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MBA COURSE
UPDATED SCHEME
WITH
EFFECT FROM 2002 ONWARDS
BATCH 2006-2008
CURRICULUM
FOR Ist
& IInd
SEMESTERS
BANGALORE
UNIVERSITY
M
P BIRLA INSTITUTE OF MANAGEMNT
aSSOCIATE BHARATIYA VIDYA bHAVAN
#43, rACE COURSE ROAD,
BANGALORE - 560 001
PHONE: 080- 22382798/ 22389634
FAX: 080- 22389635
E-mail :
mailto:admission@mpbim.com
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| B. |
DURATION
OF THE COURSE
The
duration of the course shall
be four semesters covered
in two years. Each academic
year shall comprise two semesters
stating from September - December
/ January and December / January
– April. |
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| C. |
ATTENDANCE,
LEAVE, PROGRESS AND CONDUCT
Each semester
shall be taken as a unit for
the purpose of calculating Attendance.
Students
shall attend such lecture
classes, seminars and practical
work During each semester
as the College / Institution
may prescribe and not Absent
themselves without valid reasons.
A
student shall be considered
to have completed a semester’s
course, if he / she has attended
not less than 75% of the number
of working periods in the
subjects comprising the course
during the semester and if
his / her conduct and progress
have been satisfactory.
Students
who fail to comply with the
said regulations will not
be allowed To give the semester
examination. |
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| D. |
WORK
LOAD
The workload
per week amounts to 24 hours
of contact sessions per
week. It is essential that
apart from the classroom
contact hours, the students
Should spend time in course
project, preparation for
class, quiz, case Studies
and discussion.
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| E. |
SCHEME
OF EXAMINATION
The course
of study and the scheme
of examination shall comprise
the Subjects according to
the syllabus prescribed
from time to time.
UNIVERSITY
EXAMINATIONS
There shall be University
examination at the end of
each semester in the Prescribed
papers.
Each
answer script in the University
examination will be assessed
by two Examiners. One of
the should be the person
who has imparted instruction
In that paper.
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REGULATIONS
PERTAINING TO MBA DEGREE (DAY)
COLLEGE- 2002 ONWARDS
OBJECTIVES
The broad
objective of the master of
Business Administration (MBA)
Curse is to Impart professional
education and training in
various aspects of modern
Management to the students
and provide them with opportunities
to develop conceptual and
analytical skill and foster
attitudes essential for their
development into competent
and effective managers. |
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UNIVERSITY
REGULATIONS |
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ADMISSION |
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ELIGIBILITY: |
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1. |
Candidates who
have passed
Bachelor’s
Degree (10+2+3),
Master’s
Degree Examination
of this University
or any other
recognized University,
in any subject,
in Commerce,
Management,
Arts, Social
Science, Sciences,
Engineering
/ Technology
or equivalent
and have secured
not less than
50% of Marks
(45% for SC/ST
Candidates)
in the Bachelor’s
Degree examination
in aggregate
are eligible
for admission
to this course.
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2. |
Candidates who
have passed
bachelor’s
degree / master’s
degree In the
correspondence
course of this
University or
any other University
recognized by
Law, are exempt
from 10+2+3
condition of
eligibility.
However, all
the conditions
stated above
in A.1.are applicable.
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3.
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Candidates
having less
than 50% (less
than 45% for
SC/ST) in Aggregate
in the bachelors
degree and more
than 50% in
aggregate At
the Master’s
level are not
eligible for
admission. |
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4. |
Every candidate.
Should take
an entrance
test conducted
by the University.
The eligibility
for admission
will be based
on the aggregate
of the bachelor’s
degree marks
and Entrance
Test Marks
(50:50)
Each candidate
should undertake
a disseration
on a management
problem Relating
to the field
of his/her
specialization.
He/she shall
do the work
Under the
supervision
of a guide.
The thesis
must be submitted
through The
guide to the
University
department
before the
end of the
IV semester.
The thesis
should be
typewritten
and bound.
Each student
should submit
three copies
to the department.
The thesis
will be valued
and vive –
vice examination
conducted
on its basis
by board of
examination.
One of them
will be the
faculty member
who has guided
the work and
others will
be external
examiners.
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| F. |
PROMOTION TO II YEAR (III
SEMESTER) |
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There
are 13 courses in the I AND
II Semesters. To qualify for
promotion TO THE III semester,
a student should have passed
at least (as per norms) 10
out of 13 core and functional
courses. |
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| G. |
SPECIALISATION
A Stream of electives will
be offered. These will be
developed and Updated from
time to time. To qualify for
a specialization in a stream,
A student will have to take
a minimum of 5 elective courses
in a stream to Qualify for
a specialization area. This
will facilitate students to
specialize In more than one
stream of specialization.
A student, however, can choose
Choose such combinations which
will help him / her to have
dual Specialization depending
on the courses offered in
the specialization Scheme.
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| H. |
INTERNAL
ASSESSMENT |
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Each
course will have an
internals assessment
component of 25 marks.
The break up is given
to ensure consistent
preparation of the students: |
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| Attendance |
5
Marks. (75% of attendance
is compulsory) |
| and
class |
75
– 79% - 1
Mark. |
| work |
80
– 84% - 2
Marks. |
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85
– 89% - 3
Marks. |
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90
– 94% - 4
Marks. |
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95
+ - 5 Marks. |
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TestI
- 10
Marks. |
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TestII
- 10
Marks. |
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The
tests are suggested
to be miniature pattern
of the University Examination.
The faculty, however,
may choose objective
methods Of conducting
tests. |
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| I. |
PROVISION
FOR REPEATERS |
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A
candidate is allowed
to carry all the previous
unlearned papers to
To the subsequent semester
/ semesters. |
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Such
of those candidates
who have failed/remained
absent/ opt To improve
in any one or more papers
(theory dissertation/project
Work) hence forth called
as repeaters, shall
appear / improve in
Such paper/s during
the two immediate successive
examinations. |
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Examination
for odd/even semesters
shall be conducted respectively
at the end of odd/ even
semester (odd with odd,
even with even). |
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A
candidate who seeks
improvement should surrender
the marks already secure
in the particular paper/papers
and marks cards of that
semester. |
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Improvement
is allowed only in theory
papers. |
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A
candidate is permitted
to apply for improvements
in any paper as the
particular semester
within 30 days from
the date of announcement
of results of the semester. |
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| J. |
CRITERIA FOR AWARD OF
THE DEGREE |
1. |
A
candidate is declared to have
passed MBA Examination if
he / she secures not less
than 40% of total marks in
each paper excluding internal
assessment and 50% in aggregate
in each semester including
internal assessment. |
2. |
Completes summer project satisfactorily |
3. |
Disseration carries 200 marks
and Viva – Voce carries
50 marks including General viva.
The candidates have to secure
a minimum of 50% marks in each. |
4. |
4.
When a candidate reappears
for the railed papers, the
internal assessment marks
originally secured by him/her
will be carried forward. There
is no provision for improvement
of internal assessment marks. |
5. |
Must complete the degree in
four years from the date of
joining. |
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K. |
CLASSIFICATION OF SUCCESSFUL
CANDIDATES |
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Distinction
: Candidates who
obtain 70% and above marks
in aggregate in all the papers
and complete the examination
in all four semesters in the
first appearance will be declared
First class with Distinction. |
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First
Class : Candidates
who obtain 60% and above marks
in the aggregate of al the
papers taken together and
complete the examination in
all semesters in first appearance,
shall be placed in First class. |
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Second
Class : Candidates
who obtain 50% and above but
less than 59% Marks in aggregate
of all the papers taken together
and also complete the examination
in all semesters in first
appearance will be placed
in the Second Class. |
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Pass
Class : Candidate
who secure marks below 50%
in aggregate with 40% minimum
in each paper shall be awarded
a Pass Class. |
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Ranks
: Only candidates
who have passed each of the
semester examination at the
first appearance shall be
eligible for the award of
ranks. The First Five Ranks
shall be notified |
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COURSE
REGULATIONS |
1. |
CREDITS :
The
University uses the concept
of credits and one credit
is equivalent to 10 class
room contact hours. |
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COURSES:
The MBA
Curriculum is offered in Four
Semester spread over two years. |
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First
year Course. |
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The
first year courses are |
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| a. |
Self
development and
enrichment courses(optional.
Popularly called
foundation courses. |
| b. |
Core
courses (in the
first semester)
and |
| c. |
Functional courses
(in the second semester). |
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All
courses are of six-credit
duration each. |
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Second
Year Courses : |
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The
second year curriculum
consists of the following: |
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| i) |
Capstone
Courses. |
| ii) |
Electives and |
| iii) |
Dissertation |
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The
III Semester will have
corporate strategy and
policy, and entrepreneurship
as Capstone courses. |
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The
capstone courses in the
IV Semester are International
Business and Business
and ethical values. |
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A
stream of electives is
offered and he/she will
select from amongst 5
elective courses. |
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Dissertation
: The dissertation will
commerce in The III
semester to be submitter
at the end of IV semester,
Dissertation is of 12
Credits, which is equivalent
to 2 elective courses.
Thus the choice of topic
and depth of the subject
are significant keeping
in view the weightage,
work load and learning
experience. During the
II Year the topic for
disseration needs to
be finalized. (Students
are to be encouraged
to choose a topic for
disseration in their
areas of specialization).
The topic selected for
disseration to be company
specific or industry
related or on a general
theme. |
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PEDAGOGY
: |
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The
teaching method has
to be participatory.
The faculty is expected
to prepare a schedule
for students to facilitate
them prepare for the
course. Resource materials
based on course our
line may be prepared.
Use of cases/packages/articles
may be made to make
teaching effective. |
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GUEST
LECTURES :
It
is recommended that
the school/Institution/
college should arrange
guest lecturers from
eminent people on contemporary
issues and practices
in every course. A minimum
of five guest lectures
in each course may be
planned in the II, III
and IV Semesters, in
addition to the classroom
contact hours.
A
minimum of 5 case studies
must be covered in each
course.
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INDUSTRIAL
TRAINING
A
student will have to
undergo industrial training
for eight to ten weeks
in an Industrial, business
or a service organization
after second semester.
The training will be
under the supervision
of faculty/industry/institution
guide. The student is
required to submit a
project report on the
organization and the
training undergone.
The project report would
be evaluated by a team
consisting of faculty
members from the institute
and university department.
A person from the organization
may be associated. A
viva voce examination
has to be conducted
during the third semester.
A candidate who does
not compete industrial
training satisfactorily.
Shall not be allowed
for the final examination.
The break of component
of marks is given below:
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| a. |
Industrial
training report
evaluation |
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25
Marks. |
| b. |
Report
presentation |
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15
Marks. |
| c. |
Viva
– voce |
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10
Marks. |
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| 3. |
COURSE
CUTLINE: |
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A
course outline is made available
to the students. Every course
outline provided to the students
will cover the following : |
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Objectives
of the course, |
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Session
wise details of topics,
and |
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References. |
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MASTER
OF BUSINESS ADMINISTRATION REGULAR
(DAY) COURSE UPDATED SYLLABUS
(WITH EFFECT FROM 2002-03) |
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|
| 1 |
Self
Development and Enrichment courses
: (Two Credits) |
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1. |
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Personal growth laboratory
(PGL) |
2. |
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Effective
public speaking (EPS) |
3.
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Communication
Skills / Negotiation Skills. |
4. |
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IT Skills. |
5. |
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Application
of Statistical software
packages such as SPSS,
SYSTAT, MINITAB etc., |
6. |
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Foundation
course in Accounting. |
7. |
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Foundation
course in Mathematics. |
8. |
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Principles
of Management. (These
courses are optional.
The institutions can choose
the courses according
to their convenience.)
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| 1.1 |
ORGANISATIONAL BEHAVIOUR |
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OBJECTIVES |
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This course
has the objectives of familiarising
the students with the concepts
relating to intra and inter
- personal behavioral inputs
in organisational settings
and enable them understand
themselves and others better.
This understanding should
equip them to become effective
organisational members.
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MODULE
1 (Ten Sessions) |
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Nature
of organisations, why organisations
exist, organisational effectiveness,
nature or organisational behavior
(0B). foundators of 0B, importance
and shortcomings of OB, historical
roots of 08, interdisciplinary
focus. approaches to 08. |
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MODULE
2 (Fifteen Sessions) |
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Foundations
of individual behavior,
personal factors, environmental
factors, organisational
systems and resources, psychological
factors.
Personality - Structure,
determinants, personality
traits and OB.
Perception - Perceptual
process, attribution, errors
in perception', managing
perception.
Learning - how learning
occurs, principles 0f learning.
Attitudes - formation, factors,
changing attitudes, Job
satisfaction. Values - types.
Motivation - challenges,
importance, content theories
and process theories.
Applied motivation
practices - rewards, job
design, socio technical
systems. 0B model, empowerment,
goal setting.
Work Stress - stress model,
causes, consequences, coping
strategies.
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MODULE 3 {Eighteen
Sessions)
Group and
interpersonal behavior -
group dynamics - why groups
form, types, group norms,
cohensiveness, decision
making / Styles, strategies
for improving decision making
teams - special types of
groups, types of teams.
Power and
political behavior - sources
of power, effective use
of power.
Organisational
policies, forces creating
political behavior, personality
and political behaviour.
Conflict - sources and strategies
to resolve conflict.
Leadership - styles, contemporary
developments.
Interpersonal communication
- essentials, networks,
communication
Technologies, non - verbal
communication, barriers,
strategies to overcome barriers.
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MODULE 4 (Twelve
Sessions)
Organisational
processes
Organisational designs -
types and their behavioural
implications. Organisation
change - causes for change,
why change resisted - managing
Change. Organisation culture
- how is culture created
and sustained.
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MODULE 5 {Five
Sessions)
0B
- Emerging challenges, managing
diversity, globalisation,
technology Transformation,
e-business, promoting ethical
behaviour.
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| 1.
|
Don
Hellsiegel, etal,
Organisational Behaviour,
South Western Thomson
Learning. |
| 2. |
Fred Luthans, Organisational
Behaviour, Mc.Graw
- Hill. |
| 3. |
Stephen P. Robbins,
Orgali.isational Behaviour,
Peareaon Education.
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| 4. |
Steven L. Me. Shane
and Mary Ann Von Glinow,
Crganisational Behaviour,
TMH. |
| 5. |
Gregory
Moorhead and Ricky
W. Griffin, Organisational
Behaviour, Janee. |
| 6. |
Jerald Grenberg and
Robert. A. Baron.
Behaviour in Organisations,
Pearson Education. |
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Ranks
: Only Candidates
who have passed each of the
semester examinations at the
first appearance shall be
eligible for the award of
ranks. The First Five Ranks
be notified |
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| 1.2 |
BUSINESS
ECONOMICS |
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OBJECTIVES |
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The
course will enable
students to appreciate
the applications of
concepts in micro
economics and macro
economics in the business
world. The students
will comprehend ideas
and concepts in business
areas such as marketing,
accounting, finance
and project management.
The course objective
is total when students
feel the need for
l1pdating issues in
current business. |
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Module,
I (Eight Sessions) : |
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Introduction
to business economics.
Basic concepts - marginalism,Costs,
time perspective,
discounting, risk
and uncertainty, profits,
firm, Industry and
market. |
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Economic
and econometric models. |
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The
theory of demand - |
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The
theory of consumer
behaviour. The
Cardinal Utility
Theory/. The
Indifference
Curve Theory,
the Revelead
Preference Theory.
The consumer
surplus.
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Market
demand, determinants
of demand, elasticities
or demand. |
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Market
demand, total
revenue and
marginal revenue. |
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he
constant elasticity
demand function, distributed
- log models of demand,
linear expenditure
systems. The demand
for the product of
a firm. |
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Module
2 (Fourteen Sessions) |
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The
production function
[or a single product. |
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Law of production
returns to scale and
variable proportions
Forms of production
functions. |
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Technology
and production function.
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Equilibrium
of the firm - choice
of optional combination
of [actors of production,
single decision of
the firm, choice.
of optimal expansion
path |
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Derivation
of cost functions from
the production function.
Theory of costs. |
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Traditional
theory of costs, modern
theory of costs, engineering
cost curves |
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Economies
of scale, real economies,
pecuniary economies.
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Statistical
cost studies, engineering
cost.studies, survivor
techniq1,.le. |
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Shape
of cost curves and decision
making. |
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Module
3 (Sixteen Sessions) |
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Theory
of firm - |
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Perfect
competition, monopoly,
price discrimination
and monopolistic competition.
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Oligopoly
- non collusive and
collusive. |
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Neoclassical
theory of the firm. |
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The
Marginalist
Controversy. |
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Full
Cost Pricing,
Gordons' Attack
on Marginalism;
Defence Of
Marginalism.
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Model
of average cost pricing-
demand and cost 5chedul~s,
price determination,
the 'markup' rule. |
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Bain's
limit Pricing Theory.
. |
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Concept
of competition
and entry. |
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Models
of Sylos - Labini,
Franko Modigliani,
Bhagawati and Pashigian. |
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Management
theories of the firm
|
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Baumol's
theory of Sales Revenue
Maximisation. |
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Marris
Model of the Managerial
Enterprises. |
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Williamson's
model of Managerial
Discretion. |
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The
Behavioural Model
of Cyert and March. |
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| Module
4 (Ten Sessions) |
|
Macro
economic concepts
- growth, investment,
aggregate supply aggregate
demand, output, output
gap, incrementalism
and aggregate price"
inslation, unemployment
and general price
level. |
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National
income accounting
- GDP, GNP, NNP, National
Income, Disposable
income, identities.
|
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Two
sectors, three sector
models. The consumption
tunction, equilibrium
income and output.
MPC, the Multiplier. |
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The
aggregate supply curve,
the aggregate demand
curve, fiscal policy
- the classical case,
crowding out. IS -
LM Analysis. |
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Monetary
expansion under classical
conditions. |
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Supply
side economics - Effects
of cutting, tax notes
on aggregate demand
and supply. |
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Unemployment:
Measure, types and
impact of it. |
|
Inflation:
Measure, demandfull,
cost - push, impact
on economy. Rational
expectations. |
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Module
5 (Six sessions) |
|
Indian
economy - Characteristics,
features - changing
scenario. |
|
Sector
wise analysis. |
|
Structural
adjustments since
1991.Business sector
implications. The
future scenario. |
|
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|
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| References: |
1. |
Samuelson.P.
And W.O. Nordhaus:
Economics; Tata Mc.Graw
Hill Publishion Company,
New Delhi, Sixteenth
Edition. |
2. |
Gupta
G.S.: Managerial Economics,
Prentice - Hall. |
3. |
Koutsoyannis,
A: Modern micro Economics:
Prenticehall, 1979,
2nd Ediction. Mac
Millan Press. Ltd., |
4. |
Dornbush.
R. S. Fischer and
R.Startz : Macro Economics,
Irwin, Mc Graw Hill,
Seventh International
Edition, 1998. |
5. |
Baye,
Michael: Managerial
Economics in a Global
Economy: Irwin Mc.Graw
Hill, 1998. |
6. |
Atmanand:
Managerial Economics:
Excel Books, New Delhi
- 110028 First Edition,
2002. |
7. |
Dwivedi
DN: Managerial Economics,
Vikas Publishing House,
New Delhi. |
|
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| 1.3 |
MATHEMATICS AND STATISTICS |
| |
|
| |
OBJECTIVES |
| |
The
course helps to develop skills
of statistics to take effective
decisions. On studying this
course, student will be able
to: |
| |
1. |
Analyze
data quantitatively
to interpret an existing
situation / problem. |
2. |
Look
[or various alternate
solutions to the situation
/ problem and |
3. |
Select
the most appropriate
(best) alternative
as a course of action. |
|
| |
The
focus of study will be in
their application in actual
business' decision making. |
| |
|
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| MODULE
1: (Sixteen Sessions) |
|
Mathematical
basis for managerial
decision making |
|
Functions
- linear, quadratic,
exponential- applications
of functions. |
|
AP,
G P and their managerial
applications |
|
Differential,
maxima and minima
- applications. |
|
Matrix
Algebra - addition,
multiplication and
inverse. |
|
Integration
- Theorems on integration,
definite integrals,
indefinite integrals,
geometric interpretation. |
|
Markov
chains and their.
applications. |
|
Decision
theory |
|
Decision
making under certainty,
uncertainty and risk. |
|
-
Decision Tree. |
|
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| Module
2: (Ten Sessions) |
|
Business
statistics and scope. |
|
Application
of statistics in managerial
decision making. |
|
Primary
and secondary data
collection methods,
drafting of questionnaire. |
|
Classification
and tabulation of
data. |
|
Graphical
representation of
data |
|
-
Sampling and sample
method, merit and
demerits of sampling. |
|
Measures
of central tendency. |
|
Measures
of dispersion. |
|
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|
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| Module
2: (Ten Sessions) |
|
Business
statistics and scope. |
|
Application
of statistics in managerial
decision making. |
|
Primary
and secondary data
collection methods,
drafting of questionnaire. |
|
Classification
and tabulation of
data. |
|
Graphical
representation of
data |
|
-
Sampling and sample
method, merit and
demerits of sampling. |
|
Measures
of central tendency. |
|
| |
|
| |
| MODULE
3: (Eight sessions) |
|
Probability
theory - Meaning and
importance. |
|
Calculation
of probability. |
|
Theorems
of probability. |
|
Probability
distributions - binominal,
poisson, normal and.
eponential. Bayes'
Theorem. |
|
| |
|
| |
| MODULE
4: (Ten Sessions) |
|
Estimation,
confidence intervals. |
|
Hypothesis
testing basic concepts. |
|
Hypothesis
resting for mean and
proportions for small
and large samples. |
|
Chi.
- square test for
goodness of fit and
independence. |
|
Index
numbers, construction
of index numbers,
index numbers in Use.
|
|
ANOV
A. |
|
Presenting
of data tables, graphs
p1esentation and presentation
of report. |
|
| |
|
| |
| MODULE
5: (Eight Sessions) |
|
Correlation
analysis - Meaning
and Types. |
|
Methods
of Correlation analysis. |
|
Lag
and Lead in Correlation |
|
Regression
analysis - meaning
and uses |
|
Regression
equations, model building,
curvilinear, non linear'
regression model;
see wise regrestion,
variable selection
procedures.
|
|
Comparison
of corrleation and
regression. |
|
| |
|
| |
| MODULE
6: (Eight Sessions) |
|
Steps
in forecasting. |
|
Methods
of forecasting. Business
forecasting and time
series. |
|
Components
of time series, methods
- straing line method,
semi averages method
- Least squares method.
Non - linear trend;
methods or moving
averages, measurement
of components of Time
series and limitations.
|
|
| |
|
| |
| References: |
|
Gupta
SB. and M.P. Gupta:
Business Statistics:
12th Edition, Sultan
Chand and Sons, 2002. |
|
Gupta
SB & Gupta MP:
Business Statistics,
Sultan Chand, 1999 |
|
Levin
Richard & Rubin
David: Statistics
for Management,
PHI, 7th Edition,
1998', |
|
Schaum
Series: Probability
and Statistics. |
|
Ramdas
Bhat B: Modern
prabability Theory.
|
|
Raghava
Chari M: Mathemattics
for Management:
Prentice Hall Pub.
|
|
Snedecor
G, W. and W.G. Cochran:
Statistical
Methods:
Affiliated East .
West Press and Iowa
State University Press,
Eigth Edition, 1989.
|
|
Daniel
W.W. and J.C. Terrell:
Business Statistics
for Management and
Economics
(international student
edition), Houghton
Mistlin Co., Sixth
Edition, 1992. |
|
Shenoy
G.V, U.K. Srivasthsava
and S.C. Sharma :
Quantitative
techniques For managerial
Decision making,
Wiley Eastern Ltd.
|
|
10.
Arora P.N. and S.
Arora : C.A.
Foundation course:
Mathematics
: S. Chand & Co.,
New Delhi. |
|
| |
|
| 1.4 |
INDIAN
SOCIETY |
| |
|
| |
| OBJECTIVES |
| The
main objectives are: |
|
To
bring awareness about
structure and evaluation
of Indian Society. |
|
To
examine Indian society
from social, cultural,
political. Historical
an, Business perspectives
and |
|
To
enable students understand,
Society dynamicsamics
and analyse as to How
it influences the outside
world. |
|
| |
|
| |
| MODULE
1: (Tert Sessions) |
| 1.1
Integrative Process |
|
Indian
Society and nationalism. |
|
Indian
heritage - interpersonal
development and social
objectives. |
|
Indian
and westerners - the'
age of reason vs. the
caste system. |
|
| |
|
| 1.2 |
The
Indian State |
| |
|
Mughal,
British and Modern India
and continuity. |
|
Growth
without development. |
|
Blockages
to development. |
|
| |
|
| |
| MODULE
2: (Fourteen Sessions) |
| Psychological
Security and Identity: |
|
|
2.1 |
|
Indian
Society through
the ages - stratification. |
|
Social,
political economic
'and cultural
consequence
s. Occupation.
|
|
Monetisation;
the role of,
education. |
|
|
|
2.2
|
Social
Institutions |
|
|
Family,
religion, marriage
and education. |
|
|
|
2.3 |
NGOs |
|
|
Its
structure and
relevance to
Indian society. |
|
|
|
MODULE
3: (Six Sessions)
Indian
Democracy |
|
|
3.1 |
Principles
of democracy, its roots
111 Indian society and
polity, ruling and representing
people |
3.2 |
Criminalisation
of politics, stakes,
abuse of electoral procress,
Politics |
3.3 |
Effectiveness
of political institutions
- change in him of government
and governance. |
|
|
MODULE
4 : (Ten Sessions)
Sustainable
Development and Rural
Poor |
|
|
4.1 |
Environment
- Degradation;
the role of voluntary
organisations, social
cost. |
4.2 |
Agricultural
marketing organisations
- Perception,
relevance and decline;
the next step.
|
4.3 |
Poverty,
bonded labor, unemployment,
women empowerment. |
| |
|
4.4 |
Societal
skills and social accounting. |
|
|
MODULE
5: (Twelve Sessions)
Managing
Transition in India |
|
|
Liberlisation,
globalisation
and privitisation.
|
|
Changes
across Euro,
Third World
and Their impact
on India India. |
|
Equality,
efficiency and
excellence. |
|
|
|
MODULE
6: (Eight Sessions)
Indian
Society, History and Indtstrialisation |
|
|
6.1
|
Social
and Political Institutions
| |
Political
,processes and
social change. |
|
6.2
|
Urban
- Rural transformation. |
6.3
|
Regional
trends |
|
| |
Decentralisation
of power - Panchayath
raj institutions,
the bureaucracy;
linguistic states
- Panchayath
raj institutions,
the paradigm
Indian literature
and society. |
|
6.4
|
Any
theme of current interest
affecting Indian society |
|
|
| READING |
|
1 |
Barringtom
Moore, The Social
Origins of Dictatorship
and Democracy,
penogrine Books,
1996, pp 314
- 4J2. |
2 |
Kari
Marx, The British
Rule in India,
Selected Works,
Volume 1, Progress
Publishers,
Moscow, pp 488
- 499. |
3 |
Dwijendra
Tripathi, Indian
Entrepreneurship
in Historic9.l
Perspective
in NR Sheth,
Industrial Sociology
in India, Allied
Publishers,
1982. |
4 |
NR
Sheth, Industrialism
and Indian Society
in NR Sheth,
1ndustrial Sociology
in India, Alled
Publishers,
1982. |
5 |
GK
Sharma, Labour
Movement in
India, Stering
Publishers,
New Delhi, 1982.
|
6 |
Nani
Palkivala, We
the Nation,.
UBSPD, New Delhi,
1994 |
7 |
Eisenstadt
SN; Globalisation,
Civilisational
Traditions and
Multiple Maternities
in Kanta Ahuja
et al., Regime
Transformation
and Global Transformations
and Global Realignments,
Sage Publications,
New Delhi, pp.
401 - 410. |
|
|
| |
|
| 1.5 |
ACCOUNTING
FOR MANAGERS |
| |
|
| |
| OBJECTIVES |
|
1. |
To
enable the students
gain knowledge
about concepts,
principles and
techniques of
accounting. |
2. |
To
enable the students
use financial
and cost. Data
in planning,
decision making
and control. |
|
|
|
| MODULE:
1 (Ten Session) |
|
Financial,
accounting - concepts,
conventions, importance,
principles, GAAPs, accounting
systems, preparation
of financial statements
under double Entry system.
|
|
|
| MODULE:
2 (Ten Sessions) |
|
Disclosure
of information, Indian
accounting standards,
Human resource Accounting.
Fixed
assets and depreciation
accounting, inventory
valuation (Basic).
|
|
|
| MODULE:
3 (Fifteen Sessions) |
|
Analysis
of financial st2.tements,
compact statements -
highliths, funds flow
analysis, ratio analysis,
trend analysis, value
added statements and
cash flow analysis. |
|
|
| MODULE:
4 (Fifteen Sessions) |
|
Cost
accounting, concepts,
cost classification,
cost ascertainment,
mf'tl1ods of costing
(only description).
Managing Accounting
- nature 8.nd scope. |
|
|
| MODULE:
5 (Ten Sessions) |
|
Marginal
costing, short-term
decision-making, budgetary
control - Zero Based
budgeting, performance.
Budgeting, standard
costing; cost control
and . cost reduction.
Activity
based costing, target
costing life - cycle
costing, strategic
cost management.
|
|
|
| References: |
|
1. |
Lyrich:
Accounting
for Management,
Tata Mc. Graw
Hill, New Delhi,
2001. |
2. |
Sharuk
and Govinda
Rajari: Strategic
Cost Management,
Free Press.
|
3. |
Bhattacharya
S.K:
Accounting for
Management,
Vikas Publishing
House New Delhi,
5th Edition,
2001. |
4. |
Khan
and Jain: Cost
and Management
Accounting:
Prentice Hall,
4th Edition,
2001. |
5. |
Maheswari.S.N:
Cost
and Management
Accounting,
Sultan Chand
and Co., New
Delhi, 6th Edition
2001. |
6. |
Pandey,
1M:
Financial Management:
Vikas Publishing
House, 6th Edition,
2001. |
7. |
Jain
and Narang:
Cost
Accounting:
S. Chand and
Co., New Delhi,
7th Edition,
2001. |
|
|
| |
|
| 1.6 |
Research
Methodology |
| |
|
| |
OBJECTIVES
The
objectives are |
|
|
i) |
To
equip students with
tools and techniques
of research. |
ii) |
To
make them define the
problem and Search for
suitable methods. |
iii) |
To
make them draw appropriate
conclusions. |
|
|
|
Module
1 (Four sessions) |
|
Research
- features, types, phases
and problem formulation.
Business research, the
Manager - Researcher
relationship. Styles
of thinking, the Thought
process, scientific
attitude, understanding
theory - components
and connections. Concepts,
constructs, definitions,
parameters, variables.
propositions, hypothesis,
theory and models. |
|
Module
2 (Eight sessions) |
|
The
Research Process: The
management research
question 0ierarch\'.
Research process problems,
the favored technique
syndrome, problem definition,
designing the study,
sampling design, resource
allocation and Budgets,
valuing research information,
the research proposal,
pilot LcsL1l1g. data
collection, analysis
and interpretation,
reporting the results
and ethics In research.
|
|
Module
3 (Twenty sessions) |
|
Research
design - exploratory
studies, qualitative
techniques, secondary
Data analysis, experience
survey, focus groups,
two stage design, descriptive
studies and causal studies.
|
|
Measurement
Problems: |
|
Data
types, the characteristics
of sound measurement
- validity and "
reliability. |
|
|
| Scaling
design: |
|
Definition,
classification, response
methods, rating scales,
ranking scales, Scale
construction, arbitrary
scales, consensus scaling,
item analysis, factor
scales and advanced
scaling techniques.
|
|
|
| Sampling
design: |
|
Nature,
types of sample design
probability and non
probability sampling
methods. Probability
sampling methods -
SRS WOR, SRSWR, Systematic
Sampling, stratified
sampling, cluster
sampling, double sampling,
stage sampling, phase
sampling and inverse
sampling.
Non-probability
sampling methods:
Convenience, judgment,
purposive, quota and
snowball sampling.
|
|
|
|
Module
4 (Twenty eight sessions)
Sources of Data :
|
|
Secondary'
data - the library the
Internet and search
engines. |
|
|
|
Survey
methods: Personal
interviews, telephone
interviewing, self-administered
surveys, soil surveys
and out sourcing.
Instruments
of research - communication,
quesgion structure,
content. wording seqL81lcc
and response strategies
- questionnaire construction
And design.
Observational
studies: Experimentation
- principles of experimental
designs, CRD, RBD,
latin square design,
factorial designs
and control groups.
|
|
|
|
Analysis
of Data: |
|
Coding,
data entry, tabulation,
cross tabulation, data
mining. |
|
|
|
Hypothesis
Testing: |
|
Null
and alternate hypothesis,
level of significance,
one and two sample Tests.
|
|
|
|
Measures
of Association: |
|
Correlation
and regression analysis,
contingency coefficient. |
|
|
|
Non
parametric Tests:
Test of randomness,
Kolmogorov - Smirnov
test, Cramer's V. Proportional
reduction error (PRE),
Goodman and Kruskal's
Tau, and gamma, and
kendall's tau. |
|
|
|
Multivariate
analysis:
Multiple regression,
discriminant analysis,
MANOVA, LISREL, Conjoint
analysis, factor analysis,
cluster analysis, and
Multi dimensional scaling.
|
|
|
|
Preparation
of Reports:
The Written research
report - its component
s and oral presentation. |
|
|
| Recommended
Books |
|
1. |
Cooper
R. Donald and
Pamela S.Schindler:
Business
Research Methods:
Tata McGraw
Hill Publications,
New Delhi. 2001. |
2. |
Bennet,
Roger: Management
Research,
ILO 1 983. |
3. |
Fowler,
Floyd J. Jr:
Survey
Methods,
2nd Edition,
Sage Pub, 1993.
|
4. |
Gupta
SP: Statistical
methods,
30th Ed., Sultan
Chand, New Delhi,
2001.
|
5. |
Golden
- Biddle, Karen
and Karen D.
Locke: Composing
Qualitative
Research,
Sage Pub, 1997. |
6. |
Salkind,
Neil J, Exploring
Research,
3rd Ed, Prentice
Hall, NJ 1997. |
|
|
| |
|
| 2.2 |
Financial
Management |
| |
| OBJECTIVES |
|
The
basic objective of the
course is to equip the
students with a good
Foundation in the essential
concepts of financial
management of firms
and to Equip them with
the tools and technique
required for financial
management analysis.
|
|
|
Module
- 1 (Ten Sessions)
Overview
of Financial Management |
|
Activities
of financial management,
risk and return, trade
off, valuation |
|
|
| Indian
Financial System |
|
| |
Regulatory
framework: SEBI
and Company
law regulations
pertaining to
I.P.O, rights
issue, bonus
issue, capitalization
of reserves,
dividend and
reserves, promoter’s
contribution,
underwriting
etc., |
| |
The
Indian financial
system, markets,
institutions
and instruments |
|
|
|
| BASIC
TECHNIQUES OF FINANCIAL
MANAGEMENT |
|
|
|
|
Time
value of money
|
|
Valuation
of bonds and
shares |
|
Risk
and return of
portfolios CAPM,
APM and option
pricing |
|
|
|
| MODULE
2: SOURCES OF FINANCE
(Seventeen Sessions) |
|
|
|
Financing
by shares, debentures
and Tern loans
The
Indian capital market
- an overview. Primary
and secondary markets
Equity shares, preference
shares, rights issue,
public placements,
private placements,
capitalization of
retained earnings
and reserves, bonus
shares.
Types
of institutional finance
- funded and non -
funded, term loans,
loan syndication,
consoritum advance,
participation certificate,
covenants.
Debt:
debentures, types
of debentures, covenants,
credit fating.
Leasing,
hire purchase, venture
capital, securitization,
DPG.
Working
Capital Sources:
Trade
Credit, commercial
banks, overdraft,
cash credit, loan,
bill purchase, factoring,
Bill discounting,
packing, credit limit,
export finance. Trade
Committee. Chore committee,
latest methods like
BAP maximum Permissible
bank finance based
on balance - sheet
and actual appraisal
system.
|
|
|
| International
Sources of Finance (concepts
and definitions) |
|
Foreign
Exchange concepts |
|
|
Exchange
Rate Definitions |
|
Exchange
Rate Quotations. |
|
Arbitrate. |
|
Foreign
Exchange Management
Act (FEMA) over
view. |
|
|
|
| Methods
of Payment |
|
|
|
|
Clean
Payment |
|
Open
Account |
|
Documentary
Collections |
|
Documentary
letters of Credit. |
|
|
|
| Managing
foreign Exchange Risk |
|
|
Transaction
Exposure. |
|
Translation
Exposure. |
|
Economic
Exposure. |
|
|
|
| Other
Concepts |
|
ECB,
FDI, GDR, ADR, Euro
Bond, Hard Currency
Loans, Soft Currency
Loans etc., FCNR Deposits,
IMF, IBRD. |
|
|
MODULE:
3 - WORKING CAPITAL M
ANAGEMENT (Ten Sessions)
Principles of Working
Capital |
|
Concepts
of working capital,
estimating working capital
requirement, operating
cycle. Cash cycle. |
|
|
| Accounts
Receivable Management. |
|
|
Terms
of payment,
credit policy. |
|
Credit
evaluation |
|
Control
of receivables. |
|
|
|
| Cash
Management. |
|
|
Cash
forecasting. |
|
Cash
budgets. |
|
Investing
surplus cash. |
|
|
|
| Inventory
Management. |
|
|
ABC
Analysis. |
|
Inventory
control. |
|
|
|
MODULE
- 4: INVESTMENT DECISIONS
(Ten Sessions)
Consideration
of non financial factors
in capital budgeting. |
|
|
Basics,
Cash flows,
principles
of estimation,
merits and
problems of
various methods.
Methods.
Risk
and sensitivity
analysis ill
capital budgeting.
Cost
of Capital:
debt. Equity,
WACC.
|
|
|
|
| MODULE
5: CAPITAL STRUCTURE &
DIVIDEND POLICIES (Ten
Sessions) |
|
|
|
Leverages'
financial &. Operating |
|
|
|
|
Financial
leverage |
|
Operating
leverage |
|
|
|
|
Capital
structure theories |
|
|
|
|
Net
Income Approach
|
|
Net
Operating Income
Approach |
|
Modigliani
and Miller Hypothesis. |
|
|
|
|
Planning
the capital structure |
|
|
|
|
EBIT
- EBS analysis.
|
|
ROR
- ROE analysis. |
|
|
|
|
Dividend
Theories |
|
|
|
|
Dividend
relevance -
Walter Gordon
Models. |
|
Dividend
irrelevance
- M & M
Hypothesis, |
|
|
|
|
Dividend
Policy and Practice |
|
|
|
|
Dividend
policy payout
ratio policy.
|
|
Legal
and financial
aspects. |
|
Bonus
shares and stock
splits. |
|
Multinational
financial system,
Multinatioi1al
working capital
management international
investment analysis,
capital structure
and financing
operations. |
|
|
|
|
MODULE
6 : FUNCTIONING OF MULTI
NATIONAL AND TRANS NATIONAL
COMPANIES (Three Sessions) |
|
|
|
REFERENCES: |
|
|
|
1. |
Prasanna
Chandra: Financial
Management -
Theory and Practice'
Tata - MC.Graw
Hill, Fifth
edition, 2001. |
2. |
Eugene
F. Brigham and
Joel F. Houston,
Fundamentals
of Financial
Management 9th
Edition, Hart
Court Asia Pte
Ltd, 2001, |
3. |
Pandey
I.M.: Financial
Management,
Vikas Puhlishing
House, New Delhi.
1999. |
4. |
Banerjee.A
S.K: Financial
Management,
S.Chand &.
Co" New
Delhi. 2nd Edition,
1999. |
5. |
Van
Horne J.e. :
Financial Management
and Policy,
Prel1tlCe Hall
of India, New
Delhi, 11 Th
Editions, 2002.
|
6. |
Vij
Madhu : Multinational
Financial Management.
Excel Books.
New Delhi, 110
028, 2001. |
|
|
| |
|
| 2.3 |
HUMAN
RESOURCE MANAGEMENT |
| |
|
| |
| OBJECTIVES |
1. |
To
familierise the students
with concepts, principles
and practices relating
to hUL1an resource management. |
2. |
To
equip them with people
managemei1l skills. |
|
|
| Module
- 1 (Four Sessions) |
|
|
|
Overview
and introduction to
human resource management
(HRM) functions and
objectives, organisational
design, careers in I--IRM,
environment of HRM,
strategic HRM. |
|
|
| Module
- 2 (Six Sessions) |
|
|
|
Employment
- job analysis, job
design, human resource
planning - factors affecting
HRP. Techniques of HRP,
recruitment - factors
affecting, Sources,
selection. Process of
selection, tools for
selection, orientation
and placement - orientation
Programmes. |
|
|
| Module
-3 (Fifteen Sessions) |
|
|
|
Development
- training and development,
needs assessment, methods
and techniques, evaluation.
Performance management
- criteria, methods,
errors in rating, overcoming
errors, legal issues
in performance assessment.
Employee
and executive remuneration
- elements, benefits
and services. Perquisites.
|
|
|
| Module
- 4 (Fifteen Sessions) |
|
|
|
Managing
human resources - safety
and health - reason
for accidents, ways
of avoiding accidents.
Health - Physical and
and mental, work place
violence, 'sexual harassment,
child labour, alcoholism
and drug abuse.
Employee
welfare - principles,
welfare measures.
|
|
|
| Module
- 5 (Ten Sessions) |
|
|
|
Employee
relations - reasons
for disputes, ways of
resolving disputes,
trade unions, recent
trends in union movement. |
|
|
| Module
-6 (Ten Sessions) |
|
|
|
Ethical
issues in HRM - dilemmas
and ways of overcoming
Challenges before HR
manager, e-HR. |
|
|
| Recommended
Books |
|
|
1. |
Cynthia
D. Figher, Lyle, F.
Schoen Feldt and James
B. Shaw, Human Resource
Management, Houghten
Miffling Co. |
2. |
Wayne
F. Cascio, Managing
Human Resources, Irwin
Me. Graw- Hill |
3. |
Gary
S. Desslor, Ht!!1tan
Resource Management,
Pearsen Echieaton. |
4. |
H.
John Berriardian and
Joyee A. Russell, Human
Resource Management.
An Experimental Approach,
lrown Me. Graw - Hill. |
5. |
Robert
L. Mathia3 and John
H. Jackson, Human Resource
Management. 801.11:h
Western Publishing Co. |
6. |
6.
Nair and Nair: Personal
Management, Sultan Chand
& Co., New Delhi. |
7. |
Rao
V.S.P: Human Resource
Management - Text and
Cases: Excel Books,
New Delhi 110 028, 2001.
|
8. |
Aswathappa.K
: Human Resource Management;
Tata Me. Graw Hill Publishing
Co., New Delhi. |
|
| |
|
| 2.4 |
Marketing
Management |
| |
|
OBJECTIVES
|
| |
This
course aims to develop |
|
i) |
Basic
analytical skills, |
ii) |
Conceptual-abilities
and |
iii)
|
Facilitates
sustentative
knowledge of
marketing in
decision making. |
|
|
|
| Module
1: Marketing an Introduction
(7 Sessions)
|
|
|
|
|
Nature
of marketing?
Definition,
meaning and
scope Marketing
|
|
Company
orientation
towards marketing |
|
Role
of marketing
in Indian economy,
emerging trends
in Indian marketing
Environment
|
|
|
|
| Module
2: Understanding the Consumer
(6 Sessions) |
|
|
|
|
Role
of consumer
in the marketing
process: factors
influencin3
consumer behavior |
|
Buying
decision process:
stages in buying
decision process |
|
RBusiness
buyer behaviour;
business market
versus consumer
market; Buying
decisions |
|
| Moduie
3: Market Segmentation,
Target Marketing and Positioning
(8 Sessions) |
|
|
|
|
Identifying
marketing segments
and selecting
target markets
|
|
Product
life cycle and
new proiduct
development |
|
Positioning
the product |
|
|
|
| Module
4 : Managing Marketing
Mix (20 sessions) |
|
|
|
|
Concept
and components
of marketing
mix |
|
Product
and product
mix decisions |
|
Management
of product lines:
branding, packaging
and labelling |
|
Pricing
strategies and
programs: managing
price changes
|
|
Managing marketing
channels - characteristics,
components,
Design decisions
|
|
Marketing communication;
advertising
and sales promotion |
|
|
|
| Module
5: Marketing Applications
(13 Sessions) |
|
|
|
|
Marketing
research and
information
systems |
|
Managing
sales force |
|
Issues
related to marketing
products globally |
|
The
growth and benefits
of direct marketing. |
|
Channels of
direct marketing,
face to face
selling, direct
mail, catalog
marketing, tele
marketing, direct
response marketing,
kiosk marketing.
|
|
Online marketing
challenges. |
|
Network marketing. |
|
Developing marketing
strategies. |
|
|
|
| Module
6: Rural Marketing(6 Sessions) |
|
|
|
|
Rural
market environment |
|
Rural
demand and rural
market index.
|
|
Problems
in rural Marketing. |
|
The
growth and benefits
of direct marketing. |
|
Marketing of
agricultural
inputs, produce,
rural industry
products. Consumables
and durables. |
|
Rural marketing
strategies. |
|
|
|
| References: |
|
|
|
|
Kotler.
Philip: Marketing
Management
(Millennium
Edition) Prentice
Hall of India,
1999. |
|
Kotler
Philip: Principles
of Marketing,
Prentice Hall
of India, 1999. |
|
Ramaswamy
V.S. and S.
Namakumari :
Marketing
Management.
The India Context:
Me. Millan (India)
Ltd., Third
Edition, 2002. |
|
Malhotra
N.K.: Marketing
Research - An
Applied Orientation.
Pearson Education
Asia, Third
Edition, 2001.
|
|
Gopalaswsamy
T.P. : Rural
Marketing -
Environment,
Problems and
Strategies,
Wheeler Publications,
First Edition
- 1997. |
|
Czinkota
MR and Kolabe
- Marketing
Management
- Thomson /
South Western,
Vlkas Publishing
House, New Delhi
- 110 014, 2002. |
|
Zikmund
WG and Micheal'D'
Amico: Marketing
- Creating and
Keeping Customers-in
an e-Commerce
world: South
- Wester / Thomson
Learning.. 7th
Edition, 2001.
|
|
Paul
Pefer and James
H. Donnelly:
Marketing
Management,
Mc.Graw Hill,
New Delhi. |
|
|
| |
|
| 2.5 |
Production
and Operations management |
| |
|
| |
| OBJECTIVES |
|
The
main objectives are: |
i) |
To
familiarise the concepts
of production and operations
rnanagement Systems.
|
ii) |
To
appraise customer expectations
of quality and relationships
and to update technology
to meet global competition
and |
iii) |
To
understand functions
of inter relation departments
and decisions involved
therein. |
|
|
| MODULE
1:PRODUCTION OPERATIONS
MANAGEMENT, INTRODUCTION
AND OVERVIEW (TOTAL OF
8 SESSIONS) |
| Production
Operations Management
- An Introduction |
|
|
|
|
Why
study POM? |
|
Historic
milestones in
POM |
|
Factors
affecting POM
today. |
|
Different
approaches to
the study of
POM |
|
Design
and operating
production systems. |
|
The
influence of
Japanese manufactures. |
|
What
world class
producers do
? |
|
Developing
trends in POM
as part of corporate
strategy. |
|
|
|
| Productivity.
Competitiveness. and Strategy
- Using Quality," Cost.
Service as Competitive
Weapons |
|
|
|
|
Today's
global business
conditions competition
& productivity. |
|
Reality
of global competition
and competitive
strategies. |
|
Challenges
of quality,
customer service
& cost. |
|
Social
responsibility
of business
- environmental
issues. |
|
Operations
strategy - elements. |
|
Operations
strategy for
services. |
|
Forming
operations strategies. |
|
Linking
operations and
marketing strategies. |
|
|
|
| Forecasting
in POM - Starting point
of all planning |
|
|
|
|
Quantitative
forecasting
methods - forecasting
accuracy. |
|
Long
range forecasts
- cycles, trends
and seasonality
- linear Progression
and correction.
|
|
Short
range forecasts
- moving average
method, exponential
smoothing method,
exponential
smoothing with
tend. |
|
How
to have a scientific
forecasting
system - accurancy
and control
of forecasts, |
|
Computer
software for
forecasting. |
|
|
|
MODULE
2 : STRATEGIC DECISIONS
- DESIGN OF PRODUCTION
SYSTEMS (TOTAL OF 16
SESSIONS)
Designing and developing
products and services
- selection & design
of production processes
- manufacturing & service
organization |
|
|
|
|
Designing
&. Developing
products &
services - designing
for |
|
Production,
designing for
quality, designing
and developing
new services. |
| | | | | | | | | |