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Table of Contents
MESSAGE FROM THE PROGRAMME CO-ORDINATOR...............................................................4
RECOGNITION......................................................................................................................................5
ABOUT 24X7 LEARNING .....................................................................................................................7
ABOUT AVAGMAH BUSINESS SCHOOL..........................................................................................8
ABOUT ANNAMALAI UNIVERSITY.......... .............. ............. .............. ............ ............. .............. ......... 8
1. BASIC INFORMATION...........................................................................................................10
1.1 About MBA (Global) ........................................................................................................10
1.2 Programme Objective .............. ............. ............. ............. .............. ............. ............ .......... 10
1.3 Programme Duration ............ .............. ............. ............ .............. ............. .............. ........... 11
1.4 Medium of Instruction ............. ............. .............. ............ .............. ............. ............ .......... 11
1.5 Eligibility for the Programme................. ............. .............. ............ ............. .............. ....... 11
1.6 Award of the Degree... .............. ............. .............. ............ .............. ............. ............ .......... 11
1.7 Programme Structure: ............. ............. .............. ............ .............. ............. ............ .......... 12
1.8 Specializations Streams.........................................................Error! Bookmark not defined.
1.9 Recognition.......... ............ .............. ............. .............. ............ .............. ............. ............ ...... 13
1.10 Contacting Programme Coordinator... .............. ............ .............. ............. ............ .......... 13
2. ACADEMIC DELIVERY ..........................................................................................................14
2.1 Self Learning Materials......... .............. ............. ............ .............. ............. .............. ........... 14
2.2 Faculty led PCP Sessions.............. ............. .............. ............ .............. ............. ............ ...... 14
2.3 Assignments and Case study.... ............. .............. ............ .............. ............. ............ .......... 15
2.4 Digital Library ..................................................................................................................15
2.5 Live Project Work .......... .............. ............. .............. ............ .............. ............. .............. .... 15
3. AVAGMAH VIRTUAL CAMPUS ............................................................................................16
4. EVALUATION SCHEME................. ............. .............. ............ .............. ............. ............ .......... 18
4.1 Annual & Supplementary Examination Schedule ............ .............. ............. .............. .... 18
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4.2 Scheme of Examinations .............. ............. .............. ............ .............. ............. ............ ...... 18
4.3 Passing Minimum .............................................................................................................19
4.4 Classification Norms.......... .............. ............. ............ .............. ............. .............. ............ ... 19
4.5 For unsuccessful candidates................ ............. ............ .............. ............. .............. ........... 19
4.6 Attendance Requirement for Appearing in Examination .............. ............. ............ ...... 20
4.7 Examination Form & Fees.............. ............. ............ .............. ............. ............ .............. ... 20
5. SYLLABUS - FIRST YEAR......................................................................................................22
6. SYLLABUS - SECOND YEAR .................................................................................................46
7. SYLLABUS - SPECIALIZATION STREAMS............. .............. ............ ............. .............. ....... 52
Media and Entertainment...... .............. ............ .............. ............. .............. ............ ............. .............. 52
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MESSAGE FROM THE PROGRAMME CO-ORDINATOR
Dear Student,
Welcome to the AVAGMAH family. AVAGMAH has its origins in Sanskrit
translates roughly into Intellect. Intellect or Intelligence is mighty. It has the
power to change the destiny: of an individual, a group, an organization, even a
country.
India, today, is on the threshold of change, the change that will steer us to
greater economic power; the change that will bring hope in the smallest home
in the smallest village in India; the change that will define the future of India.
This change has to be powered by Intellect.
And who better than you, the young Indian, who seeks knowledge and
Intelligenceit is you who will bring about this change.
AVAGMAH aims to empower the young Indian with the knowledge to steer the
course of the nation, and carve its destiny. We have conceived learning
programs that will help you prepare for a challenging, fruitful career ahead.
These learning programs are powered by content from global experts, helping
you prepare for a career anywhere across the globe.
AVAGMAH is honored to nurture the New India, and welcomes you, the learner,
into the powerful world of knowledge and wisdom.
I wish you all the success in pursuing the MBA programme.
Gaurav TewariEmail:[email protected]
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RECOGNITION
Letter No. 94873/HI/91-1Education (HI) Department
Fort St. George, Madras 600 009
Dated: 17.12.91
From
Thiru K.R. Venkataraman, B.ComJoint Secretary to Government
Sir,
Sub: Recognition of Programmes conducted by the Annamalai UniversityRef: Your letter dated 23.09.91.
I am directed to state that Annamalai University is one of the Universitiesrecognized by the University Grants Commission for the purpose of its Grants.Hence the Degrees/Diplomas awarded by the Annamalai University which isestablished by an Act of this Government would stand automatically recognizedfor the purpose of employment under Centre/State Governments. A copy of thisletter along with a copy of your letter cited has been forwarded to the Director,Directorate of Distance Education, Annamalai University, Annamalainagar 608002 to give you further more details regarding recognition.
Yours faithfully,
(Sd.) xxxxxxxxxxx
for Joint Secretary to Government.
Copy to:
The Director, Directorate of Distance EducationAnnamalai University, Post Box No. 4Annamalainagar 608 002 (with copy of letter and a request to send moredetails to the individuals)
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(E.M.) NO. F. 1-1'88 T. 13
Government of IndiaMinistry of Human Resource Development
(Department of Education)
To New Delhi, the 25th November 1988The RegistrarAnnamalai UniversityAnnamalainagar 608 002
Sir,
Sub: Recognition of Educational Qualifications.
I am directed to refer to your letter No. B1/10906/88 dated 9.10.1988 without itsenclosures regarding recognition of qualification for the purpose of employment
under the Central Government and to say that the degrees/diplomas awarded bythe Universities established by an Act of Parliament or State Legislature,Institution deemed to be Universities, under section 3 of the UGC Act 1956 andInstitution of International Importance declared under an Act of Parliament standautomatically recognized for purpose of employment under the CentralGovernment. No formal orders recognizing such degrees/diplomas are necessaryto be issued.
Yours faithfully,
Sd/-(S.C. ANAND)
Desk Officer (T)
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ABOUT 24X7 LEARNING
24x7 Learning is India's premier Intellectual Infrastructure provider. 24x7
Learning partners with educational institutions to provide the intellectual
infrastructure that is required to create, enhance and maintain our intellectualcapital base. Having trained over a million learners across 25 countries 24x7
Learning helps educational institutions provide the right combination of
academic education (certification, degree, post-degree), vocational skills and
non vocational skill enhancement programmes.
Our higher education system, the factory for our intellectual capital, is doing a
tremendous job of providing standardized, basic education qualifications.
However, there is a huge gap between what the industry needs and what is
available at the finish line.Our academic institutions, besides physical infrastructure also need world-
class intellectual infrastructure. Intellectual infrastructure refers to industry
relevant programmes, quality content, capable faculty and other resources
required to produce industry-ready manpower. And we believe that providing
the required intellectual infrastructure early on-in the factory stage - will
automatically strengthen the output, i.e. the learner, who comes out of the
system prepared to take on employment, and become a productive member of
our society.
Headquartered in Bangalore, 24x7 Learning has regional presence across 30
cities, and branches in Delhi, Mumbai, Chennai, Hyderabad, Pune and Kolkata.
Incorporated in 2001, 24x7 Learning is the recipient of the Red Herring Asia
award, the Deloitte Technology Fast 50 award for 2007, 2008 and 2009, and
NASSCOM Top 100 IT Innovators accolade among others.
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ABOUT AVAGMAH BUSINESS SCHOOL
Avagmah Business School is the higher education division of 24x7 Learning.
Avagmah Business School offers academic excellence through programmesthat are industry relevant by partnering with top notch universities on one
hand and also getting the programme supported by the industry on the other
hand.
Avagmah Business School has also partnered with Harvard Business Publishing,
Network 18 etc. leveraging their quality content. To cater to the needs of the
industry, Avagmah Business School has partnered with the leaders from the
respective fields. Industry partners offer assistance in designing the curriculum
thus maintaining the relevance of the programme offered. Industry partners inaddition offer internship and placement opportunities to eligible students.
Avagmah Business School has also got a rich Advisory Council comprising of
industry gurus who offer guru talk to the students.
ABOUT ANNAMALAI UNIVERSITY
The Annamalai University was founded in the year 1929 by the munificence
and single-minded devotion of the farsighted and noble-hearted philanthropist
and patron of letters, the Honble Dr. Rajah Sir Annamalai Chettiar of
Chettinad, Kt., LL.D., D.Litt. Since then, during these eighty years, the
Annamalai University has grown into a premier, unitary, residential institution
of higher learning and research.
The University today is spread over an extensive campus of about one
thousand acres and has the Faculties of Arts, Science, Indian Languages,
Engineering and Technology, Education, Fine Arts, Agriculture, Medicine and
Dentistry and, in all, they comprise 49 Departments of Study.
The Directorate of Distance Education established in 1979 offers five hundred
and twenty five different programmes of study under the Regular Stream. It is
credited with the largest enrolment in India and is well equipped with
computer and other infrastructure, adequate teaching faculty and
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administrative set-up of its own, study centers, computer training centers,
etc., to serve its students clientele in their best interest at their door steps.
All the programmes of study offered by the Directorate of Distance Education
have the approval of the Distance Education Council, New Delhi.
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1. BASIC INFORMATION
1.1
About MBA (Global)
The MBA (Global) programme has been developed in consultation with
Global Corporates.
The programme prepares students to work in global Corporations within
and outside India.
Specific emphasis on Global Marketing, Communication, HR practices with
special discussion on Global case studies.
The Specializations have been developed keeping in mind the need to align
our Programme with Global certifications such as: Project Management
Programme (PMP), PHR, Six Sigma - Green Belt, InternationalCommunication etc.
1.2 Programme ObjectiveThe Master of Business Administration (Global) Degree Programme of the
Directorate of Distance Education of the Annamalai University is to equip
students, practicing Executives and Managers, working in Private / Public
Sector Undertakings / Banks/ Educational Institutions and other similar
organizations so as to enable them to enrich their managerial skills,
decision-making, and to enhance their problem solving ability, through
case studies, lectures, role-plays and business games with special focus on
Global Management.
USPs of the Programme
Programme developed in consultation with Industry Partners.
Supported by Industry Giant, Network18 group.
Network18 operates Indias leading television channels, CNBC-
TV18, CNBC Awaaz, CNN-IBN, IBN7, MTV, Vh1, Colors, Nick, etc.
Recognized by UGC, Ministry of HRD, Govt. of India.
Live Project Work to understand theoretical learning.
Self Instructional Study Material to make the subject matter self-
explanatory and easy to understand.
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1.3 Programme Duration(Minimum 2 Years, Maximum - 7 Years)
The duration of the programme of study is 2 years and students shall
complete the programme within a period of 7 years from the year of
admission and the programme will comprise the subjects given in
regulations.
1.4 Medium of InstructionEnglish will be the medium of instruction for the programme.
1.5 Eligibility for the Programme Any Graduation
Applicants who have qualified themselves in P.G. Diploma in
Management of any University / or any recognized institute and
those who have worked in Managerial / Executive / Supervisory
cadre in a Manufacturing / Marketing / Banking / Service
organizations will be given preference.
Students passing Graduation in supplementary exam will not be
eligible for admission to MBA (Global) in same academic year.
1.6 Award of the DegreeAnnamalai University, recognized by UGC, DEC and Ministry of HRD (Dept.
Of Education), Govt. of India, will award the MBA degree certificate on
successful completion of the programme.
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1.7 Programme Structure:MBA (Global) is essentially a two year MBA degree programme offered by
Avagmah Business School in Technical collaboration with Annamalai
University.
Following subjects will be covered in the duration of two years:
No. Courses
1st Year
1 Management Process & Organization
2 Organizational Structure & Behavior
3 Business Communication
4 Financial Accounting
5 Quantitative Techniques
6 Business Law
7 Marketing Management
8 Managerial Economics
2nd Year
1 Financial Management
2 Strategic Management
3 Media Management
4 Media Business
5 Sound Production and Music Industry Management
6 Film and TV production ,Programming Management
7 Project and Viva-voce Examinations
Note:
1. The students have to select any one elective course out of the
seven specialization streams. There are four courses under each
specialization stream.
2. Specializations shall be offered subject to minimum number of
students at the concerned PCP centre
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1.8 RecognitionAnnamalai University is recognized by UGC, DEC and Ministry of HRD
(Dept. Of Education), Govt. of India.
Annamalai University is one of the Universities recognized by the
University Grants Commission for the purpose of its Grants. Hence the
Degrees/Diplomas awarded by the Annamalai University which is
established by an Act of this Government would stand automatically
recognized for the purpose of employment under Centre/State
Governments.
1.9 Contacting Programme Coordinator
Students may contact the Programme Coordinator (Management
Programmes) by sending a communication through post to the following
address:
Coordinator (Management Programmes)
AVAGMAH Business School
24x7 Learning Private Ltd.
No 20, 1st Floor,
Annaswamy Mudaliar Road, Ulsoor LakeBangalore 560 042, India.
Or can send an Email to [email protected] or over telephone by calling
on the following nos.:+91-80-4069 9100 / 1-800-102-0247 / 1-800-
425-0247
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2. ACADEMIC DELIVERYAcademic delivery of MBA (Global) is based upon Technologyenabled
blended Learning Model. The methodology of instruction is learner-
oriented, and the student has to be an active participant in the teaching-learning process.
A multi-channel approach is followed for instruction. It comprises a
suitable mix of:
Self Learning Materials
Faculty led PCP Sessions
Assignments and Case study
Digital Library
Live Project Work
Avagmah Virtual Campus
2.1 Self Learning MaterialsSelf Learning Materials are printed study materials that will be provided by
Avagmah Business School at no extra cost to the students.
These are the primary form of instructional materials. Improvement in
quality is ensured through the learning materials because no single text
book can cover the course content appropriately. Also self learningmaterials are designed to make the subject matter self-explanatory and
easy to understand. The course content is divided into blocks consisting of
several units. Each unit is sized in such a manner that it can be studied in
a session of about 3 to 4hours.
The Self Learning Materials will be sent after Avagmah receives the fees
along with form.
2.2 Faculty led PCP SessionsPCP or 'Personal Contact Programme support the self learning study
material. These sessions are conducted through out the year and
attendance is mandatory. Schedules for these lectures are intimated at the
beginning of the semester to candidates. These sessions provide
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opportunity for interactive education and enrich learners' knowledge by
directing knowledge to practice.
2.3 Assignments and Case studyThe main purpose of assignments is to test students' comprehension and
value addition they receive from the study material as well as from the
delivery of PCP sessions and also to help them successfully complete the
courses by providing feedback to them. Assignments carry 25% weightage
towards final result. Students will not be allowed to appear in the
examination if they do not submit the assignments before the
commencement of the examination.
2.4 Digital LibraryAs part of the curriculum, students will have access to online resources
and reference material that will help them in their learning process.
Archived class sessions are also available online for reference purposes.
2.5 Live Project WorkVery central feature of this programme is that it is planned around project
work. The objective of the project work is to help the student develop the
ability to apply the concepts learned and to bring about an improvement in
the work environment.
A candidate who fails in the project work and Viva-Voce examination may
be permitted to resubmit a project and appear for the Viva-Voce for the
second time, if so recommended by the examiners. No Candidate shall be
permitted to submit the project work and appear for the Viva-Voce more
than twice on additional fee payments.
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3. AVAGMAH VIRTUAL CAMPUSAvagmah Virtual campus (AVC) is based on a proven and scalable
Learning Management System (LMS) 24x7 LearnTrak. Learners can
access the eLearning content through the Virtual campus. AVC is
accessible worldwide, 24 hours a day, anywhere, anytime and as often as
you like.
Features ofAvagmah Virtual Campus:
Allows an individual to learn in concise "knowledge bites"; in
chunks as small as a few minutes. It helps to stay focused and
successfully achieve students learning goals.
Learning through the virtual campus is self-paced. Learners can
undertake learning according to their convenience.
A Researched Online Study material facility (ROSM) through a
Digital library which will offer sections such as white papers,
technical presentations, and reviews of books in the library,
links to web-based resources or magazines, news etc. Learners
have the ability to contribute or review the technical resources.
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4. EVALUATION SCHEME4.1 Annual & Supplementary Examination ScheduleThe annual University Examinations will be held in the month of May/
June every year.
Supplementary examinations will be conducted in the month of December.
These examinations will be held at respective Business School.
4.2 Scheme of ExaminationsThe total marks for each course is 100.
Course Duration
Max. Marks. WrittenExamination +
Assignment
Min. Marks for
a Pass
First Year
Course 1 3 hours 75+25 50
Course 2 3 hours 75+25 50
Course 3 3 hours 75+25 50
Course 4 3 hours 75+25 50
Course 5 3 hours 75+25 50
Course 6 3 hours 75+25 50
Course 7 3 hours 75+25 50
Course 8 3 hours 75+25 50
Total = 800 400
Second Year
Course 1 3 hours 75+25 50
Course 2 3 hours 75+25 50
Course 3 3 hours 75+25 50
Course 4 3 hours 75+25 50
Course 5 3 hours 75+25 50
Course 6 3 hours 75+25 50
Course 7 Project work and viva
voce
150 + 50 100
Total = 800 400
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4.3 Passing MinimumAt the end of each year of study, candidates shall have to take their
examination in all the courses they studied during that year.
A candidate shall be declared to have passed the examination if he / she
obtains not less than 50 per cent of marks in each course. Candidates
securing less than prescribed pass minimum shall be deemed to have
failed in the written examination of that year.
However, he / she shall be required to appear again for those courses only
in which he / she has failed in order to get a pass in the subsequent
examination.
A candidate who opts for project work shall be declared to have passed in
the Project Work and Viva-voce Examination, if he / she secures an overall
minimum of 50 per cent (combining both project work and the Viva-Voce)
out of 200 marks.
4.4 Classification NormsFirst Class: Candidates securing 60% and above in aggregate in the whole
examination shall be placed in the First class.
Second Class: Those who obtain 50% and above but less than 60% shall
be placed in the Second Class.
Candidate who obtains 75% in aggregate shall be deemed to have passed
the examination with distinction, provided they pass all examinations
prescribed for the programme in the First appearance itself.
4.5 For unsuccessful candidatesCandidates who failed in any course in the First year will be permitted toproceed to the second year.
If a candidate fails in any of the theory courses he / she shall be required
to reappear for that course(s) only.
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4.6 Attendance Requirement for Appearing in ExaminationPersonal contact Programme is arranged at different centres for the
benefit of the students. The minimum number of days to be conducted in
a year is 60 days. It is compulsory for students to attend 80% of the
days. In the second year Special lectures / Case Studies / Group
Discussions / Role Plays / Management Games / In-Basket Exercises /
Brain Storming classes will be conducted. Teaching will be through study
materials sent to the students supplemented by face to face contact
programmes guest lectures and audio and video cassettes.
4.7 Examination Form & FeesExamination form will be sent directly to students by the University in the
month of February.
Students will submit the duly filled form along with examination fees to
the ABS with in the stipulated period as mentioned in the form.
ABS will in turn send examination form to AVAGMAH, Bangalore.
The suggested breakup of 1st Year Examination fees:
# List of Heads Fees per Head1 Examination Fees for
eight subjects
3080
2 Examination ApplicationRegistration Fees
45
3 Postal Charges 80
4 Mark List Fees 80
5 Centre Fees 245
Total 3530
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The suggested breakup of 2nd Year Examination fees:
Note: The above fees are subject to change as and when notifiedby University.
# List of Heads Fees per Head
1 Examination Fees for
eight subjects 2695
2 Dissertation & Viva-voce 715
3 Examination Application
Registration Fees
45
4 Postal Charges 80
5 Mark List Fees 80
6 Provisional or Pass
Certificate Fee
155
7 Centre Fees 245
8 Membership Fee 45
Total 4060
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5. SYLLABUS - FIRST YEAR
5.1 Management Process and Organization
Objective
The objective of the course is to make students aware of environmental
changes and to show them how effective managers are adapting. The
emphasis will be on the conceptual developments in the area of planning,
organizing, leading and controlling managerial functions. The course also
elaborates on conceptual framework of leadership and the role of
managers as leaders and change agents.
Unit-I: Nature of Management
Management Defined, Nature of Management, Scope of Management,
Need for Management, Management and Administration, Management-A
Science or an Art, Management Levels, Top-level managers, Middle
level managers, First level supervisory managers, General versus
Functional managers
Managerial Roles, Functions and Skills
Management Functions, Planning, Organizing, Staffing, Directing,
Controlling, Managerial Roles, Interpersonal Roles, Informational Roles,Decisional Roles, Managerial Skills, Technical Skills, Human Skills,
Conceptual skills, Diagnostic Skills, , Communicational Skills, Political
Skills
Unit-II: Evolution of Management Thought
Classical Approach, Bureaucracy, The Scientific Management Stage,
Contribution by F.W. Taylor - Scientific Management, Contribution by
Peter F. Drucker MBO
Coordination
Meaning and Definition of Coordination, Characteristics of coordination,
Need for coordination, Types of coordination, Principles of coordination,
Independence and coordination, Approaches for achieving effective
coordination
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Planning and Forecasting
Planning: An Overview, Importance of Planning, disadvantages of
planning, Principles of Effective Planning, Plan types , Levels of Planning ,
Forecasting, Techniques of Forecasting, Forecasting Demand and Supply
Unit-III: MBO and Systems Approach
Characteristics of Objectives, Organizational Objectives, Characteristics of
sound objectives, Hierarchy of objectives, Management by Objectives
(MBO), Objectives, Process, Advantages and Disadvantages of MBO,
improving the effectiveness of MBO.
Decision Making and Creativity
Managerial Decision Making, Defining a Problem, The problem pointers,
Factors Affecting Decision Making, Steps in Decision Making, Rational
Decision Making, Creativity
Structural Design and Departmentation
Organizational Structure: Design, Steps in the Organizational Structuring;
Structure, Mechanistic Versus Organic Structures, Types of Organizational
Structures, Organizational Chart
Unit-IV: Span of Management
What is Span of Management, Span of Control and Levels of Organization,
Narrow span structure; Wide span structure, Graicunas Theory, FactorsAffecting Span of Management, Limitations of Span of Management
Delegation of Authority
Concept and Characteristics of Authority, Sources and Scope of Authority,
Delegation of Authority, Principles and Process of Delegation,
Advantages of Delegation, Problems with Delegation, Personal Factors
as Barriers to Delegation, Reluctance of Executives, Reluctance of
Subordinates, Overcoming Obstacles
Unit-V: Centralisation and Decentralisation
Centralization versus Decentralisation, Factors Determining the Need for
Centralization and Decentralisation, Advantages of centralization,
Advantages of decentralization
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Line and Staff Relationship
Line and Staff Structure, Line and Staff Conflicts, Achieving Cooperation
between Line and Staff, Line Authority Relationship, Staff Authority
Relationship
Unit-VI: Nature, Process and Techniques of Controlling
The Controlling Process, Establishing standards, Comparing measured
performance with performance standards, Taking Corrective Action,
Techniques of Managerial Control, Feed-forward and Feedback Control,
Behavioural Implications and Guidelines for Effective Control
Corporate Ethics and Social Responsibility
Ethical Concepts, Business Values, The Concept of Social Responsibility,
Causes of growing awareness for Social Responsibility, Arguments against
and in favor of Social Responsibility, Comparative Study: Japanese
Management and Z Culture of American Companies.
Reference
1. Weihrich, Heinz and Harold Koontz, Management-A Global Perspective
(10th Ed.), McGraw Hill.
2. Weihrich, Heinz and Harold Koontz, Essentials of Management (5th Ed.),
McGraw Hill.
3. Stoner, Freeman and Gilbert, Management (6th Ed.), PHI
4. Watson, Tony.J. Organising and Managing Work, PHI
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5.2 Organizational Structure & Behaviour
Objective
This self-paced course, designed for a masters level field of study focuses
on the behavior of individuals and groups within diverse organizations and
on organizational structure and processes-To enhance understanding of
the dynamics of interaction between the individual and the organization
and facilitate the development of a perspective to diagnose and
effectively deal with the issues of human behavior in organization.
Unit-I: Introduction to Organizational Behaviour
What is an Organization? Managers in Organizations; Managerial
Networks; Direct Environmental Forces; Indirect Environment Forces
Approaches to Organizational Behaviour: A Historical Perspective;
Scientific Management; The Behavioural Approach to Management;
Contingency Approach
Quality of worklife: What is QWL? Responsibility of the Organization
towards QWL
Job Enrichment; Job Rotation
Unit-II: Foundations of Individual Behaviour
Biological Foundations of Behaviour; Causes of Human Behaviour;
Environmental Effect on Behaviour; Behaviour as an Input-output
System; A Code of Ethics; Behaviour and Performance
Motivation and Behaviour: Motivation: Overview and Sources of
Motivation; Historical Development; Theories of Motivation Evaluation of
the Theory; Porter Lawler Model
Learning and Behaviour Reinforcement: Theories of Learning;
Acquisition of Complex Behaviours; The Learning Curves; Principle and
Schedules of Reinforcement
Unit-III: Motivation at work
Theories of Work Motivation; Vrooms Expectancy Model; Equity Theory;
Goal-setting Theory; Goal- Setting: Motivation, Performance and Job
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Satisfaction; Consequences of Job Dissatisfaction, Sources of Job
Satisfaction
Perception:Overview and Characteristics of the Perceiver and Perceived;Perceptual Organization and Selectivity; Barriers to Perceptual Accuracy;
Attribution
Personality: Type A and Type B Personality; Major Contributing Factorsto Personality; Personality Dimensions; Introvert and Extrovert
Personalities; Personality Theories
Unit-IV: Stress and Behaviour
The General Adaptation Syndrome; Stress Responses; Basic Forms of
Stress; Frustration and Anxiety; Sources of Stress; Consequences of Job
Stress; Stress and Job Performance; Job Burnout; Coping with Stress
Group Behaviour: Reasons for Group Formation; Types of Groups; Group
Cohesiveness; Group Norms Committee Organization
Group decision-making: Advantages and Disadvantages of GroupDecision Making; Leadership Role, In-group Decision Making; Techniques
of Group Decision Making
Unit-V: Inter-Group Relations and Conflict Management
Interdependence of Groups; Nature of Conflict in Organizations; Changing
View of Conflict; Types of Conflict Situations; The Causes of Conflict;
Conflict Management ;Negotiation; Third Party Role in Negotiations; Johari
Window Model
Power and Politics: Power and Politics-An Introduction; Sources of
Power in Organizations-Interpersonal Sources, Organizational Sources;
Organizational Politics; Ethics
Leadership in organizations: Formal and Informal Leadership;Leadership Styles; Personal Characteristics of Leaders.
Unit-VI: Organizational culture and climate
Origins of Organizational Culture; Levels of Culture; Managing
Organizational Culture; Cross Cultural Communication
Preparing for a Foreign Assignment; Organization Climate
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Organizational Structure and Design: Steps in Organizational
Structure; Mechanistic and Organic Structures; Determinants of
Organizational Structure;
Organizational Change and Development: External Forces; InternalForces; The Change Process; Types of Change; Steps in Managed Change;
The Change Agents; Resistance to Change; Organizational Development
(OD); Basic OD Assumptions; OD Interventions.
Reference
1. Robbins, S.P., Organisational Behaviour, Ninth Edition, Prentice
Hall2. Luthans, F., Organisational Behaviour, Eighth Edition, Prentice Hall3. P. Udai, Rao, T.V., Pestonjee, D.T., Behavioural Processes in
Organisation, Oxford & IBH
4. Jones, George, Organisational Behaviour, Third Edition, PrenticeHall
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5.3 Business Communication
Objective
This course material is intended to improve the communication skill of
Managers, to understand role of global communication and its impact, to
plan and position your business case to maximize its effectiveness, to
maximize business opportunities and strengthen their organization as a
whole, to recognize the importance of emotions in determining
intelligence.
Unit-I: Basic forms of communication
Introduction; Need for Communication, Forms of Communication
International Communications: The impact of culture on
communication: Understanding How Culture Affects Communication;
The art of Global Communication: Recognize the benefits of
understanding the communication process in cross-cultural situations
Improving your Cross-Cultural Communications: Acknowledging the
differences; International communications simulation; Responding to
cultural differences using Hogsheads Cultural Dimensions model.
Unit-II: Principles of effective communicationIntroduction; the Effective Communication Skills; Questionnaire, Skills
Pertinent to Communication
Writing skills: Business letters:Introduction; Written Communication
EMail essentials: Essentials of electronic communication-mail
Fundamentals.
Optimizing E-mail at work: Recognize the benefit of writing effective e-
mail for business purposes.
E-Mail and organizational communication: Using E-mail as a
Communication Tool; Using E-mail to Support Corporate Culture.
Unit-III: Internal communication
Letters within the Organization; Letters to Staff; Circulars and Memos;
Letters from Top Management; Employee Newsletters
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How to write an effective internal business case: Preparing a
business case; Identify the benefits of writing a good business case
Writing a business case: Identify the benefits of writing a good business
case, Recognize the functions of a business case.
Presenting your case: Recognize the benefits of a well-prepared
business case presentation, Analyze an audience prior to giving a
presentation in a given scenario.
Unit-IV: Giving successful presentations
Presenting successfully: Recognize the benefits of understanding the basics
of presenting, recognize the benefits of being able to control anxiety and
the presentation environment.
Delivering the message: Recognize the benefits of presenting a positive
image, Match the key elements of a strong presentation opening to
appropriate behaviors
Available presentation resources: Recognize the benefits of using
visual aids effectively, Identify statements that associate types of visual
aids with specific uses.
Unit-V: Non-verbal aspects of communication
Introduction; Unit Objectives; Dimensions of Non-verbal Communication;
Body Language; Postures and Gestures; Attire Creates the First
Impression the Importance of Grooming; The Power of a Handshake;
Significance of Personal Space; Value of Time; Actions Speak Louder than
Words; Potency of a Smile; Organizational Body Language;
Unit-VI: Emotional intelligence at work
Defining emotional intelligence: Recognize the importance of emotions in
determining intelligence.
Emotional intelligence in the workplace: Recognize the importance ofemotional intelligence at work, recognize the benefits of regulating and
controlling one's emotions at work, choose the characteristics of integrity.
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Emotional intelligence and teamwork: Recognize the value of being
socially competent, identify the behaviors that demonstrate empathy,
recognize the value of developing the team's emotional intelligence.
References
1. Basic Business Communication: Robert Mc Archer, Ruth Pearson Amos
Prentice Hall Inc.
2. Excellence in Business Communication: Thill Handbook of Business
Correspondence by: Frailey.
3. Business Communication: Building Critical Skills by Kitty O. Locker,
Stephen Kyo Kaczmarek, Hardcover: 637 pages, Publisher:
Irwin/McGraw-Hill.
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5.4 Financial Accounting
Objective
This course intends to: Develop understating of financial statements including
consolidated financial statements; Capture techniques of financial statement
analysis; Enables to understand accounting standards; Develop knowledge of
using electronic data base containing financial information. This is an
intensive course that introduces students to financial decision making process
and to the tools and techniques of financial analysis, building knowledge on
making framing financial statements- banking industries.
Unit-I: Accounting principles and standards
Need for Accounting, Development of Accounting, Definition and Functions ofAccounting, Book-Keeping and Accounting, Is Accounting a Science or an
Art?, End-Users of Accounting Information, Accounting and Other Disciplines,
Role of the Accountant, Branches of Accounting, Difference Between
Management Accounting and Financial Accounting, Importance of Accounting
Unit-II: Meaning and Scope of Accounting
Meaning of Accounting Principles, Accounting Concepts, Accounting
Conventions, Indian Accounting Standards, Systems of Book-Keeping, Systems
of Accounting
Unit-III: Journalising transactions
Journal, Rules of Debit and Credit, Compound Journal Entry, Opening Entry
Ledger posting and trial balance: Ledger, Posting, Relationship between
Journal and Ledger, Rules Regarding Posting, Trial Balance, Voucher System
Unit-IV: Bank reconciliation statement
Need for Bank Reconciliation Statement, Meaning and Objective of BankReconciliation Statement, Importance of Bank Reconciliation, Technique of
Preparing Bank Reconciliation Statement
Final accounts: Trading and Profit & Loss Account, Manufacturing Account,
Balance Sheet, Adjustment Entries, Worksheet
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Unit-V: Company financial statements
Meaning and Types of Financial Statements, Nature of Financial Statements,
Limitations of Financial Statements, Preparation of Company Financial
Statements, Profit and Loss Account, Balance Sheet
Financial reporting: Meaning of Financial Reporting, Illustrative Example
Unit-VI: Financial statements: analysis and interpretation
Relationship between Analysis and Interpretation, Steps Involved in the
Financial, Statements Analysis, Ratio Analysis, Classification of Ratios,
Profitability Ratios, Turnover Ratios, Financial Ratios, Advantages of Ratio
Analysis, Limitations of Accounting Ratios, Computation of Ratios
Cash flow statement: Meaning and preparation of Cash Flow Statement,
Sources of Cash, Difference Between Cash Flow Analysis and Funds Flow
Analysis, Utility of Cash Flow Analysis, Limitations of Cash Flow Analysis, AS
3 (Revised): Cash Flow Statements.
Reference
1.
Bernstein, L.A., and John J. Wild, Financial Statement Analysis,McGraw Hill International.
2. Bhattacharyya, A.K., Financial Accounting for Business Managers, PHI
3. Financial Accounting: An Introduction to Concepts, Methods, and Uses
by Clyde P. Stickney, Roman
4. L. Weil, Hardcover, Publisher: South-Western College.
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5.5 Quantitative Techniques
Objective
This course module is intended to develop the statistical concepts and
techniques that are needed to make business decisions, making familiar with
the statistical and mathematical techniques, to develop working knowledge on
statistical techniques and appreciation of applications thereof for solving
business problems.
Unit-I: Introduction to quantitative techniques
Overview of Quantitative Techniques; Need of Quantitative Techniques;
Advantages of Quantitative Techniques; Limitations of Quantitative
Techniques; Classification of Quantitative Techniques; Statistical Techniques;
Operation Research Techniques; Quantitative Methods in Decision-Making
Unit-II: Data Collection
Statistical Data Collection: Measurement Scales; Data Gathering; Sampling
and Non-Sampling Errors
Data presentation: Classification of Data; Frequency
Distribution; Cumulative Frequency Distribution; Relative Frequency
Distribution; Cumulative Relative Frequency Distribution; Stem and Leaf
Display; Graphic Presentation
Unit-III: measures of Central Tendency
Descriptive Statistics; Measures of Central Tendency; The Arithmetic Mean;
The Median; The Mode.
Measures of Dispersion: Measure of Dispersion; Calculation of Standard
Deviation by Short-cut Method; Combining Standard Deviations of Two
Distributions;
Moments, Skewness and Kurtosis: Moments; Moments about theMean; Skewness; Kurtosis.
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Unit-IV: Regression and correlation analysis
Regression Analysis; Correlation Analysis
Time Series Analysis: Time Series Analysis Method; Smoothing
Techniques; Trend Analysis; Measuring the Cyclical Effect; Seasonal
Variation; Measuring Irregular Variation; Seasonal Adjustments
Probability Theory: Meaning of Probability; Types of Probability; Calculation
of Probability; Probability and Venn Diagram; Permutations; Combinations
Random Variables and Probability Distributions: Meaning of Random
variable; Meaning of Probability Distribution; Binomial Distribution; Poisson
Distribution; Exponential Distribution; Normal Distribution
Unit-V: Testing of hypothesis
What is a Hypothesis?; Null and Alternative Hypothesis; Standard
Error; Decision Rule; Test for a Sample Mean; Test for Equality of Two
Properties; Large Sample Test for Equality of Two Means ; Paired
Observations; F-test.
Sampling theory and its basic concepts: Sampling; Benefits of
Sampling; Methods of Sampling; Sampling Theory; Tests of Significance, Chi-
square ( 2) test: Degrees of Freedom
Decision theory: What is Decision Theory?; Types of Decision Making
Situations; Decision Tree
Unit-VI: Linear Programming
Meaning of Linear Programming; Graphical Solution; Simplex Solutions; Some
Important Points; the Dual; a Note on Goal Programming.
Transportation problem: Mathematical Formulation; Definitions; Optimal
Solution; Optimality Test; Modi Method
Assignment Problem: Definition; Mathematical Formulation of the
Assignment Problem; Difference between Transportation Problem and
Assignment Problem; Hungarian Method Procedure; Unbalanced Assignment
Problem; Maximization in Assignment Problem.
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Reference
1. Hadley, G, Introduction to Business Statistics, Holden - Day, San
Francisco.
2. Conover, W.J., Practical Non-parametric Statistics, John Wiley.
3. Montgomery, D.C., Design and Analysis of Experiment, John Wiley.
4. Myerson, Roger B., Game Theory - Analysis of Conflict, Harvard
University Press.
5. Sincich, Terry, Business Statistics by Example, Prentice Hall
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Conditions and warranties: Condition Defined; Warranty Defined; Implied
Conditions and Warranties; Doctrine of Caveat Emptor; Test Questions;
Practical Problems
Transfer of property: Essentials of Transfer of Property; Rules .
Performance of contract of sale: Rules as to Delivery of Goods; Acceptance
of Delivery by Buyer
Remedial measures: Rights of Unpaid Seller; Buyers Rights Against Seller;
Auction Sale
Unit-III: Negotiable instruments
Promissory Note; Bill of Exchange; Cheques; Hundis
Parties to negotiable instruments: Holder; Capacity of Parties
Presentment of negotiable instruments: Presentment for Acceptance;
Presentment for Sight; Presentment for Payment
Negotiation of negotiable instruments: Negotiable Instruments;
Negotiation by Unauthorised Parties
Dishonour and discharge of negotiable instruments: Dishonour of
Negotiable Instruments; Discharge of the Instrument and the Parties
Unit-IV: Banker and customer
Crossing of Cheques; Types of Crossing; Liability of Banker;Consumer Protection Act-1986: Definition of Consumer; Who can File a
Complaint;
The copyright act- 1957: Copyright; Ownership of Copyright; Assignment of
Copyright.
The patents act: 1970: Definition of Patent; Application for Patents;
The Foreign Exchange Management Act- 1999: Regulation and
Management of Foreign Exchange; Authorised Person; Contravention and
Penalties; Adjudication
The Competition Act-2002: Prohibition of Certain Agreements
Information Technology Act-2000: Rationale behind the IT Act; 2000;
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Unit-V
The Company: Companies Act and its Administration; Definition of Company
Kinds of Companies: Kinds of Companies according to the Mode of
Incorporation
Memorandum of Association: Definition and Importance; Contents of
Memorandum.
Articles of Association: Obligation to Register Articles; Contents of Articles;
Alteration of Articles;
Prospectus: Definition of Prospectus; Issue of Prospectus; Shareholders or
Members: Distinction between Shareholder and Member; Methods of
Becoming a Member; Who May Become a Member?; Termination of
Membership.
Shares and Share Capital: Legal Nature of a Share; Share Capital; Kinds of
Shares
UNIT-VI:
Borrowing Powers and Methods: Ultra Vires Borrowings; Security for
Borrowings; Debentures;
Company Management and Administration: Directors; Director
Identification Number (DIN); Appointment of Directors; Removal of Directors;
Meetings and Resolutions: Meetings; Statutory Meeting; Annual General
Meeting; Accounts and Audit: Accounts; Annual Return; Audit; Removal of
Auditors; Prevention of Oppression and Mismanagement: The Rule of
Supremacy of the Majority; Protection of Minority; Prevention of Oppression
and Mismanagement
Compromise, Arrangement, Reconstruction: Compromise or
Arrangement; Reconstruction and Amalgamation
Winding Up: Meaning of Winding Up; Winding Up vs. Dissolution; Modes of
Winding Up.
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Reference
1. N D Kapoor-Elements of Mercantile Law-Sultan Chand
2. Legal Aspects of Business - Akhileshwar Pathak, 3rd Edition, Tata
Mc GRAW HILL.
3. Saravanavel & Sumathi - Business Law for Management
4. M C Kuchhal - Business Law Vikas Publication
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5.7 Marketing Management
Objective
The objective of the course is to enable students to interpret current
discussions in the field of marketing, apply relevant concepts and tools in
practice, be familiar with the advantages and limitations of these concepts and
tools and to prepare well founded decisions based on their analyses-
Introducing students to the elements of marketing analysis: marketing
environment analysis, customer analysis, competitor analysis, and company
analysis.
Unit-I
Fundamentals of Marketing: Understanding Marketing, The Marketing
Concept, Marketing Concept versus , Production Concept, Efficiency versus
Effectiveness, Market versus Internally Driven Businesses, Profile of
Customer-centric Organizations, Marketing Mix, Criticism of the 4Ps Approach
to Marketing, Segmentation, Targeting, and Positioning,
Marketing Research: Marketing Information Systems MIS, Approaches to
Marketing Research, Types of Marketing Research, Stages in the Marketing
Research Process
Marketing Environment: Economic Forces, Technological Factors, Socio-
cultural Factors, Demographic Factors, Political-legal Environment, Country
Analysis
Unit-II
Consumer Behaviour: The Buyer, The Buying Process, The Buying Situation,
Social Influences, Customer Loyalty and Profitability, Customer Portfolio
Management, Emotional Engagement with Customers, Customer Relationship
Management.
Segmentation and Targeting: Customer Value Proposition, Non-Segmented
Markets, Segmentation and Market Entry, Process of Market Segmentation:
Target Marketing, , Segmenting Consumer Markets, Combining Segmentation
Variables, Segmenting Organizational Markets, Target Market Selection,
Target Market Strategies
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Functions of Public Relations, Publicity, New Releases, Sponsorships,
Objectives of Sponsorship.
Unit-VI
Personal Selling & Sales Management: Challenges in Personal Selling,
Types of Salespersons, Sales Responsibilities, Personal Selling Skills, Phases
of the Selling Process, Marketing Strategy and Personal Selling, Strategic
Objectives, Personal Selling Strategies, Designing the Sales Force,
Management of the Sales Force, Problems of Sales Management
Competitive Marketing Strategy: Analyzing Competitive Industry Structure,
Competitor Analysis, Competitive Advantage, Creating a Differential
Advantage, Creating Cost Leadership, Choosing a Competitive Strategy,
Sources of Competitive Advantage, Sustaining A Competitive Advantage,Erosion of Competitive Advantage.
Reference
1. Kotler, Philip, Marketing Management Analysis, Planning,
Implementation and Control (The Millennium Edition), Parsons.
2. Aaker, David A., Strategic Market Management (1995), Wiley.
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5.8 Managerial Economics
Objective
This course seeks to integrate various principles and concepts from different
fields of economics with typical problems of managerial decision-making and
policy formulation in business organizations -The objective of the paper is to
explain the concepts of applied microeconomics - The emphasis shall be on
theory of the firm, consumer demand, market system, production analysis,
theory of cost, capital budgeting and risk analysis.
Unit-I
Introduction To Managerial Economics: The Basic Problems of an
Economy, Meaning and Nature of Managerial Economics, How EconomicsContributes to Managerial Functions, Major Areas of Economics Applied to
Business Decisions, The Scope of Managerial Economics
Economic Principles and Concepts Applied: Marginalism and
Incrementalism, The Equi-marginal Principle, Time Perspective in Business
Decisions, Opportunity Cost, The Concept of Present Value of Money and
Discounting Principle, Concept of Externalities, Concept of Trade-off.
Unit-II
The Fundamental Laws of Market: The Laws of Demand and Supply: The
Law of Demand: Price-Demand Relationship, The Demand Function, Types of
Demand, The Law of Supply, Equilibrium of Demand and Supply:
Determination of Equilibrium Price
Elasticity of Demand and Supply: Price Elasticity of Demand, Determinants
of Price Elasticity of Demand, Price Elasticity and Marginal Revenue,
Promotional or Advertisement Elasticity of Sales, Cross-elasticity of Demand,
Income Elasticity of Demand, Elasticity of Price Expectations, The Uses of
Elasticity, Price Elasticity of Supply
Unit-III
Theory of Consumer Demand: Cardinal Utility Approach: Cardinal Utility
Theory, The Law of Diminishing Marginal Utility, Consumers Equilibrium,
Derivation of Demand Curve, Drawbacks of Cardinal Approach
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Theory of Consumer Demand: Ordinal Utility Approach: The Meaning and
Nature of Indifference Curve, The Diminishing Marginal Rate of Substitution,
Properties of Indifference Curves, The Budget Constraint and the Budget Line,
Consumers Equilibrium, Effect of Change in Consumers Income, Effects of
Price Change, Income and Substitution Effects of Price Change on Inferior
Goods, Complementarity and Substitutability.
Demand Forecasting: The Need for Demand Forecasting, Methods of
Demand Forecasting, Survey Methods, Statistical Methods.
Unit-IV
Theory of ProductionI: Production With One Variable Input: Meaning
of Production, Some Production Related Concepts, Production Function
Theory of ProductionIi: Production with Two Variable Inputs: IsoquantCurves, Marginal Rate of Technical Substitution, Isoquant Map.
Theory Of Production Cost: Cost Concepts, Short-run and Long-Run Cost-
Output Relations, Economies of Scale, Cost Functions and Cost Curves.
Market Structure and Objectives of Business Firms: Objectives of
Business Firms, Profit Maximization, Alternative Objectives of Business Firms
Unit-V
Price and Output Determination Under Perfect Competition: The Market
Structure, the Features of Perfect Competition, Equilibrium of the Firm,
Derivation of Supply Curve of the Firm, Derivation of Supply Curve of the
Industry.
Price and Output Determination Under Monopoly: Monopoly, Cost and
Supply Curves Under Monopoly, Profit Maximization under Monopoly.
Price and Output Under Monopolistic Competition: Analysis of Selling
Cost and Firms Equilibrium, Critical Appraisal of Chamberlins Theory of
Monopolistic Competition
Price and Output Determination Under Oligopoly: Oligopoly: Meaning andCharacteristics, Duopoly Models, Oligopoly Models, The Game Theory Approach
to Oligopoly.
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Unit-VI
Alternative Theories of the Firm: Baumols Theory of Sales Revenue
Maximization, Marriss Theory of Maximization of Growth Rate, Maximization of
Managerial Utility Function.
Pricing Strategies and Practices: Cost-Plus Pricing, Bains Model of Limit
Pricing, Multiple Product Pricing, Pricing in Life Cycle of a Product, Transfer
Pricing, Competitive Bidding of Price, Peak Load Pricing.
Capital Budgeting and Investment Under Certainty: Capital Budgeting,
Determining the Optimum Level of Capital, Investment Decisions under
Certainty
Investment Decisions Under Risk and Uncertainty: Concepts of Risk and
Uncerainty, Investment Decisions Under Risk, Investment Decisions Under
Uncertainty.
References
1. Dholakia R.H., Oza A.N., Micro Economics for Management Students,
OUP, Delhi 1997
2. Koutsoyiannis A, Modern Micro Economics, Mac Millan Press Ltd.
3. Gupta G.S., Managerial Economics, Tata McGraw Hills 1998
4. Henderson James M. & Quant L.E. Micro Economic Theory, A
Mathematical approach, McGraw-Hill International Edition.
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6. SYLLABUS - SECOND YEAR6.1. Financial management
Objective
This subject imparts basic financial concepts to develop knowledge of
financial system, financial institutions and basic concepts / techniques of
corporate finance.
UnitI
The Finance Function: Goals, Objectives and Ethics: Scope of
Finance, Real and Financial Assets, Equity and Borrowed Funds
Domestic, Economic and Financial Environment: Developments Till
1991, Macroeconomic Reforms, Micro Economic Reforms, The Eleventh
Plan Proposals
International Economic and Financial Environment: World GNI and
Ranking of Individual Countries, Growth in International Trade and
Finance, The Importance of the Multinational Corporation, Methods of
Doing International Business, World Trade Organization, Forms of
Economic Integration among Nations, Balance of Payments
Unit II
Concepts of Risk and Return: Capital Market Theory: Return on a Single
Asset, Risk of Rates of Return: Variance and Standard Deviation, Portfolio
Theory, Portfolio Return: Two-Asset Case, Portfolio Risk: Two Asset Case,
Risk Diversification: Systematic and Unsystematic Risk, Capital Asset
Pricing Model (CAPM), Assumptions of CAPM, Characteristics Line, Security
Market Line (SML), Implications and Relevance of CAPM
Financial Ratio Analysis: Users of Financial Analysis, Nature of Ratio
Analysis, Standards of Comparison, Types of Ratios, Liquidity Ratios,
Current Ratio, Quick Ratio, Cash Ratio, Interval Measure, Net Working
Capital Ratio, Leverage Ratios
Time Value of Money: Time Value of Money, Compounding, Discounting
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Unit III
The Cost of Capital: Significance of the Cost of Capital, Investment
Evaluation, Designing Debt Policy, Cost of Equity and the Capital Asset
Pricing Model (CAPM);, The Weighted Average Cost of Capital, Book Value
vs. Market Value Weights, Flotation Costs, Cost of Capital and
Investment Analysis, Divisional and Project Cost of Capital, The Pure-Play
Technique, The Cost of Capital for Projects
Capital Structure: Theory and Policy: Assumptions of Traditional
Capital Structure Theories, Relevance of Capital Structure: Capital
Structure Planning and Policy, Cash Flow Analysis, Practical Considerations
in Determining Capital Structure, Assets, Growth Opportunities, Debt- and
Non-debt Tax Shields, Financial Flexibility and Operating Strategy.
Unit IV
Dividend Policies: Objectives of Dividend Policy, Practical Considerations
in Dividend Policy, Firms Investment Opportunities and Financial Needs,
Shareholders Expectations, Constraints on Paying Dividends, Stability of
Dividends, Constant Dividend Per Share or Dividend Rate, Constant
Payout, Constant Dividend Per Share Plus Extra Dividend
Working Capital Management: Concepts of Working Capital, Focusing
on Management of Current Assets, Focusing on Liquidity Management,
Operating and Cash Conversion Cycle, Gross Operating Cycle (GOC), Cash
Conversion or Net Operating Cycle, Permanent and Variable Working
Capital, Balanced Working Capital Position, Determinants of Working
Capital, Nature of Business, Market and Demand Conditions.
Unit V
Valuation Of Securities: Concepts of Value, Book Value, Liquidation
Value, Going Concern Value, Market Value, Features of a Bond, Bonds
Values and Yields, Bond with Maturity, Yield to Maturity, Current Yield,
Yield to Call, Bond Value and Amortization of Principal, Bond Values and
Semi-annual Interest Payments, Pure Discount Bonds, Perpetual Bonds,
Bond Values and Changes in Interest Rates, Bond Maturity and Interest
Rate Risk, Bond Duration and Interest Rate Sensitivity, Valuation of
Preference Shares, Valuation of Ordinary Shares, Dividend
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Capitalization, Single Period Valuation, Multi-period Valuation, Growth in
Dividends, Normal Growth, Super-normal Growth.
Unit VI: Cash Flows and Capital Budgeting
Nature of Investment Decisions, Importance of Investment Decisions,
Types of Investment Decisions, Expansion and Diversification,
Replacement and Modernization, Mutually Exclusive Investments,
Independent Investments, Contingent Investments, Capital Budgeting
Process, Capital Investments, Capital Investment Planning and Control,
Investment Evaluation Criteria, Investment Decision Rule, Evaluation
Criteria, Net Present Value Method, Calculating IRR by Trial and Error,
NPV Versus IRR, Non-Conventional Investments: Problem of Multiple IRRs,
Difference: Case of Ranking Mutually Exclusive Projects, Reinvestment
Assumption and Modified Internal Rate of Return (MIRR).
Reference
1. Brealey, R.A., and Stewart C Myres, Principles of Corporate
Finance, Tata McGraw Hill.
2. Pandey, I.M., Financial Management, Vikash Pub.
3. Prasanna Chandra, Financial Management, Tata McGraw Hill.
4. Damodaran, Corporate Finance, Wiley.
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6.2. Strategic Management
Objective
The course advocates a general management view point. It seeks to
develop cross functional and holistic thinking; and the ability to recognize
patterns of strategy under conditions of incomplete and imperfect
information. This course covers the important analytical approaches and
the process through which business and corporate strategy decisions are
formulated.
UnitI
Evolution, Definition, Nature and Scope of Strategic Management:
Concept of Strategy, Evolution, Definition, Scope and Importance of
Strategy, Central Concepts in Strategic Management, Collecting
Information on an External Environment, Deciding the Scope of an
Organisation, Acquiring Organisational Resources and the Skills to Match
External Opportunities and Threats, Deciding the Investment Patterns for
Future, Strategic Management Planning, Scope and Importance of
Strategic Planning, Strategic Decision-Making, Process of Strategic
Management, Levels at which Strategy Operates, Role of a Strategist.
UnitII
Strategic Intent: Concept of Strategic Intent, The Mission and Vision
Statements, Defining a Mission Statement, Defining a Vision Statement,
Creating a Sense of Vision , Importance of Vision and Mission Statements,
Characteristics and Components of a Mission Statement, Business
Definitions, Types of Business Activities, Objectives of Business.
Strategic Planning Process: Organizational Capability, Strategic
Advantage, Factors Affecting Organisational Capabilities, Financial
Capability, Marketing Capability, Operational Capability, Personnel
Capability, Information Management Capability, Factors Affecting
Organizational Appraisal, Approaches to Organisational Appraisal, Sources
of Information and Methods and Techniques of Organisational Appraisal.
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UnitIII
Business Challenges & Strategic Planning: The Nature and Role of
Business Level Strategies, Business Level Strategies, the Overall Cost
Leadership Strategy, The Differentiation Strategy, Location and Timing
Tactics, building and Use of Core Competence, Building Core Competence,
Assessing Core Competencies by Performing an Internal Audit.
Environmental Appraisal: The Nature of the Environment and the
Economic Variables, Concept of Environmental Appraisal, Effect of
Changing Environment, Need for Environmental Appraisal, Applicability of
Environment, Environmental Scanning Techniques, Barriers to
Environmental Appraisal, Macro Environment, Auditing Environmental
Influences.
UnitIV
Corporate Level Strategies: Concept of Corporate Level Strategies,
Corporate Level Strategies in Action, Comparing Business and Military
Strategies, Guidelines for Effective Corporate Level Strategies, Grand
Strategies, Dimensions to Evaluate Grand Strategy Mix, Types of
Strategies, Corporate Restructuring, Mergers, Concept of Synergy.
Strategic Analysis and Choice: Nature of Strategic Analysis and Choice,
Process of Generating and Selecting Strategies, Threats-Opportunities-
Weaknesses-Strengths (TOWS) Matrix, Boston Consulting Group (BCG)
Matrix, GE Nine Cell Matrix, Hofers Product Market Evolution Matrix, Shell
Directional Policy Matrix, Competitive Analysis: Porters Five Forces Model,
Qualitative Factors in Strategic Choice
UnitV
Strategy Implementation: Nature of Strategy Implementation, Matching
Structure with Strategy, Restructuring, Re-engineering, Restructuring, Re-
engineering, Managing Resistance to Change, Crafting Strategy Supporting
Culture, Production/Operations Concerns when Implementing Strategies,
Human Resources Concerns when Implementing Strategies, Projects and
Procedures, Project Implementation, Procedural Implementation, Resource
Allocation, Factors Affecting Resource Allocation;, Difficulties in Resource
Allocation;, Approaches to Resource Allocation, Organisational Structure
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and Strategic Implementation, Structural Mechanism for Implementation
of Strategy;, Structures for Strategies.
UnitIV
STRATEGIC CONTROL AND OPERATIONAL CONTROL: Evaluating
Strategy Implementation, Evaluating Marketing Issues in Strategy
Implementation, Evaluating Finance and Accounting Issues in Strategy
Implementation, Research and Development Issues in Evaluating Strategy
Implementation, Evaluating the Importance of Information Systems in
Implementing Strategy, Strategic Control and Operational Control,
Strategic Control, Operational Control, Benefits and Limitations of Control
Techniques, Organizational Systems and Techniques of Strategic
Evaluation, Techniques of Strategy Evaluation.
References
1. Porter, M.E., Competitive Strategy, Free Press, New York.
2. Porter, M.E., Competitive Advantage: Creating and Sustaining
Superior Performance, Free Press, New York.
3. Johnson and Scholes, Exploring Corporate Strategy, PHI 4th
Edition.
4. Ghemawat, P., Strategy and the Business Landscape, Pearson.
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7. SYLLABUS - SPECIALIZATION STREAMSMedia and Entertainment
7.1 Media Management
Objective
This programme offers students a broad-based understanding of
communication technology and media industries. This course will explore
the management of electronic media within the new information
environment, Understanding the management practices and programming
strategies in the electronic media industry;entertainment media publishing
and distribution, consumer patterns and industry trends: entertainment
business finance and budgeting.
UnitI: Media Arts
Oral, print, performance, photographic, broadcast, cinematic and digital
cultural forms and practices, network culture and media convergence, peer
to peer authoring etc, media as TV sound, Live events, film, animation,
journalism and reporting
UnitII: New Media and Comparative MediaBlogs, Wikis, RSS Feeds, Pod casts and Web technologies
UnitIII: Advanced Entertainment Law in India
Contracts, Copyrights and IP in India, drafting contracts, filing of patents,
formalities and necessary procedures, Law in Cyberspace, Internet related
legal issues, security concerns, trade secrets and privacy, IP, Digital
signature, telecommunication regulations
UnitIV: Entertainment Business Finance and Budgeting
Understanding of the strategic Role financial management plays in the
Entertainment Business, Financial function of the organization, roles and
responsibilities, ability to analyse business opportunities and contracts
from a financial standpoint, effects of global markets vs. local markets,
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raising long term finance, venture financing of corporation, returns on
values to shareholders, Capital management and laws to do with fund
raising
UnitV: Consumer Patterns and Industry Trends
Print media, film, sound and social websites, advertising in different media
fields and revenue patterns as in sound, film, animation, games, LIVE
events and internet
UnitVI: Entertainment Media Publishing and Distribution
Publishing Rights and Role of Publishing companies, Various forms of
distribution, Real world scenarios in order to resolve common issues in
publishing rights and distribution
References
1. The New Media Reader (Hardcover) by Noah Wardrip-Fruin, Nick
Montfort.
2. The SAGE Handbook of Media Studies (Hardcover) by Professor John D
H Downing (Editor), Dr. Denis McQuail (Editor), Professor Philip
Schlesinger (Editor), Ellen A. Wartella (Editor).
3. 43 Ways to Finance Your Feature Film, Updated Edition: A
Comprehensive Analysis of Film Finance (Paperback) by John W. Cones.
4. Entertainment Law: In a Nutshell (Nutshell Series) (Paperback) by
Sherri L. Burr (Author).
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UnitV: Entertainment Media Publishing & Distribution and
Mobile Marketing
Publishing rights, Effective Publishing rights for Different products,
Integrating mobile technology as part of marketing strategy, incorporating
new technology as part of business plan and distribution
UnitVI: Entertainment Business Case Studies
Current events and future trends in the industry, Case studies of
individuals, products and companies.
References
1. Sandler, Kevin (1998). Reading the Rabbit: Explorations in Warner
Bros. Animation. New Brunswick, New Jersey: Rutgers University Press.
2. Case Studies on Media and Entertainment Industry - Vol I by Saradhi
Kumar Gonela.
3. Wright Mills, the Mass Society, Chapter in the Power Elite.
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7.3 Sound Production and Music Industry Management
Objective
It provides a broad base of general music industry skills providingknowledge of music theory and studio studies, Recording Session Planning
and Budgeting, Recording for film, Introduction to Song and Jingle
Structures-Overview of Electronic Music Production.
UnitI: Music Theory and Studio Studies
Music History, Musical Notes & Scales, Time signatures & Key signatures,
Chords and Triads, Studio protocol, Recording, Mixing and Mastering
concepts
UNITII: Recording For Film
DAW, Editing, Professional Recording Studios, Audio Post production
Concepts, Recording Music, Recording Session Planning and Budgeting
UnitIII: Recording for TV
DAW and Professional Recording Studios, Audio Post production Concepts,
Recording Music for Films, Recording Session Planning and Budgeting
UnitIV: Sound for RADIO
Recording Sound for Radio, Audio Content for Radio (Spots and Jingles),
Radio Broadcast technology (AM and FM), Routing and transmission
UnitV: Introduction to Electronic Music Production
Introduction to Song and Jingle Structures, Introduction to Software based
Music Production, Software tools for Music Production (Nuendo and VST
instruments), Reason, Ableton Live, and Logic Pro.
UnitVI: Introduction to Live Sound Theory
Live Sound Reinforcement Protocol, Audio Gears used for Live Sound
Reinforcement, Live Sound Reinforcement Techniques, and Mixing Live
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References
1. Yamaha Sound Reinforcement Hand Book, Standard Handbook ofAudio and Radio.
2. Engineering, Second Edition Jerry C. Whitaker and K. Blair Benson.
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7.4 Film and TV production, Programming Management
Objective
The course provides with a wide range of professional skills from pre to
post production, including working process of production house, artiste
mgmt & production television programming and management, Sound for
TV and film: dubbing and on-location sound, editing and vex direction,
Artiste management and studio production.
UnitI: Various Genres of Film and Television Programmes,
Preproduction Tech
Introduction to Video technology and terminologies, Film Genres,
Television Genres, Film Aesthetics.
UnitII: Storyboarding and Basic Photography, Operating DV
Cameras and Lighting
Visualization, Storyboarding, Fundamentals of SLR Camera, Composition,
Editing Aesthetics
Practical:
SLR Camera shoot focusing on Composition
Fundamentals of a Digital Video Camera, Shots and Scenes
UnitIII: How a Production House Works, Artiste Mgmt. &
Production
Theory:
Jobs involved in a Film Production house, Process involved in Production ofa Film, Marketing and Distribution of a Film
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UnitIV: Direction, Artiste Management and Studio
Production
Direction techniques, Managing Artistes and the products that make up the
artiste identity
UnitV: Introduction to Live Sound Theory
Overview of a Television Station, Managing a Television station and
careers involved, Programming TV shows, Advertisement Sales and
Revenue.
UnitVI: Music Industry Management
Introduces the music / entertainment industry. Presents an overview of
the music industry and associated management principles required to
succeed in todays changing, competitive, and dynamic
music/entertainment business environment.
References
1.
Film Directing Shot by Shot: Visualizing from Concept to Screen(Michael Wiese Productions) by Steve Katz
2. Cinematography: Theory and Practice: Image Making for
Cinematographers, Directors, and Videographers by Blain Brown
3. Lighting for TV and Film (Paperback) by Gerald Millerson C.Eng MIEE
MSMPTE
4. Film Production Management 101 by Deborah S. Patz
5. This Business of Artist Management (Hardcover) by Howard
Blumenthal, Oliver Good enough.
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