternatives.
CO3: To design basic experiments so that you can assess your marketing efforts and invest your marketing
dollars most effectively.
104
CO4: To set up regressions, interpret outputs, explore confounding effects and biases, and distinguish
between economic and statistical significance.
DETAILED SYLLABUS:
UNIT I
Marketing Analytics, Introduction to the Marketing Process, Airbnb Marketing Process ,Airbnb's Strategic
Challenge, Airbnb's Marketing Strategy with Data, Using Text Analytics, Utilizing Data to Improve
Marketing Strategy, Improving the Marketing Process with Analytics.
UNIT II
Intro to Metrics for Measuring Brand Assets, Snapple and Brand Value, Developing Brand Personality,
,Developing Brand Architecture , Measuring Brand Value, Revenue Premium as a Measure of Brand
Equity, Calculating Brand Value.
UNIT III
Customer Lifetime Value (CLV), Calculating CLV, Understanding the CLV Formula, Applying the CLV
Formula, Extending the CLV Formula, CLV to Make Decisions.
UNIT IV
Determining Cause and Effect through Experiments , Designing Basic Experiments , Designing Before -
After Experiments ,Designing Full Factorial Web Experiments ,Calculating Projected Lift, Pitfalls of
Marketing Experiments.
Regression Analysis, Interpreting Regression Outputs, Multivariable Regressions, Omitted Variable Bias,
Using Price Elasticity to Evaluate Marketing, Understanding Log-Log Models, Marketing Mix Models.
from each unit.

Assessment
105
OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 2 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 2.75 2.75 2.5 3 3 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
Sales & Distribution Management

224MGDSEMM2
Type of Course: Discipline Specific Elective Course (Marketing Management)
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Sales and Distribution Management is a course which offers insights to understand Marketing and sales
distribution characteristics, work for develop a business structure, use Sales and Distribution Management
study for multiple goals within a larger marketing strategy, such understanding to enhance the quality of
marketing and distribution channel work culture and performance in marketing and distribution channel at
different level.
Course Outcomes
CO1: Understand the concepts of sales and distribution management.
CO2: Appreciate various facets of job of sales manager.
CO3: Make and implement decisions for sales and distribution management.
CO4: Build knowledge, understanding, and skills in Sales and Distribution management and Develop and
implement Sales and Channel management strategies.
DETAILED SYLLABUS:
UNIT-I
Sales Management: Role of Sales Management in Marketing, Nature and Responsibilities of Sales
Management, Modern Roles and Required Skills for Sales Managers. Theories of Selling. Sales
106
Planning: Importance, approaches and process of sales planning; Sales forecasting; Sales budgeting.
Sales Organization: Purpose, principles and process of setting up a sales organization; Sales
organizational structures; Field sales organization; determining size of salesforce.
UNIT-II
Territory Management: Need, procedure for setting up sales territories; Time management; Routing.
Sales Quotas: Purpose, types of quotas, administration of sales quotas. Managing the Salesforce:
Recruitment, selection, training, compensation, motivating and leading the salesforce; Sales
meetings and contests.
UNIT-III
Control Process: Analysis of sales, costs and profitability; Management of sales expenses; evaluating
sales force performance; Ethical issues in sales management.
UNIT-IV
Distribution Channels: Role of Distribution Channels, Number of Channels, Factors Affecting
Choice of Distribution Channel, Channel Behaviour and Organization, Channel Design Decision;
Channel Management Decisions; Distribution Intensity; Partnering Channel Relationship.
SUGGESETD READINGS:
1. Still, Cundiff, Govoni and Sandeep Puri, Sales and Distribution Management, Pearson
Education.
2. Anderson R, Professional Sales Management, Englewood Cliff, New Jersey, Prentice Hall,
India.
3. Dalrymple, Douglas J., and William L., Sales Management: Concepts and Cases, New York,
NY: Wiley
4. Panda, T. K., Sahadev, S., Sales And Distribution Management, Oxford Publishing, India
5. Hughes, G. David, Daryl McKee, Charles H. Singler, Sales Management: A Career
Path Approach, Cincinnati, OH: South-Western College Publishing
6. Peppers, D. and Rogers, M., ‘The short way to long-term relationships’. Sales and
Marketing Management
from each unit.
107
Assessment

OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 2 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 2.75 2.75 2.5 3 3 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
Integrated Marketing Communications
224MGDSEMM3
Type of Course: Discipline Specific Elective Course (Marketing Management)
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Integrated marketing communication is a course which offers insights to understand Marketing
characteristics, work for develop a business structure, use Integrated marketing communication study for
multiple goals within a larger marketing strategy, such understanding to enhance the quality of marketing
business work culture and performance in organizations at international level.
Course Outcomes:
CO1: Use integrated Marketing and power to lead and influence others through different mode.
108
CO2: Develop appropriate solutions to problems like mode of advertising and process.
CO3: Develop evaluate and execute a comprehensive integrated marketing strategy and plan.
CO4: Identify to understanding of social media for different individuals
DETAILED SYLLABUS:
UNIT-I
Introduction – Concept of marketing communication, marketing communication mix, factor affecting
marketing communication mix, drivers of integrated marketing mix; models of marketing communication
– Blade Box Model, AIDAS model, Lavidge Steiner model, DAGMAR model, PCB model; marketing
communication planning process
UNIT-II
Managing the Marketing Communication Process – Analysis of promotional opportunities, concepts of
segmentation and target marketing, promotional strategy of formulation and competitive positioning,
determination of promotional objectives, deciding promotional appropriation, integrating marketing
communication programme, commissioning and contracting external resources
UNIT-III
Advertising and Media Planning – Advertising plan, creative strategy, advertising appeal, creative
formats, stages of creative strategy – idea generation, copy writing, layout, copy testing and diagnosis;
media planning – traditional and contemporary media; media objectives – reach, frequency, cost etc.;
media strategy, media scheduling, media planning models, key issues in advertising – comparative
advertising, web advertising; advertising agency – functions and types, outdoor advertising
UNIT-IV
Wider Issues and Dimensions – Sales promotions, personal selling, direct marketing, public relations,
publicity and corporate advertising, unconventional promotional media, marketing communication
budgeting, measuring promotional performance, global marketing communication, legal and ethical issues
in integrated marketing communication
1. Shah, Kruti and Alan D’Souza, Advertising and Promotion – An IMC Perspective, Tata McGraw
Hill, New Delhi
2. Belch, George and Belch, Michael; Advertising and Promotion, Tata McGraw Hill, New Delhi
3. Moriarty, Sandra and Wells, William. Advertising and IMC, Pearson Education.
4. Jethwaney, Jaishree and Jain, Shruti; Advertising Management; Oxford University, New Delhi
5. Kenneth E. Clow, Integrated Advertising, Promotion and Marketing Communications, Pearson
Education.
109
from each unit.
Assessment
OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 2 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 2.75 2.75 2.5 3 3 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
Financial Analytics
224MGDSEFM1
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓

This course is designed to for understanding the foundations of accounting principles and financial analysis
110
, this understanding of the subject will also allow the individuals develop an the link between accounting
and finance. The course will also help the students in understanding how firm’s value creation is done. This
is one of the most comprehensive, dynamic and practical course.
Course Outcomes:
CO1: Work comfortably with Python on Financial data, Perform Financial statement analysis.
CO2: Calculate Liquidity, Solvency, Profitability, and Growth ratios to analyze a company’s performance.
CO3: Assess whether a project is feasible through the Net present value technique.
CO4: Build a company’s Balance sheet from scratch, Perform industry analysis.
DETAILED SYLLABUS:
UNIT-I
Introduction to Python and Terminal for Working. Read and write Excel/ CSV file in Python, Introduction
to Different Libraries in Python, Introduction to Data Frames, Introduction to Various Loops in Python.
Discounting Cash Flows in Python, Calculating Internal Rate of Return (IRR) in Python, Using the PMT
Function to Create a Complete Loan Schedule, Building professional chart using Matplotlib in python
Working with Pivot Table &Slicer in Python, Building a flexible model with multiple scenarios, Calculating
Historical Percentage Ratios and Use INDEX and MATCH for Scenarios, Building a Flexible Model using
For LOOP, While LOOP, If Else LOOP.
UNIT-II
Present value/future value/ net present value/ Terminal value , Annuities and perpetuities, Capital markets
,Capital raising process/IPO , Capital structure – debt financing, equity financing , Bond financing, par
value, coupon rate, yield to maturity. Precedents analysis ,Discounted cash flow analysis , Weighted
average Cost of capital , Enterprise value, equity value multiples ,Free cash flow to the firm and free cash
flow to equity, Net present value and internal rate of return.
UNIT-III
Building Balance sheets, income statements, cash flow statements from scratch , Understanding concept of
Assets liabilities ,shareholders’ equity ,Understanding concept and implication of Pre payments accrued
expenses and unearned revenue on balance sheet ,Operating cash flow, investing cash flow, financing cash
flow, Depreciating methods.
UNIT-IV
Discounted Cash Flow Analysis, Monthly Cash Flow Forecasting , Scenario and Sensitivity Analysis ,
Dilution Analysis/Accretion , Leveraged Buy Out, Merger & Acquisition , Industry Specific Financial
Modelling. Incremental, Activity Based, Value Proposition, Zero Based Budgeting , Break Even Analysis,
Margin of Safety , Quantitative Forecasting – Moving Average, Simple/Multiple Linear Regression ,
Variance Analysis, Budgeting Tools – Goal Seek, Solver, Consolidate, Pivot Table
SUGGESTED READINGS:
1. The Financial Analyst's Handbook Subsequent Edition by Sumner N. Levine
2. The Bank Analyst's Handbook Money, Risk and Conjuring Tricks Stephen M. Frost
3. Corporate Finance, The Ultimate Guide to Financial Reporting, Business Valuation, Risk
Management, Financial Management, and Financial Statements, Greg Shields.
4. Best Practices for Equity Research Analysts: Essentials for Buy-Side and Sell-Side Analysts 1st
Edition by James J. Valentine.
111
from each unit.
5.
Assessment

OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 2.5 3 3 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 2.75
112
Forex & Derivatives Management
224MGDSEFM2
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: This subject will enrich students with the mechanism of the foreign
exchange markets, measurement of exposure and hedging against risk through derivative management.
Course Outcomes:
CO1: Equip with the ability to apply stock market basics to Indian Derivative market.
CO2: Learn valuation, analysis and application for hedging, speculation and arbitrage for Financial
Derivatives.
CO3: Learn the mechanics, valuation, and trading strategies of derivative market.
CO4: Develop their own trading strategies in the volatile market.
UNIT-I
Foreign Exchange Markets and Transactions, Quoting Foreign Exchange Rates, Spread, Official and Free
market rates. Direct, Indirect and Cross Rates, Forward Rates: Quoting and Structure, Forward Exchange
Rates versus Expected Future Spot Rate, Outright Forwards versus Swaps, Currency Futures, Marking to
Market, Futures Contract Versus Forward Contract, The link between the Future and the Forward Contract
Currency Options, Exchange Traded Options, Quotation Conventions and market organization,
determining market value of Options, Over the Counter (OTC) Options.
UNIT-II
The Balance of Payment Accounts, The net International Investment Position, Supply and demand View
of Exchange Rates ,Modern Theories of Exchange Rates ,Alternative Systems of Exchange Rate ,Hybrid
System and Target Zone Arrangement, The nature of Exchange Rate Risk and Exposure, Types of Foreign
Exchange Exposure , Alternative Strategies for Exposure Management. Exposure Management
Techniques. Hedging Risk and Exposure.
UNIT-III
Different Forms of Taxes, Import Duties. Withholding Taxes and Branch vs Subsidiary Taxes.
Organizational structures for reducing taxes. Tax Reliefs. Tax Treatment of Foreign Exchange Gains and
Losses. Foreign Exchange Market in India. Carbon Credits.
UNIT IV
Interest rate Forwards & Futures: FRA – Introduction, settlement, Pricing, Hedging, Speculation &
Arbitrage with FRA and T-Bills, Euro dollars, Treasury bond futures, Pricing T-Bonds, Duration &
113
Modification, Interest rate futures in India. Interest rate & currency swaps: Features of Swap, Need, swap
dealer, Applications, Rationale, Types, hedging, Features, Valuing Interest rate and currency swap,
Commodity swaps, equity swaps.
Options –Basic: Terminology, call, Put, Quotations, Trading & settlement, Margins, Adjustment for
corporate actions, Options other than stocks/indices, Difference options & futures/ forwards. Option
Pricing: Intrinsic value & time value, Boundary conditions for option pricing, arbitrage-based relationship
of option pricing, Put call parity.
SUGGESTED READINGS:
1.Derivatives & Risk Management, Rajiv Srivastava, 4th Edition, Oxford Publication House
2. Futures and Option Markets, John C. Hull, Pearson Education
3. Risk Management & Derivative, Rene M. Stulz, Cengage
from each unit.

Assessment

OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 2.5 3 3 3
114
CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 2.75
Tax Planning
224MGDSEFM3
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: This course aims at making students conversant with the concept of the
corporate tax planning and Indian tax laws, as also their implications for corporate management.
Course Outcomes:
CO1: To provide theoretical knowledge in the field of tax planning.
CO2: To provide, master and reinforce skills in calculating tax savings and in applying methods of tax
planning in companies and financial institutions.
CO3: To form system-related and professional competences.
UNIT-I
Basics of Tax Planning and Management, Nature and Scope of Tax Planning and Management, Income
from Salary, Tax Planning-Salary, Income from House Property and Tax Planning, Profits and Gains from
Business or Profession, Tax Planning and Profits and Gains from Business or Profession, Tax Planning and
Assessment of Individual and Firms.
UNIT-II
Income from Capital Gains and Tax Planning , Income from Other Sources and Tax Planning , Assessment
of Individuals and Firms , Set off and Carry Forward of Losses and Clubbing of Income , Corporate Tax in
India , Computation of the amount of corporate tax liability , Minimum Alternate Tax , Tax Planning in
Functional Management.
UNIT-III
Tax Planning and Corporate Strategies, Tax Planning and Managerial Decisions, Corporate Tax Planning
in India, Tax Planning and Financial Decisions, Tax Planning for New Business, Tax Management, Special
Tax Provisions.
115
UNIT –IV
Tax Planning in respect of amalgamation or de-merger of companies, corporate failure and contraction, Tax
implication of foreign collaboration agreements, Tax Management, Non-Resident Taxation and Tax
Management.
SUGGESTED READINGS:
1. E.A. Srinivas, Corporate Tax Planning, Tata McGraw Hill.
2. Vinod K. Singhania, Taxmann’s Direct Taxes Planning and Management.
3. V.S. Sundaram, Commentaries on the Law of Income- Tax in India, Law Publishers, Allahabad.
4. A.C. Sampath Iyengar, Law of Income Tax, Bharat Publishing House, Allahabad.
5. Taxman, The Tax and Corporate Law Weekly.
6. Bhagwati Prasad, Direct Taxes Laws Practice, Wishwa Prakashan
from each unit.

Assessment
OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 2.75 3 2.75 2.5 3 3 3
116
CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 2.75
HR Analytics
224MGDSEHRM1

Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Module:
HR Analytics is a rapidly moving and an advanced field. Effective managers must understand how data
can be used to leverage people’s skills, talents and insights. They use data to make better decisions about
how to manage and develop people. This course equips students with requisite knowledge and brings new
perspectives and practical ideas for HR and Analytics professionals. As part of the evolution of the
function towards being more strategic, there is emphasis on scorecards, engagement surveys and strategic
workforce planning. Today, all these activities are grouped under the umbrella of HR Analytics.
Course Outcomes:
By the end of this course, it is expected that students will be able to:
CO1: Understand the concept and importance of HR Analytics in the current context.
CO2: Understand how HR has become digital and its impact on work.
CO3: Be aware of workforce analytics and the matrices used for strategic alignment of HR with business.
CO4: Learning various techniques and statistical methods of analysing HR data for strategic decision
making.
DETAILED SYLLABUS:
UNIT-I
Future of work, HR becomes digital, The Why, What and How of measuring HR Data, Understanding
HR/People Analytics: Setting the Context, HR Metrics
UNIT –II
Data Discovery, Collection and Preparation of Data, Analyzing HR Data: Analysis Strategies, Descriptive
statistics/Statistics in HR, Predictive Analytics, Workforce Planning & Recruitment, Workforce issues:
Predicting Employee Turnover
UNIT-III
Workforce Planning & Recruitment, Workforce issues: Predicting Employee Turnover , Retention Analysis
, Measuring effectiveness of recruitment
Diversity Analytics, On boarding and Culture Fit
117
UNIT-IV
Motivation & Engagement, Training & Development, Analytical Performance Management, Compensation
& Benefits, Linking Human Resources to ROI, Future of HR/People Analytics
SUGGESTED READINGS:
1. Edwards, Martin & Edwards, Kirsten :Predictive HR Analytics: Mastering the HR
Metric Paperback, Kogan Page, 2019
2. Diez, Bussin & Lee, Fundamentals of HR Analytics: A Manual on Becoming HR Analytical,
Emerald Publishing, 2020
3. Bhattacharya, HR Analytics: Understanding Theories and Applications, Sage Publications, Sage
Publication, 2017
4. Soundararajan & Singh, Winning on HR Analytics: Leveraging Data for Competitive Advantage,
Sage
from each unit.
Assessment

OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 2.75 3 2.75 2.5 3 2.5 3
118
CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
Performance Management
224MGDSEHRM2
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: This course identifies the knowledge and skills needed for effective
management of individual and team performance and examines the design of performance management
systems that aim to transform organizational objectives into performance outcomes.
Course Outcomes:
CO1: To explain the concept of performance management and different advantages of implementing
well-designed performance management systems.
CO2: To explain and understand that performance management is an on-going process composed of
several sub-processes, such as performance planning, execution, assessment, and review.
CO3: To understand different approaches to performance measurement.
CO4: To understand and develop key skills involved in effective performance management.
DETAILED SYLLABUS:
UNIT-I
Introduction to Performance Management System
Meaning, Uses and purpose of performance management, how it differs from performance appraisal,
Performance management and its challenges in current scenario, Performance management as a system and
process, Establishing performance criterion of developing an effective appraisal system, Criteria (KRA,
KSA VS KPI), why performance appraisal,
Unit-II
Managing Performance Methods of managing performance of all the levels of management- 360 degree
performance appraisal, MBO and, Performance analysis for Individual and organizational development,
Potential appraisal, competency mapping & its linkage with career development and succession planning,
Balance score card- advantages and applications.
119
UNIT-III
Performance Monitoring Assessment Centre, Measuring performance, Criteria for performance
measurement; Setting Organizational, Team & Individual Performance Standards; Methods for evaluating
Performance – 360 Degree appraisal, Competency Mapping & Competency Modelling, H.R. Scorecard
,H.R. Audit, Errors in appraisal.
UNIT-IV
Role of Training and Development in PMS , performance based compensation, performance based career
planning and succession planning, Role of HR Professionals in Performance Management , Performance
Agreements; Performance Reviews; feedbacks – e-PM, strategic role of HR professionals
SUGGESETD READINGS:
1. Performance Management by Kohli A S & Deb T, Oxford Higher Education(Latest edition)
2. Performance Management and Appraisal Systems: HR Tools for Global Competitiveness by T.V.
Rao. New Delhi, Response Books, 2007.
3. Michael, Armstrong (1999). Performance Management. Kogan Page.
4. Chadha, P. (2003). Performance Management: It’s About Performing Not Just Appraising.
McMillan India Ltd.
5. Performance Management: Robert Bacal, McGraw-Hill Education, 2007
from each unit.
Assessment
120
OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 2.75 3 2.75 2.5 3 2.5 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
Employee Relations & Compliance

224MGDSEHRM3
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: This course is designed to provide the student with a thorough knowledge of
various methods and practices of Employee relation and compliance. It enables students to understand and
perform job for various positions with maintaining healthy relationship at different areas in organization. It
also serves to develop and strengthen overall analytical and interpersonal skills of students Related to
various HR Functions.
Course outcomes:
CO1: Describe and critique the concept of employee engagement.
CO2: Identify problems associated with both over-engagement and disengagement.
CO3: Examine the extent to which emotional and aesthetic labour are positioned in some contemporary
organizations.
CO4: Identify the issues associated with employee engagement in times of organizational change, including
the role of effective communications during organizational change.
121
DETAILED SYLLABUS:
UNIT – I
Employee Relations: Meaning and scope, Theoretical Background of ER, Parties to ER, Industrialization
Strategy and ER. ER in India: Labour Policy in Five Year Plans, Bipartism, Tripartism; Role of government
and State; Role of management; Role of Trade Unions. Industrial Disputes: Causes, Types, Trends. Labour
Welfare and ER: Concept, Purpose, Statutory and Non-statutory provisions, ILO Conventions.
UNIT – II
Globalisation and ER. Background: Industrial Relations vs Employee Relations, Assumption - Traditional
vs New. Organizational and Behavioural Aspects of Employee Relations Nature and Type of Employees
(needs, desires, aspirations, drive, motivation), Managerial Assumptions about Employees. Management
of Employee Relations Practices in Industry, Power & Authority Structure, Organizational Politics, Conflict
Handling, Consultation, Counselling, Mentoring, Building Positive Employee Relations, and Work Culture.
UNIT – III
Changing Concept of meaning of discipline from ancient period to Modern era (Oriental and Occidental)
with reference to Social, Economic, Political and Psychological Perspective. Discipline as a process of
learned behaviour - Socialization - Role of institutions - family, educational institutions, society,
organization. Reward and punishment as reinforce. Employee Involvement: Meaning, Methods, forms of
involvement and participation, Planning for involvement and participation, etc.
UNIT – IV
Understand of Employment Practices: Terms and references of employment in terms of employment
contracts, Transfer policy and procedure affecting attitude of the employees, Promotion procedure,
Managing workforce diversity, Biographical characteristics, and employment.
Disciplining and Communication - Interpersonal, communication - Barriers Organizational Culture and
discipline Managerial and Leadership practices and discipline Self-discipline reference to our bodily
system, Techniques of modifying behaviour
SUGGESTED READINGS:
1. C.V.Venkata Ratnam: Industrial Relations,
2. E.A.Ramaswamy & Uma Ramaswamy: Industry and Labour,
3. A. Monappa: Industrial Relations, Tata McGraw Hill
4. ILO: Collective Bargaining
5. B D Singh: Industrial Relations, Excel Books
6. Govt. of India: The National Commission on Labour (1969)
7. A Handbook of Personnel Management Practices - M. Armstrong
from each unit.
122
Assessment
OUTCOMES
CO1 3 2 3 3 2 3 3 3
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 2.75 3 2.75 2.5 3 2.5 3

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 2
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.75 2.75
Logistics Management and Warehousing
224MGDSESCOM1
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: This course is intended to provide an understanding of the components and
processes of supply chain and logistics management as well as the performance drivers of supply chain. It
is also intended to help the students to learn about logistics, transportation, warehousing and outsourcing
decisions.
123
Course Outcomes:
CO1: To learn logistics concepts and basic activities, know the history of Logistics.
CO2: Associate logistics activities with other business activities.
CO3: Know the third, fourth and fifth party logistics.
CO4: Explain the reverse logistics concept.
DETAILED SYLLABUS:
UNIT I
Supply Chain Concepts: Objectives of a Supply Chain, Stages of Supply chain, Value Chain Process, Cycle
view of Supply Chain Process, Key issues in SCM, logistics & SCM, Supply Chain Drivers and obstacles,
Supply chain strategies, strategic fit, Best practices in SCM, Obstacles of streamlined SCM.
UNIT II
Logistics :Evolution, Objectives, Components and Functions of Logistics Management, Distribution related
Issues and Challenges; Gaining competitive advantage through Logistics Management, Transportation-
Functions, Costs, and Mode; Network and Decision, Containerization, Cross docking.
Unit III
Supply Chain Performance: Bullwhip effect and reduction, Performance measurement: Dimension, Tools
of performance measurement, SCOR Model. Demand chain management, Global Supply chain- Challenges
in establishing Global Supply Chain, Factors that influences designing Global Supply Chain Network.
Unit IV
Warehousing: Concept and types, Warehousing strategy, Warehouse facility location & network design,
Reverse logistics, Outsourcing- Nature and concept, Strategic decision to Outsourcing, Third party
logistics(3PL), Fourth party logistics(4PL). Supply Chain and CRM- Linkage, IT infrastructure used for
Supply Chain and CRM, Functional components for CRM, Green supply chain management, Supply Chain
sustainability.
SUGGESTED READINGS:
1. Chopra, Sunil, Meindl, Peter and Kalra, D. V.; Supply Chain Management: Strategy, Planning and
Operation; Pearson Education
2. Altekar, Rahul V.; Supply Chain Management: Concepts and Cases; Kindle Education
3. Ballou, Ronald H.; Supply Chain Management; Pearson Education
4. Sahay, B.S.; Supply Chain Management; Macmillan
5. Bowersox D.J. ,Closs D.J. , Logistical Management, McGraw-Hill, 1996
from each unit.
124
Assessment

OUTCOMES
CO1 3 2 3 3 2 3 2 2
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 2
CO4 2 3 3 3 3 3 2 2
Average 2.75 2.75 3 2.75 2.5 3 2.25 2.25

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
Supply Chain Design and Management
224MGDSESCOM2
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Supply chain management is a vital part of a company's efficiency. A reliable
supply chain strategy prevents downtime and helps to forecast future success. These days, successful supply
chain design must consider sustainability to be successful. As we consider how raw materials and the
product lifecycle affect areas like the environment, population growth, and the future of a company, we
must consider how components of supply chain network design work together to produce sustainability.
125
Course Outcomes:
CO1: To Identify physical, financial, and information flows inherent to supply chains.
CO2: To understand demand forecasting, inventory management, transportation.
CO3: To frame Supply Chain Design for different products and companies.
CO4: To design performance metric and supply chain organization design.
DETAILED SYLLABUS:
UNIT-I
Introduction to Supply Chain Design: Review of Concepts. Supply Chain Network Design Models,
Network Models, Facility Location Models, Supply Chain Network Design, Advanced Supply Chain
Network Design Topics, Practical Considerations in Supply Chain Network Design
UNIT-II
Production Planning, Fixed Planning Horizon, Material and Distribution Requirements Planning,
Connecting Sales to Operations, Aggregate Planning Model, Monthly Sales & Operations Planning
Process, Distribution and Channel Strategies, Supply Chain Sourcing, Procurement Strategy, Procurement
Optimization
UNIT-III
Supply Chain Finance, Accounting Fundamentals, Costing Systems, Supply Chain Cash Flows,
Discounted Cash Flow Analysis, Defining Supply Chain Finance, Analyzing Financial Performance
UNIT-IV
Organizational, Process, and Performance Metric Design, Supply Chain Organization Design, Supply
Chain Metric Design.
SUGGESTED READINGS:
1. Arntzen, B. (2013) MIT Center for Transportation & Logistics, Hi-Viz Research Project.
2. Fisher, M. (1997) “What Is the Right Supply Chain for Your Product?” Harvard Business
Review.
3. Olavsun, Lee, &DeNyse (2010) “A Portfolio Approach to Supply Chain Design,”
4. Supply Chain Management Review. Adapted from Sheffi (2010) ESD.260 Course Notes
126
from each unit.

Assessment

OUTCOMES
CO1 3 2 3 3 2 3 2 2
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 2
CO4 2 3 3 3 3 3 2 2
Average 2.75 2.75 3 2.75 2.5 3 2.25 2.25

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
127
Service Operations Management
224MGDSESCOM3
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Through this course learner will understand the growing significance and
impact of services on the growth and economy and the scientific ways to run the operations so as to optimize
the business and brand returns.
Course Outcomes:
CO1: Critically analyse the types of service operations and operational parameters that are imperative for
organizational success.
CO2: Evaluate and compare strategies leading to improvement of service operations quality.
CO3: Analyse the important aspects of service systems that control the provision of capacity to meet
customer requirements effectively.
CO4: Implement statistical methods and management techniques to monitor, control and improve service
processes of an organization.
DETAILED SYLLABUS:
UNIT-I
Understanding Service Operations: Introduction; Nature & Role of Services in Economy; Service
Operations and their Management Fundamentals; Service Strategy; Positioning of Services in the
Organization Value Chain
UNIT-II
Service Operation Infrastructure: Service Facility Design, Layout & Location, Off-shoring &
Outsourcing; Technology in Services, Front-office Back-office Interface; Human Factor in Services;
External Associates in Service Processes
UNIT-III
Service Process Management: Service Encounter Design and Control; Managing Service Processes;
Experience Management in Service Operations; Service Quality and Reliability Assurance; Service Process
Improvement & the Associated Methodologies; Experience Innovation Paradigm; New Service
Development
UNIT-IV
Improving Service Delivery Propositions: Service Growth and Globalization; Forecasting Demand for
Services; Capacity and Demand Management; Customer Expectations and the Planned Provision in Service
Delivery; Legal Aspects of Expectation-Delivery Gaps; Service Waiting Line and Customer Relationship
Management; Inventory Management for Improved service Delivery
SUGGESTED READINGS:
1. Deborah (2008), Competitive Strategies for Service Businesses, New Delhi: Jaico
2. Fitzsimmons & Fitzsimmons (2006), Service Management, Tata McGraw-Hill
3. Haksever, et al. (2006), Service Management and Operations, Pearson Education
4. Hollins (2007), Managing Service Operations, Sage Publications
128
5. Johnston & Clark (2009), Service Operations Management, Pearson Education
6. Metters, et al. (2006), Service Operations Management, Cengage Learning
7. Davis & Heineke (2003), Managing Services: People and Technology,Tata McGraw Hill.
from each unit.
Assessment

OUTCOMES
CO1 3 2 3 3 2 3 2 2
CO2 3 3 3 2 3 3 3 3
CO3 3 3 3 3 2 3 2 2
CO4 2 3 3 3 3 3 2 2
Average 2.75 2.75 3 2.75 2.5 3 2.25 2.25

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
129
Relational Database Management and SQL
224MGDSEBA1
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: In this course, the students will learn the basics of the SQL/No SQL and the
Relational Databases. They will learn about the Relational Model and Relational Model concepts and
constraints. The students will get exposure to key concepts with regards to SQL Language and DBMS such
as Normalization, Transaction Processing along-side an exposure to No SQL programming.
Course Outcomes:
CO1: To understand the basic concepts and the applications of Database Systems.
CO2: To master the basics of SQL and construct queries using SQL.
CO3: To become familiar with the basic issues of Transaction Processing and Concurrency Control.
CO4: To become familiar with NO SQL Programming Language and Explain the architecture, define
objects, load and query data within No SQL databases.
DETAILED SYLLABUS:
UNIT I
Introduction to Database Management Systems
Introduction-Database System Applications, Purpose of Database Systems, Views of Data, Data
Abstraction, Instances and Schemas, Data Models, Database Languages, DDL, DML, Database
Architecture, Database Users and Administrators, Database Design, ER Diagrams, Entities, Attributes and
Entity Sets, Relationships and Relationship sets, Integrity Constraints, Views.
UNIT II
SQL Operators and Relational Theorems Relational Algebra and Calculus, Selection and Projection, Set
Operations, Renaming, Joins, Division, Relational calculus, Tuple Relational Calculus, Domain Relational
Calculus, Forms
of Basic SQL Query, Nested Queries, Comparison Operators, Aggregate Operators, NULL values, Logical
connectives, AND, OR and NOT, Outer Joins, Triggers.
UNIT III
Normalization: Problems Caused by Redundancy, Decompositions, Functional Dependencies, Normal
Forms, First, Second, Third Normal forms, BCNF, Properties of Decompositions, Loss less Join.
Decomposition, Dependency Preserving Decomposition, Multi Valued Dependencies, Fourth Normal
Form, Join Dependencies, Fifth Normal Form.
UNIT IV
Transactions: Transaction Management, Transaction Concept, Transaction State, Implementation of
Atomicity and Durability, Concurrent, Executions, Serializability, Recoverability, Implementation of
Isolation, testing for Serializability, Concurrency Control, Lock, Timestamp Based Protocols, Validation
130
Based Protocols, Recovery, Failure Classification, Storage Structure, Atomicity, Log Based Recovery,
Remote Backup Systems.
SUGGESETD READINGS:
1. Guy Harrison, 2015, Next Generation Databases: No SQL and Big Data, Apress.
2. RamezElmasri, ShamkatB.Navathe, 2013, Database Systems, Pearson.
3. Pramod J. Sadalage, Martin Fowler, 2012, No SQL Distilled, Addison Wesley.
4. A.Silberschatz, H.F. Korth, S.Sudarshan, 2006, Database System Concepts, McGraw Hill.
5. Raghurama Krishnan, Johannes Gehrke, 2003, Database Management Systems, McGraw Hill.
from each unit.

Assessment
131
OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 3 3 3 2.75 3 2.75 2.75

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
Data and Text Mining and Machine Learning

224MGDSEBA2
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Data mining is the process of extracting patterns from data. Data mining is
becoming an increasingly important tool to transform the data into information. It is commonly used in a
wide range of profiling practices, such as marketing, surveillance, fraud detection and scientific discovery.
Data mining can be applied on a variety of data types. Data types include structured data (relational),
multimedia data, free text, and hypertext. Nowadays, text is the most common and convenient way for
information exchange. This is due to the fact that much of the world’s data is contained in text documents
(newspaper articles, emails, literature, web pages, etc.). The importance of this way has led many
researchers to find out suitable methods to analyze natural language texts to extract the important and useful
information. In comparison with data stored in structured format (databases), texts stored in documents is
unstructured and to deal with such data, a preprocessing is required to transform textual data into a suitable
format for automatic processing.
Course Outcomes:
CO1: To develop an understanding of the fundamentals of data and text miming and statistical pattern
recognition.
CO2: To gain an insight into the various components of machine learning.
CO3: To Understand supervised learning, unsupervised learning, learning theory, reinforcement learning
and adaptive control.
132
CO4: To acquire skills that can be applied to various components of machine learning to applications like
robotic control, data mining, autonomous navigation, bioinformatics, speech recognition, and text and
web data processing.
DETAILED SYLLABUS:
UNIT-I
Introduction to Data Mining: Data Warehouse and OLAP. Data preprocessing. Data mining knowledge
representation. Attribute-oriented analysis. Data mining algorithms: Association rules. Data mining
algorithms: Classification. Data mining algorithms: Prediction.
UNIT-II
Natural language processing including to kenization, part-of-speech tagging, chunking, syntax parsing and
named entity recognition. Public NLP toolkits. Document representation: the unstructured text documents
with appropriate format and structure to support later automated text mining algorithms.
UNIT-III
Text categorization: assigning a text document to one or more classes or categories. text categorization
algorithms, Naive Bayes, k Nearest Neighbor (kNN) and Logistic Regression., Support Vector Machines
and Decision Trees. Text clustering: task of identifying the clustering structure. Probabilistic Latent
Semantic Indexing (pLSI) and Latent Dirichlet Allocation (LDA)
UNIT-IV
Goals and applications of machine learning. Inductive Classification. Decision Tree learning. Ensemble
Learning. Experimental Evaluation of Learning Algorithms .Computational Learning Theory .Rule
Learning. Artificial Neural Networks. Support Vector Machines. Bayesian Learning:
SUGGESTED READINGS:
1. Richard Duda, Peter Hart and David Stork, “Pattern Classification,” John Wiley & Sons.
2. Tom Mitchell, “Machine Learning.” McGraw-Hill.
3. Richard Sutton and Andrew Barto, “Reinforcement Learning: An introduction,” MIT Press.
4. Trevor Hastie, Robert Tibshirani and Jerome Friedman, “The Elements of Statistical Learning,”
Springer.

from each unit.
133

Assessment

OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 3 3 3 2.75 3 2.75 2.75

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
134
Big Data Analytics
224MGDSEBA3
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the course: This module forms an introduction as well an in-depth study in the field of Big
Data and Hadoop. It comprises of the fundamentals as well as advanced topics needed to progress in this
technology. The students will learn about the applications, usage and several use case scenarios pertaining
to Big Data- Hadoop where they can use the knowledge and progress ahead. This course will help students
gain knowledge and understanding about Big Data Technology, Hadoop Ecosystem and various tools
related to it. The students will learn about the HDFS File System, Map Reduce Framework, Analysing
data using Hbase and Hive along with the Integration of R with Hadoop.
Course Outcomes: On completion of this course, the students will be able to

CO1: Understand the fundamentals of Big Data and its Applications in various Domains.
CO2: Conceptualize and Incorporate the Technologies behind Big Data.
CO3: Understand HDFS File Structure, Map Reduce Framework, the architectures related to them CO4:
Integrate R with Hadoop and solve analytical problems.
Detailed syllabus:
Unit-I
What Is Big Data? History of Data Management, Evolution of Big Data, Structuring of Big Data, Elements
of Big Data, Application of Big Data in the Business Context, Careers in Big Data. Business Applications
of Big Data: The Significance of Social Network Data, Financial Fraud and Big Data, Fraud Detection in
Insurance, Use of Big Data in the Retail Industry. Distributed and Parallel Computing for Big Data,
Understanding Hadoop, Cloud Computing, Grid Computing and In-Memory Technology for Big Data.
VMWare Installation of Hadoop, Linux and its Shell Commands, Different Hadoop Distributions and their
advantages, Hortonworks, Cloudera, MapR.
Unit-II
The Hadoop Ecosystem, Storing Data with HDFS, Design of HDFS, HDFS Concepts, Command Line
Interface to HDFS, Hadoop File Systems, Java Interface to Hadoop, Anatomy of a file read, Anatomy of
a file write, Replica placement and Coherency Model. Parallel Copying with distcp, keeping an HDFS
Cluster Balanced.
Unit-III
Origins of Map Reduce, How Map Reduce Works, Optimization Techniques for Map Reduce Jobs,
Applications of Map Reduce, Java Map Reduce classes (new API), Data flow, combiner functions,
running a distributed Map Reduce Job. Configuration API, setting up the development environment,
Managing Configuration.
Unit-IV
Understanding R-Hadoop, Integration Procedure, Packages needed for R under Hadoop Ecosystem, Text
135
Mining for Deriving Useful Information using R within Hadoop, Introduction to Hive & Hbase, Hive and
Hbase Architecture, Understanding Queries, Mining Big Data with Hive & Hbase.
Suggested Readings:
1. Arshdeep Bahga, 2016, Big Data Science & Analytics: A Hands-On Approach,
VPT.
2. Tom White, 2012, Hadoop: The Definitive Guide, O'Reilly.
3. Adam Shook and Donald Miner, 2012, Map Reduce Design Patterns: Building Effective
4. Algorithms and Analytics for Hadoop and Other Systems, O'Reilly.
5. Dean Wampler, Edward Capriolo & Jason Rutherglen, 2012, Programming Hive, O'Reilly.
6. Lars George, 2011, HBase - The Definitive Guide: Random Access to Your Planet- Size Data,
O'Reilly.

from each unit.

Assessment
136
OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 3 3
Average 2.75 3 3 3 2.75 3 2.75 2.75

CO1 3 3 3 3 3 3
CO2 3 3 3 3 3 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 3 3
Average 3 3 3 2.75 3 3
Insurance Claim Settlement

224MGDSEHCM1
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: This course basic objective is to imparting understanding to the students of
various aspects of Health Insurance concept, types of covers available. To familiarize the student with
underwriting process, fraud causes, effects and remedial measures, role of third party administrators in
health insurance claims settlement.
Course Outcomes:
CO1: Learn the various categories of claim
CO2: Enlist the documents required in settlement of claim
CO3: Recall the process of claim settlement
CO4: Remember the guidelines issued by IRDA in respect of claim settlement
DETAILED SYLLABUS:
UNIT-I
Introduction of Health Insurance : Meaning, Concept, history, current scenario and future of Health
Insurance in India, Health Insurance regulation in the Indian Context- Health Insurance
regulations (2013 & 2016), Definition of common terminologies. New developments in Health Insurance
in India, digital distribution channel in health insurance. Health Insurance Products in India
Various polices issued in Health Insurance- Concept and features of Mediclaim – Individual and Family
floater, Overseas Mediclaim policy, Disease Specific products, Government Sponsored Health Insurance
Scheme in India- RSBY & Ayushman Bharat., Critical illness policy. Health Insurance proposal from,
137
policy clauses, Preventive care and wellness program.
UNIT-II
Health Insurance Underwriting: Need for underwriting, Risk identification, Risk classification, evaluation
and risk management in health insurance, Underwriting medical risk factors, Methods of underwriting-
judgement and numerical rating methods, underwriting manuals, Financial underwriting and medical
underwriting, tele underwriting, Genetic Underwriting, Role of IT in health insurance underwriting,
Portability benefit.
UNIT- III
Role of Third Party Administrator and Group health Insurance . Regulations of IRDAI (TPA – Health
Services Regulations), 2001. Scope of relationship between insurer and TPA. TPA’s relationship with
customers and
hospitals for effective claim settlement. TPA role in claim settlement and reducing frauds, Current scenario
and future of TPA in India. Group Health Insurance Guidelines.
UNIT- IV
Claims Management Intimation, admissibility, payment procedure and documents required for claims
settlement in health insurance. Role of different stakeholders in claim settlement process in health
insurance. Reasons and solution for high claim ratio, Role of IT in health insurance claims management.
Health Insurance Frauds and Customer Service in Health Insurance Fraud and abuse in health insurance,
Classification of frauds, Stages of frauds in
health insurance, parties involved in frauds, triggers, causes, effects and remedial measures to control fraud.
Customer protection, Expectations and drawbacks in customer service, Grievance redressal.
SUGGESTED READINGS:
1. Insurance Claims Solutions Paperback – 1 January 2013 by Dr.L.P.GUPTA
2. bai.org/wp-content/uploads/2021/02/Claims-Insight-Handbook21.pdf
3. SETTLEMENT OF INSURANCE CLAIMS Paperback – 1 November 2018 , by Jagendra Rana
from each unit.
138
Assessment


OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 3 3 3 2.75 3 2.5 2.75
CO1 3 3 3 3 3 3
CO2 3 3 3 3 2 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.5 3
Patient Care Management
224MGDSEHCM2
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
139
Introduction to the Course: Healthcare organisations worldwide are facing challenging issues caused by
global trends, such as ageing and lifestyle changes. Good management is vital to solve these problems.
The aim of this course is to enrich the students regarding the patient care management and operation of
hospitals in a detailed manner and the technicalities of medical record/maintenance system.
Course Outcomes: After completion of this course the learners will be able
CO1: To know the patient care management of a hospital,
CO2: The maintenance of emergency services, day care services, surgical units and maintenance of
laboratories in the hospital.
CO3: To maintain the out-patient services and emergency services, day care services.
CO4: To maintain the medical records for present and future need.
DETAILED SYLLABUS:
UNIT I
Introduction to patient care management: Conception of idea, formation of hospital planning team, market
survey, feasibility study, selection of location, financial planning of hospitals, Macro level planning.
Conception to commissioning- site development, architects brief working drawings and specifications,
engineering drawing, equipment planning, bed distribution, space allocation, interior designing and
construction of building - commissioning, shake down period.
UNIT II
Planning for the out-patient services and emergency services, day care services planning for patient care
units –Inpatient services and intensive care units Planning for surgical suites. Planning for labor and
delivery suites-LDRP suites
UNIT III
Planning for laboratory service, blood banking and blood transfusion services, Radiological services,
Mortuary services. Planning for supportive services-medical gases, HVAC, Housekeeping, CSSD, Food
and beverages, Safety issue in hospital building – fire safety, lighting, disaster management issues.
UNIT IV
Medical Records: Definition, characteristics of good medical record, medical record forms and their
content, Incomplete record control, utility and functions of Medical Records, Basic knowledge of legal
aspects of Medical records.
SUGGESTED READINGS:
1. Kunders G.D., Hospitals: Facilities Planning and Management, Tata McGraw Hill
2. Gupta Shakti Kumar, Sunil Kant, R Chandra Shekhar, Sidharth Satpathy, Modern Trends in Planning
& Designing of Hospitals: Principles and Practice, Jaypee –2007
3. Charles Butler, Addison Erdman, Hospital Planning
4. Dr. Malhotra’s series: Step by Step – Hospital designing & Planning, Jaypee 2007
5. Rockwell Schulz, Alton C. Johnson, Management of Hospitals & Health services: Strategic issues and
performance,
6. Goel S.L., R. Kumar, Hospital Managerial Services, Volume -4
7. Kumar R & S. L. Goel, Hospital Core Services: Hospital administration in 21st century Vol 1
Malhotra A.K, Hospital Management, , Global India Publications Pvt. ltd, New Delhi
8. Howard S. Roland, Beatrice L Rowland, Hospital Management : A Guide to Departments.
9. Shakharkar B.M., Principles of Hospital Administration and Planning
140
from each unit.

Assessment

OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 3 3 3 2.75 3 2.5 2.75
141
CO1 3 3 3 3 3 3
CO2 3 3 3 3 2 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.5 3
Hospital Costing Techniques

224MGDSEHCM3
Discipline
Ability Skill
Course Elective
Courses Course
Courses
✓
Introduction to the Course: Cost accounting is the application of accounting and costing principles,
methods, and techniques in the ascertainment of costs and the analysis of saving or excess cost incurred as
compared with previous experience or with standards.
Course Outcomes:
CO1: To prepare budget for effective hospital management.
CO2: To apply uniform costing techniques.
CO3: To learn the responsibility accounting
CO4: To apply marginal costing methods for pricing decisions.
DETAILED SYLLABUS:
UNIT -I
Budgetary Control , Concept of Budget and pre-requisites of preparing budget, Types of Budgets ,Process
of preparing Budgets – Flexible Budget, Cash Budget , Production Cost, Quantity Budget & Sales Budget
Limiting Factors in preparing Budgets , ZBB (Zero Based Budget)
Standard Costing a. Concept of Standard Cost, Setting of Standards , Variance Analysis – Material,
Labour, Overhead, Sales and Profit Variances.
UNIT -II
Uniform Costing and Inter-firm Comparison , Reasons for differences in Cost and Costing Practices.The
application, Advantages and Limitations of Uniform Costing. Inter- firm comparison –Meaning,
Advantages and Disadvantages , Responsibility Accounting and Reporting : Definition, Meaning,
Principles, controllable and Non-controllable Costs. Centres of control, Cost Centres, Revenue Centre,
Investment Centre, Profit Centre,
Performance Measurement of Business Centres. Reporting to different levels of Management.
UNIT-III
Marginal Costing, Cost – Volume –Profit Analysis And Differential Costing , Marginal Costing- Meaning
–Concept of Variability of Cost, Contribution, P/V Ratio, Break Even Analysis, Margin of Safety, Cost-
Volume, Profit Analysis – Differential Costing, Differential Costs, Differential Cost Analysis, Features
of Differential Costing, Practical Application.
142
UNIT-IV
Pricing Decision Introduction – Pricing of Finished Product- Theory of Price –Pricing Policy – Principles
of Product of Pricing – New Product Pricing, Costing system. Design & installation. Study of Production
Process, Selection of Methods of Costing, Creating Cost Centres and Cost Codes. Deciding Basis of
Apportionment of Various Overheads, Deciding Methods of Absorption. Fixing Responsibility and
designing suitable MIS.Designing and Installing Cost System In Computer Environment.
SUGGESTED READINGS:
1. Cost Accounting-Principles & Practices Jawahar Lal & Seema Shrivastawa Tata Mcgraw Hill
New Delhi
2. Advanced Cost Accounting And Cost Systems Ravi M Kishor: Taxmann New Delhi
3. Cost Accounting Theory And Problems S. N. Maheshwari Mittal Shree Mahavir Book Depot.
New Delhi
4. Advanced Cost Accounting Jain and Narang Kalyani Publication New Delhi
5. Horngren’s Cost Accounting-A Managerial Emphasis Srikant M Datar & Madhav V Rajan
Pearson Noida Up
6. Cost Accounting-Principles & Practices Dr.M.N. Arora Vikas Publishing House, New Delhi
7. Cost Accounting Dr. Eknath Khedkar Success Publications Pune
8. Principles and Practices of Cost Accounting Dr. Sunita Pokharna Success Publications Pune
9. Costing advisor & Cost Management PV Ratanam Kitab Mahal New Delhi
10. Cost & Management Accounting Sameer Kumar Chakravorthy Central Publication Kolkata
11. Cost & Management Accounting Ravi M Kishor: Taxman New Delhi
from each unit.
143
Assessment


OUTCOMES
CO1 3 3 3 3 2 3 2 2
CO2 3 3 3 3 3 3 3 3
CO3 3 3 3 3 3 3 3 3
CO4 2 3 3 3 3 3 2 3
Average 2.75 3 3 3 2.75 3 2.5 2.75

CO1 3 3 3 3 3 3
CO2 3 3 3 3 2 3
CO3 3 3 3 2 3 3
CO4 3 3 3 3 2 3
Average 3 3 3 2.75 2.5 3
144

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NEP and Learning Outcomes based Curriculum Framework

1 About the Department 3

3 Programme Specific Outcomes 5-6

7 Learning Outcome Index 10-11

8 Course Outcomes and Mapping Matrix 12

9 Scheme of Examination 13 -20

10 Detailed Syllabus 21-144

Established in 2018, the Department of Management aims at developing

The MBA is a highly prominent management programme of modern times and

PSO1 Business Environment and Domain Knowledge (BEDK): Economic,

MBA - a four-semester postgraduate programme is of 102 credits; weightage consisting of Core

Skill Ability Value Addition Discipline Specific

Skill Ability Discipline

Ability Value Discipline

Ability Enhancement Course

General Elective ***

Skill Enhancement Course

General Elective /Open

**Massive Open Online Courses (MOOCs)

S. No. Course Assessment Components Marks/Weightage (%)

Table 2: CO-PSO Matrix for the Course221MGCC1

Type of Course: Core Course

S. No. Course Assessment Components Marks/Weightage (%)

Table 2: CO-PSO Matrix for the Course221MGCC2

Statistics for Managerial Decisions

Table 2: CO-PSO Matrix for the Course221MGCC3

ACCOUNTING FOR MANAGERS

Introduction to the Course:

S. No. Course Assessment Components Marks/Weightage (%)

Mapping Matrix of Course :221MGCC4

Table 2: CO-PSO Matrix for the Course221MGCC4

Business Environment and Sustainability (Blended learning Mode)

L-T-P External Marks: 70

S. No. Course Assessment Components Marks/Weightage (%)

Mapping Matrix of Course :221MGCC5

Table 2: CO-PSO Matrix for the Course221MGCC5

Ability Enhancement Course

S. No. Assessment Weightage

Mapping Matrix of Course :221MGAEC1

Table 2: CO-PSO Matrix for the Course221MGAEC1

Skill Enhancement Course

Introduction to the Course:

Mapping Matrix of Course: 221MGSEC1

Table 2: CO-PSO Matrix for the Course221MGSEC1

Value Addition Course

Introduction to the Course:

Table 2: CO-PSO Matrix for the Course 222MGCC1

Introduction to the Course:

Table 2: CO-PSO Matrix for the Course 222MGCC2

Introduction to the Course:

S. No. Course Assessment Components Marks/Weightage (%)

Table 2: CO-PSO Matrix for the Course 222MGCC3

Human Resource Management (Blended Learning Mode)

Introduction to the Course:

Strategic importance of HRM; objectives of HRM; challenges to HR professionals; role, responsibilities

S. No. Course Assessment Components Marks/Weightage (%)

Mapping Matrix of Course: 222MGCC4

Table 2: CO-PSO Matrix for the Course 222MGCC4

Production and Operations Management