PART-1 - asiapacific.edu · Internship and Project Report ... • Post Graduate Diploma in...

AICTE Approved Programmes

• Post Graduate Diploma in Management (PGDM- GENERAL)

• Post Graduate Diploma in Management-Marketing (PGDM-MKT)

• Post Graduate Diploma in Management-International Business (PGDM-IB)

• Post Graduate Diploma in Management-Banking and Financial Services (PGDM-BFS)

PART-1 STUDENT HANDBOOK 2018

Sr. Appendices Page No. No.

I. Examination Rules 23

II. Student’s Committees 25

III. Student’s Clubs 28

IV. Library Rules 30

V. Computer Lab Rules 33

VI. Placements Guidelines 35

VII. List of Holidays 38

VIII. Guidelines on Summer 39

Internship and Project Report

IX. Format and Order of the Report 41(SIP)

X. Other Guidelines (SIP) 43

XI. Certificate from Faculty Guide 46

XII. Declaration from Student 47

Sr. Form Page No. No.

1. Registration Form (Term-1) 48

2. Registration Form (Term-2 to 6) 49

3. Information for Absence 50

4. Summer Internship Project 51

Registration Form

5. No Dues Certificate 52

6. Unfair Means Booking Form 53

7. Undertaking 54

Sr. Particulars Page No. No.1. Introduction 12. Registration 13. Course Duration 24. Course Workload 25. Evaluation 26. Grading System 37. Communication of Grades 48. Conversion of Marks into Grades 49. Academic Standards 610. Re-appear Examination 611. Award of Diploma 712. Academic Discipline 813. General Conduct 814. Discipline and Appeal Rules 1015. Class Timings 1216 Guest Lectures 1217. Industrial Visit 1318. Attendance and Leave 1419. Summer Internship Project (SIP) 1620. Final Project 1721. Placement 1722. Student Participation 1723. Management Skills and 18

Personality Enhancement24. Identity cum Library Card 1825. Library and Computer Lab Usage 1926. Fees and Payment Schedule 1927. Hostel 2028. Final Clearance 20 29. Travel Concessions 2130 Reservation of Rights 21

Student Handbook, Academic Calendar and Courses Syllabi -2016

C O N T E N T S

IMPORTANT INSTRUCTIONS FOR STRICT ADHERENCE BY STUDENTS

Undertaking from the student and guardian at Pg # 52 (Form No. 7) having read and understood the rules and regulations and to abide by them

Student should maintain Minimum attendance of 85 % in each course

Student who accumulates more than 10F and does not have the minimum cumulative grade point average (CGPA) of 5.00 CGPA will not be promoted from first year to second year of the programme.

The CGPA for the award of Diploma must be a minimum of 5.50.

Students shall come in official attire as prescribed by the Institute at all times, failing which they may not be allowed to enter the campus.

Students shall carry their College -ID at all times during their stay within the Campus failing which they may not be allowed to enter the campus.

All mobile phones should be in switch off mode during lecture hours failing which punishment (such as confiscation of phone, monetary fine) may be imposed as deemed appropriate.

Students shall NOT use any derogatory/offensive/abusive/un-parliamentary language or gestures at any point in time. Any default can lead to immediate suspension from classes or any other severe punishment including expulsion from the Institute.

Students are required to NOT involve themselves in any act of ragging either directly or indirectly and submit declarations pertaining to Anti Ragging in the prescribed format as and when required by the Institute.

Students are required to understand the rules and regulations laid out in the handbook and follow them in letter and spirit.

Students shall read and understand all the notices issued over web / email / notice boards etc. and comply without fail within stipulated time.

The institute follows zero tolerance in the matters of academic discipline. Any contravention can lead to immediate suspension from classes or expulsion from the Institute.

The Institute reserves the right to change/amend/add any or all of the rules and regulations contained herein.

Copyright © Asia-Pacific Institute of Management, New Delhi

RULES AND REGULATIONSThis document has been designed to provide students with a summary of their expected academic and personal conduct at Asia-Pacific Institute of Management, New Delhi. Academic and personal standards are necessary to promote a fair and orderly delivery of the programme. The handbook also provides important information on registration, curriculum, attendance norms, grading scales, communication of grades and minimum performance standards. The students of the Institute shall abide by these rules and shall, at all times, conduct themselves in a manner so as to reflect credit on the Institute and enhance its prestige in the community at large.

Asia-Pacific Institute of Management reserves the right to change/amend/add any or all of the rules and regulations contained herein.

INTRODUCTION

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2.0 Registration

2.1 First Year: Term-1 - Registration

2.1.1 First Year students are required to register with the Academics Department on the scheduled day of registration of Term-1. They will produce the original documents relating to their academic qualifications, etc. for verification and submit the photo-copies.

2.1.2 Students, who have not yet received their final mark-sheet of Graduation from their Universities on the day of Term-1 registration may submit the same on or before 30th September, 2018 along with a proof of having appeared in the all the exams before 30.06.2018 (with no back- papers/compartment etc). Failure to submit the marks-sheets by the stipulated date will automatically lead to cancellation of the admission, resulting in forfeiture of all the fees paid.

2.1.3 Failure to report on the scheduled date of registration may result in cancellation of admission.

2.1.4 Induction (Orientation) Programme:

An induction programme will be held after registration. There will be an inaugural session followed by an orientation programme. Foundation courses will then be held in various disciplines to bring students from various streams, up to a minimum level of proficiency so that they may gain maximum benefit from the programmes. Attendance in the induction programme and Orientation Programme is mandatory for all first-year students. The students are required to be in corporate attire during the Induction and the foundation courses.

2.1.5 Regular classes for first year students will commence after the foundation courses, as per time- table to be announced.



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2.2 Re-registration – Term-2 to Term-6

Students are required to re-register with the Academics Department on the scheduled dates, at the beginning of Term-2, 3, 4, 5 and 6. A student who fails to re-register on the scheduled date, may be allowed to register later only with a written permission from the Director and will have to pay a late registration fee of at least Rs. 2,000/-. A student may be debarred from attending classes in case of delay of more than a week in registration. (This clause is to be read in consonance with clause number 26 of this handbook).

2.3 Elective Courses- List of Elective Courses and syllabi is given in the second part.

2.3.1 Registration for Elective Courses

Students enrolled in the PGDM programme are required to select two major areas of specialization in the second year of the Programme (e.g. A combination of two areas from Marketing, Finance, IT, Operations, HR etc.). However, the students enrolled in the PGDM- MKT, PGDM-BFS, PGDM-IB programmes need to specialize in the respective area by choosing the offered electives and should choose another area of specialization (as minor) (e.g. a PGDM-MKT student can opt for Finance, HR, Operations, IB as a minor specialization). Students need to pre- register for the elective courses in the beginning of Term-4.

2.3.2 Courses with pre-registration of less than 20 students will not be offered. Students registered in such courses will be asked to re-register in other courses.

2.3.3 The scheme of electives may be amended in academic interest by the Director or Dean as and when felt necessary.

3.0 Course Duration

The AICTE approved Post Graduate Diploma Programmes, are of 2 Years duration each. The First Year covers Terms 1, 2, 3. The Second Year covers Terms 4, 5, 6. The students are allowed to complete the Programme within a maximum period of 4 Years from the date of registration.

4.0 Course Workload

4.1 A full credit course generally extends over 20 classroom sessions of 90 minutes each. The number and duration of classroom sessions may be amended in academic interest by the Director, as and when felt necessary. Classes may be scheduled on weekends as per the requirements.

4.2 Class preparation

Students are expected to prepare in advance for the class by devoting sufficient time on the given module/ case study, as indicated in the course outline/ session plan. The preparation may include library study, internet search, group discussions, talking to domain/ industry experts, etc. A student is expected to devote around 120 hours of preparatory work for each course.

5.0 Evaluation

5.1 The evaluation criteria defining component-wise break up of marks, will be given by the faculty member concerned.

5.2 In general, evaluation will be based on a combination of components as under:

Continuous Assessment* : 40 marks

Mid Term Examination : 20 marks

End Term Examination : 40 marks

RULES AND REGULATIONS

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5.3

5.4

5.5

* Continuous Assessment may be divided into three or more sub-components such as quizzes, tests, assignments, simulations, role-play, field-projects, class-participation/ attendance, etc., on individual or group basis as appropriate (individual weights to be specified by the faculty and communicated to the students at the start of the course). In case, the student misses any particular component(s) of the continuous assessment for the reasons deemed to be genuine by the Dean (Academics), re-submission or re-appear may be allowed only on the written permission of the Director/Dean Academics.

The decision of the faculty regarding award of marks for any component of evaluation shall be final.

Faculty will give periodical feedback to the students on their performance.

The students shall ensure timely submission of all assignments, projects, and reports. Late submission may be penalized by deduction of marks or rejection.

6.0 Grading System

6.1. The following grades will be awarded (on the ten -point scale):

A = Excellent B = Very Good C = Good

D = Satisfactory E = Low Pass

6.2.

F = Fail (Whether due to attendance or absence from End term exam or fail in exam)

I = Incomplete(Students with attendance less than 40 % per course)

AIM follows a Relative Grading System on the lines of IIT / IIM, where the performance of a student is assessed relative to class performance.

The numerical Values of Letter Grades are as under:

A+ = 10 A = 09B+ = 08 B = 07 C+ = 06 C = 05D = 04 E = 03F = 0.00 I = 0.00

Student who accumulates more than 10F and does not have the minimum cumulative grade point average (CGPA) of 5.00 CGPA will not be promoted from first Year to second year of the programme However, the student will have to earn a minimum CGPA of 5.50 for the award of the Diploma.

The Grade Point Average (GPA) for each term will be obtained by taking the weighted average of the grade points of the subjects. The weights used will be: 1.0 for



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full credit courses and 0.5 for half credit courses.

6.3. Faculty will award marks for each evaluation component of a course. The marks will be submitted to the Controller of Examinations/ Academics Department; they will convert the marks to a letter grade.

7.0 Communication of grades

The final grades for the courses will usually be available with the Academic Office within four weeks of completion of last exam of the term. Academics Department will notify communicate to the students, their final letter grades in various courses along with the Grade Points Average (GPA) for the term.

7.1 At the end of first and second year of studies, the Academics / Examination Department will issue an official Marks-sheet to the student.

7.2 The grade of a student and any other information about him / her, available to the Institute, will not be communicated to any other person or organization without the consent of the student concerned.

7.3 The student is entitled to receive a provisional result for each term or year as may be required for bank loan, employment or any other purpose. The Academics department will issue such provisional result within 48 hours excluding non-working days on a written request from the student. The provisional result will be subject to the confirmation of the final result.

7.4. The student will be given individual feedback on all assessments including End Term Exam. by showing them answer sheets by the faculty concerned. This will be done within a maximum period of two weeks after the assessment. Students are required to be present as per the decision of the faculty.

8.0 Conversion of Marks into grades

Marks means marks obtained by a student out of 100 (including continuous assessment) Grades means any grade out of A+(10), A(9), B+(8), B(7), C+(6), C(5), D(4), E(3), F/I(0).

(Brackets indicate numerical value of grades).

8.1 A minimum of 40 marks out of 100 is required for any student in any course to get a valid grade failing which the student shall be given grade 'F'. This will be applicable in the all the subjects/courses. Where the credit of a particular course/subject varies such as Summer Internship Project, there 40% shall be construed as the minimum qualifying benchmark. The percentage (40) can be up-scaled by the Controller of Examination to ensure the relativity in the grade assignments.

8.2 Whenever two or more faculty takes a course, if faculty X teaches sections A & B and faculty Y teaches C&D sections, grading norm is to be applied for A&B and, C&D separately. This has to be followed even in cases where common question paper and marking scheme is followed across sections

8.3 The maximum marks obtained in a particular course shall be taken as a benchmark for categorizing student performance in grade A+. The benchmarking for grade A+ may be fixed below or above the maximum marks in the class, by the Examination Controller / Moderation Committee (Comprising of Director, Dean-Acad., Program Directors and Examination Controller) to ensure proper distribution of grades and to avoid skewness in the result. The difference in the Maximum and Minimum thus decided shall be divided into the remaining grades. The minimum marks for Grade category A can be upscaled by the Controller of Examinations to ensure relativity and to avoid skewness in the result and subsequent result verification in future (conversion of CGPA into


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8.4

8.5

8.6

8.7

8.8

8.9

8.10

8.11

percentage).

In case of skewed actual distribution of marks leading to a large portion of class in either the higher or the lower spectrum of grades, the Examination Controller reserves the right to fix the minimum or maximum for that specific course.

In courses/subjects where class size is small so as to lead aberration in allocation of grades, it may be clubbed with another class of the same course/subject with the same faculty member in respect of allocation of grades. In absence of any such clubbing, Judgemental Grading System may be adopted by the Examination Controller / Moderation Committee.

In case of reappear examinations, a student will forfeit his/her right to grades A+ and A and in the absence of reference point for relative grading Judgemental Grading shall be applied for conversion of marks into grades.

The Grade Point Average (GPA) for each term will be obtained by taking the weighted average of the grade points of the subjects. The weights used will be 1.0 for full credit course, 0.5 for half credit course, appropriate weights for Summer Internship, Dissertation and Courses taken by our exchange students in IDRAC / other exchange students, (as per the extant guidelines) .

Student who accumulates more than 10F and does not have the minimum cumulative grade point average (CGPA) of 5.00 CGPA will not be promoted from first Year to second year of the programme. However, the students will have to earn a minimum CGPA of 5.50 for the award of the Diploma.

On the lines of minimum qualifying marks for any subject/course, minimum marks for award of grade A+ shall not be lesser than 70%. Further, the total number of grades from either A+ or A shall not exceed 10% to 15% of the entire class.

Further to Point Number 8.1 above, a student needs to qualify (in each component separately) by s co r ing no t less than 40% marks in Internal Assessment (Continuous Assessment + Mid Term Exam.) and End Term Exam., failing which Grade 'F' shall be awarded. If the student fails to appear /write the end term examination, he/she will be considered to have failed the end term examination.

In case a student is not eligible to be awarded Diploma due to shortfall of CGPA as per stipulation though he/she is not having either of Grades ' E ',' F ' OR ' I ' OR due to higher number of Grades 'C' and 'D' in the result, he/she shall be allowed to take Re-Appear Exams in four



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subjects/courses for improvement of CGPA. The option of subjects/courses once exercised can NOT be changed.

8.12 For Judgemental Grading extant guidelines shall prevail and grades shall be awarded by the Examination / Academics Department.

9. Academic Standards

9.1

9.2

Student Feedback

The institute considers feedback from students to be a vital input for continual improvement of course content and delivery by the faculty. A formal feedback is taken at least once in every term on a confidential basis by the Academics Department / Office of the Director.

The Internal Academic Council (IAC) chaired by the Director or Dean along with Area Chairpersons as members and other senior faculty / executives as invitees, oversees all academic matters.

9.2.1 IAC will appoint committees / sub-committees to look into Programme Administration, Examinations, Moderation, Discipline, etc., as and when deemed fit.

9.3 Cases of students who do not meet the minimum academic requirements in terms of letter grades/ grade points at the end of each term / year on account of certain extenuating reasons will be reviewed by the concerned Faculty / IAC.

9.4 The case of a student who has failed to meet any of the conditions for promotion or the award of the diploma will be reviewed by the IAC.

9.5 A student who is declared to have failed to qualify for promotion to the second year or for the award of the diploma will be required to leave the Institute / repeat the programme.

9.5.1 However, the IAC will have the authority to make exception to this rule, if the circumstances justify such an exception. This may mean repeating the first year or re-appearing in the third year for the relevant courses.

9.6 The IAC may ask a student to withdraw from the programme at any time, if the academic progress of the student is extremely poor or his/her conduct is detrimental to the educational process of the Institute.

9.7 A student who is expelled from or is required to leave the Institute on any ground may file an appeal to the Director for a reconsideration of his/ her case. The decision of the Director on such an appeal will be final and binding.

10.0 Re-appear Examination (to be read with clause 8.0)

10.1 Improvement of grade:

A student may repeat courses where he/she get E, F and I for improving / completion his/her grade in such courses(s). The examinations are usually held in May every year.

10.2 The marks of Continuous Assessment will not hold in case of Re-appear exams.

The student can take the End Term examination of 40 or 100 marks (as decided by the competent authority) only for the improvement in grades. However, maximum grade possible for a Re- appearing student (depending on performance) is B+. In case of exigencies, the Dean may take a decision as per Rule 5.2.

10.3 Debarred Cases:

10.3.1 A student, who has been debarred from the End-Term Examination because of the


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shortfall of the attendance has to follow the rules mentioned in clause number 18.1 & 26.4.

However, on exigencies, he / she may be allowed to take a re-examination with the specific permission of the Director/Dean Academics, who may prescribe remedial classes, additional assignments, viva or any other requirements. This decision will be taken on case-to-case basis on merit of the case.

The students will have to deposit Re-examination fees @ Rs. 2,000/- per subject, pay fines levied, if any and complete other formalities, as may be required by the Academics Department.

11.0 Award of Diploma:

11.1 Students, who successfully complete the academic requirements including the mandatory summer internship project and the final project, become eligible for the Post Graduate Diploma on the following conditions:

11.1.1 The CGPA for the award of Diploma must be a minimum of 5.50.

11.1.2 A student should NOT have any 'F ' grade or 'I' grade in order to be eligible for the award of Diploma. However, this can be relaxed by the competent authority as under:

A student should not have more than four grades in the category of I/F or E. However, he/she can have maximum two F/I Grades (should not be in one area of specialization out of two). Thus a student can carry the grade combinations such as 2E+2F/2I, 3E+1F/1I, 4E, failing which, the diploma will not be awarded subject to fulfillment of CGPA criteria. Student having grade 'I' or 'F' shall be given three attempts to qualify such course. Failing to apply or failing to appear in the exam, as per the notifications of the Institute shall be reckoned as an attempt.

11. 2 The diplomas are awarded to the eligible students in thenext convocation.

11.3 Those seeking the award of Diploma in absentia will have to pay a fee of Rs. 1000/-.

11.3.1 The diplomas may be collected by a representative, against a written authorization from the student, and on production of photo ID proof.

11.3.2 The diploma may be also sent by Post to the student's address within India where feasible, against a written request and indemnity, at the risk and cost of the student.

11.3.3 The estimated Postal charges will have to be sent in advance, in case the diploma has to be sent to a foreign address, against a written request and indemnity, at the



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risk and cost of the student

12.0 Academic Discipline

12.1 The students must see themselves as future managers and as the brand ambassadors of the institute and nation, to the rest of the world. Integrity, honesty and discipline in all spheres of life need to become ingrained qualities. The students must demonstrate a high degree of maturity, sense of responsibility, team work and fair play both inside and outside the campus.

12.2 Strict discipline must be maintained not only in the class rooms, but also in the library, computer lab and other parts of the Institute campus. Dress codes must be observed and behavior that may disturb, cause offense to others or vitiate a harmonious environment, must be avoided.

12.3 Unless specifically assigned as a group exercise by the faculty, all homework, class assignments, projects etc. are meant to be done individually. Copying, sharing of research data, etc. are strictly forbidden and can lead to penalty in marks or more severe action.

12.4 Group Projects or assignments must be done independently by the groups, and there should be no sharing / copying across groups.

12.5 Copying or using unfair means in class tests, quizzes etc. are strictly forbidden and will be penalized.

12.6 The rules governing the conduct of students in examinations are given in Appendix-I.

12.7 Any material copied or downloaded for quoting or indirect use in an assignment, report etc., must be acknowledged in full detail. Any failure to do so will be treated as plagiarism and dealt with harshly.

12.8 Faculty will be free to adopt appropriate measure to penalize students for breach of academic discipline. Any such incidents may be reported by the Faculty to the Manager (Academics) / Programme Director.

12.9 Faculty members are responsible for maintaining discipline in the class room, and they may suspend any student from the class in case of any unruly or indecent behavior and defaulter will be referred to Manager (Academics) / Academics Department for necessary action. In case of a habitual offender, or of major misconduct, the case may be referred to Disciplinary Committee (DC) through Academics Department and the Programme Director for appropriate punitive action.Rules and Regulations

12.10 The Academics Department will maintain discipline outside classrooms, such as corridors, staircases, library, computer lab, etc in coordination with other functional departments. A fine may be imposed for each instance of violation of discipline. Major or habitual misconduct will be reported to the Programme Director/Director for further action.

13.0 General Conduct

13.1 As future managers, students are expected to maintain cleanliness and order in the lecture rooms, seminar rooms, auditorium and common areas in the Institute.

13.2 They should individually and collectively see that furniture / walls are not damaged or defaced and lights and fans are switched off, when not in use.

13.3 Causing willful damage to property / equipment of the Institute is not expected of the students. Students will have to reimburse the costs of any such damage and be liable to pay fines depending upon the nature of the case. Willful damage of Institute property/equipment shall be considered as a major misconduct.

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13.4 Smoking and consumption of alcohol, narcotics and tobacco products are forbidden in the Institute's premises.

13.5 Cell phones and other such electronic gadgets must strictly be switched off (not put on silent / vibration mode) inside the class rooms / seminar rooms, auditorium, library, computer lab carrying a cell phone inside examination hall is strictly prohibited. Cell Phones may be temporarily confiscated by Academic Department and suitable penal action may be taken.

13.6 Ragging is strictly prohibited. As per a ruling passed in May 2008 by the Honorable Supreme Court, criminal cases will have to be filed against students indulging in any form of ragging. The minimum punishment for ragging will be immediate suspension from the Institute and it will be followed by other severe punishment.

13.7 The Institute attaches utmost importance to strict integrity, honesty and general conduct of students. Any violation of the above may lead to expulsion from the Institute.

13.8 The Institute has `Zero Tolerance Policy' on sexual harassment. Anybody found indulging in sexual harassment will be dealt with as per Prevailing Law/Rules /norms/Policy.

13.9 Any Act against the law of land will be taken as act against good conduct and will be dealt with as per the policy laid down clause in 14.

13.10 Students shall come in official attire as prescribed by the Institute at all times, failing which they may not be allowed to enter the campus. Additionally, in all the functions / celebrations / placement etc students are required to come in prescribed corporate attire unless specified otherwise, failing which suitable disciplinary action may be taken against the defaulter.

13.11 Students shall carry their College ID-card at all times during their stay within the Campus failing which they may not be allowed to enter the campus.

13.12 In case a student is debarred from attending classes for any reason ( inc lud ing pend ing D i s c ip l ina ry Inquiry/Action), a fine of Rs.500/- per day may be imposed for such period.

13.13 The Institute follows zero tolerance in matters of ragging. Students are required to NOT indulge either directly or indirectly in any act of ragging. The guidelines laid out by the Honorable Supreme Court of India and UGC are circulated by the Academics Department. Students and their parents / guardians are required to submit an Undertaking to this effect and abide by those guidelines.


09 Student Handbook, Academic Calendar and Courses Syllabi -2018


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14.0 Discipline and appeal Rules

14. 1 These rules shall be known as 'Asia-Pacific Institute of Management' Disciplineand Appeal Rules.

14.1.1 These rules shall apply to all students of the Institute.

14.2 Definitions:

Unless there be anything repugnant in the subject context, the following terms have been used in these Rules in the sense herein explained.

(i) 'Institute' means Asia-Pacific Institute of Management.

(ii) 'Governing Body' means the duly appointed members (known as BoardMembers) on the Governing Body of the Institute.

(iii) 'Chairman' means the Chairman of the Governing Body.

(iv) 'Vice Chair Person' means Vice Chair Person of the Governing Body.

(v) 'Director' means Director of the Institute.

(vi) 'Student' means Student of the Institute.

(vii) 'Competent Authority' means empowered by the Governing Body todischarge the function or exercise the power specified in the Rule.

(viii) Discipline Committee (herein after referred to as DC) means a Committeeduly constituted by the Management for the purpose of maintainingdiscipline amongst student.

(ix) 'Inquiry Authority' means the officer of the Institute or any personempowered by competent authority to inquire into misconduct.

(x) 'Appellate Authority' means the authority specified in the scheduleappended to these rules.

(xi) Discipline Authority (herein after referred to as DA) means Dean or theDirector of the Institute or any such official authorized to impose penalty asdetailed in this handbook.

14.3 Procedure: If a complaint is received against any student, it will be dealt with in the following manner:

14.3.1 In case of evident prima-facie misconduct of any kind, a student can be suspended from attending the classes. In such cases student will be given an opportunity to present himself/herself to the Discipline Committee (referred to as DC herein after). In such a case student will be required to respond within stipulated time. In case of acceptance of misconduct and tendering of apology by the student, Manager (Academics) shall summarily dispose off the case by awarding punishment as per provision of the Handbook (clause 14.4.) with the approval of the Director. Such a decision will be final and binding on the student.

14.3.1.1 In case a student fails to respond or deny having committed such an offence of misconduct an enquiry will be set up and following procedure will be adopted

14.3.1.2 A letter (email will be reckoned as official communication) will be issued to the student by the Programme Director / Manager (Academics) seeking explanation for the breach of discipline and such student shall be required to respond within a stipulated time (three to seven days), failing which he/she can be suspended from the classes. If proven guilty such student may be punished including expulsion from the Institute. Simultaneously, the matter will be referred to DC for inquiry / investigation. If such student fails to respond with in the stipulated time, the


Inquiry Authority / DC can hold an enquiry ex-parte and submit its report to DA.

14.3.1.3 On receipt of reply in which he pleads guilty or accept the charge(s), the Discipline Committee, considering the gravity of offence, will advise him not to repeat such act or any other in future. Action will be taken as per clause 14.3.1. In case student denies such charge(s), the Inquiry authority / DC will conduct an independent inquiry and recommend the course of action or punishment to the Director. Such decision will be final and binding on student. In such a case student will be given a last opportunity to present himself / herself before the Inquiry authority / DC to defend his / her case.

14.3.1.4 If complaint is of serious nature, the concerned student will be given opportunity to present himself /herself before Discipline Committee and if prima-facie it is found that he /she might have committed an act of misconduct, the student can be suspended from attending the classes on the recommendation of Discipline Committee.

14.3.1.5 If a student has been suspended, the Disciplinary Authority shall frame definite charges on the basis of the allegations against the student. The charges, together with a statement of the allegations, on which they are based, a list of documents by which, and a list of witnesses by whom, the articles of charge are proposed to be sustained, shall be communicated in writing to the student, who shall be required to submit within such time as may be specified by the Disciplinary Authority (not exceeding 7 days), a written statement whether he admits or denies any or all articles of charges.

14.3.1.6 On receipt of the written statement of the student, or if no such Statement is received within the time specified, an inquiry may be held by the Disciplinary Authority itself, or by any person an Inquiring Authority. Provided that, it may not be necessary to hold an inquiry in respect of the charges admitted by the student in his written statement. The Disciplinary Authority shall, however, record its findings on each charge.

14.3.1.7 The enquiry will be conducted as per Institute's guidelines issued from time to time.

14.3.1.8 After the conclusion of the inquiry, report shall be prepared and the Inquiring Authority shall give its findings on each charge and the reasons therefor.

14.3.1.9 If the student does not submit the written statement of defense on or before the date specified for the purpose or does not appear in person or through the assisting officer or otherwise fails or refuses to comply with any of the provisions of these rules, the Inquiring Authority may hold the enquiry ex-parte and submit its report to DA.



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14.3.1.10 The Disciplinary Authority shall consider the record of the inquiry, records its conclusions on each charge and pass appropriate orders as per clause 13.2(including expulsion from the Institute).

14.3.1.11 The Institute has a policy for prevention of Sexual Harassment and for that a Committee has been formed by the Institute as per guidelines of Act/Rules/Govt. guidelines to deal with Sexual Harassment case.

14.4 Penalty

If a student is found guilty, based on the DC report, Director may take any one, or an appropriate combination, of the following actions against the student:

a) Expulsion from the Institute

b) Suspension for a specified period

c) Awarding a permanent 'F' grade in the course concerned

d) Scaling down grades obtained in the course

e) Repeating the course in first year or doing courses again in third year.

f) Monetary Fine

g) Formal letter to the parents

h) Debarring from Mid Term or End Term Examination. i) Exclusion from Institute'sPlacement Assistance.

j) Any other action, as suitable

14.5 Exceptions

In case a student is debarred and asked to leave the Institute on the following grounds, the matter will not be referred to the DC and the extant guidelines shall prevail:

a) Shortage of attendance.

b) Consistent overall poor academic performance, in spite of counseling andremedial support.

14.6 Appeal

Notwithstanding clause number 14.5 above, he student can appeal to the Chairman or Board of Governors of the Institute against the order of the punishment whose decision shall be final and binding on the student.

15.0 Class Timings

15.1. Classes may be held on all working days of the week as per the following schedule: Session 1 - 9.00 AM to 10.30 AM Session 2 - 10.40 AM to 12.10 PM Session 3 - 12.20 PM to 1.50 PM. Session 4 - 2.20 PM to 3.50 PM Session 5 - 4.00 PM to 5.30 PM

15.2 Sessions may be reserved on some days for Guest Lectures, etc. Special Lectures/sessions may be held in the evening/ off-days also. The class schedule is subject to change at any point of time.

15.3 Students are expected to be present in the class atleast 5 minutes before the scheduled class timings.

15.4 Faculty members may at their discretion debar late students from attending the class, or allow them to attend but mark them absent.

16.0 Guest lectures

The Institute organizes regular Guest Lectures so that students can interact with industry experts and other eminent personalities from various walks of life. This gives them a


preview of the business world beyond the campus walls, as a first step towards getting them ready for their future careers. Attendance is mandatory.

17.0 Industrial Visit

17.1. Definition:- Industry Visit by students provide an ideal opportunity to make the students relate to the value-chain as followed by firms in the Industry thereby enabling students to understand the real functioning of the industry and get exposed to different work cultures and an opportunity to study management principles in practice.

17.2. The motive is to provide the students with a right blend of theoretical learning and an opportunity to witness how those concepts are utilized in the practical environment.

The visit-

(i) Enables students to analyze and understand theever-changing dynamics of the industry.

(ii) Provide students with adequate exposure in tacklinglive problems encountered in the working of anindustrial entity

(iii) By visiting the shop floor they get to understand therisky conditions in which workers work, the peoplemanagement challenges involved in managingworkers apart from getting hands- on technicalknowledge

17.3. Selection of the organization for major visit is based on the size of the industry it operates into, expected learning outcomes out of the visit and its relevance to the subjects taught in the respective term and few other variables- which is decided by Student's Committee (formed in 1st week of July)

17.4. Every Term, AIM takes its students for a guided tour into the premises of various industries, providing them information about the background of the companies and their current position in the global business scenario. Visit is usually a full one day exercise. Total Number of students- 150

17.5. (i) STUDENTS' Committee of Industry Visit are formed in 1st week of July who decides about and fully involved in organizing and Logistics Planning of visit.

(ii) Two /Three Groups are formed as per IndustryCapacity.

(iii) In consultation with Academics and CCR -Shortlisting of Industry, Companies

(iv) Where maximum learning, interaction and may take

(v) DEBRIEFING BEFORE the visit- provides the



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framework they would utilize while observing the concerned organization. The briefing also focuses on the academic concepts already covered in the program.

(vi) Three days before all students have to be well prepared about the visit

(vii) They have to have maximum information about Industry ManagementProduct Process Services Location Competitors Product/ServiceMarkets

(viii) Two faculty members and one member of CCR Team will accompany

(ix) On the day of visit all students have to be present in Campus in CollegeUniform,

(x) Strict Discipline is to be maintained during visit

(xi) Post briefing after the visit, which involves feedback from students onobserved phenomena relating to the framework given.

(xii) Assignments to the students for bringing out the application of theAcademic Concepts.

(xiii) In Next 10 Days Complete Observation / Analysis / Learning of Visit is tobe submitted before Academics

18.0 Attendance and leave

18.1. Management education is a participative process and physical presence plays an

important role. Students are required to attend 100% classes. However, to develop as successful Managers, they are also expected to participate in extracurricular student driven activities like organizing fests, conferences, placement activities, sports etc. Accordingly, physical attendance in the classroom for students shall be mandatory 85% in each course failing which a student will be debarred from appearing in the End-Term Exam. The 15% leverage in attendance is equivalent to 3 classes of absence in a Term of 12 weeks and which takes care of absence from classes due to any kind of illness or for participating in any activity in the Institute or representing the Institute outside or working in the Centre for Corporate Relations (CCR) etc. Attendance Exemption form will only be accepted by the Institute in extreme scenarios such as a student suffering from contagious disease or having an accident etc. No Medical or any other type of leave / exemption shall be allowed to students.


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Attendance in Class Penalty

70% >=Attendance<85% One Grade Down(Eg A+ to A)

60%>= Attendance<70% Two Grade Down(Eg A+ to B+)

40%>=Attendance<60% Student will be marked F grade.They will not be allowed to sit for end term examination.But will be allowed for reappear exams of 100 marks with two grade down.

Below 40%A. If absence from classes ofcourses more than 2 paper ofparticular trimester is > 60%

1. The student will be subject toacademic dismissal from theprogramme and can take readmission where in their registrationfees will be waived off.2. The student can continue thecourse but after the completion ofVI trimester they will be requiredto register in those incompletesubjects in respective trimesters bypaying fees of Rs. 15,000/- eachcourse and clear the exam withstipulated period of four years.

B. If absence from classes ofcourses less than 2 papers ofparticular trimester he will bemarked I and subject to repeat thecourse in the third year byattending all the classes andpaying Rs.15000/- per course


Penalty for not fullfilling minimum attendance criterion


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18.2 Dean and Programme Directors will address all students at the beginning of the academic session and inform them about the stringent provisions of attendance and its fall out. Students shall strictly adhere to the rules of attendance in letter and spirit. No excuses of any kind shall be entertained by the Dean (Academics), Programme Directors and Manager (Academics).

18.3 Faculty will mark attendance on a cumulative basis in the prescribed register and submit the same to Academics Department for compilation at the end of each calendar month and also before the mid-term and the end-term examinations and also on the ERP system. It is the responsibility of the students to keep a track of their attendance.

18.4 The Institute will display current attendance status periodically to help students improve their attendance. In case of shortfall the parents will also be informed at least once in a term.

19.0 Summer Internship Project (SIP)

19.1 The Center for Corporate Relations (CCR) has been established to help students plan their career, to facilitate interaction with industry and to find appropriate summer internship opportunities and final placements. It is actively supported by the Student Placement Committee.

The summer internship is a mandatory industry training for first year students. It is for a period of eight to ten weeks during the summer vacation following Term-3. It is an integral part of the Post Graduate Diploma programme and carries 200 marks which is equal to Double Credit.

The summer internship is aimed at giving the students a direct exposure to the real business world. They are generally given assignments / projects that provide ample opportunity to apply their class-room knowledge and skills in practical situations. They get to work in a corporate environment, and their hands-on experience deepens their understanding of various management functions and their inter-linkages.

19.2 The summer internship also aims at building the research and report writing skills as the trainees are required to write a detailed project report.

19.3 The Institute arranges for a Faculty Guide for each student, who monitors the progress and interacts regularly with the student and their company supervisors, so that the student may reap the maximum benefit from the internship.

19.4 The CCR arranges summer internship for each student in an appropriate company. A student may however opt to arrange for summer internship in a company of his / her choice at his / her own initiative. This requires a prior written approval from CCR. However, students who get internship through CCR are required to complete their internship in that company only. Failure in doing so will lead to non-acceptance of report. Students arranging internship through their own sources are required to submit the required information in a format prescribed by CCR from time to time.

19.5 The student will not be allowed to change his / her summer internship once approved, and if any, such change will be allowed only in exceptional cases, with written permission from CCR and faculty guide.

19.6 The Summer Internship Project Report will be submitted and presented before the Institute jury at the beginning of the second year.

19.7 The existing guidelines for the Summer Internship Project are given in the Appendix-VIII. The guidelines are subject to change at the discretion of the Institute.


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20.0 Final Project

20.1 The second year students undertake research project in their area of specialization, concurrently with their fifth and sixth terms. This is a crucial phase in their programme, as it involves an integration of their theoretical knowledge with the practical application in the world of business. The Final Project carries double credit.

20.2 Each student is assigned a Faculty Guide from his / her area of specialization. The project topic is selected by the student and a synopsis is submitted as a project proposal to the faculty guide. Once approved by the faculty, the project is carried out under close supervision of the faculty member. The progress is evaluated at various points in time.

20.3 A detailed report is submitted by the student, which has to be first presented before an internal jury, and submitted again after incorporating suggested changes.

20.4 The report has to be successfully defended in the viva voce, where external industry / subject experts generally are members of the Jury.

20.5 The comprehensive guidelines for the final project (Dissertation Project) will be circulated separately by the Coordinator for Final Projects.

20.6 The evaluation criteria may be changed at the discretion of the Coordinator/Competent Authority and which shall be final and binding on all students.

21.0 Placement

21.1 CCR provides placement assistance to eligible students through industry interaction, campus visits, interviews etc. It is supported by the Student Placement Committee. It is however clarified that the actual placement will depend on the assessment of the prospective employer, of the capability and suitability of the individual candidate.

There is no obligation or commitment of the Institute to find placement for any student.

21.2 Only those students who have attained required academic assessment standards in terms of attendance, grades etc. and have not been debarred, shall be eligible for placement support.

21.3 The Institute may change the criteria / rules and issue revised guidelines. Present extant Guidelines are given in Appendix-VI.

22.0 Student Participation

22.1 Students are encouraged to democratically elect



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representatives, form committees and get involved in taking decisions for managing their own affairs. This exposes them to team-building, leadership, problem analysis and solution seeking, all critical to shaping of future business leaders.

22.2 The voice of the students is channelled through elected Class Representatives (CRs), one boy and one girl from each class. The CRs support the Programme Directors in smooth conduct of academic activities and also in improvement of current processes and procedures. They are also entrusted with maintenance of basic class discipline. A re-election of CRs may be called for if the Programme Director or the students themselves feel as necessary because of nonperformance by the CRs.

22.3 Several committees and clubs have been constituted by the Institute. A faculty coordinator is appointed for each committee and club to guide the activities and maintain focus. Members are volunteers, although an equitable representation of all programmes may be ensured. Members may also be co-opted or nominated by the Director in case of need. The office bearers within a committee and club are generally elected by the members. The tenure of each committee / club is one academic year.

22.4 The Dean or Director may add new committees / clubs or may dissolve or reconstitute an existing committee / club, in case of need.

22.5 A list of present students' committees with their objectives, is listed in Appendix-II.

22.6 A list of present students' clubs with their objectives, is listed in Appendix-III.

22.7 The various Cultural and other events (such as Conferences, Seminars, Sports activities etc.) are managed by the student community. Therefore, every student is expected to contribute and participate actively in all such events. Absence from such participation / contribution may lead to inter-alia a fine of Rs.1000/-.

23.0 Management Skills and Personality Enhancement

23.1 The Centre for Enhancement of Management Skills (CEMS) takes charge of the students from day one, grooming them for their future managerial roles. The students are trained in proper spoken and written English, non-verbal communication, business etiquette, interview skills and other soft skills. Options for learning foreign languages and facilitation for earning internationally recognized diplomas will also be made available to students. Once offered, attendance and participation in such programs will be mandatory. Defaulters will be penalized severely.

23.2 The Psychological Assessment Centre for Enhancement (PACE) helps the students explore their own personalities through several psychological tests using standard instruments and administered by trained psychologists. The personal profiles generated help students to overcome their weaknesses and build on their strengths, and also to choose the most optimal career paths compatible with their personalities.

24.0 Identity-cum-library card

24.1 A bar-coded Identity-cum Library card will be issued to each student, which must be carried by him / her as long as he / she is within the campus. The card must be produced as and when required by an appropriate authority. The card is also required for issue/ return of books, and for entry in the examination hall.

24.2 A duplicate I-card will be issued only after obtaining permission from Manager (Academics). A charge of Rs. 500/- will have to be paid for each duplicate card.


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24.3 The student will surrender the card at the time of leaving the Institute.

25.0 Library and Computer Lab Usage

25.1 The rules and guidelines for using the facilities of The Library and Information Centre (TLIC) are placed in Appendix-IV.

25.2 The rules and guidelines for using the facilities of The Centre for Information Technology (CIT) are placed in Appendix-V.

26.0 Fees and Payment Schedule

The fee structure and payment schedule is generally provided by the Admissions Department along with the Admission – Offer Letter. Further details are generally provided by the Academics Department and which needs to be adhered to by the students. Students are required to follow the schedule of payment without any reminder. In the event otherwise, financial fine may be imposed as entailed in the subsequent clauses.

The academic fee is non-transferable and non-adjustable

26.1 Mode of Payment of Fees

All fees are to be paid by way of DD/ PO in favor of Asia-Pacific Institute of Management, New Delhi. Fees will be accepted in the Accounts Department of the Institute on all working days between 9.00 AM to 12.00 PM and between 2.00 PM to 4.00 PM. The fees may also be deposited anywhere in India at any of Indian Bank branches having core banking facility. The above fees may also be remitted through RTGS/NEFT directly to Account no-700498077 of Asia Pacific Institute of Management with Indian Bank. The IFSC Code of Indian Bank, Jasola is IDIB000J033. At the Time of Registration, the student is required to bring proof of RTGS/NEFT slip containing UTR Number of remitting branch vide which the payment may be traced by Account Department and the fee receipt issued.

26.2 Fees must be paid in time. A late payment can be made only in exceptional circumstances with written permission of the Dean-Academics / Director, failing which the late payment is permitted only on payment of a fine of at least Rs. 2,000/- (Rupees Two Thousand only) upto a period of two weeks. Further delay will entail a fine o f R s .5000 / - ( Rupees F i v e Thousand on l y ) .Notwithstanding the late fee, delay in payment of feeswill make a student debarred from attending classesduring the period of default.

26.3 Those who fail to clear all their dues in a particular term will not be permitted to register for the next term without clearance of the dues. First year students who fail to clear all their dues along with the late fees, will not be



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26.4

permitted to register in the second year of the programme. In the absence of registration with the Academics Department a student will not be allowed to attend the classes though he might have deposited the fees directly in the Account of the Institute.

Students repeating the course in the third year, will have to pay a fee of Rs. 15,000/- for each course. Such students will have to attend the course with stipulated attendance requirements and complete all internal and external evaluation.

26.5 Duplicate Diploma:

In case of loss of the original diploma, a duplicate shall be only issued on furnishing the copy of FIR filed, and on payment of Rs. 3000/-, with the written permission of Director. The Institute reserves the right to decline the request to issue a duplicate diploma, without specifying any reason.

26.6 Duplicate / Extra Copies of Mark-sheets / Transcripts:

Extra copies of official transcripts of marks-sheets, can be obtained on payment of Rs. 1000/- per copy. Duplicate copy of fee receipt or any other official letter / document may be obtained with the permission of ACP (Academics) on payment of Rs. 200/-. An additional amount of Rs. 100/- is required to be paid if such letter / document is to be sent by speed post or courier.

26.7 Those who wish to apply to a foreign university will have to deposit @ Rs.2500/- (Rupees Two thousand five hundred only) for each university, to cover costs of preparing and converting the transcript in their format, its attestation and verification etc. This will not cover the courier charges.

26.8 The rates in this section are only indicative and can be revised by the Institute at any point of time.

26.9 Refund of Fees

The Academic fee is non-transferable and non-adjustable under any circumstance. Except caution deposits, no fee collected is refundable. This applies in case of dismissal of a student from the Institute, as well as withdrawal from the Institute's rolls after the commencement of the classes.

26.10 Caution Deposits:

Caution deposit will be released after obtaining 'No Dues' Certificate from the following:

For Tuition Fees - Accounts Department; For Library Dues – Library; For Academic Dues - Academics Office; For Placement and other Dues - Center of Corporate Relations; For Computer Lab Dues -Centre for Information Technology.

27.0 Hostel

The Hostel is governed by a separate entity with its own set of rules and regulations. Students are required to strictly abide by such rules and regulations. Default may entail monetary fine and / or expulsion from the hostel.

28.0 Final Clearance

Withdrawal from the programme or leaving the campus permanently must be on the basis of prior intimation to the Institute and completion of no-dues certificate from all concerned as per the format provided. The students will also return their Identity-cum-Library cards to The Library and Information Center (TLIC) before final clearance.


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29.0 Travel Concessions

29.1 Railway Concession

Academics Department will issue a Bonafide Certificate on a written request from a student for availing concession from Railways only on official holidays and/or vacations announced by the Institute.

29.2 Air Travel Concession

Concession forms may be obtained from the Airlines offices and submitted to the Academic department for certification, after affixing a passport-size photograph of the applicant.

30.0 Reservation of Rights

The Institute reserves the right to add, delete, modify or change any or all of the requirements for admission, course content, fee charged, scholarships, awards and rules & regulations etc. if deemed necessary.


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EXAMINATION RULES

APPENDIX - I

1. Students are expected to arrive at the examination hall at least15 minutes before the scheduled time of commencement ofexamination. Under no circumstances, students will bepermitted to enter the examination hall, beyond 15 minutesfrom the commencement of the examination Or as decided bythe Competent Authority.

2. Students are expected to equip themselves with pen, pencil,ruler, calculator etc.

Borrowing of pen, pencil, ruler, calculators, etc. is strictlyprohibited in the examination hall. Students must not makerequest for borrowing these items.

3. Cell phones and other electronic gadgets are strictly prohibitedinside the Examination Hall.

4. On entering the examination hall, students will sit onlyaccording to the seating plan.

5. Students must sign on the Attendance Sheet circulated duringthe examination. On receipt of the answer booklets, studentswill check the booklets and exchange the same in case it isdefective, before writing anything on it.

6. The students will fill in all details sought on the cover page ofthe answer booklet, and also on the extra sheets when used.The onus of filling all identification detail in answer sheet,signing on attendance sheet, obtaining signature of invigilatoron answer sheet lies with the examinee.

7. Students will leave all books, notes, loose papers etc. outsidethe examination area.

Possession of any such material will be treated as adoption ofunfair means and attract disciplinary action. In order to avoidany loss of belongings, students are advised to carry only thosematerials and tools that are essential for writing theexamination.

8. In case of an open book examination, only the books/ studymaterial prescribed by the faculty/ invigilator may be carried tothe seat.



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9. Students will wait until distribution of question papers by the invigilator is over, andwill commence writing answers only when the invigilators instructs them to do so.

10. Students must not exchange answer booklets or question papers among themselves.

11. The students are not allowed to communicate in any form whatsoever, whetherverbally, through gestures or passing notes, with other students. Trying to read theanswer sheets of others is strictly prohibited. A student who allows others to copy orotherwise willfully assist such activities, will be considered as guilty as the student whoreceives it.

12. The students may only have essential communication with the invigilator, and shouldtry to avoid disturbing the others in the process.

13. Students are not allowed to go out during the examination, unless specifically allowedby the invigilator.

While outside, students must ensure that they do not talk to any other students oraccess any material, which may lead to a charge of using unfair means.

14. Students must stop writing when the invigilator announces the end of theexamination.

15. Students must check that the necessary information has been filled up and any extrasheets have been properly tagged, before submitting the answer sheets to theinvigilator. Handing over the answer book will be the sole responsibility of the student.An answer book that has once been taken out of the examination room, will not beaccepted in any case.

16. Use of unfair means indiscipline causing disturbance or any other violation ofexamination norms, will be treated as a serious offence. The invigilator mayrecommend appropriate action in the unfair means- booking forms. COE/ Director willtake appropriate decision.

17. In case disciplinary action is required, it will be carried out in accordance with theprovision as contained in clause 14 of this Handbook.

18. In all the cases the decision of the invigilator is final and binding on all students.

19. This list not exhaustive and may be added prior to commencement of exams and whichneeds to be adhered to by all students

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STUDENTS' COMMITTEES

APPENDIX - II

1 Kaya Kalp (PDP Com): A Personality Development Programme for grooming and inculcating mannerism amongst the students so as to enable them to perform their best during their ensuing journey in the corporate. The programme will comprise a series of group discussions, debates and personal interview classes. Participation in each of these activities are compulsory for every student otherwise, he or she may not on-campus placement facilities.

2 Students apex Committee (apCom): The Students Apex Committee will consist of the CRs from all the programmes. This will look into broader issues of academic delivery, administrative support, welfare issues, redressal of students' grievances, etc. and will also be responsible for coordination of the activities of other committees, as and when required. Students' ap committee is a democratic body with all its representatives being elected by the students themselves. It is headed by the General Secretary (better known as "G-Sec") who acts as a link between the Student community and the administration. PGDM, PGDM-MKT, PGDM-IB, PGDM-BFS and PGDM-EXE. Course Representatives help the administration with the Academic affairs. Treasurer ensures proper financial management of the Student Body corpus so that various student run activities can be conducted smoothly. Secretaries of the Academic Clubs, Sports Club, Cultural Club and Hostel and Mess are the executive members of the Students apex Committee.

3 Students Placement Committee (PlaceCom): Placements Committee is a student run activity that is actively guided and supported by the Chairman Placements and the Faculty Council. The Placement Committee supports the CCR in carrying out its placement-related activities. It has an active role in consolidating the list of companies for summer and final placements, designing Placement Brochure, and coordinating with the Placement Officers in scheduling and organizing placement interviews, etc. The student co-coordinators are responsible for developing and nurturing relationships with corporations for both recruitment and non- recruitment related activities. These include actively engaging companies on a



26

regular basis, handling operations during the Placement week and acting as a conduit for Organizations and Industry Leaders to interact with students through Business Talks and Live Corporate Projects.

4 Students Publications Committee (PubCom): The Committee is responsible for maintaining a forum to give vent to the creative energy of the students. It is thus responsible for bringing out the student's section of the newsletter, and contributes to the development and updating of the AIM web page content. Committee of APIM which brings technology to several aspects of a student's life at APIM – be it academic or extracurricular. It maintains and updates the student's portal and makes the latest content available to them. It engages with the coordinators of all the activities and events on campus to ensure that the site is updated with the latest content. It also works on creating & managing online forums for the next batch of students to ensure they are well updated about APIM before coming to APIM. It performs its pivotal role of connecting the APIM community with multiple stakeholders through several media relation activities. It accomplishes this through its regular corporate newsletters, annual yearbooks and by being the custodian of the institute's online presence across various platforms. It also addresses the needs of internal communication by reporting events, happenings and achievements to the administration, faculty and student community.

5 Students Library Committee (libCom): This committee will collect requirements/ suggestions from students and other sources regarding books/ CDs/ subscriptions/ services to be acquired, and come up with suggestions on procedural improvements in the functioning of the library. It will route its ideas through the Institute Library Committee.

6 Extra-Curricular activities Committee (ExCom): This committee is responsible for planning and organizing cultural events, such as quizzes, dramas and skits, social events, competitions, cultural evening etc. It will also facilitate the process of sending participants to events/ competitions at other educational institutions, etc. The students to the needs and problems of society and social and economic development. It aims at inculcating a culture of social responsibility among aspiring managers of today through various events within APIM as well as by working with NGOs and corporations on significant projects some of activities are;

(a)-The Literacy Drive (b)-The Newspaper Drive (c)- Blood Donation Camps (d)-Tree Plantation Drives (e)- Old Reusable Materials Donation

7 Co-Curricular activities Committee (CoCom): This committee is responsible for organizing activities related to the management that will provide value addition the academic curriculum. This will include management quizzes, debates, competitions as well as establishment of Management Clubs, Cells, fairs and events. It will work jointly with the Extra-Curricular Activity Committee for the annual Management-cum-Cultural Fest. It will take an active part in arranging guest lectures, industrial visits, seminars, etc. as well as MDP activities. It will also coordinate the participation of our students in external co-curricular events outside, and in seminars/ conferences/ industry interaction events, etc.

8 Sports Committee (SportCom): This Committee will try to ensure that our future managers maintain a healthy body as they build their healthy corporate minds. Enhancing the spirit of fair competition and team work through games and sports will be organized through regular inter- institute meets, participation in external competitive events, and, of course, the Annual sports day, Works with the vision to imbibe healthy & competitive sporting spirits in the students of APIM amidst the intensive academic rigour.

STUDENT COMMITTEES

9 Alumni Committee (AlCom): Alumni Committee are a student run activity that is actively guided and supported by the Chairman Placements and the Faculty Council. The Institute's Alumni are its brand Ambassadors and the interface between the current students and industry. The Committee will co-ordinate all alumni affairs, including creating, updating and maintaining the Alumni Directory, arranging periodic get- togethers, interaction events such seminars, guest lectures by Alumni etc. It will work in close co-ordination with CCR. This Committee also provides a platform for the alumni to network and interact with the students, faculty members and the management, thereby enhancing the educational experience at the institute and promoting brand APIM in the business world environment. Various events are conducted throughout the year including the annual Alumni re-union, as well as the annual Alumni Night every year

10 E-Cell (Shaurya Cell): E-Cell are student run activity that isactively guided and supported by the Faculty Council. E-Cell notonly encourages the future entrepreneurs of the institute butalso provides them with adequate exposure by which they canhone and nurture their idea of a new venture. E-Cell providesthem a platform in which the budding entrepreneurs candevelop and take their ideas to the level ofimplementation. e-Cell@ APIM organizes various eventsthroughout the year. It aims at building, encouraging andpromoting a conducive environment for developing innovativeideas of entrepreneurial ventures among the young mindswithin the campus.



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STUDENTS' CLUBS

1

3

Finance-Club: Finance Club stimulates logical thinking and spread awareness in the area of Finance and to provide opportunities to put theoretical foundations to practice A)- TWTW- Weekly News Discussion- Finance members pick the most important news from various segments such as Indian Politics and Economy, Global Economy, Banking & Financial Institutions, Equity markets, and Alternative Investments, and discuss their implications in presence of audiences from the batch. B)- Big Bargain-Big Bargain is a live market simulation game that exposes the participants to the live market dynamics pushing them to use their skills to maximize their portfolios. The best part of the game was that everybody could participate, as the game involves common sense more than any financial knowledge.

Business Quiz - Aim of this event was to raise the general awareness levels through an event that was entertaining and fun. The world of Mergers & Acquisitions - Use their value creating acumen to pitch to a PE firm to invest in the Telecom sector. Using real time financial data and sound reasoning and logic. Some Activities plan by Finance club for 2018-19 are as below:

1.Banking, Finance And Accounting Terminology, 2. Implementing Financial MIS Using Excel, 3. Virtual Games 4. Reading a Balance sheet – Manufacturing / Banking,

Marketing-Club: Marketing Club undertakes various academic and extracurricular activities in the field of marketing. The club conducts various symposia, seminars and competitions to encourage interest in marketing theory and its practical implementation through live projects and competitions. The club aims at helping students learn from industry experts through the arrangement of guest lectures and discussions on topics from marketing. Some Activities planned by Marketing club for 2018-19 are: 1. AD MAD Show 2. Mark Quest 2018 3. Social marketing activity. 4. Mini Market.

Human Resource-Club: Members of the club invite corporate heads in HR, as well as leading academics to help students gain

APPENDIX - III

2

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APPENDIX - III

4

5

6

insights into the latest developments of HR. HR Direction also facilitates live projects, works on increasing corporate interactions and facilitating brain-storming on current issues in the area of Human Resources. HR Direction strives to bring live industry projects. Some Activities plan by HR club for 2018-19 are as below:

1 Best Practices of HR: Presentation Competition, 2 Management Games, 3 Panel Discussion, 4 Workshop on Simulations, 5 Formation of Business Communication Club “ Samvaad” and Ethnic Day Celebration, 6. Antardwand- Debate Competition & Elocution Competition.7. Panel discussion by experts on Role of Soft skills in professional world.8. Book Review Competition by students

Operations-Club: The unifying platform for the students interested in pursuing a career in the field. Members of team operation are working towards creating awareness and interest about a career in Operations Management. APIM Operations club, the content is targeted at students interested in the Operations field and has a variety of content, including interviews with alumni, career advice and latest developments in the discipline. Some Activities plan by OMDS club for 2018-19 are as below; 1 Lecture Cum Discussion Session "The World of Operations Management Key Insights" ,2 Student Debate on " Sustainable Supply Chain Solutions", 3 Quiz Competition on OM, 4 Guest Lecture - "Procurement Management Changing Scenario".

IT-Club: Information Management club deals with the vast world of Information Management and Consultancy. This club is extremely active in providing students with regular updates in IT, ITES and Information Consulting industry. Some Activities plan by IT club for 2018-19 are; 1. Techference 2018 : Student Seminar on Innovation in IT for Business, 2 IT Quiz, 3. Online Gaming (Strategic Games), 4. Workshop on ERP Software, 5. PIMP MY SITE : E-Business Website Development Competition,

IBSE-Club: Invite top economists and Industry Expert in the International Business in the country from government, think tanks, and financial institutions. APIM IBE club organized many guest lecture and quizzes. Some Activities plan by IBSE club for 2018-19 are as below;

1. Workshop on: “Voice Modulation”,2. Quiz on: “Business, Economic Enviornment”, 3. Extempore Speech on: “Internal and External Instability”, 4. Panel Discussion on: “Regional Disparities.

Samvaad... Communication Club is created by the students of Asia-Pacific Institute of Management, New Delhi under the guidance of their Business Communication faculty members. It aims to provide supportive and progressive experience amongst its members in order to empower them to develop inter-personal communication skills, organizational skills and leadership skills while having a gala time. The students strengthen their own self-image through development of their communication and leadership skills. The events of the club include several public speaking activities such as presentations, debates, extempore, group discussions and academic seminars.

7

LIBRARY RULES


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Circulation:

1. We will provide all course books for all the students of first yearand second year as a non returnable basis.

2. Book- borrowing facilities are available to the member of TheLibrary and Information Centre (TLIC) against Bar-codedmembership cum Identity card issued to them. Books are issuedfrom the counter on presenting the Bar-coded card. TLICMembership cum Identity Card is non- transferable. No one isallowed to get books issued on other member's card.

3. New additions can only be issued after completion of technicalprocessing.

4. If only a single copy of a book is available in TLIC, it will not beissued. The same can only be consulted within TLIC. However, asa special case, it may be issued with the permission of theDirector.

5. Renewal is not automatic. For renewal, it is necessary to presentthe book at the counter. If there is a pending demand for thebook, the request for renewal may be turned down.

6. The list of new arrivals will be displayed on the notice boardand the publications shall be kept on display shelf for a week.Afterwards the new arrivals will be available for issue if notmeant for reference.

7. If a book is not returned within the stipulated time as given inTLIC rule Serial No. 12 below, the student will be charged a fineof Rs 5/- per day per book After 30 days, membership will beterminated; students have to apply for fresh membership.

8. In the case of loss of book by the borrower, he / she shallpay late fine as admissible and also replace the book, failingwhich he/ she shall pay double the cost of the book.

9. If one or more books of a multi-volume set is damaged or lostby a borrower, he / she shall pay late fine as admissible and alsoreplace the entire, failing which he/ she shall pay double thecost of the entire volume.

10. The students are responsible for TLIC card issued to them. Lossof Card should be reported to the Librarian immediately. The

APPENDIX - IV

0931

APPENDIX - IV

first duplicate card will be issued by charging Rs. 200/- and consequently the second duplicate card may also be issued by charging Rs. 500/-

11. All members should return the books borrowed from TLIC before theyproceed on long leave to avoid late fines beyond due date.

12. Librarian can recall books and publications at any time to meet any urgentrequirement.

13. Entitlements: Students: 2 books for 10 days and 8 books from Book Bankfor each Term.

14. Timings: Monday to Saturday: 9:00 am to 5:30 pm, TLIC remains closed onSunday and declared institute holidays.

General:

1. A student will be permitted to enter in TLIC only by presenting his/her cardand must sign in/out in the register available at TLIC gate.

2. Members are requested to maintain silence in TLIC and not to disturbothers. Smoking, eating, talking, using mobile phones etc., are strictlyprohibited in TLIC.

3. Personal belongings are not allowed in TLIC. They can be kept at theentrance. However; members may carry loose papers and a note book.

4. TLIC is fully automated and software generated transactions and reports areauthenticated; these should be acceptable in case of any dispute.

5. The passwords provided to access the E-resources should not be forwardedto outsiders.

6. TLIC follows an Open-Access System. Books and other material taken fromthe stacks should be left by readers on the table for TLIC staff to re-arrangethem properly.

7. Members of TLIC should not deface, mark, cut, mutilate or damage thereading material in any way. A student doing so will be fined heavily, apartfrom being asked to pay the cost of the damaged publication. In case aperson repeats the offence for the second time, his/ her ID card will beimpounded and the membership shall be terminated.

8. The members are expected to behave decently and maintain the librarydecorum. Any irregularities should be brought to the notice of theLibrarian/ Director for necessary action. Casual dress is not allowed in TLIC.

9. The members are required to check the publications and point out anydamages, to the library staff before leaving the circulation counter. Afterthat he/she will be responsible for any damage.

10. The members are requested to check their account after return of any bookto library and collect the receipt in case of any type of payment to TLIC.

11. If any student is found indulging in the process of hiding, stealing, ormutilating any book, he/ she will be fined as under and will be subjects todisciplinary action as deemed fit by Director.

(I) Book Hiding: Minimum fine Rs. 250/- plus suspension of TLICmembership for a period of one month. On repetition of the act,



32

minimum fine of Rs.500/- plus termination of TLIC membership.

(ii) Book Damaging: Minimum fine of Rs. 500/- plus suspension of TLIC card for aperiod of one month. On repetition of the act, minimum fine will be Rs. 1000/-plus termination of TLIC membership.

(iii) Book Stealing: Minimum fine of Rs. 2000/- plus recovery of book and suspensionof TLIC membership for a minimum period of one Term. On repetition of the act,minimum fine of Rs.4000/- plus termination of TLIC membership

(iv) Misbehavior with TLIC staff: Minimum fine will be Rs. 500/- On repetition of theact, minimum fine will be Rs. 1000/- plus termination of TLIC membership.

12. No Dues Certificate will be given only after surrendering the Identity -cum-library cardand depositing all TLIC items, books etc.

0933

APPENDIX - V

COMPUTER LAB RULES

The Centre for Information Technology (CIT) i.e. the computer lab will remain open from 9.00 A.M to 5.30 P.M, on all working days of the Institute. However, these timing might be changed as and when it is felt to be operationally infeasible. These timings can also be increased as per the requirements.

1. A student is required to show his/ her ID cards to the securityguard before entering the Lab.

2. A student is required to fill necessary details in Sign-in-Registeras and when he/she enters or exits the lab.

3. Students are not allowed to enter into the lab when theirregular class is in progress.

4. It is essential to take permission from the Lab Staff before usinga computer. Students cannot simply walk in and start workingon any computer.

5. Use of CDs and USB Drives without the prior permission ofSystem Administrator or the concerned faculty is strictlyprohibited.

6. Student are Required to scan the external drives with properlyprescribed Antivirus before opening any files frominstitutional laptop or desktop.

7. Students are allowed to use only those software packages thatare the part of their course curriculum.

8. The students are required to log out of system as per theinstructions and shut off the power as soon as the work isfinished.

9. Students are required to maintain discipline in the lab.

• Changing system properties is not permitted.

• Group Discussion/ talking is strictly prohibited.

• Food/ Drinking items are not allowed inside the lab

• Maintain cleanliness in the lab.

• Do not leave any paper material (rough / waste) whenyou finish the work. Use trash or carry it out of lab.

• To maintain dignity of Lab, proper behavior with the lab



34

staff as well as with colleagues is expected.

10. In case if a student wishes to use his / her laptop to connect Wi-Fi in theinstitute premises, then the Antivirus of the laptop must be active otherwise this facilitywill not be allowed.

11. Friends and visitors are not allowed to accompany students into the lab, without thepermission of System

Administrator.

12. Playing games or accessing Internet to view improper or non-educational sites is strictlybanned.

13. All the major belongings should be left outside with the security guard. However,possession of text book, notebook inside to complete a particular assignment of thecourse is permitted.

14. Students are expected to be properly dressed inside the lab to maintain the academicenvironment.

15. Students should not resolve any hardware and software problems on their own. Anyproblems with the system should be promptly reported to the System Administrator.

16. Prior permission of the instructor or system administrator is required for takingprintouts.

17. Use of mobile phone, audio and video devices is strictly prohibited inside the lab.

18. In case of any damage or loss occurring during any loss of the designated lab timing ofthe class, the student identified as responsible will have to compensate for it. If noindividual is identified, the entire class will collectively compensate for the loss/damage.

19. Users found violating the above rules will be fined a minimum of Rs.100/- onwards andmay face any other penalty including a suspension from computer lab.

20. The report of any misconduct and violation of Computer Lab Rule shall be immediatelyreported to Manager (Academics)/Director for necessary action. Depending uponthe nature of misconduct Manager (Academics) / Academic Departmentshall conclude proceeding in expeditious manner and shall take action as perComputer Lab Rules.

0935

APPENDIX - VI

PLACEMENT GUIDELINES

1 ELIGIBILITY & REGISTRATION

All students who expect to graduate from the Institute by the end of the academic year 2018-19 and are seeking employment may register for campus placements with the CCR during the month of August 2018.

Campus placement is a facility provided for the students. Students not interested in placements may not register for placement and will need to submit a letter regarding “Placement not required”.

Students having 4 or more course backlogs are advised to improve and register after the end term IV examinations. However, the students are allowed to register in case of non-completion of course/project requirements in their final two terms.

Student Must Obtain a minimum CGPA 5.0 (till the completed term ) for being eligible for placement.

2 RESUME

Students are advised to read the announcements made, understand the JD, go through the company website and apply only if interested. CCR may be contacted for help, if any.

Resumes have to be genuine and any student found violating this rule will be debarred from the placement process for the rest of the academic year. All resumes should be proper format and should not be more than 600 MB. Resumes not meeting this criteria may not be sent to the recruiters.

3 PRE-PLACEMENT TALK (PPT)

Notices of the PPT will be published/ circulated well in advance.

Students interested in a particular company, must attend its PPT without fail. Students must be dressed in corporate attire and should occupy the venue 15-mintues before the scheduled start of the PPT.

Attendance will be recorded and only those students who have attended a particular PPT will be eligible to apply for that company.



36

4

During PPT students must clarify details regarding salary break-up, job profile, place of work, bond details etc with the companies.

Students can voluntarily opt out from the selection process of a particular company, after sitting through it's

PPT, and not thereafter. If he/she does so, they may be debarred from the placements.

PLACEMENT PROCESS

Each student will be allowed to appear in 6 interviews (maximum). In case short listed for an interview, the student MUST appear for the interview and. Every short listing will be considered as one attempt.

Any student found to malign / hamper selection chances of any other student in any way will be DEBARRED from the placement process.

In case of any adverse comment/remark from the recruiting company, the student will be immediately taken out of the placement, pending decision from the Institute management and endorsed by the Director.

It is the responsibility of the student to check announcements/notices/ updated information/short listed names etc. in the notice boards of Placement Office/website. Students are expected to be in time as per the announcements.

ATTENDANCE & PUNCTUALITY:

a) A student who applies and gets short listed is bound to go through the entire selectionprocess unless rejected midway by the company. Any student who withdrawsdeliberately in the midst of a selection process will be debarred from placement forthe rest of the academic year.

b) Late Comers for Aptitude Test/ GD/ Interview may not be allowed to appear for theselection process.

DISCIPLINE:

Students should maintain discipline and show ethical behaviour in every action they take during the placement process. Any student found violating the discipline rules set by the company or defaming the institute name will be debarred from the placements for the rest of the academic year. Placements Guidelines

a) Students found cheating or misbehaving in the selection process (PPT / Test / GD /Interview) will be debarred from the placements for the rest of the academic year.

5 JOB OFFERS / PRE PLACEMENT OFFERS:

a) The student should inform CCR if they have got PPO. Failure to do so will render thestudent debarred form the placement process.

b) The Student has to send his/her acceptance of the PPO through the CCR only. Suchstudents will not be allowed to sit for further placement process.

MULTIPLE OFFERS:

Each student is eligible for only one job offer.

a) If a student receives more than one offer owing to delays in the announcements ofresults by the companies, the student is bound to accept the job offer whose resultsare declared earlier.

b) If the results are declared on the same day, the student may choose from the offers inhand and inform the placement office of his choice, within 24 hrs of announcement ofresults.

Every student who is selected by a company is out of placement thereafter. A de-registered student can be re-registered only on a case to case basis, at the discretion of CCR.

0937

APPENDIX - VI

OFFER OF JOB: Offers received from companies must be collected as per timings in circular / notice. The responsibility of going through the offer letter and taking actions therein such as submission of documents lies entirely with the student. In case offers are received directly by the student from the company, the same must be intimated to the Placement office with the copy of the offer.

6 MISCELLANEOUS

JOINING STATUS: In case, students decide not to join the company, they should inform the company in writing with reasons, in consultation with CCR. They are also required to submit a copy of that letter to the Placement Office.

DRESS CODE: Students must be formally dressed whenever they participate in any sort of interaction with a company. This office reserves the right to refuse permission to a student to attend the selection process, if their attire is unsatisfactory.

IDENTITY CARDS: Students must bring their identity cards with them whenever they go through a placement process

For all matters not covered by the above regulations, the CCR will use its discretion to take appropriate decisions.


LIST OF HOLIDAYS

Name of the Holiday Date Day

Id-Ul-Fitr 16th June, 2018 Saturday

Independence Day 15th August, 2018 Wednesday

Gandhi Jayanti 2nd October, 2018 Tuesday

Dussehra 19th October, 2018 Friday

Diwali 07th November, 2018 Wednesday

Christmas 25th December, 2018 Tuesday

Republic Day 26th January, 2019 Saturday

Holi 21st March, 2019 Thursday


38

APPENDIX - VII

0939

APPENDIX - VIII

GUIDELINES ON SUMMER

INTERNSHIP AND PROJECT REPORT

1. The prescribed Summer Internship period is eight to ten weeksfrom mid-April to mid-June every year.

2. The process for pursuing summer internship which is to beundertaken at the end of the first year is more or less identicalto the final placement process.

3. Apart from availing of the opportunities to do internship incompanies through the campus process, students also havethe freedom to choose companies on their own.

4. CCR will ensure that every student will have a SummerInternship opportunity in his/her chosen stream ofspecialization.

5. To ensure that selected students are available to the recruiter,“one student –one company” rule is implemented, where oncethe final offer is made to a student, he / she has to acceptthat offer and cannot choose any other offer.

6. During the internship/training, a student is expected to learnabout the organization and analyze and suggest solutions to alive problem.

7. The student should ensure that the data and other informationused in the study report is obtained with the permission of theinstitution concerned. The students should also behave ethicallyand honestly with the organisation.

8. The student, on arrival to his place of SIP, should:

(a) Inform the faculty guide (copy to CCR) of his Companyand Supervisor's name, telephone and email etc.

(b) Construe a research problem (in consultation with his



40

Company supervisor) within 10 days so that there is time to gather data and understand the problem. It shall help in coming out with a genuine chapter II. Such Research Problem must be shared with the faculty supervisor along with a Synopsis (maximum two pages standard MS-word Format. Broad areas to cover in synopsis- Title, Introduction, need and relevance, primary and secondary objectives of the study, expected outcome and plan of action) as per the timeline.

(c) He/She should send an Interim Report to his faculty supervisor at the end of 4weeks. The interim report would contain the progress made by the student andit must follow the structure laid out in subsequent pages.

9. The report (based on training and the problem/project studied) prepared by thestudent will be known as Summer Internship Project Report. The report shouldordinarily be based on primary data. It should reflect in depth study of micro problem,ordinarily assigned by the organization where student undergoes training. Relevanttables and bibliography should support it.

10. One comprehensive chapter must be included about the organization where thestudent has undergone training. This should deal with brief history of theorganization, its structure, performance, products/services and problems faced.This chapter will form part I of the Report. Part II of the Report will contain the study ofmicro research problem. The average size of Report ordinarily will be 75 to 100 typedpages in standard font size (12) and double spacing. One neatly typed hard boundcopy (along with soft copy (in CD)) of the report should be submitted to the Institute.The report should be typed on A-4 size paper.

11. The Report will have two certificates. One by the Faculty Supervisor of the Institute andthe other by the Reporting Officer of the organization where the student hasundergone training. These two certificates should be attached in the beginning of thereport.

12. The evaluation will have two parts of 100 marks each aggregating 200 marks asdetailed below: Faculty supervisor – 100 marks; Presentation (15-20 minutes) – 100marks.

13. It is mandatory that the student will make presentation in the presence of teachers andstudents. The student is expected to answer to the queries and questions raised in sucha meeting.

0941

FORMAT AND ORDER OF

THE REPORT (SIP)Font – Times New Roman, Paper size – A4

Font Size – 16 for front page, 12 for the rest of the report.

Line spacing – Double Margins – Standard MS-Word

Number of pages – 75-100 (minor deviations allowed)

Binding – Hard Cover (Navy Blue with Golden text)

ORDER OF REPORT

Cover Page followed by Certificate from the Company.

Certificate (from project guide/Institute) followed by Declaration (of student)

Acknowledgement (Student may thank all those who helped him in the project)

Preface, if any.

Table of Contents (in three columns viz. S. No. Description, Page No.) List of Tables

List of Figures (in three columns viz. S.No., Description, Page No.)

List of Abbreviations and Acronyms

PART I

This should deal with brief history of the organization, its structure, performance products/services and problems faced (Introduction, Objective of the project, Scope of project, supplementing and introducing the text and indicating a point of view to be adopted by the reader)

PART II (will contain the study of micro research problem)

Research Problem

Research Methodology

Limitations of the study

Findings and recommendations



42

Conclusion Bibliography

Appendices (if any)

METHODOLOGY FOR WRITING REPORT

Identify clearly the live problem the company is facing where you did your Summer Training.

Study about the Company and the Industry.

Proceed in the order as given in the previous page.

Data Collection should generally be primary.

Data interpretation should be relevant to your 'live problem'

Proceed with report writing. Keep your project guide informed about the developments at various stages and from time to time.

DEADLINE FOR SUBMISSION OF REPORT IS TO BE ADHERED AT ALL COST AS AND WHEN ADVISED. DELAY WILL ENTAIL SEVERE PENALTY.

TIMELINE (LAST DATES):

07.05.2019 Submission of Synopsis

30.05.2019 Submission of Interim Report

18.07.2019 Submission of Final Report (Hard Cover along with CD)

25.07.2019 Presentations by students (In case all presentations are not covered in one day next date willbe announced)

0943

OTHER GUIDELINES (SIP)

Students who are interested in Summer Internship through CCR would have to register with the Centre for Corporate Relations (CCR) by filling up the Summer Internship Registration Form, as given in the Student Handbook, i.e. Form No. 4.

Report should be submitted in the first week of July, 2018 (or as per date notified by the Institute). Presentation (viva-voce) would be arranged and conducted between second and third week of July 2018.

Absence from the scheduled session for the presentation (viva-voce) would be resulted into the disqualification of the student from evaluation.

Each candidate will have a time slot of 15-20 minutes for the presentation (viva-voce). The evaluation of presentation (viva-voce) will have the following criteria:

a. Time Management 10

b. Presentation Style 15

c. Knowledge Quotient 30

d. Rationale 15

e. Analysis and Recommendations 30

Total: 100

Grades will be awarded as per the grading system of the Institute.

The project-presentation would fall under either of the two categories:

ACCEPTED

NOT ACCEPTED **

** The students, who get NOT ACCEPTED, will have to rewrite and present their report again to the evaluation committee.

Each student will submit one hard copy of the project report (Summer Training) in the recommended format to the Manager (Academics) and soft copy in a CD.

The students are advised to keep a copy of the report with them, as the copy submitted to the Institute will not be returned.

The report must follow the structure outlined in the earlier pages.

The report will be accepted by the Manager (Academics) only when it



44

has been certified by the concerned company guide that it is the original work of the student. (Vide: 3. Formats of Certificates)

The final draft of project-report should be completed during the Summer Placement itself. Students will complete the writing / typing / computer work by themselves.

If any material in the report is picked up from a source and the source name is not referenced in the Bibliography section then it will be treated as a case of plagiarism.

Wherever a questionnaire has been used during the summer training, a sample copy of the questionnaire should be attached in the Appendix of the report.

Students are advised to maintain a diary and record of daily events.

0945

SUMMER INTERNSHIP PROJECT REPORTON

" ..............................................................................................................................................................."

SUBMITTED TOASIA-PACIFIC INSTITUTE OF MANAGEMENT,

NEW DELHI

IN PARTIAL FULLFILMENT OF THE REQUIREMENTSFOR THE AWARD OF

POST GRADUATE DIPLOMA IN MANAGEMENT

UNDER THE GUIDANCE OF(DR. / MR. / MS. ...............................)

SUBMITTED BY:(NAME OF THE STUDENT)

STUDENT ID/ROLL NUMBERPGDM BATCH ................

ON (DATE)



46

This is to certify that Mr. / Ms. …..................................…………………,

Roll number / Student ID ………...................….., a student of PGDM in

Asia-Pacific Institute of Management, New Delhi, has carried out the

Summer Internship Project work presented in this report titled

“……………………………………………………............................….." for

the award of Post Graduate Diploma in Management for the

Academic Batch 2018 -20, under my guidance.

(Signature)

Name of the Project Guide

Date:

CERTIFICATE (FROM FACULTY GUIDE)

0947

DECLARATION (FROM STUDENT)

I , (Name of the student), here by declare that the p ro j e c t

work entitled "...............................................” submitted towards

partial fulfillment of requirements for the award of Post

Graduate Diploma in Management is my original work and the

dissertation has not formed the basis for award of any degree,

associate ship, fellowship or any similar title to the best of my

knowledge.

Place:

Date:

(Signature of Student)

(Name of the student)

Roll No./Student ID:

(Signature)

Name of the Project Guide

Date:



48

FORM NO. 1

ASIA-PACIFIC INSTITUTE OF MANAGEMENTRegistration Form (Term-1): PGDM / PGDM-MKT / PGDM-IB / PGDM-BFS (2018-20)

Name: …….............……….......…….. Programme ................................ Roll No. ……........……. S/O, D/O, W/O .................……………...….……… Mother's Name ……....................…..........….. Date of Birth …………............. Age ................................ Blood Group ……..........................… Email Address ……….........................................…………......... Religion ………......……… Category (SC/ST/OBC/GEN)........................ Local Address: ....................................................... ................................................................................................. Pin Code.................................. Tel. No. ......………......................... Mobile No. ..........................................................

Permanent Address: ................................................................................................................... ..................................................................................................................................................................................... Pin Code....................Tel. No. (with STD Code)……….........….........Emergency Contact No of Parent ......................... I hereby declare that the information as furnished above is correct to the best of my knowledge and belief. I have received the students' handbook and I undertake to fully abide by the Rules and Regulations of the Handbook/ Institute as existing or as modified by the competent authority the Institute from time to time. I further undertake not to indulge in ragging or get ragged or remain passive spectator to ragging; instead I will notify the same to appropriate authority. The ruling of the Hon'ble Supreme Court regarding ragging has been fully explained to me by the Institute authorities. I further undertake that I shall attach top priority to attending classes, guest lectures, and all area activities and shall attend not less than 85% of the classes and all activities held to attain requisite attendance in core academics to be eligible for appearing in End-Term Exam, failing which I may be debarred/ detained. I also undertake to submit prior permission of competent authority for placement, co-curricular or any related activity if undersigned misses classes for same.

Date: ……............................ (Name and Signature of Parent) ..................................................... (Signature of the Student) .....................................

Documents (Photocopy of the certificates) – Please produce original for verification

Affix Latest

Photograph

Note: Please mention deficiencies of document:…………………………………………………………............................................………………...........................................…………………………………………………………………………………………………………………………………..............

(Name and Signature of Faculty with Date)

Registration Confirmation Slip

The Registration formalities of Mr./ Ms. / Mrs. ........................................................................... Roll No. ........................ S/O, D/O, W/O ...........................................of PGDM-GEN/ MKT/ IB/ BFS (AICTE Approved) Course of Batch are completed. He/She has submitted the Registration form and other documents to me.

(Name and Signature of Faculty with Date) .............................................................................................................

Mark sheet of High School

Passing Certificate of High School

Mark sheet of Intermediate

Passing Certificate of Intermediate

Mark sheets of Graduation / Two years mark sheets if appearing / appeared

Provisional / Original Certificate of Graduation

6 Color Photographs (Passport Size)

MAT/CMAT/XAT/CAT/ATMA Score Card

Medical Fitness Certificate

Character Certificate / CLC of last Institution

Two Affidavits Form for Anti-Ragging (Student and Parents)

NCC/Extra Curricular/Industry ExperienceCertificate (If any)

Undertaking Form-2 (Day Scholar/ Hostlers)

Any other relevant testimonials/ certificates (If any)

0949

FORM NO. 2

ASIA-PACIFIC INSTITUTE OF MANAGEMENTRegistration Form (Term-2 to Term-6): PGDM / PGDM-MKT / PGDM-IB / PGDM-BFS (2018-20)

Batch: ................................. Academic Session: ............................................ Term: .............. Name: ………………….......................…….......……….. Programme ......................................... Roll No. ………….......................................................................................................……….......… S/O, D/O, W/O ..........................………………………...…………................................................. Mother's Name ……………....................................................…................………………………… Date of Birth …………..........................……… Age ......................... Blood Group................… Email Address ………...............………………..................................................................................

Religion ….....……....………...........…… Category (SC/ST/OBC/GEN)…….........................................

Local Address: ................................................................................................................................................................

.................................................................................................................................................................................... Pin Code............................ Tel. No. ......……….......…................. (Student) Mobile No. ........................................... Permanent Address: .....................................................................................................................................................

.................................................................................................................................................................................... Pin Code................................................Tel. No. (with STD Code)……….........................................................…........ Emergency Contact No of Parent ...........................................................................................................................

I hereby declare that the information as furnished above is correct to the best of my knowledge and belief. I have received the students' handbook and I undertake to fully abide by the Rules and Regulations of the Handbook/ Institute as existing or as modified by the competent authority the Institute from time to time. I further undertake not to indulge in ragging or get ragged or remain passive spectator to ragging; instead I will notify the same to appropriate authority. The ruling of the Hon'ble Supreme Court regarding ragging has been fully explained to me by the Institute authorities. I further undertake that I shall attach top priority to attending classes, guest lectures, and all area activities and shall attend not less than 85% of the classes and all activities held to attain requisite attendance in core academics to be eligible for appearing in End-Term Exam, failing which I may be debarred/ detained. I also undertake to submit prior permission of competent authority for placement, co-curricular or any related activity if undersigned misses classes for same.

Further I undertake that if I fail to attain 85% attendance in Term-2 / 3 /4 / 5 / 6, (Please tick Term) I will be detained from appearing in End-Term Exam.

(Attach a Photocopy of the Fee receipt)

Date: ……............... (Name and Signature of Parent) .................................. (Signature of the Student) .....................

Signature: ACP (Academics) / Manager Academics

Affix Latest

Photograph

REGISTRATION CONFIRMATION SLIP

Name: ………………………………………………………… Roll No.: ………...............…… Term: ...............................

Fee Deposited on* (date) ..............................................vide Receipt No. ............................. dated …….…..............

(*Attach a Photocopy of the Fee receipt)

Signature: ACP (Academics) / Manager Academics Date: ….........................



50

FORM NO. 3

ASIA-PACIFIC INSTITUTE OF MANAGEMENTInformation for Absence (In conjunction with Clause # 8 and Clause # 18 of this Handbook)

Date: ...........................

To,

The DirectorAsia-Pacific Institute of Management3and4, Institutional Area, Jasola, New Delhi-110025

Dear Sir,

I will miss the following classes due to the activities listed below:

.........................................................................................................................................................................................

.........................................................................................................................................................................................

.........................................................................................................................................................................................

Name: .................................................................................. Roll No.: ............................. Signature: ............................

CCR / Extra curricular Incharge ACP (Academics) / Manager (Academics) / Academic Department

Co-curricular Incharge / Faculty Programme Director

Note:

1. Please fill the detail of missed classes and its duration clearly.

2. Please get the signature (approval) of all concerned authority.

3. Please attach documentary proof for exemption of attendance if any.

1. The duly filled and signed information form may be submitted to Manager (Academics)/ AcademicDepartment only then the process may be considered to be completed.

2. The students are required to submit the above form prior to proceeding on any activity, otherwise they maybe marked absent.

3. Post facto approval of attendance exemption may not be valid.

4. The onus of fulfilling all formalities lies with the student.

Academics Department

Sl. No Reason for Absence (Placement / Extra curricular / Co-curricular / others activity

Date and duration of exemption

Name of subjects / Classes Missed

0951

FORM NO. 4

ASIA-PACIFIC INSTITUTE OF MANAGEMENTSummer Internship Project – Registration Form

Name: ................................................................................................................................ Roll No.: ..............................

Contact details during Summer Internship (Phone No.): .................................................................................................

e-mail: .............................................................................................................................................................................

Summer Internship Project Title:

.........................................................................................................................................................................................

Organization Name of the Organizational Guide Address:

.........................................................................................................................................................................................

.........................................................................................................................................................................................

.........................................................................................................................................................................................

Phone: ................................................. Fax: ................................................. Mobile: ..................................................

email: .............................................................................................................................................................................

Date of Joining Summer Internship:

Expected Date of Completion:

Total No. of weeks of Summer Internship (planned)

Date: ................................. Signature of Student: ........................................



52

FORM NO. 5

ASIA-PACIFIC INSTITUTE OF MANAGEMENTNo-Dues Certificate

Date: ...........................

Programme: ...................................................................... Roll No. : ......................................

Name (Mr. / Ms. / Mrs.): ................................................................................................................................................... has cleared all his/her dues with respect to the following departments.

Note: The student must obtain clearance from the above departments and submit the form back for settlement of final dues to Manager (Academics) / ACP (Academics).

Remarks: Signature: ....................................... Date: ..........................

ACP (Academics) / Manager (Academics)

Remarks: Signature: ........................................ Date: .........................

Sr. Manager (Accounts)

Sl. No Department Signature of Concerned Officer Date

1. Placement

2. Computer Lab

3. Library

4. Accounts

5. Academics

RECEIPT

Received a sum of Rs. ........................... (Rupees).....................................................................................................

as final settlement of dues from Asia-Pacific Institute of Management, New Delhi.

Date: ................................. Signature of the student

0953

FORM NO. 6

ASIA-PACIFIC INSTITUTE OF MANAGEMENTUnfair Means Booking Form

Student's Name: Roll No.:

Programme: Batch:

Date and Time of Examination: Term:

Exam Subject: Name of Invigilator / Faculty:

A. Detail of Miscount / Booking Time and Date (Please attach documentary evidence if any):Signature of the Invigilator / Faculty

B. Brief statement by the student using unfair means: Signature of the Student

C. Temporary punishment if awarded: Invigilator / Faculty / COE / Manager (Academics) / AcademicsDepartment

D. Recommendation for further action: Invigilator / Faculty / COE / Manager (Academics) /AcademicsDepartment

E. Decision:

Director



54

I, ............................................. S/O, D/O, W/O ....................................................

R/O ..........................................................................................................

................................................................................................................having

taken admission in the Program .........................................................................

....................................... has read and understood the contents of this

handbook and solemnly swear to abide unconditionally by the guidelines laid

out.

Signature of Student Signature of Parent/Guardian

FORM NO. 7

ASIA-PACIFIC INSTITUTE OF MANAGEMENTUNDERTAKING

(On stamp paper of Rs.10)

PART-IIACADEMIC CALENDAR

& COURSES SYLLABI

AICTE Approved Programmes

• Post Graduate Diploma in Management (PGDM - GENERAL)

• Post Graduate Diploma in Management-Marketing (PGDM-MKT)

• Post Graduate Diploma in Management-International Business

(PGDM-IB)

• Post Graduate Diploma in Management-Banking and

Financial Services (PGDM-BFS)


56

C O N T E N T SSr. Particulars Page

No. No.

1. Academic Calendar (2018-19) 57

2. Area Wise Activities Calendar 61

3. PGDM General Course Snapshot 64

4. PGDM Marketing Course Snapshot 68

5. PGDM International Business Course Snapshot 72

6. PGDM Banking & Financial Services Course Snapshot 76

7. Area Wise & Term Wise Courses Offered 80

8. Programme Structure Core Papers 81

9. Specialization Electives 82

10. PGDM Courses of Study, First Year : Term-1 (Batch 2018-20) 85



13. Second Year Batch (2017-19) Specializations Offered 136

14. Courses Offered Second Year Batch (2017-19), Area : Economics 137

15. Courses Offered Second Year Batch (2017-19), Area : Marketing 146

16. Courses Offered Second Year Batch (2017-19), Area : Finance (FIN) 165

17. Courses Offered Second Year Batch (2017-19), Area : Human Resource 185

18. Courses Offered Second Year Batch (2017-19), 204

Area : Operations Management and Decision Sciences

19. Courses Offered Second Year Batch (2017-19), Area : Information Technology 229

20. Courses Offered Second Year Batch (2017-19), Area : International Business 239

21. Courses Offered Second Year Batch (2017-19), Area : Strategy 250

0957

ACADEMIC CALENDAR

PGDMSr. Event Day DateNo.

1 Wednesday 2 Thursday 3 Friday - Thursday 4 Friday 5

JUNE-18 Registration for Term-1 Induction Programme Orientation Programme and Foundation Course Talent Show (2.00 - 5.00 p.m.) Last date for Submission of Fees for Term 4 (3rd Installment)

Saturday

20th June, 201821st June, 2018

22nd - 28th June, 2018 29th June, 201830th June, 2018

6 Monday 2nd July, 2018

7 Monday 2nd July, 20188 Wednesday 4th July, 2018

9 Wednesday

12th July, 201810

JULY-18 Registration for Term-4 Commencement of regular classes- Terms 1 & 4BANKING , FINANCE & ACCOUNTING TERMINOLOGY(Area Finance)

HR- Quiz (Area OB / HR)Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.

Elections of Class Representatives & Formation ofCommittees for Clubs(2018-20)Interim Evaluation of Internship Training(Report)Workshop on: “Voice Modulation”(Area IBSE)Placement Training Activity (CCR) - 2nd Year 4.15p.m. to 5.45 p.m.Fresher's Party---2018-20 batchSIP Presentation

11 16th July, 2018

12

Thursday

13 Thursday 19th July, 201814

Friday 27th July, 201815

Monday 30th July, 2018

AUGUST-18

16

Wednesday 1st August, 201817 18 Monday-Saturday 6th-11th August, 2018

Ad Mad Show (Area Activity Marketing)Mid-Term Examination Holiday (Independence Day)Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.Formation of Business Communication Club “Samvaad” and Ethnic Day Celebration(Area COMM)

Academic Year 2018-2019


Monday

11th July, 2018

16th July, 2018Monday

Wednesday 18th July, 2018

19 Wednesday 15th August, 201820 Thursday 16th August, 2018

Wednesday 15th August, 2018

21 Wednesday 22nd August, 2018


58

22 Thursday 23rd August, 2018

23 Wednesday

24 Thursday 29h August, 2018 30th August, 2018

Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.MIS USING EXCEL--IMPLEMENTATION(Area Finance)Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.

SEPTEMBER-18

25 Wednesday

26 Thursday

5th September, 2018

6th September, 2018

27 Wednesday 12th September, 2018

Expressions… An Audio Visual Presentation Competition (Area Activity COMM)

Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.

MarkQuest 2018(Area Marketing)


Last teaching day of the Term

Preparatory Leave for End-Term Examination

End-Term Examination

Thursday 13th September, 201828

Thursday 20th September, 2018

Friday- Saturday

Thursday 24th-28th September, 2018

29

30

31

OCTOBER-18 Last date for Submission of Fees for Term 2 & 5

Holiday (Mahatma Gandhi Jayanti)

Commencement for Terms 2 & 5


Industry Visit

Student Debate on " Sustainable Supply Chain Solutions"(Area OMDS)


Dissertation Briefing for Batch 2018-20

Quiz Competition on OM (Area OMDS)

Holiday (Dussehra)

Result Declaration Terms 1 & 4

Social Marketing Activity


IT Quiz (Area IT)

32 Monday

Tuesday

Wednesday

Thursday

Wednesday

Thursday

Friday

Wednesday

Friday

Monday

Wednesday

Thursday

Wednesday

1st October, 2018

2nd October, 2018

3rd October, 2018

5th October, 2018

10th October, 2018

11th October, 2018

12th October, 2018

17th October, 2018

19th October, 2018

22nd October, 2018

24th October, 2018

25th October, 2018

31st October, 2018

31

33

34

35

36

37

38

39

40

41

42

43

44

SEPTEMBER-18

21th-22th September, 2018

0959

Academic Calendar PGDM

45 Wednesday 7th November, 2018

46 Thursday

FridayMonday-SaturdaySaturday

WednesdayThursday

Wednesday

Thursday

8th November, 2018

9th November, 201812th-18thNovember,2018

24th November,2018

21st November, 2018

22nd November, 2018

28th November, 2018

29th November, 2018

Holiday (Diwali)


Foundation Day Mid-Term Examination Dissertation Synopsis submission for Batch 2017-19

Workshop on Simulations(Area OB/HR) Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.Mini Market (Area Marketing)Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.

DECEMBER-18

55 56

Wednesday

57 Thursday

5th December,2018

58 59 Wednesday

Thursday 60

61 Saturday

62

Thursday- Friday 63

64

VIRTUAL GAMES (Area Finance)Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.

Alumni MeetWorkshop on Theater Technique to Enhance Communication SkillsPlacement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.Last Teaching day of the TermPreparatory Leave For End-Term ExaminationEnd-Term Examination

Holiday (Christmas)

12th December, 2018

JANUARY-19

65 Monday 66 Monday

1st January, 2019 1st January, 2019

67

Thursday 68

Wednesday 69 Thursday 70

Friday- Saturday 71

Monday 72

Wednesday 73

Thursday 74

Thursday 74

Wednesday

9th January, 2019

11th-12th Jan, 2019

16th January,2019 17th January, 2019

23rd January, 201975

Thursday

Registration for Terms 3 & 6 Commencement of regular classes- Terms 3 & 6 Workshop on Leadership Communication Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.Quiz Competition on OM(Area OMDS) Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.Annual Sport Meet CCR Activity INDUSTRY VISITOnline Gaming (Strategic Games) (Area IT) Submission of Dissertation Final Report (2017-19) Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.Extempore Speech on: “Internal & External Instability”(Area IBSE)Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.

Academic Calendar PGDM


47

48 49

50

51

52

53 54

NOVEMBER-18

Wednesday

19th December, 2018

22nd December, 2018

24th -31st December 2018

25th December, 2018Tuesday

76

Wednesday 2nd January, 2019

13th December, 2018

3rd January, 2019

10th January, 2019

24th January, 2019

6th December,2018

Saturday 8th December, 2018


60

77 Monday 78 Saturday 79 Wednesday

21st January, 2019 26th January, 2019 30th January, 2019

Result Declaration Terms 2 & 5 Holiday (Republic Day) Book Review Competition by students (Area Communication)

80 81 82 83

FEBRUARY-19

Viva-Voce / Presentation of Dissertation2017-19Panel Discussion(Area OB/HR) Mid-Term Examination (For Term 3) Saraswati Puja

Saturday Wednesday Monday - Thursday Sunday

84 Wednesday

6th February, 201911th-14th Feb,2019 10th February, 2019

86 Friday & Saturday 87 Monday

88 Wednesday

89 Thursday

8th & 9th Feb. 2019

20th February, 2019

90 91 92

READING A BALANCE SHEET MANUFACTURING (Area Finance) Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.Exuberance Eminent Speaker Series CCR Activity Workshop on Simulations(Area OB/HR) Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.Last Teaching Day of Term - 6 End-Term Examination Term - 6 Area Activity Farewell Party--- 2017-19 batch

Friday Saturday-Wednesday WednesdayThursday

21st February, 2019 22nd-27th Feb, 201927th February, 201927th February, 2019

MARCH-19Friday 6th March, 2019

Thursday 7th March, 2019

Wednesday

Friday

13th March, 2019

15th March, 2019Wednesday 20th March, 2019

Friday 21st March, 2019

Thursday

22nd March, 2019

Saturday Monday-Friday 26th-30th Mar, 2018

April-June 2019Friday 19th April, 2019

Friday 26th April,2019

Monday 10th June,2019

13th February, 2019

Thursday 85

93

94

96

97

98 99

95

100 101

102

103 Friday

23rd March, 2019

WorWorkshop on ERP Software (Area IT) Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.Eminent Speaker Series/ CCR Activity INDUSTRY VISITGuest Lecture - "Procurement Management - Changing Scenario"(Area OMDS)Result declaration Term - 6Panel Discussion on: “Regional Disparities”(Area IBSE)Holiday (Holi)Placement Training Activity (CCR) - 2nd Year 4.15 p.m. to 5.45 p.m.Last Teaching Day Of Term - 3Preparatory Leave for End-Term Examination End-Term Examination-Term 3

April-19

Summer Internship Project (SIP) (2018-20) Declaration of Result End-Term - 3 Annual Convocation Re-Appear Examinations

104105

106

107

0961

AREA WISE ACTIVITIES CALENDAR

Finance Area - Activities 2018-2020

S. No. Event Date

1 BANKING , FINANCE & ACCOUNTING TERMINOLOGY

4th July, 2018

2 MIS USING EXCEL--IMPLEMENTATION 29th August, 2018

3 VIRTUAL GAMES 5th December, 2018

4 READING A BALANCE SHEET --MANUFACTURING

IT Area - Activities 2018 -2020

S. No. Event Date

1 31st October, 2018

2

IT Quiz

16th January, 2019

3

Online Gaming (Strategic Games)

6th March, 2019

(OMDS) Area - Activities 2018-2020

S. No. Event Date

1 Student Debate on " Sustainable Supply Chain Solutions"

10th October, 2018

2 Quiz Competition on OM 17th October, 2018

3 Quiz Competition on OM 9th January, 2019

4 Guest Lecture - "Procurement Management - Changing Scenario"(Area OMDS)

14th March, 2019


Workshop on ERP Software

10th January, 2019


62

IBSE Area - Activities 2018-2020

S. No. Event Date

1 Workshop on: “Voice Modulation”(Area IBSE) 18th July, 2018

2 Quiz on: “Business, Economic Enviornment”

3 Extempore Speech on: “Internal and External Instability”

23rd January, 2019

4 Panel Discussion on: “Regional sparities”

Human Resource (HR/OB) Area - Activities 2018-2020

S. No. Event Date

1 HR Quiz 16th July, 2018

2 Panel Discussion 6th February, 2019

3 Workshop on Simulations 21st November, 2018

Marketing Area - Activities 2018-2020

S. No. Event Date

1

2

Ad Mad Show 1st August, 2018

3

Mark Quest 2018

Social Marketing Activity 24th October, 2018

Communication Area - Activities 2018-2020

S. No. Event Date

1 Formation of Business Communication Club “ Samvaad” and Ethnic Day Celebration

22nd August, 2018

2 Expressions ... An audio - visual presentation competition

5th September, 2018

3 Workshop on Theater Technique to Enhance Communication Skills

12th December, 2018

4 Workshon on Leadership Communication

2nd January, 2019

4 Mini Market 28th November, 2018

12th September, 2018

8th August, 2018

13th February, 2019

PGDM GENERAL COURSE SNAPSHOT


64

ASIA-PACIFIC INSTITUTE OF MANAGEMENT

PROGRAMME STRUCTURE :PGDM-GEN (2018-2020)

PGDM GENERAL (GEN) Programme

First Year Second Year

Term Number of Core

Courses

Term Number of Core

Courses

Number of ElectiveCourses

Total

Major 1 Major 2

1 7 4 3 2 2 7

2 8 5 2 3 2 7

3 8 6 0 1 2 3

Total Courses (Year-1)

23 Sub Total 5 6 6

Total Courses(Year-2)

17

Total Number of

Courses

40 + DISSERTATION & SIP*

0965

PCCS (2018-19) PGDM-GENERAL

PROGRAMME CORE COURSES SNAPSHOT (2018-20)

PGDM- GENTerm 1

S. No. PGDM GEN Sub Code Credit

1 Business Communication BC 1

2 Organizational Behaviour OB 1

3 Business Statistics BS 1

4 Marketing Management -I MM-I 1

5 Financial Accounting for Managers FAM 1

6 Managerial E conomics ME 1

7 IT f or M anagers ITM 1

8 Foreign L anguage 1 F L 1 N C

Term 2


1 Decision Science for Managers DS 1

2 Managerial Communication MC 1

3 Organizational Design and Development

ODD 1

4 Marketing Management –II MM-II 1

5 Management Accounting MA 1

6 Financial Management – I FM-I3 1

7 Management Information System MIS 1

8 Macro Economics MAE 1

9 Foreign Language 2 FL 2 NC



66

Term 3


1 Operations Management OM 1

2 Global Business Environment GBE 1

3 Human Resource Management HRM 1

4 Research Methodology RM 1

5 Financial Management -II FM-II 1

6 Indian Financial System & Financial Markets IFFM 1

7 Consumer B ehaviour CB3 1

8 E-Business EB 1

Term 5


1

Entrepreneurship Management and Innovation

LAB 1

2 Indian Ethos & Corporate Governance IECG 1

3 Strategic Management Major 1 1

4 ELECTIVE- 1B Major 1 1

5 ELECTIVE- 1C Major 1 1

6 ELECTIVE- 2A Major 2 1


Term 4


1

Legal Aspects of Busienss

EMI 1

2 Personal Growth Lab PGL 1

3 Strategic Management SM 1

4 Elective 1A Major 1 1




Term 6





PGDM BATCH 2017 - 2019

PGDM MARKETINGCOURSE SNAPSHOT


68


PROGRAMME STRUCTURE :PGDM-MKT (2018-2020)

PGDM Marketing (MKT) Programme


Term Number of Core

Courses

Term Number of Core

Courses


Total

Major (MKT)

Minor

1 7 4 4 2 1 7

2 8 5 3 3 1 7

3 8 6 0 1 2 3


23 Sub Total 7 6 4


17

Total Number of

Courses

40+ DISSERTATION & SIP*

0969


PGDM- MKTTerm 1

S. No. PGDM MKT Sub Code Credit








8 Foreign L anguage 1 F L 1 NC

Term 2





ODD 1



6 Financial M anagement –I FM-I 1

7 Management I nformation System MIS 1

8 Macro E conomics MAE 1




70

Term 3




3 E-Business EB 1





8 Consumer Behaviour CB 1

Term 5


1


LAB 1


3 Digital Marketing DM 1

4 ELECTIVE- 1A MKT Major 1

5 ELECTIVE- 1B MKT Major 1

6 ELECTIVE- 1C MKT M ajor 1


Term 4


1


EMI 1



4 Sales & Distribution Management SDM 1


6 ELECTIVE- 1B MKT M ajor 1

7 ELECTIVE- 2A Minor 1

Term 6






PGDM INTERNATIONALBUSINESS

COURSE SNAPSHOT


72


PROGRAMME STRUCTURE :PGDM-IB (2018-2019)

PGDM International Business (IB) Programme


Term Number of Core

Courses

Term Number of Core

Courses


Total

Major (IB)

Minor

1 7 4 6 2 1 8

2 8 5 3 3 1 7

3 7 6 0 1 2 3


22 Sub Total 8 6 4


19

Total Number of

Courses


0973


PGDM- IBTerm 1

S. No. PGDM IB Sub Code Credit









Term 2





ODD 1




7 Management I nformation S ystem MIS 1


9 Foreign Language 2 FL 2 N C


PGDM BATCH 2018-2020


74

Term 3




3 E-Business EB 1

4 Global Human Resource Management GHRM 1




Term 5


1


LAB 1


3 International Business Strategy IBS 1

4 ELECTIVE- 1A IB Major 1

5 ELECTIVE- 1B IB Major 1

6 ELECTIVE- 1C IB Major 1


Term 4


1


EMI 1



4 International Marketing IM 1

5 Export Import Documentation Procedures (ELECTIVE- 1A)

EIDP(IB Major) 1

6 *ELECTIVE- 1B Financing of International Trade IB Major 1


Term 6


1 ELECTIVE- 1A IB Major 1


3 ELECTIVE- 2B Minor 1

* Core for IB and Elective for Finance


PGDM BANKING &FINANCIAL SERVICESCOURSE SNAPSHOT


76


PROGRAMME STRUCTURE :PGDM-BFS (2018-2019)

PGDM Banking & Financial Services (BFS) Programme


Term Number of Core

Courses

Term Number of Core

Courses


Total

Major (BFS)

Minor

1 7 4 4 2 1 7

2 8 5 3 3 1 7

3 8 6 0 1 2 3


23 Sub Total 7 6 4


17

Total Number of

Courses


* SIP: Summer Internship Project (Term 4) DISSERTATION (Term 6)

0977


PGDM- BFSTerm 1

S. No. PGDM BFS Sub Code Credit









Term 2





ODD 1




7 Management I nformation S ystem MIS 1




PGDM BATCH 2018-2020


78

Term 3




3 E-Business EB 1





8 Banking Law & Practises BLP 1

Term 5


1


LAB 1


3 Risk Management in Banks RMB 1

4 ELECTIVE- 1A BFS Major 1

5 ELECTIVE- 1B BFS Major 1

6 ELECTIVE- 1C BFS Major 1


Term 4


1 EMI 1



4 Credit Management CM 1

5 *Strategic Financial Management (ELECTIVE- 1A) STFM (BFS) Major

1

6 ELECTIVE- 1B BFS Major 1


Term 6


1 ELECTIVE- 1A BFS Major 1


3 ELECTIVE- 2B Minor 1

* Core for BFS and Elective for others PGDM Programme



DETAILED COURSE


80

PGDM-GEN/MKT/BFS/IBAREA-WISE & TERM WISE

COURSES OFFERED FIRST YEAR PGDM BATCH (2018-20)

Area Subject Subject Code Term

Economics Managerial Economics ME 1

(ECO) Macro Economics MAE 2

Marketing (MKT) Marketing Management -I MM-I 1

Marketing Management -II MM-II 2

Consumer Behaviour CB 3

Operations Management Business Statistics BS 1

and Decision Sciences Decision Science for Managers DS 2

(OMDS) Operations Management OM 3

Research Methodology RM 3

Finance (FIN) Financial Accounting for Managers FAM 1

Management Accounting MA 2

Banking Laws & Practices BLP 3

Financial Management-I FM-I 2

Financial Management-II FM-II 3

Indian Financial System & Financial Markets IFFM 3

Human Resources (HR) Organizational Behaviour OB 1

Organizational Design and Development ODD 2

Human Resource Management HRM 3

Global Human Resource Management GHRM 3

Information Information Technology for Managers ITM 1

Technology(IT) Management Information Systems MIS 2

E-Business EB 3

International Managerial Economics ME 1

Business (IB) Global Business Environment GBE 3

Strategy(STRAT) Export Import Documentation Procedures EIDP 3

Communication (COMM)

Business Communication BC 1

Managerial Communication MC 2

Foreign Language 1 FL 1 1

Foreign Language 2 FL 2 1

0981

PROGRAMME STRUCTURECORE PAPERS

PGDM BATCH (2017-19)

PGDM-GEN/MKT/BFS/IBSECOND YEAR


S.No Programme Course Name Sub Code Area Credit/Area

1 PGDM- GEN/MKT/BFS/IB Legal Aspects of Business LAB STRAT 1

2 PGDM- GEN/MKT/BFS/IB Personal Growth Lab PGL HR 1

3 PGDM- GEN/MKT/BFS/IB Strategic Management SM STRAT 1

4 PGDM- GEN/MKT/BFS/IB Innovation and IAE STRAT 1Entrepreneurship

5 PGDM- GEN/MKT/BFS/IB IECG STRAT 1Indian Ethos & Corporate Governance

6 PGDM- GEN/MKT/BFS/IB Final Project DISS Major/ 2(Dissertation) Minor

7 PGDM- MKT Digital Marketing DM MKT 1

8 PGDM- MKT Sale & Distribution SDM MKT 1Management

9 PGDM- BFS RMB FIN 1Risk Management in Banks

10 PGDM- BFS Credit Management CM FIN 1

11 PGDM- BFS Strategic Financial STFM FIN 1Management

12 PGDM- IB International Marketing IM MKT 1

13 PGDM- IB Export Import Documentation procetures

EIDP IB 1

14 PGDM- IB IBS STRAT 1 International Business Strategy

15 PGDM- IB IBS STRAT 1 Financing of International Trade

Term

5

4

4

4

5

5

4

4

4

4

4

4

5

4

5

5


82

SPECIALIZATION ELECTIVES

Operations Management and Decision Sciences (OMDS) Term

Operation Research 4

Global Logistics & Supply Chain Management 4

Maintenance Management 4

Project Management 4

Total Quality Management 5

Service Operations Management 5

Warehousing and Material Management 5

Supply Chain Analytics 5

Operations Strategy 6

Lean Six Sigma 6

MARKETING (MKT) Term

Sales & Distribution Management* 4

Product and Brand management 4

Rural and Bottom of Pyramid (BOP) marketing 4

Marketing Analytics 4

International Marketing 4

Integrated Marketing Communications 5

Marketing of Services 5

Digital Marketing* 5

Events & Media Marketing 5

Customer Relationship Management 6

Retail Marketing and E-Tailing 6

*Core paper for PGDM – Marketing & Marketing Specialization

0983

Finance (FIN) Term

Security Analysis 4

Investment Banking 4

Strategic Financial Management* 4

Financial Risk Management 5

Financial Modeling 5

Project Appraisal & Finance 5

Forex Management in Banks** 6

International Finance 6

Portfolio Management 6

Taxation 6

Human Resource (HR) Term

Recruitment and Selection 4

Performance Management 4

Compensation Management 4

Strategic Human Resource Management 5

Learning and Development 5

Employee Relations 5

Psychometrics for Managers 6

Employment Laws 6

Global Human Resource Management* 6

HR Analytics 6

Organizational Transformation 6

* Highly Recommended Elective course for PGDM- GEN (HR& IB)& for PGDM- IB (HR minor).

SPECIALIZATION ELECTIVES

* Core paper for PGDM – BFS & Finance Specialization

** Core paper for PGDM BF


Financing of International Trade 4


84

International Business (IB) Term

International Marketing 4

Applied Behavioural Economics for Managers 4

Economics of Healthcare Industry 4

Trade Data Analytics 4

Global Logistics and Supply Chain Management 4

International Business Strategy 5

Global Sourcing and Business Development 5

International Economics & Competitive Strategy 6

International Economics & Finance 5

Global Economy and Emerging Industries 6

International Business Law 6

Global Human Resource Management* 6

Information Technology (IT) Term

Enterprise Resource Planning 4

Software Engineering 4

Knowledge Management Systems 5

Decision Support and Expert Systems 5

Software Project Management 5

IT Governance 6

Information Systems Strategy 6

International Economics & Trade Policy 5

0985

PGDMCOURSES OF STUDY

FIRST YEAR : TERM-1 (2018-20)

S.No Programme Course Name Sub Code Area Credit Page/Area No.

1 PGDM Business BC COMM 1 85Communication

2 PGDM Organizational OB HR 1 87Behaviour

3 PGDM Business Statistics BS OMDS 1 89

4 PGDM Marketing MM-I MKT 1 91Management -I

5 PGDM Financial FAM FIN 1 92Accounting for Managers

6 PGDM Managerial ME ECO 1 94Economics

7 PGDM IT for Managers ITM IT 1 96

8 PGDM Foreign Language FL 1 Comm NC

Subject Business Communication Sub Code BC Type Core

Area Code COMM Programme PGDM Term-1

1. Objective

The overall aim of this course it to equip the students with the necessarytechniques and skills of communication to deliver effective verbal andwritten communication in varied business situations. Hence, it has beendesigned in a manner which will give the students a comprehensiveview of communication, its scope and importance in business, and the



86

role of communication in establishing a favorable outside the firm environment, as well as an effective internal communications program. This course also develops an awareness of the importance of succinct written expression to modern business communication.

2. Prerequisites

• The students should have the basic knowledge of English.

• They should be familiar with the concept of communication.

3. Lesson Outcomes

• On completion of this course the student will be able to:

• Understand the dynamics of human communication and its intricacies.

• Gain proficiency in the art of public speaking

• Write messages, letters memos and carry out business correspondence

• Know how to make individual and group presentations and use the visual aidseffectively.

4. Course Outline

4.1 Nature and Scope of Communication

• Role and function of communication,

• Intra and interpersonal communication

• Communication Networks:- Downward , Upward , Horizontal and Diagonal,Grapevine, Consensus

• Communication Barriers

14.2 Non- verbal Communication

• Significance of non verbal communication

• Forms of non verbal communication

• Types of non verbal communication

• Interpreting Non verbal messages

4.3 Listening Skills

• Introduction and role of listening skills

• Different types of Listening skills

• Barriers to effective listening

• Strategies for effective listening

4.4 Presentation Skills and Public Speaking

• Importance of effective public speaking

• Types of presentation

• Designing and delivering the presentation

4.5 Basic Written Communication

• Importance of written business communication,

• Kinds of business letter: sales letter, enquiry letters, order letter and complaint letters,Memos, notice, circular

• Electronic communication: email, fax etc

4.6 Business Report writing

0987

• Planning and drafting

• Developing an effective writing style

• Documenting the sources

• Refining the draft

5. Suggested Readings

5.1 Text Book

• “Business Communication”, Meenakshi Raman andPrakash Singh, 2006; , Oxford University Press

5.2 References

• Effective Business Communication, Asha Kaul, PrenticeHall of India (2007)

• Developing communication Skills, Krishna Mohan andMeera Benerji Macmillan Publishers India Ltd.(2011)New Delhi

• The Functional Aspects of Communication Skills, Dr. PPrasad SK Kataria and Sons Delhi (2011)

• Business Communication, Mallika Nawal, CengageLearning Delhi (2012)

Subject Organisational Behaviour Sub Code OB Type Core

Area Code HR Programme PGDM Term-1

1. Objective

Understanding the dynamics of the human behavior inorganizational settings. Develop student's insight intogroup/team formation, leadership and their dynamics foreffective management. Analyze and predict work behavior tomeet the organizational goals.

2. Prerequisites

The students of this course are expected to enhance their skillsin understanding and appreciating individuals, interpersonal,and group process for increased effectiveness at work.

3. Lesson Outcomes

On completion of this course the student will be able to developand think critically about how an organization operates to affectindividual behavior and organizational performance.

4. Course Outline

4.1 OB: An overview

Basic Concepts of OB, Disciplines Contributing to the eld of OB, Challenges and Opportunities of Organizational Behavior.

PGDM, First Year, Term-1



88

4.2 Individual Behavior at work

Ability, Biographical characteristics and their impact

4.3 Personality

Determinants of personality, major personality traits, Big Five model, Job t theory, measuring personality

4.4 Perceptual Process and Attribution

Factors inuencing perception, perceptual errors

4.5 Values and attitudes

Values and Attitudes, cognitive-dissonance theory. Job-satisfaction -Determinants, Job satisfaction and commitment,

4.6 Motivation

Content and process theories of motivation and their application, Motivation and performance

4.7 Learning

Foundations of human behavior, principles of learning, classical and instrumental conditioning, observational learning, social learning theory.

4.8 Introduction of the concept of Emotional Intelligence

EQ conceptual framework, ecneunIof EQ on Managerial Performance

4.9 Leadership

Understanding leadership and its impact on organizational performance, role of managers and leaders and their differences, leadership styles, leadership theories: Trait, Behaviour, Contingency, Contemporary issues in leadership.

4.10 Group Dynamics and Team work

Foundations of Group Behavior, Group formation, group dynamics, Understanding Work Teams, Teams v/s Groups ; Types of Teams, Contemporary issues in managing teams.


5.1 Text Book

• Organizational Behavior- concepts controversies and applications, Robbins S.P,T.A.Judge, Vohra N, 14 th Edition, Prentice Hall of India.

5.2 References

• "Organizational Behavior-managing people and organizations", Moorhead G.and Grifn R. W: 6th edition 2011: Pearson Education.

• "Organizational Behavior-Human behavior at work", Newstorm J.W. and Davis K.9th edition,1995, Tata McGraw Hill.

• "Introduction to Psychology", Morgan, King and Weisz; Tata McGraw Hill.

• "Organizational Behavior" Luthans F; 8th edition, Tata McGraw Hill.

5.3 Journals/Magazines

• California Management Review

• Indian Journal of Industrial Relations, Vikalpa

• Harvard Business Review

• Business Today

0989

• Business India

• Human Capital

Subject Sub Code BS Type CoreBusiness Statistics

Area Code OMDS Programme PGDM Term-1

1. Objective

The course will provide an exposure to Statistics Techniques thatwill enable the student, as a manager, to use Statistics creativelyand productively in the decision making process. The focus is tofamiliarize students with various basic statistical / quantitativeconcepts and techniques for data analysis for managerial decisionmaking with proper time management

2. Prerequisites

The students of this course are expected to have basic knowledgeof and aptitude for basic statistics / quantitative techniques.

3. Lesson Outcome

On completion of this course the student will be able to:

• Develop understanding about the data representation andstatistical analysis from a variety of perspectives.

• Develop an appreciation for and understanding of the tools inquantitative techniques and familiarity with techniques touse them effectively.

This understanding will help the students to appreciate and apply these concepts in the organizations they would be working in their near future, to make it more competitive.

4. Course Outline

4.1 An Introduction to Statistics

Meaning, denitions, basic concepts, frame work, Characteristics & importance and trend of quantitative techniques in Business Management. Different divisions of quantitative techniques and illustrations of contents in each division.

4.2 Collection, Classication and Analysis of Data

Methods for describing sets of data: qualitative /quantitative data and graphical representation of data. Descriptive analysis, Grouping and displaying data, Pie diagram, Bar - Diagrams (simple and multiple), Histograms, Tabulation, Cross- tabulation & Transformation of data and its importance in Business Research.

4.3 Measures of central tendency

Basic Averages: General theory, Qualities of good measure of central tendency. General averages: Arithmetic Mean, Geometric mean, Harmonic mean, Median and Mode, Merits




90

and Demerits of each averages, Combined Mean and Weighted Mean.

4.4 Measures of Dispersion including Sigma

Measures of Dispersion: General theory, Qualities of good measure of Dispersion, importance in Managerial Decision making. Range, Quartile Deviation, Mean Deviation and Standard Deviation. Relative measures of each measure of Dispersion with special reference to Coefcient of Variation and Case Studies in decision making.

4.5 Measure of Skewness and Kurtosis.

Measure of Skewness : general theory and measurement of Skewness using Karl Pearson's method and Bowley's coefcient of Skewness, Kurtosis & its measurement and differentiation of Skewness and Dispersion.

4.6 Correlation and Regression Analysis.

Concepts and importance, Correlation Analysis as an essential tool of Marketing Research, Scatter diagram, Karl Pearson Correlation Coefcient & Spear man Rank Correlation Coefcient, partial and multiple correlation, line of regression, regression curves, regression coefcients, properties of regression coefcients.

4.7 Time Series Analysis.

Introduction to Time Series, Components of time series, Secular Trend, Cyclical Variations, Seasonal Variations, Irregular variations, Method of Lest Squares and Fitting of Straight Line Trend to a given data, Estimation of Trend Values and Semi-Average Method.

4.8 Index Numbers.

Dening an Index number, Unweighted aggregates index, Weighted aggregates index- Laspeyres', Paasche's, Bowley - Dorbish, Fisher's and Kelly's index numbers, Quantity index numbers, Volume index numbers, Tests of index numbers- Time Reversal and Factor Reversal Tests , Fixed base and Chain base index numbers.


5.1 Text Book

• Statistics for Business & Economics , 12th Edition, David Anderson, DennisSweeney, Thomas Williams, Jeffrey Camm , James J. Cochran. 2015, Cengage

• Statistics for Management, Levin, Richard I. and Rubin David S. (2007) , 7thEdition, PHI

5.2 References

• Statistics for management by T N Srivastava & Shailaja, Tata Mc-Graw-HillPublishing Company Limited, New Delhi.

• Business Statistics by S P Gupta & M P Gupta (17th edition, Sultan Chand & Sons,New Delhi.

• Beri G.C (2005), "Business Statistics", 2nd edition, Tata McGraw-Hill PublishingCompany Limited, New Delhi.

• Statistics for Business and Economics by R.P. Hooda, Macmillan India Ltd., NewDelhi.

5.3 Journals

• Decision Sciences

• Advances and Applications in Statistics

• Calcutta Statistical Association Bulletin

0991

• Bulletin of Labour Statistics

• Statistical Modelling

• Journal of Business and Economic Statistics

• Statistical Science

Subject Sub Code MM-1 Type CoreMarketing Management-1

Area Code MKT Programme PGDM Term-1

Website

• www.chance.amstat.org• www.statistics.com• www.statsoft.com• www.spss.com

Objective



This is a beginner’s course in Marketing and shall cover the basics of the

subject. Participants are expected to follow up on this course depending on

their areas of interest in the electives offered at a later stage. The course helps

in developing an understanding of the challenges of marketing management in

manufacturing and service industries: analyzing marketing environments;

evaluating strategic alternatives and designing and implementing marketing

programmes involving decisions about products/services, pricing, distribution

and promotion. The course serves to familiarize participants with basic

marketing concepts, environment, strategies and methodology. In addition

there will discussion on some of the contemporary issues in marketing

Prerequisites

This is a beginner's course in marketing hence no prerequisites required.

Lesson outcome

On completion of this course the students will be able to:• As a beginner develop an appreciation for the field of Marketing.• To Be able to apply Marketing concepts to the successful running of anenterprise.• Conceptual understanding and application of buyer behaviour in bothB2B and B2C contexts.• To be able to make a Marketing Plan.• Sensitization towards social and enviormental issues.

Course Outline

4.1 Understanding Marketing,Understanding significance, key terms and concepts in Marketing. A brief description of Marketing-mix; Concept of 4Ps, 4As, 7Ps. Theodore Levitt’s classic “Marketing Myopia”.

1.

2.

3.

4.


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5.1 Text Book: Marketing Management (13th ed.)- A South Asian Perspective, Kotler ,

Keller , Koshy and Jha: Pearson Education.

5.2 References

• Fundamental of Marketing: Stanton, Etzel, Walker; McGraw Hill. Principles ofMarketing; Kotler and Armstrong;

• Prentice Hall.

• Marketing Management; Planning, Implementation and Control (3rd ed) by V SRamaswamy and S Namakumari, McMillan.

• Marketing Management, Saxena, Ranjan Tata McGraw Hill, New Delhi.

Subject Manager Sub Code FAM Type CoreFinancial Accounting for

Area Code FIN Programme PGDM Term-1

1. Objective

The course aims to familiarize students with basic aspects of nancial reporting anddisclosure, as found in published annual reports.

2. Prerequisites

None

3. Lesson Outcomes

On completion of this course the student should be:

• Able to understand the language of accounting.

• Able to analyse and interpret nancial statements for effective decision making.

4. Course Outline

4.1 Overview

4.2 Analyzing Marketing Environment - Understanding Macro and Micro factors affecting the business environment. Analyzing the major forces like Demographic, Economic, Socio-Cultural, Political-Legal environment and their implications for business.

4.3 Strategic Marketing Plan- Marketing Process, Strategic Marketing Planning, Portfolio Analysis – BCG Matrix, Ansoff’s Matrix, Porter’s Five Forces Model

4.4 Analysing Consumer Markets - Factors influencing consumer behavior, concepts of Attitude, Motivation, Perception and Learning; consumer decision-making process, Buying Roles, Levels of Involvement.

4.5 Understanding Business Markets - Difference between B2B and B2C, Factors influencing Business buying, buying centre, Buying Situations, Decision Making Process

4.6 Segmentation , Targeting and Positioning Strategies - Levels of Market Segmentation, Segmenting Consumer Markets, Bases for Segmenting Business Markets, Market Targeting, concept of positioning.

4.7 Contemporary Issues in Marketing- Green Marketing, Social Marketing.

0993

Accounting Concepts, Conventions and principles; Accounting Equation, International Accounting principles and standards; Matching of Indian Accounting Standards with International Accounting Standards.

4.2 Mechanics of Accounting

Double entry system of accounting, journalizing of transactions; preparation of nal accounts, prot and loss account, prot and loss appropriation account and balance sheet, policies related with depreciation.

4.3 Accounting for Depreciation, Accounting for Lease.

4.4 Accounting fo Holding Company

4.5 Computation of Ratios

Solvency ratios, Protability ratios, Activity ratios, Liquidity ratios, Market capitalization ratios; Common size statement; Comparative Balance sheet.

4.6 Funds Flow Statement

Concept of gross and net working capital, preparation of schedule of changes in working capital, Preparation of funds ow statement and its analysis;

4.7 Cash Flow Statement

Various cash and non-cash transactions, ow of cash, preparation of cash ow statement and analysis.

4.8 Understanding Financial Reports

Corporate balance sheet, Corporate prot and loss account, notes to accounts and signicant accounting policies, Auditors report, Directors report, Corporate governance report.

4.9 Overview of signicant Accounting Standards

INDAS1/AS1 Accounting


5.1 Text Book

• Accounting for Management, Text and Cases,Bhattacharya and Dearden, Vikas Publishing House

5.2 References

Ambrish Gupta-Financial Accounting for management.

5.3 Magazines/Newspaper/Reports/Journals

• Economic times

• Quarterly/half yearly/yearly Economics reports publishedin nancial dailies





94

1. Objective:This course provides an elementary overview of economic concepts and tools essentialfor business decision making within a firm in a global perspective. The emphasis will beon theoretical understanding, problem identification and data analyses that lead topractical solutions. Attention will be more on the key aspects of managerial economicsissues and its uses in the functional area of business. The teaching methodology will beto make the course more realistic oriented rather than just bookish style.

2. PrerequisitesThe students of this course are expected to have knowledge of principles of economicsand basic skills in mathematics.

3. Lesson OutcomeOn completion of this course students will be able to apply the concept and tools ofmanagerial economics in business decisions. Students are expected to understandspecifically the concept of elasticity, diminishing return, optimal allocation, idea ofsocial and private cost, market success & failures, customer segmentation, PremiumPricing, Product Life Cycle management, R&D on product/consumer behavior, publicgoods and private participation

4. Course Outline

4.1 Introduction to Managerial Economics

Introduction to managerial economic tools in business environment; Different concepts, application and goals of firms: Profits (accounting and economic), and opportunity cost.

4.2 Theory of Demand and Demand Forecasting

• Demand Analysis: Definition, Types, Movement & Shifts, Elasticity (Types andmeasurement, its application, etc.), Revenue (definition and differentconcepts)

• Demand Forecasting: Quantitative and qualitative methods of forecastingmeasures and its real life application in business world.

4.3 Consumer Behavior

Concept and types of Utility; Law of Diminishing Returns; Marginal and Equip-marginal Utility; Indifference Curve; Budget Line; MRS; Consumer Equilibrium; Price Effect; Income Effect; Substitution Effect.

4.4 Theory of Production

• Production function; Production function with one (law of variable proportionand RTS) and two variables (Isoquant curves), Iso-cost curves, Producerequilibrium

• 4.5 Theory of Supply and Cost Analysis

• Supply Analysis: noitineDefinition and law of Supply, Movement & Shifts,Elasticity of Supply

• Cost: Concept, Functions and Types of cost, Short and Long run cost, Social &Private Cost

Subject Sub Code ME Type CoreManagerial Economics

Area Code ECO Programme PGDM Term-1

0995

4.6 Theory of Firm

• Traditional Approach

• Managerial Approach

• Behavioral Approach

4.7 Market Structure

Nature and characteristics of different forms of market, Market segmentation, Conditions of firm’s equilibrium, in perfect competition, monopoly, monopolistic and oligopoly

4.8 Pricing Strategy

Game theoretic approach to Competitive Pricing, Mark-up Pricing, Transfer Pricing, Practical Pricing Methods; Multi product Pricing; Business Cycle and Pricing in different phases of business

4.9 Intellectual Property Rights and Firm level Decision-Overview, Product Selection Decision and Firm Location Decision 4.9 B Two Case Study


5.1 Text Book : 1. McGuigan, James R., R. Charles Moyer and Fredrick

H. deB. Harris, Managerial Economics: Applications, Strategy and

Tactics, 13th Ed. (Mason, OH, South-Western Cengage, 2013)

ISBN-13 978-1-285-42092-9.

5.2 References

1. Managerial Economics by H. Craig Petersen, W. Cris-Lewis &Sudhir K. Jain, Pearson Education. (referred as PLJ)2. Dean Joel: Managerial Economics, Prentice Hall of India Ltd., NewDelhi, 2010.3. Salvatore, Dominic: Managerial Economics, Oxford UniversityPress, 2012.4. Koutsyannis: Micro Economics, Macmillan, 20085. H.L.Ahuja, Managerial Economics, S.Chand and Co. New Delhi,20116. Thomas, Christopher R and Maurice, Charles. S., ManagerialEconomics: Concepts and Applications; 8th Ed, Tata-McGraw-HillPublication7.J. R. Gupta:Public Economics in India Theory and Practice, AtlanticPublishers & Dist

5.3 Journal



Global Business Review, ICFAI Journal of Managerial Economics

5.4 Magazines and Newspaper

The Economist, Business India, Business Today, The Economic Times, The Financial Times.


96

Subject Sub Code ITM Type CoreIT For Managers

Area Code IT Programme PGDM Term-1

1. Objective

The objective of this course is understanding the different aspects of InformationTechnology and their implementation in the businesses. The leanings of this course are tobe applied in the various business functions and decision making. Use of this course can beeasily visualized in the various departments and activities of the business. Hence the use ofthe course is to help business in achieving their targets efciently and effectively. Theobjective of the course is to develop an appreciation of different IT tools available in theindustry among the students and build up the IT applications in business, understand theemerging techniques in the domain of Electronic Business.

2. Prerequisites

The course is Core Paper, so basic knowledge of computers is sufcient. Even the beginnerscan gel with the course. The course works as a bridge to MIS course.

3. Lesson Outcomes

The student should be able to do the following:

• Understand the concepts of Information Technology.

• Apply the IT applications in a better way in their businesses.

• Understand the basics of Electronic Business and emerging technologies in business.

4. Course Outline

4.1 Data, Information, Information Technology, Information Systems, Need of IT,Emergence of IT in India.

Trends in IT, Future developments in Information technology. Case Study: Hindustan Unilever Overview of Computers: Denition, Characteristics, Architecture, Components- Input, Output Devices, Storage, CPU

4.2 Computer Parts and Software: Computer Hardware: Microcomputer/Main Frame/Mini Computers/Super Computers, Customer Self-service Kiosks, Pointing Devices, Pen Based Computing, Touch Screens, Stylus, Speech Recognition, Optical Scanning, Laser/ Inkjet Printers, Plotters, / LCD/LED Monitors.

Memory Devices: RAM/ ROM/ Cache Memory, Bits/ Bytes, Data Measurement, Secondary Storage: Optical Disc- CD/DVD/Blu-Ray, Hard Disk, Flash Drives.

4.3 Data Communication and Networking: Components for Networking and Communication Connecting the Businesses: LAN, WAN, MAN. Types of Internet Connection, Wireless Networks: Applications, Wireless Technologies. Mobile Communication, Mobile Network Infrastructure, GSM, CDMA, 2G, 3G, 4G and 5G Technology. Near Field Communication (NFC) and Satellite Communication

Intranet, Extranet, Internet, WWW, Search Engine, Email, Internet & World Wide Web. File Transfer Protocol (FTP), Simple Mail Transfer Protocol (SMTP), Hyper Text Transfer Protocol, World Wide Web Server Implementations

0997

Vulnerabilities

Patch Management

Updates

Threats to the Users: Identity Theft, ,gnilorP Spying Online Spying Tools: Cookies, Web Bugs, Spyware.

Threats to Hardware.

Threats to Data: Malware, Viruses, Hacking. Software Piracy- Cyber Terrorism.

Restricting access to the system, Firewall. Keeping the Computer System Clean- Cleanup, Defragmentation, Temporary Files etc.

Content Keeper secure internet gateway : Web Filtering, Application Controls, Mobile Device Filtering, Proactive Malware Security & Integrated Reporting

4.5 Cloud Computing:

Three layers of Cloud Computing: SAAS, IAAS, PAAS

Benefits and challenges for Cloud Computing Environments

4.6 Business Application of IT : Ms-Excel

Concepts of MS-Excel : Active Cell, cell referencing system, Worksheets and Workbooks, Creating/ Opening/ Saving / Closing a workbook, Selecting a cell/ worksheet/ a row/ column, Inserting rows / columns. Deleting and Modifying rows / columns, Modifying column widths/ row heights

Copying, Moving And Deleting:

Copying a cell or range contents / Deleting / Moving the contents of a cell or range within a workbook/ between worksheets / other workbooks, AutoFill, Sorting a cell range, Searching and replacing data

Manipulating Worksheets:

Switching between worksheets, Inserting/ Deleting/ Renaming a worksheet. Copying / Moving a worksheet within a workbook or between workbooks

Font Formatting:

Cell border formatting, background and font colour, Alignment Formatting, Cell orientation, Text wrapping, Format painter, Number formats, Date styles, Percentages, Freezing Row & Column Titles

Simple Formulas/ Functions:

Creating formulas, Copying formulas, Operators, Relative & Absolute cell referencing within formulas, Common functions, Sum / Average / Max / Min / Count / COUNTA /



4.4 IT Security


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COUNTBLANK function, PMT, Using IF Condition, Multiple If, Nested If Condition

4.6 Conditional Formatting, Sorting, Filters

Using Charts:

Inserting a column chart/ line chart/ bar chart/ pie chart other charts, Resizing / Deleting a chart, Chart title or labels / background colour, Changing the column, bar, line or pie slice colours in a chart

/Modifying the legend ll colour, Changing the chart type, Modifying charts using the Layout tab, Copying and moving charts within a worksheet / between worksheets/ workbooks. Changing the chart type, Modifying charts using the Layout tab, Copying and moving charts within a worksheet / between worksheets/ workbooks.


5.1 Text book

• Information Technology for Management, Ramesh Behl (Tata Mc Graw Hill)

5.2 References

• Sinha and Sinha - Computer Fundamentals- BPB Publications

• Norton Peter- Introduction to Computers- Tata Mc Graw Hill

• Sharma Dheeraj- Foundations of IT- Excel Books

• Manseld - The Compact Guide To MS Ofce

• Alexis Leon, Mathews Leon - Database Management System

• Date, C. J: "Introduction. To Data Base Systems", Addison Wesley

5.3 Journal/Magazine/Report

• PC World

• PC Quest International Journal of Computing

0999

Subject Decision Science Sub Code DSM Type CoreManagers


1. Objective

The course will provide an exposure to Decision Science / ManagementScience / Quantitative Techniques that will enable the student, as amanager, to use Statistics creatively and productively in the decisionmaking process. The focus is to familiarize students with various


FIRST YEAR : TERM-2 (Batch 2018-20)


1 PGDM Decision Science DSM OMDS 1 99for Managers

2 PGDM Managerial MC COMM 1 102Communication

3 PGDM Organizational ODD HR 1 103Design and Development

4 PGDM Marketing MM-II MKT 1 105Management-II

5 PGDM Management MA FIN 1 107Accounting

6 PGDM Financial FM-I FIN 1 108Management -I

7 PGDM Management MIS IT 1 110Information System

8 PGDM Macro Economics MAE IBSE 1 113

9 PGDM Foreign Language 2 FL 2 Comm NC -



100

advanced quantitative concepts and techniques for data analysis for managerial decision making with proper time management

2. Prerequisites

The students of this course are expected to have good knowledge of quantitativetechniques in general and an aptitude to collect and handle quantitative data.

3. Lesson Outcome

On completion of this course the student will be able to :

• Develop understanding about the data representation and analysis of quantitativetechniques from a variety of perspectives.

• Develop an appreciation for and understanding of the tools in quantitativetechniques and familiarity with techniques to use them effectively in their managerialdecision making.

This will help the students to understand the business operations which give them new insights and capacity to determine better solutions for several decision making problems with great speed, competence and condence.

4. Course Outline

4.1 A prelude to probability

Basic concepts, denitions, four school of thoughts of probability, Theorems in probability : Addition Theorem, Multiplication Theorem and Bayesian Theorem , its applications, Probabilities under conditions of Statistical Independence, Dependence, Prior Estimates.

4.2 Probability Distribution

Introduction to Probability Distribution, Random Variables, Types of random variables, Basic denitions of Probability Density Function & Probability Distribution Function and its characteristics & functions, theory of Expected Value, Variance & Sigma and its Computation and Application in decision making.

4.3 Binomial distribution and Curve tting

Introduction to Binomial distribution, Bernoulli process, characteristics & functions of Binomial Distribution, Computation of expected frequencies and curve tting problems, Computation of Mean value, Variance & Standard Deviation, Moment measure of Skewness & Kurtosis and application in decision making

4.4 Poisson Distribution

Introduction to Poisson distribution, Relationship between Binomial distribution and Poisson distribution, Characteristics & Properties of Poisson Distribution, Computation of Expected frequencies and Curve Fitting problems, Computation of Variance, Standard Deviation, Moment measure of Skewness & Kurtosis, Applications of Poisson distribution.

4.5 Normal Distribution and Curve tting

Introduction to Normal distribution, Relationship between Binomial distribution, Poisson distribution and Normal distribution, Characteristics, Functions and Standard values of Normal Distribution, Standard Normal distribution, How to use the Standard Normal Probability Distribution Table, Computation of Expected Frequencies and Curve Fitting Problems ( Case Studies in Indian context).

4.6 Sampling and Sampling distributions:

Sampling fundamentals - need for sampling, some fundamental denitions and terminology, census and sample survey, brief overview of probability or random

09101

sampling and non-probability or non- random sampling, introduction to sampling distributions, some important sampling distributions like sampling distribution of mean, sampling distribution of proportion.

4.7 Testing of Hypothesis:

What is Hypothesis, Procedure for Hypothesis testing, Null and Alternate Hypothesis and Type I and Type II , Error, p-value, level of signicance, condence level. Hypothesis Testing of means, Z-test, hypothesis testing of proportions, hypothesis testing for difference between proportions, T-test, hypothesis testing of difference between means, hypothesis testing of comparing two related samples, Chi-square as a test for comparing variance, test of independence of attributes.


5.1 Text Books

• Introduction to Management Science

• A Modelling and Case Studies Approach withSpreadsheets by Frederick S. Hillier, Mark S. Hillier, 5thEdition, McGraw Hill

5.2 References:

• Quantitative Techniques by C.R. Kothari published byVikas Publishing House Pvt. Ltd., New Delhi.

• Quantitative Techniques For Managerial Decisions ByU.K. Srivastava, G.V. Shenoy & S.C. Sharma Published ByNew Age International (P) Ltd., New Delhi.

• Quantitative Methods For Decision Makers By MikWishniewski, Macmillan India Ltd, New Delhi.

• Trends and Research in the Decision Sciences: Best Papersfrom the 2014 Annual Conference, FT Press Analytics byDecision Sciences Institute & Merrill Warkentin. 2015

5.3 Journals

• Sankhya, the Indian Journal of Statistics

• Advances and Applications in Statistics

• Calcutta Statistical Association Bulletin

• Bulletin of Labour Statistics

• Statistical ModellingWebsite

• www.isical.ac.in• www.statsoft.com• www.spss.com• www.cob.ilstu.edu• www.statistics.com




102

1. Objective

This course accelerates the process of improving oral communication-skills, includingthose of presentation and meeting of the students, with the help of workshops andhands-on exercises. This also aims at improving their communication in interviews,handling crisis and corporate communication. The student should have knowledge ofverbal and written communication. They should know how to write letters, applications,and should have basic understanding of how job interview is carried out.

2. Prerequisites

• The students should have the basic knowledge of English.

• They should be familiar with the concept of communication.

3. Lesson Outcomes


• Gain prociency in cross- cultural communication.

• Appreciate the importance of intercultural communication.

• Improve upon their report writing and group presentation.

• Learn to make effective and correct CVs and handle interviews.

4. Course Outline

4.1 Communications for employment

• Writing CVs - role of CV in selection process, preparation of CV, defending andvalidating CV

• Group discussions - skills for GD, approach to various GD topics,

• Interview skills- skills for PI, handling personal, panel telephonic and video- conferencing

• Mock Interview sessions

4.2 Group Communication

• Oral communication in teams

• Purpose of meetings - common complaints about meetings - planning meetings- Agenda

• Participants - timing - venue of meetings - leading meetings - Minutes of themeetings.

• The press release, press conference

4.3 Corporate communication

• Corporate communication Strategy

• Making Persuasive Presentations: Presentation Drills-Practice Session

4.4 Business Proposals:

• Purpose of proposal, Kinds of Proposals and parts of Proposals

4.5 Cross cultural dimensions of Business Communication

Subject Sub Code MC Type CoreManagerial Communication

Area Code COMM Programme PGDM Term-2

• Culture and communication: social framework,relationships, time, power structure.

• Non verbal language in cross cultural communication

09103

• The role of language in cross cultural businesscommunication

• Organizing messages to other culture


5.1 Text Book

• Business Communication Today'; 2006, Bovee, Thill andSchazman , Pearson Education; LPE; Delhi

5.2 Reference

• Business Communication for Managers: An AdvancedApproach'; 2007; Penrose, Rasbery and Myers; 5e;Thomson.

• Basic Business Communication: Skills for Empoweringthe Internet Generation with Student'; 2002; Lesiker,Raymond, Flatley; McGraw Hill.

• Business Communication: Concepts, Cases andApplications - P D Chaturvedi, Mukesh Chaturvedi -Pearson Education, 1/e, 2004.

• Lesikar's Basic Business Communication Tata McGraw-Hill Publishing Company Ltd. New Delhi 2001(EighthEdition).

• Intercultural communication in the Global Workplace(4th Edition) (2011)Linda Beamer & Iris Varner TataMcGraw- Hill ,New Delhi.

• Guide to Cross-cultural Communication (2nd Edition)(2013) Sana Reynolds & Deborah Valantine, PearsonPrentice Hall, New Delhi.

Subject Organization Design and Sub Code ODD Type CoreDevelopment


1. Objective

To familiarize students with the organizational design parameters.To understand organizational processes and organizationaleffectiveness. To gain insights into designing organizationsand implications for managerial behaviour.

2. Prerequisites

The students of this course are expected to understand thedynamics of individual and group behavior. Learn how humanbehavior at work affects all aspects of the organization.



4.6 Business Etiquettes

• General and culture - specific workplace behaviour

• General and culture - specific gender related etiquettes

• Online and offline workplace Etiquettes


104

3. Lesson OutcomeOn completion of this course the students will be able to realize the importance oforganizational behavior with focus to relevant theoretical and applied areas oforganizational structure, change and development.

4. Course Outline

4.1 Management

Business enviornment and organization, Management a science or art; an overview of planning, organizing, staffing, leading, budgeting and controlling, Contributions made by Taylor, Henry Fayol, Weber, Elton Mayo, Peter Drucker. Theory Z

4.2 Organization Structure


5.1 Text Book

• Organization Theory and Design, Daft, R.L. Thomson Publishing

5.2 References

• Organization Theory, Design and Change; Jones, G.R., Pearson Education

• Organizational Behavior; Mc Shane, S.L., Von Glinow, Sharma, R 3rd Edition, TataMc Graw Hill.

Determinants of organization Structure, Design Parameters – Formalization, Span of control, Centralization v/s Decentralization, Complexity; Causes of Structure – Strategy, Organization size, Technology, Environment, Power-control.

4.3 Organizational Types

Simple structure, Machine bureaucracy, Professional Bureaucracy, Adhocracy and Divisional Structure. Virtual Organization

4.4 Organizational Effectiveness

Introduction, Importance of Organizational Effectiveness, The Goal Attainment Approach, The Systems Approach, The Strategic- constituencies Approach, The Competing-Values Approach, Creating value in Organization

4.5 Organizational Power and Politics

Bases of power, Power tactics and Power in groups/organization; Delegation of power, Social influence

4.6 Organizational Conflict and Negotiation

Transitions in conflict, Conflict Process, Negotiation, Bargaining Strategies Role of a Negotiator

4.7 Organizational Culture and Climate

Meaning, Types of culture, uniform culture, implications of culture, Creating and sustaining culture; how employees learn culture; Matching people with culture. Organizational climate and Organizational citizenship behavior. Diversity in organizations.

4.8 Organizational Development

Introduction to Organizational development, process of development and types of interventions

4.9 Organizational Change

The concept of organization change, Significance of change, Resistance to change, Managing Change, Change models-Lewin’s Change Management Model, McKinsey 7-S Model, Kotter’s 8 Step Change Model

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• Organisation Theory Structure, Design and Applications;Robbins, S.P., 3rd Edition, Prentice-Hall of India.

5.3 Journals

• California Management Review ,

• Indian Journal of Industrial Relations,

• Vikalpa


Website (URL)

• www.afaqs.com• www.bnet.com• www.ama.org• www.knowthis.com

Subject Marketing Sub Code MM-II Type CoreManagement-II


1. ObjectiveMarketing management emphasizes the practical aspects ofmarketing concepts and management functions performed byprofessionals. Students wil l examine challenges,responsibilities, and risks managers face in today's workplace.This course aims at providing detailed concepts in Marketingrelated to 4Ps, NPD & Branding.

2. PrerequisitesThe students of this course are expected to have basicunderstanding of marketing management (MM-I)

3. Lesson Outcomes

On completion of this course the students will be able to:

• Further understand the fundamentals of marketing.

• Conceptual understanding and application of marketing mixand branding concepts to both products and services.

• Be provided with a foundation so that they may takeadvanced courses in services marketing, rural marketing, oB2B Marketing, IMC, international marketing, consumerbehavior, and sales management.

4. Course Outline

4.1 Recap of Marketing Mix-Product Strategy

Product levels and classification, Product Differentiation, Product

and Brand Relationship - Line Decisions, PLC and Strategies at

each stage of PLC




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4.2 Designing and Managing Services

• Service Mixed categories, Characteristics of services, 7Ps classification, Demand - supply match, Service quality and Gap Model

4.6 Branding

• Scope of branding, Brand Positioning, Brand equity models, Measuring and Managing Brand equity.

4.3 Pricing strategy

• Setting the pricing objectives, adapting pricing, determining Demand and estimating Costs, Pricing Methods, Promotional Pricing, Differentiated Pricing

4.5 Integrated Marketing Communications

• Designing Integrated Marketing Communications, Communication Mix, Characteristics, ATL and BTL, Communication platforms. Communication process, Hierarchy Response Models. Developing Effective Communications, Objectives, Message and Creative Strategy.

• Communication Channels, Budget and Measuring Effectiveness.

4.7 Contemporary Issues in Marketing

• Marketing of Financial Services, Digital marketing and Rural Marketing


5.1 Text Book

• Marketing Management (13th / 14th / 15th Ed.), A South Asian Perspective, Kotler, Keller , Koshy and Jha, Pearson Education

5.2 References

• Fundamental of Marketing: Stanton, Etzel, Walker; Mc Graw Hill.

4.4 Designing and Managing Marketing Channels

• Role of Marketing Channels, Channel Flows and Levels, Channel Objectives and Constraints, Channel Alternatives, Channel- Management Decisions, Managing Channel Conflicts.

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• Principles of Marketing; Kotler and Armstrong; PrenticeHall.

• Marketing Management: Planning, Implementation andControl (3rdEd.) by V S Ramaswamy and S Namakumari,McMillan.

• Marketing Management: Saxena, Ranjan, Tata McGrawHill, New Delhi.

Subject Management Sub Code MA Type CoreAccounting


1. Objective

To familiarise students with cost concepts and terminologies,which are used in managerial decision making in the corporateworld, Emphasis on decisionmaking and cost control.

2. Prerequisites

Thorough knowledge of nancial accounting terminologies,especially the Balance Sheet and Prot and Loss Account andoverall use of Corporate Annual Reports .

3. Lesson Outcomes

On completion of this course students will be able to :

• Understand and differentiate between Financial, Cost andManagement Accounting.

• Understand the nature and behaviour of Costs.

• Use Cost information for decision making.

• Understand, interpret and analyse budgeted costs andvariances..

• Understand the difference between Traditional and ActivityBased Costing.

4. Course Outline

4.1 Concept of cost

Usefulness of cost, different type of costs and costing systems, cost classication, inventory valuation and control, Material, Labour and Overhead costing and allocation of Overheads.

4.2 Cost -volume-prot analysis

Techniques, contribution margin analysis, break even analysis. scatter diagram and other techniques of cost classication, Margin of safety etc.

4.3 Budget and budgetary control

Forecasting, Various types of budgets, preparation of




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budgets, ZBB, Responsibility accounting

4.4 Standard costing and variance analysis

Establishment of cost standards, setting standards, setting a standard costing system, material variance, labour variance, VOH variance, FOH variance, Sales variance; limitations of Standard costing system

4.5 Relevant costing and decision-making

Concept of marginal costing, relevant costs, continue/shut down decisions, make or buy decision, to further process or sell, replacement of xed asset, accepting export/special order.

4.6 Transfer Pricing

4.7 Activity based costing system

Activity analysis in ABC system, comparison of OH allocation in traditional and ABC system.

4.8 Modern techniques and concepts in management accounting

target costing, kaizen costing, price-level changes accounting,


5.1 Textbook

• Cost Accounting Economics. A Managerial Emphasis By: Horngren, Datar, Foster,PHI

• The Strategy Focused Organization, By: Robert Kaplan (HBS Press)

5.2 References

• Blocher, Chen, Cokins, Sin "Cost Management- A Strategic Emphasis".International Edition,

• McGra Hill M.N Arora , "cost and Management Accounting".,Himalaya PublishingHouse.

5.3 Magazines, Newspaper, Reports and Journals

• Economic Times

• Business Standard

• IMA Journals


• Journal of Finance

• ICFAI Journal of Applied nance

• Chartered Accountant Analyst

• The Management Accountant

1. Objective

To familiarize students with basic principles of nancial management

2. Prerequisites

Good working knowledge of accounting paper

Subject Sub Code FM-I Type CoreFinancial Management-I


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3. Lesson Outcomes

On completion of this course, students should be thorough withbasic concepts of time value of money, sources of nance, cost ofcapital, investment decisions, nancial statement analysis andCapital Structure .

4. Course Outline

4.1 Introduction

Nature of Financial management, Scope of nance, Finance Managers' role and nancial goal: Prot maximization Vs Wealth maximization. Factors inuencing nancial decisions, Concept of Agency Conict.

4.2 Time Value of Money

Time Preference for money, computation of future value and present value of cash ow. Capital recovery, annuity (sinking fund), multi period compounding.

4.3 Financial Statement Analysis

4.4 Sources of Finance

Equity, Debt , Preference Shares, Venture Capital, Debt Securitization, Short Term Finance from Banks, Pre and Post shipment Finance, Corporate Deposits and Public Deposits, Commercial Paper, Seed Capital Assistance, ADR, GDR, Euro Issues etc.

4.5 Cost of capital

Concept and signicance, Computation of cost of equity (Dividend Valuation Model, CAPM), Cost of

Debt, Cost of Preference Shares and WACC.

4.6 Investment Decisions

Computation of Cash Flows. Relationship with Financing Decision, NPV, IRR, MIRR, ARR, PB method, Capital Rationing. Adjustments: ination and working capital.

4.7 Capital Structure

Traditional and MM approach. EBIT-EPS analysis.


5.1 Text Books

• Principles and Practice of Financial Management - I MPandey, Vikas Publishing.

5.2 References

• Financial Management by Prasanna Chandra ( McGrawHill).

• Van Horne: Fundamentals of Financial Management13th Edition (Pearson).



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• Fundamentals of Corporate Finance Standard Edition by Stephen A. Ross,Randolph W Wester eld, Bradford D Jordan.

• Brealey Meyer's Principles of Corporate Finance.

• Financial Management by M Y Khan, P K Jain (McGraw Hill).

5.3 Journal, Magazine, Report and Newspaper

• Financial Management (Published by Willey Black-well on behalf of the FinancialManagement Association International)

• Journal of International Financial Management and Accounting (Published by WilleyBlack-well in association with New York University's Stern School of Business,Salomon Center)

• Review of Financial Studies (Oxford University Press).

• Journal of Finance (American Finance Association). Review of Financial Studies(Published on behalf of The Society for Financial Studies).

• Journal of Applied Corporate Finance (Published by Willey Black-well) FinancialManagement by M Y Khan, P K Jain (McGraw Hill)

• Economic times, Capital Markets

Website

• www.bloomberg.com• www.investopaedia.com

Subject Sub Code MIS Type CoreManagement Information

System


1. Objective

This course is specially design for the business students who will soon become businessprofessionals in the fast-changing business world of today. The goal of this course is tohelp business students learn how to use and manage information technologies torevitalize business processes, improve business decision making, and gain competitiveadvantage. The need was felt to introduce the concepts of information technology anddevelop the basic concepts of information system. Technology is enabler for informationsystems to become effective in the organization. Within this context, this course providesa necessary blend of information technology and management concepts for theapplications in business environment. This course is heavily structured around case studymethod of learning for understanding the implementation of information systems invarious enterprise functions.

2. Prerequisites

Basic knowledge of personal computers and IT, completion of course on IT for Managers.

3. Lesson Outcomes

On completion of this course, the student will understand and learn the latest informationtechnology tools and the latest concepts of management information systems so as to beable to use technology to solve managerial decision making problems which couldotherwise be not solved with conventional methods. Moreover, student should be able to

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identify the IT driven strategies to create competitive advantage for the organization. Student should also apply systems development methods for implementation of enterprise wide information systems.

4. Course Outline

4.1 Introduction to Information Systems

Information Systems in Business, Information Technologies, IS Framework, Roles of IS in Business, Trends in Information Systems, Types of Information Systems, Operations Support Systems, Management Support Systems, Managerial Challenges of Information Technology. Components of Information System. IS Resources: People, Hardware, Software, Data and Network Resources.Recognition of Information System Failure, Reasons of IS Failure and Remedies for IS failure

4.2 Strategic IT

Competitive Strategy Concepts, Competitive Forces and Strategies. The Competitive Advantage of Information Technology, Strategic Uses of Information Technology. Innovation Strategy for Business, Innovation Models.

Case Study on Merger and Acquisition ( Challenges for IT Resources)

Building a Customer-Focused Business, Value Chain and Strategic IS, Strategic Use of IT, Re-engineering Business Processes,

Responsibility assignment matrix (RACI Model) for business process.

4.3 Business Process Modeling and reengineering

Business Process Improvement V/s Business Process Reengineering with ERP, Reengineering the Customer process using ERP Building a Knowledge-Creating Company (Knowledge Management Systems).

4.4 Handling the Corporate Data

Data Resource Management Types of Databases: Opera-tional, Distributed, External and Hypermedia Databases. Traditional File Processing. Database Manage-ment System Data Warehouses and Data Mining,

IT Services Contract Management:

RFI, RFP, Bid Process Management, SLA, Risk Analysis, Bid Proposal, Contract Arbitration Clause, Exit Clause

IT Audit

Audit, Governance and Compliance, Information Quality,



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Piracy, Distribution IT, Duplication

4.5 Enterprise Business Systems

Enterprise Business Systems, Cross-Functional Enterprise Applications, Enterprise, Application Architecture, Enterprise Application Integration, Transaction Processing Systems, the Transaction Processing Cycle, Enterprise Collaboration Systems.

Functional Business Systems, IT in Business, Marketing Systems: Interactive Marketing, Trend Marketing. Sales Force Automation, Manufacturing Systems, Computer-Integrated Manufacturing, Human Resource Systems, HRM and Intranets, Accounting Systems, Online Accounting Systems, Financial Management Systems.

4.6 Customer Relationship Management:

The Business Focus, Contact and Account Management. Implementing CRM Systems: Sales, Marketing and F ,tnemllluCustomer Service and Support, Retention and Loyalty Programs, Phases of CRM, steneBand Challenges of CRM, CRM Failures.

Enterprise Resource Planning

The Business Backbone, steneBand Challenges of ERP, The Costs of ERP, Causes of ERP Failures, Trends in ERP.

4.7 Decision Support Systems in Business

Information, Decisions, and Management; Information Quality, Decision Structure, Decision Support Trends, Decision Support Systems Components. Management Information Systems, Management Reporting Alternatives, Online Analytical Processing, Geographic information and Data Visualization Systems, Using Decision Support Systems, Market Basket Analysis, What-If Analysis.

Data-mining for Decision Support, Expert Systems, Components of Expert System, Applications, Benets and Limitations of Expert Systems.

Knowledge Management-Systems, KMS use in organization, Strategy for KMS, Creation of Knowledge Company.

4.8 Decision Making with MS-Excel: The Advanced Calculations

Working with Multidimensional Data :

Pivot Table Creation, Pivot Chart Creation Filtering and Modifying the Pivot Chart/ Table Layout and Customizing the Pivot Table and Pivot Chart.

Referring and Looking Up the Data:

VLOOKUP, HLOOKUP, Hands-on Exercise on LOOKUP.

Expert System Implementation with MS-Excel

What IF, Manual What If

Data Table

Scenario Manager, Scenario Summary Filtering and advanced features of Scenario Manager.

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5.1 Text Book

• Management Information Systems , Managing theDigital Firm , Tenth Edition, Kenneth C. Laudon and JaneP. Laudon

5.2 References

• James A O'Brien, Management Information Systems,10th Edition, Tata McGraw Hill Companies.

• Turban, Rainer, Potter, Introduction to InformationTechnology, John Wiley and- Sons

5.3 Magazines and Journals:

• Digit

• PC Quest

• Computer World

• Cyber Media

• MIS Quarterly Journal

• Management Information Systems Research Center

• Carlson School of Management, University of Minnesota

• Keen, Peter 2G. W. Shaping the Future: Business Designthrough Information Technology. Boston: HarvardBusiness School Press, 1991.

Subject Macro Sub Code MAE Type CoreEconomics

Area Code IBSE Programme PGDM Term-2

1. Course Objectives:

The objective of this course is to familiarize the students with theconcepts of the macroeconomics and its application in businessenvironment. Emphasis would be on the understanding of the keymacroeconomic concepts and its uses in the business decisionmaking process. Attention will be more on some of the recentdevelopments in context of Indian economy.

2. Prerequisites:

The students of this course are expected to have knowledge ofprinciples of economics.

3. Learning Outcomes:


• Develop an understanding of macroeconomics conceptsfrom a variety of perspectives. Apply macroeconomicsconcepts and policies in functional areas of business.



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4. Course Outline

Overview of Macroeconomics

Introduction to Macroeconomics, Concept and uses of aggregate Demand and Supply,Circular ow of Income (2, 3, 4 sector models)

Concept of National Income, National Expenditure, National Product

• NI: Concept, Measures, Difculties of Measurement

• NE: Denition, Practical Problems

• NP: Denition, Practical Problems

• Measurement of GDP growth rate

Consumption, Savings and Investment Functions

• Consumption: Denition, Attributes, Psychological law of consumption, Measures

• Savings: Denition, Attributes, Types, Measures

• Investment: Denition, Attributes, Types, Measures, Savings-Investment Puzzle

Multiplier

Denition, Measurement, Relationship between multiplier and MPC, Types of Multiplier, Static and Dynamic multiplier

Demand and Supply of Money, Interest rate Determination, Liquidity Preference Theory, IS-LM model

Ination and Business Cycle

Denition, Types, Causes and Effect of Ination and its remedies, Phillips Curve and theories of Business Cycle

Monetary & Fiscal Policy

• Monetary Policy: Meaning, and objectives, Central Bank, functions and instruments,Credit Creation and Credit Control, limitations

• Fiscal Policy: Meaning, objectives and instruments

Open Economy Macroeconomics

Balance of Trade and Balance of Payment, Causes and Remedies of adverse Balance of Payment, Role of export and import in the uctuations of currency value, Current currency issues, Introduction of Foreign Exchange Market (FEM): Concept, Functions and Characteristics.

5. SUGGESTED READINGS

References:

• Dornbusch, Fisher, and Startz: Macroeconomics, Tata Mc Graw Hill, 2009.

• Shapiro, E. Macroeconomics, Galgotia Publishers, New Delhi, 2009.

• Oliver, Blanchard: Macroeconomics; Prentice Hall, New York, 2009

• Stiglitz, Sen and Fitoussi, GDP and Beyond. Report by the Commission on theMeasurement of Economic Performance and Social Progress. link: www.stiglitz-sen-toussi.fr

Magazines and Newspaper:

Business Line, The Economist, Business India, Business Today, Economic Times, Financial Times, Business Standard.

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Website

• www.nmin.nic.in• www.rbi.org.in• www.worldbank.org• www.imf.org• www.ebscohost.com• www.cmie.com

(EIS and Prowess)• www.proquest.com

Reports:

Economic Survey: 2013-14. RBI Annual Report, 2013; CMIE Report on Indian Economy, 2013

Journals:

American Economic Review, JMCB, Economic and Political Weekly (issues of last two years), Indian Economic Journal, Indian Economic Review



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FIRST YEAR : TERM-3 (BATCH 2018-20)

Subject Operations Management Sub Code OM Type Core


1. Objective

This course aims at:

• Familiarizing the students with various techniques and tools inOperations Management

• Introduction to Project Management Techniques, & exposure toSupply Chain Management.

• To appreciate the challenge, excitement and creativity associatedwith managing operations.


1 PGDM Operations OM OMDS 1 116Management

2 PGDM Global Business GBE IBSE 1 119Environment

3 PGDM Human Resource HRM HR 1 122Management

4 PGDM Research RM OMDS 1 124Methodology

5 PGDM Financial FM-II FIN 1 126Management-II

6 PGDM Financial Services FS FIN 1 127

7 PGDM GEN/MKT Consumer Behaviour CB MKT 1 129

8 PGDM BFS Banking Laws BLP FIN 1 131& Practices

9 PGDM IB Export Import EIDP IBSE 1 132Documentation procetures

10 PGDM E-Business EB IT 1 133

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2. PrerequisitesThe students of this course are expected to have basicknowledge of statistics and mathematics.

3. Lesson Outcomes

On completion of this course the student will be able to

• Provide an integrative perspective of operations function inthe management of manufacturing and serviceorganizations and in making them leaner and more agilethan in the past.

• Comprehend the critical role of operations management asa key to business success that integrates other functionalareas, which together enable an organization to excel in themarket place.

• Enhance students understanding of successful integratedorganization that meets global competition with qualityoutputs, outstanding customer service, and effective controlof costs.

4. Course Outline

4.1 Introduction to Operations Management

The Industrial Revolution; Scientific Management; Computers in Operations Management; Japanese Production System; Operations Management Today

4.2 Operations Strategy

Competitive Priorities, Strategic Fit Model, Framework for Operations Strategy, Core Competency, Order Qualifier vs Order Winner, Product-Process/ Service-Process Matrix

4.3 Product & Service Design

The Design Process, Concurrent Design, Form, Functional, Production Design, Design inspired by Nature, Design Innovation, Poka-yoke, Value Engineering, Simplification, Modularity, Standardization, Design for Robustness, Design for Environment, Quality Function Deployment (VOC, Quality House), Taguchi’s Quality Loss Function, Technology in Design, Customer Involvement in Service Design

4.4 Process Design & Technology Decisions

Process Strategy, Types, Process Innovation, Process Chart, Diagram, Map, Service Blueprint, Servicescapes, Process Technologies, e-Manufacturing, Disruptive Technologies

Demand led, Capacity led strategy, Capacity Cushion,

Resource Matching

4.6 Facility Location



4.5 Capacity Planning


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The Strategic Importance of Location, Three tier decision: Country, Regional, Site, Types of Facilities, Corruption Index, Factors that Affect Location Decisions, Methods Of Evaluating Location Alternatives, Service Location Strategy

Objective, Factors affecting Facility Layout, Types of Layout: Product, Process, Fixed-Position, Flexible Manufacturing Systems, Hybrid Layouts, Flow Patterns, Block Diagramming, Relationship Diagramming, Line Balancing, Cycle Time

4.7 Facility Layout

Introduction, history, principles; Role, Applications & tools, 5S and Visual management, value stream mapping, lean management in different types of organizations.


5.1 Text Book

Operations & Supply Chain Management, 8th Ed. (International Student Version) by

Roberta S. Russell and Bernard W. Taylor III, ©2014 John Wiley and Sons, Inc.

(ISBN-13-9788126556823)

5.2 References

• Production and Operations Management by Chase, Aquilano and Jacobs, TataMcGraw Hill.

• The Goal : A process of Ongoing Improvement by Eliyahu M. Goldratt and JeffCox, 1984, The North River Press.

• Operations Management by Jay Heizer and Barry Render, 2013, 11th edition,Prentice Hall.

• Production and Operations Management by S.N. Chary, 2013, 5th edition,McGraw-Hill , New Delhi.

• Operations Management: Theory & Practice by B. Mahadevan, 2010,2ndedition, Pearson.

• Production and Operations Management : Concepts, Models and Behaviour byEverett E. Adam and Ronald J. Ebert, 1993, Prentice Hall, New Delhi.

• Operations Management-Strategy and Analysis by Lee J. Krajewski and Larry P.Ritzman, 2002, Prentice Hall.

5.3 Journals

• Journal of Industrial Engineering.

• Harvard Business Review.

• International Journal of Industrial Engineering.

• Productivity - By National Productivity Council.

• Decision by IIM, Calcutta.

Website

• www.poms.org• operationsroom.wordpress.com

4.8 Quality Management

Definition and Relevance of TQM; Types of Quality Costs; Cost Effectiveness of Quality.

4.9 Project Management

What is a Project; Application of CPM/PERT Techniques.

4.10 Lean Management

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Subject Sub Code GBE Type CoreGloble Business Management


1. Objective

The objective of this course is to familiarize the students with theconcepts of the International Business including MacroeconomicEnvironment, International trade, Foreign direct Investment,International Financial and Monetary Systems, and RegionalIntegration. Emphasis would be on the understanding of theglobal business in the larger context of Macroeconomicenvironment. Attention will be more on some of the recentdevelopments in Indian economic and non- economic policiesuseful for business, impact of globalization on Governments,businesses and consumers. The course contents will besupplemented with Case Studies (2-3 cases). After 2-3 topics, acomprehensive Case will be discussed to substantiate thetheoretical part that was taught prior to case study.Contemporary news items from newspapers will be discussed inclass to substantiate the course material.

2. Prerequisites

The students of this course are expected to have studied principlesof Managerial Economics, and Macro Economics.

3. Lesson Outcome

On completion of this course the student will be able tounderstand about Indian business environment and Internationalbusiness environment. They will able to relate the domesticbusiness policy in the global context.

4. Course Outline

4.1 Fundamentals of Business Environment, Types and factorsaffecting business environment (FDI, BOP, Exchange Rate, Tax Policy, etc.)

4.2 Globalization

Meaning and implications , arguments for and against, emerging global economy, Drivers of Globalization, Modes and entry strategies of international business.

4.3 Global Constituents

• Concepts of Fiscal Policy, Monetary Policy, FDI, Trend ofFDI in India.

• WTO - concept , deve lopment, funct ion andorganizational structure of WTO. Impact of WTO onIndian business.

• Regional Integrations - Trading Blocks - nature and levelsof integration - arguments for and against regionalintegration - Trading blocs - European Union, Asean,



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Apec, Cafta, Nafta, Safta, Andean Pact And Mercosur.

• Multinational corporations - Organization, design and structures.

• International Monetary System (IMF), Funding facilities and strategies of IMF andWorld Bank- Expatriation and Repatriation, Ethical dimensions in InternationalBusiness.

4.4 International Business Environment

• International business environment, political, legal, technological andeconomic.

• Cultural aspects, values and norms, social structure, religious and ethicalsystems, language, education, implications of cultural differences.

4.5 Competition and Competitiveness

• Porter's 5 forces model.

• Model of national competitive advantage.

• Generic Strategies.

• Global Competitive Index.

4.6 Effect of Global Development

• On Indian Business Environment

• Global environment regulation effecting business environment

• Business decisions under global instability.

4.7 Case Study


5.1 Text Book

• Hill and Jain, International Business, TMHE, Latest Edn.

5.2 References

• Justin, Paul - Business Environment; Tata - McGraw - Hill, 2009.

• Dutt and Sundhram: Indian Economy, S. Chand and Co., New Delhi, 2010.

• Anant Kumar Sundaram and J Stewart Black, International BusinessEnvironment: Text Book and Cases, Prentice Hall.

• Charles W L Hill. And Arun Kumar Jain. International Business: competing in theglobal market place, Mc Graw-Hill,

• Cherunilam, Francis - Business Environment, Himalya Publishing, 2009.

• Adhikary, M. - Economic Environment of Business, S. Chand and Co., New Delhi,2009.

• Bhagwati Jagdish, India in Transition: Freeing the Economy, OUP, New Delhi,1995.

• Jalan Bimal, India's Economic Policy: Preparing for the 21st Century, Viking, 1996.

• Rangarajan C, Indian Economy: Essays in money and Finance, UBS, New Delhi,1998.

• Tamer, Cavusgil, Garry Knight, John Risenberger, International Business: Strategy,Management And The New Realities, Pearsons Education, 2008.

• Oded Shenkar Yadong Luo : International Business - John Wiley and Co., 2006.

• Wild J. John, Wild L. Keneth and Han C. Y. Jerry, International Business: An

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Integrated Approach, Prentice Hall International.

• Alan M. Rugman and Richard M.Hodgetts - InternationalBusiness by Pearson Education, 2007.

• S.K. Mishra and V K Puri, Economic Environment ofBusiness,

• R. M. Joshi - International Business,

5.3 Reports, Journals

• Economic Survey: 2010-11.

• RBI Annual Report, 2010

• CMIE Report on Indian Economy, 2010.

• Economic and Political Weekly (issues of last two years)

• Indian Economic Journal

• American Economic Review

• Indian Economic Review

Website

• www.nmin.nic.in• www.rbi.org.in• www.worldbank.org• www.imf.org• www.ebscohost.com• www.cmie.com• www.proquest.com


Subject Human Resource Sub Code HRM Type CoreManagement


1. Objective

This course aims at familiarizing the students with concepts and industry practices inHuman Resource Management. It also focuses on developing ability in the students tounderstand and deal with HR related issues in the organization. The course also seeks toOrient students to the human aspect of the organization and facilitate them to see therelation between the OB concepts and Human Resource Management in the organization.The objective is also to make students appreciate the role of HR as strategic partners to theorganization.

2. Prerequisites

• A good understanding of Management

• An understanding of Systems approach towards management

• Good understanding of organizational behavior

3. Lesson Outcomes

On completion of this course,

• Thorough Understanding of policies, procedures and practices in the eld of HRM.

• An ability to apply these at the workplace.

• An appreciation for the criticality of Human Resource Management in anorganization.

4. Course Outline

4.1 HRM- Introduction

Introduction to HRM: Perspective for the new era, Difference between PM and HRM , Competencies of HR Professionals, Strategic HRM.

4.2 Human Resource Planning

Concept of HRP, HRP and Strategy, Objectives, process of HRP, methods of HRP (demand and supply forecasting),Career Planning.

4.3 Job Analysis and Job Design

Concept of Job analysis, uses of job analysis, methods of job analysis, uses of Job analysis, Competency mapping.

4.4 Recruitment and Selection, Placement and Induction

Introduction to recruitment, factors affecting recruitment, sources of recruitment, methods of recruitment, Introduction to selection, process of selection, Tools of selection, concept of Induction and Placement, Process of Induction.

4.5 Training and development

Introduction, difference between training and development, learning principles that are applied, Training need analysis, methods of training, Training Evaluation. Methods of Development.

4.6 Performance Management

Importance, process of performance appraisal, methods used for performance evaluation, Errors in Performance Appraisal, Counseling.


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4.7 Compensation management

Concept and Elements of Compensation, Components of compensation system, 3P's of Compensation, Concept of Job Evaluation.

4.8 Industrial Relations

Introduction to IR, concept of Industrial Relations, Industrial Relation in India through different ages, Trade unions, Grievance Management, contemporary Issues in HRM and strategic issues confronting IR.


5.1 Text Book

• Human Resource Management by Gary Dessler and BijuVarkky, 11th edition, Pearson India

5.2 References

• David A DeCenzo and S. P. Robbins, Personnel/HumanResource Management", Prentice Hall of India.

• Industrial relations in Indian states by C. S. VenkataRatnam.

• Human Resource Management, VSP Rao, 2ND Edition,Excel Books.

• Labour and Industrial laws by VG Goswami.

• Human Resource Management, Snell and Bohlander,Cengage publications.

5.3 Journals

• California Management Review

• Indian Journal of Industrial Relations

• Vikalpa




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Subject Research Sub Code RM Type CoreMethodology


1. Objective

The course aims at familiarizing students with scientic research methods so as to developresearch skills for problem solving and decision making. It aims at providingmethodologies for using statistical and research methods, steps for reliable datacollection, making of quality questionnaire and writing report for managerialdecision. The focus is on data bases thinking and applying these to real life situation.

2. Prerequisites

The students of this course are expected to have good knowledge of statistics & statisticalmethods and aptitude for research.

3. Lesson Outcomes


Understand the different research methodologies of helping the organization todetermine what the research methods should be, and how the resulting data will beanalyzed and reported back to the organization. Apply and interpret formal statisticalestimation procedures and goodness-of-t tests. Develop an ability to constructnumerical argument and critical thinking with respect to quantitative analysis.

4. Course Outline

4.1 Research

Meaning, Scope and Importance, Research Process, Research Methods vs. Methodology, Types of Research, Criteria of a good research, Qualities of a good researcher, Emerging issues in research.

4.2 Research Problem:

Introduction to research problem, Components of Research Problem, Sources of selecting a suitable Research Problem, Dening the Research Problem.

4.3 Research Design:

Concepts and meaning, Factors to be considered in preparing research design, Steps/components of research design, Exploratory, Descriptive and Casual research design

4.4 Sampling Design

Introduction to Sampling, Denitions, Reasons for sampling ,Basics of sampling design, Considerations to be kept in mind before choosing a Sample Design, Parameter and sample static, Sampling Frame ,Types of Sample- Probability sample and Non-probability sample, Target Population, What Size Sample is needed

4.5 Attitude measurement and scaling:

Rules of Measurement, Criteria of good measurement (Reliability and Validity); Basic Scales - Nominal, Ordinal, Interval and Ratio Scale, Comparative and Non comparative scales, Paired Comparison scale, Constant Sum scale, Rank Order scale, Semantic Differential scale, Likert's scale, Staple scale.

4.6 Data Collection:

Primary and Secondary data, Primary Data- objective, Uses, Sources, Advantages and

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Disadvantages, Survey methods; Interview Method, Telephonic Interview, Observation Method, Distinction between questionnaire and Schedule, Questionnaire Design Process, Sequencing and Layout, Question Structure, Content, Reproduction of Questionnaire.

Secondary data- objective, Uses, Sources, Advantages and Disadvantages, Fact Finding, Model Building.

4.7 Analysis of data

Descriptive analysis; Tabulation, Cross-tabulation, Data transformations, Univariate analysis: Hypothesis testing, Choosing the appropriate statistical techniques, t-distribution, Chi-square for goodness of t.

Bivariate analysis: t-test for comparing two means, Z-test for comparing two proportions, ANOVA, F- test, measures of association-correlation, regression; design of Experiment (introduction, basic layouts, C.R.D., R.B.D., L.S.D., Factorial Design); multivariate analysis: classifying Multivariate analysis techniques, multiple regression, Discriminant analysis, Factor Analysis, Cluster Analysis, logistic regression MANOVA, and analysis of interdependence-factor analysis, Conjoint analysis.

4.8 Presenting Reports

Introduction, Report writing, purpose of a report ,components, Important Characteristics / Essentials of a Good Report, Contents of Research Report ,Format of the research report.


5.1 Text Book

• Business Research Methods by William G. Zikmund,2003 Edition, published by Cengage Learning India Pvt.Ltd, New Delhi.

• Research Methodology- Methods and Techniques (2007reprint edition) by C.R. Kothari, New Age InternationalPublishers, and New Delhi.

5.2 References

• Business Research Methods by Donald R Cooper andPamela S. Schindler

• 9th edition, published by Tata Mc Graw Hill, New Delhi.

• Business Research Methods by Alan Bryman and EmmaBell

• revised second edition 200, published by OxfordUniversity Press, New York.

• Research methods for Business by Uma Sekaran

• fourth edition2006, published by Wiley & Sons


1. Objective

To build upon concepts introduced in the Accounting and Financial Management- Icourses.

2. Prerequisites

Good working knowledge of Accounting and FM - I.

3. Lesson Outcomes

On completion of this course, students should have a conceptual clarity of the variousaspects of Working Capital Management, Leverages, Leasing, Risk Analysis in CapitalBudgeting and Dividend Policy.

4. Course Outline

4.1 Working Capital Management

Overview, Working Capital Financing ,Operating Cycle, Estimation of working capital requirements, Dahejia Committee Report ,Tondon Committee Report ,Chore Committee Report, Marathe Committee Report ,Chakravarty Committee Report , Kannan committee Report , Inventory Management, Receivable Management and Cash Management.

4.2 Leverage

Operating leverage , Financial leverage and Combined leverage,

4.3 Leasing

Operating and Financing Lease. Net Advantage of Lease

4.4 Risk Analysis in Capital Budgeting

Independent correlated and partially correlated cash ows.

4.5 Dividend Policy

Walter Model, Gordon Model, Dividend Irrelevance, Radical view etc, Financial Signaling, Share Repurchase, Stock Dividend and Stock Split.


5.1 Text Book

• Van Horne, Fundamentals of Financial Management , 13th Edition (Pearson).

5.2 References

• Financial Management by Prasanna Chandra ( McGraw Hill). Fundamentals ofCorporate Finance Standard Edition by Stephen A. Ross


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(Asia) Pre. Ltd. Research Methodology - Techniques and Trends By V.v. Khanzode, Reprint 2002, APH Publishing Corporation, New Delhi.

• Marketing Research: Naresh K. Malhotra, Pearson Education, New Delhi

• Research Methods for Business by Uma Sekaran, fourth edition2006, publishedby Wiley & Sons Asia) Pre. Ltd.

Subject Financial Sub Code FM-II Type CoreManagement-II


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• Randolph Wester eld, Bradford D Jordan. BrealeyMeyer's Principles of Corporate Finance.

5.3 Journal/Magazine/Report/Newspaper

• Financial Management (Published by Willey Black-wellon behalf of the Financial Management AssociationInternational).

• Journal of International Financial Management andAccounting (Published by Willey Black-well inassociation with New York University's Stern School ofBusiness, Salomon Center).

• Review of Financial Studies (Oxford University Press).

• Journal of Finance (American Finance Association).

• Review of Financial Studies (Published on behalf of TheSociety for Financial Studies).

• Journal of Applied Corporate Finance (Published byWilley Black-well).

• Economic times

• Capital Markets.

Website

• www.bloomberg.com• www.investopaedia.com

Subject Indian Financial System & Financial Markets Sub Code IFFM Type Core


1. ObjectiveTo enable students to understand the basic principles of Indian Financial System and understand the different financial services and products .

2. PrerequisitesStudent must have basic knowledge of role of saving and investments in the economic growth and should be ready to take up employment opportunities in the emerging areas of Mutual Funds, NBFCs, Bancassurance, Capital Market and other Financial services.

3. Lesson OutcomesAt the end of the course students will be able to have a fair idea of the Indian Financial system and emerging Financial services for better employment prospects.



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4. Course Outline

4.1 Introduction

Indian Financial Services - Characteristics, classication, nancial intermediation and disintermediation, Financial Inclusion. Structure of Banking System in India and Role of Banks and other nancial institutions in extending nancial services.

4.2 Indian nancial system overview

Functions, characteristics, Financial markets - organized and unorganized sector, Primary and Secondary markets, Stock exchanges, Securities market, Money Market, Foreign Exchange market, Institutional framework. Asset - Based corporate Financial services Management of Banking institutions, denition of a Banking company, signicance, RBI guidelines.

4.3 Non-Banking Financial Companies (NBFCs)

Role, Function and Signicance; NBFCs Regulations, Role of RBI, Income Recognition and Asset Classication and NPAs Provisions, Risk Analysis and Asset Liability Management of NBFCs, NBFCs in the Emerging Markets.

4.4 Liability Products of Banks

Various deposit schemes - Savings Bank, Current Account, Fixed Deposits , Non-Resident Deposit schemes, etc., KYC norms, Anti-money laundering and Combating of nancing of terrorism.

4.5 Asset Products of Banks

Important loan schemes namely, cash credit/overdraft, Retail Loans like Personal, Housing, Vehicle, Educational, Bill Discounting, Loans against Property, Reverse Mortgage; their assessment and monitoring and Mechanism to control NPAS in the banks and other nancial services.

4.6 Mutual Funds

Concept, schemes, advantages and disadvantages in investing in Mutual Funds; marketing strategies for promotion of Mutual Funds.

4.7 Bancassurance

Relevance of insurance, various types of insurance like life, general, marine, re and health, difference between insurance and other investments, role of agency and its relevance in insurance; marketing strategies for promotion of insurance products and services, tie-up between banks and insurance companies, Reinsurance - its relevance and role in insurance sector, Insurance investments.

4.8 Fee-based Services

Guarantes, letter of Credit, discounting/purchase of cheques, bills co-acceptance, venture funds, RTGS, NEFT, SWIFT, cash management services, safe deposit lockers/ safe custody, plastic money, credit rating. Other Financial products - commercial paper, certificate of deposit,

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Subject Consumer Behavior Sub Code CB Type Core



5.1 Text Books

• M. Y. Khan, Financial Services, Tata McGraw Hill.

• S. Gurusamy, Merchant banking and Financial Services,Thomson South - Western., Machiraju, Indian FinancialSystem - Vikas Publishing House

• E. Gordon and K. Natarajan, Emerging Scenario ofFinancial Services, Himalaya, Publishing House, Mumbai.Avadhani V A

• Marketing of Financial Services, Himalaya, 2006.

5.2 References

• Reserve Bank of India

• Mumbai, Report on Currency & Finance and RBI circulars.

1. Objective

The course introduces a wide range of behavioral concepts,and explores the strategic implications of customer behavior formarketers. The course challenges students to explore the realitiesand implications of buyer behavior in traditional and e-commercemarkets. Students should be able to get clear understanding of CBconcepts in decision making.

2. Prerequisites

The students of this course are expected to have studiedMarketing Management and Organizational Behaviour.

3. Lesson Outcomes


• Develop an understanding of consumer behavior from avariety of perspectives (multicultural, interdisciplinary, etc.).

• Develop and appreciation for and understanding of howmarketing research, marketing strategy, and basic researchon intra- and interpersonal processes play multiple roles inthe discipline of marketing.

• Develop an understanding of peoples' consumption-relatedbehaviors and to develop and evaluate marketing strategiesintended to inuence those behaviors.

4. Course Outline

4.1 Consumer Behaviour: Recapitulate basic marketing



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concepts, Segmentation targeting positioning, Customer value, satisfaction and retention.

4.2 Consumer's decision-making process, Models of Consumer Behaviour:- four views of decision making.

4.3 Consumer Motivation: arousal of motives, type of needs, measurement of motives and customer involvement.

4.4 Personality and Lifestyle: theories of personality, consumer diversity, brand personality, self and self image, life style profitles: VALS, AIO.

4.5 Consumer Perception elements of perception, consumer imagery, perceived risk and consumer perception.

4.6 Consumer Learning: Behavioral learning, cognitive learning theories, measures of consumer learning.

4.7 Consumer Attitude formation and change: Models of attitude, attitude formation, strategies of attitude change.

4.8 Reference groups, family and social class influences , Types of reference groups and their influence on consumer behavior, families and households and their decision making, family life cycle, forms of influence, social class influences - affluent consumer.

4.9 Consumer culture, subculture and cross-cultural factors and their influence on consumer behavior, cultural values, myths, symbols and rituals.

4.10 Diffusion of innovation: Diffusion of innovations, adoption process, profile of adopters.


5.1 Text Book

• Consumer Behavior (9th edition), Leon .G. Schiffman and Kanuk, Prentice Hall.

5.2 References

• Consumer Behavior and Marketing Strategy; J. Paul Peter and Jerry C. Olson, Irwin,McGraw-Hill, 1999. Consumers (2nd edition); Arnould, Price and Zinkhan (2004)McGraw Hill/Irwin.

• Consumer Behavior (6th edition)

• Solomon

• Prentice Hall, 2002. Consumer Behavior (4th edition)

• David L Loudon, McGraw Hill.

5.3 Journals


• Journal of Consumer Research.

• University of Chicago press.

• Global Business Review.

Website

• www.hbswk.hbs.edu• www.forbesindia.com

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Subject Banking Laws & Practices Sub Code BLP Type Core


1. ObjectiveThis course will provide basics of banking and the various lawsgoverning the banking sector.

2. Prerequisites

NIL

3. Lesson OutcomesOn completion of this course the student will be conversant withthe meaning, importance, role and development of the bankingindustry and the legal aspects which govern banks.

4. Course Outline4.1 Origin And Development Of BankingBanking: Meaning and ,noitinedHistory of banking, Growth anddevelopments of banks in India, Banking activities, Indian BankingStructure, Role of banks in economic development, Types ofBanking System, Emerging Trends in Banking4.2 Regulatory Framework and Compliances

A. Provisions of RBI Act 1935, Banking Regulation Act 1949,Banking Companies (Acquisition and Transfer of UndertakingsAct , 1970 and 1980, Prevention of Money Laundering Act,2002. CRR and SLR Concepts – Monetary and Credit Policy

4.3 Relationship of Banker and Customer

Legal character, Contract between banker and customer, Banker's lien, Protection of bankers, Customers, Nature and type of borrowers /accounts, Bank's duty to customers, Consumer protection:

4.4 Legal Aspects of Banking Operations

Negotiable Instruments Act,1881. Case Laws on Responsibility of Paying and Collecting Banker, Indemnities or Guarantees - Laws relating to Bill Finance, LC and Deferred Payments - Laws Relating to Securities - Valuation of Securities - Modes of Charging Securities - Lien, Pledge, Mortgage, Hypothecation etc. - Registration of Firms/Companies- Creation of Charge andSatisfaction of Charge. Banking Secrecy act,

4.5 Banking Related Laws

Law of Limitation 1963 - Provisions of Bankers Book Evidence Act -Special Features of Recovery of Debts Due to Banks and Financial Institutions Act, 1993 TDS Banking Cash Transaction Tax Service Tax, The Securitization and Reconstruction of Financial Assets



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and Enforcement of Security Interest Act, 2002, The Consumer Protection Act, 1986, Banking Ombudsman Lok Adalats, Lender's Liability Act

4.6 The Indian Stamp Act 1899

4.7 The insolvency & bankruptcy code 2016


5.1 Text book

• Banking Law, Theory and Practice – Sundaram

5.2 References

• Banking Law, Theory and Practice-S.N. Maheswari, Kalyani Publications.

• Banking Law Theory and Practice – Sherlaker & Sherlaker.

• Handbook of Banking information, N S Toor, Skylark Publications


• Bank quest

• ICFAI Journal of Bank Management

Website

• www.rbi.org.in• www.knowthis.com

Subject Export-Import Documen- Sub Code EIDP Type Coretation & Procedures


1. Objective

The course is aimed to acquaint the students with the export import procedures and therequired documentations. The role of the Government in executing the Export-ImportDocumentation and detailed procedural formalities is also included in the curricula..

2. Prerequisites

Basic knowledge in International Business environment, Commerce and Trade, Export-Import scenario of India

3. Lesson Outcomes

Will help the students to develop practical insights and required knowledge and skills todeal with Import- Export Businesses and be able to prepare appropriate Documentsrequired for International trade

4. Course Outline

4.1 Framework of Export documentation, Online Tender Processing

4.2 Processing of an export order and terms of payment

4.3 Procedures and documentation for availing export incentives, Duty drawbacks, Import Licensing Incoterms and Mode of Finalization of trade Contracts

4.4 Import procedures and Documentation

4.5 Customs Clearance Procedures

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4.6 Reading and understanding the L/C

4.7 Customs clearance of Export and Import cargo

4.8 Containerization, Shipment, and Export cargo handling

4.9 Preparation for Exports, Registration - IEC, EPC, Central Excise, Category of Export - Physical Direct, Indirect, D e e m e d E x p o r t , C a t e g o r y o f E x p o r t e r s - Manufacturers/Merchant Exporters- (1) General (2) EOU (3) SEZ (4) EH/ TH/STJ (5) Domestic Ethical Practice.

4.10 Export Benets: Duty Drawback, Advances Licensing Cenvat, Sales Tax Exemption, IPRS, Excise Clearance Benet / Rebate, Income Tax Benet

4.11 Foreign Trade Pol icy of India; Procedures and Documentation, GSP Rules of Origin, ECGC, EXIM Bank / Lines of Credit

4.12 Two Case Study


5.1 Text Book

• Export-Import Management, Justin Paul and Rajiv Asherkar,Oxford University Press Booklet on Export procedures andDocumentation, RBI

5.2 References

• Handbook of Exim Procedures and documentation, GoIPublication Division Export Manual and Documentation,Nabhi Publication

• Foreign Trade Policy in India Volume I, II, and III.

Subject E-Business Sub Code EBS


1. Objective

In today's competitive environment, the PGDM students need tokeep pace with the developments in the technologicaldevelopments. Since the businesses today are more and moredependent on Information Technology, ERP, E-Business andAnalytics, the business managers need to prepare accordingly. Theunderstanding of the basic topics of E- Business is very important.With the growing trend of Internet Usage and OnlineTransactions, the E-Commerce domain will further pickup pace.This course is specially designed for the management studentswho will become business professionals in the IT savvy businessenvironment and need to make strategy for the competitiveadvantage. The goal of this course is to help managementstudents learn how to use and manage information technologiesto revitalize business processes, explore new markets and take


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their business to online mode and gain competitive advantage. This course will have a mix of students presentations, discussion and expert talks along with case study method of learning for understanding the implementation of E-Business functions.

2. PrerequisitesBasic knowledge of personal computers and IT, completion of course on IT for Managersand Internet Technologies.

3. Lesson OutcomesOn completion of this course, the student will understand and learn the latest informationtechnology tools and the latest concepts of E-Business so as to be able to use technologyto explore new markets and take their business to new level. Also this course will helpthose students who wish to become entrepreneur in near future as new models of e- business offer lots of opportunities to the business world.

4. Course Outline

4.1 E-Commerce, Features of E-commerce, Need for E-commerce

• Interdisciplinary Nature of Electronic Commerce

• Classication of E-Commerce:- B2B, B2C, C2C, B2E, B2G.

• E-Commerce Applications- E-Searching, E-Auctions, E-Marketing, E-Educationand Learning, Supply Chain Management.

• Future of E-Commerce, steneBof E-Commerce, Limitations of E-Commerce-Non-Technical and Technical Limitations

4.2 Framework of E-Commerce and Business Models in E-Commerce

• Information Providers, E-Commerce Functions, E-Commerce: A GenericFramework, E- Commerce Building Blocks

• Network Infrastructure, Information and Distribution Technology, MultimediaContent Publishing Technology, Security and Encryption

• E-Business Model, Taxonomy of Electronic Commerce Business Models,Transplanted Content based Models, Transplanted Transaction based Models,Native Content Based Models, Native Transaction based Models

4.3 Electronic Payment Systems

• Types of Electronic Payment Systems, Traditional Payment Systems v/s ElectronicPayment Systems, Electronic Payments and Protocols, Security Requirementsin Electronic Payment Systems, Electronic Payment Systems and ConsumerEmpowerment

• Desirable Properties Of Digital Currency, Managerial Issues in ElectronicPayment Systems, Cash on Delivery, Issues and Challenges, Opportunities forRetailers with COD

• Emerging E-Payment Models and systems : M-Paisa, Pay Pal, Credit Card/ DebitCards, Gift Vouchers, Internet Banking, Bitcoin and other digital currency

• E-Wallets, Mobile Wallets: PayTM, Mobikwik, BHIM and UPI

4.4 Electronic Data Interchange (EDI)

• Introduction to conventional purchasing process.

• -Electronic Data Interchange, Building Blocks of EDI systems, Value AddedNetworks, Benetsof EDI Systems

• E-SCM, electronic supply chain management, Role of SCM in Business, Benefitsand chanllges of SCM

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4.5 E-Commerce and Web Publishing, Online Publishing

• Introduction to Online Publishing, Online PublishingStrategies, Advantages of Web Publishing, InformationPublishing and Web Browsers.

• Hyper Text Markup Language (HTML), HTML- Basics,HTML Syntax, Forms

• Multimedia Content, Graphics and Image Formats, WebImage Formats

4.6 Internet Advertising

• Overview of internet advertising, Importance andcompetitiveness of internet advertising

• Models of advertising on the internet:- Banneradvertising and its effectiveness, Sponsored content,Corporate web sites, Interstitials, Superstitials, Opt-ins

• Adwords, Adsense and Affiliate Marketing

• Weaknesses of internet advertising4.7 Mobile Commerce

• Introduction to Mobile Universe, Denition- MobileCommerce, Benets of Mobile Commerce, Issues inMobile Commerce

• Architectural framework of mobile commerce

• Elements of the Mobile Commerce framework:- MobileNetwork Infrastructure, Information Distribution forMobile Networks, Multimedia Content PublishingTechnology, Security and Encryption, Payment Services inMobile Environment, Business Services Infrastructure,Public Policy and Legal Infrastructure,

• Mobile Commerce Applications, App developmentenvironment


5.1 Text Book

• Electronic Commerce 4th Edition, Mc Graw Hill

5.2 References

• E-Commerce: An Indian Perspective 3Rd Ed., Author PKJoseph, PHI Learning Pvt. Ltd.

• E-Commerce, Kamlesh K Bajaj, Debjani Nag, 2ndEdition, McGraw Hill,

• Kalakota, Ravi and Whinston, Andrew B. "Frontiers ofElectronic Commerce", Pearson Education, Inc.

5.3 Magazines/Journals

• PC Quest

• Computer World

• Cyber Media

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SECOND YEAR (PGDM BATCH (2017-19)

SPECIALIZATIONS OFFEREDS.No Specializations

1 Finance

2 Human Resource

3 Marketing

4 Operations Management and Decision Sciences

5 Information Technology

6 International Business

Important Note

1. PGDM - General Programme is a Dual Specialization Programme.Specializations are referred to as Major-1 and Major-2 Each Majorhas 6 elective courses.

2. PGDM (MKT / IB / BFS) are specialized programmes with Majorand a Minor Specialization. Major Specialization will be in thecore area of the Programme viz. Marketing, InternationalBusiness, Banking and Financial Services (BFS). MinorSpecialization can be from any of the other areas offered. Some ofthe Core courses of PGDM(MKT/ IB/ BFS) may be offered as electiveto the students of other areas also. And some core courses will beoffered only for PGDM(MKT/ IB/ BFS)

3. The student has to complete 6 electives from Majorspecialization and 4 electives from Minor specialization.

4. Some courses are offered from Strategic Management (STRAT )area & Economics (ECO) Area but AIM doesn't offer anyspecialization in Strategic Management/ Economics. Thesecourses are standalone courses.

5. All courses are full credit courses counted as one credit each unlessspecified otherwise. HR Specialization offers two courses for halfcredit each. Both courses of half Credits each will be compulsoryto make the total credit equal to One.

6. There is one Summer Internship Project with 2 credits after Term-3which will be evaluated in the beginning of Term - 4. There is alsoa Final Project, also referred as DISSERTATION with 2 credits inTerm-6. Both of these projects are mandatory to all studentsacross all PGDM Programmes.

7. The Courses, their number and their contents can be changed atany point in time by the Institute as per the Academic/ Industryrequirements.


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COURSES OFFEREDSECOND YEAR

PGDM BATCH(2017-19)

AREA : ECONOMICS

Subject Sub Code ABEM Applied Behavioral

Economics for Managers


1. Objective

Humans are not perfect. We over generalize from our personal experience, often neglectlogical analyses, and are generally overcondent in our judgments. These biases extendbeyond our personal lives to impact economic, regulatory, and management decisionsmore than we may realize. Use the interactive graphic to explore how concepts of modernpsychology and behavioral economics have begun to offer tools enabling us to bettershape programs, policies and products—and ultimately to design our technologicalfuture—in a human-centric spirit.

Topics:

1 — Introduction

2 — A Short Philosophical Interlude

S.No Programme Course Name Sub Code Area Credit PageNo.

1 PGDM Applied Behavioral ABEM ECO 1 Economics for Managers

2 PGDM Economics of EHI ECO 1 138Healthcare Industry

3 PGDM International IETP ECO 1 140Econometrics & Trade Policy

4 PGDM International Economics IEF ECO 1 142and Finance

5 PGDM GEEI ECO 1 144Global Economy and Emerging IndustriesFinancing International Business


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138

Subject Economics of Sub Code EHI Type CoreHealthcare Industry


1. Objective

This course applies economic methods and concepts to the analysis of health, health care,and health policies. The main objectives are:

To analyze and evaluate the Indian systems of health care nancing and delivery from thestandpoint of economics; and its difference from rest of the world.

To understand the distinctive economic characteristics of health and health careindustries and the incentives and govt. provisions that inuence the behaviors of healthcare decision makers (Service Provider, Pharma Industry & Healthcare Insurancemarket); and

To discuss various current policy issues such as health care reform, access to health care,health care costs, disparities in health and health care, and health care regulationand competition.

2. Prerequisites

None

3. Lesson Outcomes

By the end of this course, students will be able to:

• Understand the basic concepts of health economics and delivery of healthcare

3 — Thinking, Feeling & Constraints

4 — Choice Architecture

5 — Risk Behavior & Choice Under Pressure

6 — Happiness in Experience, Memory & Choice

7 — The Pursuit of Happiness

8 — Intertemporal Choice

9 — Condence, Competition & Competence

10 — Fairness

11 — Catch Up and Ambivalence

12 — Manipulation

Ref:

1. Milton Friedman, “The Methodology of Positive Economics,” Essays in PositiveEconomics, 1953 (pages 154159).(6 pages)

2. Amos Tversky and Daniel Kahneman, "Judgment Under Uncertainty: Heuristics andBiases," Science, 1974. (8 pages)

3. Matthew Rabin, "A Perspective on Psychology and Economics," UC BerkeleyDepartment of Economics Working Paper, 2002. (29 pages)

4. George Akerlof, "Behavioral Macroeconomics and Macro-economic Behavior," NobelPrize Lecture, 2001. (24 pages)

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Second Year, Area Economics


and it nancing;

• Develop an understanding of the relationshipsbetween health and economic development indeveloping countries, specically Indian HealthcareSystem;

• Application of methodologies of both cost anddemand analyses;

• Analyze the cost and cost behavior in hospitalenvironment;

• Explain economic basis for cost-benet and cost-effectiveness analysis, and will undertake such analyses.

4. Course Outline

4.1 Introduction

• Health, Health Care, and Health Care Economics

• Introduction

• Health and Medical Care: An Economic Perspective

• Indian Health Care Systems and Institutions (Penetrationof Healthcare Provider and Reduction of HealthcareCost) and its difference from rest of the world

4.2 Demand Issues

• The Demand for Medical Care

• The Demand for Medical Insurance

4.3 Cost-benet And Cost-effectiveness Analyses

• Cost-Benet Analysis*

• US National Library of Medicine, Health EconomicsInformation Resources: A Self-Study Course, Module 4:An Introduction to the Principles of Critical Appraisal ofHealth Economic Evaluation Studies.

4.4 Government And Health

• Government, Health, and Medical Care

• Government as Health Insurer

4.5 Health Industry Studies

• The Private Health Insurance Industry

• The Physician Services Industry

• The Hospital (Private and Public) Services Industry

• The Pharmaceutical Industry

• Special provision to protect domestic players (PrivateHospitals and Pharma industry), Innovation vs. GenericDrugs in Indian Pharmaceutical industry

4.6 Future Roadmap

• Health Insurance Care Reform: Where we should go

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140

Subject Econometrics & Sub Code IETP International

Trade Policy


1. Objective

This module pro vides an opportunity to take a detailed look at the new World TradeOrganization Agreement, its various constituent agreements, and prospects for its furtherevolution. Building on the knowledge and understanding gained in earlier modulesproviding more general introductions to international trade organizations andinternational trade law, this module will examine the interrelationship between thevarious elements of the WTO agreements in much greater depth. The Course also provides

from here, Policy Recommendation, etc.

4.7 Two Case Study


5.1 Text Book

Rexford E. Santerre and S. P. Neun, Health Economics: Theories, Insights and Industries Studies, 6th ed., South Western, Cengage Learning, 2013.

5.2 References/ Self Study E - Courses

• Economics of Health Care:

This on-line interactive e-source title, "Economics of Health Care-Ofce of HealthCare Ec.pdf" is aimed at students who have never taken an economics course but wish to develop an understanding of the basic principles of health care economics. It is prepared by a British consulting rm, The Ofce of Health Care Economics. Link:

• US National Library of Medicine, Health Economics Information Resources:

A Self-Study Course. This excellent on-line e-course is maintained by the NationalLibrary of Medicine.

• Shannon Brownlee (July & August 2008). Why Does Health Care Cost So Much?, AARPMagazine

• Health Care Costs:

A Primer, "Key Information Health Care Cost and their Impact", The Henry J. KaiserFamily Foundation

• Peter Neumann (2004). Using Cost-Effectiveness Analysis To Improve Health Care:

Opportunities And Barriers, Harvard Center for Risk Analysis, Vol. 12, Issue 5.

• "What Policymakers Need to Know About Cost Effectiveness", Partnership forPrevention, Washington, DC (Fall 2001)

• Nichols et al. (2008). The Cost-Effectiveness of a Behavior Intervention withCaregivers of Patients with Alzheimer's Disease, Journal of the AmericanGeriatrics Society, Vol. 56, No. 3.

• Myths about Medical Malpractice:

Crisis or Hoax? by Maggie Mahar, Taking Note Taking note.tcf.org, July 06, 2011

a greater understanding of International business in the larger context of WTO and the various emerging issues associated with global trading such as trade facilitation, anti-dumping and subsidy, dispute settlement, TRIPS and trade-related investments.

2. Prerequisites

Adequate Knowledge on International Business Environment andBusiness Policies.

3. Lesson Outcome

On completion of the course the students will develop a broadunderstanding on International Business both at Regional andGlobal context; which can help them to develop furthercapabilities to formulate future strategies in International trades.

4. Course Outline

4.1 Evolution of International Trading System, GATT, Role andfunction of WTO.

4.2 Doha Round .

4.3 Regional Trade Agreements.

4.4 Trade facilitation.

4.5 GATS .

4.6 Anti-dumping and subsidies, Disputes Settlement.

4.7 India's Foreign Trade: Composition, Direction and Trade Policy, India's Balance of Payments, Foreign Exchange Reserves and Capital Account Convertibility, FEMA.

4.8 Indian Economic policies and recent economic trends and issues like economic disparities, ination, scal decit, demographic dividend, resource allocation, and human development.

4.9 Two-three Case Study.


5.1 Text Book

• The Wto And India - Issues and Negotiating Strategies:Edited by Alokesh Barua and Robert M. Stern, OrientBlackswan Pvt. Ltd, Hyderabad.

• Indian Economy, Dutt and Sundhram, S.Chand, NewDelhi.

5.2 Reference

• R.M.Joshi "Industrial Business".

• WTO: Text and Cases, Rao, Palle Krishna, Excel Books,New Delhi.

• Uma Kapila, Indian Economy since Independence, 19thEdn., Academic Foundation.

5.3 Journal, Magazine and Report

• CMIE Report


141


142

• Economic Survey

• Economic and Political Weekly

• Yojna, Kurukshetra

• RBI Annual Report.

Subject Sub Code IEF International Economics

& Finance


1. Objective

The purpose of this course is to help students understand the basics of international tradeand policy and the effects of various international economic policies on domestic andworld welfare. The course will highlight sources of comparative advantage, gains andlosses from international trade, the impact of trade on economic growth, and effects oftrade policy interventions such as tariffs, quotas, voluntary export restraints, and exportsubsidies. The course will help the students to comprehend the essence of various theoriesof international economics and nance.

2. Prerequisites

Students should have a working knowledge of basic algebra, graphical techniques and thebasics of managerial economics and macro economics.

3. Lesson Outcomes

On completion of this course, the student will be able to understand:

• The important linkages between domestic economy and its external sector.

• The conceptual clarity of the theoretical aspects of international trade and policy.

• The broad pattern of changes in the international economic policy.

• The business implications of international economic environment.

• The basic macroeconomic relationships as they affect the behavior of rms.

4. Course Outline

Review of course ndings by focusing on what trade theory teaches us about thecontroversy over free trade.

4.1 Introductions to International Economics.

• Topics and issues of international trade,

• Ricardian Theory of international trade: description relevance and limitations.

4.2 The Effects of Trade Policies:

• Tariffs, Quotas and Retaliation, Effective Rates of Protection (ERP).

• Taxation and free Expatriation of Prot (with examples.)

• How political crisis (like Ukraine-Russia) affect business internationally.

4.3 International Monetary Systems:

• International monetary System.

• European Monetary System and Emergence of Euro.

4.4 Developing Countries' Concerns:

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• Exchange Rate Policy of Developing Economies,

• India's Exchange Rate Regimes and Experiences

• Nominal vs. Real Exchange Rates,

• Bilateral vs. Effective Exchange Rates

4.5 International Financial Flows:

• Emergence of International Financial Intermediation.

• Recent Changes in the International nance.

• Resource Flows to Developing Countries.

4.6 Emerging Market Analysis:

• Country Risk Analysis.

• Foreign Investment Analysis: Direct and Portfolio.

• Currency Convertibility: Current Account and CapitalAccount.

• South Asian Currency Crisis.

4.7 International Trade:

• Developments in International Trade Theory.

• Trade Policy Instruments and Liberalization.

• World Trade Organization.

4.8 Legal Dimension in International Business

• Regional trade laws.

• Social laws.

• Social cost.

4.9 Two-three Case Study :


5.1 Text Book

• Sawyer Charles W. and Sprinkle R.L.

• International Economics

• PHI publisher

• 3rd Edition.

5.2 References

• Raymond Vernon, Manager in the InternationalEconomy, Prentice Hall publisher.

• Krugman, P. and M. Obstfeld., International Economics:Theo r y and Po l i c y. ( Bos ton , MA . ; London :Pearson/Addison-Wesley, 2009) Pearson internationaledition; 9th edition.

• Ethier, W.J., Modern International Economics. (New York;London: WW Norton, 1995) Norton internationalstudent edition; third edition.


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• Pugel, Thomas. A., International Economics; 13th Edition; TMH, 2010.

• R.J Carbough, International Economics, Cengage Learning, 7th Edt. 2010, NewDelhi.

• Jones, R. and B. Kenen (eds)

• Handbook of International Economics, vol. 1: International Trade. (Amsterdam:Elsevier Science B.V., 1998).

5.3 Magazine, Newspaper

• The Financial Time

• The Economist.

Website

• www.wto.org• www.imf.org• www.worldbank.org

Subject Sub Code GEEI Global Economy and

Emerging Industries


1. Objective

The purpose of this course is to introduce the students to the methods and approaches ofanalyzing industries and their trends by using CMIE Prowess and Industry analysisSoftware. More precisely, the course will present a holistic picture of emerging industryalong with its leading players majorly from oligopoly market. Also analyze different typesof industries (mostly service industry), discuss the question of business cycles, industryperformance, industry evolution, as well as the inuence of endogenous factors such astechnology, economics (such as ination, interest rates, labor markets, growth), publicpolicies, and regulation.

2. Prerequisites

All core courses of Term I, II, III.

3. Lesson Outcomes

By the end of this course, students will be able to:

• Study the institutions of emerging markets that are relevant for present day businessmanagers.

• Analyze opportunities presented by emerging markets.

• Analyze the additional ethical challenges and issues of social responsibility commonin emerging markets.

• Learn to minimize the risks of doing business in emerging markets.

4. Course Outline

4.1 Global Economy landscapes: An introduction to International Economy, itsopportunity and major challenges; how it affected the domestic economy.

4.2 Economy growth and policy changes; Emerging Industry in India with its global perspectives; and CMIE Prowess Software.

4.3 Agribusiness and Food processing industry.

4.4 Healthcare Industry and Medical Tourism.

4.5 Software industry: BPO and KPO.

4.6 Telecommunication Industry.

4.7 Real estate industry.

4.8 Banking Industry.

4.9 FMCG / Durable Industry.

4.10 Automobile Industry .

4.11 Retail Industry.

Session I:

Industry Analysis (Any industry, preferably Service): Growth and Projection, Policy reform and its implication, Major announcement and news, global perspective of industry, total market size in value; contribution to GDP ; Estimated employment; Oligopoly(top four company) market share.

Session II:

Select any two companies from above four and do almost similar analysis as above for industry.

• Develop a small case using real world data for any rmunder the same industry.

• Do a comparative analysis with top Indian rm vs.Foreign rm.

• Company Analysis:

• Company fundamentals.

• Company organization structural structure with keyplayers.

• Company growth.

• Market capitalization in value

• Stock performances in last ve years its major spikes andanalysis for.

• Total manpower total and ,managers and above.

• Annual sales.

• Sales growth.

• Attrition rate.

• Company nancial ratio.

• Analysis of balance sheet.

• Analysis of annual report.

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• All should be in a Case Study Format.


5.1 Text Book

• Emerging Markets and the Global Economy, A Handbook Hardcover - December26, 2013 by Mohammed El Hedi Arouri (Editor), Sabri Boubaker (Editor),Duc Khuong Nguyen (Editor). Published by Academic Press.

• Introduction to Emerging Markets and the New International Economy byLuciano Ciravegna, Robert Fitzgerald, Sumit Kundu. Published by PearsonEducation.

5.2 References

• Handbook of Manufacturing Industries in the World Economy by Edited by JohnR. Bryson

• Jennifer Clark, and Vida Vanchan, Published by Edward Elgar Publishing.


• Financial Times.

• Forbes Magazine.

• WTO Bulletin.


Subject Product and Brand Sub Code PBM Management


1. Objective

After going through the course, a student shall be able:

• To use the knowledge of Product and Brand Management in the field ofbusiness.


PGDM BATCH (2017-19)AREA : MARKETING

S.No Programme Course Name Code Area Credit PageSub No.

1 PGDM Product and Brand PBM MKT 1 147Management

2 PGDM Rural and Bottom RBOP MKT 1 149of Pyramid(BOP) Marketing

3 PGDM Integrated Marketing IMC MKT 1 151Communications

4 PGDM Sales & Distribution SDM MKT 1 152Management

5 PGDM Marketing of Services MS MKT 1 154

6 PGDM Marketing Analytics MRA MKT 1 156

7 PGDM Events & Media Marketing EMA MKT 1 157

8 PGDM Digital Marketing DM MKT 1 159

9 PGDM International Marketing IM MKT/IBSE 1 160

10 PGDM Customer relationship CRM MKT 1 162Management

11 PGDM Retail Marketing and E-Tailing ETR MKT 1 163

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• To understand the theories of PBM for application in required situations.

• To apply PBM strategy tools in a wide array of situations to take informed decisions as amanager.

2. Prerequisites

The students of this course are expected to have studied Marketing Management I & II.

3. Lesson Outcomes

On completion of this course, the student will be able to:

• Understand the concepts and rationale behind Product and Brand Management. Understandthe Product Development stages.

• Understand the differences between Product and Brand, with the related strategies.

• How to create a brand positioning strategy, develop and foster the positive perceptionof an organization or individual.

4. Course Outline

4.1 Introduction to Product, Brand, Product Management and Brand Management:

Definition, concept and need for Product Management, Concept of a brand, Evolution of Brands, Brand and Products, Brand Names, Branding Elements, Options and tactics of Brand Elements, Roles and Responsibilities of a product manager. Product Integrity.

4.2 PLC and new Product Development:

New Product development process, new product launch, re-launch, PLC and corresponding product strategies.

4.3 Product Strategy Decisions and Branding Dimensions:

Dimensions of Product Mix, Product Line, Consistency. Different types of Products, A concept of SKUs, Types of Branding Strategies, Brand Extensions, Opportunity analysis of Brand Extension.

4.4 Product Differentiation Strategies and Brand Positioning:

Types of Product Differentiation, Brand Differentiation, Brand positioning strategies, Re branding and Repositioning, Benefit Ladder and Perceptual Mapping.

4.5 Creating Brand:

Developing Brand Architecture, Brand Portfolio, Co Branding, Brand Licensing, Franchising, Brand Sustenance, Brand Revitalization, Brand Arche typing, Brand building through brand Arche typing, Different types of Arche typing.

4.6 Brand Measurement:

Different Models like CBBE etc, Measuring the Brand Value and Worth, Brand Audits (BAV Model), Brand Equity and its management overtime.


5.1 Text Book

• Product Management, 4e, Donald R Lehman, Russel S Winner, Tata Mc Graw Hill.

• Product and Brand Management by P. Sen Gupta.

5.2 References

• Strategic Brand Management by Kevin Lane Keller

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Second Year, Area Marketing


• Marketing Management by Kotler/ Kotler, Keller, Koshi, Jha BrandManagement by Harsh V Verma, Excel books.

5.3 Journals

• AIMA journal of Marketing

• Indian journal of Marketing


Subject Rural and Bottom of Sub Code RBOP Pyramid(BOP) Marketing


1. Objective

This subject will equip the future managers and entrepreneurswith frameworks to understand different approaches adopted bythe corporate to reach the rural as well as BOP customers indeveloping countries. The class will offer tools and techniques forassessing the market potential of rural market as well as BOPmarkets.

2. Prerequisites

The students of this course are expected to have studiedMarketing Management I & II.

3. Lesson Outcomes


• Understand the problem and prospect in rural and BOPmarkets.

• Formulate strategies for rural and BOP markets.

4. Course Outline

4.1 Introduction to Rural Market:

Definition of Rural and Rural Marketing. Myths & Reality on Rural Markets. The Rural Marketing Mix: Affordability, Availability, Awareness and Acceptability.

4.2 Introduction to BOP Market:

Understanding global poverty, Challenges and Opportunities at the Base of the Pyramid.

4.3 Consumer Behaviour of R & BOP:

What influence the R & BOP Consumer Behaviour? Cultural factor, Social factor, Personal factor, psychological factor. The Buying Decision Process.

4.4 Targeting, Segmenting and Positioning for R & BOP Consumers:


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Segmentation - Bases for segmenting rural consumer market & BOP market, Targeting - Evaluation of segment, selection of segments and coverage of segments,Positioning - Identifying the positioning Concept, Selecting the positioning concept,developing the concept, communicating the concept.

4.5 Developing Marketing Strategy for R & BOP Consumers:

Product Strategy, Distribution Strategy, Pricing Strategy, Communication Strategy

4.6 Business Strategies for the Base of the Pyramid:

The Corporate Opportunity: Debate on The fortune at the bottom of the pyramid, Rethinking marketing programs for BOP markets".


5.1 Text book

• Rural Marketing - Pradeep Kashyap, Pearson Pub, 2nd Edition.

• Prahalad, C.K. The Fortune at the Bottom of the Pyramid. Upper Saddle River, NJ:Wharton School Publishing, 2006.

5.2 Reference

• Rural Marketing Environment, Problems and Strategies -T P Gopalswamy/Vikas Pub.

• Rural Marketing Text and Cases - C S G Krishnamacharyulu, Lalitha Ramakrishnan.

• Rural Marketing Management - Sukhpal Singh/Vikas Pub.

• Rural Marketing Indian Perspective - Awadesh Kumar Singh, Satyaprakesh Pandey/New Age Int. Pub.

• Collier, Paul. The Bottom Billion. Why Poor Countries are Failing and What Can BeDone About It. New York, Oxford University Press, 2007.

• Easterly, William, Hart, Stuart L. 2005. Capitalism at the Crossroads: The UnlimitedBusiness Opportunities in Solving the World's Most Difcult Problems. Upper SaddleRiver, NJ:, Wharton School Publishing.

• Yunus, Muhammad. Creating a World Without Poverty. Philadelphia: PublicAffairs(Perseus Book Group), 2006.

5.3 Magazines

• International Journal of Rural Management.

• Journal of Rural Development.

• International Journal of Emerging Markets.

• Next Generation Business Strategies for the Base of the Pyramid.

• Beyond Greening: Strategies for a Sustainable World book hbr

• In May 2009, the Harvard Business Review published London's paper entitled, MakingBetter Investments at the Base of the Pyramid.

• In late 2010, "Next Generation Business Strategies for the Base of the Pyramid: NewApproaches for Building Mutual Value.

• London. T. 2007. A Base-of-the-Pyramid Perspective on Poverty Alleviation.Washington, DC: United Nations Development Program. Growing InclusiveMarkets Working Paper Series.

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1. Objective

• To enhancing the in-depth knowledge of studentsspecializing in the field of marketing.

• To explain the importance of integrated marketingcommunications concepts in the increasingly competitivebusiness environment.

• To examine how marketing and promotional elements mustbe coordinated to communicate effectively.

2. Prerequisites

Marketing Management I and II

3. Lesson Outcomes

On completion of this course the student will develop amanagerial perspective and an informed decision making abilityto integrate various communication tools for effective andefcient tackling of promotional situations.

4. Course Outline

4.1 Introduction to IMC

Concept of marketing communication, Evolution of IMC, Denition of IMC; Key features and its role in marketing, The Promotional Mix (tools for IMC).

4.2 The IMC Planning Process

SWOT Analysis, Determining Communication Objective; Developing strategies and tactics, setting budget, Evaluation.

4.3 Advertising - An Integral Part of IMC

Concepts of Advertisement and Advertising Campaign, Role of Advertising in Marketing Mix; Types of advertising; Structure of an ad agency, Function of various departments, Agency Compensation.

4.4 Setting Objectives and Budget for IMC

Determining Promotional Objectives, Communications Objectives, DAGMAR Approach; Budgeting Approaches.

4.5 Message Strategy and Design

Copy Platform, Appeals and Execution Styles, Components of copy, Story Board, Copywriting fo various media, Ad Film Production.

4.6 Media Planning and Strategy

Subject Sub Code RBOPIntegrated Marketing

Communication



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Subject Sub Code SDMSales and Distribution

Management


1. Objective

This course aims at understanding the sales and distribution strategies for studentspursuing a career in sales. It will provide insight to budgetary forecasting, territorialmanagement and managing sales team.

2. Prerequisites

The students of this course are expected to have studied Marketing Management I & II.

3. Lesson Outcomes


• Manage the sales force. Formulate sales policies. Plan, coordinate and control sales

Basic Terms and Concepts; Media Brief, Media Plan, Media Objectives and Strategies, Media Mix, Deciding on reach and frequency, Media Classication, Evaluation of media.

4.7 The Support Media

Out of Home Media, In-Store Media, Transit Advertising, Specialty Advertising; Advertising in Movie Theatres, Product Placements, In-ight Advertising.

4.8 The Marketing Communication Tools

Corporate Advertising and Public Relations; Publicity; Sales promotion; POPs; Sponsorships; Event Management; Packaging; Internet and Interactive Media; Direct Marketing; Mobile Advertising.


5.1 Text Book

• Advertising and Promotion - An Integrated Marketing Communications Perspective,George E. Belch and Michael A. Belch, 6th Edition, 2008, TMHI.

5.2 Reference Books

• Promotion and Integrated marketing communications, Semenik, Richard J, Thomson,Singapore, 2004.

• Principles of advertising and IMC, Duncan, Tom; TMHI, New Delhi Integratedadvertising, promotion and marketing communication, Clow, Kenneth and Baack,Donald, 2nd Edition, Prentice Hall, Delhi, 2006.

• Advertising and Promotion- An IMC Perspective

• Kruti Shah and Alan D' Souza, 2009, TMHI.

• Advertising and Promotion- An IMC Approach

• Terence A. Shimp, India Edition, 2007, South-Western.

• Cengage Learning

5.3 Journals


• Journal of Advertising Research

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team.

• Manage the marketing channel.

4. Course Outline

4.1 Sales Management

Meaning, Nature and Importance of Sales Management, Sales objectives, Strategies and Tactics, The Selling Process, Buyer-Seller Dyads, Emerging trends in sales, Sales as a Career. Specic Characteristics of a successful salesman.

4.2 Sales Organization

Need for Sales Organizations, their structure, Sales Managers Functions and responsibilities.

4.3 Sales forecasting, Quotas and Territory management

Sales Forecasting methods, determining size of sales force/ Planning the sales effort, Sales Quota setting and Administration, Procedure for designing sales territories, managing territorial coverage. Sales Budget; Purpose, Forms, Contents and Procedure.

4.5 Sales Force Compensation and Rewards

Devising a Sales Compensation plan, Sales meetings and Sales contests, Supervising, Evaluating Sales Force Performance and Controlling Sales activities (Sales Records and Reporting Systems), Improving Sales Productivity.

4.6 Marketing Channel Management

Meaning Charact-eristics / Features of Marketing Channel, Setting Distribution Objectives. Channel of Distribution for - Consumer Products, Industrial Products and Services, Channel Functions and Flows, Levels of Channel of Distribution. Types of Distribution Channel, Intensity of Marketing Coverage. Channel conflict and its management.

4.8 Physical Distribution Management

Concepts, Meaning, Objectives, Physical Distribution Decision Areas. Physical Distribution (Logistics)Management- Transportation Management and Warehousing Manage-

4.4 Motivating and Recuriting Sales Force

Recruiting and selecting the sales force, Planning sales training programs, Motivating the sales force and Compensating the sales force.

4.7 Channel Design Selection and ControlChannel design and planning process, Selecting channel partners, Channel design implementation and electronic channels. Factors affecting Channel Selection Retailing: Retailer, Role of the retailer, noitacissalCof retailers, Retail strategies, E-tailing. Wholesaling: Wholesaler, Function and Classication of Wholesalers, Distributors/ Dealers/ Stockiest, Strategic Issues in Wholesaling. Role of C & F and Cash & Carry.


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ment.


5.1 Text Book

• Sales Management-Richard R. Still, Edward W. Cundiff and Norman A. P. Govoni(Pearson-5th ed.)

• Marketing Channels: Coughlan, Anderson, Stern and El Ansary (Prentice Hall/Pearson) 7th ed.

• Sales and Distribution Management - Text and Cases- Tapan Panda, Sahadev, OxfordPublications.

5.2 Reference

• Sales and Distribution Management - Text and Cases- Krishna K Havaldar and VasantM Cavale, Tata Mc Graw Hill Publication.

• Building a Winning Sales Team - Gini Graham and Scott Professional SalesManagement - Anderson, Hair and Bush Motivation and Job Satisfaction - M. D.Pestonjee.

• Sales Management - Thomos Industrial Marketing - Hichard M. Hill.

• Strategies for selling-Gerald A. Michaelson Value added selling-Tom Reilly.

5.3 Journals, Magazines

• AMA Journal of Marketing

• Indian Journal of Marketing.


• Journal of Personal Selling and Management.

• Business Today Business India

• Marketing Mastermind Impact.

Subject Marketing of Services Sub Code MOS


1. Objective

This course aims at providing the students with an understanding of the principles andpractical issues in the Marketing of Services.

2. Prerequisites

The students are expected to have already studied the courses Marketing Management- Iand Marketing Management- II.

3. Lesson Outcomes

On completion of this course, the student will be able to apply their knowledge ofmarketing principles to services marketing, analyze practical situations/problems, and tosuggest broad courses action.

4. Course Outline

4.1 Introduction to Services management

Introduction to Services Marketing: distinctive marketing challenges; differences among services, integrating with other functions, focus on both customers and

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markets; Customer behavior in service encounters: Customer interaction, Purchase process, Needs and expectations, Evaluating Services, Service Business as a system.

4.2 Positioning of Services

Focus and competitive advantage, Segmentation, Positioning for brand distinction, Internal, Market and Competitor Analysis, Positioning maps for competitive strategy, Changing positioning.

4.3 Services Marketing- Key Elements

Creating the Product: Planning and creating services, Supple-mentary Services, Planning and branding service products, new service development; Designing the Communications Mix for services: Role, challenges and opportunities, Setting objectives, The Marketing Communications and mix, Branding Comm-unications, the use of Internet for communication.

4.4 Pricing and Revenue Management

Objectives and foundations for price settings; Cost-based, value-based and competition-based pricing; Revenue management, Putting pricing into practice.

4.5 Managing Services Delivery

Distribution of Services: Options for delivery; place and time decisions, Delivery in cyber space; Intermediaries; Inter-national distribution; Designing and Managing Services Processes: Creating valued experiences and productive operations, Service, Process Redesign, Customer asco-producer;

Balancing Demand and Capacity: Demand uctuation and capacity constraints, Demand patterns,

Managing demand, Waiting and reservations; Planning the Services Environment: consumer responses, dimensions; putting it all together; The People Element in Services: Role of Service Staff, HRM in service context, Service Leadership and culture.

4.6 Implementing Services Marketing

Managing Relationships and Building Loyalty: understanding customer relationship, targeting, managing the customer base, Building Customer loyalty, CRM.

4.7 Customer Feedback and Service Recovery:

Complaints and service recovery, Service guarantees, opportunistic behavior, learning from feedback; Improving Service Quality and Productivity: Integrating Service quality and productivity; Measuring and improving service quality, Managing Service Gaps; Organizing for Service Leadership: Synergy in a service organization; creating a leading service organization.


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5.1 Text book

Services Marketing: People, Technology, Strategy"(5th edition) (LWC) By Christopher Lovelock, Jochen Wirtz, Jayanta Chatterjee, Pearson Education.

5.2 References

• "Services Marketing- The Indian Perspective"By Ravi Shankar, Excel Books.

• "Services Marketing- Integrating Customer Focus Across the Firm" (3rd edition) ByValarie A.

• Zeithaml and Mary Jo Bitner, Tata Mc Graw Hill.

• "Services Marketing- Text and Cases" (2nd edition) By Rajendra Nargundkar, TataMcGraw Hill.

Subject Sub Code MRAMarketing Analytics


1. Objective

• This course represents a comprehensive examination of data analytics from amarketing perspective on four levels: strategically, functionally, methodologically,and technologically.

• Using the insight gained in the course, students can predict the outcome ofmarketing plans to boost return on marketing investment (ROMI).

2. Prerequisites

Students must have completed Marketing Management - I & II.

3. Lesson Outcomes

• Help students seeking employments in the analytics arena.

• Apply quantitative techniques to drive marketing results.

• Acquire prociency in the application of strategic decision models and metrics/Masterthe ability to communicate to senior executives through data.

4. Course Outline

4.1 Introduction

Introduction to marketing analytics.

4.2 Market Insight

Market sizing & trend analysis.

4.3 Market Segmentation

Segment identication, analysis, & strategy.

4.4 Competitive Analysis

competitors identication, analysis, & strategy.

4.5 Business Strategy

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Subject Sub Code EMMEvents and Media

Marketing


1. Objective

Events are globally important in social and economic terms andthus the objective of this elective is to provide a thoroughunderstanding of the basic skills required to plan internal andexternal events and identify the possible risks and legal issuesinvolved with event planning, the resources available to assist inthe planning of an event, and the process of budgeting andmarketing for events.

2. Prerequisites

Marketing The students of this course are expected to havestudied Marketing Management I &II.

Analytics-based strategy selection.

4.6 Business Operations

Forecasting, predictive analytics.

4.7 Product and Service Analytics

Conjoint analysis metrics.

4.8 Price Analytics

Pricing techniques and assessment.

4.9 Distribution Analytics

channel evaluation & selection.

4.10 Promotion Analytics

budget estimation and allocation.

4.11 Sales Analytics

Metrics for sales, protability,

4.12 Analytics in Action

Pivot tables and data-driven.


5.1 Text book

• Marketing Analytics: Data-Driven Techniques with MicrosoftExcel, by Wayne L.

• Winston, Wiley Publications, First edition, (2014)

5.2 Reference

• Sorger, Stephan. "Marketing Analytics: Strategic Models andMetrics." , Admiral Press/ Create Space, 2013.


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3. Lesson Outcomes

Upon completion of this elective, the student will be able to dene the concept of “specialevents”, recognize and demonstrate the core competencies of an event planner, applythe logistical components of a special event, develop a comprehensive marketingplan and will effectively do media planning.

4. Course Outline

4.1 The introduction to unique nature of Event Management:

Introduction to events and event management, Size of events, Types of events, 5 C's of events, The Event Team, Code of Ethics.

4.2 Concept and Design, Feasibility:

Developing the concept, analyzing the Concept, Designing the Event, Logistics of the Concept, keys to success, The SWOT Analysis.

4.3 Event Marketing and Market Research:

Event as a marketing tool, Nature of event marketing, Process of event marketing, Concept of market in events, Events marketing mix, , Segmentation and Targeting of the Market for Events, Positioning in Events and the Concept of Event Property.

4.4 Concept of Product, Price and Promotion in Events:

Product- Benet levels, event hierarchy, competitive events, artistic expression, cultural celebration, special business events, Reach interaction matrix.

Price- Setting pricing objectives, the budget, skills required for negotiating the best price, checklist for pricing the events.

Promotion- Image/Branding of event, Advertising and Publicity methods for event,

4.5 Roles and Responsibilities of the Event Management Team:

Careers in changing environment, job opportunities, review on various event management companies in India.

Meaning of Media, Types of Media, Role of Media, advantages of media Media planning: The function of media planning in advertising, Media Planning process, Role of Media planner, Challenges in media planning.

4.7 Selecting the Suitable Media Option and Criteria for Selecting the Media Vehicles:

Reach – Frequency – GRPs - Cost efciency - Cost per Thousand - Cost per rating – Waste - Circulation - Pass-along rate (print). Media timing: Flight, Pulsing, Scheduling.

4.8 Sources of media research:

Audit bureau of circulation, Press audits, National readership survey/IRS, Businessmen's readership survey, Television -Audience Measurement, TRP, National television study - ADMAR satellite cable network study - Reach and coverage study- CIB listener ship survey.

4.9 Comparing and evaluating continuity of media options/choices:

Deciding the ideal media mix - The communications mix - Media buying and negotiation - Competitive media expenditure analysis - The concept of aperture - Scheduling and budgeting allocation - Media plan evaluation Media presentations to the client - Media audit.


5.1 Text book

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Subject Digital Marketing Sub Code DM


1. Objective

• To impart an in-depth perspective into Online Marketing, andprepare himself/herself for its fast-paced world.

• To learn how to do marketing online- Boost website trafc,generate potential leads & increase sales revenue with better brand awareness.

2. Prerequisites

Students must have completed Marketing Management - I & II.

3. Lesson Outcomes


• Critically appraise the impact of digital technologies onmarketing practice.

• Integrate digital technologies into overall marketing strategy.

• Apply digital techniques in real life situations.

4. Course Outline

4.1 Introduction to digital marketing, Digital Marketing

• Event Marketing: How to Successfully Promote Events,Festivals, Conventions and Expositions, 2nd Edition, C. A.Preston.

• Events Management Paperback – Notebook, 15 Mar 2006 byGlenn Bowdin and William O'Toole.

• Event Management: For Tourism, Cultural Business andSporting Event, by Lynn Van Der Wagen and Brenda R. Carlos.

• Event Marketing and Management by Sanjaya Singh Gaurand Sanjay V Saggere .

• Professional Event Coordination (The Wiley EventManagement Series) by Julia.

• Rutherford Silvers (Hardcover - Nov. 10, 2003).

• The Complete Guide to Successful Event Planning: WithCompanion CD-ROM by Shannon Kilkenny (Paperback - Jan.8, 2007).

• Jack Z. Sissors and Jim Surmanek Advertising Media Planning-Cram Books 1976.

• James R Adams Media planning-Business books 1977.

• Advanced M.P. John R Rossister, Kluoer Academic Publications1998.

• Advertising M.P., Jack Z Sissors McGraw Hill 6th Edission.


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Subject Sub Code IMInternational Marketing

Area Code MKT/IBSE Programme PGDM Term-4

1. Objective

This course aims at providing the students with an understanding of the basic principlesand the practical issues involved in International Marketing. Students who have studiedGlobal marketing course need not take this course.

2. Prerequisites

The students of this course are expected to have studied Marketing Management- 1 & 2.

3. Lesson Outcome

On completion of this course, the student will be able to apply the principles of Marketingin the global emerging market, to analyze practical problems, and to suggest broadcourses action. On completion of this course, the student will become more familiar withthe nature and practices of MNCs in Global Emerging Markets.

4. Course Outline

4.1 An Overview

• The Scope and Challenges of International Marketing and the DynamicEnvironment of International Trade.

Overview, Digital Marketing Strategy.

4.2 Inbound Vs. Outbound Marketing.

4.3 Content Marketing Strategies, Email Marketing, Mobile Marketing, Afloat Marketing.

4.4 Online Advertising: Display Advertising.

4.5 Social Media & Social Network Marketing (SMM).

4.6 Lead Generation for Business (Pricing and Distribution Strategies on the net).

4.7 Google Analytics.

4.8 Search Engine Optimization (Marketing).

4.9 Trust in Internet Marketing.

4.10 Legal and ethical issues pertaining to the internet.


5.1 Text Book

• Strauss Judy, E-Marketing, Prentice Hall India.

• Digital Marketing: Strategies for Online Success, by Godfrey Parkin.

5.2 Reference

• Understanding Digital Marketing: Marketing Strategies for Engaging the DigitalGeneration, by Damian Ryan

• Smith P R Chaffey Dave, E-Marketing Excellence: The Heart of E-Business, ButterworthHeinemann, USA.

5.3 Journals

• Journal for Interactive marketing Elsevier.

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4.2 The Cultural Environment of Global Markets

• The Foundations of Culture: History and GeographyCultural Dynamics in Assessing Global Markets.

• Culture, Management Style and Business Systems, ThePolitical Environment.

• The International Legal Environment.

4.3 Assessing Global Marketing Opportunities

• Marketing Research for Global Vision Emerging Markets.

• Multinational Market Regions and Market Groups.

4.4 Developing Global Marketing Strategies

• Planning and Organization Products and Services forcustomers Products and Services for Businesses.

• International Marketing Channels Exporting andLogistics.

• IMC and International Advertising Personal Selling andSales Management.

• Pricing for International Markets (Marginal cost Pricing,transfer Pricing and Counter Trade).

4.5 Implementing Global Marketing Strategies

• Negotiating with International Customers, Partners andRegulators.


5.1 Text Book

• "International Marketing" (13th edition) By Philip RCateora and John L Graham, Tata McGraw Hill.

• "Global Marketing" (7th Edition) by Warren J. Keeganand Mark C. Green, Pearson/Prentice Hall.

5.2 References

• International Marketing- Analysis and Strategies (2008edition) by JJ Shaw and Sak On kvisit Prentice Hall.

• India Global Marketing Management (2008 edition) byWarren J. Keega, Prentice Hall India.

• International Marketing, By Rakesh Mohan Joshi

• Oxford University Press.

5.3 Magazines

• International Journal of Emerging Markets.

• Emerging Market Investor.

• Emerging Markets.

• Emerging Markets Economic Outlook.

• Emerging Markets Quarterly.


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1. Objective

This course provides students with knowledge of the principles and best practices formanaging customer relationships that result in unsolicited testimonials and relationshipannuities. The student shall be able to gel customer life time value with loyalty to retaincustomers.

2. Prerequisites

The students of this course are expected to have studied Marketing Management-I & II.

3. Lesson Outcomes


• Understand various CRM frameworks.

• Calculate Customer lifetime value.

• Manage customer loyalty.

4. Course Outline

4.1 CRM Basics

Importance of CRM, Relationship Marketing, Identifying and Measuring customer related factors, CLV and Segmentation of Customers.

4.2 Evolution of CRM

Evolution of customer relationships, Benets of CRM, Relationship building as a process, the ladder of loyalty, bonding for customer relationship, Market shares VS Share of customer.

4.3 CRM as a Marketing Tool

CRM as a competitive advantage, Customer Loyalty and Loyalty Programs, Creating Customer Value, Satisfaction and Loyalty, Brand Differentiation through CRM.

4.4 CRM and Different Markets

CRM in B2B Markets, CRM in B2C Markets, CRM and Customer Service, Sales force automation, Data Management and construction of databases for Data warehousing and Data Mining.

4.5 CRM Tools and Techniques

Analytical and Operational CRM, CLTV, what is ACD (automatic call distribution), IVR (interactive voice response), CTI (computer telephony integration), web enabling the call center, automated intelligent call routing, logging and monitoring.

4.6 CRM Metrics

Metrics to be analyzed, Types of Customer Metrics, Identifying KPI related to various dimensions of CRM Implementation.

4.7 CRM Implementation

Developing a relationship orientation, Internal Marketing, Budgeting for Attraction and Retention, Evaluating Retention Programs.


5.1 Text Book

Subject Customer Relationship Sub Code CRMManagement


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Subject Retail Marketing & E-tailing Sub Code ETR


1. Objective

This course aims at providing students with a comprehensiveunderstanding of the theoretical and applied aspects of retailManagement. This course will facilitate students to identifyparadigm shifts in a retailing business along with the everincreasing need of technology.

2. Prerequisites

The students of this course are expected to have studiedMarketing Management I & II.

3. Lesson Outcomes


• Understand the basic composition and structure, as well asthe dynamic nature of a retail marketplace.

• Visualize the role played by retail managers as members ofthe marketing channel.

• Evaluate and recognize important elements of retail.

4. Course Outline

4.1 Introduction to Retailing

Basic concept, Global and Indian retailing scenario; History and theories of retail development; future of organized retailing in rural India.

4.2 Retail Organization Structure

The changing structure of retailing, classication of retail units, on the basis of ownership and operational structure, variety of merchandise mix.

4.3 Overview of Retail Market Segmentation and Retail Customer

Segmentation of the shoppers, types of shoppers. Understanding Shopper Behavior; Shopping Process; Shopper's proling.

• "Customer Relationship Management: A StrategicPerspective"; (1st edition) By G. Shainesh , 3Jagdish NSheth (Publishers: Macmillan).

5.2 Reference

• "Customer Relationship Management: Concepts andApplication, By Kumar, Alok Sinha, Chabbi and SharmaRakesh.

• "A Business Guide to Customer Relat ionshipManagement" By Dyche, Jill.


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4.4 Retail formats

Classication of formats in organized retail sector; Value based model of format choice, different type of format available in India.

4.5 Retail Location

Importance and levels of location decisions, Types of retail location, Site Selection Criteria, selection of shopping centre and market, location assessment procedures.

4.6 Retail Space Management

Retail Layout Plan, Circulation Movement/ Types of layout.

4.8 Merchandise Management

Merchandise mix management, merchandise planning, stock planning, Merchandise buying and handling, controlling the inventories. Category management; Merchandise presentation; channel, criteria for selection of suppliers.

4.9 Retailing Strategy

Retail pricing strategies, Retail promotion strategies, Retail sales promotion, publicity; Human resource strategy; Vendor relation and Distribution strategy. Channel choice, product movement; Store Management.

4.10 E-Retailing

Current Trend Analysis and Measures of Online Retailing, e-Retailing Statistics, Marketing mix in the age of E-retailing; the roles of cyber intermediaries in E-retailing, E-Retailing Practices, E-Retailing Application Perspective, E-Retailing Merchandising Techniques, Online Store Front, E-Payment Security Challenges, E-Payment Business Risks, E-Commerce Security Solutions.


5.1 Text Book

• Retail Management, Chetan Bajaj, Rajnish Tulsi and Nidhi V Srivastava, 2007,Oxford Publication.

5.2 Reference

• Retail Management, Uniyal and Sinha, Oxford Publication.

• Retailing Management, Swapna Pradhan, 2/e, 2007 and 2008, TMH.

• Retail Management, Michael Levy and BartonA. Weitz (5th edition)



• Journal of Marketing.

• Indian Journal of Marketing.

• Journal of Retailing.

• Retail Review Images Retail.

• Marketing Mastermind.

4.7 Retail Design and Visual Merchandise

Retail space design, Atmospherics, Elements of design - Line, Colour and others, Visual Merchandise - Fixtures, Windows - Interiors & Exteriors


1 PGDM Security Analysis SEA FIN 1 165

2 PGDM Investment Banking IVB FIN 1 167

3 PGDM Strategic Financial SFM FIN 1 168Management

4 PGDM Financial Risk Management FRM FIN 1 170

5 PGDM Financial Modeling FML FIN 1 171

6 PGDM International Finance INF FIN 1 174

7 PGDM Taxation TXN FIN 1 176

8 PGDM Project Appraisal & Finance PAF FIN 1 177

9 PGDM Portfolio Management PFM FIN 1 179

10 PGDM Forex Mangement in Banks FMB FIN 1 180

11 PGDM-BFS Risk Management in Banks RMB Fin 1 181

12 PGDM-BFS Credit Management CM FIN 1 183

Subject Security Analysis Sub Code SEA


1. Objective

To familiarize students with basic concepts of fundamental andtechnical analysis of stocks.

2. Prerequisites

Good working knowledge of nancial management and statistics.

3. Lesson Outcomes

After course completion, students will be thorough with concepts of


PGDM BATCH (2017-19)AREA : FINANCE (FIN)

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deriving fundamental value of a stock, identify underpriced or overpriced shares.

4. Course Outline

4.1 Introduction to Stock Markets and Securities:

Functioning of the Stock Market, Listing Agreement (Clause 49), Investment vrs Speculation, Investment Process, Investment Categories, Risk and Return, Systematic and Unsystematic Risk, Beta, Statistical Analysis of Risk.

4.2 Fundamental Analysis :

Economic & Industry Analysis, Concepts & Tools.

4.3 Company Analysis :

Financial Statement Analysis, Equity Valuation Models, Forecating Earnings.

4.4 Technical Analysis :

Concepts, Difference between Fundamental and Technical Analysis, Dow Theory, Price and Volume Indicators, Elliot Wave Theory, Moving Averages, Relative Strength Index, Line & Volume Chart, Bar Chart.

4.5 Behavioral Finance :

Heuristic Driven Biases, Emotional and Social Inuences, Market Inefciency, Strategies for Overcoming Psychological Biases.

4.6 Efcient Market Hypothesis :

Random Walk, Efcient Market Hypothesis : Weak, Semi-strong and Strong Form, Implications for Investment Analysis.


5.1 Text Book

• Modern Portfolio Theory and Investment Analysis Edwin Elton, Martin Gruber,Stephen Brown, William N. Goetzmann, Wiley Publication.

5.2 References

• Fisher & Jordan, Security Analysis and Portfolio Management.

• Bodie, Kane, Marcus & Mohanty, Investments.

• Ranganathan, Investment Analysis and Portfolio Management.

• Damodaran, Investment Valuation.

• Frank K. Reily & Brown, Security Analysis and Portfolio Management.5.3 Magazines, Newspapers, Reports and Journals

• Economic Times.

• Business Standard.

• Financial Times.o Capital Markets.

• Annual report of different publiclimited companies for analyzingnancial statements

• Chartered Financial Analyst.

• Journal of Finance.

• Journal of Financial Economics.

• Journal of Applied Finance.

Website

• www.sebi.org.• www.nseindia.com• www.bseindia.com• www.bloomberg.org• www.moneycontrol.com

4.7 Fixed Income Securities

Features of Bonds, Types of Bonds, Bond Valuation, Duraition, Yield on the bond, Bond Rating

Subject Investment Banking Sub Code IVB


1. Objectives

The main objective of the course is to provide students with the:

• necessary theoretical and conceptual tools used in investmentbanking.

• introduction and general understanding of investment bankingactivities.

• the mechanics and nancial analysis required to value, negotiateand successfully close transactions.

Other learning objectives include analysis and valuation in M&Aand LBO settings and understanding the sources of capital in thecontext of these transactions.

2. Prerequisites

The student should have keen interest in entering investment bankingsector as a viable career option.

3. Lesson Outcome

After course completion, students will be thorough with concepts andfunctions of Investment Banking, the procedure for raising an IPO , thevaluation for M& A activities and the various nancial and advisoryservices offered by investment banks

4. Course Outline

4.1 Introduction to Investment Banking

Overview of investment banking, Investment banking & Merchant Banking distinguished, regulatory & institutional framework, Services provided by Investment bankers. recent trends in investment banking, conict of interest.

Case Study.

4.2 Sources of Capital & Credit Analysis

Sources of Capital examines short term, long-term and subordinated debt; common and preferred equity; public vs. private capital and private placements.

Credit risk analysis is one of the most important factors in determining what sources of capital are available to a company. This section covers when and why credit analysis is applied and discusses: rating agencies, credit ratings & methods of credit analysis

4.3 Investment Banking & Capital Markets

constituent& & Anatomy of Equity and Debt markets Prole of offers, instruments, issuers; Issue of Capital & Disclosure Requirements (ICDR) regulatory framework ;. Due diligence for Initial Public Offer (IPO)/FPO/others; .; IPO/FPO legal issues

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including drafting of Draft Red Herring Prospectus (DRHP) ; Role of banker to an issue ; merchant banker as lead manager/book runner, commission, operational framework ; Private equity, Venture capital and other intermediaries ; Dematerialisation and depository business .

Case Study.

4.4 Mergers, Acquisitions, Amalgamations and Takeovers

(LBO) Leveraged buyout, Theories of Mergers, SEBI takeover regulations. Case Study.

4.5 Business Advisory services

corporate structuring, business planning, Joint Ventures, collaborations, Foreign investments, role of investment banker.

4.6 Project Advisory service

the role of investment banker in Project nance.

4.7 Financial & Corporate restructuring Advisory services

Investment bankers advisory services in Debt restructuring.

4.8 Government Advisory services: Disinvestments

overview, regulatory issues and transaction process, role of investment banker.


5.1 Text Book

• Merchant Banking, H. R. Machiraju, New Age.

• Investment Banking -An odyssey in High Finance, Pratap Subramanyam, Tata McGraw.

5.2 Journal/Newpaper/Magazine

• Economic Times

• Financial Express


Website

• www.rbi.org.in

Subject Sub Code SFMStrategic Financial Management


1. Objective

To explore and build upon concepts introduced in Management Accounting and FinancialManagement 1 & 2 in order to understand and comprehend practices used by nancialmanagers.

2. Prerequisites

Sound knowledge of nancial management and management accounting.

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3. Lesson Outcomes

After course completion, students will be able to.

• Understand concepts of risk analysis in capital budgeting.

• Understand corporate valuation and value basedmanagement.

• Evaluate merger , acquisition and takeover decisions.

• Understand the behavioural and strategic concepts of CostManagement.

4. Course Outline

4.1 Creating Value through Required Returns

• Foundations of Value Creation.

• Required Market - Based Return for a Single Project.

• Modication for Leverage.

• Adjusted Present Value.

• Divisional Required Returns.

• Diversication of Assets and Total Risk Analysis.

4.2 Mergers and Acquisitions

Nature of mergers; Rationale for M&As; Dening & measuring success of M & As. Reverse Mergers Methods of corporate valuation; valuation of shares, Costs and benets of mergers; Evaluating a merger as a capital budgeting proposal; Determination of swap ratio of M&A deals; share buy back, joint venture, stock split, leveraged buy out, management buy out, dissolution of rms, Takeover tactics; Takeover defenses,

4.3 Strategic Cost Management

Behavioral impact of Costing Systems, Strategic issues in Joint and By Product Costing, Value Chain Analysis.

4.4 Financial Distress and Restructuring

Voluntary Liquidation and Sell offs, Spin offs, Equity Carve-Outs, Leveraged Buyouts, Distress Restructuring.


5.1 Text Book

• Brealey and Myers, Principles of Corporate Finance.

5.2 References

• James C Van Horne(Pearson), Financial Management andPolicy.

• Damodaran, Aswath, Corporate Finance.

• Corporate governance, Fernado, Pearson.

• Business Ethics & Corporate Governance, S. Prabakaran,EB .


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• Corporate Governance, Mallin, Oxford .

• Corporate governance & Business Ethics, U.C.Mathur, MacMillan.

5.3 Magazines/Reports/Newspapers/Journals

• Annual report of different public limited companies.

• Economic Times.



• Business Today.


• Chartered Accountant.

• Management Accountants.

Website

• www.rbi.org.in• www.amindia.org• www.nseindia.com• www.nancialmanagementdevelopment.com• www.ifac.org

Subject Sub Code FRMFinancial Risk Management


1. Objective

To familiarize students with concepts of Options and Futures, risk and hedging andcalculate risk-return trade offs.

2. Prerequisites

Sound knowledge of nancial management and nancial modeling using excel statisticsand Portfolio theories.

3. Lesson Outcomes

After course completion, students should be very thorough with the concepts of riskmanagement in Finance.

4. Course Outline

4.1 Introduction- Meaning and Scope of Derivatives

Need for Financial Risk Management; Derivative Market and Instruments; Structure Indian and Foreign. Derivative Markets, Types of Derivatives-Financial and Commodity.

4.2 Forward and Future- Meaning and Mechanism

Determination of Forward and Future prices; Hedging Strategies using Forward and Futures; Determination of hedging ratio; Interest Rate Future-Euro dollar futures, Duration based hedging strategies.

4.3 Option-Types of Option; American vs. European option

Option pricing-call and put; Pricing of Option-Binomial Model, Black-Scholes Model; Hedging Using Option- Short position hedge, Long position hedge; Trading Strategies Using Option-Vertical and Horizontal Spread; Combinations-Straddle and Strangle.

4.4 Financial Swap- Interest Rate Swap, Currency Swap

Economic Implication of Swap.

4.5 Market Risk Hedging- Concept of market risk

Delta Hedging, Vega hedging, Gamma hedging.


5.1 Text Book

• John C Hull, Futures and Other Derivatives.

5.2 References

• Don M Chance, An Introduction to Derivatives and RiskManagement.

5.3 Magazines Newspaper, Reports and Journals

• The Economic Times.



• Business Today.

• Reports by Stock Exchanges and government bodies.



• Management Accountant.

Website

• www.rbi.org.in• www.amindia.org• www.nseindia.com

Subject Financial Modeling Sub Code FML


1. Objective

Techniques for accurate nancial analysis and forecasting are usedin many areas of nance, such as corporate nance, valuation,project evaluation, deal structuring, portfolio management andthe like. In the course, the participants will learn the analytical andmodel building skills required to build powerful models in nance

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with the help of excel. There are many features of model building that are common irrespective of the nal model that one intends to build. In the course we will also emphasize on the different model building skills that one should have irrespective of the nal use that one is going to make of it.

2. Prerequisites

Basic Knowledge of Corporate Finance and MS Excel.

3. Lesson Outcomes

By the end of the course the participants should be better able to:

• Understand the basic and advanced features of excel.

• Understand how to build models in excel to suit one's purpose.

• Building models in different areas of nance including investments, and corporatenance.

• Identifying and controlling the key sensitivities with advanced spreadsheetsimulation.

• Understand how risk can be built into the model to enhance decision making process.

• Understand how risk can be built into the model to enhance decision making process.

4. Course Outline

4.1 The Excel Environment

Opening a Workbook, The Excel 2007 Ribbon, The Quick Access Toolbar, Worksheets, Moving Around a Worksheet and Workbook, Printing a Worksheet, Saving a Workbook File.

4.2 Working with Data: Basic Techniques

Cells and Ranges, Selecting Ranges, Selecting All Cells in a Dataset Using Shortcut Keys, Selecting All Cells on a Worksheet, Selecting Noncontiguous Ranges, Selecting Cells and Named Ranges, Using "Go To Special", Filling Series, Copying and Moving Cell Entries, The Undo Command, Useful Excel Shortcuts.

4.3 Increasing Spreadsheet Readability

Working with Rows and Columns, Making Good Use of Screen Space, Basic Cell Formatting, Basic Number Formatting, Conditional Formatting, Paste Special, Setting Up a Worksheet for Printing.

4.4 Excel Formulas

Copying Formulas, The Autocomplete Formula Option, Entering Formulas by Pointing, Alternate Ways to Copy Formulas, "Absolute" Addressing, Using the "F4" Key, Hierarchy of Mathematical Operations, Summation Icon, Editing or Correcting Formulas, Showing Actual Formulas in Cells, "Do It Yourself" Exercise

4.5 Useful Excel Functions

IF Statements, Text Functions, Basic Date and Time Functions, Range Names, Lookup Functions, Other Lookup & Reference Functions, lookup, Sumif, and Countif functions, Error Trapping, Rounding Functions, The Sum Product Function, Modeling Uncertainty in Excel, Excel Financial Functions, Count, Counta, and Count Blank Functions, Excel Statistical Functions, Conditional Counts, Conditional Sums, Removing Duplicates, Sorting in Excel, Filtering Data, Subtotals, Pivot Tables, Pivot Charts, Conditional Formatting: The Formula Option.

4.6 Charts

Creating Charts, Resizing and Moving Charts, Basic Formatting of Charts, Formatting

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Axes and Data Series, Customizing Charts.

4.7 Importing Data into Excel

Importing from a Text or Word File, Using Web Queries to Import Data from the Web, Exercises.

4.8 The Art of Spreadsheet Modeling

Model Building Blocks, Model Terminology, The Spreadsheet Model Building Process, Rules to Guide Intelligent Modeling, Constructing a Model, Designing the Spreadsheet Model, Data Tables, Two Way Data Tables, Goal Seek, Auditing Spreadsheets, Flexibility, Using Comments and Text Boxes, Error Trapping, Using "F9" and Evaluate Formula Feature, Generating Scenarios, Spinners, Model Limitations.

4.9 Using Excel Solver

Solving Optimization Problems, Developing a Solver Model, Conguring Solver to Find Solutions.

4.10 Three Dimensional Formulas and the Table Feature

Three-Dimensional Formulas, Using the Excel Table Feature.

4.11 Monte Carlo Simulation

Uncertainty and the Monte Carlo Simulation, Random Variables.

4.12 Using Visual Basic for Applications (VBA) to automate operations

• Recording and editing macros.

• Writing user-dened functions.

• Using macros to automate the use of the Solver add-ins.


5.1 Text Book

• Chandan Sengupta, "Financial Modelling using Excel andVBA" (2nd Edition), John Wiley & Sons Inc.

5.2 References

• Spreadsheet Modeling And Applications:

• Essentials of Practical Management Science (with CD-ROM And Infotrac) (Hardcover) by S. Christian AlbrightWayne Winston Publisher: South Western EducationalPublishing (Apr 2004).

• Christian Albright, "VBA for modelers", Second Edition,Palisade 2006

• Microsoft Excel Data Analysis and Wayne L. Winston Ph.D. (Author)

• Business Modeling (Using Excel 2007)Microsoft Press.


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• The Economic Times Business Standard Financial Times Business Today.

• Annual report of different public limited companies.



• Management Accountant.

Website

• www.rbi.org.in• www.amindia.org• www.nseindia.com

Subject Sub Code INFInternational Finance


1. Objective

The course on International nance aims at providing a nancial decision maker developan understanding of the changing global business environment and skills required tomake sound nancial decisions in order to achieve the objectives of a rm that operate atthe International level.

The broad Objectives of the course are as outlined below:

• To introduce the environment of international nance and its implications onInternational business.

• To analyze the nature and functioning of foreign exchange markets, determination ofexchange rates and interest rates and their forecasting.

• To dene and measure foreign exchange risks and to identify risk managementstrategies.

• To explore the sources of long term nance and design nancial strategies.

• To integrate the global developments with the changing business environment inIndia.

2. Prerequisites

Students are expected to have the Basic knowledge in Economics and Financialmanagement. Knowledge in International Economics and Macroeconomics will be anadded advantage.

3. Lesson Outcomes

• The students will be conversant with the latest trend of International Finance in thecontext of International Business and International Capital Market in response to thedynamics of Global Trading System.

• On completion of the course the students will develop adequate knowledge andanalytical skills required for understanding complexities in International nancialand monetary policies and transactions; be able to analyze complex internationalnancial issues and statements, develop international business policies, preparecapital budgets for long term investments, predict risks in International investmentsand decision making thereof.

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4. Course Outline

4.1 Introduction

Nature and Scope of International Finance, Finance function in global business scenario, Balance of Payments.

4.2 The International; Financial System and Institution

The Gold Standard, Price Specie Flow Mechanism, Decline of Gold Standard, The Bretton Woods System, Fall of Bretton Woods system, The Flexible exchange rate regime, European Monetary System. International Monetary Fund (IMF), The World Bank, International Bank for Reconstruction and Development, Asian Development Bank, Bank for International Settlement (BIS). Role of RBI in FX market.

4.3 Foreign Exchange Market and Derivative

Foreign Exchange Market Mechanism; Direct rates and Indirect rates, Bid and offered rates, Spot and forward rates, Interbank rates. Exchange rate mechanism, Derivatives- Currency derivatives, Hedging, Currency option, Future Contracts, Interest Rate Swaps.

4.4 Theories of Foreign Exchange Rate

Theories of Exchange rate- Purchasing power Parity, Interest rate parity, Balance of payment and exchange rate.

4.5 Foreign Exchange Rate Exposures and Management

FX Exposure and Risk Management; Types of exposures and risks, Objectives of Risk Management, Corporate philosophy of exposure management, Hedging and interest rate risks.

4.6 Financial Management of the Multinational Firms

International Investment strategy: International Capital Budgeting, Corporate strategy and Joint Venture, International Equity Investment, Long term borrowing in the Global Capital Markets, Direct Foreign Investment, International Taxation overview, Transfer Pricing, GAR Provisions, Multinational Capital Budgeting.

4.7 Trade Finance

Export Finance and Exchange regulations: Export credits, FCNR and EEFC a/Cs, International leasing, Forfeiting, Countertrade; Import Finance and Exchange regulations: Classication, Import under Foreign credits, Types of L/Cs.


5.1 Text Book

• Apte P. G. - International Financial Management, Tata McGraw Hill .

5.2 References

• Thomas J. O'Brien, International Finance (2nd Edn,),Oxford University Press.


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• V. Sharan - International Finance Management- 3/e.o Madhu Vij- MultinationalFinancial Management - Excel.

• Allan C Shapiro: Multinational Financial Management, Eastern Economy Edition.

• Kindelberger - International Economics.

• Adrian Buckley- The Essence of International Money,2nd Ed., PHI, New Delhi,1996.

• Adrian Buckley- Multinational Finance, 3rd Ed., PHI, New Delhi, 1998.

• Maurice D. Levi - International Finance, 3rd Ed., Mc Graw Hill Inc., New York,1996.


• The Economic Times


• Financial Times

• Business Today

• Reports issued by RBI, SEBI and other government organizations.

• Journal of International Finance.

Subject Sub Code TXNTaxation


1. Objectives

• To understand and comprehend the provisions of Income Tax laws relating to thetopics mentioned below.

• To understand the basic concepts of Indirect Taxes.

2. Prerequisites

Understanding of FAM, MAC and FM papers.

3. Lesson Outcome

At the end of the course the student will be aware of different types of assesses and ratesof taxes. They will also know the categories of income which are exempt from payment ofIncome Tax. Besides the students will also be familiar with Customs & excise duties, VAT,MAT, Service tax and other indirect taxes.

4. Course Outline

4. Denitions in the Income Tax Act , 1961.

4.2 Different types of assesses and the basis of charge, rates of taxes.

4.3 Previous Year and Assessment Year.

Website

• www.sebi.gov.in• www.rbi.org.in• www.nseindia.com

4.4 Residential Status.

4.5 Heads of Income.

4.6 Income from Salary.

4.7 Excise Duty.

4.8 Customs Duty.

4.9 Central Sales Tax.

4.10 Vat.

4.11 Service Tax.

4.12 Cenvat Credit.

4.13 Goods Service Taxes

Any changes through new legislations shall be incorporated at the appropriate time and hence the syllabus is subject to change.


5.1 Text Book

• Students guide to Indirect Tax Laws by Singhania.

5.2 References

• Direct Tax by Ahuja.


• The Indian Journal of Tax Law [IJTL].

• Journal of Accounting and Taxation ISSN: 2141-6664.

• Indian Journal of Finance (ISSN 0973 - 8711).

Website

• www.indiataxlaw.com• www.taxjournal.com

Subject Project Appraisal & Sub Code PAFFinance


1. Objective

To familiarize students with principles of nancing large projects.

2. Prerequisites

Good working knowledge of Financial Management.

3. Lesson Outcomes

On completion of this course, students should be thorough withconcepts of funding and managing large scale projects.

4. Course Outline

4.1 Projects, Introduction Project Finance and Appraisal.

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4.2 SEBI guidelines on project nancing, structuring of projects, valuation of projects, application of portfolio theories to capital budgeting

4.3 Sources of Finance, Syndication,, Debt instruments, Equator Principles, Lease and Hire Purchase, leveraged lease, Venture Capital Financing.

4.4 Infrastructure projects- Introduction need and features, complexities. Introduction to Project nance contracts, risk analysis of projects. Public Private Partnership (PPP).

4.5 Financing of power projects and telecommunications projects.

4.6 Accounting for power and telecommunication projects.

4.6 Environmental appraisal of projects, environmental regulations in India, Environmental accounting.

4.7 Social Cost Benet Analysis of projects - SCBA.

4.8 Preparation of detailed project reports, presentation to nancial institutions.

4.9 Methods of Assessing time line of a project using PERT/CPM approach.


5.1 Text Book

• Chandra, Prasanna, Projects (Planning, Analysis, Selection, Financing,Implementation and Review), Fifth Edition, reprint (2004), Tata Mcgraw- HillPublishing Company Limited, New Delhi (CFM-TMH Professional Series inFinance).

5.2 References

• Financial Management and Policy by James C Van Horne (Pearson).

• Finnerty, John D; Project Financing (Asset-Based Financial Engineering)

• John Wily and Sons, Inc., New York,(1996).

• Padmalatha Suresh (ed.); Project Finance- Concepts and Applications; ICFAIUniversity Press, Hyderabad, (2006).

• Pandey, I. M. ;Financial Management, 9th Ed. (2005) Second reprint, Vikas Publishing House Pvt. Ltd., New Delhi.


• Reports published by Government of India on infrastructure projects.

• Impact Assessment and Project Appraisal (International Association for ImpactAssessment)

• Business India.

• Prospectus of IPOs

• Journal of Finance (American Finance Association).

Website

• www.bms.co.in• www.principles.com• www.unido.org

Subject Portfolio Sub Code PFMManagement


1. Objective

To acquaint students how diversication helps in reducing risk andto acquire skills in constructing, managing, upgrading,optimizing and evaluating portfolios.

2. Prerequisites

Good working knowledge of nancial management, securityvaluation and statistics.

3. Lesson Outcomes

After course completion, students will be thorough with conceptsof managing a portfolio of shares.

4. Course Outline

4.1 Portfolio Analysis:

Portfolio Return and Risk, Utility and Risk Tolerance, Covariance, Calculation of Portfolio Risk, Mark owitz Portfolio Selection Model, Efciency Frontier, Optimal Portfolio, Single Index Model.

4.2 Capital Market Theory:

Capital Market Line, Security Market Line, Capital Asset Pricing Model (CAPM), Arbitrage Pricing Theory (APT).

4.3 Portfolio Management:

Asset Allocation and Security Selection, Formulation of Portfolio Strategy, Portfolio Execution, Portfolio Revision.

4.4 Portfolio Performance Evaluation:

Realized Returns vrs Expected Returns, Time Weighted Return vrs Rupee Weighted Return, Arithmetic vrs Geometric Averages, Sharpe, Treynor & Jensen Measures, Performance Measurement with changing Portfolio Composition, Market Timing.

4.5 Personal Financial Planning:

Personal Wealth Management, Financial Planning : Meaning, Need, Scope and Goals, Risks Associated with Investments, Trade-off between Return and Risk, Tax Planning : Income and Wealth Tax.


5.1 Text Book

• Prasanna Chandra, Security Analysis and PortfolioManagement.

5.2 References

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• Fisher & Jordan, Security Analysis and Portfolio Management.

• Bodie, Kane, Marcus & Mohanty, Investments.

• Ranganathan, Investment Analysis and Portfolio Management.

• Damodaran, Investment Valuation.

• Frank K. Reily & Brown, Security Analysis and Portfolio Management.

5.3 Magazines, Newspapers, Reports and Journals

• Annual report of different public limited companies for analyzing nancialstatements.

• Economic Times


• Financial Times

• Capital Markets

• Chartered Financial Analyst

• Journal of Finance

• Journal of Financial Economics

Website

• www.sebi.org.• www.amindia.org• www.nseindia.com• www.bseindia.com• www.bloomberg.org• www.moneycontrol.com

Subject Sub Code FNEFOREX Management in Banks

Area Code FMB Programme PGDM Term-5

1. Objective

To make the students familiar with the exchange control regulations, foreign trade policyof the government of India, the various loan facilities provided by banks, and otherpromotional measures for expanding export/ international trade.

2. Prerequisites

The students of this course are expected to have studied basics of banking laws, credit andrisk management in banks.

3. Lesson Outcomes

At the end of the course the student will have good knowledge of various measures takenby the government to promote export and also issues related to import business.

Course Outline

1. Regulatory framework—RBI—role, functions, FEDAI guidelines

2. The foreign exchange market-its structure, types of transactions, inward and outwardremittances, exchange rates, Forward contracts\

3. Export Finance : FEMA guidelines, Foreign Trade policy

4. Pre shipment nance: Packing credit—PC, PCFC.

5. Post shipment nance---Bill discounting, purchasing, negotiating, FDB, FBE, BRD.

6. Trade Documents

7. Documentary credits

8. Import Finance : FEMA guidelines-- Inco terms, UCPDC 500,

9. Risk in foreign trade, Export Credit Guarantee Corporation ofIndia Ltd – its role, functioning

10. Buyers/Suppliers credit/ Foreign Guarantees.

11. Accounts/ facilities for NRI's

12. Incentives to promote exports.

Suggested Readings

The Library of the institute has a good collection of Books/journals /magazines which cover the curricula. The focus is more on practical application of the theory in the work place.

Treasury and Risk management in Banks: IIBF, Taxmann.

International Banking Operation: Trivedi, Patwardhan and Pawse. Understanding International Bank Risk : Andrew Fight.

RBI –exchange control regulations, circulars.

Foreign exchange& nance journals

Subject Risk Management in Banks Sub Code RMB


1. Objective

This course aims at providing the students with an understandingof the basic principles of Risk Management in Banks. Examples willform a major part of the course.

2. Prerequisites

The students of this course are expected to have studied Basics ofBanking.

3. Lesson Outcomes

At the end of the course students will be able to understand theRisks which banks face these days and measures taken by them tocontrol them. Students will be familiarized with the Basel I , II andIII norms and ALCO functions.

4. Course Outline

4.1 Basics of Risk -

Denition and process. www.rbi.org.in

4.2 Types of risks-

Interest rate risk. Market Risk, Currency risk, Credit risk Liquidity Risk, legal and operational risk, people risk. Technology Risk.

4.3 Risk Management

Operational Risk Management Credit risk Management -

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practical

Management of Market Risk - practical

4.4 RBI guidelines on Risk management

4.5 Capital requirements Tier I and II Capital

Basel _I norms in detail

Basel-II and III norms and present position of banks in India

Live examples from Bank's Balance sheets

4.6 Asset- Liability system in banks- Introduction (ALM)

Composition of Bank Balance sheet explanation of Asset Side - practical

Liabilities side of balance Sheet discussion

Banks Profit and Loss A/c components of income and Expenses

ALM, significance, purpose, objectives, ALCO

Liquidity management- practical

4.7 Statement of structural liquidity

Maturity buckets

Interest Rate management

Addressing Mismatches

Gap analysis with Examples

4.8 Risk based Internal Audit in Banks

Need , purpose, signicance, RBI guidelines


Text Books:

Andrew Fight, Understanding international Bank Risk .

Ciby Joseph, Treasury and Risk Management in banks Indian Institute of Banking andFinance. Credit Risk Analysis - 2007, Tata Mc Graw

Case material and supplementary handouts will be provided separately as and whenrequired.

Website

• www.rbi.org.in• www.bis.org

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Subject Credit Management Sub Code CM


OBJECTIVE

To enable a student to get exposed to: The role, principles and importance of credit.

The need for proper pre-sanction appraisal The ecnacingisof proper control, review and monitoring of credit

Course outline:

1. Overview :

Denition of Credit, Meaning & objectives of Credit Management,Forms of Credit :-Consumer credit, Commercial Credit, Export /International credit, Government credit, Banking credit,Agricultural credit, Micro credit

2. Principles of credit Management:

The 7 C's of Credit:-Character, Capacity, Capital, Collateral, CreditHistory, Conditions, and Common Sense: Fair Practices code

3. Regulatory framework:

Role of Govt, Institutional structure-RBI, IDBI, IFCI, ICICI, IIBI, EXIMbank, NABARD, SFC's, SIDBI.

4. Credit policy:

Basic Contents of the policy, Government's credit policyguidelines-Priority sector denition , Credit deployment: Role ofbank credit, types of credit-fund based and non-fund based; bankcredit for various sectors, multiple banking arrangements,Consortium nance, Loan Syndication, Loan system for delivery ofcredit

5. Sanctioning of loans:

Credit evaluation: Types of borrowers: Sole proprietor, Partnershiprm, HUF, Company, Clubs, Association, Trust, and Society.Procedure and steps for sanction of credit limits Pre -sanctionand post-sanction appraisal, Role of CIBIL

6. Documentation:

Importance, Renewal of documents, Limitation period, Security-Hypothecation, Pledge, Mortgage, lien, set-off, Assignment

7. Credit monitoring:

Credit Risk Management, follow- up of reports, stock statements,book debt statements, physical follow up-, inspection andverication of stocks and securities, stock audit Recoverymanagement: credit risk, identication of problem loans; creditaudit, Special watch accounts, follow up, recovery measures,restructuring of loans, RBI guidelines for revitalizing stressedassets/ SARFAESI Act, Debt Recovery Tribunals and other methodsof recovery.


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8. Prudential norms :

Prudential norms, for income recognition and provisioning, Capital adequacy of banks,CAR, Capital Tier 1 & Tier 2,

Suggested Readings:

• Credit Management;The ICFAI University, Hyderabad.

• RBI circulars and www.rbi.org.in

• Websites of various banks./FII's

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Second Year, Area HR



1 PGDM Personal Growth Lab PGL HR 1 185

2 PGDM Recruitment and Selection RAS HR 1 187

3 PGDM Performance Management PMG HR 0.5 188

4 PGDM Compensation CMG HR 0.5 189Management

5 PGDM Strategic Human Resource SHRM HR 1 191Management

6 PGDM Learning and Development LD HR 1 194

7 PGDM Employee Relations ERL HR 1 195

8 PGDM Global Human Resource GHRM HR/IBSE 1 247Management

9 PGDM Employment Laws EML HR 1 198

10 PGDM Psychometrics for Managers PFM HR 1

11 PGDM HR Analytics HRA HR 1

12 PGDM Organizational ODC HR 1Development and Change Management

Subject Personal Growth Lab Sub Code PGL


1. Objectives

The specic objectives of the course would be to:

• Provide a comprehensive theoretical framework of thefundamentals of personal growth.


PGDM BATCH (2017-19)AREA : HUMAN RESOURCE

199199

200

202


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• Develop an insight into self through introspection and reection & self analysis.

• Understanding , accepting and appreciating self.

• Developing feedback sensitivity.

• Identifying personality characteristics and their impact on one's behaviour,relationships and working.

• Charting a roadmap for self development.

2. PrerequisitesThe students of this course are expected to do self analysis and should be open tofeedback.

3. Lesson OutcomesOn completion of this course the students will be able to develop a better understandingof self on various dimensions and identifying their weaknesses and inner potential whichwill help them take initiatives for their personal growth and development.

4. Course Outline

4.1 An Overview of the course and insights about self

• Introduction to the course: Self Concept; Self Analysis - SWOT, Clarity ofpurpose and goal orientation for self development.

4.2 Personality

• Personality traits, understanding personality characteristics, and Temperament:(MBTI, Thomas Disc Profiling, 16 PF, A-B personalities)

4.3 Understanding and Managing Self and Others

• Developing Emotional Intelligence – cognitive and emotional mind.

• Stress and Time management

4.4 Moral Competency and Life Orientation

• Connecting with Your Values ( Moral Competency Index)• Understanding Life Orientation• Developing Spiritual Orientation

4.5 Creativity and Problem Solving

• Identifying Mental Blocks for Self Development• Problem Solving Techniques

4.6 Developing Interpersonal Relations for Team Effectiveness

• Johari Window• Transactional Analysis• FIRO-B• Belbin

4.7 Realizing Your Potential:

• The Journey Ahead

Subject Recruitment and Selection Sub Code RS


Subject Recruitment and Selection Sub Code RS


1. Objective

To acquaint the students with the criticality and strategicimportance of Recruitment and selection in an Organization withan emphasis on designing and conducting competency basedinterviews. To Impart skills, tools and techniques on makingrobust hiring decisions on person-t and job-t skills, both ofwhich are important for successful adaptation and effectiveperformance on the job. To familiarize students with currentmarket trends, Talent landscape across sectors for Blue collaredand White collared To Strategies to successfully use Recruitmentmetrics and sourcing strategies.

2. Prerequisites

• Good understanding and knowledge of Human ResourceManagement.

• A perspective to assess the Job Fit and strike a balancebetween individual and organizational needs.

3. Lesson Outcomes

Ability to recruit and select the best talent to help driveorganizational strategy using competency based selection tools.Identify the appropriate Sourcing strategy and Measure theeffectiveness of Recruitment using metrics.

4. Course Outline

4.1 Overview of Talent management and the employment

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TEXT BOOK

Anthony Robbins, Awaken the Giant Within: How to take immediate control of your Mental, Emotional, Physical and Financial Destiny”, Pocket Books & Design, Simon & Schuster Inc., 2001.

References:1. Madhuri Lall and Sheetal Sharma, Personal Growth and Trainingand Development, Excel Books, India, 2009.2. Robert Frager and James Fadiman, Personality and PersonalGrowth, Pearson Education3. Stephen P. Covey, The 7 habits of highly effective people.4. Daniel Goleman, Working with Emotional Intelligence, 19985. Malcolm Gladwell, Outliers6. John C. Maxwell, Talent is Never Enough


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life cycle, Workforce analysis; talent management strategy aligned with business strategy.

4.2 Introduction to Competency, concepts and scope. Competency Frameworks, Iceberg model, Job Analysis, various Methods, Job Description and Specication, Generic competencies, Behavioral and Functional Competencies.

4.3 Intense war for Talent, Concept of Demand Supply, Applying Supply Chain Logic to the Talent Management Process: Forecasting Needs and Managing Internal talent Pipelines.

4.4 Recruitment Vs Selection, key difference and Approach, Internal Vs External Recruitment, various tools: Online Recruiting, Steps in Selection Process, Interview Techniques, Structured and Unstructured Interviews, GDPI, Assessment Centers.

4.5 Competency based interview techniques, Measuring effectiveness; Retention and Engagement.

4.6 Sourcing Strategy, Hiring scorecard, Lateral hiring, Campus and Leadership Hiring.

4.7 Appointment Letters, Compensation components, statutory deductions, Fitment and Offer closure.

Back Ground, Verication check, critical documents required for Offer Letters.

4.8 Current trends and best practices sharing on demand supply of Talent, NASSCOM Report and Current Employment outlook across ITeS, BFSI, Retail, Telecom, Manufacturing and Hospitality sectors, Recruitment process outsourcing (RPO).


5.1 Text Book

• Human Resource Selection, Robert D Gate wood and Hubert S Field .

• Stafng Organization, Herbert G Heneman, Timothy Judge.

• Competency based HRM, Shermon Ganesh

• Building Robust Competencies, Linking HR System to Organisation Structure,Paul Green.

5.2 References

• Employee Selection, Lily M Berry.

• Hand book of Competency Mapping, Seema Sanghi.

5.3 Journals/Newspaper/Articles

• HBR Essentials

• Hiring and keeping the best People.

Subject Sub Code PMPerformance Management


1. Objective

To give students the importance of performance in the age of global competition. To makestudents aware of the change of human resources strategies by corporate. Makingstudents aware of the difference between Performance Appraisal System andPerformance Management System. By giving students the insight that performance canbe enhance by developing human capital.

Half credit course (10 sessions)

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2. Prerequisites

• Understanding of Human Resource Management as anintegrated eld.

• Understanding of Human Resource Management as astrategic Partner.

• Understanding of organizational behavior in general andtheories of motivation in particular.

3. Lesson Outcome

Knowledge of the processes of the concepts and industrypractices in Performance Management.

Skill to develop and design performance management systems.Develop a perspective to use performance management as a toolto align individual goals to the organizational goals.

4. Course Outline

4.1 Understanding changing business requirements andimportance of excelling performance, Performance Management: Concept, philosophy, benet, need and design, Difference between Performance Appraisal to Performance Management System.

4.2 Performance Management Systems: Strategic planning and goal setting, job analysis and performance planning, performance execution, performance assessment, performance review and performance renewal.

4.3 Performance Appraisal Methods: Traditional and modern methods, Competency based Performance assessment: KRA, KPA, KPIs, Balanced Scorecard, and Potential appraisal.

4.4 Performance Coaching and Mentoring, Counseling.

4.5 Performance Evaluation and Feedback.


5.1 Text book

• Aguinins, H. (2009) Performance Management, PearsonEducation.

5.2 References

• Chadha, Prem, Performance Management: its aboutperforming not just appraising, Mc Milan.

Subject Compensation Sub Code CMGManagement


Half credit course (10 sessions)


190

1. Objective

To enrich the students knowledge on compensation management in the age of globalbusiness scenario. To make students aware of the change of strategies by corporate, bygiving emphases on human resources. This course aims at providing key concepts relatedto compensation management, which is an integral part of human resourcesmanagement, and, from the point of view of employees, probably its most importantpart.

2. Prerequisites

• Understanding of Human Resource Management as an integrated eld.

• Understanding of Human Resource Management as a strategic Partner.

• Understanding of organizational behavior in general and theories of motivation inparticular.

3. Lesson Outcome

Knowledge of Compensation Management concepts and attainment of skills to developand design compensation management systems. Develop a perspective to usecompensation management as a tool to align individual goals to the organizational goals.

4. Course Outline

4.1 Compensation management

• Philosophy and policy,

• Components of Compensation system,

• Base pay

• Incentives and benets.

4.2 Pay structure

• Job evaluation methods,

• Pay grades

• Broad banding

• Negotiating Pay

4.3 Reward System

• Reward planning, philosophy and strategy,

• Rewarding individual and team,

• Performance related pay,

• Skill and competence based pay,

• Team rewards,

• Non nancial rewards

4.4 Project / Presentation


5.1 Text book

• Compensation: Special Indian Edition Paperback - 28 Jul 2009 by GeorgeMilkovich, Jerry Newman, C S Venka taratnam (2010).

• Compensation: Theory Evidence and Strategic Implications Paperback - 5 Jun2008 by Barry Gerhart.

• Compensation Management Paperback - 16 Feb 2009 by Dipak KumarBhattacharyya.

1. Objective

• Building a framework of high performance work system(HPWS) in view of SHRM literature & chaotic competition;

• HR strategy models and using soft & hard strategic HRinterventions;

• Leading change & exibility through appropriate HR & IRstrategies, including trade union substitution policies;

• Building engagement through employee involvement,diversity & nurturing organizational culture that puts primacyon employee-rst values;

• Dynamics of building a learning organization & managingknowledge;

• Strategic HR issues in managing local and global businesses;

• Human capital investment and aligning HR interventions withbusiness strategy.

2. Prerequisites

The students of this course are expected to understand thedynamics of individual and group behavior. Learn how humanbehavior at work affects all aspects of the organization.

3. Lesson Outcome

On completion of the course, the participants are expected tohave attained the following knowledge and abilities:

• Knowledge of the linkages between HR issues & contextualbusiness realities through the eye of HR strategy models;

• Knowledge of the factors that facilitate employeeengagement;

• Ability to understand how to confront adversarialism andpromote employee cooperation through strategic industrialrelations and psychological contract;

• Ability to understand the dynamics of labour exibility &effecting strategic change;

• Knowledge of strategic HR themes, including building of alearning organization;

• Knowledge of the use of strategic HR interventions indomestic & global business realities; &

• Ability to develop strategic HR interventions, HR measuresand score cards & align them with business strategy.

4. Course Outline

4.1 Context and nature of strategic HRM:

Subject Strategic Human Sub Code SHRMResource Management


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192

Linking Globalization and the changed work paradigm, New business challenges, as also new people management issues, HR's response to new challenges-Concept of strategic HRM including New industrial relations (IR) as its part ,Challenges of Strategic HRM/HRD, Shifts in today's HRM, Evolution of SHRM, Critique of strategic HRM.

4.2 Strategic management, HRM strategy, and HRM strategy models:

Organization Strategy development and implementation: Vision/ mission/ objectives /goals/ values, Rational vs. emergent strategy, Business Strategy and HRM Strategy Interface, HRM strategy models of Tichy, Devanna et al., Beer et al., and Others, Broad theoretical approaches to HR strategy: best practice; best t; & resource-based view approaches, Overview of Strategic themes in SHRM.

4.3 Changing paradigm in employee relations & Strategies for developing cooperative employee relations:

New IR dynamics : From pluralist to neo-unitarist IR, Union-substitution strategies, Re-orienting managers & union leaders for cooperation as opposed to adversarialism, Managing Employee Relations through New Psychological contract, Building Psychological contract.

4.4 Strategic approach to building an engaging/exciting organization, Balancing employee & business needs, Factors that contribute to employee engagement. Key practices used by some companies in promoting engagement & excitement, Role of transformational leadership in building engagement.

4.5 Managing diversity (DM):

Proactive diversity management (DM) as a HRM strategy, Concept and approaches to DM, Building a diversity strategy agenda.

4.6 Employee involvement (EI) strategies as opposed to collectivist "employees' participation in management":

The Concept of EI & Employee participation, The logic of the changing paradigm and its relevance in the new business environment ,Company newsletter; team brieng; team working ,Attitude surveys; suggestion schemes; quality circles; and TQM,EI: Rhetoric & realities.

4.7 Developing a learning organization (LO) and benchmarking of HR practices:

Learning and knowledge-creation culture, Nature of learning organization, Peter Senge's model of Learning Organization & Garvin's building blocks, Issues in creating a learning organization, Managing knowledge workers and HR's role.

4.8 People issues in managing organizational exibility & leading culture change:

Flexible organization--The exible rm model of Atkinson, Flexibility as per hard and soft HRM strategy models, Soft exibility through Work-Life balance, HR issues in promoting and managing culture change, Leadership development issues for building capacity to adapt to change needs.

4.9 Strategic HRM issues in global business management:

Internationalization strategies of companies, Approach of stafng in global organizations, Management of cross-cultural issues, Building global mindset and developing global leaders.

4.10 Aligning HRM strategy with business strategy:

Developing HR strategy; & aligning it to business, Identifying critical success factors for comptt. advantage, Identifying desired culture & behaviours, Identifying HR interventions & aligning them to culture.

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5.2 References

• Holbeche, L. (2009), Aligning Human Resources andBusiness Strategy

• Butter worth Heinemann.

• Beardwell, I., Holden, L. and Claydon, T. (2004), HumanResource Management (4th edition)

• London: Prentice Hall, Chapter 2.

• Cross, R., Baker, W., and parker, A. (2003), "What CreatesEnergy in Organizations," MIT Sloan ManagementReview, 44 (4), pp. 51-56.

• Dalton, Catherine (2005), "Human Resource Manage-ment in Global Environment: Key for Personal andOrganizational Success: An Interview with ElizaHermann," Business Horizon, Vol. 48, pp. 193-198.

• Fragos, C. (2002), "Aligning Human Capital with Businessstrategy: Perspectives from Thought Leaders,"

• Garvin, David (1993), "Building a Learning Organization,"Harvard Business Review, Vol. 71, No. 4 (July-August):78-91.

• Guest, D. (1987), "Human Resource Managementand Industrial Relations," Journal of ManagementStudies, 24 (50), pp. 503-21.

• Hollinshead, G., Nicolls, P. and Tailby, S. (2003),Employee Relations, 2nd ed., London: Prentice Hall,Chapter 10 (pp. 372-392 only).

• Longenecker, C., Neubert, M., Fink, L. (2007), "Causesand Consequences of Managerial Failure in RapidlyChanging Organizations," Business Horizons, Vo. 50,pp.145-155.

• Phillips, J. (2005), Investing in Company's HumanCapital-Strategies to Avoid Spending too Little-or TooMuch, New York: American Management Association.Chapter 9.

• Saini, D. (2007), "Manpower Diversity for BusinessSuccess: Some Emerging Perspectives," ManpowerJournal, Vol. XLII, , No. 2, pp. 1-22.

• Saini, D. & Khan, S. (eds.) (2000) Human ResourceManagement: Perspectives for the New Era, New Delhi:Response Books, a Division of Sage Publishers, NewDelhi. Chs. 1 (pp. 13-34), 2, 3.

• Senge, Peter (1990), "The Leader's New Work: BuildingLearning Organizations," MIT Sloan ManagementReview, 32 (1) pp. 7-22.

• Stein, S. (2007), Make Your Workplace Great: The 7 Keys


194

to an Emotionally Intelligent Organization, Mississauga (Canada): John Wiley, Chapter 5.

• Storey, J., Wright, P. and Ulrich, D. (eds.) (2009), The Routledge Companion toStrategic Human Resource Management, London: Routledge, Chapters 9, 18,and 24.

• Thomas, D. (2004), "Diversity as Strategy," Harvard Business Review, Vol. 82 (Sep.2004), pp. 98- 108.

• Torrington, D., Hall, L. and Taylor, S. (2008) Human Resource Management, 7thedition, Prentice Hall, London. Chapters 5 and 21 (pp. 510-518 only).

• Ulrich, D. and Brockbank, W. (2005), The HR Value Proposition, Boston: HarvardBusiness School Press, Chapter 7.

• Walton, Richard (1985), From Control to commitment in the Workplace, HarvardBusiness Review, March-April, 63 (2) pp. 76-84.

Subject Sub Code LDPLearning and Development


1. Objective

To enable students to understand the importance of Employee Training and Developmentfor enhancing Business results and objectives. To develop and instill in the Students the keycompetencies to design, develop and deliver training and development activities,processes and measure its impact on the Business results. Orient students the skills anddomain expertise to conduct training need analysis, design and evaluate the effectivenessof the training program and cost benet analysis in an Organization.

2. Prerequisites

• Knowledge and understanding of HRM and Organizational behavior.

• Clear understanding of learning theories and principles.

• Flair to work with people, understand the performance issues and bring the best outof them .

3. Lesson Outcomes

• Ability to identify and design appropriate training programs.

• Ability to conduct behavioral training sessions.

• Skill to carry out Training needs assessment and analysis.

• Capability to conduct effectiveness and cost benet analysis of training.

4. Course Outline

4.1 Over-view of Training and Development Concept, Denition, Aims and objectives,Benets, types of training. Organizational Climate for training and development, Management Development concept, Denition and benets.

4.2 Understanding training processes: Methods of Training and Development Concept, Approach, Designing of training methods, Onsite and Offsite methods (Apprenticeship, Job rotation, Vestibule training, Lecture, small group activity, case studies, Role plays, Business games, In basket exercise, Experimental learning, Sensitivity. T group, Transactional Analysis.

4.3 Identifying Training and Development Needs Concepts, objectives, Process of

identication, Tools and Methods of identication, Training calendar, Recent scenario, Why Managers do not train employees. Cost vs Investment, Learning Organization.

4.4 Designing and Conduct of Training Program Concept of designing, content and context, methods, Training resources, Participants/Trainers, Advantages and checklist for conducting effective training , methods of imparting, training resources/participants/trainees and Tools.

4.5 Effectiveness and evaluation the Training Program Concept, denition, objectives, Methods. Benets and Limitation. Feedback mechanism Training Evaluation Models: Donald Kirkpatrick Model, Relevance and Approach. Effectiveness and economics of Training and Development needs. ROI ( Return on Investment) on Training. Key Application and Limitation. Jack Philips Model .Pay back. Summary of Kirkpatrick and Philips model.

4.6 Concepts of Learning Organization, its relevance. market trends in diverse sectors.

4.7 Role of Management Consultants, Trainers, Best Practices, e learning, intranet knowledge sharing and learning club.


5.1 Text book

• Enriching Human capital through Training andDevelopment, P L Rao.

• Training and Development, Concepts and Applications,Tapomoy Deb.

5.2 References

• Lynton and Pareekh, Learning for Development, SagePublication.

5.3 Journals

• Indian Society of Training and Development Publication.

• American Society of Training and DevelopmentPublication.

Subject Employee Relations Sub Code ERL


1. Objective

• To make student aware of the different concepts of IndustrialRelations.

• To make student aware of the different partners of IndustrialRelations.

• To make student aware of the methods of resolution of Industrialconicts.

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196

• To make student aware of the emerging trends of Industrial Relations.

2. Prerequisites

Knowledge and Understanding of Human Resource Management and OrganizationalBehavior.

3. Lesson Outcome

• Knowledge and Understanding of employee-employer relationship in anorganization.

• Skills for resolving employee problems in their working life.

• Skills to avoid and resolve disputes in the industrial context.

4. Course Outline

4.1 Evolution of Industrial Relations in India

• Emerging Business Scenario.

• The Changing Prole of Indian Economy.

• Concepts of Conciliation, Arbitration, Adjudication and Mediation.

4.2 Changing Proles of Major Stakeholders of Industrial Relations in India

• Trade Unionism In India- Different Dimensions

• White-Collar Trade Unions

• Managerial Associations

• Employers' Associations

• Government-Its Policies And Industrial Relations

• Paradigm Shift In Industrial Relations Policy Of Government Of India

• State Governments and Industrial Relation

• International Labour Organisation (ILO) and Its Inuence on IR

4.3 Management of conict in Industry

• Conict Resolution

• Organisation Conicts and Dispute

• Collective Bargaining

• Management Of Strikes and Lockouts

• Negotiation For Win-Win Disputes and Resolutions

• Strikes and Lockouts

• Management Of Discipline-Legal Approach

• Principles Of Natural Justice

• Causes And Settlement Of Industrial Disputes Lock Adalat

4.4 Positive Employee Relations

• Building Positive Employee Relations

• Organisatioal Behavioural Aspects Of Employees Relations

• Behavioural Theories

• Participative Management, Empowerment, Quality Circles And Workers'Participation Kaizen

• Suggestion Scheme

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• Workers Participation In Management

• Management Of Grievances

• Management Of Positive Discipline

• Quality Of Work Life (Q.W.L) And Work Behaviour

• Working Conditions And Work Behaviour

• Organisation Development And Its Effect On Work-Behaviour

• Counselling -Guiding For Positive Employee Relations

• Labour Welfare - An Investment For Developing HealthyEmployee Relations

• Social Security For Emotional Bondage

4.5 Miscellaneous Burning Topics in Industrial Relations

• Impact of Technological Revolution on IndustrialRelations

• Adjustment Processes and Voluntary RetirementSchemes

• New Economic Reforms, Public Sector Restructuring andIndustrial Relations

• Management Of Sexual Harassment

• Management Of Contract Labour (Outsourcing)

• Main Recommendations of The Second NationalCommission On Labour

• Bpos/ Kpos (Call Centres) And Their Employees RelatedMatters

• Employee Retention - Strategies to Manage AttritionRate

4.6 International Dimension of Industrial Relation

• ILO-Structure, Functions, International Standards OnLabour

• International Labour Standards And India

• International Industrial Relations

• Social Security Schemes In Some Leading Countries

• Recognition Of Trade Unions -Practices In Some ForeignCountries

• A Glimpse Into Industrial Relations Policies of East Asia

• Industrial Relations In Japan: Trends, Challenges AndFuture

• Labour Relations In China

• International Trade Union Organization


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5.1 Text Book

• Industrial Relations Emerging Paradigms By Prof. B D Singh, Excel Books.

1. Objective

To apprise students of the intricacies of the various labour laws and create skill forresolving employees problems in their working life .it is basically dispute resolution inindustry, both individual and collective.

2. Prerequisites

Knowledge and understanding of Human Resource Management and organizationalBehavior.

3. Lesson Outcomes

• An understanding of various labor laws and their implications.

• Ability on the part of participant to take decisions and frame policies in the light ofthese laws.

4. Course Outline

4.1 Introduction to Labour laws

4.2 Impact of Indian Constitution on Labour Laws

4.3 Impact of ILO on Labour Laws

4.4 Trade Union Act 1926

4.5 Industrial Dispute Act 1947

4.6 Industrial Employment ( Standing Orders) Act 1946

4.7 Sexual Harassment at the workplace and its legal aspects

4.8 Factories Act 1948

4.9 Shops and Establishment Act (Delhi) 1958

4.10 Payment of Wages Act 1936

4.11 Minimum Wages Act 1948

4.12 Payment of bonus Act 1965

4.13 Equal Remuneration Act 1976

4.14 Workmen's Compensation Act 1923

4.15 Employees State Insurance Act 1948

4.16 Employees PF and Miscellaneous Provisions Act 1952

4.17 Maternity Benet Act 1961

4.18 Payment of Gratuity Act 1962

4.19 Contract Labour Act 1970


Subject Sub Code EMLEmployment Laws



5.1 Text Book

• S.N. Mishra, Labour and Industrial Law, Central Law Agency,Allahabad.

Subject Psychometrics for Sub Code PFMManagers


1. Objective

The specic objectives of the course would be to:

• To open up the business requirement of psychometric testing andunderstand the market

• To equip learners with skills of cultural adaptation of tests

• To equip learners administer important psychometric tests mostcommonly used in the industry

• To equip learners in construction and validations of psychometrictests independently

• To offer technical expertise to meet the requirements ofpsychometrics job market

• The course will run in close association of leading psychometricrms and industry experts.

Lesson Outcomes

After completion of this program leaner will be able to work for major psychometric rms as test developers, psychometrician, and psychometric analysts

Course Outline

Unit 1: Introduction

Psychometric Assessment at workplace, Test, Scales, Inventories, Attitude and personality assessment, Likert, Thurstone, Guttman, Semantic differential; Learning to Administer and Interpret popular Psychometric Tests NEO-PI-FFI-3, FIRO-B, 16 PF, HEXACO-PI-R, TAT

Unit 2: Technique of Test Scale Construction

Designing Formative vs reective measure for workplace; Steps involved in Test/Scale development; item development, characteristics of good test items, qualitative content analysis of items; doing Item analysis; calculating item discrimination index; determining item difculty in Excel

Unit 3: Establishing Reliability

Establishing reliability: test-retest, parallel form, Split half, Cronbach's Alpha, Spear-Brown correction formula, Inter-rater agreement analysis, calculating Cohen's kappa; Fliess kappa, Lab session: Using software to establish reliability, Lab Sessions using SPSS

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200

Unit 4: Analysing dimensionality of Scales

Exploratory and Conrmatory factor analysis, testing data sufciency for EFA & CFA, Herman's single factor test, Principal component Analysis, Factor rotation, factor extraction, using factor analysis for test construction, Interpreting the SPSS output: KMO & Bartlett's test, initial solutions, correlation matrix, anti-image, explaining the total variance, communalities, eigen-values, scree plot, rotated component matrix, component transformation matrix, factor naming , Lab Sessions using SPSS, AMOS & Excel

Unit 5: Establishing scale validity

Testing the EFA model for surveys and tests, variance and covariance based modeling, Drawing path diagrams for scale model, Establishing model t in AMOS, Understanding the indices of model t- chi square, relative chi square, Goodness of t, identifying redundant items, Lab Sessions using AMOS

Unit 6: Developing cultural and group independent scales

Controlling methodological errors; Identifying scale moderators, Moderator analysis, studying correlation matrices across groups, doing multi-group moderation analysis, sobel test, Practical sessions based on SPSS & AMOS

Unit 7: Norm development for tests

Developing intra and intercompany norms; Age, grade & percentile norms; Cross-cultural norms for MNCs; Lab sessions on software application on norm development

Unit 8: Project

Each student will develop a test from scratch with guidance and quality assessment under course instructor. Additional skills taught will be publication, marketing, monetization of test.

Suggested Readings

Text Book

Paul Kline (2015). A Handbook of Test Construction (Psychology Revivals): Introduction to Psychometric Design. London: Routledge

Robert F. DeVellis (2016). Scale Development: Theory and Applications. New Delhi: Sage

Reference

Diamantopoulos, A., & Siguaw, J. (2006). Formative versus reective indicators in organizational measure development: A comparison and empirical illustration. British Journal of Management, 17(4), 263–282.

Diamantopoulos, A., & Winklhofer, H. (2001). Index construction with formative indicators: An alternative to scale development. Journal of Marketing Research, 38(2), 269–277.

Website

• www.psychometricsociety.org

Subject Sub Code HRAHR Analytics


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1. Objective

To be a strategic human resources practitioner, one must be able toprovide data driven facts and be able to use them in order to proactivelyaddress HR issues and strategically support the business. Data drivenanalytics and metrics, provides HR with information to help drivestrategic business decisions and build executive partnerships. To helpbusinesses deliver a competitive advantage over the competition, HRprovides analytics on key performance indicators, HR analytics andinterpretation of the data for the organization. This course will providethe theory, concept and best practices in gathering businessrequirements, planning, research techniques, data analysis, metrics,and reporting.

Lesson Outcomes

Upon successful completion of this subject the student will be able to:

• Recognize how HR analytics supports business decisions, aligns tocompany goals and builds executive relationships

• Identify HR performance frameworks and measurement systemswhich are aligned with corporate strategy

• Build and improve existing measurement systems in order to gainsignicant business insights

• Leverage the power of current information technology to record,retrieve and report on HR information Course Outline

Unit 1: Introduction to HR Analytics

The Meaning and Power of Analytics ,Big Data and HR, The Purpose and Uses of HR Analytics

Needed Skills and Common Pitfalls to Avoid – The Analytical Leader, Trend and Regression Analysis

Unit 2: Managing the future (tomorrow) – today

The Language of Metrics and Analytics ,The Evolution of Data Analysis, Descriptive and Predictive Analytics for HR, Moving from Prescriptive to Predictive Analytics, Lagging and Leading Indicators.

Unit:3 Human Capital Management Model for Managing Tomorrow, Today

The Four Processes of Predictive Modern Human Capital,Scanning the Market and Managing the Risk ,Turning Data into Business Intelligence ,Avoiding Common Metrics Mistakes ,The Levels of Metrics ,Applying Metrics and Analytics to Make a Difference

Unit:4 Workforce Planning Analytics

Talent Sourcing Analytic ,Talent Acquisition Analytics ,On boarding and Cultural Fit, Talent Engagement Analytics, Analytical Performance Management, Employee Lifetime Value and Cost Modeling Using Retention Analytics to Protect Your Most Valuable Asset

Unit:5 Analytics Tools and Techniques for HR Professionals

Key Systems of Record for HR Data, Software Tools, Excel Quantitative Techniques, Excel Visualization, Excel Analytic Techniques


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Suggested Readings

Text Book

1. Edwards, M. R., & Edwards, K. (2016). Predictive HR Analytics: Mastering the HRMetric. London: Kogan Page.

2. Sesil, J. C. (2014). Applying advanced analytics to HR management decisions:Methods for selection, developing incentives, and improving collaboration. UpperSaddle River, New Jersey: Pearson Education

Subject Sub Code ODCMOrganizational

Transformation


1. Objective

To develop student's insight into the field of Organization development, To enhance theirunderstanding that Organizational Development is a system wide application ofbehavioral science to the planned development, improvement, and reinforcement of thestrategies, structures, and processes that lead to organization effectiveness. To teachrelevant, practical and applicable change management skills to equip students toproactively engage with change processes in the workplace. To provide the student withthe competence to use change management tools and models to design appropriatechange plans for their workplace.

2. Lesson Outcomes

On completion of this course the student will be able to develop and think critically abouthow an organization can bring change for its development and to how to address changechallenges and problems at work place.

3. Course Outline

Unit 1

Organizational Development- Organizational Development – Meaning and Definition, History of OD, Relevance of Organizational Development for Managers, Characteristics of OD, Assumptions of OD, Role of OD Practitioner, Role of OD Professional in Organizations, Competencies Required for an OD Professional, Scope of the Role of an OD Professional

Unit 2

Process of OD: Process of OD, Components of OD program, Action research model, Action Research as a Process, OD program phases, Making an Entry, Developing Contract, Launch, Situational Evaluation, Closure

Unit 3

Designing Interventions: OD Interventions, Characteristics of OD Interventions, Levels of Diagnosis in Organizations, OD Map, Factors Affecting Success of Interventions, Team Interventions, Intergroup and Third-Party Peacemaking Interventions, Comprehensive OD Interventions, Structural Interventions and the Applicability of OD - Socio-Technical Systems, Techno-Structural Interventions, Physical Settings and OD, Types of Techno-Structural Interventions

Unit 4

Evaluating OD Interventions: Evaluation, Importance of Evaluating Interventions, Types of Evaluation, Methods of Evaluating Interventions, Future of OD: Organizational

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Development and Globalization, Emerging Trends in OD

Unit 5

Organizational Change Management: Understanding Organizational Transformation, Transformation Strategies, PRocess of Organizational Transformation, Nature of Organizational Change, Perspectives of Organizational Change.Models of Organizational Change: Process-based Change Models, Content-based Change Models, Individual Change Models, Integration of Change Models

Unit 6

Communicating Change: Need for Communicating Change, Factors Involved in Communicating Change, Methods and Techniques for Communicating Change, Role of Top Management in Communicating Change

Unit 7

Process of Change Management: Change Management Process, Phases of the Change Management Process, Change Management Process Control, Implementing Change: Implementation of Change, the Delta Technique, Developing an Implementation Plan, Developing Enabling Organizational Structures, Strategies for Implementing Change, Factors Affecting the Choice of a Change Strategy, Facilitating Change, Implementing Change

Unit 8

Evaluating Organizational Change: Concept of Monitoring and Evaluation, Measurement and Methods of Evaluation, Feedback Process, Continuous Incremental Change


4.1 Recommended Text Book:

Organization Development: Behavioral Science Interventions for Organization Improvement, 6th Edition, Wendell L. French, the University of Washington Cecil H. Bell, the University of Washington, Pearson

4.2 Reference Books:

Organizat ion Development: The Process of Leading Organizational Change, by Donald L Anderson

Organization Development and Change 10th Edition, by Thomas G. Cummings, Christopher G. Worley, South Western CENGAGELearning


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1 PGDM Operations Research by OPR OMDS 1 205using Spreadsheets

2 PGDM Global Logistics & Supply GLSCM OMDS 1 207Chain Management /IBSE

3 PGDM Maintenance Management WMM OMDS 1 210

4 PGDM Project Management PRM OMDS 1 212

5 PGDM Total Quality Management TQM OMDS 1 215

6 PGDM Service Operations SOM OMDS 1 218Management

7 PGDM Warehousing & Materials WMM OMDS 1 220Management

8 PGDM Supply Chain Analytics SCA OMDS 1 223

9 PGDM Operations Strategy OPS OMDS 1 225

10 PGDM Lean Six Sigma LSS OMDS 1 227


PGDM BATCH (2017-19)AREA : OPERATIONS MANAGEMENT AND DECISION SCIENCES

Subject Operations Research by Sub Code OPR using Spreadsheets


1. Objective

A relatively quiet revolution has taken place in managerial decisionmaking over the past few decades - a revolution that is due largelyto the successful implementation of quantitative methods and thewidespread use of computers. In view of the fast changingenvironment and increasing complexity of the real world, there isa much greater need for acquiring the requisite skills for decisionmaking by scientic and systematic methods. The basic objectiveof this course is to expose the participants to understand theapplications of various scientic methods and techniques forbusiness decision making in an efcient and effective way. Theapplication of the quantitative methods to business problemswould be the central focus of this course.

2. Prerequisites

The students of this course are expected to have basic knowledgeof statistics, quantitative techniques and mathematics.

3. Lesson Outcomes

On completion of this course the student will be able to Developan understanding of the problem solving process required whensupport ing management dec is ion making. Gain anunderstanding of the different elements involved in the problemsolving process. Appreciate the role of modeling in supportingeach element of the problem solving process. Develop anunderstanding of problem structuring methods. Gain appreciatesof a variety of key modeling tools and techniques.

4. Course Outline

4.1 Operations Research

An Overview Development, Meaning, Denit ion, Characteristics, Nature, Impact, Scope, Objectives, Applications, Limitations, and Methodology of Operations Research; Necessity of Operations Research in Industry; Quantitative Methods in Practice

4.2 Linear Programming

Introduction, Requirements, Applications, Advantages, and Limitations of Linear Programming; Assumptions and Formulation of Linear Programming Problems; Techniques used in solving Linear Programming: Simplex Method, Big M Method; Special cases: Multiple Optimal Solution, Degeneracy, Unbounded Solution, and Infeasible Solution, Standard form of Linear Programming Problem; Duality; Complementary Slackness condition; Economic


Second Year, Area OMDS


206

Interpretation of the dual problem; Sensitivity Analysis; Use of Optimization Software; Interpretation of computer generated Solutions.

4.3 Transportation and Assignment Problems

Introduction, Denition, Importance, Assumptions, Applications, Formulation and Solution of Transportation and Assignment Problems; Find initial basic feasible solution using NWCM, LCM and VAM; Find Optimal solution using MODI method; Special Cases in Transportation Problem: Degeneracy, unbalanced transportation problem, maximization problem, and no allocation in a particular cell; Post optimal analysis in Transportation Problem; Trans-shipment Problem; Hungarian method for Assignment Problem; Special Cases in Assignment Problem: unbalanced assignment problem, maximization problem, restrictions on assignments, and multiple optimal solution; Travelling Salesman Problem.

4.4 Goal Programming and Integer Programming

Introduction, Formulation of Goal Programming Problem and Integer Programming Problem; Graphical Method and weighted Method for solving Goal Programming Problem; Branch & Bound Method for solving Integer Programming Problem; Applications of Goal Programming and Integer Programming Problem.

4.5 Game Theory Introduction

Characteristics; Some Concepts; Type of Games: Zero-sum games, Two-Person Games, Finite Games, Innite Games, Pure Strategy Games, and Mixed Strategy Games; Techniques used in solving Game Problem: Saddle Point, Dominance Method, Arithmetic Method, Algebraic Method for 2 × 2, 2 × n, and m × 2, Graphical Method for 2 × n and m × 2; Applications and Limitations.

4.6 Queuing Theory Introduction

Applications; Structure; Characteristics; Transient and Steady State of the System; Kendall's Notation; Distribution of arrivals and service times; Role of Exponential Distribution; Birth-Death Process; Poisson Model; Solving Queuing Problems of Different Forms.

4.7 Replacement Model Introduction

Replacement of Items that Deteriorate; Replacement of Items that Fail Suddenly; Applications of Replacement Model.

4.8 Simulation Introduction

Meaning; When to use Simulation; Advantages; Limitations; Applications; Monte Carlo Simulation.


5.1 Text Book

• Operations Research, Theory and Application,Sharma, J.K., Macmillan India, 4thEdition, New Delhi,2009

• Operations Research: Algorithms and Application,Rathindra P. Sen, PHI Learning Pvt.Ltd, New Delhi, Edition, 2010.

• Quantitative Techniques in Management, N D Vohra, McGraw Hill, 5th Edition.

• Introduction to Operations Research,Frederick S. Hillier & Gerald J. Lieberman, 8thEdition, 2005, TMG Hill.

• Quantitative Analysis for Management,Barry Render, Ralph Stai, Michael Hanna, TNBadri, 11th Edition. 2011, Pearson 5.2


5.2 Journals

• The Journal of Operation Research Society of India

• Productivity

5.3 Magazines,Newspaper,Journals

• Operations Research Management ScienceToday

• Journal of the Operational Research

• Society Operations Research Computers & OperationsResearch

• European Journal of Operational Research Interfaces(INFORMS)

Website

• www.informs.org• www.24hor.org• www.orsi.in• www.wolfram.com• www.mit.edu• www.theorsociety.com

Subject Sub Code GLSCMGlobal Logistics and

Supply Chain Management

Area Code OMDS/IBSE Programme PGDM Term-4

1. Objective

To teach the students the strategic importance of a good supplychain design, planning and operations for every rm. To teach thestudents how good supply chain management can be acompetitive advantage while its weakness may hurt theperformance in the long run.

2. Prerequisites

The students of this course are expected to have good knowledgeof operations management.

3. Lesson Outcomes


• Gain an understanding of the overall dimensions of SupplyChain Management (SCM) and Logistics and their inter -relationship.

• Develop an appreciation of the intricacies of the keyaspects/processes of SCM and Logistics.

• Understand the strategic issues pertaining to supply chain



208

and logistics such as, use of third party service providers, creating value through collaboration in supply chain, etc.

4. Course Outline

4.1 Global Logistics and Operations: An Overview

What is Logistics?, Analysis of Logistics Systems, Role of Logistics, Global Operations and Logistics, Logistics in Services, types of containers.

4.2 Introduction to SCM

Introduction, evolution and approaches to SCM, Meaning, denitions, objectives, natures and challenges, Driving Forces, Concept of Supply Chain, Role of Technology, Types and categories of Supply Chain, Process in SCM, Supply Chain Cycles, The Value Chain: Role of SCM in new product development.

4.3 Incoterms @2010

A series of pre-dened commercial terms published by the International Chamber of Commerce (ICC) , Letter of Credit.

4.4 Demand Management

Forecasting Demand, Order Management , Customer Service, Distribution Channels, Collaborative planning and forecasting, supply chain exibility, synchronization and strategic t, CPFR, VMI.

4.5 Materials Management

Denition of Procurement, Procurement Process and strategies, postponement, decoupling, Approaches to Procurement, e-Commerce.

4.6 Global Operations and Logistics :

Global Business and its Characteristics, Critical Factors involved, Role of Political and Legal Environment, Global Transportation, Post-Project Evaluation, Strategic Channel Players.

4.7 Port / Stevedoring Managemen

What is stevedoring, methods and procedures used while loading and discharging cargoes, Code of safe practices while handling lifting gears and cargoes, Some Common Cargoes Hazards.

4.8 Transportation Management

Role of Transportation , Transport Selection Criteria , Multi-Modal Transportation Services Transport Documentation (Domestic/International) , Transportation Services,

4.9 Strategic Issues for Logistics and SCM

Types of Logistics Relationships , Third-Party Logistics (3PL), Fourth-Party Logistics (4PL) , Strategic Role of Information Systems , Logistics Network Design, Global Supply Chain Networking.

4.10 Measuring logistics Costs & Supply Chain Performance and

Logistics cost analysis, Principles of logistics costing, direct product protability, cost drivers and activity based costing, Overview, Characteristics of Good Measures, Performance Metrics.

4.11 Future Challenges

Creating Sustainable Supply Chain, Reverse Logistics, Green SCM, Beyond the carbon footprint, e-supply Chain, Strategies for Creating Value, Synthesis and Future


Directions.


5.1 Text Book

• Logistics and Supply Chain Management by MartinChristopher,2014, Pearson Education.

5.2 References

• Managing Supply Chain: A logistics Approach by Coyle,9th Edition, Cengage Learning.

• Business Logistics / Supply Chain Management by Ballouand Srivastava; Fifth Edition, Pearson Education.

• Supply Chain Logistics Management by Bowersox, Closs,and Cooper, Fourth Edition, Tata McGraw Hill,

• Essentials of Supply Chain Management by MichaelHugos, 2003, John Wiley.

• Logistics Engineering and Management by BenjaminBlanchared; Sixth Edition, PHI.

• Supply Chain Management: Theories and Practice by R.P.Mohanty and S.G.Deshmukh, 2007, Biztantra

• Operations Now by Byron J.Finch, 3rd Edition, Tata McGraw Hill

• Lean Supply Chain and Logistics Management by PaulMyerson, 2012, McGraw Hill

• International Logistics by Donald, Anthony, Paul andDanile, 2nd edition, 2002, AMA.

• International Supply Chain Management by DavidStewart, 2007(India edn.), Cengage.

• Global Operations and Logistics: Text and Cases byPhilippe. Ricardo, Michel and Panos, 2008(India edn.),Wiley

• Container isat ion, Mult imodal Transport andInfrastructure Development in India by Dr. K. V.Hariharan, Shroff Publishers, 2007

• Multimodal Transport Rules, Hugh M. Kindred, H.M. Kindred, M. R. Brooks, Kluwer Law InternationalPublisher, 1st Edition, 1997.

5.3 Journals/Magazines


• International Journal of Logistics andSupply Chain Management

• Intl. Science Press

• ICFAI Journal of Supply Chain



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Subject Maintenance Management Sub Code MNM


1. Objective

This course has been designed to give a detailed understanding of the maintenancemanagement requirements and processes associated with a modern industrial plant. Thecourse will examine the various approaches to maintenance. An overview of therequirements of a maintenance management system and tools needed to conductmaintenance planning will also be done. It deals with the choices and issues that areinvolved in achieving this right from project inception through to commissioning andoperation of plant and equipment.

2. Prerequisites

The students of this course are expected to have basic knowledge of Operationsmanagement.

3. Lesson Outcome


• Build up the basic concept of equipment maintenance and equipment breakdown

• Understand the procedures and processes in the maintenance profession.

• Understand the importance of maintenance information and spare partsmanagement and how to evaluate maintenance events

• Effectively manage breakdowns & equipment failures through maintenancepractices;

• Incorporate the management tools that are used in production and operationsManagement.

4. Course Outline

4.1 Objectives and functions of Maintenance, Maintenance Strategies. Types ofMaintenance, maintenance systems, planned and unplanned maintenance, breakdown maintenance, corrective maintenance, opportunistic maintenance, routine maintenance, preventive maintenance, predictive maintenance, condition based maintenance systems, selection of maintenance systems.

4.2 Maintenance Planning and Equipment Efciency Management- Overhaul and repair meaning and difference, Optimum Maintenance policy for equipments subject to breakdown, Replacement decisions- Optimum interval between preventive replacement of equipment subject to breakdown, group replacement, Physical Asset Management, Overall Equipment Effectiveness, Measuring Equipment Effectiveness.

4.3 Failure Data Analysis-Mean Time Between Failure (MTBF), Mean time to failure (MTTF), Mean Time Between Replacements (MTBR). Useful life-Survival curves, Repair time, Breakdown time distributions- (Poisson, Normal, & Exponential), Failure Mode Effects and Criticality Analysis.

Management

• Vikalpa

• Logistics Management Magazine


4.4 Availability, Reliability, Maintainability-Availability of repairable systems, Concept of Reliability. System reliability- (Series, Parallel and mixed conguration), Reliability improvement, Concept of Maintainability, Maintainability prediction, Conditional Monitoring, Design for Maintainability, Maintainability Improvement, Availability-Maintainability-Reliability trade off.

4.5 Maintenance Systems- Fixed Time based Maintenance, Condition based Maintenance (CBM). Operate to Failure, opportunity maintenance, Design out maintenance.

4.6 Inspection Decision: Optimal Inspection frequency (for maximization of prot and minimization of downtime) Non-destruct ive Inspect ion, Lubr icat ion program development, CPM and PERT in maintenance, Scheduling techniques, Spare parts Management, Repair cycle, Repair Complexity and Maintenance control Indices.

4.7 Reliability centered Maintenance(RCM), Signature Analysis-MMIS Expert systems, Concept of Tero- Technology, Reengineering Maintenance process. Best practices and benchmarking in maintenance and asset management.


5.1 Text Book

• R.C.Mishra & K.Pathak, Maintenance Engineering &Management, PHI.

5.2 References

• Modern Maintenance Management: Concepts andCases by by KanakaB , Prasad, B.V.S. 2009. ICFAIUniversity Press.

• Maintenance Engineering and Management by SubashChandra. 1st Edition. 2012. Katson Books.

• Maintenance Engineering And Management (English)1st Edition.2010. K. Venkataraman.

• Management of Industrial Maintenance by Kelly andM.J. Harris. Butterworth and Company Limited.

• Maintenance, Replacement and Reliability by AKSJardine, Pitman Publishing.

• Industrial Maintenance Management by Sushil KumarSrivatsava, , S.Chand & Company.

• Reliability & Maintenance Engineering, 1/e by Bheem ,S.B., Parihar, V., Prasad, S. Vayu. 2012. Education ofIndia.

• Maintenance Engineering and Management by Mishra,R.C. & Pathak, K. 2nd Edition. 2012. PHI publications.

• Maintenance and Spare Parts Management by by P.



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Website

• www.pem-mag.com• www.cmmonline.com• www.cmmagazine-digital.com• www.impomag.com

Subject Project Management Sub Code PRM


Gopalakrishnan (Author), A.K. Banerji. 2nd Edition2013. PHI Publications.

• Handbook of Maintenance Management, by Joel Levitt (Author). 2nd edition.2009 Industrial Press Inc., U.S.

• Industrial Maintenance by H. P. Garg.

• A guide to TPM by Siachi Nakajima.


• Asset Management and Maintenance Journal

• Journal of Quality in Maintenance Engineering, Emerald

• Maintenance & Asset Management Journal, UK

• Engineering failure analysis

• Industrial maintenance & plant operation

• International journal of quality & reliability management

• International journal of reliability, quality, and safety engineering

• Journal of manufacturing science and engineering

• Journal of quality in maintenance engineering

• Maintenance solutions

• Quality and reliability engineering international

• Quality engineering

• Reliability engineering & system safety

• Facility Management Journal

• Maintenance & Engineering Magazine

1. Objective

To make the students understand that Project Management is no longer about managingthe sequence of steps required to complete the project in time but about systematicallyincorporating the voice of the customer It involves much closer links between projectteams and downstream activities.

2. Prerequisites

The students of this course are expected to have basic knowledge of mathematics andoperations research.

3. Lesson Outcomes



• Have an understanding of the Life of a Project in terms of thevarious stages involved and their relevance.

• Gain an appreciation of the relevance of Project Planning andControl and its contributions.

• Understand the role of people in a Project namely, projectmanager and the project team and other contextual elementssuch as, project organizations, and project communicationand documentation.

• Able to use MS Project Management software.

4. Course Outline

4.1 Introduction to Project Management

Introduction, evolution, Denition, characteristics and relevance, applications, Project life Cycle, Project Management process, General Issues, Project Management Organization and its requirement, Project Management in different environments.

4.2 Needs Identication and Project Proposal

Objective Identication, Broad Types, Project Identication, Overview of Project Preparation, Project Feasibility types, Request for Proposal, Project Appraisal, Contents, Evaluation.

4.3 Project Planning and Scheduling

Project Objective, project master plan, Work Breakdown Structure, project organization structure & responsibilities: responsibility matrix, Developing Network Plan, Critical Path, Use of Systems like MSP for Project Managements, Types of Float/Slack.

4.4 Project Schedule Control

Process, Updating Project Schedule, Approaches to schedule Control, Information Systems Development, Project Scheduling.

4.5 Resource Allocation

Project Crashing, Resource Loading, Resource Leveling, Constrained Resource Scheduling.

4.6 Project Costing

Cost Estimates, Budgeting, Determining Actual Cost/Earned Value, Cost Performance Analysis, Cost Control.

4.7 Project Monitoring

Nature, Purposes of Control, Internal & external project control, Types of Control Processes, Determining project progress, issues in project control, cost analysis for project control.

4.8 Team Building in Project Management

The Project Manager, Project Team, Leading and managing



214

project teams, roles of project manager & project team. , Introduction to Public-Private Partnership (PPP).

4.9 Project Risk Management

Risk Identication and Assessment, Risk Priority, Project risk planning, Risk Response Planning, Risk Monitoring, Risk Management Methods.

4.10 Contracting and Negotiation

Types of Contracts, the Nature of Negotiation, Partnering, Chartering, and Change, Categories of Conict, resolving conicts.

4.11 Environmental Aspects of Project Management

Introduction and related concepts.

4.12 Project Evaluation and Termination

Planning , Execution , Control, Termination, Post-Project Evaluation, Chartering Projects, Budgeting Projects, Project feasibility study: Market & technical analysis, nancial analysis, sensitivity analysis, social and cost benet analysis, Project Audit, Process, Reviews, Report, Project Termination , Reasons , Types, tools, closing the contract.


5.1 Text Book

• Jack R. Meredith and Samuel J.Mantel, Jr., Project Management, Fifth Edition,published by Wiley India

5.2 References

• Effective Project Management by Clements and Gido, First Indian Edition,published by Thomson South Western.

• Project Management by Gray and Larson, Third Edition, published by Tata Mc-Graw-Hill.

• Production and Operations Management by Joseph S. Martinich, published byJohn Wiley and Sons.

• Projects by Prasanna Chandra, Sixth Edition, published by Tata Mc Graw-Hill.

5.3 Magazines/Newspaper/Journals

• Project Manager Today by Oxford Projects UK

• Project by Oxford Projects UK

• Business Today

• Business India


• ICFAI Journal of Operations Management

• Project Management Journal by PMI

• International Journal of Project Management, Elsevier

• Project Management Journal, Wiley

• The Journal of Modern Project

Management

• Vikalpa

Website

• www.projectmanagement.com• www.pmtoday.co.uk• www.projecttimes.com• www.pmi.org


Subject Sub Code TQMTotal Quality Management


1. Objective

To make the students aware that Quality Management is a systemthat serves to control the quality in the critical activities of anorganization by bringing together resources, equipments, peopleand procedures. The students will understand that it is critical formanufacturing as well as services organization to implement QMpractices effectively.

2. Prerequisites

The students of this course are expected to have knowledge ofoperations management.

3. Lesson Outcomes


• Understand the basic concepts of Total Quality Management(TQM).

• Appreciate the relevance of TQM in today's competitiveworld.

• Understand what goes into making a TQM orientedorganization.

4. Course Outline

4.1 Introduction to TQM

Introduction to Quality, Quality and Competitive Advantage, Quality in Business Results Denition, Dening Quality, Historical Review, Quality Philosophies. and guidelines for Team Formation.

4.2 Contribution of Quality Gurus

Philosophies and Frameworks on Total Quality: The Deming Philosophy, Deming 14 points, Juran Philosophy, Crosby Philosophy, and Comparisons of Philosophies.

4.3 Human Resources Practices & Customer Satisfaction

Building Effective Teams, Designing High-Performance Work Systems, Quality Statements , Strategic Planning, Customer, Customer Perception of Quality, Translating needs into requirements, Quality Function Deployment, Taguchi loss function, Motivation, Empowerment.

4.4 Business Process Re-engineering

Meaning, origin, Concepts, denition, principles and methods to carry out reengineering, comparison with other techniques, BPR as a strategy driven approach, measurement problems in BPR, operational aspects of BPR, reengineering



216

methodologies. Partnering, Supplier Selection, Supplier Rating, Relationship Development.

4.5 Basic quality tools and Continuous Process Improvement

Process improvement: check sheet, Pareto Charts, Process Flow Diagrams, histogram, scatter plots., Scope of process Improvement, Leading Practices, Product Design Processes, Design Guidelines for Quality Assurance, Process and Process control, The Juran Trilogy, Problem Solving Method, Quality Circles, Concept of Kaizen, Tools of Quality improvement: check sheet, Pareto Charts, Process Flow Diagrams, histogram, scatter plots.

4.6 Statistical Process Control & Six Sigma

Introduction to SPC, Fundamentals, Different Types of Control Charts, Six Sigma, DMAIC Technology, Process Capability, and Process Capability index, Acceptance Sampling etc.

4.7 Performance Measures

Basic Concepts, The Scope of Performance Measurement , Strategy, Quality Costs, Quality Awards, Frameworks for Business Excellence: MBNQA (American Model), EFQM (European Model), Deming Prize (Japanese Model), CII-EXIM Award Model (based on European Model) Strategic Issues for Business Excellence-Basic Concept of MBNQA , EFQM-CII-EXIM- Award for Business Excellence and Deming Prize .

4.8 Quality Systems & Bench marking

Introduction, ISO 9001:2000, Benets of ISO 9000, ISO 14001 and why it is important ? Read: ISO: 9001:2008 What is the difference in the new version! - Discussion in the class. Also Read about ISO- 26000 (what is this about)- Secondary Research- Discussion in the class through different case study, Reasons to Benchmark, Process etc.

4.9 Leadership

Quality and Personal Values, Participation and Teamwork and Process Focus and Continuous Improvement, Leadership Concepts, Role of Senior Management , Quality Statements , Strategic Planning.

4.10 Building and Sustaining Total Quality Organizations

Making Commitment to Total Quality, Organization Culture, Sustaining the Quality Organization, TQM Synergy with Business Results.


5.1 Text Book

• The Management and control of Quality by James R. Evans and William M.Lindsay, Sixth Edition, published by Cengage Learning.

5.2 References

• Total Quality Management by Bestereld, Bestereld-Michna

• Bestereld, and Bestereld - Sacre, Sixth Edition, published by PearsonEducation.

• Production and Operations Management by Joseph S. Martinich, published byJohn Wiley and Sons.

• "The Quality" Year Book by James W. Cortoda and John A. Woods published by McGraw - Hill.

• Operations Management, Strategy and Analysis by Lee J. Krajewski and Larry P.

Ritzman, published by Addison-Wesley.

• Total Quality by James R. Evans, Fourth Edition,published by Cengage Learning.

• Quality Management by Kanishka Bedi, Second Edition,published by Oxford University Press.

• Management Guide to Quality and Productivity byGopalan and Bicheno, Second Edition, published byBiztantra.

• Quality control by Dale. H . Bestereld, Pearsonpublications,rst impression, 2006

• Production and Operations Management by Martin KStarr published by Bizttantra,Reprint,2007.

• Quality Engineering by TAGUCHI, Wiley

• Taguchi Techniques for Quality Engineering by Phillip JRoss.


• 4P's

• Business Today

• Business India

• Impact

• Brand Reporter


• Total Quality Management & Business Excellence

• Tayplor and Francis

• The TQM Journal

• Emerald

• International Journal for Quality research

• ICFAI Journal of Operations Management

• Quality World

• Environmental Quality Management

• Quality World magazine, CQI

• Vikalpa

Website

• www.qualitydigest.com• WWW.thequalityportal.com• www.qmtmag.com




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Subject Management Sub Code SOMService Operations


1. Objective

To make the students understand that services play a central role in economies of nationand of the world. To understand the dimensions of service growth and expansion bothdomestically and internationally. To explore the interface of Service OperationsManagement with the other management functions. To demonstrate the ability to applytheoretical principles to a simulated-business case study.

2. Prerequisites

None

3. Lesson Outcomes

On completion of this course the student will be able to.

• To formulate and describe the function of the Service Operations Managementdiscipline in various sectors of the economy through case study.

• Gain an understanding of Service Operations.

• To obtain a set of basic analytical tools and skills used in solving problems associatedwith the service operations.

• To explore the interface of Service Operations Management with the othermanagement functions, such as marketing, procurement & sourcing, outsourcedgood & services and customers.

• To explore the interface of Service Operations Management with the othermanagement functions.

4. Course Outline

4.1 Introduction to Service Operations Management

Introduction, meaning, denitions, concepts, process, technology , net work of SOM, Importance of Service Sector, Service Classication, service process analytics.

4.2 Design of Service Delivery Systems

Service Blue-Printing, Walk-through Audit

4.3 Capacity Management in Services

Strategies for Managing Capacity

4.4 Service Location

Models and Issues, site selection for services, site selection for demand sensitive rms.

4.5 Facility Design

New service development: service innovation, Service system design.

4.6 Service Strategy and Market Position

Competitive service strategies, service winners, service e qualiers, Service innovation, service quality- continuous improvement, TOC Concept in services.

4.7 Service Supply Relationships

Managing service supply, vehicle routing, support services, supply relationships.

4.8 Inventory and Revenue Management


Managing service inventory, yield management, Introduction to Revenue Management.

4.9 Globalization of Services

Franchising, off shoring, bench marking, strategies to grow.

4.10 Services Performance Measurement

Analyzing process, service quality, gaps in quality, quality zones, quality by design, six sigma in service process improvement, advance models of data enveloping analysis & scoring system.


5.1 Text Book

• Service Operations Management by Metters, King-Metters, Pullman and Walton, 2nd Edition, 2014,Cengage Learning.

5.2 References

• Service Operations Management by Johnston and Clark,Second Edition, Pearson Education.

• Service Management by James Fitzsimmons and MonaFitzsimmons, 2008, Fifth Edition, Tata Mc- Graw Hill.

• Service Operations Management: Improving ServiceDelivery. Robert Johnston & Graham Clark. 2nd Edition.2008. Pearson Education. Indian Edition.

• Operations Management: Theory and Practice. B.Mahadevan. 2nd Edition. 2010. Pearson.

• Operations Management. Norman Gaither and GregFrazier. Ninth Edition, Thomson South- Western.

• Production and Operations management by Joseph S.Martinich, John Wiley and Sons.

• Operations Management by Evans and Collier, IndiaEdition, Thomson South-Western.

• Services Marketing by Love lock, Wirtz, and Chatterjee,Fifth Edition, Pearson Education.

• The Theory and Practice of Revenue Management byTalluri, Kalyan, Van Ryzin and Garrett . Springer

• Pricing and Revenue Optimization by Robert Phillips.Stanford University Press.

5.3 Journals

• International Journal of Services and OperationsManagement (Inder Science)

• Manufacturing and Service Operations Management(INFORMS Journal)

• Journal of Operations Management



220

• Elsevier

• Journal of Industrial Engineering


• International Journal of Industrial Engineering

Website

• www.emeraldinsight.com• www.researchgate.net

Subject Sub Code WMMWarehousing &

Materials Management


1. Objective

The key objective of this course is to acquaint the students to – Introduce the newwarehouse technologies, introducing the new warehouse technologies, Warehousefunctions, Warehouse planning, Warehouse cost management, Performancemanagement and improvement and other management issues and in decision making foreffective and efcient planning of Inventories, their procurement, storage in a costeffective manner along with smooth ow of materials in manufacturing and serviceorganizations.

2. Prerequisites

The students of this course are expected to have good knowledge of Supply ChainManagement and Operations Management.

3. Lesson Outcomes

Upon completion, students should be able to demonstrate an understanding of theconcepts of Operations Management.

4. Course Outline

4.1 Introduction to Warehouse Management System: Warehouse Management Systemor WMS, Benets, Warehouse Management , Internal Pick/Put-Away Role of the warehouse in the supply chain, Elements of warehousing strategy

4.2 Evolution of Warehouse Management: Introduction, Do We Really Need Warehouse Management System?Set up, Location Sequence, Lot Sequence

4.3 Wave Picking/Batch, Picking/Zone Picking, Automated Data Collection (ADC), Advanced Shipment Notications (ASN), Implementation Tips, Problems occurring in planning, Cross-docking , World Class Warehousing

4.4 Piece-picking methods, Case Picking methods, Pallet picking methods

4.5 Order picking operations in warehouse systems, Key Factors In Warehouse Design , Order Picking Operations Picking method and Wave-Picking method

4.6 Warehousing and Storage ,Storage and Stock Management, Quality Management Integration, Physical Inventory, Dependent Vs. Independent Demand Inventory, Types of Inventory, Uses of Inventory, Objectives of Inventory Management


4.7 Independent demand ordering system

Aggregate inventory management, Inventory and ow of materials, Supply and demand patterns, Function of inventories, Objectives onventory management , inventory costs , nancials statements and inventory, ABC inventory control,

4.8 Inventory Methods : Economic order quantity ,Variation of the EOG model, Quantity discounts, Use of EOQ when costs are not known, Order point system, Lead time and Time compression , Determining safety stock,

Determining service levels, Different forecast and lead time intervals, Determining when the order point is reached, Periodic review system. Inventory Records, Distribution of inventory.


5.1 Primary Teaching Book and Reading Material

• Inventory Management – Principles and Practices,Narayan,Jaya Subramanian, Excel Books, 1st Edition, 2010 Reprint.

• Case Study Solutions: Materials Management, Causal, H,Macmillan India Ltd, 2003.

5.2 References

• Inventory Control Management, Upendra Kachru, ExcelBooks, 1st Edition, 2010

• Proactive Procurement, Burt, David N., Englewood Cliffs,Prentice Hall Inc, New Jersey, 1994

• Introduction to Materials Management ,Arnold, J,R,T,Chapman , S.N. andClive, L.M Pearson Publications, NewDelhi, ., 6th Edition, 2012.

• Purchasing and Supply Management, Leenders JohnsonFlynn Fearon, Tata McGraw Hill Edition, 2010.

• Purchasing and Materials Management :Text and Cases,Donald W. Dobler, David N Burt and Lamar Lee, McGraw HillManagement Series,2011.

• Purchasing & Materials Management, GopalakrishnanP.,Prentice Hall of India, 2006.

• Industrial Engineering & Management, Shankar Ravi,Galgotia& Sons, 2004.

5.3 Journals

• POM Journal of Product ion and Operat ionsManagement Society

• Productivity brought out by National ProductivityCouncil

• Production and Inventory Management Journal of APICS



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• International Journal of Production and Operations Management

• Materials Management Review

• Journal of Purchasing & Materials Management

• International journal of purchasing and materials management

• Waste Management & Research, Sage

Website

• www.researchgate.net• www.materialsmanagement.info• www.mmdonline.com• www.mmh.com• www.logisticsmagazine.com• www.mhlnews.com• www.hfmmagazine.com• www.blogs.mentor.com

Subject Supply Chain Analytics Sub Code SCA


1. Objective

The objective of this application based course is provides state-of-the-art mathematical models, concepts, and solution methodsimportant in the design, control, operation, and management ofglobal supply chains. Learning revolves around to provide anunderstanding of how companies plan, source, make, and delivertheir products to create and/or maintain a global competitiveadvantage. The course also emphasizes application ofoperations research models and methods to optimize thevarious components of an integrated supply chain.

2. Prerequisites

The students of this course are expected to have basicunderstanding of operations management, operations Research,logistics, and supply chain management-forecasting demand,managing inventories, managing transportation, and locatingfacilities.

3. Lesson Outcome


• Discuss the goals of a supply chain, explain the impact ofsupply chain decisions on the success of a company andidentify key decision areas.

• Identify the major drivers of supply chain performance anddene key metrics that track the performance of the supplychain

• Extract knowledge and intelligence from the dynamicinformation about future demand, available productioncapacity and sources of supply.

• Perform assortment planning and make inventory decisions

• Develop models for making network design decisions and useoptimization methods for facility location and networkdesign decisions using software.

• Apply forecasting methods as well as formulate and solveoptimization problems using Spreadsheets.

4. Course Outline

4.1 Introduction to Supply Chain Engineering

Meaning of Supply Chain Engineering, Supply Chain Decisions, Assessing and managing Supply Chain Performance, Relationship between Supply Chain and Financial Metrics.

4.2 Planning Production in Supply Chains

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Forecasting Methods, Forecasting errors, Aggregate Planning Problem.

4.3 Inventory Management

Decision Framework, Single Item, Single Period Problem: The Newsvendor, Multi-Echelon Inventory Systems.

4.4 Transportation Decisions in Supply Chain Management

Minimal Spanning Tree, Shortest Path, Maximal Flow Problems, Advanced Vehicle Routing Problems, More General Models of Freight rates, Building a Rate Model: LTL Service.

4.5 Location and Distribution Decisions in Supply Chain

Supply Chain Network Optimization, Risk Pooling, Real world Applications.

5.6 Supplier Selection Models and Methods

Supplier selection Problem, Supplier selection Methods, Multi-Criteria Ranking Methods for Supplier Selection.

5.7 Managing Risks in Supply Chain

Supply Chain Risk Identication, Assessment and Management. Risk Quantication Models - Value at Risk(VaR) & Miss the Target(MtT) Risk Models.


5.1 Text Book

• Supply Chain Engineering: Models and Applications (Operations Research Series)by A. Ravi Ravindran, Donald P. Warsing Jr. 2012. CRC Press. Taylor and FrancisGroup.

5.2 References

• Supply Chain Risk Management: An Emerging Discipline by Gregory L. Schlegel,Robert J. Trent. 2015. CRC Press. Taylor and Francis Group.

• Supply Chain Planning and Analytics: The Right Product in the Right Place at theRight Time (Supply and Operations Management Collection) by Gerald Feigin.2011. Business Expert Press.

• Modeling of Responsive Supply Chain by M.K. Tiwari, B. Mahanty, S. P. Sarmah,M. Jenamani. 2012. CRC Press. Taylor and Francis Group.

• Supply Chain Architecture: A Blueprint for Networking the Flow of Material,Information, and Cash BY William T. Walker. 2004. CRC Press. Taylor and FrancisGroup.

• Supply Chain Optimization through Segmentation and Analytics (ResourceManagement) by Gerhard J. Plenert 2014. CRC Press, Taylor and Francis Group.

• Designing and Managing the Supply Chain: Concepts, Strategies and CaseStudies, Third Edition, Simchi-Levi, Kaminsky and Simchi-Levi, McGraw Hill-Irwin(2002).

• Matching Supply with Demand: An Introduction to OperationsManagement, Cachon and Terwiesch, Mc Graw Hill-Irwin, New York, NY, 2006

• Supply Chain Management: Strategy Planning and Operation, S. Chopra and P.Meindl, Prentice Hall, Upper Saddle River, NJ, 2001.


• International Journal of Production Research

• Journal of Business Logistics

Website

• www.papers.ssrn.com• www.supplychainquarterly.com• www.informs.org• www.supplychaindigital.com• www.scmr.com• www.supplychain247.com• www.SupplychainBrain.com

Subject Operations Strategy Sub Code OPS


• International Journal of Business Analytics

• Journal of Purchasing & Supply Management, Elsevier

• Transportation Research Part E: Logistics andTransportation Review

• Decision Sciences, Wiley

• Supply Chain Management Review

• Modern Materials Handling

• Logistics Management

• Supply Chain Quarterly

1. Objective

To provide conceptual frameworks and analytical tools tooptimize key decisions in formulating operations strategy and inmanaging operational processes. To make the students aware ofthe fact that operations include the majority of the rm'sresources because contributing to creating the rm's services andresources is an all consuming task.

2. Prerequisites

The students of this course are expected to have good knowledgeof business strategy and basic of Operations management.

3. Lesson Outcomes


• To understand a link between corporate strategy andoperations

• Differentiate using operations as a source of competitiveadvantage.

• To understand Operations Strategies needed to develop allaspects of the value chain, viz, product / service/ process

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design, suppliers, manufacturing, distribution, customer service, & environmental impact for achieving competitive advantage.

• Develop a strategic thinking about Operations in the overall interest of anorganization's business.

4. Course Outline

4.1 Introduction to Operations Strategy

Denition of Operations Strategy, Concepts, Building Competitive Edge Strengthening Value Chain.

4.2 Operations Performance Measures

Operations Performance Objectives, Maintaining Operations Focus, Reviewing Performance Objectives over time.

4.3 Product/ Services Design

Strategic relevance of Product/Service development ,Product/Service development with market requirements perspective, Product/Service development with Operations Resources perspective.

4.4 Substitutes for Strategy

New approaches to Operations Strategy process, viz, TQM, BPR, ERP, Lean Operations, and Six Sigma.

4.5 Capacity Strategy

Strategies for Managing Capacity, Capacity Sizing at location/s, issues in changing capacity levels.

4.6 Strategy for developing Supply Network

Denition of Supply Network strategy, Outsourcing, Supplier Partnership, Supply Network Management, dynamic behavior in supply network.

4.7 Strategy for Process Technology Selection

Developing Process Technology Strategy, characteristics, Scalability Factor The Product-Process matrix , Evaluation of Process Technology.

4.8 Role of Human Resources

Work force issues

4.9 Sustaining Improvement

Developing Roadmap, sustainable alignment, Performance Mapping, Developing , Operations Capabilities, Deploying Capabilities in the Market, building improvement strategies and operations capabilities.

4.10 Implementation of Operations Strategy

Analysis for formulation of strategy, Essentials of Implementation, Importance of Organizational Context Process, People Involvement, Delivery as per plan, Global strategy review.

4.11 Best Practices followed in the industry

Operation strategies in SME's and large organizations.


5.1 Text Book

• Operations Strategy by Nigel Slack and Michael Lewis

• Third Edition

Website

• www.operationsroom.wordpress.com

Subject Lean Six Sigma Sub Code LSS


• Prentice Hall

5.2 References

• Manufacturing Strategy: text and cases, by Terry Hill,Second Edition, Tata McGraw Hill.

• Operations Strategy: text and cases, by David A Gravin,1992, Prentice-Hall, Englewood Cliffs.

• Operations Strategy: focusing on competitiveexcellence, by P.W.Stonebraker and G.K.Leong, 1994,Allyn and Bacon, Boston.

• Manufacturing and Operations Strategy, by SamsonDanny, 1991, Prentice Hall, New Jersey.

• Operations Strategy by David Walters, 2003, Palgrave.

• Special Operations and Strategy, by Kiras James D,Routledge and Paul Publications, London.

• Manufacturing Strategy: process and content, edited byChristopher A Voss, 1992, Chapman and Hall, London.

• Integrated Manufacturing: strategy, planning, andimplementation, by Eric G R Gerelle and John Stark, 1988, McGraw Hill, New York.

• International Manufacturing Strategy, by Lindbergand Christopher A Voss and Kathyrn L Blackmon,1998, Kluwer Academic, Boston.

• Operations Strategy: Principles and Practice, DynamicIdeas by Van Mieghem, Jan. Charlestown, MA, 2008.

5.3 Journals

• Production And Operations Management


• Vikalpa

1. Objective

The objective of this course is to provide knowledge of Lean andSix Sigma. This helps in understanding how organizationsimplement Lean Six Sigma to make the processes fast, accurateand robust. The course is learning about the steps used in Lean SixSigma.

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2. Prerequisites

The students need to have basic knowledge of mathematics and statistics.

3. Lesson Outcomes

On completion of this course student will be able to:

• Understanding of Phases of Lean and Six Sigma

• The ability to convert actual problem of an organization into statistical problem,nding the solution in statistical term and converting back to actual solutions.

• Able to use Minitab for statistics solutions.

4. Course Outline

4.1 Introduction to essentials of Lean Six Sigma Strategies Lean Six Sigma concept review,Six Sigma Background, some six sigma successes

4.2 Statistical theory of Lean Six Sigma strategies Normal distribution curve, six sigma process capability concepts

4.3 Six sigma continuous improvement Six sigma continuous improvement principles, six sigma systems, six sigma improvement and training models

4.4 Design for six sigma: Road map for successful corporate goals Design for six sigma (DFSS) principles, Design for six sigma steps, six sigma ergonomics, tools and techniques, process management

4.5 Design for Lean / Kaizen Six Sigma Lean Six Sigma and principles, Elements of Lean performance measurements, competitive product Benchmarking concepts, integration of Kaizen Lean and Six Sigma

4.6 Roles and responsibilities to lean six sigma philosophy and strategy. The roadmap to Lean six sigma philosophy and strategy, Creation of Six Sigma infrastructure

4.7 Road map to Lean Six Sigma continuous improvement Denition and measurement, Evaluation of existing process sigma / baseline sigma, Data Analysis, optimization and improvement, evaluation of new sigma, process control

4.8 Case studies


5.1 Text Book

• Essentials of Lean Six Sigma by Salman Taghizadegan, Butterworth-Heinemann

5.2 Reference

• Implementing six sigma and lean a practical guide to tools and techniques – RonBasu

• A guide to Lean six sigma management skill – Howard S Gitlow

• Lean six sigma – Combining Six sigma quality with lean production speed –Michael L George

S.No Programme Course Name Code Area Credit Sub

2 PGDM Enterprise Resource ERP IT 1 Planning

3 PGDM Software Engineering SFE IT 1

4 PGDM Knowledge Management KMS IT 1 Systems

5 PGDM Decision Support and DSS IT 1 Expert Systems

6 PGDM Software Project SPM IT 1 Management

7 PGDM IT Governance ITG IT 1

8 PGDM Information Systems ISS IT 1 Strategy

Subject Enterprise Resource Sub Code ERP Planning


1. Objective

ERP - or enterprise resource planning - systems integrate informationused by an organization's many different functions and departmentsinto a unied computing system. This course demysties this complexenterprise application, examines the trends in the ERP market, and looksat some of the key software providers. To improve reliability,communication and continuity of organizational information, ERP


PGDM BATCH (2017-19)AREA : INFORMATION

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systems are often employed. At the end of the course, the student should be able to understand the relationship among various functional areas of management and how ERP system binds together the functional areas of management through ERP systems. The students should also be able to distinguish between business functions and business processes.

2. Prerequisites

The prerequisite courses are MIS and OM.

3. Lesson Outcomes

On completion of this course, the student would be able to do the following:

• Understand the basic concepts of ERP.

• Apply ERP systems to solve practical problems in the corporate world.

4. Course Outline

4.1 Introduction to ERP

ERP Denition, Growth, Evolution of ERP, Reasons for the growth of the ERP market, the advantages of ERP.

4.2 Enterprise- An Overview

Enterprises, Integrated management Information, Business Modeling and data Models, Integrated data model, Implementing ERP in a rm, Public Sector ERP Enterprise Application Integration, Planning for Enterprise.

4.3 ERP Life Cycle

• Water Fall Model, Spiral Model and Prototype models for Software development

• Various Activities involved in the development of ERP Solution.

• Requirement Analysis, Design, Development, Implementation, Training phases

4.4 ERP and Related Technologies

ECM, Business Process Reengineering, Data warehousing, data mining, online Analytical processing, supply chain management, Customer Integration .

4.5 ERP-manufacturing perspective

Comparative Analysis ERP S/W, CAD/CAM, Materials Requirement Planning. BOM And closed loop ERP, SAP R3 and BAAN ERP vendors, ERP implementation life cycle, Critical factor for ERP.

4.6 Hands on training in ERP Project Development

• Project Analysis, Project Planning, Project Development

• ERP Project Implementation, Implementation Models, Data Conversion andTraining

• ERP Maintenance Models


5.1 Text Book

• Enterprise Resource Planning - ERP

• Alexis Leon and Mathews Leon

• Vikas Publishing House P. Ltd.

5.2 References

• Enterprise Resource Planning

Subject Software Engineering Sub Code SFE


1. Objective

The objective of this course is to understand methods fordevelopment of software. It should be understood that this is nota course on software development but to apply the rightdevelopment model based on scalability of the problem. Thecourse is generally theoretical in nature but it discusses methodsfor software testing, quality measurements and softwaremaintenance.

2. Prerequisites

The pre-requisite courses are MIS and ITM course.

3. Lesson Outcomes

On completion of this course, the student would be able to do thefollowing:

• Select the best methodology for software development.

• Learn methods for software testing and maintenance.

• Measure software quality.

4. Course Outline

4.1 Introduction:

Introduction to software engineering, Importance of software, The evolving role of software, Software Character ist ics, Software Components, Software Applications, Software Crisis, Software engineering problems, Software Development Life Cycle, Software Process.

4.2 Software Requirement Specication:

Analysis Principles, Water Fall Model, The Incremental Model, Prototyping, Spiral Model, Role of management in software development, Role of matrices and Measurement, Problem Analysis, Requirement specication, Monitoring and Control.

4.3 Software-Design:

Design principles, problem partitioning, abstraction, top down and bottom up-design, Structured approach, functional versus object oriented approach, design specications and verication, Monitoring and control, Cohesiveness, coupling, Fourth generation techniques, Functional independence, Software Architecture, Transaction

• A Managerial Perspective, by D P Goyal

• Internet Marketing and E-commerce by Ward Hansonand Kirthi Kalyanam.

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and Transform Mapping, Component - level Design, Fourth Generation Techniques .

4.4 Coding:

Top-Down and Bottom -Up programming, structured programming, information hiding, programming style and internal documentation.

4.5 Testing:

Testing principles, Levels of testing, functional testing, structural testing, test plane, test case specication, reliability assessment, software testing strategies, Verication and validation, Unit testing, Integration Testing, Alpha and Beta testing, system testing and debugging.

4.6 Software Reliability and Quality Assurance:

Reliability issues, Reliability metrics, Reliability growth modeling, Software quality, ISO 9000 certication for software industry, SEI capability maturity model, comparison between ISO and SEI CMM.

4.7 CASE (Computer Aided Software Engineering):

CASE and its Scope, CASE support in software life cycle, documentation, project management, internal interface, Reverse Software Engineering, Architecture of CASE environment.


5.1 Text Book

• Pressman, Roger S., "Software Engineering, A Practitioner's Approach Ed.Boston: McGraw Hill, 2001.

5.2 References

• Jalote, Pankaj, "Software Engineering Ed.2", New Delhi: Narosa 2002

• Schaum's Series, "Software Engineering", TMH.

• Ghezzi, Carlo and Others, "Fundamentals of Software Engineering", PHI.

• Alexis, Leon and Mathews Leon, "Fundamental of Software Engineering", Vikas.

• Sommerville, Ian, "Software Engineering", AWL, 2000.

• Fairly, "Software Engineering", New Delhi: TMH.

• Peerger, S, "Software Engineering", Macmillan, 1987

1. ObjectiveThe objective of this course is to understand the fundamental dlegnivlove si tI .smetsys tnemeganam egdelwonk fo stpecnoc and verypractical in nature. With information overload in today's corporate world,the organizations face the problems of managing the informationreservoir. The technologies are required to manage, disseminate andpreserve knowledge. With the growth of IT, knowledge managementhas become much simpler than in the past. The course should bedone by the management graduates for effectively performing in thecorporate world.

2. Prerequisites

The prerequisite courses are MIS and ITM course.

3. Lesson OutcomesOn completion of this course, the student would be able to do thefollowing:

• Understand the concepts of KMS.

• Apply the technology to develop knowledge management systems.

4. Course Outline

4.1 Overview of Knowledge Management

4.2 The nature of Knowledge, Implicit Knowledge, ExplicitKnowledge.

Updated and forward looking and Context based knowledge

4.3 Knowledge Management Solutions

4.4 Organizational Impacts of Knowledge Management

4.5 Factors in uencingKnowledge Management

4.6 Knowledge Management Assessment of an Organization 4.7

Technologies to manage Knowledge, Arti cialIntelligence, digital libraries

and Repositories

4.8 Preserving and applying human expertise.

4.9 Perform KM using KM Metrics, KM Sciences and Bench marking

4.10 Build Collaborative Environments; better communication, spark

innovation

4.11 Transform organization or customer into a true "Learning

Organization"

4.12 Establish a Knowledge Audit, plus innovative ways to do Knowledge

Mapping

5. 4.13 Developing a knowledge management strategies to achieve KM

Vision

Subject Knowledge Sub Code KMSManagement Systems


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Subject Sub Code DSESDecision Support and

Expert Systems


4.14 Initiating and developing successful Communities of Practice

4.15 Real-world KM principles and keys to success


5.1 Text Book

• Knowledge Management in Organizations- by Mr. Donald Hislop, OxfordUniversity Press, First Indian Edition - 2007.

5.2 References

• Knowledge Management - Elias M. Awad and Hassan M. Ghaziri - PearsonEducation.

• Knowledge management for the Information Professional - Edited by T. KantiSirkanlahia and Michael E. D. Koeing.

• Knowledge and Technology- management in Virtual Organizations by Guan D.Putnik and Maria Manuela

• Ideal Group Publishing.

1. Objective

This course offers the best tools for managerial decision making. As most of the decisionsare unstructured in nature in corporate environment, DSS systems could be effectivelyused to improve decision capability. Expert systems which are one part of articialintelligence are the most advanced systems in information technology. They derive thebasic concepts from articial intelligence and have successfully developed andimplemented in the corporate world.

2. Prerequisites

Students should have done the core IT course MIS. In addition, they should have goodbackground in mathematical sciences. The course becomes very abstract in nature anddrawn concepts from databases and fuzzy logic and computer science.

3. Lesson Outcomes

The student should be able to do the following:

• Understand the importance of DSS and ES systems to recognize that there is a class ofdecision problems which could not be solved without use of information technology.

• Learn the emerging information technologies to understand how businessintelligence could be developed.

4. Course Outline

4.1 Decision-making

Concept, Process, Simon's model, Programmed versus non-programmed decisions, quantitative tools. Decision making under assumed certainty, risk and uncertainty.

4.2 Introduction to DSS

Characteristics and Objectives: Comparison with EDP/MIS. Hardware and Software

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Technologies for DSS.

4.3 DSS Subsystems

Database Management System, Model Base Management System, Dialogue Management System.

4.4 Group DSS

Introduction, subsystems, Executive support system.

4.5 Introduction to Articial Intelligence, Expert Systems, Electronic Data Interchange.

4.6 Concepts of Data Warehousing and Data Mining.


5.1 Text Book

• Decision Support System: by V S Janakiraman, Sarukesi.

5.2 References

• Expert Systems: Theory and Practices: by Ermine

• Management Information Systems: by Laudon andLaudon

• Management Information Systems by James O Brien

• AI and Expert Systems by Dan W Patterson

• DSS in 21st Century by Marakas

• Management Information Systems by Davis Olson

• Decision Support and Data Warehouse System by EfremG. Mallach

Subject Software Project Sub Code SPMManagement


1. Objective

The objective of this course is to teach students to manage asoftware Project within the budget and time constraint. Thetechniques of project management are applied to softwaredevelopment process. The main focus of the course is to learncost, quality and time parameters for software development.

2. Prerequisites

The prerequisite for this course is Software Engineering. Howevera core course in project management is desired. Students shouldhave done the core IT course MIS.

3. Lesson Outcomes

The student should be able to do the following after doing thiscourse:


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• Should be able to manage the software projects developments.

• Should plan the project effectively to complete in time.

• Estimate risk involved in developing the software project.

4. Course Outline

4.1 Review of software engineering concepts

4.2 Software development models and processes

4.3 Introduction to Project Management

4.4 Software Project Planning

4.5 Project Economics and Project Selection

4.6 Project Scheduling and Tracking Techniques

4.7 Risk Analysis and Management

4.8 Project Budgeting

4.9 Software metrics and Project management

4.10 Project Controls and Closure

4.11 Project Reports and Implementation

4.12 Project management issues in regard to new technologies


5.1 Text Book

• "Bob Hughes and Mike Cotterell, "Software Project Management", TMH.

5.2 References

• Joel Henry, " Software Project Management", Pearson Education

• Joseph Phillips, "IT Project Management: On Track from Start to Finish", 3rdEdition, TMH.

• S. A. Kelkar, " IT Project Management", PHI.

• S.A.Kelkar, " Software Project Management", PHI.

• J. Pinto, "Project Management: A Roadmap to Success", Pearson Education.

• Gray and Larson, " Project Management", TMH .

5.3 Journals


• International Journal of Software Engineers and Applications

• Software: Practices and Experience

Subject Sub Code ITGIT Governance


1. Objective

To provide the students with a broad insight into IT Governance and its implication inorganizational performance. Highlights on various implementation issues and industrypractice are also to be provided.

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2. Prerequisites

The pre-requisite course is MIS and Information Systems Strategy.

3. Lesson OutcomesAfter completion of this course, the students will understand the evolvingdiscipline of IT Governance within the context of corporate governance.The students will learn the concepts, perspectives, frameworks andapproaches of IT Governance and be enabled to advise the corporatemanagement to make better decisions pertaining to IT initiatives and investments.

4. Course Outline

4.1 IT Governance: A Business Imperative, value of IT in an

organization.

4.2 System Governance as the missing link in IT Governance.

4.3 IT Alignment, Strategy and Governance standards for IT

functions and accountability.

4.4 Sarbanes-Oxley, IT Governance and Enterprise Change

Management.

4.5 IT Governance: Frameworks and Best Practices.

4.6 Using COBIT to Implement IT Governance.

4.7 Measuring and Improving IT Governance through the

Balanced Score Card.

4.8 IT Investment Portfolio Management: Translating IT

Governance Objectives into Corporate Governance.

4.9 Standards: BS15000, BS7799, ISO9000, ISO20000.

4.10 IT Governance for Effective Business Intelligence. Case Studies from

Government Projects as well as Corporate Projects

4.11 Digital India programme structure and architecture.

4.12 Implementation Strategies of Large IT Projects.

4.13 NIC Case Studies and ITC E-Choupal Strategies


5.1 Text Book

• IT Governance, An Introduction by Ravi Kumar Jain B (Editor), TheICFAI University Press.

5.2 References

• Implementing IT Governance: A Practical Guide to Global Best Practices inIT Management bySelig, Gad, published by Van Haren Publishing.

• IT Governance: Implementing Frameworks and Standards for theCorporate Governance of IT by Calder, A, published by IT Governance.

• Government of India websites and Digital India portals.


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Subject Sub Code ISSInformation Systems

Strategy


1. Objective

This course examines the strategic role of information systems and technology in theorganisation. The course considers the role IS/IT plays in the creation and realisation of thebusiness strategy. This course aims to familiarise you with the key concepts, practices andissues in IS/IT strategy. It will provide you with sufcient practical and theoreticalknowledge to enable you to

• apply IS/IT tools and frameworks to real life case studies

• meaningfully participate in an IS/IT strategy.

2. Prerequisites

The prerequisite course is MIS and Information Systems Strategy.

3. Lesson Outcomes

After completion of this course, the students will be equipped on how to matchan organization's information needs to overall business strategy by creating acomprehensive IT infrastructure.

4. Course Outline

4.1 Matching IS to Business Strategy and Structure, Business value of systems, their stakesand effects on the organization

4.2 Identifying the Services offered and the actors concerned.

4.3 Specifying the goals and the business processes of the organization

4.4 Foundation for understanding information systems using IT

4.5 Aligning the Business Performance using enterprise systems, customer relationship management, knowledge management, and decision support systems

4.6 Facilities Management and Outsourcing

4.7 The Role and Structure of IS

4.8 Selecting and Acquiring Systems

4.9 Networks and Distributed Systems

4.10 Control of Information Systems

4.11 Strategic Alignment of the Information systems


5.1 Text Book

• Information Systems Strategy for Business by Dr Trevor J Bently, CIMA Publishing.London.

5.2 References

• K.C. Laudon, J.P. Laudon, and M.E. Brabston, Management Information Systems:Managing the Digital Firm, 4th Edition, Pearson Education .

• MS2 Cases , Richard Ivey School of Business, The University of Western Ontario ,Pearson Education , 2009.

S.No Programme Course Name Code Area Credit Sub

1 PGDM Trade Data Analytics TDA IBSE/ECO

1

2 PGDM Global Logistics and Supply GLSCM IBSE/ 1 Chain Management OMDS

4 PGDM Global Sourcing and GSBD IBSE 1 Business Development

5 PGDM International Marketing IM IBSE/MKT 1

6 PGDM Global Human Resource GHRM IBSE/OB Management

1. Objective

Objective of the course is to refresh their basic theoretical knowledgeand mostly application of econometric methods used in business/trade.Emphasis is on understanding and interpreting relations amongeconomic variables which have a direct impact on the way business isconducted in the world market. The course would take hands-onapproach to help students get comfortable with working with datasets.The course would address the problems typically encountered inconducting empirical econometric research in business elds, inevaluating results and testing hypotheses using software like EViews,SPSS, STATA, etc. for making predictions.


PGDM BATCH (2017-19)AREA : INTERNATIONAL

BUSINESS

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7 PGDM FIT IBSEFinancing of International Trade

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2. Prerequisites:

The students are expected to have understanding of Mathematics, Statistics andEconomics.

3. Lesson Outcome: On completion of this course the student manager will be able todevelop an understanding of the following:

• Familiarizing students with the basic concepts of econometrics

• Help students learn the theoretical aspects of simple and multivariate regressionanalysis

• Carry out econometric applications on problem sets and interpret the results ofmultivariate regression analysis

4. Course Outline

4.1. Introduction

4.1.1 What is Econometrics? What its methodology?

4.1.2 Basic denitions: sample, population, random variable

4.1.3 Data: cross-section, time series, panel data

4.1.4 Variables: quantitative and qualitative

4.1.5 Measures of centralization, dispersion, and other

4.2. Regression analysis

4.2.1 Population and sample regression functions

4.2.2 The nature of the error term

4.2.3 The classical linear regression model (CLRM)

4.2.4 Parameter Estimation: Least Squares

4.2.5 Covariance, correlation coefcient, coefcient of determination (r2)

4.2.6 Hypotheses testing

4.2.7 Forecast

4.3. Regression analysis: Further details

4.3.1 Multivariate Case of CLRM

4.3.2 Selection of models

4.3.3 Global hypothesis test (F and r2)

4.3.4 Omission of relevant variables and inclusion of irrelevant variables

4.3.5 Functional Forms

4.3.6 Dummy variables

4.3.7 Multicollinearity

4.3.8 Relaxing the CLRM basic assumptions

4.4. Binary dependent variable

4.4.1 Linear probability model

4.4.2 Logit Model

4.4.3 Probit Model

4.4.4 Interpretation of coefcients

4.5. ime series

4.5.1 Nature of the data

4.5.2 Trends and seasonality

4.5.3 Stationary vs. Non-stationary

4.5.4 Box-Jenkins Methodology


5.1 Text Book

• Gujarati, D., Basic econometrics, 5th ed. 2008.

• Gujarati, D., Econometrics by example, 2011.

• Chris Brooks, Introductory Econometrics for Finance,Cambridge University Press, 2nd Edition

5.2 Reference

• Pindyck and Rubinfeld, Econometric Model andEconomic Forecast, McGraw Hill, New York, 2010.

• Practical Practice of Econometric Tools on GRETL and E-Views software, 2011 Version

• Grifths, W. Using Eviews: For principles of econ-ometrics, 4th ed., 2011

• Stundenmund, A.H., Using econometrics: A practicalguide, 5th ed. 2005.

• Wooldridge, J., Introduction to econometrics: A modernapproach, 4th ed. 2008.

• Dougherty, Christopher, Introduction to Econometrics,Oxford University Press (Indian Edition), 2010

Subject Global Logistics and Sub Code GLSCMSupply Chain Management

Area Code IBSE/OMDS Programme PGDM Term-4

1. Objective

To teach the students the strategic importance of a good supplychain design, planning and operations for every rm. To teach thestudents how good supply chain management can be acompetitive advantage while its weakness may hurt theperformance in the long run.

2. Prerequisites

The students of this course are expected to have good knowledgeof operations management.

3. Lesson Outcomes


• Gain an understanding of the overall dimensions of Supply

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Chain Management (SCM) and Logistics and their inter - relationship.

• Develop an appreciation of the intricacies of the key aspects/processes of SCM andLogistics

• Understand the strategic issues pertaining to supply chain and logistics such as, use ofthird party service providers, creating value through collaboration in supply chain, etc

4. Course Outline

4.1 Global Logistics and Operations: An Overview

What is Logistics?, Analysis of Logistics Systems, Role of Logistics, Global Operations and Logistics, Logistics in Services, types of containers.

4.2 Introduction to SCM

Introduction, evolution and approaches to SCM, Meaning, denitions, objectives, natures and challenges, Driving Forces, Concept of Supply Chain, Role of Technology, Types and categories of Supply Chain, Process in SCM, Supply Chain Cycles, The Value Chain: Role of SCM in new product development

4.3 Incoterms @2010

A series of pre-dened commercial terms published by the International Chamber of Commerce (ICC) , Letter of Credit

4.4 Demand Management

Forecasting Demand, Order Management , Customer Service, Distribution Channels, Collaborative planning and forecasting, supply chain exibility, synchronization and strategic t, CPFR, VMI.

4.5 Materials Management

Denition of Procurement, Procurement Process and strategies, postponement, decoupling, Approaches to Procurement, e-Commerce.

4.6 Global Operations and Logistics :

Global Business and its Characteristics, Critical Factors involved, Role of Political and Legal Environment, Global Transportation, Post-Project Evaluation, Strategic Channel Players

4.7 Port / Stevedoring Management

What is stevedoring, methods and procedures used while loading and discharging cargoes, Code of safe practices while handling lifting gears and cargoes, Some Common Cargoes Hazards

4.8 Transportation Management

Role of Transportation, Transport Selection Criteria , Multi-Modal Transportation Services Transport Documentation (Domestic/International) , Transportation Services,

4.9 Strategic Issues for Logistics and SCM

Types of Logistics Relationships , Third-Party Logistics (3PL) , Fourth-Party Logistics (4PL) , Strategic Role of Information Systems, Logistics Network Design, Global Supply Chain Networking

4.10 Measuring logistics Costs & Supply Chain Performance and

Logistics cost analysis, Principles of logistics costing, direct product protability, cost drivers and activity based costing, Overview, Characteristics of Good Measures, Performance Metrics.

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4.11 Future Challenges

Creating Sustainable Supply Chain, Reverse Logistics, Green SCM, Beyond the carbon footprint, e-supply Chain, Strategies for Creating Value, Synthesis and Future Directions.


5.1 Text Book

• Logistics and Supply Chain Management by MartinChristopher,2014, Pearson Education.

5.2 References

• Managing Supply Chain: A logistics Approach by Coyle,9th Edition, Cengage Learning.

• Business Logistics / Supply Chain Management by Ballouand Srivastava; Fifth Edition, Pearson Education.

• Supply Chain Logistics Management by Bowersox, Closs,and Cooper, Fourth Edition, Tata McGraw Hill,

• Essentials of Supply Chain Management by MichaelHugos, 2003, John Wiley.

• Logistics Engineering and Management by BenjaminBlanchared; Sixth Edition, PHI.

• Supply Chain Management: Theories and Practice by R.P.Mohanty and S.G.Deshmukh, 2007, Biztantra

• Operations Now by Byron J.Finch, 3rd Edition, Tata McGraw Hill

• Lean Supply Chain and Logistics Management by PaulMyerson, 2012, McGraw Hill

• International Logistics by Donald, Anthony, Paul andDanile, 2nd edition, 2002, AMA.

• International Supply Chain Management by DavidStewart, 2007(India edn.), Cengage.

• Global Operations and Logistics: Text and Cases byPhilippe. Ricardo, Michel and Panos, 2008(India edn.),Wiley

• Container isat ion, Mult imodal Transport andInfrastructure Development in India by Dr. K. V.Hariharan, Shroff Publishers, 2007

• Multimodal Transport Rules, Hugh M. Kindred, H.M. Kindred, M. R. Brooks, Kluwer Law InternationalPublisher, 1st Edition, 1997.



• International Journal of Logisticsand Supply Chain Management


244

1. Objective

The global distribution aspect of logistics/supply chain management today represents agreat challenge as well as a tremendous opportunity for most rms. The importance ofestablishing supply relationships with foreign sources requires companies to developcompetencies in strategic sourcing, purchasing and importation of goods. This coursewill emphasize the strategic and operational elements of establishing and maintainingglobal supply chains. Emphasis will be given to the fundamentals of importation of goods,services and technology from overseas foreign sources by sourcing and outsourcing.Sourcing should be broad - based which could include Energy Management Technology,Resources mobilization and Management; including Waste Management. Differentconcepts would be taught rst and then it would be supplemented by Case Studies.

GSBD should take into consideration the long-term vision of country as well as thebusiness development perspectives of the Corporation The core objectives of the Courseare as follows:

• Understand organizational processes to identify strategic and nancial implications/opportunities of sourcing, outsourcing and off-shoring

• Develop outsourcing and off-shoring targets/objectives and outsourcing strategy

• Develop and manage the selection of the vendor and the business model for anoutsourcing relationship Understand the legal issues: contracts, taxes, IP, privacy andcompliance

• Understand the signicance of inter-organizational relationship management andperformance monitoring during transition and steady state

• Outsourcing should have an alignment with Corporate vision and properly framedSupply-Level agreement (SLA)

• Intl. Science Press

• ICFAI Journal of Supply Chain Management

• Vikalpa

• Logistics Management Magazine

Website

www.investopaedia.com• www.logasiamag.com• www.supplychainbrain.com• www.supplychaindigital.com• www.supplychainnetwork.com• www.logisticsmgmt.com• www.logisticsquarterly.com• www.supplychains.com

Subject Sub Code GSBDGlobal Sourcing and

Business Development


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• Sourcing should have a clear focus on cost advantage but beextended to long - term value advantage in the Value-chain

2. Prerequisites

Students are expected to have basic knowledge aboutInternational Business, International Marketing and Logistics andSupply chain Management

3. Lesson Outcomes

As an outcome of this course, students will be able to:

• Explain the importance of global sourcing in supply chainmanagement Describe the global sourcing process.

• Conduct a research project and demonstrate competentknowledge of the global sourcing process Distinguishbetween ethical and non-ethical sourcing practices

• Design an effective importation process compliant withapplicable laws

4. Course Outline

4.1 Concept and scope of Sourcing, Role of sourcing inInternational business development

4.2 Concept and scope of Outsourcing and India's sectoral growth

4.3 Client view vs. public view of global outsourcing

4.4 Business Process Outsourcing and developing economies, Labor environment in sourced and outsourced countries, Concept of Ethics in sourced and outsourced countries

4.5 Global Sourcing Standards, its importance and its peculiar characteristics

4.6 Outsourcing Trends and Issues, and Vendor Management

4.7 Purchasing and Supplier Integration Purchasing, and Supply Chain Analysis Tools and Techniques

4.8 Supply Chain Information Systems and Electronic Commerce

4.9 Integrating Capabilities for Global Sourcing and Import Logistics

4.10 Improve Global Sourcing Processes with Enhanced Supply Chain

4.11 Global sourcing and its impact on Indian Industry - Globalization and internal Reform process - India's competitive advantage in industries like IT, Oil and Gas, etc. - Potential and threats. Choose any particular industry and discuss how its Sourcing happens

4.12 Two-three Case Study


5.1 Text Book


246

Subject Sub Code IMInternational Marketing

Area Code IBSE/MKT Programme PGDM Term-4

1. Objective

This course aims at providing the students with an understanding of the basic principlesand the practical issues involved in International Marketing. Students who have studiedGlobal marketing course need not take this course.

2. Prerequisites

The students of this course are expected to have studied Marketing Management- 1 & 2.

3. Lesson Outcome

On completion of this course, the student will be able to apply the principles of Marketingin the global emerging market, to analyze practical problems, and to suggest broadcourses action. On completion of this course, the student will become more familiar withthe nature and practices of MNCs in Global Emerging Markets.

4. Course Outline

4.1 An Overview

The Scope and Challenges of International Marketing the Dynamic Environment of International Trade

4.2 The Cultural Environment of Global Markets

The Foundations of Culture: History and Geography Cultural Dynamics in Assessing Global Markets Culture, Management Style and Business Systems, The Political Environment The International Legal Environment

4.3 Assessing Global Marketing Opportunities

Marketing Research for Global Vision Emerging Markets Multinational Market Regions and Market Groups

4.4 Developing Global Marketing Strategies

Planning and Organization Products and Services for customers Products and Services for Businesses International Marketing Channels Exporting and Logistics IMC and International Advertising Personal Selling and Sales Management Pricing for International Markets (Marginal cost Pricing, transfer Pricing and Counter Trade)

4.5 Implementing Global Marketing Strategies

Negotiating with International Customers, Partners and Regulators


5.1 Text Book

• "International Marketing" (13th edition) By Philip R Cateora and John L Graham,

• Lacity M., and Willcocks, L., Global Information Technology Outsourcing, Searchfor Business Advantage, John Wiley and Sons, Chichester

• Exploding the Myths of Offshoring, McKinsey Quarterly, June 2004International Business Environment and Operations, John D.Daniels.

• The Business Environment, PaulWeatherly and Dorron Otter, 2010, Oxforduniversity press

Tata McGraw Hill

• "Global Marketing" (7th Edition) by Warren J. Keeganand Mark C. Green, Pearson/Prentice Hall.

5.2 References

• International Marketing- Analysis and Strategies (2008edition) by JJ Shaw and Sak Onkvisit Prentice Hall.

• India Global Marketing Management (2008 edition) byWarren J. Keega, Prentice Hall India

• International Marketing, By Rakesh Mohan Joshi

• Oxford University Press

1. Objective

After going through this course of study the students should beable to:-

• Understand what globalization and Multiculturalism is.

• Understand what is IHRM and impact of organizationalstrategy and structure on it.

• Role of HR in merger and acquisition.

• Stafng process in IHRM and training determinants inInternational Context.

• Understand challenges in maintaining compensationinternationally.

• Understand nature and process of repatriation and itschallenges

• Understand IR in an International context.

• Understand ethical and social responsibility in an IHRcontext.

2. Prerequisites

• Good understanding of Human Resource Management.

• Good understanding of international context.

• Ability to grasp strategic Implications of HumanResource Management.

3. Lesson Outcomes

Well developed global perspective towards human resource management.

Ability to understand and appreciate complexities involved in managing human resources in a global context and to act on

Subject Global HRM* Sub Code GHRM

Area Code ECO Programme PGDM Term-6IBSE+HR

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248

these complexities.

4. Course Outline

4.1 Global perspective and Multi Culturalism

Nature of Globalization and its effects, Multiculturalism, Cultural Predisposition and Dimensions, Managing Acrosscultures.

4.2 Nature of IHRM

IHRM compared to Domestic HRM, IHRM- its growing interest and functional positioning, Organizational context of IHRM, Building and understanding Strategy in IHRM. Case Studies

4.3 HRM in Cross-Border Mergers and Acquisitions

Understanding Nature of and Motives in Mergers and Acquisitions (MandA), HRM involvement.

4.4 Stafng of International Business

HR Planning, Recruitment and Selection, Recent Trends in International Stafng. Case studies

4.5 Training and Development

Training Strategies, Expatriate Training, HCN Training, TCN Training, Emerging Trends in Training for Competitive Advantage, Frameworks of Cross Cultural Training. Case studies

4.6 Performance Management

Performance management and its links with other HR processes, Multinational Performance Management, Performance management of expatriates, Variables inuencing performance of expatriates, Criteria used for performance appraisal. Case studies

4.7 International Compensation Management

Objectives and Philosophy of compensation, Theories of Compensation, Compensation Strategy, Compensation components variables and packages, Compensation administration, Issues in International compensation. Case studies.

4.8 Repatriation

Understanding Repatriation, Benets and challenge of re-entry, Managing repatriation process. Case studies.

4.9 International Industrial Relations

Nature of IR, Approaches to IR, Dispute status, Key players in IR, Strategic issues before – MNC/Employer, Employee, and government.

4.10 International Industrial Relations

Nature of IR, Approaches to IR, Dispute status, Key players in IR, Strategic issues before – MNC/Employer, Employee, and government.

4.11 Ethics and Social Responsibility

Ethics, Social responsibility, Ethics and the IHR manager, Social responsibility and International business, Changes in ethical values with time and political system, Ethics across cultures.

4.12 HRIS

4.13 Talent Management in International context

4.14 Organisation Structure and restructuring (international models)

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4. Course Outlines

4.1

5.2 Magazines

• International Journal of Emerging Markets

• Emerging Market Investor

• Emerging Markets

• Emerging Markets Economic Outlook

• Emerging Markets Quarterly

Subject Financing of International Trade Sub Code FIT


1. Objective

• Student should be able to analyze uncertain business situations usinginformation provided and making informed assumptions.

• Student should be able to develop financial plans which help anorganizations to manage resources and risks efficiency to achievetheir business goals

• Student should be able to analyze financial impact of chosen strategy

2. PrerequisitesThe students of this course are expected to have studied International BusinessEnvironment and Export / Import documentation and procedures

3. Lesson OutcomesFinancial planning and risk management for achievement of organizations goals

5.1 Text Book: Dowling and Welch: International HRM – Managing people inMulticultural Context, Excel Books.

4.2

4.3

Introduction, Evaluation criteria, Allotment of Group Assignments, Overview, Identification of Risks, Country Risk-Review, Forex Risk-Review, Regulatory and Institutional Framework

Operating Cycle for Finance requirement, Payment Terms in International Trade

Documentary Collections-URC 522, Documentary Credit and UCPDC 600, eUCP & ISBP

Financing options, Working Capital Finance, Import Finance-Trade Credits, Buyer & Supplier Credit, Export Finance, Pre-shipment & Post shipment, Fund based and non-fund based

Forfeiting & Factoring, Bankers' Acceptance, Evolving Products & Services, Recent Developments

FEMA - Main Features, Merchant rates in Export-Import transactions, Fedai rules - Crystallisation of Bills

4.4

4.5

4.6


Copyright © Asia-Pacific Institute of ManagementNew Delhi

249B


5.1 Text Book

• Practitioners' Book on International Trade Finance, 2017 Revised Edition

Taxmann Publications(P) Ltd.

ISBN : 978-93-86394-72-9

5.2 References

• 1. International Financial Management, Jeff Madura, Indian Edition, Cengage

Learning

• 1. Foreign Exchange Markets, Dun & Bradstreet,Tata Mc Graw- Hill Publishing

Company Limited

• Multinational Financial Management, Alan C. Shapiro, 8e, Wiley-India

Publications


250


PGDM BATCH (2017-19)AREA : STRATEGY

Subject Sub Code SMStrategic Management

Area Code STRAT Programme PGDM Term-4

1. Objective

The objective of this paper is to help students understand strategy making process that isinformed integrative and responsive to rapid changes in an organization's globallyoriented environment and also to help them understand tasks of implementing strategy ina local as well as global market.

2. Prerequisites

Basic knowledge in Business environment

3. Lesson Outcome

After this course, students should be able to appreciate the importance of strategicplanning and how it affects a rm's future. They will also able to appreciate issues involvedin strategy execution.


1 PGDM Strategic Management SM IBSE 1 250

2 PGDM Entrepreneurship Management and Innovation EMI IBSE 1 252

3 PGDM IECG IBSE 1 254Indian Ethos & Corporate Governance

4 PGDM

International Business Strategy IBS

IBSE 1

5 PGDM

Industrial Economics and IECS

IBSE 1

Competitive Strategies

6 PGDM International Business Law IBL IBSE 1 258

7 PGDM Legal Aspects of Business LAB IBSE 1

253

260

256

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Second Year, Area Strategy


4. Course Outline

4.1 Understanding Strategy in the Context of the Organization

and its Environment-Managing by Strategy-Organization's Strategic Intent-Mission-Values, Culture and Ethics Underpinning Strategic Intent and Strategy-Stakeholders' Approach to Strategic Management- Overview of the concept of Corporate Governance-Crafting a Strategy- The Primary variables, Secondary Structural and Procedural variables and the Intervening variables affecting the end-results of an organisation-Guidelines for Analysing Cases in Strategic Management.

4.2 The Structure-Conduct-Performance (SCP) Model-Environmental Factors-Industry and Competitive Analysis-Strategic Groups-The Global Environment-Internal Analysis-Concept of Core Competencies- The Resource-based View-Value-Chain

4.3 Long-term objectives and Grand Strategies-Generic Strategies-Strategies for competing in Globalising Markets- Strategy and Competitive Advantage in Diversied Organisations-Emerging Business Models and Strategies to t Specic Industry and Organizational Situation-Outsourcing as a Strategic Option: Issues and Concerns

4.4 Strategy Analysis and Choice-Factors Shaping Choice of

Strategy-Generating and Selecting Strategies- Portfolio Analysis-Other Tools in Strategy Analysis and Choice: Stakeholder analysis, Scenario Assessment, Trend Assessment, PIMS Analysis, Vulnerability Analysis, Critical Success factor, Competitive Portfolio Analysis, TOWS Matrix, Strategic Position and Action Evaluation (SPACE), etc.

4.5 Issues in Strategy Implementation and Evaluation-

Management Perspective-Resource Allo cation - Man agin g Conict and Resistance to Change-Matching Structure with Strategy-Restructuring, Reengineering, E-engineering-Behavioral Issues-Creating a Strategy Supportive Culture-Human Resource concern in Strategy Implementation-Overview of Other functional issues (Marketing, Accounting/Finance, Production, MIS RandD etc.) in the context of strategy implementation-Strategic Evaluation, Control and Continuous Improvement-Process of Evaluating Strategy-Strategic control-Six-Sigma, ISO and the era of International standards, Balanced Scorecard and other emerging tools. (All the topics would be taught through Case Study Approach)


5.1 Text Books

• Hill and Jones, Strategic Management, An IntegratedApproach, Cengage Learning.


252

5.2 References

• Glueck and Jauch, Business Policy and Strategic Management, McGraw-Hill,Intnl.

• A.J. Rowe, R.O. Mason, K.E. Dickel, R.B. Mann, R.J. Mockler, StrategicManagement, A Methodological Approach, Addison-Wesley

• Budhiraja, S.B. and M. B. Athreya,Cases in Strategic Management, Tata McGrawHill. David, Fred R: Strategic Management, Prentice HallNew Jersey.

• Ansoff: Implanting Strategic Management, Prentice Hall, New Jersey.


• Business India

• Forbes

• Wall Street

• The Strategist in Business Standard


• MIT Sloan Management Review

Website

• www.hbr.org• www.knowledge.wharton.upenn.edu

Subject Sub Code EMIEntrepreneurship Management

and Innovation


1. ObjectiveTo provide students with a broad overview of the principles, theories, and practice ofinnovation, entrepreneurship, intra-prenuership and new venture development

2. Prerequisites

Basic understanding of business models

3. Lesson Outcomes

After this course, students should be able to start their own venture.

4. Course Outline4.1 Deciding to be an entrepreneur. Characteristics/qualities of successfulentrepreneurs. Developing successful ideas. Distinguishing between an idea andopportunity. Feasibility study. Industry and competitor analysis. Various phases ofentrepreneurship, Class exercise in idea generation4.2 The concept of Strategic/Business model innovation. Characteristics of a robustbusiness model. Life cycle of a business model and renewal of business models. Typesof Innovation: Technical, Service Oriented, Manufacturing, IT, Social entrepreneurship,etc and real life cases of Business model innovation. Pitfalls and risks in innovation,Innovation: why it fails?4.3 Discuss the processes of innovation and entrepreneurship and alternative processmodels.

4.4 Evolution, Definition of SMEs, Characteristics, Role in Economic Development, Needs of SMEs benefits and incentives for MSME’s Forms of Organizations; Proprietary, Partnership, HUFs Company etc., Establishing SMEs--Project Identification and Selection, Environmental Scanning, Market Assessment, Technology, Selection of Site, etc., Registration and licensing.

4.5 Financing of Entrepreneurship: Financial Bootstrapping, External Financing, Business Angels, Venture Capital, Buyouts, etc.

4.6 Govt. Policy towards Small business .Policy Framework for SMEs – Policy Shifts since 1991, regulatory Framework - Laws and Regulations for SMEs. SME Development Bill, 2005 - LLP Act, Changing Policy frameworks SME Strategies, MSMED Act 2006, Current initiative by the present government, like MUDRA, Stand Up India, Atal Innovation, STEP, etc.

4.7 Central Government - SSI Board, SIDO, SISI, PPDCs, RTCs, CFTI, NISIET, NIESBUD, NSIC State Government: Directorate of Industries, DICs, SFCs, SIDC/ IIC, SSIDC Financial Institutions and Banks; SIDBI, Commercial Banks, RRBs and Co-op. Banks etc. – Enterprise Perspective - Banker’s Perspective.

4.8 Two-three Case Study


5.1 Text Book

•

•

Entrepreneurship by B.R. Barringer and D. Ireland, PearsonPublication.

Small and Medium Enterprises in India, 2008, Indian Institute ofBanking and Finance Successfully Launching new Ventures. ByBarringer and Ireland

5.2 References

Bolton, B., and Thompson, J. (2003). The Entrepreneur in Focus. London: Thomson.Taub, R.P. and Taub D L, Entreneurship in India’s Small Scale Industries, Manohar, N Delhi,

5.3 Magazines / Newspaper

• Economic Times, The Hindu Business Line

Website

• www.nenonline.org• www.ssi.gov.in• www.msme.gov.in

Subject Industrial Economics Sub Code IECSand Competitive Strategies


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•

•

5.4 Journals

• Strategic Entrepreneurship Journal,Entrepreneurship: Theory andPractice.


254

1. Objective

A. To help gain an understanding of:

i) The structure - conduct - performance relationship in an industry.

ii) The factors inuencing these

B. To acquire the knowledge/skill to evolve competitive strategies and therebydetermine the conduct of a rm in the market.

TOPICS:

1. Primer on economic concepts.

2. 'What' & 'Why' of Industrial Economics

S – C – P paradigm

3. The welfare economics of market power

STRUCTURE:

4. Market structure – its measures & determinants

5. Firm Boundaries – Horizontal & Vertical

6. Concentration in markets – seller & Buyer Concentration

7. Product Differentiation

8. Conditions of entry

CONDUCT:

9. Competition - Competing via commitment - Dynamics of Pricing rivalry - Entry & exitstrategies

10. Strategic Positioning & dynamics

PERFORMANCE:

11. Market Structure and performance – Overall appraisal.

PUBLIC POLICY & REGULATION:

12. Issues in Antitrust Economics

13. Issues in Regulatory Economics

14. The legal framework

Ref:

1. “The Theory of Industrial Organization” by (MIT Press)Jean Tirole

2. Handbook of Industrial Organization,( Elsevier)

Subject Sub Code IECGIndian Ethos & Corporate Governance


1. Objective: This paper aims to equip a management student with a sound knowledge ofIndian ethos and its application in corporate governance so that they can effectivelyparticipate in the planning, implementation and monitoring of corporate financialpolicies and strategies.

2. Prerequisites

Basic knowledge in Indian civilizations, Business Management and Principles of Business

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3. Learning OutcomeOn completion of this course, students will be able toappreciate the importance of Indian ethics pertaining to variouscorporate governance issues, comprehend best practices inrespect of corporate governance. They will develop a critical lawand regulation insight and appreciate the role of law andregulation in corporate governance and how they were evolvedfrom Indian ethos and civilizations. They will comprehend andappreciate management accounting controls, informationsystems, principles of organization and strategy theories andtheir application to corporate management.

4. Course Outline

4.1 Indian Ethos:

• Indian Ethos and Business Ethics: History & Relevance,Principles Practiced by Indian Companies, Role of Indian Ethos inManagerial Practices

• Management Lessons from Vedas, Mahabharata, Bible,Quran, Kautilya’s Arthashastra, Indian Heritage in Business,Management-Production and Consumption.

• Ethics v/s Ethos, Indian v/s Western Management, WorkEthos and Values for Indian Managers- Relevance of ValueBased Management in Global Change- Impact of Values onStakeholders, Trans-Cultural Human Values, Secular v/s SpiritualValues , Value System in Work Culture, Stress Management-Meditation for mental health, Yoga

• Contemporary Approaches to Leadership- Joint Hindu FamilyBusiness–Leadership Qualities of Karta, Indian Systems ofLearning-Gurukul System of Learning, Advantages-Disadvantages of Karma, importance of Karma to Managers-Nishkama Karma- Laws of Karma, Law of Creation- Law ofHumility- Law of Growth- Law of Responsibility- Law ofConnection-Corporate Karma Leadership.

• Understanding the need for ethics, Ethical values, myths andambiguity, ethical codes, Ethical Principles in Business; Theoriesof Ethics, Absolutism verses Relativism, Teleological approach,the Deontological approach, Kohlberg’s six stages of moraldevelopment (CMD), Managing Ethical Dilemma;Characteristics, ethical decision making, ethical reasoning, thedilemma resolution process; ethical dilemmas in differentbusiness areas of finance, marketing HRM and internationalbusiness.

• Ethical Culture in Organization, Developing codes of Ethicsand conduct, Ethical and value based leadership. Role ofscriptures in understanding ethics, Indian wisdom & Indianapproaches towards business ethics.


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255B

4.2 Moral Issues in Business and Ethical Decision-making:

Organizational ecneunion ethical behavior, creating an ethical

organization, Justice and economic system, moral evaluation of

contemporary economic system, capitalists and socialists model, corporation

and morality, corporation shareholder- stakeholder equation, Morality and

Social Audit, Corporate code and culture, whistle blowing, occupational

health safety, ethics in, finance workers rights and responsibility global

business ethics.

4.3 International Business Ethics:

International Business System, Ethics and MNCS, ethical guidelines for

international operations, corrupt context in international business, FCPA

issue on Indian context, global issues and international obligations, new

moral imperatives of business

4.4 Understanding Corporate Governance:

Corporate Governance-defination, historical perspectives and issues,

Corporate Governance- an overview, Corporate Governance in Unlisted

Company, global concerns, Theory and practices of Corporate

governance, corporate governance mechanisms and systems, Indian

Model of Corporate governance, landmarks in emergence of corporate

governance, case study (ITC Ltd.)

4.5 Agents and Institutions in Corporate Governance:

Rights and privileges of shareholders, Investors' Problems and protection,

Code of Conduct when a company enters foreign markets, interfacing

Corporations and shareholders-stakeholders, Change of Ownership in

Board over the years, corporate social responsibility, environmental

concerns and corporations.


256

Subject Sub Code IBSInternational Business

Strategy


4.6 Monitoring and Control:

Role and composition of Board of Directors, Board structure, performance and evaluation of Board, Board and Management relationship, Integration of employees, owners and directors, Training and Development of Directors.

4.7 International Governance and Corporate Governance in Emerging Economies:

Global Corporate governance Forum, corporate governance in developing and transition economies, corporate governance: Indian scenario, Corporation in a global society.

4.8 Case Study

Two-three case studies


5.1 Text Book

• Richard T De George, Business Ethics (6th Edition), Pearson- Prentice Hall

5.2 References

• John R. Boatright, Ethics and the conduct of Business (4th Edition), PearsonEducation. Business Ethics

• Facing up to the Issues, The Economist.

• Fernando, A.C., Corporate Governance: Principles, Policies and Practices,Pearson Education

• Values and Ethics in Management ( 2nd Edition), Tripat Kaur, GalgotiaPublishing Company

• Corporate Governance Critical Issues,C. V. Baxi, Excel Books., Robert A.G.Monks and Nell Minow, Corporate Governance (3 rd Edition), BlackwellPublishing.

1. Objective

It would help the students to assess the impact and implications of international andglobal issues on the strategic planning process. The course also includes using OffensiveStrategies to secure Competitive Advantage. Globalization and Corporate Strategyformulation, Integration and Local Responsiveness, especially in the context of Region-Wise Strategic Issues will form an integral part of the course curriculum.

2. Prerequisites

The main prerequisite of the Course is that the students should ideally have the generalawareness of the business environment from both planning and strategic angle in theinternational business scene.

3. Lesson Outcomes

On completion of this course the students will have an exposure to the ways theInternational businesses are to be conducted based on advanced, integrated andcomprehensive strategic planning and execution to help retain competitive cutting edgeas well as market leadership in a sustainable manner.

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4. Course outline

4.1 International Business Strategy: Concept and Scope

4.2 Competitive Advantage of Nations, Why do you want to goglobal and how you want go global, Distinction between Indian and Foreign customer

4.3 Strategic Intent and Core competence of MNC's, Porter's 5 Forces Model and BCG Matrix, HR aspect of doing business internationally

4.4 Strategies/Business Policies for Emerging Industries

4.5 Strategies for competing in a Foreign markets

4.6 Vertical Integration Strategies

4.7 Diversication as an International Strategy

4.8 Globalization and Corporate Strategy, Integration and Local Responsiveness

4.9 Region-Wise Strategic Issues: Environmental Analysis, Strategic Analysis

4.10 Firms in the Global Context- Joint Ventures, Mergers and Alliances

4.11 Global Strategy and Organizational Structures, Legal entity structure and the kind of business ofce

4.12 Overall Strategic Issues in Triad, China, ASEAN. SAFTA, GCC, OPEC, NAFTA.

4.13 Three Case Study


5.1 Text Book

• Thompson, Arthur A. Strickland, A.J., Gamble, John;Jain, Arun, Crafting and Executing Strategy, The Questfor Competitive Advantages (Concepts and cases) TataMcGraw Hill 14th Edition/ Latest.

• Porter, Michael E., Competitive Advantage of Nations,The Free Press

• Kogut, Bruce, "Designing Global Strategies, Comparativeand Competitive Value-Added Chains and Proting fromOperational Flexibility," Sloan Management Review,Summer and Fall 1985.

• Bartlett, Christopher and Sumantra Ghoshal, GoingGlobal: Lessons from Late Movers, Harvard BusinessReview, March/April 2000.

• Ghoshal, Sumantra, "Global Strategy, An OrganizingFramework, Strategic Management Journal, 8, 1987


258

Subject Sub Code IBLInternational Business

Law


1. Objective

This is an introduction to "International Business Law" course and it will cover differentlegal systems of various countries. It will examine common legal issues and risks that affectbusiness transactions in the global marketplace. Students will learn about theinternational legal framework, featuring trade (import and export), licensing agreementsfor the transfer and protection of patents, copyrights, trademarks and intellectualproperty (including franchising), active foreign investment through mergers, acquisitionsand joint ventures, dispute resolution, international sales contracts, international trade,technology transfer issues, and risks of foreign direct investment, etc. This course is meantto provide a thorough understanding about the essence of international law and howeffective they are in molding and shaping international business decisions.

2. Prerequisite

Knowledge and understanding of international law related to business

3. Learning Outcomes

After the end of this course, students who took International Business Law are expected toknow:

• How rms are doing business in more than 189 countries that are governed andregulated by some forms of laws.

• The elements of successful international contract negotiation and compliance andable to compare the various international bodies that affect international trade laws,including an analysis of GATT, the WTO, the EU, and NAFTA, etc.

• The constant change and lack of certainty that are an inherent part of internationallegal system as well as aware of the risks associated with the ever expanding globalbusiness community.

4. Course Outline

4.1 Introduction .

Legal Framework of International Business , Nature and complexities of international laws; International conventions and trade law; Code and common laws and their implications to business; International Business contract - Legal provisions; Payment terms; International sales agreements; Rights and duties of agents and distributors, Foreign Corrupt Practices

4.2 Contract of Enforcement and Dispute Settlement, International Commercial Arbitration and Enforcement of Foreign Awards, Role of local lawyer

4.3 Basic Principles of WTO and GATT laws

Basic principles and charter of GATT/WTO; GATT/WTO; provisions relating to preferential treatment to developing countries, regional grouping, subsidies, technical standards, antidumping duties, and other NTBs, Customs Valuation; Dispute settlement; Implications of WTO to important sector - GATS, TRIP and TRIMs.

4.4 Regulations and Treaties

Licensing, Franchising, Joint Ventures, Patents and Trade Marks, Technology Transfer and Telecommunications; Restrictions on trade in endangered species and other commodities as based on international conventions; Taxations Treaties, Role of OFAC/Terrorist Block

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4.5 Electronic Commerce and Laws, Cyber Laws

4.6 Indian Laws and Regulations

Referencing Price and Healthcare Laws, International Business Transactions -FERA/FEMA, Taxation of foreign income; foreign investment; Setting up ofces and branches abroad.

4.7 Competition Law: National and International Dimensions

4.8 Consumer Law; National and International Dimensions

4.9 Three-four Case Studies covering the above topics


5.1 Text book

• August, Bixby and Mayer. (2013), "International BusinessLaw- Text, Cases and Readings", 6th Edition, PrenticeHall (Publisher).

• Bansal. A. K. (most recent ed.), "Law of CommercialArbitration", Universal law House, Delhi.

• Cheeseman, H (8th Ed.), "Business Law- LegalEnvironment, Online Commerce, Business Ethics andInternational Issues", Prentice Hall (Publisher).

• Schaffer, Agusti and Earle. (2009), "InternationalBusiness Law and Its Environment", 7th Edition, SouthWestern Cengage Learning (publisher)

5.2 References

• Chush, J. C. T., Law of International Trade. Sweet andMaxwell, London.

• Indian Council of Arbitration Case Law on Uncitral ModelLaws on International Commercial Arbitration. NewDelhi.

• Jain, R., Foreign Exchange Management Law andPractice, Vidhi, New Delhi, 2000.

• Pam borides, G.P., International Shipping Law,Legislation and Enforcement, Kluwer LawInternational. London.

• Petersmann, E. (Edt.), International Trade Law andGATT/WTO Dispute Settlement System, Kluwer LawInternational London.

• Its Environments, West Educational Publishing Co.,Cincinnati, 1999.

• Trebilcock, M. and Robert Hawse, Regulation ofInternational Trade, Rout ledge, London.

• Wadhera, B. C., Relating To Patents Trademarks,Copyrights and Design Universal Law House, New Delhi.



260

1. Objective

The objective of this course is to familiarize the students with the basics of legalenvironment of business with a focus on the application of laws on business transactionsand logical understanding of the same with reference to case laws.

2. Prerequisites

Basic understanding of law and reasoning and deduction capability

3. Lesson Outcome

The student should be aware of certain key laws, such as excise and service tax, mercantilelaws that regulate domestic/international business contracts, Foreign CorruptPractices/Business Crime Related Situations and laws that govern operation of companies.

4. Course Outline

4.1 Meaning, origin and sources of law. The Companies Act, 1956 as amended up to date

4.2 Indian Contract Act, 1872

4.3 Sales of Goods Act as amended up to date

4.4 VAT and GST in brief

4.5 Overview of shops and establishment Act

4.6 Consumer Protection Act

4.7 Negotiable Instrument Act

4.8 SEBI guidelines regarding public issues and investors view point

4.9 Foreign Corrupt Practices/Business Crime Related Situations

4.10 Two Case Study


5.1 Text Book

• Mercantile Law by N.D. Kapoor.

5.2 References

• Business Law by PC Tulsian, Tata- McGraw Hill: Text Book

• Indian Contract Act - Pollock and Mulle.

• Sale of Goods Act - Pollock and Mulle, Tripathi Publication.

• Negotiable Instruments - Krishnaswami Ayer, University Publication, Allahabad.

• Company Law - Avtar Singh, Eastern Book Co., Lucknow.

• New Law Journal, Journal of Business Law

• International and Comparative Law Quarter, etc.

• News Papers: Wall Street

• New York Times

• The Economic Times, etc.

Subject Sub Code LAB Type CoreLegal Aspects of Business



• Taxation column in Economic Times Business Line

• Articles on Mergers, takeovers, splits and share buybacks appearing in nancial dailies

• Quarterly/half yearly/yearly reports published in nancialdailies

• Harvard Law Review

• CFAI Journal of Banking law

• Corporate and securities law Websites

• Environmental law

Website

• www.rbi.org• www.icai.org

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