Evaluation Methods

Master of Business Administration (International Business) Programme Code: MIB Duration 2 Years Full Time
Programme Structure and Curriculum & Scheme of Examination 2011
AMITY UNIVERISTY UTTAR PRADESH

GAUTAM BUDDHA NAGAR
PREAMBLE
Amity University aims to achieve academic excellence by providing multi-faceted education

to students and encourage them to reach the pinnacle of success. The University has designed a system that would provide rigorous academic programme with necessary skills to enable them to excel in their careers. This booklet contains the Programme Structure, the Detailed Curriculum and the Scheme of Examination. The Programme Structure includes the courses (Core and Elective), arranged semester wise. The importance of each course is defined in terms of credits attached to it. The credit units attached to each course has been further defined in terms of contact hours i.e. Lecture Hours (L), Tutorial Hours (T), Practical Hours (P). Towards earning credits in terms of contact hours, 1 Lecture and 1 Tutorial per week are rated as 1 credit each and 2 Practical hours per week are rated as 1 credit. Thus, for example, an L-T-P structure of 3-0-0 will have 3 credits, 3-1-0 will have 4 credits, and 3-1-2 will have 5 credits. The Curriculum and Scheme of Examination of each course includes the course objectives, course contents, scheme of examination and the list of text and references. The scheme of examination defines the various components of evaluation and the weightage attached to each component. The different codes used for the components of evaluation and the weightage attached to them are: Components Case Discussion/ Presentation/ Analysis Home Assignment Project Seminar Viva Quiz Class Test Attendance End Semester Examination Codes C H P S V Q CT A EE Weightage (%) 05 - 10 05 - 10 05 - 10 05 - 10 05 - 10 05 - 10 10 - 10 05 70
It is hoped that it will help the students study in a planned and a structured manner and promote effective learning. Wishing you an intellectually stimulating stay at Amity University. July, 2011
PROGRAMME STRUCTURE
FIRST SEMESTER
Course Code MIB101 MIB102 MIB103 MIB104 MIB105 MIB106 MIB107 MIB142 MIB143 MIB144 MIB145 MIB146 MIB147 MIB148 MIB130 Course Title Lectures (L) Hours per week 4 4 4 3 3 4 4 1 1 2 Tutorial (T) Hours per week 1 Practical (P) Hours per week 1 Total Credits 4 4 4 4 4 4 4 1 1 2 Page No.
Principles of Global Business Management Marketing Management-A Global Perspective Accounting for Managers Essential IT Tools & Techniques for Global Managers Quantitative Applications in Management Economic Analysis Organisational Theory & HRM Business Communication I Behavioural Science I Foreign Language I French German Spanish Japanese Chinese Term Paper TOTAL
4 36
SECOND SEMESTER
MIB201 Export Import Documentation & 3 1 Logistics MIB202 Business Law & Entrepreneurial 4 Development MIB203 Business Research Methods 4 MIB204 Growth Prospects of Thrust Areas of 3 Indian Exports MIB205 Cross Cultural Management & 3 1 Management of Multinational Companies MIB206 International Financial Management 4 MIB242 Business Communication II 1 MIB243 Behavioural Science II 1 Foreign Language II 2 MIB244 French MIB245 German MIB246 Spanish MIB247 Japanese MIB248 Chinese SPECIALIZATION COURSES (BASKET COURSES) OPERATIONS SPECIALIZATION MIB207 Production & Operations Management 3 1 FINANCE SPECIALIZATION MIB208 Financial Modeling & Services 3 1 MARKETING SPECIALIZATION MIB209 Marketing Tools & Techniques 3 1 HR SPECIALIZATION MIB210 International HRM 3 1 TOTAL 4 4 4 3 4 4 1 1 2
4 4 4 4 31
Note: The student will opt for the same Elective Basket in Third & Fourth semester as opted in Second Semester
THIRD SEMESTER
MIB301 MIB302 MIB303 International Strategic Management 4 Risk & Insurance in International Trade 4 WTO & International Regulatory 4 Environment MIB342 Business Communication III 1 MIB343 Behavioural Science III 1 Foreign Language III 2 MIB344 French MIB345 German MIB346 Spanish MIB347 Japanese MIB348 Chinese MIB350 Summer Internship (Evaluation) Elective Papers for Dual Specialization in IB & Marketing (Select any two) MIB304 Strategic Brand Management 3 1 MIB305 Sales & Distribution Management 3 1 MIB306 Integrated Marketing Communications 3 1 MIB307 Digital Marketing* 3 1 Elective Papers for Dual Specialization in IB & Finance (Select any two) MIB308 Mergers, Acquisitions & Re-structuring 3 1 MIB309 Corporate Tax Planning 3 1 MIB310 Management of Financial Services* 3 1 MIB311 Credit Appraisal & Project Financing 3 1 Elective Papers for Dual Specialization in IB & HR (Select any two) MIB312 Recruitment, Selection, Training & 3 1 Development MIB313 Performance Appraisal & Potential 3 1 Evaluation* MIB314 Organisational Behaviour 3 1 MIB315 Compensation Management 3 1 Elective Papers for Dual Specialization in IB & Operations Management (Select any two) MIB316 Customer Management* 3 1 MIB317 Technology Management 3 1 MIB318 Supply Chain Management 3 1 MIB319 Project Management 3 1 4 4 4 1 1 2
9 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 33
Note: * Universal Courses In lieu of second elective (Third & Fourth Semester) a student may opt for a universal course. FOURTH SEMESTER
MIB401 Leveraging Information Technology in 3 Global Business MIB402 Global Sourcing & Business 3 1 Development MIB442 Business Communication IV 1 MIB443 Behavioural Science IV 1 Foreign Language IV 2 MIB444 French MIB445 German MIB446 Spanish MIB447 Japanese MIB448 Chinese MIB455 Dissertation Elective Papers for Dual Specialization in IB & Marketing (Select any two) MIB403 Product Strategy & Management* 3 1 MIB404 Consumer Behaviour 3 1 MIB405 Marketing of Services 3 1 MIB406 International Retail Management* 3 1 Elective Papers for Dual Specialization in IB & Finance (Select any two) MIB407 Security Analysis & Portfolio 3 1 Management 3 4 1 1 2
9 4 4 4 4 4
MIB408 MIB409
Strategic Financial Management 3 1 Financial Reporting & Decision 3 1 Making MIB410 Banking & Finance* 3 1 Elective Papers for Dual Specialization in IB & HR (Select any two) MIB411 Organisational Psychology* 3 1 MIB412 Competency Mapping & Assessment 3 1 MIB413 Organisational Change & Development 3 1 MIB414 Industrial Relations & Labour Laws 3 1 Elective Papers for Dual Specialization in IB & Operations Management (Select any two) MIB415 Corporate Governance & 3 1 Organisational Effectiveness* MIB416 Management of Quality 3 1 MIB417 Virtual Enterprise Management* 3 1 MIB418 Advanced Operations Research 3 1 TOTAL
4 4 4 4 4 4 4 4 4 4 4 28
Note: * Universal Courses In lieu of second elective (Third & Fourth Semester) a student may opt for a universal course.
Curriculum & Scheme of Examination PRINCIPLES OF GLOBAL BUSINESS MANAGEMENT

Course Code: Course Objective:
The main purpose of this paper is to familiarize the participants with the various aspects of Principles of Global Management, with a view that conducting business is exciting, challenging and globally oriented. This course will provide the students with an integrated and practical approach to understand the concepts of Global Management and also to provoke critical thinking about various principles, guidelines and practices of Global Business Management.
MIB 101
Credit Units: 04
Learning Outcomes:
The learning outcomes that students are expected to achieve in this course include: Develop a clear understanding of the conceptual frameworks and definitions of specific terms that are integral to the international management literature. Attain a clear understanding of the various factors that help determine the appropriateness of different management strategies for different types of international ventures. Examine ethical issues that are pertinent to international business management practices and to the personal value system of the student. Explore and evaluate different career opportunities, specific regional locations, and organizations where the students may seek to pursue an international business management career
Course Contents:
Module I: Globalization and trends in Management System What is Globalization? Drivers of Globalization Managing in Global Marketplace Module II: International Trade Theory Benefits of Trade Comparative Advantage Heckscher-Ohlin Theory The Product Life Cycle Theory Competitive Advantage Porters Diamond Model Module III: Module International Institutions and Economic Integration World Trade Organisation World Bank International Monetary Fund Framework of PTAs and FTAs Major Regional Trade Agreements Module IV: Global Business Expansion Entry Decision Different Entry Modes Selecting an entry mode Strategic Alliances FDI and FII Module V: Global Business Management Planning & Control Strategies Decision Making in International Business Organization of Global Business Module VI: The Cultural, Political, Legal and Economic environment facing Global Business The Cultural Environment The concept of culture The strategy for managing across culture Cross-cultural differences & similarities The Political and Legal Environment
The Political system and its functions Impact of Political system on management decision Legal & political strategies in International Business The Economic Environment Facing Global Business Classifying Economic System Key Macroeconomic issues Adapting to Foreign Economic System Module VII: Issues in Functional Areas of Global Business Global Marketing Global Production and Operational Strategies Global Human Resource Management Global Accounting and Financial Management Global Strategic Management
Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Components Weightage (%) H1 5 P1 10 C1 5 H2 5 A 5 EE 70
Text & References:

Hill Charles W I and Jain Arun Kumar (2009) International Business: Competing in Global Marketplace, Tata McGraw Hills Publishing Co. Ltd. Weihrich Heinz, Cannice Mark and Koontz Harold (2010), Management: A Global and Entrepreneurial Perspective, Tata McGraw Hills Publishing Co. Ltd. Daniels John, Radedaugh Lee and Sullivan Daniel (2010), International Business, Pearson Education, 13th Edition Luthans Fred and and Doh Jonathan. (2008), International Management Cultural Strategy and Behaviour, Tata McGraw Hills Publishing Co. Ltd. Wild John J., Wild Kenneth L. and Han Jerry C.Y. (2010), International Business: The Challenges of Globalization, Prentice Hall, 5th Edition Daily Newspaper: Business Standard, Economic Times, Business Line, The Financial Express Periodicals: The Week, Economist, Business World, Business Week
MARKETING MANAGEMENT- A GLOBAL PERSPECTIVE

The course aims to provide students with an introductory understanding of Marketing, with a special focus on the role of marketing in an international business context. It provides the students with an awareness and consideration of tools available to a marketer. It will enable the students to realize the importance of customers and their behaviour in the context of marketing decisions.
MIB 102
Credit Units: 04
Learning Outcomes:
At the end of the course students will be able to: Explain key concepts and elements of marketing management and differentiate between marketing and sales Examine the 4Ps of Marketing and discuss different strategies Analyse consumer behaviour for various sectors and assess the STP strategies of different multi-national companies. Analyse the global marketing environment and new opportunities in global world
Course Contents:
Module I: Marketing - Managing Profitable Customer Relationships Introduction to Marketing Differentiation between Marketing and Selling. Marketing Management 4 Ps product, promotion, place, price Difference in orientation- the Separating Factor between one Concept and the other Customer Relationship Management- Concept and strategies Important concepts- BCG matrix, GE Matrix, Ansoff Matrix, Green marketing, Services marketing, Direct marketing, Rural marketing (only concepts) Module II: Global Marketing Environment Factors affecting Marketing Environment- Macro and Micro Factors Global Demographics Technology Environment Competition Environment Economic Environment Module III: New-Product Development and Product Life-Cycle Strategies Product Attributes New Product Development strategies- Idea Generation to Commercialization. Product Life Cycle Strategies- Different Marketing Strategies for Different Stages. Adoption and Diffusion Process for New Products. Demand Forecasting- concept Branding, Packaging and Labeling- concepts Module IV: Global Marketing Channels and Supply Chain Management Marketing Channels- concept, importance Global Retailing Integrated Supply Chain Management. Module V: Integrated Marketing Communication Strategy Tools of Marketing Communication Mix. Process of IMC AIDA Model and L and S model Advertisement Sales Promotion Personnel Selling. Module VI: Consumer Markets, Consumer Buyer Behaviour Define Consumer Market. Decision Making Process Types of Buying Decision Behaviour Factors Influencing Consumer Buyer Behaviour.
Module VII: Building the Right Relationships with the Right CustomersMarket Segmenting- Understand the major basis for segmenting consumer and business markets Market Targeting - Identify attractive market segments and device a target marketing strategy. Positioning for competitive advantage Module VIII: Pricing Considerations and Approaches New Product Pricing Strategies Product Mix Pricing Strategies. Price Adjustment Strategies. Price Change
Teaching & Learning Methods:

The assessment programme will be student driven, requiring the student to develop his/ her communication skills by presentation and debate. Critical participation of students is expected in each of the assessment programme. The class lectures will focus on an International context to understand the environment in which decisions have to be made and learning of tools of decision-making in marketing. To achieve the aforesaid, a mixed pedagogy will be followed including lectures, profusely illustrated by case examples of Indian and International companies. The students will form a group and each group will pick up any one major product category and select a non Indian company. It will study, and then write about, the marketing strategy followed by this company. Case studies will be discussed by the instructor and accompanied by group presentations written and oral - by the students under the supervision of the faculty.
Examination Scheme:
Components Weightage (%) C1 10 V 5 CT 10 A 5 EE 70
Text & References:

Kotler. P and Keller. K , P.USA, 2005. Marketing Management: Analysis, Planning, Implementation, and Control, 12th ed., Prentice-Hall Kotler. P, P.Asia, 2003. Marketing Management, 11th ed., Prentice-Hall Hart, Norman A, The CIM Marketing Dictionary, 5th, Butterworth-Heinemann, USA, 1998 Johannsen. H and Terry. G, International Dictionary of Management, Kogan Page, India, 2002 Ramaswamy V.S., P.1990. Marketing Management: Global Perspective, 4th ed., Macmilan Kotler P, Armstrong G, Saunders J and V Wong, London, 2001. Principles of Marketing, 3rd European ed. Pearson Education Winer Russell S, Marketing Management, 3rd ed., Pearson Harvard Business Review
ACCOUNTING FOR MANAGERS

The course aims to develop an understanding of the importance, language and techniques of Financial and Cost accounting along with the skills for preparation and analysis of financial statements for better management planning and control.
MIB 103
Credit Units: 04
Learning Outcomes:
At the end of this course the students should be able to: Demonstrate an understanding of basic accounting concepts and final accounts; Prepare all major financial statements ; Understand time value of money and capital budgeting techniques Determination of cost of capital and capital structure
Course Contents:
Module I: Foundation of Accounting Basic Concepts of Accounting Forms of Business, Terminology Journal, Ledger, Trial Balance Profit and Loss Account, Balance Sheet Module II: Measuring and Reporting Assets, Liabilities and Shareholders Equity Inventory Valuation and Income Measurement Determining and Pricing the Physical Inventory; Estimating Inventory Value, Fixed Assets Determining acquiring cost Depreciation - Methods Capital and Revenue Expenditure Liabilities Current Contingent long-term Debentures Payable Shareholders EquityThe Corporate Organization Share Capital, Dividends Accounting for share capital Preference share capital Reserves Module III: Understanding Corporate Financial Statements and Other Financial Reports Included in Annual Reports Annual Report Case Study Corporate Balance Sheet and Profit and Loss Account Notes to the Accounts and Significant Accounting Policies Understanding and Constructing Corporate Cash flow Statement Analysis of Financial Statements: Ratio Analysis, Common Size Other Financial Reports: I Auditors' Report and Directors' Report Other Financial Reports: II Corporate Governance Report Module IV: Time Value of Money, Capital Budgeting, Understanding Time Value of Money Present Value, Future Value Annuity, Perpetuity Capital Budgeting Techniques NPV, IRR, ARR, PI Module V: Cost of Capital, Capital Structure, Introduction to Cost of Capital
Book Value, Market Value, Weighted Average Cost of Capital Cost of Equity, Debt, Preference Shares, Retained Earnings Capital Structure, MM Model Tax Implications

The following pedagogical tools will be used to teach this course: Lectures and Discussions Assignments and Presentations Case Analysis Module III
Examination Scheme:
Components Weightage (%) C1 10 V 5 A 5 CT 10 EE 70
Text & References:

Gupta, Ambrish (May 25, 2009) Financial Accounting for Management: An Analytical Perspective. 3rd Edition. Pearson Education Chandra P., Financial Management, Tata Mc-Graw Hill Education Khan MY & Jain PK, Financial Management, Tata Mc-Graw Hill Education Ramchandran N, Kakani Ram Kumar- Financial Accounting for Management.2nd Edition. Tata Mc Graw hill Anthony Robert N, Hawkins David F, Merchant Kenneth A (2007) Accounting: Text and Case. 12th Edition. The McGraw- Hill companies Bhattacharya S. K. , Dearden John (2008) Accounting for Management. 3rd Edition. Vikas Publishing House
ESSENTIAL IT TOOLS AND TECHNIQUES FOR GLOBAL MANAGERS

Essential IT Tools & Techniques for Global Managers is anything that involves doing business electronically. It obviously includes commerce conducted over the internet, but it can include other forms of electronic commerce such as telephone banking, using a fax, or generating and managing accounting systems on a computer (without use of the internet). This course focuses heavily on the internet; but covers other aspects of e commerce as well. This course aims to develop the students ability to manage commercial transactions electronically, particularly through the internet. The course is concerned with the main functional areas of management and processing in the world of international business.
MIB 104
Credit Units: 04
Learning Outcomes:
At the end of the course students will be able to: Explore EIITGM dimensions, including driving forces and impact on business, individuals, culture, and global economics. Examine the evolution, role, function and impact of E commerce in global business operation. Use common models to describe business to business and business to customer transactions. Understand business security issues, including internet risks, protections, privacy, policies, and emerging business practices on the Net. Track electronic payment systems, explaining online advertising, promotional strategies, and public policies. Describe ethical dimensions of the Internet in a local, regional, national, and global perspective. Explore needed features for building an effective web site.
Module Title:
Prerequisite Module Fundamentals of Information and Communication Technology (ICT) Using the Computer and Managing Files Basics of Word Processing, Spreadsheets, Databases, Presentation Web Browsing and Communication & IT Security Module I: Foundation of ICT & E-business/E-commerce Introduction of ICT for Managers Fundamentals of ICT (Office Automation & Communication Technologies) Definitions and content of E-business/E-commerce Case Study Presentation & Internal Assessment Module II: Office Automation I: Advanced Word Processing & Presentation Advanced Word Processing Editing Formatting Referencing Productivity Tools Prepare Outputs: Sections, Document setup, Print Advanced Presentation Presentation Planning Audience and Environment Design, Content and Layout Slide Masters and Templates Graphical Objects Charts and Diagrams Multimedia Enhancing Productivity Managing Presentations Module III: Office Automation II: Advanced Spreadsheets Formatting
Advanced Spreadsheets Functions and Formulas Charts Analysis Validating and Auditing Enhancing Productivity Collaborative Editing Commercial Package: Microsoft Excel Module IV: Launching an E-Business: E-Business Models, E- Marketing, E-Tailing E-Strategy - Hosting an E-Business Things that can go wrong - Site visibility Evaluation of web sites and usability testing Web site Optimization, content and traffic management E-business & various models E-marketing & advertising Module V: E-commerce: Electronic Payment Systems & E-Security, M-Commerce & Future of EC in Global Scenario E-banking Payment System Models The Risks & threats in Cyberspace Protection and Recovery -Encryption Legal & ethical issues E-governance Cyber Laws: A Global Perspective M-commerce in Indian and global perspective Global EC Future of EC
Learning Methods:
This course is based upon interaction between the students and the teachers. Wherever possible a link will be made between the academic underpinning and its practical application. Students will be given time to develop skills and analyse the benefits and limitations of using e commerce in organisations. A hands on approach will ensure that students can develop a wide range of knowledge of different applications of e commerce. The practical knowledge can be used to develop an awareness of how e commerce can be adopted by organisations to improve business efficiency. This will be achieved via a combination of case studies, evaluations of actual e commerce projects, guest lectures and self study sessions. It is very important that the students go through the textbook chapter(s) and other reference material before coming to the class.
Examination Scheme:
Components Weightage (%) P1 10 C1 5 CT1 10 A 5 EE 70
Text & References:

Turban, Lee, King and Chung, 2005, Electronic Commerce- A Managerial Perspective, Pearson Education Awad Elias M, 2004, Electronic Commerce: From Vision To Fulfillment Prentice Hall, 4th Edition Joseph P T, 2000- Electronic Commerce: A Managerial Perspective Prentice Hall. Ravi Kalakota and Andrew B Whinston, 2002, Frontiers of Electronic Commerce Addison Wesley Parag Diwan and Sunil Sharma, 2002, Electronic Commerce (Excel Books, New Delhi) Kennith Laudon and Jane Laudon Management Information Systems: Managing the Digital Firm 2005, (Ninth Edition) Prentice Hall. Raymond Frost and Judy Strauss, 2002, "E Marketing", Prentice Hall
QUANTITATIVE APPLICATIONS IN MANAGEMENT

The objective of this course is to develop the understanding of the various statistical models, used for decisions making in the functions of the management of any organization with respect to International Business. To equip the students with tools and techniques for application of concepts to real life problems for efficient managerial decision making.
MIB 105
Credit Units: 04
Learning Outcomes:
At the end of the course students will be able to: Use statistical techniques to collect and analyse data Produce forecasts using statistical packages Apply quantitative techniques to business situations.
Course Contents:
Module I: Introduction Quantitative Decision Making - An Overview, Collection, Classification & Presentation of Data, Measures of Central Tendency - Mean, Median, Mode, Geometric Mean & Harmonic Mean, Measures of Dispersion Range, Quartile Deviation, Average Deviation & Standard Deviation. Module II: Forecasting Techniques & Time Series Analysis Business Forecasting Correlation Regression analysis & its Applications for Managers Various Components of Time Series & their Analysis Use of Statistical Packages such as MS Excel /SPSS for Forecasting & Analysis Module III: Sampling, Sampling Distributions & Testing of Hypothesis Sampling Fundamentals Different Methods of sampling Sampling Distributions Testing of Hypotheses: Hypothesis Testing for Means & Proportions Module IV: Probability, Probability Distributions & Decision theory Basic Concepts of Probability Discrete Probability Distribution Continuous Probability Distributions Decision Theory : Introduction to Decision Making , Decision Environments & Decision Trees Module V: Linear Programming Introduction of Operations Research, Scope and Models in Operations Research, Introduction of Linear Programming, Formulation of LPP & its Applications to Managers.
Learning Methods:
A series of lectures will impart information and be complemented by interactive tutor-led and student-led discussion. Teaching consists of 3 hours per week. The unit has thus been designed to use a variety of teaching methods that should help students to quantitatively study the various aspects of international business environment. Formative tasks and presentations will enable students to build towards the completion of their assignment during the delivery of the unit.
Examination Scheme:
Components Weightage (%) C1 10 CT 10 V 5 A 5 EE 70
Text & References:
Rao AB, 2004, Quantitative Techniques in Business, Jaico Publishing House, Ist Edition Arora P.N., Arora Sumeet, Arora S., 2008, Comperihensive Statistical Methods, 2nd Edition, S. Chand Edward E. Qian, Ronald H. Hua, And Eric H. Sorensen, Quantitative Equity Portfolio Management: Modern Techniques and Applications Chapman & Hall/Crc Financial Mathematics Series, 2007 Levin R.I. & Rubin S. R. 2002, Statistics for Management, 9th Ed. Prentice Hall of India Gupta S P & Gupta M P, 2000, Business Statistics, 12th Ed. Sultan Chand & Sons Sharma J K, 1997, Operations Research: Theory & Application, Mac Millan India. Ltd. Hooda, R P,(2003),Statistics for business and economics,3rd,Macmillan Publication, New Delhi Richard C. Grinold And Ronald N. Kahn, Active Portfolio Management: Quantitative Theory and Applications, 1995
ECONOMIC ANALYSIS
This course aims to integrate various principles and concepts from different fields of economics with typical problems of managerial decision-making and policy formulation in business organizations whether in a local or global context. Understanding the application of economic principles to key management decisions will provide guidance to increase value creation within organizations, and allows a better understanding of the external business environment in which organizations operate.
MIB 106
Credit Units: 04
Learning Outcomes:
At the end of this course the student will be able to Use the theory of the firm to model business organizations Apply demand theory to establish the elasticity of demand Use demand estimation to forecast demand trends and change Apply production theory to manage production Use cost theory to establish short and long run behavior Describe market structures to establish market equilibrium Use pricing strategies to enable organizational coherence Use macroeconomic principles to address market failures
Course Contents:
Module I: Introduction to Economic Analysis Micro Economics Macro Economics Tools of Economics Mathematics, Statistics, Software Module II: Economy at a Glance Circular flow of Economic Activities Values and Measurement of Economic Activities Measurement of National Income Module III: Demand, Supply and Market Equilibrium Demand Meaning of Demand Law of Demand Demand Function; Determinants of Market Demand Elasticity of Demand Price Elasticity, Income Elasticity, Cross Elasticity Relationship of price elasticity of demand with Total and Marginal Revenue Elasticity in Decision Making Supply & Market Equilibrium Determinants of Market Supply Law of Supply Determination of Market Equilibrium Module IV: Analysis of Production and Cost; Theory and Estimation Production Function Production Function with one variable input short run analysis Production Function with two variable input long run analysis Isoquant Optimal combination of Inputs Economies and Diseconomies of Scale Cost Function Economic concepts of cost Cost and Output Relationship in short run Cost and Output Relationship in Long run Break Even Analysis Module V: Price and Output Decisions in Product Market
Price output under Perfect Competition Price output under Monopoly Price output under Monopolistic Competition Price output under Oligopoly Module VI: Money Output and Price Demand and Supply of Money Measurement of Money Supply Monetary Phenomenon of Inflation, Deflation, Stagflation, Dis-inflation, Reflation, and Business Cycle Impact of Monetary Phenomenon on Price and Output Module VII: Macro Economic Policies Monetary Policy Fiscal Policy Industrial Policy
Learning Methods:
A series of case studies based lectures will impart information and be complemented by interactive tutor-led and student-led discussion. Teaching consists of 3 hours per week. The unit has thus been designed to use a variety of teaching methods that should help students to study the various aspects of international economic business environment. Formative tasks and presentations will enable students to build towards the completion of their assignment during the delivery of the unit.
Examination Scheme:
Components Weightage (%) Case 1 5 Case 2 5 Case 3 5 Case 4 5 Viva 5 Attendance 5 EE 70
Text & References:

Damodaran, Suma, 2nd edition, Managerial Economics, Oxford Publication Dwivedi, D. N. (2006), Managerial Economics, Vikas Publishing House. Goodvin, Nelson, Ackerman and Weisskopf, 2nd ed.,2009, Micro economics in context, PHI learning Private Ltd. Cris Lewis & Peterson, 2002, Managerial Economics, Tata McGraw Hill Samulson, Paul A, Economics, 18th edition, Tata McGraw Hill, 2005 Economics, 3rd edition, Sloman, Prentice hall of India, 2004 Mote, V L, Managerial Economics: Concepts and Cases, Tata McGraw Hill, 2005 Chaturvedi, D D, Managerial Economics: Text and Cases, Brijwasi Book, 2003 Gupta, A C, Business Economics, Rawat Publication, 2003 Mansfield, E. (1996), Managerial Economics- Theory Application, and Cases, W.W. Norton and Co., New York. Koutsoyiannis, A. (1979), Modern Microeconomics, Macmillan, London. Ivan Png (2004), Managerial Economics, 2nd Edition, Blackwell Publishers. RH Dholakia and A.N Oza (1997), Microeconomics for Management Studies, Oxford University Press. Brownong, E.K. and Brownong, J.M., Microeconomic Theory and Application, Scott Foresman and Co., London. Allen, R.G.D. (1956), Mathematical Analysis for Economists, Macmillan, London. Salvatore, D. (1989), Managerial Economics, McGraw Hill, New York. Parl R Ferguson, Glenys J Ferguson (2000), Business Economics, Macmillan, London. K. E. Boulding (1948), Economic Analysis Harper and Bros., New York. Pindyek & Rubinfield (2004), Microeconomics, Prentice Hall of India, New Delhi. Shapiro, Edward, Macroeconomic Analysis, Harcourt Brace Jovanovich, New York. Prabhat Patnaik (1997), Macroeconomics, Oxford University Press. Bhole, L.M. (2004), Financial Institutions and Markets: Structure, Growth and Innovations, Fourth Edition, Tata McGraw-Hill Publishing Co., New Delhi. Gupta, Suraj B. (1999), Monetary planning for India, Oxford University Press. New Delhi. Economic Survey (2007-08) Bhatia, H.L., Public Finance, Vikas Publishing House. H.G. Mannur (1999), International Economics, Oscar Publications.
Sawyer & Sprinkle (2004), International Economics, Prentice Hall of India.
ORGANISATIONAL THEORY AND HRM

The course aims to give the basic knowledge of the HR concepts and their usefulness in the organizations. The classes are designed to familiarize participants with current human resource practices and organizational behavior that apply to their careers regardless of their field. The course also gives the insights about the importance of training and performance evaluation in ones job.
MIB 107
Credit Units: 04
Learning Outcomes:
At the end of the course, the student should be able to: Understand the basic concepts of HR Effective ways to recruit and retain people in an organization Understand effective corporate training techniques Know the basic concepts of Organization Behaviour Importance of IT through Live Projects in various HR applications Know Performance Appraisal, Potential Appraisal and Career development Manpower Planning in an organization
Course Contents:
Module I: Organisational Theory Foundation of Organisational Theory Different Approaches of Organisational Theory Organisational Theory Models Current Idea of Organisation Models of Organisational Effectiveness Module II: Concept and the Importance of HRM Introduction, objective, nature, scope, evolution of Human Resource Management Role of HR manager Opportunities and new Challenges in Human Resource Management. Module III: Acquisition of an effective Workforce Pool Human Resource Planning Job Analysis, Job Description, Job Specification, Job evaluation Job Design- Nature, Job Characteristics, Reengineering Jobs. Recruitment Most Effective Recruitment Trends Approaches, Advantages and Disadvantages of Internal vs. External Recruiting, Person Job Fit, Person Organization Fit Promotion, Transfer, Job Rotation Selection Process Placement Induction of employees Module IV: Training and Development of Human Resources: Training: Definition Difference between Training Development and Education Conducting Needs Assessment Designing a Training Program Different methods of training, Training Delivery Evaluation of Training, Module V: Performance, Potential Appraisal and Career Development Performance Appraisal Introduction, Meaning, Objectives,
Different Methods of Appraisal Limitations of Performance Appraisal, 360 degree Appraisal, Post Appraisal Feedback. Career Development Essential Components of Career Development Systems Designing Career Programs such As Fast Track, Near Retirement, Coasters, and Other Identifiable Subgroups. Module VI: Understanding Organizational Behavior: Introduction, Nature, Scope and Disciplines Contributing to Organisation Behavior. Understanding Human Behavior, Various management skills & roles, OB today The Info Tech age, various challenges & Opportunities. Organisation Behavior Models: Autocratic Model, Custodian Model, Supportive Model, Collegelial Model and SOBC Module VII: Quality of Work life and Emerging Trend in Human Resource Management Concept of Quality of Work life (QWL), Work life Balance, Emerging Trends-outsourcing, PCMM. GHRM Module VIII: Human Resource Information System Live projects based on different sectors viz. retail, manufacturing, Banking and Insurance, FMCG, Service sector etc.

A series of lectures will impart information and be complemented by interactive discussion. The unit has thus been designed to use a variety of teaching methods that should help students to study the various aspects of international financial business environment. Formative tasks, case discussions and presentations will enable students to build towards the completion of their assignment during the delivery of the unit.
Examination Scheme:
Components Weightage (%) C1 10 V 5 CT 10 Attendance 5 EE 70
Text & References:

Gary Dessler and Biju Varkkey. (2010) Human Resource Management. Pearson Education Snell and Bohlander. (2007) Human Resource Management. Cengage Learning David Lepak and Mary Gowan. (2009) Human Resource Management. Pearson Education Aswathappa, (2006) Human Resource and Personnel Management. Tata McGraw-Hill. Manas K Mandal. (2008) In Search of the Right Personnel. Macmillan George, J. M. and Jones, G. R. (2002) Organizational behaviour. 3rd edn. Harlow: Pearson Education. Gareth Roberts . (2008) Recruitment and Selection. Jaico, Roberts Gareth, 2008, Recruitment and Selection, Jaico Cynthia D. Fisher, Lyle F. Schoenfeldt and James B. (2006) Managing Human Resource Shaw. Cengage . Alan M. Saks and Robert R. Haccoum. (2008) Performance Management through Training and Development. Cengage.
Journals: Paul Schumann, A Moral Principles Framework for HRM Ethics, Human Resource Management Review 11 (2004), p94. Janet Adams, Code of Ethics as Signals for Behavior, Journal of Business Ethics, February 2001, vol.29, no.3, pp.199-211. Kelly Mollica, Perceptions of Fairness, HR Magazine, June 2004, pp. 169-171. Morris Attaway,Privacy in the Workplace on the Web, Internal Auditor 58, no.1 (February 2001),p.30. Leonard and France, Workplace Monitoring, p.4. Leon Grunberg, Sarah Moore, and Edward Greenberg, Managers Reactions to Implementing Layoffs: Relationship to Health Problems and Withdrawal Behaviors, Human Resource Management, Summer 2006, vol.45, no.2, pp. 159-178. Cynthia Ross, How to Protect the Aging Workforce, Occupational Hazards, February 2005, pp.52-54. Facing Facts About Workplace Substance Abuse, Rough Notes 144,no.5 (May 2001)pp.114-118
Kapur, P.K., Khurana, Dinesh and Seth, Ashish (2008), Chapter 12, In Search of The Right Personnel: Macmillan India Ltd. Terpestra, D. (1996) Recruitment and Selection: The Search For Effective Methods, HR Focus 16-17, May.
BUSINESS COMMUNICATION - I
One cannotnot communicate. This course is designed to facilitate our young Amitians to communicate effectively by emphasizing on practical communication through refurbishing their existing language skills and also to bring one and all to a common take-of level.
MIB 142
Credit Units: 01
Course Contents:
Module I: Fundamentals of communication Relevance of communication Effective communication Models of communication Effective use of language Module II: Tools of communication Proficiency in English The international Language of business Building vocabulary (Denotative & connotative) Extensive vocabulary drills (Synonyms / Antonyms / Homonyms) One Word substitution Idioms & phrases Mechanics and Semantics of sentences Writing sentences that really communicate (Brevity, Clarity, and Simplicity) Improving the tone and style of sentences Module III: Barriers to Effective use of language Avoiding clichs Removing redundancies Getting rid of ambiguity Euphemism Jargons Code switching
Examination Scheme:
Components Weightage (%) CT1 20 CT2 20 CAF 25 V 10 GD 10 GP 10 A 5
CAF Communication Assessment File GD Group Discussion GP Group Presentation
Text & References:

Working in English, Jones, Cambridge Business Communication, Raman Prakash, Oxford Echoes: Jha Madhulika: Orient Longman Practical English Usage, Swan M , Cambridge
BEHAVIOURAL SCIENCE - I (SELF-DEVELOPMENT AND INTERPERSONAL SKILLS)

This course aims at imparting an understanding of: Self and the process of self exploration Learning strategies for development of a healthy self esteem Importance of attitudes and their effect on work behaviour Effective management of emotions and building interpersonal competence.
MIB 143
Credit Units: 01
Course Contents:
Module I: Understanding Self Formation of self concept Dimension of Self Components of self Self Competency Module II: Self-Esteem: Sense of Worth Meaning and Nature of Self Esteem Characteristics of High and Low Self Esteem Importance & need of Self Esteem Self esteem at work Steps to enhance Self Esteem Module III: Emotional Intelligence: Brain Power Introduction to EI Difference between IQ, EQ and SQ Relevance of EI at workplace Self assessment, analysis and action plan Module IV: Managing Emotions and Building Interpersonal Competence Need and importance of Emotions Healthy and Unhealthy expression of emotions Anger: Conceptualization and Cycle Developing emotional and interpersonal competence Self assessment, analysis and action plan Module V: Leading Through Positive Attitude Understanding Attitudes Formation of Attitudes Types of Attitudes Effects of Attitude on Behaviour Perception Motivation Stress Adjustment Time Management Effective Performance Building Positive Attitude Module VI: End-of-Semester Appraisal Viva based on personal journal Assessment of Behavioural change as a result of training Exit Level Rating by Self and Observer
Examination Scheme:
Components SAP A Mid Term Test (CT) VIVA Journal for Success (JOS)
Weightage (%)
20
05
20
30
25
Text & References:
Towers, Marc: Self Esteem, 1st Edition 1997, American Media Pedler Mike, Burgoyne John, Boydell Tom, A Managers Guide to Self-Development: Second edition, McGraw-Hill Book Company. Covey, R. Stephen: Seven habits of Highly Effective People, 1992 Edition, Simon & Schuster Ltd. Khera Shiv: You Can Win, 1st Edition, 1999, Macmillan Gegax Tom, Winning in the Game of Life: 1st Edition, Harmony Books Chatterjee Debashish, Leading Consciously: 1998 1st Edition, Viva Books Pvt Ltd. Dr. Dinkmeyer Don, Dr. Losoncy Lewis, The Skills of Encouragement: St. Lucie Press. Singh, Dalip, 2002, Emotional Intelligence at work; First Edition, Sage Publications. Goleman, Daniel: Emotional Intelligence, 1995 Edition, Bantam Books Goleman, Daniel: Working with E.I., 1998 Edition, Bantam Books.
FRENCH - I
To familiarize the students with the French language with the phonetic system with the accents with the manners with the cultural aspects To enable the students to establish first contacts to identify things and talk about things
MIB 144
Credit Units: 02
Course Contents:
Unit 1, 2: pp. 01 to 37 Contenu lexical: Unit 1: Premiers contacts 1. Nommer des objets, sadresser poliment quelquun 2. se prsenter, prsenter quelquun 3. entrer en contact : dire tu ou vous, peler 4. dire o on travaille, ce quon fait 5. communiquer ses coordonnes Unit 2: Objets 1. Identifier des objets, expliquer leur usage 2. Dire ce quon possde, faire un achat, discuter le prix. 3. Monter et situer des objets 4. Dcrire des objets 5. comparer des objets, expliquer ses prfrences Contenu grammatical: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. articles indfinis, masculin et fminin des noms, pluriel des noms Je, il, elle sujets, verbes parler, habiter, sappeler, tre, avoir, masculin et fminin des adjectifs de nationalit tu, vous sujets, verbes parler, aller, tre, cest moi/cest toi verbes faire, connatre, vendre, cest/il est + profession, qui est-ce ? questce que ... ? article dfini, complment du nom avec de, quel interrogatif adjectifs possessifs (1), pour + infinitif verbe avoir, ne...pas/pas de, question avec est-ce que ?, question ngative, rponse Si Prpositions de lieu, il y a/quest-ce quil y a accord et place des adjectifs qualificatifs, il manque... comparatifs et superlatifs, pronoms toniques, pronom on
Examination Scheme:
Components Weightage (%) CT1 20 CT2 20 C 20 I 20 V 15 A 5
C Project +Presentation I Interaction/Conversation Practice
Text & References:

le livre a suivre : franais.com (debutant)
GERMAN - I
To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany
MIB 145
Credit Units: 02
Course Contents:
Module I: Introduction Self introduction: heissen, kommen, wohnwn, lernen, arbeiten, trinken, etc. All personal pronouns in relation to the verbs taught so far. Greetings: Guten Morgen!, Guten Tag!, Guten Abend!, Gute Nacht!, Danke sehr!, Danke!, Vielen Dank!, (es tut mir Leid!), Hallo, wie gehts?: Danke gut!, sehr gut!, prima!, ausgezeichnet!, Es geht!, nicht so gut!, so la la!, miserabel! Module II: Interviewspiel To assimilate the vocabulary learnt so far and to apply the words and phrases in short dialogues in an interview game for self introduction. Module III: Phonetics Sound system of the language with special stress on Dipthongs Module IV: Countries, nationalities and their languages To make the students acquainted with the most widely used country names, their nationalitie and the language spoken in that country. Module V: Articles The definite and indefinite articles in masculine, feminine and neuter gender. All Vegetables, Fruits, Animals, Furniture, Eatables, modes of Transport Module VI: Professions To acquaint the students with professions in both the genders with the help of the verb sein. Module VII: Pronouns Simple possessive pronouns, the use of my, your, etc. The family members, family Tree with the help of the verb to have Module VIII: Colours All the color and color related vocabulary colored, colorful, colorless, pale, light, dark, etc. Module IX: Numbers and calculations verb kosten The counting, plural structures and simple calculation like addition, subtraction, multiplication and division to test the knowledge of numbers. Wie viel kostet das? Module X: Revision list of Question pronouns W Questions like who, what, where, when, which, how, how many, how much, etc.
Examination Scheme:
Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre fr Auslnder
P.L Aneja, Deutsch Interessant - 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2 Braun, Nieder, Schme, Deutsch als Fremdsprache 1A, Grundkurs
SPANISH I
To enable students acquire the relevance of the Spanish language in todays global context, how to greet each other. How to present / introduce each other using basic verbs and vocabulary
MIB 146
Credit Units: 02
Course Contents:
Module I A brief history of Spain, Latin America, the language, the cultureand the relevance of Spanish language in todays global context. Introduction to alphabets Module II Introduction to Saludos (How to greet each other. How to present/ introduce each other). Goodbyes (despedidas) The verb llamarse and practice of it. Module III Concept of Gender and Number Months of the years, days of the week, seasons. Introduction to numbers 1-100, Colors, Revision of numbers and introduction to ordinal numbers. Module IV Introduction to SER and ESTAR (both of which mean To Be).Revision of Saludos and Llamarse. Some adjectives, nationalities, professions, physical/geographical location, the fact that spanish adjectives have to agree with gender and number of their nouns. Exercises highlighting usage of Ser and Estar. Module V Time, demonstrative pronoun (Este/esta, Aquel/aquella etc) Module VI Introduction to some key AR /ER/IR ending regular verbs.
Examination Scheme:
Text & References:

Espaol, En Directo I A Espaol Sin Fronteras
JAPANESE - I
To enable the students to learn the basic rules of grammar and Japanese language to be used in daily life that will later help them to strengthen their language.
MIB 147
Credit Units: 02
Course Contents:
Module I: Salutations Self introduction, Asking and answering to small general questions Module II: Cardinal Numbers Numerals, Expression of time and period, Days, months Module III: Tenses Present Tense, Future tense Module IV: Prepositions Particles, possession, Forming questions Module V: Demonstratives Interrogatives, pronoun and adjectives Module VI: Description Common phrases, Adjectives to describe a person Module VII: Schedule Time Table, everyday routine etc. Module VIII: Outings Going to see a movie, party, friends house etc.
Learning Outcome
Students can speak the basic language describing above mentioned topics
Methods of Private study /Self help

Handouts, audio-aids, and self-do assignments and role-plays will support classroom teaching
Examination Scheme:
Text & References:

Text: Teach yourself Japanese References: Shin Nihongo no kiso 1
CHINESE I
There are many dialects spoken in China, but the language which will help you through wherever you go is Mandarin, or Putonghua, as it is called in Chinese. The most widely spoken forms of Chinese are Mandarin, Cantonese, Gan, Hakka, Min, Wu and Xiang. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.
MIB 148
Credit Units: 02
Course Contents:
Module I Show pictures, dialogue and retell. Getting to know each other. Practicing chart with Initials and Finals. (CHART The Chinese Phonetic Alphabet Called Hanyu Pinyin in Mandarin Chinese.) Practicing of Tones as it is a tonal language. Changes in 3rd tone and Neutral Tone. Module II Greetings Let me Introduce The modal particle ne. Use of Please qing sit, have tea .. etc. A brief self introduction Ni hao ma? Zaijian! Use of bu negative. Module III Attributives showing possession How is your Health? Thank you Where are you from? A few Professions like Engineer, Businessman, Doctor, Teacher, Worker. Are you busy with your work? May I know your name? Module IV Use of How many People in your family? Use of zhe and na. Use of interrogative particle shenme, shui, ma and nar. How to make interrogative sentences ending with ma. Structural particle de. Use of Nin when and where to use and with whom. Use of guixing. Use of verb zuo and how to make sentences with it. Module V Family structure and Relations. Use of you mei you. Measure words Days and Weekdays. Numbers. Maps, different languages and Countries.
Examination Scheme:
Text & References:

Elementary Chinese Reader Part I Lesson 1-10
TERM PAPER
The aim of the term paper is to provide the students with an opportunity to further enhance their knowledge in a sector of their choice by undertaking a significant practical unit of examining and analyzing various aspects of business management at a level commensurate with the learning outcomes of the various courses taken up y them in the ongoing semester. For students of the first semester, the required term paper is primarily a self worded structured report written by the students after interpreting & analyzing various primary & secondary records of intelligent interviews/readings from several sources on a particular sector.
MIB 130
Credit Units: 04
Conduct of Term Paper

The term paper will be executed & submitted by students in groups. (Maximum four students in each group) The students are to form groups of four and decide the sector of study / company of interest within two weeks of the start of the semester. A Faculty Mentor will be assigned to each group of students undertaking a Team Paper. Special Time slot to conduct the research will be included in the timetable. The Mentor will conduct weekly sessions to guide & follow up the students as well as to clarify any queries or problem faced by the students. Weekly review of the Work in Progress will be maintained by Faculty Mentor & will carry 20% weightage during the final evaluation. This will be substantiated through a proper economic diary maintained by the students documenting their daily objectives, plan of action, activities undertaken, documentation of reading & referencing material, analysis (if any) & learning outcomes. Students may use innovative tools & techniques to maintain this diary such as e-concepts, online blogs, charts, graphs etc. Student will be given some discretion in the choice of sector for the term paper and the approach to be adopted. The term paper has to be formulated with multi disciplinary aspects explained in the section below. Focus Areas of Study 1. Principles of Global Business Management (PGBM) Analysis of International Business Expansion Strategy of 5 companies within the chosen sector while maintaining a scrap book of the latest news & views 2. Marketing Management-A Global Perspective (MMAGP) - General Market Description and Current Marketing Situation with analysis using SWOT & PEST Marketing Strategy Assessment Competitive Assessment Identifying the products' benefits in terms of clinical differentiation. For a specific Company within the sector Product Assessment and Review for a company within the sector Identifying a critical unmet need from the customer and whether the customer will use/buy it Obtaining the optimal product profile from customers Channel Assessment: Success in existing sales, marketing and service programmes and channels, New Programmes and Channels that could increase revenue etc. Brand Assessment, impact of existing campaigns, testing of new positioning initiatives etc. Pricing Assessment: Understanding Different pricing strategies adopted by different players Accounting for Managers (AFM) a. Analysis of Financial Statements of selected 5 companies of the sector. Essential IT Tools & Techniques for Global Managers (EITTGM) a. Use Statistical Tools & Techniques (predominantly MS Excel & SPPS) to analyze various facts, figures & trends as well as carry out projections & sensitivity analysis. b. Analysis of ICT trends in the sector Quantitative Applications in Management (QAM) a. Practical Application of all methods learnt on some form of live data collected for the sector/
3. 2.
3.
company(s) therein. 4. Economic Analysis (EA) a. Nature of Competition (Number of companies, market share, market dominance, entry and exit barriers etc.) b. Impact of change in the National Income on the growth of the sector. c. Impact on the performance (revenue) of chosen sector due to change in technology, foreign investment and Government Policies d. Major Mergers, collaborations or Takeovers that have taken place in the sector. Organizational Theory & HRM (OT&HRM) a. HRM Policies and Best Practices followed in the sector b. Cross Analysis of various data related to any one major aspect such as employee turnover/satisfaction/training etc.
5.
Needless to add, effective deployment of Self Devleopment, Interpersonal Skills & techniques of Business Communication is integral to all aspects of the term paper and will be evaluated accordingly.
General Guidelines
Each group must submit an independently written report of their term paper project.
All contents need to be sourced from reliable primary & secondary sources; references for which MUST be maintained in proper format. - At least one middle level or senior level person of a company from the chosen sector has to be interviewed face to face - Though the term paper is more a descriptive report covering the What, Why and How aspects; participation in leg work or field research of a company(s) will add value to the study.
The paper should utilise class room learning and industry exposure to evaluate issues on hand and suggest remedial/progressive measures that may be taken by a company(s)
Assessment & Evaluation:

The term paper will be in the form of an integrated report and assignment.
- A board consisting of all the faculty members who are teaching the students in the first semester will conduct the final evaluation. The faculty mentor assigned to the group will do the continuous evaluation.
All reports will be examined most strictly for plagiarism The groups with the best papers will be given the opportunity to present them in a workshop. Components Continuous Assessment & Economic Diary 20% Presentation Content & Layout of Report 20% Analysis Conclusion & Recommen dations 10% Viva/ Defending Questions 15%
Weightage (%)
15%
20%
EXPORT IMPORT DOCUMENTATION AND LOGISTICS

Trade procedures and documentation formalities are a critical part of international business management. This subject aims at imparting knowledge of trade procedures and documentation formalities with a view to enable the participants to develop a systematic approach in handling trade transaction and incidental paper work.
MIB 201
Credit Units: 04
Learning Outcomes:
On completion of this module students will have: Considered the framework of export and import documentation Evaluated and justified the various documents for processing export and import orders Evaluated the legal implications in the area of exports and imports Assessed the various terms and conditions of export finance Developed the ability to critically examine the EXIM policy framework
Course Contents:
Module I: Introduction Export Documentation Framework Module II: Documents for processing export order and legal implications Processing of an Export Order INCO Terms Foreign Exchange Regulation Act and introduction to FEMA Module III: Export Finance and documents Export Payment Terms Export Finance Forward Exchange Cover Module IV: Central excise clearance Customs Clearance of Export Cargo Customs Clearance of Import Cargo Role of Clearing and Forwarding Agents Shipment of Export Cargo Negotiation of Export Documents Module V: EXIM Policy Framework EPCG Scheme Duty Exemption Scheme Export Oriented Units and Export processing Zones Exercise on Negotiation of Export Documents.
Learning Methods:
Class room lectures: Each class is intended to be approximately 60 minutes of lecture and 15 minutes in discussion. The discussion period may involve newsworthy events related to EXIM policy etc. The class will be doing Cases throughout the semester. Students will prepare three written cases in small groups of 4-6 students. There will be presentations also in which the student have to collect, collate and analyze the data. A few additional journal articles related to topics discussed will be made available at the Library. The latest articles on international policies on exports and imports will be distributed for discussion.
Examination Scheme:
Text & References:

Khurana P K, 2007, Export Management, Galgotia Publications, 7th edition.
Notes of Amity Distance Education Course for EIDL E. Johnson, Export/Import Procedures And Documentation (Export/Import Procedures & Documentation, 2002) Thomas A. Cook, The Ultimate Guide To Export Management, 2001 Michael B. Stroh, A Practical Guide To Transportation And Logistics, 2006 Donald F. Wood, Anthony Barone, Paul Murphy, And Daniel L. Wardlow, International Logistics, 2002
BUSINESS LAW AND ENTREPRENEURSHIP DEVELOPMENT

The main purpose of this paper is to familiarize the participants with the various legal aspects of business. This course will provide the students with an integrated and practical approach to understand various legal provisions that impact the conduct and environment of business. The other objective of the program is to impart training in the area of Business Plan Development so that the participants are well versed with the intricacies of Business Plan making procedure.
MIB 202
Credit Units: 04
Learning Outcomes:
On completion of this module students will have: Understanding of various provisions of Indian laws such as Indian Contract Act, Negotiable Instruments Act, Consumer Protection Act, Company Law, Competition Laws Appreciate the impact of the above laws on conduct of business. Idea generation and Identifying business opportunities Understanding the Legal aspects of starting New Venture Shaping the Business Idea into Business Plan. Designing the Presentation of the Business Plan
Course Contents:
Module I: Indian Contract Act, 1872 Nature and kinds of Contracts, Concepts related to offer, Acceptance and Consideration, Principles Governing Capacity of Parties and Free Consent, Legality of Objects, Performance and Discharge of Contract, Breach of Contract and its Remedies, Basic Elements of Law Relating to Agency, Guarantee and Pledge. Module II: Negotiable Instruments Act, 1881 and Consumer Protection Act 1986 Meaning of Negotiability and Negotiable Instruments Cheques, Bills of Exchange and Promissory Note, Crossing of Cheques, Endorsement, Dishonour of Cheques. Definitions-Consumer, Complaint, Services, Defect and Deficiency, Complainant. Rights and Reliefs available to consumer. Procedure to file complaint. Consumer Disputes, Redressal Agencies (Composition, Jurisdiction, Powers and Functions.). Procedure followed by Redressal Agencies. Module III: Company Law Meaning and types of companies, Formation of a company, Memorandum and Articles of Association, Prospectus and Issue of Shares, Share Capital and Shareholders, Company Meetings and Proceedings, Powers and Liabilities of Directors and Winding up of Company. Reduction of share capital, Buy Back of shares, Borrowing powers and raising funds incorporate loans and investment. Reconstruction amalgamation, merger and takeover. Corporate governance and SEBI Regulations. Module IV: Introduction to Entrepreneurship Development Concepts of Entrepreneurship Development, Evolution of the concept of Entrepreneur, Attributes and Characteristics of a successful Entrepreneur, Entrepreneurial Culture, Role of Entrepreneur in Indian economy Module V: Creativity and Business Idea Generation Activity based Idea Generation, Tools for Idea Generation (SLEPT Analysis, GAP Analysis etc), Screening of ideas (John Mullins Seven Domain Analysis), Selecting one best idea, Learn to Present Business ideas, Naming of the New Venture Module VI: Elements of Business Plan Business Planning Process: moving ahead from Business Idea, Understanding the various elements of Business Plan (Marketing Plan, Financial Plan), Understanding a Business Plan worksheet, Annexure and supporting documents needed for a Business Plan, Business Plan Presentation and Elevator pitch
Learning Methods:
Class room lectures: Each class is intended to be approximately 45 minutes of lecture and 15 minutes in discussion. Business Plan formation will be taught in line with obtaining venture funding. Experiential learning will be a major tool in teaching Business Plan making.
Examination Scheme:
Components C1 V A CT EE
Weightage (%)
10
10
70
Text & References:

Kapoor ND,(2009), Elements of Mercantile Law; Sultan Chand & Co., New Delhi. S.S Gulshan and G.K. Kapoor, (2008), Business law including Company Law, New Age international publishers Ltd . A.K.Majumdar and GK Kapoor,(2009), Company Law, Taxmann publication K. Aswathappa (2008), International Business, Tata McgrawHill M.c.Kuchhal, (2004), Mercantile Law, Vikas Publishing House. Research Wing of New Century Publication,(2008),Dictionary of International trade and Business, New Century Publication
BUSINESS RESEARCH METHODS

The course aims to provide a thorough understanding of the essential characteristics and the basic tenets of research methodology and report preparation. The course will focus on quantitative and descriptive research methods and techniques that are essential for the validity and reliability of the research process.
MIB 203
Credit Units: 04
Learning Outcomes:
On completion of this module students will have: Considered the nature of research methods and research methodologies Evaluated and justified the research methodologies to be employed Identified the components and problems/constraints underlying a research project and report proposal Developed the ability to analyze, interpret and conclude research findings and provide relevant recommendations
Course Contents:
Module I: Research Methodology and Research Methods Objective, significance and types of research Research Methods vis--vis Methodology Research Process and criterion for good research Ethics in Business Research Module II: Research Problem and Research Design Identifying and Defining the Research Problem Meaning of Research Design Steps to Design the Research Different research designs Module III: Sampling Design and Scaling Techniques Census and sample survey Criteria for selecting a sampling procedure Measurement and Scaling techniques Classification and importance of scaling techniques Module IV: Methods of data collection, data processing & data analysis Collection of primary data Observation method & interview method Questionnaire & schedules Collection of secondary data Analysis of data using statistical software such as Excel Module V: Testing of Hypothesis (Parametric & Non Parametric Test) Procedure for Testing a Hypothesis Parametric Test: Z-test, F-test, T-test Non-Parametric: Chi-Square Test Module VI: Design and Analysis of Experiments Basic Principles of ANOVA ANOVA Technique Interpreting ANOVA (One Way and Two Way ANOVA) and its application in various fields of management Completely Randomized Design Randomised Block Design
Learning Methods:
Occasional, non-graded homework sets will be handed out in class. It is also expected that students will work the problems as the part of assignments. The class will be doing Cases throughout the semester. Students will prepare three written cases in small groups of 4-6 students. There will be presentations also in which the student have to collect, collate and analyze the data.
Examination Scheme:
Components Weightage (%) C1 15 C2 10 A 05 EE 70
Text & References:

Cooper, Donald R and Schindler, Ramela (2000) Business Research Methods, Tata Mc Graw Hill Kothari C R, (1990) Research Methodology: Methods & Techniques, Vikas Publishing House Pvt.Ltd., 1978. Levin & Rubin (2004), Statistics for Management, 8th Ed, Prentice Hall of India Srivastava, Shenoy and Sharma (2002)., Quantitative Techniques for Business Decisions, 4th Ed , Allied Publishers Dr .S. Shajahan ( 2004) , Research Methods for Management 2nd Edition, Jaico Publishers Ranjit Kumar, (2005), Research Methodology, Pearson Education, Australia
GROWTH PROSPECTS OF THRUST AREAS OF INDIAN EXPORTS

The course will enable the students to understand trend and composition of Indias export and also the existing and potential export destination of Indian products. The course will also help the students to understand how Foreign Trade policy of India has promoted export from India.
MIB 204
Credit Units: 03
Learning Outcomes:
On the successful completion of this course the student will be able to: Examine the past and present scenario and trend of Indian exports Understand the factors effecting Indias international trade Assess the status, potential, challenges and strategies for furthering exports in key thrust markets
Course Contents:
Module I: Introduction Indias International Trade-Present Scenario Trends in Indias Export Future outlook Module II: Institutional Framework for Export Promotion of Thrust Sectors Role of EPCs and other Trade Promotion bodies is promoting Export from India Role of EoUs, EHTPs, ,STPs, BTPs and SEZs in Indias Export Module III: Foreign Trade Policy-2009-14 Special Focus Initiatives General Provisions Regarding Imports and Exports Promotional Measures Duty Exemption / Remission Schemes Export Promotion Capital Goods Scheme Module IV: Focus on Specific Growth Sectors Gems and Jewellery Leather and Footwear Apparel & Textiles Agriculture and Processed Food Marine Products Engineering Sector Pharmaceutical, Chemical and Allied Products Handicrafts, Carpets and Handloom IT Products Services Module V: Study of Specific Markets USA: World biggest importer and Exporter EU: Single Largest market Countries under Trade Promotion Program of Ministry of Commerce Focus Latin American Countries Focus African Countries Focus CIS Focus ASEAN + 2
Learning Methods:
Examination Scheme:
Components P1 C1 A H1 EE
Weightage (%)
10
10
05
70
Text & References:

Text: Garg Pawan Kumar, 2002, Export of Indias major products: Problem & Prospects, New Century Publications References: Foreign Trade Policy of India 2009-14. Annual Economic Survey of India Press Releases of Department of Commerce Garg Pawan Kumar, 2002, Export of Indias major products: Problem & Prospects, New Century Publications Foreign Trade Performance Analysis of Department of Commerce Pratima, Dikshit, Dynamics of Indian Export Trade, Deep & Deep Publications, 2002 Weiss Kenneth D., Building an Import/Export Business, 3rd Edition, Wiley Authors:, 2002 Website of Ministry of Commerce, www.commin.nic.in RBI Bulletins Newsletters of Trade Promotion Organisations and Export Promotion Councils.
CROSS CULTURAL MANAGEMENT AND MANAGEMENT OF MULTINATIONAL COMPANIES

The course seeks to impart understanding of Cross Cultural Management, so as to be able to relate it to managerial activity in the new geo-economy. The Course Contents provide exposure to the diverse management styles across the globe and impart understanding of different approaches to comparative analysis of each management style. The course study provides knowledge of mechanics of doing business abroad. The importance of cultural, economic, political and environmental aspects when doing business abroad is reinstated while highlighting the challenges, which management faces today in a global environment. The course also introduces the importance of Business Ethics and how it pertains to social responsibility of Cross Cultural Managers and the role ethics play in the management of transnational companies.
MIB 205
Credit Units: 04
Learning Outcomes:
Ability to integrate and apply concepts about managing in different work cultures. Appreciation cross-cultural and ethical issues faced by managers in global enterprises. Ability to understand the work culture and management style of Multi National Organisations. Enhance skill to manage international Business Negotiations Enhance the ability to work in groups. Provide opportunities for students to exercise leadership skills. Polish verbal and written communication skills, as well as presentation skills through projects.
Course Contents:
Module I: Introduction The Concept of International Comparative Management Definition of Culture and impact of the culture on International Business, Module II: Modalities of Cross-Cultural Dimensions Kluckhohn and Strodtbeck`s Cultural Dimension Hofstedes Cultural Dimensions Trompenaars Cultural Dimensions Hall and Halls Cultural Dimension Module III: Styles of Management and its impact on the International Business Japanese Style of Management German style of Management UK style of Management French style of Management Spanish style of Management Style of Management of United States companies Management Characteristics of West European Companies Styles of Management in African Countries Style of Management of Latin American Countries Indian style of Management Module IV: Cross Cultural Leadership Differences in managerial behaviour Cultural influences on leaders and their behavioural patterns Module V: Business Ethics with focus on Corporate Governance Business Ethics and Corporate Governance Business Ethics and Management of Change in the International Organisation Comparative Analysis of Cultural Patterns in Different Economics and the issues, which affect the good governance Module VI: Management of Multinational companies Management of Multinational Companies - Problems & Prospects of MNCs in an International environment
Module VII: Communication and International Negotiation Culture and Communication Major Obstacles to Intercultural Communication Nonverbal Communication Subtle art of negotiation Managing Negotiation with Multinational Companies
Learning Methods:
A series of lectures will impart information and be complemented by interactive tutor-led and student-led discussion. Teaching consists of 2 hours per week. The unit has thus been designed to use a variety of teaching methods that should help students to study the various aspects of international business environment. Formative tasks and presentations will enable students to build towards the completion of their assignment during the delivery of the unit.
Examination Scheme:
Text & References:

Text: Daniels, J. D. and Radebaugh, L. H. International Business: Environments and Operations, 10th Edition. Prentice-Hall, Inc., New Jersey. ISBN: 0-13-121726-7. (referred to as D&R) References: Hill, C. W. (2005). International Business: Competing in the Global Marketplace. McGraw-Hill Griffin, R. W. and Pustay, M. W. (2002). International Business: A Managerial Perspective. FT/Prentice Hall. 3rd edition. Griffin, R. W. and Pustay, M. W. (2005). International Business. FT/Prentice Hall. 4th edition. Hibbert, E. (1997). International Business Strategy and Operations. MacMillan Press Ltd. Henry, C. M. and Springborg, R. Globalization and the Politics of Development in the Middle East. Cambridge University Press. Rugman, A. M. and Hodgetts, R. M. (2003). International Business. 3rd Ed. Pearson Education Limited. ISBN: 0-273-67374-2. (referred to as R&H) Tayeb, M. (2003). International Management: Theories and Practice. Prentice Hall. Todaro, M. P. (2000). Economic Development, 7th Edition. Pearson Education Limited. ISBN: 0-20164858-X. Pandey, Janak, Sinha Durganand, Asian contributions to Cross-Cultural Psychology, SAGE Publications
INTERNATIONAL FINANCIAL MANAGEMENT

This course focuses on basic aspects of International Finance, International Financial Markets, and Emerging trends in financial markets.
MIB 206
Credit Units: 04
Learning Outcomes:
On the successful completion of the modules the student will be able to: Understand the basic concepts of International Finance Have a grasp of the workings of the financial and capital markets Analyse financial derivatives and Foreign exchange risk Develop the ability to implement the key forex activities strategically
Course Contents:
Module I: Basics of foreign exchange Definition, Meaning, Determination of foreign exchange Theories, International monetary system (impact) on European monetary system, Convertibility. Basic concepts of Balance of payments Module II: International Financial Market Introduction, relevant terminology, international financial market, how international financial markets are classified, the role of international financial markets, participants in international financial markets, location of international financial markets, financial intermediaries, the international monetary system, the changing financial landscape. Module III: Introduction to Derivatives Market, Future and Forwards Derivatives defined, Products, participants and functions ,Types of derivatives, Development of exchangetraded derivatives, Global derivatives markets, Exchange-traded vs. OTC derivatives markets, Futures Markets, Definition Of Futures, Difference Between Futures And Forwards, Introduction to options, Option terminology, Introduction to swaps, Interest Rate Swaps and Currency Swaps Module IV: The Role of the financial system and Banking theory The financial system and the real economy Role and functioning of International banks commercial banks and creation of money Building Societies, Central Banks , STC Module V: Emerging trends in International Finance Euro Market, Bonds Market, Euro Dollar, Petro Dollar, Banking: Investment Banking, Islamic Banking, Carbon Finance, Top 5 Trading Markets
Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits Extensive research projects, Seminars, the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Text & References:

L M Bhole, Financial Institutions and Markets, Fourth edition,2008 Siddaiah , Thummuluri, International Financial Management, Pearson Publications,2010 Copeland ,Laurence, Exchange Rates and International Finance,5th edition, Pearson Sharan V, International Financial Management, 5th edition. Journal of International Financial Management and Accounting
BUSINESS COMMUNICATION - II
This course is designed to hone the PR skills of the budding managers and enable them to be an integral part of the corporate communication network. The Verbal Communication (oral and written) will be the lingua franca of this endeavour.
MIB 242
Credit Units: 01
Course Contents:
Module I: Communication in Practice Verbal Communication Communication Networks Developing writing skills Inter- office communication The business letters E mail Netiquette (etiquette on the mail) Intra- office communication Memos Notices Circulars Agenda and Minutes Business Report writing Resume writing Module II: Cross Functional Communication Marketing/ Integrated marketing communication Project management communication Human Resource communication Financial Communication Module III: Communication for Public Relations Functions and activities of PR Reputation Management Building Corporate Image and Identity Negotiation Techniques
1. 2.
Examination Scheme:
Text & References:

Business Communication, Raman Prakash, Oxford The Oxford Handbook of Commercial Correspondence, Ashley A, Oxford Business Communication for Managers: An Advanced Approach, Penrose, Thomson Business Communication, Krizan, Thomson Understanding Human Communication, 9/e, Adler R Oxford
BEHAVIOURAL SCIENCE - II (BEHAVIOURAL COMMUNICATION AND RELATIONSHIP MANAGEMENT)

This course aims at imparting an understanding of: Process of Behavioural communication Aspects of interpersonal communication and relationship Management of individual differences as important dimension of IPR
MIB 243
Credit Units: 01
Course Contents:
Module I: Behavioural Communication Scope of Behavioural Communication Process Personal, Impersonal and Interpersonal Communication Guidelines for developing Human Communication skills Relevance of Behavioural Communication in relationship management Module II: Managing Individual Differences in Relationships Principles Types of issues Approaches Understanding and importance of self disclosure Guidelines for effective communication during conflicts Module III: Communication Climate: Foundation of Interpersonal Relationships Elements of satisfying relationships Conforming and Disconfirming Communication Culturally Relevant Communication Guideline for Creating and Sustaining Healthy Climate Module IV: Interpersonal Communication Imperatives for Interpersonal Communication Models Linear, Interaction and Transaction Patterns Complementary, Symmetrical and Parallel Types Self and Other Oriented Steps to improve Interpersonal Communication Module V: Interpersonal Relationship Development Relationship circle Peer/ Colleague, Superior and Subordinate Initiating and establishing IPR Escalating, maintaining and terminating IPR Direct and indirect strategies of terminating relationship Model of ending relationship Module VI: End-of-Semester Appraisal Viva based on personal journal Assessment of Behavioural change as a result of training Exit Level Rating by Self and Observer
Examination Scheme:
Components Weightage (%) SAP 20 A 05 Mid Term Test (CT) 20 VIVA 30 Journal for Success (JOS) 25
Text & References:

Vangelist L. Anita, Mark N. Knapp, Inter Personal Communication and Human Relationships: Third Edition, Allyn and Bacon Julia T. Wood. Interpersonal Communication everyday encounter Simons, Christine, Naylor, Belinda: Effective Communication for Managers, 1997 1st Edition Cassell Harvard Business School, Effective Communication: United States of America Beebe, Beebe and Redmond; Interpersonal Communication, 1996; Allyn and Bacon Publishers.
FRENCH - II
To enable the student to talk about his time schedule to talk about travel
MIB 244
Credit Units: 02
Course Contents:
Unit 3, 4: pp. 42 to 72: Contenu lexical: Unit 3: Emploi du temps 1. demander et donner lheure, des horaires 2. raconter sa journe 3. parler de ses habitudes au travail, de ses loisirs 4. dire la date, parler du temps quil fait 5. fixer rendez-vous (au tlphone par e-mail), rserver une table au restaurant Unit 4: Voyage 1. rserver une chambre dhtel, demander la note 2. expliquer un itinraire 3. parler de ses dplacements, situer sur une carte 4. exprimer un conseil, une interdiction, une obligation 5. acheter un billet de train, consulter un tableau dhoraires Contenu grammatical: 1. question avec quelle heure ? adjectifs dmonstratifs 2. verbes pronominaux au prsent, les prpositions et de : aller venir de 3. adverbes de frquence, pourquoi... ? Parce que ... ? 4. expression indiquant la date, verbes impersonnels 5. verbe pouvoir + infinitif, le lundi, lundi prochain 6. adjectifs possessifs (2), adjectif tout 7. impratif prsent (1), nombres ordinaux 8. questions avec est-ce que ? et en + moyen de transport, en/au+pays 9. verbes devoir+infinitif, il faut+ infinitif, il est interdit de 10. verbes : aller, venir, partir , questions avec do, o,par o, quel, de quel
Examination Scheme:
Text & References:

le livre suivre : Franais.Com (Dbutant)
GERMAN II
To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany Introduction to Grammar to consolidate the language base learnt in Semester - I
MIB 245
Credit Units: 02
Course Contents:
Module I: Everything about Time and Time periods Time and times of the day. Weekdays, months, seasons. Adverbs of time and time related prepositions Module II: Irregular verbs Introduction to irregular verbs like to be, and others, to learn the conjugations of the same, (fahren, essen, lessen, schlafen, sprechen und hnliche). Module III: Separable verbs To comprehend the change in meaning that the verbs undergo when used as such Treatment of such verbs with separable prefixes Module IV: Reading and comprehension Reading and deciphering railway schedules/school time table Usage of separable verbs in the above context Module V: Accusative case Accusative case with the relevant articles Introduction to 2 different kinds of sentences Nominative and Accusative Module VI: Accusative personal pronouns Nominative and accusative in comparison Emphasizing on the universal applicability of the pronouns to both persons and objects Module VII: Accusative prepositions Accusative propositions with their use Both theoretical and figurative use Module VIII: Dialogues Dialogue reading: In the market place At the Hotel
Examination Scheme:
Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre fr Auslnder P.L Aneja, Deutsch Interessant- 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2 Braun, Nieder, Schme, Deutsch als Fremdsprache 1A, Grundkurs
SPANISH II
To enable students acquire more vocabulary, grammar, Verbal Phrases to understand simple texts and start describing any person or object in Simple Present Tense.
MIB 246
Credit Units: 02
Course Contents:
Module I Revision of earlier modules Module II Some more AR/ER/IR verbs. Introduction to root changing and irregular AR/ER/IR ending verbs Module III More verbal phrases (eg, Dios Mio, Que lastima etc), adverbs (bueno/malo, muy, mucho, bastante, poco). Simple texts based on grammar and vocabulary done in earlier modules. Module IV Possessive pronouns Module V Writing/speaking essays like my friend, my house, my school/institution, myself.descriptions of people, objects etc, computer/internet related vocabulary
Examination Scheme:
Text & References:

Espaol, En Directo I A Espaol Sin Fronteras
JAPANESE - II
To enable the students to converse in the language with the help of basic particles and be able to define the situations and people using different adjectives.
MIB 247
Credit Units: 02
Course Contents:
Module I: Verbs Transitive verbs, intransitive verbs Module II: More prepositions More particles, articles and likes and dislikes. Module III: Terms used for instructions No parking, no smoking etc. Module IV: Adverbs Different adverbial expression. Module V: Invitations and celebrations Giving and receiving presents, Inviting somebody for lunch, dinner, movie and how to accept and refuse in different ways Module VI: Comprehensions Short essay on Family, Friend etc. Module VII: Conversations Situational conversations like asking the way, At a post office, family Module VIII: Illness Going to the doctor, hospital etc.
Learning Outcome
Students can speak the language describing above-mentioned topics.
Methods of Private study/ Self help

Handouts, audio-aids, and self-do assignments. Use of library, visiting and watching movies in Japan and culture center every Friday at 6pm.
Examination Scheme:
Text & References:

Text: Teach yourself Japanese. References: Shin Nihongo no kiso 1
CHINESE II
Chinese is a tonal language where each syllable in isolation has its definite tone (flat, falling, rising and rising/falling), and same syllables with different tones mean different things. When you say, ma with a third tone, it mean horse and ma with the first tone is Mother. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.
MIB 248
Credit Units: 02
Course Contents:
Module I Drills Practice reading aloud Observe Picture and answer the question. Tone practice. Practice using the language both by speaking and by taking notes. Introduction of basic sentence patterns. Measure words. Glad to meet you. Module II Where do you live? Learning different colors. Tones of bu Buying things and how muchit costs? Dialogue on change of Money. More sentence patterns on Days and Weekdays. How to tell time. Saying the units of time in Chinese. Learning to say useful phrases like 8:00, 11:25, 10:30 P.M. everyday, afternoon, evening, night, morning 3:58, one hour, to begin, to end .. etc. Morning, Afternoon, Evening, Night. Module III Use of words of location like-li, wais hang, xia Furniture table, chair, bed, bookshelf,.. etc. Description of room, house or hostel room.. eg what is placed where and how many things are there in it? Review Lessons Preview Lessons. Expression yao, xiang and yaoshi (if). Days of week, months in a year etc. I am learning Chinese. Is Chinese difficult? Module IV Counting from 1-1000 Use of chang-chang. Making an Inquiry What time is it now? Where is the Post Office? Days of the week. Months in a year. Use of Preposition zai, gen. Use of interrogative pronoun duoshao and ji. Whose??? Sweater etc is it? Different Games and going out for exercise in the morning. Module V The verb qu Going to the library issuing a book from the library Going to the cinema hall, buying tickets Going to the post office, buying stamps Going to the market to buy things.. etc Going to the buy clothes . Etc. Hobby. I also like swimming. Comprehension and answer questions based on it.
Examination Scheme:
Text & References:

Elementary Chinese Reader Part I Lesson 11-20
PRODUCTION AND OPERATION MANAGEMENT

Operations and Supply chain is an integral contributor to an organizations top and bottom line success. This course is based on a foundation in the theories and practice of management in businesses where operations and supply chain management are critical to success. These include product and process design, choosing appropriate technology, adopting efficient work methods, planning (including location and facilities layout), streamlining the flow of people and materials, and continuously improving the quality of the final product, in order to create internal and external customer value.
MIB 207
Credit Units: 04
Learning Outcomes:
Understand the nature of operations management in a given situation. Students will explain quality management, and apply quality management techniques to improve operations in a given situation. Students will select and justify appropriate facilities to ensure efficient provision of a product. Students will discuss the role of project management, and apply appropriate project management techniques in a given situation. Students will discuss performance management and determine appropriate performance measures for an operations system(s). Students will understand capacity management, apply techniques relating to resource planning, and recommend appropriate actions in a given situation. Students will apply an understanding of supply chain management, inventory management and materials management to given situations.
Course Contents:
Module I: Introduction Significance of POM in business POM model and its elements Scope of POM History of POM. Module II: Competitive Advantage through operations management Competitive Advantage through POM Critical factors for gaining competitive advantage QFD and linkage to Product / Service Design Operations models Operations strategy Voice of Customer and Integration into Operations Case discussion Module III: Products and Services Product levels, types, categories Product design and development Procedures Involved in Service Design and Rollout Commercial production and launch Support and up-gradation Case discussion Module IV: Quality Management Quality management SQT, AS, SQC, SPC and practical applications Case discussion Module V: Performance improvement in operations Latest techniques in operations management Just-In-Time technique Ergonomics and work study Lean and Six Sigma Concepts Use of Fishbone diagram, 5 Whys, 7 Ss etc Case discussion
Module VI: Operations Management in the Indian context Implementation of operations management techniques by Indian companies Case discussion
Learning Methods:
Examination Scheme:
Components Weightage (%) P1 10 C1 10 A 5 CT1 5 EE 70
Text & References:

Text: Norman Gaither & Greg Frazier, 2005, Operations Management - Thomson , South Western References: E Adam and Ronald J Ebert, 2005, Production and Operations Management, Prentice Hall of India Cecil Bozarth and Robert B. Handfield, Introduction to Operations and Supply Chain Management 2nd Edition, 2007 Roberta (Robin) Russell and Bernard W. Taylor, Operations Management: Creating value along the Supply Chain, 2007 Roberta (Robin) Russell and Bernard W. Taylor, Operations Management: Creating value along the Supply Chain, 6th Edition , Loose Leaf, 2008 Terry P. Harrison, Hau L. Lee, and John J. Neale, The Practice of Supply Chain Management: Where theory and application converge (International Series in Operations Research & Management Science), 2005 Sunil Chopra and Peter Meindl, Supply Chain Management: Strategy, Planning and Operations, 2000 David L. Taylor and David Brunt, Manufacturing Operations and Supply Chain Management: The LEAN Approach, 2000 John Tom Mentzer, Matthew B. Myers, and Theodore P. Handbook of Global Supply Chain Management, 2006
FINANCIAL MODELING AND SERVICES

The course aims to develop an understanding of the importance of Financial Modeling and techniques of financial modeling along with the skills for preparation and analysis of financial statements for better management planning and control. The goal is to make financial models that produce useful answers to economic questions. The assignments are designed to be similar to assignments students will encounter in their future jobs. Students may use any software they choose, however only Microsoft Excel is required. All assignments can be completed with Excel.
MIB 208
Credit Units: 04
Course Contents:
Module I: Deterministic Cash Flow Streams Compounding, Present value, Internal rate of return, Financial Applications Fixed Income Securities: duration and convexity, bond portfolios, immunization Term structure of interest rates Applications: capital budgeting, dynamic cash flows, valuation of a firm Module II: Derivative Securities Forwards, futures, and swaps Models of asset dynamics Basic options theory Additional options topics Interest rate derivatives Module III: General cash flow streams Optimal portfolio growth General investment evaluation Module IV: Loan amortization schedules Meaning and Importance Preparation and Calculation of Interest Use of Microsoft Excel in Preparation of Schedules Module V: Mutual fund performance and style analysis Meaning and Importance Types Analysis of MF on NAV Analysis of returns Systematic Investment Plan Use of Microsoft Excel in Analysis

The basic approach is to learn by lectures. We will organize small learning groups, who will work together to solve problems in class. We then discuss the problem solutions. This is interspersed with lecture segments when needed. There will also be occasional outside speakers, who will explain how they use course topics in their work.
Examination Scheme:
Texts & References:

David Luenberger Investment Science by, Oxford University Press, 1998. Wayne Winston Financial Models Using Simulation and Optimization II by Palisade Corp (pub), 2nd edition, 2002, Gupta, Ambrish(May 25, 2009) Financial Accounting for Management: An Analytical Perspective. 3rd Edition. Pearson Education Chandra P., Financial Management, Tata Mc-Graw Hill Education
Khan MY & Jain PK, Financial Management, Tata Mc-Graw Hill Education Ramchandran N, Kakani Ram Kumar- Financial Accounting for Management.2nd Edition. Tata Mc Graw hill
MARKETING TOOLS AND TECHNIQUES

This course is a review and integration of all marketing concepts, tools, and techniques. This course enables students to apply their acquired marketing knowledge and skills to actual business problems and opportunities. Utilizing the case study method, students will analyze marketing situations from a managerial perspective and suggest practical marketing strategies
MIB 209
Credit Units: 04
Learning Outcomes:
Define strategic marketing and understand the concepts and tools involved in strategic marketing planning. Understand marketings role in the organization and in society. Evaluate competition and help an organization develop a competitive advantage. Understand how to survive and excel using crisis management techniques if confronted with an organizational crisis. Appreciate customer satisfaction and consumer excellence. Recognize the importance of branding and its implications. Value relationship marketing and the concept of a lifelong relationship with customers
Course Contents:
Module I: Strategic Marketing The Role of Marketing in an Organization Strategic Marketing Plans SWOT Analysis How to Analyze a Case Study DECIDE Module II: Branding Components of a Brand Significance of a Brand to Consumers Creating a Brand Module III: Creating Competitive Advantage Competitor Analysis Competitive Strategies Balancing Customer and Competitor Orientations Module IV: Relationship Marketing Relationship Marketing - Building & Strengthening Bonds with Customers How Individuals and Organizations Develop Relationships Preventing Customer Defection The Customer/Vendor Relationship Module V: Managing Marketing Information to Gain Customer Insights Developing Marketing Information Marketing Research Analyzing and Using Marketing Information Module VI: Crisis Management Contingency Plans Reactive versus Proactive Exemplary Organizations Which Survived a Crisis Module VII: Current Marketing Theory and Trends Special Topics Highlighting Recent Research Strategic Marketing in the News

The methods of teaching utilized are class discussions of case studies, group presentations of case analysis, and analysis of an actual marketing opportunity. The recommended perspective of the class is to have students assume the role of consultants. The role of the instructor should be that of a moderator, facilitating and encouraging interaction. The synergy that results from this technique is very effective. The first third of the semester is devoted to analyzing Harvard Business cases. One case is assigned per class period and the entire
class discusses strategies and implications of that case. For the second third of the semester, students will also be required to work in small groups on a case study. For each class, a different group will analyze a selected case study and present their recommendations to the class in written and oral form. After the presentation, other class members will ask questions regarding the decision and strategic ramifications which require the group to defend their position. The last third of the semester will be devoted to the actual marketing problem. Students are responsible for reading and analyzing cases for each class as designated on the course outline. Students are expected to take a very active role in the discussion of case studies. Because the process of learning in this class is contingent upon the intensity of student discussions, students are strongly encouraged to share their interpretation and recommendations about the cases
Examination Scheme:
Components Weightage (%) Case Study and Group Analysis 10 Presentation Attendance 5 5 Strategic Plan/ Research Project 10 EE 70
Text & References:

Kotler. P and Keller. K , P.USA, 2005. Marketing Management: Analysis, Planning, Implementation, and Control, 12th ed., Prentice-Hall Kotler. P, P.Asia, 2003. Marketing Management, 11th ed., Prentice-Hall Hart, Norman A, The CIM Marketing Dictionary, 5th, Butterworth-Heinemann, USA, 1998 Johannsen. H and Terry. G, International Dictionary of Management, Kogan Page, India, 2002 Ramaswamy V.S., P.1990. Marketing Management: Global Perspective, 4th ed., Macmilan Kotler P, Armstrong G, Saunders J and V Wong, London, 2001. Principles of Marketing, 3rd European ed. Pearson Education Winer Russell S, Marketing Management, 3rd ed., Pearson Keller, Kevin. Lane, P., 2008. Strategic Brand Management, 3rd ed., Pearson Crisis Management: Planning for the Inevitable : Steven Fink Relationship Marketing: New Strategies, Techniques and Technologies to Win the Customers You Want and Keep Them Forever : Ian H. Gordon
INTERNATIONAL HRM
The main objective of this paper is to familiarize the participants about the implications of the globalization process, challenges that changes in the international economy have presented. Some challenges are felt at the level of the firm and comprise the opportunities and constraints that the process of globalization presents to the managers within the firms. National Business Systems continue to differ from one and another, and their presence of these differences means that firms manage their wok forces in nationally distinct ways.
MIB 210
Credit Units: 04
Learning Outcomes:
On the successful completion the syllabus student will be able to To discuss the concept of globalization To examine the implications of national cultural differences for management action To examine the extent to which firms have become globally dispersed To become familiar with the main influences on the international strategy To consider the features of host countries that influence the nature of restructuring in the post merger period To become familiar with terms knowledge and knowledge transfer To outline the factors that influence the recruitment and selection of international managers To consider the strategic space for rewards To understand the concept of corporate social responsibility and its application at the international level To understand workforce diversity, corporate culture etc
Course Contents:
Module I: The Context for International Human Resource Management Globalization and International HRM. National Systems and management action. Internationalization of firms. International strategy and structure in MNCs. Module II: The diffusion of International HRM in MNCs Transfer of HR practices in MNCs. Cross- border merger and acquisitions. Internationalisation and developing countries Module III: The management of international HR practices in MNCs Knowledge management and international HRM International management development. Recruitment of selection of international managers. International pay and reward. Module IV : International corporate social responsibility and employment relations. HRM and corporate social responsibility. Codes of conduct; mandatory or voluntary. The countervailing power of NGOs Labour regulation in a global economy. Module V: Workforce diversity, corporate culture and evolution of Global Business Diversity and diversity management. Single person and working mothers. Women in Business. Dual- career families Workers of colour. Older workers. People with disabilities. Evolution of Global business. Domestic Vs international HRM
Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back
ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Text & References:

Text: International Human Resource Management- Tony Edwards & Chris Rees: Pearson, 2008. References: Human Resource Management Wayne Mondy: Pearson, 2010 Human Resource Management- David Lepak & Mary Gowan: Pearson, 2009 Human Resource Management- Snell & Bohlander: Cengage, 2007 Managing Human Resource- Cynthia D. Fisher, Lyle F. Schoenfeldt and James B. Shaw: Cengage, 2006 In Search of The Right Personnel- Manas K. Mandal: Macmillan, 2008. Strategic Human Resource Management- Jeffrey A. Mello: Thomson, 2007.
INTERNATIONAL STRATEGIC MANAGEMENT

International Strategy is a term used to describe strategic activities of firm operating across borders. It is a distinct area of management. Global is a new replacement for the term International. Hence International Strategy and Global Strategy are sometime used interchangeably. International Strategic Management is relatively new and dynamic discipline and requires strong relationship with other areas of management. A new strategic initiative can not be successfully implemented unless it is supported by all the other functional areas of the organization like production, finance, HR. marketing, material management and quality etc. International Strategic Management is thus deeply interwoven with other aspects of business management. The aim of this course is to give learner an understanding of theory and principles of strategic management with a wider perspective towards Global Strategic Thinking. The course presents a process of developing and implementing a strategic plan within an organization for international business
MIB 301
Credit Units: 04
Learning Objective:
At the end of the course, the student will be able to: Understand the concepts of strategy and strategic management Learn its role in International Business Management Conduct strategic analysis for making right strategic choices Develop strategic alternatives Make right choices of strategies and effectively implement them. Understand contemporary thoughts and practices in strategy implementation as well as other advance issues in Strategic Management.
Course Contents:
Module I: Introduction & Basic Concepts Introduction and Course Overview, Concept of Strategy and Strategic management, Nature of International Strategic Management, Evolution of Strategic Management Strategic Management Process- strategic choices, strategy into action, Levels of Strategy Module II: Role of environment on strategy Value chain analysis External environment Macro & Micro environment Opportunities & threats Global business environment Internal Environment Strengths & weaknesses strategic gaps Present strategies, Capabilities & Core Competencies. Module III: Vision, Mission, Business Definition, Goals and Objectives of Global Companies Module IV: Evolution of Global Corporation Why do firms Internationalize /Globalize, Phases of Global strategy, Global Strategic Planning/ Management, Problems in IS Planning, Corporate Social Responsibility as strategy Module V: Global Strategic Analysis- Building strategic alternatives & choices Porters 5 Force Model, ETOP & SAP Profile, SWOT/TOWS Matrix, BCG, GE Nine Cell Matrix Module VI: Formulation, Implementation, Evaluation and Control of International Strategies Generic strategies, Grand strategies, Corporate/Business/Functional strategies,
International strategic alliances. Operationalising and Institutionalizing strategy, Strategic leadership, Managing culture in a global organization, Strategic evaluation and control, Goal flow down processes, Balanced Score Card Module VII: Current trends and Contemporary ConceptsBlue ocean, White space, disruptive strategy etc., Concept of strategic intent-view of Hamel & Prahlad. Why restructuring? Numerator and Denominator Management as expressed by Hamel & Prahlad, Turn around strategy
Learning Methods:
Various teaching and learning styles will be used in this module. Lecturing will be used in a number of classes to clarify background information. Interactive discussions will be used to help students learn from each other. Case studies will be used as a basis for reinforcing ideas, improving oral presentation skills, improving written communication skills, and develop an appreciation for team participation.
Examination Scheme:
Text & References:

Strategic Management: A Methodical Approach, by A.J. Rowe, E. Dickel, R.O. Mason and N.H. Snyder, Addison Wesley, New York, 2003 T L Wheelen and J D Hunger. (2000), Strategic Management, Addison-Wesley Publishing Pearce John A & Robinson Richard B, Strategic Management: Formulation, Implementation and Control, McGraw Hill, 11th Edition Johnson & Scholes, 2008, Exploring Strategic Change, Pearson Higher Education, 3rd Edition B. De Wit and R. Meyer 2004, Strategy-Process, Content, Context, West Publishing. Strategic Management Journal. Academy of Management Journal. F. Tau 1995, The responsiveness of information technology to business strategy formulation An empirical study, Journal of Information Technology David Fred R (2009), Strategic Management: Concepts and Cases, Prentice Hall India, 12th Edition Kamel Mellahi, J George Frynas & Paul N. Finlay (2005), Global Strategic Management, Oxford University Press
RISK AND INSURANCE IN INTERNATIONAL TRADE

The course aims at making the students conversant with risk of cross border business (Trade, Investments and Long Term Projects) and the techniques available for mitigating those risks. The role of Insurers and the products and services offered by them would help equip the students with decisions making tools.
MIB 302
Credit Units: 04
Learning Outcomes:
At the end of the course, the student will be able to: Understand the concept of risk in business management Learn various techniques available to assess and mitigate those risks Develop strategic alternatives Evaluate different kinds of risks and their impact on different areas
Course Contents:
Module I: Risk Management Overview Concept of Business Risk Meaning of Business Risk Nature of Business Risk Causes of Business Risk Types of Business Risk including International Risk Module II: Identification of Risk Sources of Risk Measurement of Risk Kinds of exposures Module III: Types of Risk Political Risk Credit Risk Interest Rate Risk Transport Risk Foreign Exchange Risk Module IV: Evaluation of Risk Evaluation of exposures Basic strategies for evaluation of Risk Exercise on evaluation of Risk Module V: Mitigating Risk Management Payment Risk UCP 600 Cases URC 522 Cases Module VI: Marine Insurance Concept of Marine Insurance Content of Marine Policy Laws governing Marine Insurance Kinds of Losses Need for cargo Insurance Principles Governing the Contract of Insurance Types of Insurance Documents Risks Coverage Claim Procedures Liability Insurance Module VII: Modern Techniques of Risk Management Concept of Risk Management Techniques Identifying Risk Management Techniques
Types of Techniques Module VIII: Developing Strategies for Alternatives Risk Management Alternatives Strategy Development and Implementation
Learning Methods:
Examination Scheme:
Text & References:

Text:
Singh MP & Chopra VS, 2005, Risk Management in International Trade, Universal Publishers, 1st Edition References: Shapiro A C, 2004, Multinational Financial Management, Prentice Hall of India Jain P K, Peurard J and Yadav S, 2003, International Financial Management, Prentice Hall of India E C G C Brochures and Marine Risk Policy
WTO AND INTERNATIONAL REGULATORY ENVIRONMENT

The primary objective of this course is to provide the students with a thorough understanding of the global, economic, political and legal environment prevalent in international trade. The major focus of this course is to highlight the international norms and regulatory bodies for enhancing global trade. Finally the students will be able to analyze the various nuances associated with international trade.
MIB 303
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Understand the concept of global and national regulatory environment in business management Appreciate the role of various bodies in the international regulatory environment Evaluate the various measures taken by different nations to regulate their business environments Impact of WTO agreements in regulating trade in developed and developing countries
Course Contents:
Module I: Business and its Environment Relevance and scope of regulating International Business Measures to regulate Trade in the advent of Globalization Internal and External Environment P.E.S.T.E.L Analysis Module II: Global and National Business Environment Relevance of Classical Theory in regulating International Trade - Theory of Absolute Advantage and - Theory of Comparative Cost Advantage Theory of Competitive Advantage Export Marketing, Pricing and Distribution Dynamics of Extractive Economies, Developed Economies and Developing Economies Import Substitution vis--vis Export Substitution Module III: Protectionism and International Trade Determination of Tariff Types of Tariff & Role Effective Rate of Protection Welfare effect: Small nation vis a vis large nation FTA , NAFTA, LAFTA, SAFTA, EEC, ASEAN SEZs, EOUs, STPs , EXIM Policy to FTP Module IV: International Trading Environment and Rules Governing International Trade under WTO Multilateral and Plurilateral Trading System and the legal framework - MFN and NTC clauses Unfair Trade Practices and Barriers to Trade (Non technical) Agreements on Antidumping Subsidies and countervailing measures Pre-shipment Inspections Module V: Measures to Regulate Trade Environment Sanitary and Phyto Sanitary Measures Technical Barriers to Trade, Safeguards and Rules of Origin Agreement on Agriculture Trade Related Intellectual Property Rights (TRIPS) Trade Related Investment Measures (TRIMS) General Agreements on Trade and Services Dispute Settlement Mechanism
Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture
methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Text & References:

Exports of Indias Major Products: Problems and Products, Oxford University Press, 2001, Pawan Kr Graga Chauhan Sandeep-GATT to WTO Deep & Deep Publication Pvt. Ltd., 2001 Edition Verma M.L -Foreign Trade Management in India, Vikas Publishing House, 2002 Prasad, H Ashok, ed., Exim dynamic of service and WTO, Common Wealth Publishers, New Delhi,1996 Mathur, Vibha, WTO and India, New Century, New Delhi, 2005 Garg, Hema, W T O and regionalism in world trade, New Century, New Delhi, 2004 Mattoo, Aditya, Ed., India and the WTO, Rawat Publications, Jaipur, 2004 Das, Bhagirath Lal, WTO and the multinational trading system, Book Well, New Delhi, 2003 Hoekman, Bernard, Development trade & the WTO: a handbook, The World press, Washington, 2002 Bhandari Surendra WTO and Developing Countries-Deep and Deep Publication Bhagirath Lal Das-An Introduction to the WTO Agreements-Third World Network and Zed Books, Anne O Krueger WTO as an International Organisation Oxford University Press. Shenkar, Oded & Yadang Lou, (2004) International Business, John Wiley & Sons Cherunilum, Francis (2002) Business Environment Text & Cases, 12th Ed. Himalya Publishing House. Lori Wallach, Michelle Sforza, (1999),The WTO: five years of reasons to resist corporate globalization Elimma Ezeani, (2010),The WTO and its development obligation: prospects for global trade Bhagirath Lal Das, (2003)WTO: the Doha Agenda : the new negotiations on world trade T. K. Bhaumik, (2006),The WTO: a discordant orchestra Aaditya Mattoo, Robert Mitchell Stern, (2000),India and the WTO Asif Hasan Qureshi, (2008), Interpreting WTO agreements: problems and perspectives Debroy Bibek, 2005, Economic and Social Environment, Oscar Publications
BUSINESS COMMUNICATION - III

Actions speak louder than words. Every business communicator needs to understand the nuances of body language and voice. This course is designed to enable the young Amitian to decipher the relevance of Kinesics, Proxemics and Para Language that cater to the fundamental requirements of effective business presentations and speeches.
MIB 342
Credit Units: 01
Course Contents:
Module I: Non-Verbal Communication Principles of nonverbal communication Kinesics Proxemics Paralanguage and visible code Module II: Speaking Skills Pronunciation drills (Neutralizing regional pulls) Conversational English Guidelines to an effective presentation Module III: Interviews and GDs
Examination Scheme:
Text & References:

Business Communication, Raman Prakash, Oxford Business Communication for Managers: An Advanced Approach, Penrose, Thomson Business Communication, Krizan, Thomson Understanding Human Communication, 9/e, Adler R Oxford
BEHAVIOURAL SCIENCE - III (LEADING THROUGH TEAMS)

This course aims to enable students to: Understand the concept and building of teams Manage conflict and stress within team Facilitate better team management and organizational effectiveness through universal human values.
MIB 343
Credit Units: 01
Course Contents:
Module I: Teams: An Overview Team Design Features: team vs. group Effective Team Mission and Vision Life Cycle of a Project Team Rationale of a Team, Goal Analysis and Team Roles Module II: Team & Sociometry Patterns of Interaction in a Team Sociometry: Method of studying attractions and repulsions in groups Construction of sociogram for studying interpersonal relations in a Team Module III: Team Building Types and Development of Team Building Stages of team growth Team performance curve Profiling your Team: Internal & External Dynamics Team Strategies for organizational vision Team communication Module IV: Team Leadership & Conflict Management Leadership styles in organizations Self Authorized team leadership Causes of team conflict Conflict management strategies Stress and Coping in teams Module V: Global Teams and Universal Values Management by values Pragmatic spirituality in life and organization Building global teams through universal human values Learning based on project work on Scriptures like Ramayana, Mahabharata, Gita etc. Module VI: End-of-Semester Appraisal Viva based on personal journal Assessment of Behavioural change as a result of training Exit Level Rating by Self and Observer
Examination Scheme:
Text & References:

Organizational Behaviour, Davis, K. Hoover, Judhith D. Effective Small Group and Team Communication, 2002,Harcourt College Publishers LaFasto and Larson: When Teams Work Best, 2001, Response Books (Sage), New Delhi Dick, Mc Cann & Margerison, Charles: Team Management, 1992 Edition, viva books
J William Pfeiffer (ed.) Theories and Models in Applied Behavioural Science, Vol 2, Group (1996); Pfeiffer & Company Smither Robert D.; The Psychology of Work and Human Performance, 1994, Harper Collins College Publishers
FRENCH - III
To furnish linguistic tools to talk about work and problems related to work to perform simple communicative tasks (explaining a set back, asking for a postponement of appointment, give instructions, place orders, reserve) to master the current social communication skills oral (dialogue, telephone conversation) Written (e-mails, reply to messages)
MIB 344
Credit Units: 02
Course Contents:
Unit 5, 6: pp. 74 to 104 Contenu lexical: Unit 5: Travail 1. manger au restaurant, comprendre un menu, commander 2. engager une conversation tlphonique 3. parler de sa formation, de son exprience, de ses comptences 4. Raconter des vnements passes 5. consulter sa boite e-mails, rpondre aux messages Unit 6: Problmes 1. identifier un problme, demander des prcisions 2. expliquer un contretemps, dplacer un rendez-vous 3. demander de laide (par tlphone, par e-mail) 4. donner des instructions 5. expliquer un problme, suggrer une solution Contenu grammatical: 1. futur proche, articles partitifs, un peu de, beaucoup de, une bouteille de, un morceau de 2. pronoms COD, venir de + infinitif, verbes appeler (au prsent) 3. pass compos avec avoir, affirmatif et interrogatif, savoir et connatre 4. pass compos avec tre, accord du participe pass, ngation 5. pronoms COI, tre en train de 6. nerien, nepersonne, neplus, nepas encore, quest-ce que/ quest-ce qui/qui est-ce que/qui est-ce qui 7. pass compos des verbes pronominaux 8. si/quand+prsent, neplus, ne pas encore 9. impratif prsent (2) place du pronom et verbes pronominaux 10. trop/pas assez, verbe devoir au conditionnel prsent
Examination Scheme:
Text & References:

GERMAN - III
To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany
MIB 345
Credit Units: 02
Course Contents:
Module I: Modal verbs Modal verbs with conjugations and usage Imparting the finer nuances of the language Module II: Information about Germany (ongoing) Information about Germany in the form of presentations or Referat neighbors, states and capitals, important cities and towns and characteristic features of the same, and also a few other topics related to Germany. Module III: Dative case Dative case, comparison with accusative case Dative case with the relevant articles Introduction to 3 different kinds of sentences nominative, accusative and dative Module IV: Dative personal pronouns Nominative, accusative and dative pronouns in comparison Module V: Dative prepositions Dative preposition with their usage both theoretical and figurative use Module VI: Dialogues In the Restaurant, At the Tourist Information Office, A telephone conversation Module VII: Directions Names of the directions Asking and telling the directions with the help of a roadmap Module VIII: Conjunctions To assimilate the knowledge of the conjunctions learnt indirectly so far
Examination Scheme:
Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre fr Auslnder P.L Aneja, Deutsch Interessant - 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1,2 Braun, Nieder, Schme, Deutsch als Fremdsprache 1A, Grundkurs
SPANISH III
To enable students acquire knowledge of the Set/definite expressions (idiomatic expressions) in Spanish language and to handle some Spanish situations with ease.
MIB 346
Credit Units: 02
Course Contents:
Module I Revision of earlier semester modules Set expressions (idiomatic expressions) with the verb Tener, Poner, Ir. Weather Module II Introduction to Gustarand all its forms. Revision of Gustar and usage of it Module III Translation of Spanish-English; English-Spanish. Practice sentences. How to ask for directions (using estar) Introduction to IR + A + INFINITIVE FORM OF A VERB Module IV Simple conversation with help of texts and vocabulary En el restaurante En el instituto En el aeropuerto Module V Reflexives
Examination Scheme:
Text & References:

Espaol, En Directo I A Espaol Sin Fronteras -Nivel Elemental
JAPANESE - III
To enable the students to converse in the language with the help of basic verbs and to express themselves effectively and narrate their everyday short encounters. Students are also given projects on Japan and Japanese culture to widen their horizon further. Note: The Japanese script is introduced in this semester.
MIB 347
Credit Units: 02
Course Contents:
Module I: Verbs Different forms of verbs: present continuos verbs etc Module II More Adverbs and adverbial expressions Module III: Counters Learning to count different shaped objects, Module IV: Tenses Past tense, Past continuous tense. Module V: Comparison Comparative and Superlative degree Module VI: Wishes and desires Expressing desire to buy, hold, possess. Usage in negative sentences as well. Comparative degree, Superlative degree. Module VII: Appointment Over phone, formal and informal etc.
Learning Outcome
Students can speak the language and can describe themselves and situations effectively They also gain great knowledge in terms of Japanese lifestyle and culture, which help them at the time of placements.
Handouts, audio-aids, and self-do assignments. Use of library, visiting and watching movies in Japan and culture center every Friday at 6pm.
Examination Scheme:
Text & References:

CHINESE III
Foreign words are usually imported by translating the concept into Chinese, the emphasis is on the meaning rather than the sound. But the system runs into a problem because the underlying name of personal name is often obscure so they are almost always transcribed according to their pronciation alone. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.
MIB 348
Credit Units: 02
Course Contents:
Module I Drills Dialogue practice Observe picture and answer the question. Introduction of written characters. Practice reading aloud Practice using the language both by speaking and by taking notes. Character writing and stroke order Module II Measure words Position words e.g. inside, outside, middle, in front, behind, top, bottom, side, left, right, straight. Directional words beibian, xibian, nanbian, dongbian, zhongjian. Our school and its different building locations. What game do you like? Difference between hii and neng, keyi. Module III Changing affirmative sentences to negative ones and vice versa Human body parts. Not feeling well words e.g. ; fever, cold, stomach ache, head ache. Use of the modal particle le Making a telephone call Use of jiu and cal (Grammar portion) Automobiles e.g. Bus, train, boat, car, bike etc. Traveling, by train, by airplane, by bus, on the bike, by boat.. etc. Module IV The ordinal number di Mei the demonstrative pronoun e.g. mei tian, mei nian etc. use of to enter to exit Structural particle de (Compliment of degree). Going to the Park. Description about class schedule during a week in school. Grammar use of li and cong. Comprehension reading followed by questions. Module V Persuasion-Please dont smoke. Please speak slowly Praise This pictorial is very beautiful Opposites e.g. Clean-Dirty, Little-More, Old-New, Young-Old, Easy-Difficult, Boy-Girl, Black-White, BigSmall, Slow-Fast etc. Talking about studies and classmates Use of it doesnt matter Enquiring about a student, description about study method. Grammar: Negation of a sentence with a verbal predicate.
Examination Scheme:
Text & References:

Elementary Chinese Reader Part I, Part-2 Lesson 21-30
SUMMER INTERNSHIP
Course Code: MIB 350 Credit Units: 09
There are certain phases of every Interns professional development that cannot be effectively taught in the academic environment. These facets can only be learned through direct, on-the-job experience working with successful professionals and experts in the field. The internship programme can best be described as an attempt to institutionalize efforts to bridge the gap between the professional world and the academic institutions. Entire effort in internship is in terms of extending the program of education and evaluation beyond the classroom of a university or institution. The educational process in the internship course seeks out and focuses attention on many latent attributes, which do not surface in the normal class room situations. These attributes are intellectual ability, professional judgment and decision making ability, inter-disciplinary approach, skills for data handling, ability in written and oral presentation, sense of responsibility etc. In order to achieve these objectives, each student will maintain and submit a file (Internship File) and a report (Internship Report).
INTERNSHIP FILE
The Internship File aims to encourage students to keep a personal record of their learning and achievements throughout the Programme. It can be used as the basis for lifelong learning and for job applications. Items can be drawn from activities completed in the course modules and from the workplace to demonstrate learning and personal development. The File will assess the students analytical skills and ability to present supportive evidence, whilst demonstrating understanding of their organization, its needs and his/her own personal contribution to the organization. The File is essentially a comprehensive documentation of how one proceeds while working on the assignment and should be regularly checked by the faculty guide/ supervisor, issues discussed with the students, doubts if any clarified and signed as having done so. This will form the basis of continuous evaluation of the project. The File will include five sections in the order described below. 1. 2. 3. 4. The Title Page An Internship Experience Report the Students Name, name of internship organization, name of the Supervisor/Guide and his/her designation, date started and completed, and number of credits for which the report is submitted. Table of Content An outline of the contents of the file by topics and subtopics with the page number and location of each section. Introduction Short, but should include how and why the student obtained the internship experience position and the relationship it has to their academic/professional and career goals. Main Body Should include a brief summary/ executive summary of the Internship Project Report that the student has worked on, an analysis of the company/organization in which the student is working, a personal review of the students management skills and how they have been developed through the programme, the daily tasks performed, major projects contributed to, dates and hours spent on a task, observations and feelings, meetings attended and their purposes, listing of tools and materials and their suppliers, and photographs if possible of projects, buildings and co-workers. Appendices Include pamphlets, forms, charts, brochures, technical and descriptive literature, graphs and other information related to your Internship experience.
5.
INTERNSHIP REPORT
The Internship Report is the research report that the student has to prepare on the project assigned by the organization. (Incase a student is not assigned a specific research project in the organization, he has to select any one aspect of the organization and prepare a research report on it). The lay out of the report should be as per the standard layout prescribed by the organization wherein the student undertakes the Internship. In case, there is no layout prescribed by the organization the following components should be included in the report: Title or Cover Page The title page should contain Project Title; Students Name; Programme; Year and Semester and Name of the Faculty Guide. Acknowledgements Acknowledgment to any advisory or financial assistance received in the course of work may be given. It is incomplete without students signature. Abstract
A good "Abstract" should be straight to the point; not too descriptive but fully informative. First paragraph should state what was accomplished with regard to the objectives. The abstract does not have to be an entire summary of the project, but rather a concise summary of the scope and results of the project. It should not exceed more than 1000 words. Table of Contents Titles and subtitles are to correspond exactly with those in the text. Introduction Here a brief introduction to the problem that is central to the project and an outline of the structure of the rest of the report should be provided. The introduction should aim to catch the imagination of the reader, so excessive details should be avoided. Materials and Methods This section should aim at experimental designs, materials used (wherever applicable). Methodology should be mentioned in details including modifications undertaken, if any. It includes organization site(s), sample, instruments used with its validation, procedures followed and precautions. Results and Discussion Present results, discuss and compare these with those from other workers, etc. In writing this section, emphasis should be laid on what has been performed and achieved in the course of the work, rather than discuss in detail what is readily available in text books. Avoid abrupt changes in contents from section to section and maintain a lucid flow throughout the thesis. An opening and closing paragraph in every chapter could be included to aid in smooth flow. It is to be noted that in writing the various secions, all figures and tables should as far as possible be next to the associated text, in the same orientation as the main text, numbered, and given appropriate titles or captions. All major equations should also be numbered and unless it is really necessary, do not write in point form. While presenting the results, write at length about the the various statistical tools used in the data interpretation. The result interpretation should be simple but full of data and statistical analysis. This data interpretation should be in congruence with the written objectives and the inferences should be drawn on data and not on impression. Avoid writing straight forward conclusion rather, it should lead to generalization of data on the chosen sample. Results and its discussion should be supporting/contradicting with the previous research work in the given area. Usually one should not use more than two researches in either case of supporing or contradicting the present case of research. Conclusion(s) & Recommendations A conclusion should be the final section in which the outcome of the work is mentioned briefly. The students should check that their work answers the following questions: Did the research project meet its aims (check back to introduction for stated aims)? What are the main findings of the research? Are there any recommendations? Are there any conclusion on the research process itself? Implications for Future Research This should bring out further prospects for the study either thrown open by the present work or with the purpose of making it more comprehensive. Appendices The Appendices contain material which is of interest to the reader but not an integral part of the thesis and any problem that have arisen that may be useful to document for future reference. References References should include papers, books etc. referred to in the body of the report. These should be written in the alphabetical order of the author's surname. The titles of journals preferably should not be abbreviated; if they are, abbreviations must comply with an internationally recognised system. Examples For research article
Voravuthikunchai SP, Lortheeranuwat A, Ninrprom T, Popaya W, Pongpaichit S, Supawita T. (2002) Antibacterial activity of Thai medicinal plants against enterohaemorrhagic Escherichia coli O157: H7. Clin Microbiol Infect, 8 (suppl 1): 116117. For book Kowalski,M.(1976) Transduction of effectiveness in Rhizobium meliloti. SYMBIOTIC NITROGEN FIXATION PLANTS (editor P.S. Nutman IBP), 7: 63-67 The Layout Guidelines for the Internship File & Internship Report A4 size Paper Font: Arial (10 points) or Times New Roman (12 points) Line spacing: 1.5 Top and bottom margins: 1 inch/ 2.5 cm; left and right margins: 1.25 inches/ 3 cm
Examination Scheme:
A. Internship Report (Research/ Problem based) 1. Introduction / Objectives 2. Methodology 3. Knowledge/ Comprehension of the problem/ issue & critical Discussion of relevant literature 4. Analysis of Issues & Problems 5. Data handling 6. Conclusions / Recommendations, Future Implications 7. Presentation & Organization B. Presentation & Viva Total C. D. E. F. G. H. I. Diary Faculty/ Student Contact Background Research & Preparation for Case Study Final Case Study Synopsis Analysis Report Writing Skills and Upgradation of Techniques of Research Methodology Total K. Internship proposal L. Mid Term & Final Evaluation (Including invitation for corporate Meet) M. Questionnaire on Organisation vision on Training & Development 10 15 05 15 10 20 15 30 120 10 15 10 10 10 20 25 100 10 10 10
Total
Grand Total
30
250
STRATEGIC BRAND MANAGEMENT

The main objective of the course is to provide a fundamental understanding of the underlying dimensions of creating, measuring, analyzing and managing a brand. The course will also provide practical tools to develop and implement winning product and brand strategies in an array of customer and competitive contexts.
MIB 304
Credit Units: 04
Learning objectives:
Provide an appreciation of the role of branding in consumers daily experiences, in addition to creating shareholder value Augment students ability to think creatively and critically about the strategies and tactics involved in building, leveraging, defending, and sustaining brands Encourage the application of branding principles, strategies and decisions
Course Contents:
Module: I Concept of Brand Defining Brand Creating a strong brand Identification of opportunity for branding and Brand Management Process The role of branding and branding strategies needed at different stages in the evolution of the market, Brand awareness Perceived Quality Brand Loyalty Special branding categories: Service brands, Private labels, Industrial brands, Luxury brands, Heritage brands, Internet brands, TOM (Top of mind recall) brands. Module II: Market Research and Brand Valuation Defining Brand Equity Building Brand Equity Choosing brand elements to build brand equity Customer based brand equity Understanding and Measuring brand equity using Aaker, Keller, Kapferer, Young and Rubicum, Interbrand methodologies (methods of brand valuation); Monitoring brands The Brand Report Card Module III: Brand Extension Reasons for extending the brand Economic consequences of Brand Extension The Brand Kernel Advantages and disadvantages of Brand Extension Choosing the right brand extension Brand Revitalization Brand Deletion Module IV: Brand Architecture Brand product matrix Brand Hierarchy Branding Strategies Choosing the appropriate branding strategy Module V: Brand Identity and Positioning Brand Identity Identity and Image The six facets of Brand Identity Sources of Identity The Positioning concept Perceptual Mapping Positioning Strategies Module VI: Managing brands across geographical boundaries
Rationale for going international Advantages and disadvantages of Global Marketing Programs Standardization Vs Customization Global Brand Strategy
Examination Scheme:
Test & References:

Keller, Kevin Lane (2007), Strategic Brand Management. Wheeler, Alina (2009), Designing Brand Identity: An Essential Guide for the Whole Branding Team. Kapferer, Jean-Nol (2008),The New Strategic Brand Management: Creating and Sustaining Brand Equity Long Term. Temporal, Paul(2010), Advanced Brand Management: Managing Brands in a Changing World. Heding, Tilde, Knudtzen (2009), F.Charlotte & Bjerre Mogens, Brand Management: Research, Theory and Practice. Keller, Kevin Lane (2007), Best Practice Cases in Branding for Strategic Brand Management. Elliott, Rosenbaum Richard, Percy, Larry and Pervan, Simon (2011), Strategic Brand Management. Loken, Barbara, Ahluwalia, Rohini & Houston, Michael (2009), Brands and Brand Management: Contemporary Research Perspectives (Marketing and Consumer Psychology Series.
SALES AND DISTRIBUTION MANAGEMENT

The course introduces the student to the various aspects of salesmanship and trends with the principle objective of developing skills in the identification, analysis and solution of the problems encountered in the theories and practice of sales and distribution management. Further the course focuses on sales skills required for a salesman to get growth in an organization at different levels.
MIB 305
Credit Units: 04
Learning Outcomes:
On the completion of the module the student will be able to: Know the sales management in the corporate world, sales managers and sales organisations and get acquainted with the skills required in completing the sales. Undertake research into various selling situations leading to negotiations. Know how sales strategies are framed in lieu with forecasting methods and territories allocated with the permitted budget. Determine the size of sales force, staffing and appraisal of sales force. Know the ways of motivating and compensating salesman. Know the relationship between sales management and distribution management. Learn how sales management and distribution channels work together to manage the demand and supply side of operations.
Course Contents:
Module I: Sales Management Skills and Career Introduction to sales management Nature and importance of sales management, Role and skills of sales manager, Types of salesman and sales manager, Sales management organizations and positions, Role of specialization in sales organization, Objectives of sales management, Life of a salesman and career, Linkage between sales and distribution management Module II: Relationship Building and Sales Buying decision process Consumer Psychology and sales Maintaining relationships and preparation for sales Selling process, Presentation methods, Lead generation and types Negotiation skills Sales forecasting and budgeting Time management and Territory management Assigning people to territory Sales quota and target setting Module III: Sales Planning and HRM Sales planning, Staffing and training salespeople Motivation and Compensation design for a sales force Controlling the sales force Evaluation of the effectiveness of sales force Sales force expenses management and cost control Ethical legal and social responsibilities of sales force personnel Module IV: Distribution channels and their Role in Sales Process Use of excel sheet in sales, Sales in different products and services, Distribution channels and their role, Formats of channels, levels, service channels, Designing channels and management of conflict, power in channels Sales and role of logistics
Module V: Sales and Use of Information technology Use of information in sales and distribution and its linkage Software application in various industries International sales and distribution management
Examination Scheme:
Text & References:

Still, R Richard., Cundiff D Edward., Norman Govoni.,2008., Sales Management.,5th ed., Prentice Hall India Futrell Charles M. , 2008., Fundamentals of Selling 10th ed.,Tata Mcgraw Hill ,India Pnada Tapan K., 2008, Sales and Distribution Management, 2nd ed., Oxford, India Havaldar Krishna K., Cavale Vasant M., 2010., Sales and Distribution Management, text and cases., 7th ed., Tata Mcgraw- Hill, India
INTEGRATED MARKETING COMMUNICATION

To provide a comprehensive view of the theoretical and practical aspects in Integrated Marketing Communications To ensure that students obtain an extensive and in-depth knowledge of the disciplines. To explain the techniques and approaches for the analysis, planning, implementation, delivery and evaluation of the marketing communication process. To provide students with an insight into each of the six primary promotional mix, i.e. advertising, direct marketing, internet and mobile marketing, sales promotion, public relations & personal selling. To explain the interdependence and the significance of mixed media. To prepare students for a career in Integrated Marketing Communications and for further study for professional qualifications. The understanding about the marketing communication tools and implement them in designing marketing communication strategies. Describe business advantages to internet marketing and Summarize how to optimize websites and market featured products.
MIB 306
Credit Units:04
Learning Outcomes:
An IMC course one learns about connecting brands with consumers and other stakeholders and thus developing effective relationship with them. Similarly other programs like mass communication, advertising, PR etc. focuses just on one discipline. The IMC program explores all the communication disciplines like consumer behavior, advertising, DM, internet and mobile marketing, sales promotions, events, exhibitions and PR.
Course Contents:
Module I Introduction of Marketing Communication and Advertising-Overview of marketing communication, Factors affecting the marketing communication mix, Integrated Marketing Communication, Ethical issues in marketing communication. Module II Advertising as a Management Function, Advertising objectives and planning - Meaning Definition and objectives of Advertising, Role of Advertising in the Marketing Process. Consumer Orientation in Advertising, Advertising agency: Function & types. Creative strategy - Target market & creative objective,Various appeals and execution Styles, advertising Appeals, Creative format & creation stage, Copy testing and plagnosis. Module III Types of Advertising, Methods of Classification. General idea of what Great Advertising Thinkers say-both Indian and foreign, Print advertising, Electronics advertising, outdoor advertising, direct mail advertising. Current developments in advertising. Media mix-print, broad cast (T.V. & Radio), Cinema, Outdoor, Direct Mail advertising, and Internet. Module IV Sales Promotion- Concept, Tools and Techniques, Point-of- Purchase Advertising, Celebrity Advertising and Sponsorships, Event Marketing, mobile marketing, Direct Marketing , Database Marketing. Module V Internet Marketing- Introduction and Business advantages ,The importance of how you present your company online, Adwords and search engine advertising, Email marketing & how it builds your internet marketing and your online presence, Newsletters & how to integrate internet marketing with them.
Learning Methods:
The course is covered by adopting a combination of lecture methods, class presentations of case-studies by groups of students. Each students required to participate management games, extensive research projects and field visit for internal evaluations.
Examination Scheme:
Text & References:

Text: Clow, K. & Baack, D., Integrated Advertising and Promotion and Marketing Communications, 3rd ed., Prentice Hall, New Delhi, 2007. References Belch, G. and M. Belch. Advertising and Promotion: An Integrated Marketing Communications Perspective, 6th Ed, McGraw-Hill, Singapore, 2004. Blyth, J., Using advertising and promotion to build brands, Pearson, New York, 2000. Brannan, Tom, A Practical Guide to Integrated Marketing Communications, Kogan, Lon-don, 1995. Chunnawala, Advertising Management, Himalaya publishing house. Duncan, Tom and Sandra Moriarty, Driving Brand Value: Using Integrated Marketing to Drive Stakeholder Relationships, McGraw-Hill, Burr Ridge, Illinois, 1997. Fill, Chris, Marketing Communications, Prentice-Hall, London, 1995. Gronstedt, Anders and Lisa Siracuse, The ABCs of IMC: Building Blocks for Integrated Marketing Communications, Advertising Research Foundation, New York, New York, 1998. Fill, C., Marketing communications, frameworks, theories and applications, Prentice Hall, Harlow, England, 2002. Kitchen, P., Public Relations: Principles and Practice, Thomson Business Press, London, 2001.
DIGITAL MARKETING
The aim of the Digital Marketing is to provide practitioners with knowledge about digital marketing technologies and their applications. The 16 modules are structured in a logical order and their content addresses everything that's happening in the fast-moving world of digital marketing. Because of this, the final content may change to reflect developments. Students will gain an applied understanding of: How digital marketing supports achievement of marketing objectives How, in practice, to apply the key technologies, tools and techniques of digital marketing to improve their marketing effectiveness The potential application of online marketing tools within the marketing communications mix.
MIB 307
Credit Units: 04
Learning Outcomes:
Upon completion of the course, students will be able to: Plan and implement the introduction of digital technologies and techniques for marketing Continuously improve the contribution of digital technologies to their organisation.
Course Contents:
Module I: The digital marketing landscape Learning outcome To assess the relevance of digital marketing to an organization and its markets. Competencies developed Distinguish between different applications of digital marketing from the many digital channels that are available Evaluate the impact and opportunities of online communications including new developments such as Web 2.0 and social media Assess the risks of implementing digital marketing programmes Module II: Understanding the digital customer Learning outcome To understand research approaches to determine the characteristics and buyer behaviour of consumers using digital media. Competencies developed Learn about the various sources of data and information on the digital customer Assess the different ways and approaches to carrying out customer research including quantitative and qualitative surveys Review the data available from third-party information suppliers Describe the principles of web analytics and other methods of evaluating online customers Module III: Data and database applications Learning outcome Data drives digital marketing. The outcome is to appreciate the major issues in collecting, managing, storing and using customer data within digital marketing. Competencies developed Understand the complexities of customer contact and behavioural data Understand how that data should be stored and the implications when it is not integrated Understand how that data can drive more customised communications through segmentation and profiling Module IV: Planning an integrated digital marketing campaign Learning outcome To define a structured approach to planning for digital marketing and to understand the key planning differences between acquisition and retention marketing. Competencies developed Define the benefits of an annual digital marketing plan Assess the relevance of different forms of digital marketing planning Create an annual digital marketing plan Create a plan for the digital elements of a specific marketing campaign Module V: Principles of website design: customer experience and usability Learning outcome Understand the different facets of web design needed to create an effective customer experience and business returns for different types of organisation. Competencies developed
To apply the principles of effective website design for marketing To develop a brief for website creation and enhancement Review agency creative for a company site or campaign microsites Module VI: Planning and managing website development Learning outcome Understand the technologies and user-centred design processes needed for successful websites. Competencies developed To review the relevance of new web design innovations and standards To review contracts for website creation and enhancement Select and effectively manage a web design agency Module VII: Search engine marketing Learning outcome To explain best practice for the search engine marketing (SEM) channel including techniques for implementing natural and paid SEM. Competencies developed Ability to plan, execute, measure and budget for SEM Evaluate the advantages and disadvantages of the different forms of SEM Module VIII: Email marketing Learning outcome An understanding of the relevant technologies, marketing applications and regulatory controls needed to deliver results from email marketing. Competencies developed Ability to plan, execute, measure and budget for effective email marketing campaigns Awareness of the commercial and marketing applications of email Evaluate the advantages and disadvantages of the different forms of email marketing for customer acquisition and retention Module IX: Display advertising Learning outcome An understanding of the online advertising, formats, technologies, ad-servers and media buying models together with controls needed to effectively deliver results from the display ad channel. Competencies developed Ability to plan, execute, measure and budget for effective online advertising activity Module X: Mobile marketing Learning outcome An understanding of the relevant technologies, marketing applications and regulatory controls needed for effective mobile marketing. Competencies developed Ability to plan, execute, measure and budget for effective mobile marketing campaigns Module XI: Online PR and social media Learning outcome Develop an understanding of how the digital environment changes the nature of traditional PR practices and why Online PR should become part of your digital communications strategy. Competencies developed How to plan, integrate and execute online PR activities within your digital marketing and traditional PR plans Module XII: Affiliate marketing Learning outcome Develop an understanding of the affiliate channel, technologies, remuneration models and controls needed to effectively deliver results from an affiliate marketing programme. Competencies developed Ability to plan, execute, measure and budget for effective affiliate marketing activity Evaluate the advantages and disadvantages of affiliate marketing Module XIII: Producing great digital creative: copy and design Learning outcome To understand approaches to creativity and design needed to produce effective creative. Competencies developed Understanding what makes effective online creative Understanding the processes by which creative concepts are produced, amended, approved and produced Understanding the principles of creative evaluation
Module XIV: Regulation, permission and codes of practice Learning outcome To understand all aspects of law and codes governing digital marketers and digital marketing campaigns. Competencies developed Assess the relevance of the range of legislation and codes affecting today's digital marketer Apply the law to achieve the best results from compliant digital marketing plans / campaigns Module XV: Controlling and optimizing digital marketing campaigns Learning outcome Develop approaches for measuring and improving web marketing performance onsite acquisition, conversion and retention. Competencies developed Formulate a strategy for website performance measurement Develop key performance indicators for your own digital marketing Manage and optimise e-acquisition, conversion and retention Module XVI: Future gazing Learning outcome Develop an understanding of the opportunities for deploying emerging digital marketing media and techniques including digital and interactive TV, IPTV, digital radio, viral marketing and virtual worlds. Competencies developed Ability to assess the opportunities, plan, execute, measure and budget for tomorrow's digital world Evaluate the advantages and disadvantages of emerging digital media
Examination Scheme:
Components Weightage (%) Presentation 5 Project 15 Viva 5 Attendance 5 Externals 70
Text & References:

Jerry Wind, Vijay Mahajan, Wind Publishing, 2001, Digital Marketing: Global Strategies from the World's Leading Experts David Meerman Scott, 2nd Edition, The New Rules of Marketing and PR Avinash Kaushik, 1st Edition, 2010, Wiley Publications Inc. Web Analytics 2.0: The Art of Online Accountability and Science of Customer Centricity Chaffey, 4th Edition, Prentice Hall, Internet-Marketing Ward Hanson, South Western Collage Publication, Principles of Internet Marketing Godfrey Parkin, 2009, New Holland Publications, Digital Marketing: Strategies for Online Success
MERGERS, ACQUISITIONS AND RE-STRUCTURING

The course aims to make students learn how to analyze the mechanisms underlying the creation (and destruction) of value in mergers, acquisitions and corporate restructuring. The students will learn to examine the reasons to acquire, choice of target and recognition of the anticipated challenges, risks and pitfalls of the approach. They will also study some instances of corporate restructuring, whether they are driven by strategic considerations or external pressures, and again, the potential sources of value creation, risks and challenges.
MIB 308
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Identify the key issues and concepts of mergers and acquisitions Understand the major strategies that underlie most M&A transactions Examine the necessary conditions for value to be created Assess various case studies to analyse valuation strategies, pre and post merger issues and challenges
Course Contents:
Module I: Basics of Mergers and Acquisition Various Forms of Corporate Restructuring, Objectives of mergers, types of mergers, Horizontal, Vertical, Conglomerate. The Merger and Acquisition Process. Amalgamation as per AS-14. Competition Bill 2002, SEBI regulations on Takeovers in India (Takeover Code) Module II: Types of Mergers, Strategies De-merger, spin offs, split ups, split offs, Reverse Merger. Difference between De-merger and Reverse Merger. Takeover Tactics, Takeover Defenses, Preventive Anti-takeover Measures, Corporate Charter Amendments, Golden Parachute, Active Anti-takeover Defenses. Role of Merchant Bankers in Mergers & Acquisition Module III: Valuation and M&A Firm Valuation Models on Merger & Acquisition: (a) DCF Model, (b) Comparable Company, (c) Book Value, (d) Adjusted Book value (e) Three Stage growth model, Swap Ratio, Valuation Practices in India, LBO, MBO Module IV: Taxation Aspects in M&A Tax Implications: Tax Concession to amalgamated company, tax concession to amalgamating company in case of Merger & Acquisition. Tax aspects related to demergers. Module V: Post Merger Analysis, Applications and Cases Success and failure of Merger & Acquisition, post merger issues and challenges. Cases on Mergers and Acquisitions: Indian and International context.
Learning Methods:
Examination Scheme:
Text & References:

J. Fred Weston, Kwang S. Chung, Susan E. Hoag, PHI, Mergers, Restructuring and Corporate Control Rajeshwer C H, 2004, Merger and Acquisition - New Perspectives ICFAI Press
CORPORATE TAX PLANNING

This course aims at making students conversant with the concept of corporate tax planning, Indian tax laws and their implications for corporate management. It will provide understanding of direct tax including rules pertaining to and application to different business situations. It will make students understand the principles underlying service tax and the basic concepts of VAT.
MIB 309
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Understand the Tax environment and types of taxation therein Compute income and tax under the specifies heads in the Indian corporate tax system Develop the ability to file company returns and meet the legal norms and procedures.
Course Contents:
Module I: Basic concepts, nature and scope of tax management Nature, objectives of tax management; financial year; corporate tax in India: corporate tax rates; assessment of tax; assessee: types of companies; residential status and tax incidence; tax concession and incentives for corporate decision; tax planning for depreciation; treatment of losses & unabsorbed items; carry forward and set off losses; tax and business reorganization: merger and amalgamation; tax appeals. Module II: Tax Planning and Financial Management Decisions Meaning of tax planning and management, tax evasion and tax avoidance; scope of tax planning and management in the corporate sector; justification of corporate tax planning and management; tax planning considerations in relation to business; tax planning for new business: tax planning with reference to location, nature and form of organization of new business. Tax planning relating to capital structure decision, dividend policy, inter-corporate dividends and bonus shares; tax planning and managerial decisions : tax planning in respect of own or lease, sale of assets used for scientific research, make or buy decisions; repair, replace, renewal or renovation, and shutdown or continue decisions. Module III: Tax on individual income and Wealth tax Salaries; standard deduction; valuation of perquisites; calculation of tax; tax deductible at source; assessee types: residential status non-resident. Scheme of wealth tax; assets to be included in net wealth; exempted assets; valuation of assets; wealth tax liability: assessment and penalties. (Theory &Problems); appeals: review, revision and rectification Module IV: Service tax, VAT Applicability and services covered; valuation of taxable services for service tax; payment of service tax; registration; furnishing of return; maintenance of record; other obligations. Basic concept of VAT; how VAT operates; merits& demerits of VAT; a brief overview of state level VAT in India. (VAT is not to be studied with reference to any particular State VAT Law.) Module V: Double Taxation, Transfer Pricing Double taxation relief, Bilateral relief, International treaties for double taxation avoidance, Provisions related to transfer pricing, meaning and computation of arms length price, methods of computation, meaning of associated enterprise, meaning of international transaction

Examination Scheme:
Text & References:

Dr. Girish Ahuja & Dr. Ravi Gupta Simplified Approach to Corporate Tax Planning & Management (Bharat Law House 10th edition), 2009. Singhania V K & Singhania Monica, Corporate tax planning and Business tax procedures, Taxmann publications 2009 Girish Ahuja and Ravi Gupta Corporate Tax Planning & Management Bharat Law House 2007 John E. Karayan, Charles W. Swenson, and Joseph W. Neff, Strategic Corporate Tax Planning, Kindle Edition, 2002 Kaushal Kumar Agrawal, Corporate Tax Planning, 6th Ed., Vol. 1, 2007 Rajeev Puri, Corporate Tax Planning and Management, 2003 R.N. Lakhotia, Corporate Tax Planning Handbook, 2006 George Brode, Tax Planning for Corporate Tax Planning for Corporate Acquisitions. 2003 Cumulative Supplement, No. 2, 2003 Ghosh, R.K. & Saha, S., Income Tax Rules, Taxman ND 2007 Singhania V K, 2007, Direct Taxes Planning and Management, Taxmann. Taxmann's statutory manual for chartered accountants, company secretaries, cost and works accountants, advocates. - New Delhi: Taxmann, 2007 Ready Recknor Taxmann, 2007
MANAGEMENT OF FINANCIAL SERVICES

This course introduces the concept and scope of financial services and discusses various financial services within the financial system. It also gives us an idea about the new concepts in financing.
MIB 310
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Understand the basic concepts of different types of financial services Understand regulatory framework for these services and Analyze the practical applications of these services
Course Contents:
Module I: Introduction to Financial Services & Merchant Banking Financial Services: Concept and scope of financial services functions concerning public and private placement of capital issues Merchant banking functions modes of earning capitals from domestic and foreign markets recent development in capital markets SEBI guidelines of merchant banking in India. Marketing of financial services and pricing of financial services. Module II: Non banking finance companies (NBFCs) & Mutual Funds NBFC: Scope and meaning importance of NBFC's in India and their growth. Mutual fund services concept, need and scope types of schemes Recent SEBI guidelines for mutual funds. Module III: Leasing, Hire- purchase and Consumer Credit Leasing: Overview Legal and tax aspects, Evaluation of leasing. Hire purchase: Legal framework and taxation aspects financial evaluation of Hire Purchase Finance, consumer credit. Module IV: Other financial services Other financial services: Factoring and forfeiting, factoring in India concepts and forms of Bills discounting , Bills discounting Vs. Factoring , Housing finance , Insurance services , venture capital financing-,Credit rating methodology and process, symbols and credit rating agencies. Module V: Stock exchange operations & Regulatory framework Stock exchange operations, trading and settlement mechanism and Regulatory framework within the financial system.

Examination Scheme:
Text & References:

Khan, M.Y., Financial Services, TMH, 2004 Bhole L M ,Financial Institutions and Markets , Fourth edition Fabozzi, Frank J, Foundation of financial markets and institutions,3rd,Tata McGraw Hill, New Delhi,2006 Auerbach, Robert D, Money, Banking and Financial Markets, Macmillan Publishing Co.; New York and Collier MacMillan Publisher; London. Avadhani, V.A, Investment and Securities Market in India, Bombay, Himalaya Publishing House. Khan, M.Y, Indian Financial System Theory and Practice; New Delhi. Vikas Publishing House
Mishkin, Frederics, S, The Economics of Money Banking and Financial Markets; HarperCollins Publisher; New York K. Sriram, Hand book of leasing, hire purchase & factoring
CREDIT APPRAISAL AND PROJECT FINANCING

Project finance is used to finance billions of dollars of capital-intensive projects annually. This increasingly critical financial technique relies on the cash flows of a specific project, not the cash flows of a corporation or third party guarantor, to service debt and provide investor returns. Not all projects can support project financing. Project finance is a specialized financial tool requiring both proper structuring and risk mitigation.
MIB 311
Credit Units: 04
Learning Outcomes:
To understand the elements the business and its credit-worthiness to make sound business and credit decisions To understand what project finance is, why it is used, and how it is used. What the necessary elements are that support the use of project finance to include contractual agreements, technology, sponsors, risk identification and mitigation, sources of capital,
Course Contents:
Module I: Overview of Credit Analysis Objectives, Credit Risk, Credit Analysis, Seven Cs, Credit Analysis Process, Lending Process: Credit Process, Documentation, Loan Pricing and Profitability Analysis, Regulations. Module II: Financial Statement Analysis Objectives, Introduction, Ratio Analysis, Liquidity Ratios, Turnover Ratios, Profitability Ratios, Leverage Ratios, Market Ratios, Objectives, Introduction, Elements of Cash Flow Statement, Direct Method, Indirect Method, Interpreting Cash Flows. Non financial analysis, Economy analysis, Industry analysis, Business analysis Module III: Characteristics and Analysis of Project Finance Objectives, Assessing the project cost, Means of financing projects, Estimation of project cash flows, Use of free and equity cash flow valuation for assessing projects, Financial Analysis: Break-even point analysis, decision tree, scenario analysis and sensitivity analysis, Module IV: Project Finance Parties to a Project Financing, Necessary Contracts, Environmental Consideration, Political and Regulatory Background, Senior Debt Banks, Insurance Companies, Public Markets; Mezzanine Debt; Equity - Financial Equity, Strategic Equity Module V: Economic Aspect of Project Development Project Development, Project Development: Government's Perspective, Infrastructure Projects, Credit Enhancement, Financial Model, Real Options Analysis, Specialized Credit Enhancements

Examination Scheme:
Text & References:

Prasanna Chandra, Projects: Planning, Analysis, Selection, Financing, Implementation And Review (5th Edn.), Tata McGraw Hill DD Mukherjee, Credit Appraisal, Risk Analysis & Decision Making, (5th Edn.), Snow White Publications Machiraju, Project Finance, Vikas Publishing House Gatti, Project Finance in Theory and Practice, 1st Edn., Elsevier
Hrishikesh Bhattacharya, Banking Strategy, Credit Appraisal, 1st Edn., Oxford University Press K Nagarajan, Elements of Project Management, New Age International D Van Well Stam, Project Risk Management, Kogan Page Limited
RECRUITMENT, SELECTION, TRAINING AND DEVELOPMENT

The main Purpose of this paper is to familiarize the participants understanding the applicability and techniques of Recruitment, Selection, Training and Development in any organisation on global context. A Broader and wider perspective is undertaken in relation to the management of employment relationship. The module is designed to understand the role of HR Planning, development and its effective link to policies and strategic practices in organisation for effective people management right from forecasting the requirement of employees to the effective development.
MIB 312
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Identify the key issues of Selection, training and development Understand the factors effecting recruitment due to mergers, acquisitions & globalisation Appreciate the various tools of training and structured training programmes in organisation Forecast demand & supply of human resources, training and development
Course Contents:
Module I: Introduction to Recruitment Introduction and Importance of Recruitment Resource Recruitment Function In-House or External. Choosing the Labour Market Human Resource Planning- Aggregate and Succession Primary Responsibility for Recruitment Activities. Response Handling and Decision Making Using the Right Technique for Recruitment Module II: Employee Selection Defining the Requirements Person Specifications and Competencies. Competency Framework and Competencies-Based Person Specification Attracting People and Promotion Product Screening and Interviewing People Ability Tests, Personality Tests and Administration of Tests. Psychometric Testing. Continuous Evaluation and Reviews. Psychometric Test Quality and Choice. Graphology, Assessment Centers, Checks and Offers. Module III: Trends Effecting HRM and Requirement of Training Training and Development Process. Context of Training and Development. Benefits of Training and Development Training Design Off-the-job/On-the-job Training Methods. Technology-Based Training Methods Module IV: Managerial Effectiveness & Training The Costs and Benefits of Training. Training Evaluation Management Development Training Programs Training Trends and Best Practices Module V: Retaining Human Resource Strategic Compensation Management Global Dilemma, Managing Transnational Team Equal Opportunities and Discrimination. Design and Re-design of Work systems
Learning Methods:
Examination Scheme:
Text & References:

Gareth Roberts . (2008) Recruitment and Selection. Jaico, Roberts Gareth, 2008, Recruitment and Selection, Jaico Cynthia D. Fisher, Lyle F. Schoenfeldt and James B. (2006) Managing Human Resource Shaw. Cengage . Alan M. Saks and Robert R. Haccoum. (2008) Performance Management through Training and Development Cengage. Gary Dessler & Biju Varkkey. (2010) Human Resource Management. Pearson Education Snell & Bohlander.( 2007) Human Resource Management. Cengage Learning David Lepak & Mary Gowan (2009) Human Resource Management. Pearson Education Aswathappa, (2006) Human Resource and Personnel Management. The McGraw-Hill. Manas K Mandal. (2008) In Search of the Right Personnel: Macmillan Dalessio, A. and Silverhat, T. (1994) Combining Bio-data Test and Interview information; Predicting Decisions and Performance Criteria, Personal Psychology. Vol. 47, 303-315. King, S. ( 1995 ) Graphology: Writing on the Wall, Management Development Review, Vol. 7, No. 5, 2628 Kapur, P.K., Khurana, Dinesh and Seth, Ashish (2008), Chapter 12, In Search of The Right Personnel: Macmillan India Ltd. Terpestra, D. (1996) Recruitment and Selection: The Search For Effective Methods, HR Focus 16-17, May.
PERFORMANCE APPRAISAL AND POTENTIAL EVALUATION

The main purpose of this paper is to understand the applicability and techniques of performance appraisal and potential evaluation on global context. A Broader and wider perspective is undertaken in relation to the management of employment relationship. The module is designed to understand the role of HR Planning, development and its effective link to policies and strategic practices in organisation for effective people management.
MIB 313
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Identify the key issues of potential evaluation and performance appraisal. Understand the factors effecting performance appraisal and performance management Various tools of performance measurement and performance appraisal Management by objectives, role of HR personnel in Performance appraisal
Course Contents:
Module I: Introduction to Performance Appraisal Definition & concept, The process of performance appraisal, Challenges of Performance appraisal, Performance Appraisal and Development, Performance Appraisal Approaches, Current trends in Performance Appraisal. Summary, Review Questions & Case Studies Module II: Evaluation of Management Systems Definition and Concepts of Performance Management Systems and feedback, Difference between performance appraisal and Performance management, Pre- requisites for an effective Performance Appraisal System, Need and Objective of Appraisal Systems, Tools and aids for evaluation of performance, Legal Issues. Summary, Review Questions & Case Studies Module III: Methods and importance of Performance Management Balanced Scorecard and Performance Management, Importance and Scope of Performance Management, Different methods of Performance Appraisal, Rating Errors & Tools for improvement, Steps for effective Performance Appraisal System. Summary, Review Questions & Case Studies Module IV: Management by Objectives Management by Objectives Appraisal Schedule, Problems with PA Forms Monitoring Employees on the Job International Applications Competency Mapping Summary, Review Questions & Case Studies Module V: IT and Performance Appraisal Use of IT in Performance Appraisal, Performance Appraisal Software, Electronic Performance Monitoring, Potential Appraisal, Potential Appraisal Form, Self Appraisal form
Learning Methods:
Examination Scheme:
Text & References:

A.S.Kohli, T.Deb. (2008), Performance Management. Oxford University press. Gary Cokins. (2009). Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics. John Wiley and Sons.
Elaine D. Pulakos, (2009) Performance Management: A New Approach for Driving Business Results. Wiley-Blackwell. Arup Varma, Pawan S. Budhwar, Angelo S. DeNisi. (2008) Performance management systems: a global perspective. Taylor & Francis. Beck, Robert C. (2000) Motivation theories and principles Pearson Education, New Delhi. Cascio, Wayne F. (2003) Managing Human Resource. Tata McGraw Hill, New Delhi. Ivancevich, John M, (2004) Human resource management. Tata McGraw Hill, New Delhi. T. Venkateswara Rao, (2004) Performance management and appraisal systems: HR tools for global competitiveness. SAGE
Online Articles: DSP Dev Kumar, PERFORMANCE APPRAISAL: The Importance of Rater Training. (2005) Journal of the Kuala Lumpur Royal Malaysia Police College, No. 4 http://rmpckl.rmp.gov.my/Journal/BI/performanceappraisal.pdf Hafiz Muhammad Ishaq, Muhammad Zahid Iqbal & Arshad Zaheer, Effectiveness of Performance Appraisal: Its Outcomes and Detriments in Pakistani Organizations. Volume 10, Number 3 (2009)European Journal of Social Sciences http://col.aiou.edu.pk/articleandguideline/ejss_10_3_15.pdf http://performance-appraisals.org/Bacalsappraisalarticles/ Online Journal: http://www.performance-management.us http://www.performance-management.us/performance/
ORGANIZATION BEHAVIOUR
Human Behaviour is at the core of all organizational processes and particularly so for todays modern organizations. The course is designed to develop an understanding of behavior of an individual in organizational setting. Topics covered include: Diagnosis and Prediction of Individual and Interpersonal Behaviour; Power and Politics, Leadership, Inter-Personal Skill, Motivation and Attitude, Groups and Teams, Conflict, Collaboration and Stress Management, Organizational Design and Culture.
MIB 314
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Identify the key issues in Organizational Behaviour. Understand the factors of globalization, effect on Organizational Behaviour. Impact of changing trends in Organizational structure, Organizational Culture and functioning Identify and analyze issues related to work and motivation, attitude, conflict and collaboration in organization Understand Group Dynamics and Team Working Management and Leadership
Course Contents:
Module I: Understanding OB Definition of Management, Importance of Interpersonal Skills, Managers Functions, Roles and Skills, Introduction to Organizational Behaviour: Definition, Importance, Scope, Fundamental Concepts of OB, Different models of OB, OB in the context of Globalization and Workforce Diversity Module II: Understanding Individuals and Interpersonal behavior Learning Process Approaches to Learning, Behavior Modification Techniques, Socialization & Feedback, Personality & Attitudes: Meaning of Personality, Development of Personality Attributes of Personality, Personality Traits, Five Models of Personality, Importance of Values - Transactional Analysis Ego states Johari window Attitude, Nature and Dimensions of Attitude Developing the right Attitude Module III: Perception and Motivation Definition, Concept and Process of Perception, Elements of Perception, Factors Influencing Perception, Linkage between Perception and Individual Decision Making. Definition & Importance of Motivation, Motives Characteristics, Classification of Motives Primary General & Secondary Motives. Theories of Motivation Content and Process Theories of Motivation, Global Implications of Motivation Module IV: Group Dynamics, Teams and Leadership Group Dynamics: Definition, Stages of Group Development, The Five Stage Model Group Cohesiveness, Types of Group- Formal and Informal Groups, Teams vs Group, Types of Group, Group Processes and Decision Making, Dysfunctional Groups. Understanding Leadership: Definition & Importance of Leadership, Difference between Leader and a Manager, Leadership Styles, Models and Theories of Leadership- Trait Theories, Behavioural Theories, Contingency Theories Module V: Managing Conflict, Negotiation, Power & Politics Organizational Power and Politics: Definition of Power Concept, Bases of Power, Distinction Between Power, Authority and Influence, Power Tactics, Impression Management, Dysfunctional Uses of Power, Global Implication of Power and Politics. Conflict: Concept, Sources, Types, Functionality and Dysfunctionality of Conflict, Classification of Conflict, Intra, Individual, Interpersonal, Intergroup and Organizational, Conflict, Approaches to Conflict Management and Collaboration Negotiation, Bargaining Strategies, Negotiation Process Module VI: Organizational Structure and Organizational Culture Understanding Organizational Structure, Various Organizational Structures- Centralization, Decentralization, Flat and Tall Structure, Departmentalization, Behavioral Implications of different Organizational DesignOrganizational Climate - Organizational Culture - Organizational Effectiveness
References:
Learning Methods:
Examination Scheme:
Text & References:

Moorhead,G.O. Organisational Behaviour, Managing 7th Edition, Biztantra,2007 Harris, O.J. Organisational Behaviour, 4th Edition, Jaico Publication, 2006 Ivanavich, J.M. Organisational behaviour and Management, 7th Edition, Tata McGrawHill, 2006 Robbin, S.P.et.al. , 2007. Organisational Behaviour. 12th Edition, Pearson. Agarwal, R.D. Organisation and Management, Tata McGraw Hill, 2006 Hellri, Sloaime, Woodman L.: Organisational Behaviour Pub. By Thomson Learning. Davis Kenth : Human Behaviour at Work by Tata Mc Graw Hills. Luthans, F., 2009. Organisational Behaviour, TMC Graw Hills. Pareek, U. 2009.Understanding Organizational Behavior .2nd ed. Oxford. Parikh, M. Gupta, R., 2010. Organisational Behaviour.1st ed. Tata Mc Graw Hill. Moorhead,G.O. Organisational Behaviour, Managing 7th Edition, Biztantra,2007 Harris, O.J. Organisational Behaviour, 4th Edition, Jaico Publication, 2006 Ivanavich, J.M. Organisational behaviour and Management, 7th Edition, Tata McGrawHill, 2006 Robbin, S.P.etc Organisational Behaviour, 12th Edition, Pearson, 2007 Agarwal, R.D. Organisation and Management, Tata McGraw Hill, 2006 Sekaran, U. Organisational Behaviour, 2nd Edition, Tata McGraw Hill, 2006 Ashwatappa. K. Organizational Behaviour, 8th Edition, Himalya Publications, 2008
COMPENSATION MANAGEMENT
The main Purpose of this paper is to familiarize the participants with the various aspects of Change Management, with a view that conducting business is exciting, challenging and globally oriented. This course will provide the students with an integrated and practical approach to understand the basic concepts of Change in Management, technologies and various approaches with reference to globalisation and also to provoke critical thinking about various principles, guidelines and mechanisms adopted in this science. The course discusses meaning, importance and scope of Compensation Management.
MIB 315
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Identify the key issues of Compensation and Change management. Understand the factors of globalisation, effect on compensation and related changes Impact of changing trends in evaluation of job, design and redesign of jobs Identify and analyse issues related to Job, compensation mechanism and changes
Course Contents:
Module I: Overview of Compensation Management Nature, Importance & Objective of Compensation Management Philosophy, Scope and wage concepts Principles & Machinery for wage determination Management Thinkers & critical evaluation Acts related to Compensation management Summary & Review Questions, Case Studies. Module II: Management Job Evaluation Nature, Scope, and importance of Job evaluation Concepts of Job Description and specification Principles and Methods of Job evaluation Internal & External equity, Job surveys Summary & Review Questions, Case Studies. Module III: Pay and Benefits Principles of reward strategy, developing and designing salary structures Pre requisites for salary fixation, bonus, incentives Monitory benefits as motivators scope and process Social security and retirement benefits Summary & Review Questions, Case Studies. Module IV: Linking Wages with Performance Performance criteria & Choices Objectives & scope of linking wages with performance Types of performance based compensation schemes, international perspective Designing performance based compensation schemes Summary & Review Questions, Case Studies. Module V: Change Management Global Organisation, Reaching out the Global Customer Adaptations of change in organisation Learning and preparing for the change Consulting approaches and skills Summary & Review Questions, Case Studies.
Learning Methods:
Examination Scheme:
Text & References:

Robbins, Stephen. P., 2004, Organisation Behaviour, Prentice Hall of India C. Mamoria, 2000, Personnel Management, Himalaya Publications Dewan, J M, Labour Management, Discovery Publishing House, New Delhi,1996 Handerson, Richard I, Compensation Management in and knowledge based world,9th, Pearson Education, Delhi, 2006 Srivastava, S C, Industrial relations & labour laws, 4th Rev., Vikas Publication House, New Delhi, 2000 Sen, Ratna, Industrial relation in India: shifting paradigms, Macmillan Publication, New Delhi, 2005 Richard I. Henderson, Compensation Management in a Knowledge-Based World (9th Edition), McGraw hill edition
CUSTOMER MANAGEMENT
The basic objective of this course is to learn to manage customers positively. It tells about the basic principal of effective customer management-acquiring, retaining and expanding customer base. It would also thrive to balance between the customer focus and profitability of an organization.
MIB 316
Credit Units: 04
Learning Outcomes:
Understand the key concepts to manage customers effectively Segmentation of customers as per their value to the company Customer Profitability Vs its cost to the company Role of technology in customer management
Course Contents:
Module I: Introduction of Customer Management Why organizations lose their customers Myths of Customer Management Strategies for building relationships Steps for effective relationship management Module II: Develop a customer focus strategy Align people, process and product towards customers Brand Alignment Aligning the customer proposition towards profit of the organization Module III: Customer Lifecycle Understanding concepts like acquisition, retention and attrition of the customers Customer Attitude Measures Customer Retention Measures Customer Value Measures Towards Customer Value Legal aspects of customer data and privacy Loyal Customers Module IV: Segmentation of Customers Segment Objectives and propositions of the organization Understand customer needs Customer Lifetime Value(Pareto Principal of 80:20) Collecting data to do correct segmentation Return on customer Investment Module V: Moving from customer service towards customer management Characteristics of strong relationships Different kind of relationships (Exchange/trading, Communal, Brand) Ways to manage relationship Module VI: Special Market Relationships Characteristics of business markets Market Structure and demand analysis Business Buying Process After sales service Relationship with customers customer Module VII: Technical aspects of Customer Management CRM eCRM CRM applications and objectives CRM channels of customer interaction How to choose right CRM solution CRM Implementation
Learning Methods:
Examination Scheme:
Text & References:

Roberts-Phelps, Graham (1998) Customer Relationship Management. New Delhi VIVA Books Shainesh G. and Sheth Jagdish N. (2006), Customer Relationship Management. Macmillan India Ltd Nageswara Rao, SB. And Madhavi C (2004), Customer Service Excellence. New Delhi, Kanishka Publishers Zikmund, William G. and McLeod, Raymond (2003), Customer Relationship Management. John Wiley and Sons Abram, J and Hawkes P. - The Seven Myths of Customer ManagementH Peeru Mohamed & A Sagadevan (2002) Customer Relationship Management. New Delhi, Vikas PublishingRichard J Varey Relationship Marketing Rajendra N & Tapan K Panda Customer Relationships in service industryEvert Gummerson (2002) Total Relationship Marketing Shainesh, G & Sheth, Jagdish N Customer Relationship Management- A Strategic Perspective (2006) Macmillan India
TECHNOLOGY MANAGEMENT
Technology is one of the most important drivers of business and industry in the current highly competitive environment. Over the years the pace of change of technology has been accelerating in most sectors whether manufacturing or service. A companys ability to survive today depends upon how well they can develop/acquire technology and effectively deploy it. This paper on Technology Management is designed to develop the insight and skills critical for effective management of technology.
MIB 317
Credit Units: 04
Learning Outcomes:
Build the skills needed to overcome the technology management challenges Ability to develop a technology strategy and effectively managing and allocating technical resources Leading innovative groups, Incorporating technology into new products, and Anticipating changes in technical developments and competitor actions
Course Contents:
Module I: Introduction to Technology Management Technology definition, basic concepts, key components, Technology life cycle; Technology opportunities and challenges, Case study Module II: Technology Strategy for R&D Selection of area of study, Estimating cost of research and development, Managing cost and time overruns, Factors to evaluate for make or buy decision, Case studies in R & D Module III: Management of Technology and Innovation Innovations and inventions, Sources of innovation, Diffusion of innovation, Case studies Module IV: Competitive Technical Intelligence Collection, evaluation, analysis, and interpretation of competitors scientific and technical information, Technical characteristics, capabilities, and limitations of products and processes of rivals, Technical intelligence process, Case studies Module V: Role of technology in New Product Development Idea generation and idea screening, Concept development, Beta testing, Technical implementation, Case studies Module VI: Acquiring External Technology to Drive Innovation Approaches and modes of technology transfer, Evaluation of technology to be acquired Absorption of transferred technology, Management of change for smooth transfer of technology, Case studies Module VII: Intellectual Property for Technology and Business Development Patents and copy rights, Provisions of in licensing and out licensing, Industrial designs and layout designs, Case studies Module VIII: Managing HR in High-Tech Environments Recruitment and training of high technology personnel, Compensation planning, Attrition in HR in R & D and product development, Case studies
Learning Methods:
Examination Scheme:
Text & References:

Narayanan VK; 2001; Managing Technology and Innovation for Competitive Advantage; Noida India; Pearson Education Trott P; 2010; Innovation Management and New Product Development; Noida India, Pearson Education Ove Granstrand; Technology Management and Markets; London; Frances Printer Menon KSV; Technology Transfer: Concepts, Modalities And Case Studies; New Delhi, Golden Publishers Toffler, A. The Third Wave; New York, William Morrow Burrus D Techotrends; New York; Harper Business Technology Selection, Acquisition And Negotiations, UNCTAD Technology Transfer And Development In A Changing International Environment, UNCTAD Articles and Case Studies downloaded from Harvard Business Publications
SUPPLY CHAIN MANAGEMENT

Companies and distribution channels compete today more and more on the basis of time and quality. Delivering a defect-free product to the customer faster and more reliably than the competition is no longer seen as a competitive advantage but simply a requirement to be in the market. Customers demand products consistently delivered faster, exactly on time and without any damage. Each of these necessitates an efficient management of the supply chain. Also increasingly, firms are turning to global markets to sell their products and source their inputs. This globalisation of the supply management has forced companies to introduce more effective ways of coordinating the flow of materials into the company and out of the company. This performance based competition and global orientation combined with rapidly changing technology have led firms to be more flexible in relationships with their channel partners and forge close relationship with them to offer a seamless, integrated experience to the customer.
MIB 318
Credit Units: 04
Learning Objectives:
1. 2. 3. 4. 5. 6. Understanding the scope and specific issues involved in Supply Chain Management Gaining insights into the nuances of managing supply chains in real life situations. Developing effective supply chain partners Designing and installation of supply chains Measuring the effectiveness of the supply chains Creating a culture of automatic corrective action
Course Contents:
Module I: Introduction to Supply Chain Management Basic concept of supply chain management Significance of supply chain management in business and industry Stevans model for supply chain management Developing supply chain partners Elements of supply chain management Case studies Module II: Strategic Framework of Supply Chain Management Supply chain drivers and constraints Strategic fit and scope of supply chain Supply chain performance parameters Case studies Module III: Supply Chain Networks Supply chain networks model Supply chain networks relationships matrix Types of relationships in supply chain networks Partnership based networks model Factors affecting supply chain networks Case studies Module IV: Demand and Supply Management in a Supply chain Demand forecasting Aggregate planning Managing demand and supply to meet market requirements Flexible manufacturing systems Case studies Module V: Product Availability Management Inventory Management and models Uncertainties in supply chain Creation and management of safety stock Other product availability issues Case studies
Module VI: Sourcing Development of sources Vendor selection Vendor rating Procurement processes Case studies Module VII: Transportation Role of transport and movement in supply chain Factors affecting transportation decisions Mode of transportation Trade off in transportation design Customized transportation Routing and scheduling Case studies Module VIII: Information Technology and Supply chain Management Design and installation of SCMS Integration of internal processes ERP Integration of processes of supply chain partners Control of dissemination of information Case studies Module IX: Information Technology and Supply chain Management Design and installation of SCMS Integration of internal processes ERP Integration of processes of supply chain partners Control of dissemination of information Case studies Module X: Customer Service through Supply Chain Management Product customization Postponement of product differentiation Order fulfillment Product variety and assortment Returns management Case studies Module XI: Supply Chain Management in the Global and Indian Context Off shoring for cost benefits On shoring for supply security Global delivery model Supply chain in Indian business and industry Case studies
Learning Methods:
Examination Scheme:
Components C1 SC A Weightage (%) 10 5 5 SC- Short case; ES-Environment study of SCM in India and in the world ES 10 EE 70
Text & References:

Chopra S, and Meindl P; 4th Edition 2010; Supply Chain Management; USA; Prentice Hall Christopher M L; 1994; Logistics and Supply Chain Management; Burr Ridge, Illinois, USA; Irwin Professional
Journals & Article: Anderson, D and Lee H (1999), "Synchronized Supply Chains: The New Frontier," in Achieving Supply Chain Excellence through Technology, Vol. 2, Ed. David Anderson, San Francisco, CA: Montgomery Research, Monthly Journal: The International Journal of Physical Distribution & Logistics Management published by Emerald Group Publishing in association with the Iowa State University, College of Business, USA
PROJECT MANAGEMENT
Project management is different from some of the other processes in operations management. A project is characterized by the fact that it usually involves activities that are in the realm of the unknown and are associated with certain amount of risk and a high degree of uncertainty. By definition, no two projects are alike. Even when a particular project is repeated, like making another apartment complex or making another ship in the same class that has been made earlier, there will be basic differences with respect to commercial, administrative or physical aspects as compared to its predecessor. Project management requires skills and expertise that are quite different from those required for job work, or assembly line production or continuous flow production.
MIB 319
Credit Units: 04
Learning Outcomes:
By the end of the course students should be able to: To understand the concept and the basic principles of Project Management Have understanding of procedural aspects of project management. Understand criteria for project selection and financial analysis. Support project teams in laying out project plans and co-coordinating and monitoring implementation. Be able to use techniques such as PERT, CPM to monitor and control projects To assess and manage potential risks in projects To control performance and quality of various aspects of a project
Course Contents:
Module I: Introduction: Why Project Management Definition of Project and its importance, Project Profile, Understanding the concept of project planning, Project life cycle, Determinants of Project Success, Project Stakeholders, Forms of Organizational Structure, Case Study. Module II: Project Selection & Portfolio Management Project Selection and Screening, Financial Models, Project Portfolio Management- objectives and key issues Module III: Leadership and the Project Manager Determining project goals, Identifying Roles & Responsibilities of Project Manager, Leaders vs. Managers, Traits of Effective Project Leaders, Project Champions Module IV: Project Scope Management Projects Statement of Work, The Scope Statement, Sequence of activities of a Project Plan, Work breakdown Structure of a Project, OBS & RAM, Scope Reporting, Case studies Module V: Project Scheduling Using PERT & CPM Project Scheduling, Developing Project Network, Constructing the Critical Path, Role of PERT & CPM for monitoring and controlling projects, Case studies Module VI: Resource Management The 4 Ms of Project Management, Resource Constraints, Resource leveling, Resource allocation, Case studies Module VII: Project Quality and Performance Management Importance of Quality, Establishing quality assurance standards, ISO and Other Quality Models, Case studies Module VIII: Project Risk Management Identifying potential risks, Risk Management process Risk Identification, Analysis of probability and Consequences, Risk Mitigation Strategies, Control and documentation, An integrated approach to PRM, Case studies Module IX: Project Closure Types of Project Termination, The Closeout Process, Early Termination for Projects, Preparing the Final Project Report, Case studies
Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture
methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Text & References:

Text: Jeffery K. Pinto: Project Management The Competitive Advantage, Pearson education References: S Choudhury Project Management, Tata McGraw Hill 1988/2005 Meredith, JR and Mantel, SJ (2003), John Wiley and Sons Greer, M, (2003), The Project Managers Partner, Mumbai Jaico Publishing Springer ML, (2004), The Art and Science of Program Management, Jaico Publishing
LEVERAGING INFORMATION TECHNOLOGY IN GLOBAL BUSINESS

The aim of this unit is to introduce the student to the evolution, role, function and impact of Information Technology (IT) and Information Systems (IS) in international business operations. It will develop the students ability to identify sources of information and how these can be used in the decision-making process by leveraging IT and networking. This course requires the students to develop practical applications ability and knowledge as well as the ability to recommend how IS and IT should be used in global business. Students will also demonstrate their understanding of fundamental business issues of the Information Age Enterprise through in-class discussion of real-world business cases.
MIB 401
Credit Units: 03
Learning Outcomes:
At the end of the course students will be able to: Explain key concepts and elements of information technology and information systems Examine the evolution, role, function and impact of IT & IS in global business operation. Identify sources of information and assess how they can be used in the decision making process by leveraging information technology and networks. Module I: Information Technology in Management Fundamentals of Information Technology in management Organizations, Environments, IT & IS E-business/E-commerce in global scenario: Role in transforming business and management in organizations with focus on IB Use of communication systems in information management Module II: Information Systems within Business Management Introduction to common used system and models Relationship between IS, organizations and business processes Types of IS(TPS, OAS, MIS, DSS, ESS and SIS) Information management and decision making Managing international Information systems Module III: Knowledge based systems Intelligent support systems & concepts of Artificial Intelligence Data Mining & Data warehousing Emerging trends in Information management systems Module IV: Managerial implications of IT/IS in Global business Planning, Organizing and controlling Information Security, Tools and techniques Legal and Ethical issues Future of Information management Module V: Practical aspects and applications of IT/IS Introduction to MIS packages and tools Web interface and techniques Introduction to ERP & CRM solutions
Learning Methods:
This course is based upon interaction between the students and the teachers. Wherever possible a link should be made between the academic underpinning and its practical application. Students will be given time to develop skills and analyse the benefits and limitations of the use of IS and IT in organisations. A hands on approach will ensure that students can use integrated programmes and have a wide range of knowledge of different applications. The practical knowledge can be used to develop an awareness of how IT and IS can be adopted by organisations to improve business efficiency. This will be achieved via a tutor-developed case study, an evaluation of a local organisation, guest lectures and industry visits. Part of the learning process will also be producing a paper (in groups) on a relevant topic.
Examination Scheme:
Components Weightage (%)
C1 10
V 5
A 5
CT 10
EE 70
Text & References: Laudon Kennith and Laudon Jane (2005) Management Information Systems: Managing the Digital
Firm, 9th Edition, Prentice Hall of India. Turban, McLean and Wetherbe (2004) Information Technology for Management 4th Edition, John Wiley & Sons Rober Murdic G. (1998) - Management Information Systems, Prentice Hall of India Jawadekar W.S. (1998) - Management Information Systems, Tata McGraw Hill
GLOBAL SOURCING AND BUSINESS DEVELOPMENT

This course will explore the opportunities and challenges that managers face in global competition. We will deal with companies that operate across country boundaries and the managerial issues in selling and sourcing on a global basis. Globalization is not the same as just doing business in a foreign country; that is, after all, domestic business from the perspective of managers in that country. The importance of establishing supply relationships with foreign sources requires companies to develop competencies in strategic sourcing, purchasing and importation of goods. This course will emphasize the strategic and operational elements of establishing and maintaining global relationships. Emphasis is also given to make the budding HR professionals thoroughly prepared to recognize negotiation situations so as to Plan, Implement, and Complete Successful Negotiations to maximize results.
MIB 402
Credit Units: 04
Learning Outcomes:
As an outcome of this course, students will be able to: Explain the importance of global sourcing in supply chain management Describe the global sourcing process. Understand negotiation strategies and skills between nations Analyse buyer-supplier relationships Develop an insight on the relationship between negotiation and global sourcing
Course Contents:
Module I: Negotiation fundamentals The nature of Negotiation Strategy and Tactics of Distributive Bargaining Integrative Negotiation Negotiation Strategy and Planning Module II: Negotiation sub-processes Perception Cognition and Emotion Communication Finding and using negotiation Power. Influence: Routes to Influence Role of Receivers in Influence Ethics in Negotiation Module III: Negotiation context Relationships in Negotiation: Key Elements in Managing Negotiations within Relationships Parties in Negotiation: Coalitions, The nature of Multi-party negotiation Module IV: Understanding Basics of Global Sourcing Definition, need and relevance of Global Sourcing Evolution of sourcing Purchasing a dynamic profession- origins of purchasing and transition to supply chain management Five major developments- cross functional teams, supply chain and supply networks, supply alliances, strategic sourcing, e-procurement, global sourcing Module V: Types of Global Sourcing Global sourcing of HR, Accounting or Finance Global sourcing of Procurement/Supply Chain Global sourcing of Innovation Global sourcing Governance: PMO, contracts, key roles Emerging Trends Module VI: International Sourcing Decisions Manufacturing/National brands Private label brands Premium branding International sourcing
Costs associated with global sourcing decisions Foreign currency fluctuations Tariffs Free trade zones and Retailing Managerial issues associated with Global sourcing decisions International vendor management Module V: Foundations of Entrepreneurship Development Concept and Need of Entrepreneurship Development Definition of Entrepreneur, Entrepreneurship, Innovation, Invention, Creativity, Business Idea, Opportunities through change. Concepts of Entrepreneur, Manager, Intrapreneur / Corporate Entrepreneur comparative study Roles, Responsibilities, Career opportunities. Entrepreneurship as a career, Entrepreneurship as a style of management, The changing role of the entrepreneur: mid career dilemmas Closing the window: Sustaining Competitiveness Maintaining competitive advantage. (8) Module VII: Theories of Entrepreneurship Innovation Theory by Schumpeter & Imitating Theory of High Achievement by McClelland X-Efficiency Theory by Leibenstein Theory of Profit by Knight Theory of Social change by Everett Hagen (9) Module VIII: Influences on Entrepreneurship Development Entrepreneurial Traits External Influences on Entrepreneurship Development: Socio-Cultural, Political, Economical, Personal. Entrepreneurial culture with special reference to Intrapreneurship / Corporate Entrepreneurship. Entrepreneurial Success and Failure: Reasons and Remedies.
Learning Methods:
Tutorials, Interactive sessions, Case studies, Extensive research projects, Seminars, - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Text & References:
Cohens, Negotiating Skill for Managers Lacity, M., and Willcocks, L., Global Information Technology Outsourcing: Search for Business Advantage, John Wiley & Sons, Chichester, 2001 Burt, Dobbler,, Starling, TMGH, World Class Supply Management Spangle M.L. & Isenhart M.W., Negotiation Chary, Production and Operations Management Nicholas, Competitive Manufacturing Management Lewicki, Saunder & Barry, Negotiation Donaldson, T & Werhane P, Ethical Issues in Business Dono Hue & Kolt, Managing Interpersonal Conflict Zartman I.W., The Negotiation Process: Theories and Applications Fleming Peter, Negotiating in a Week
BUSINESS COMMUNICATION - IV
The influx of multinationals, FDIs and Retail Management makes global communication a harsh reality and offers cultural communication challenges. This course is designed to inculcate transcultural communication skills among the young Amitians.
MIB 442
Credit Units: 01
Course Contents:
Module I: Importance of Culture in Communication Principles of effective cross cultural communication Developing Communication Competence Module II: Barriers to effective communication Sender, Receiver and Situation related barriers Measures to overcome the barriers Listening skills Module III: Cross cultural communication Characteristics of culture Social differences Contextual differences Nonverbal differences Ethnocentrism
Examination Scheme:
Text & References:

Business Communication, Raman Prakash, Oxford Business Communication for Managers: An Advanced Approach, Penrose, Thomson Understanding Human Communication, 9/e, Adler R Oxford
BEHAVIOURAL SCIENCE - IV (PERSONAL AND PROFESSIONAL EXCELLENCE)

This course aims at imparting an understanding of: Build and leverage your professional reputation Maintain focus in pressure situations Make a balanced choice between professional and personal commitments
MIB 443
Credit Units: 01
Course Contents:
Module I: Individual, Society and Nation Individual Differences and Dimensions of Personality Socialization Process Relating to the Nation: Values, Culture, Religion Sense of pride and Patriotism Managing Diversity Module II: Components of Excellence Personal Excellence: Identifying long-term choices and goals Uncovering the talent, strength & style Analyzing choke points in your personal processes by analysis in area of placements, events, seminars, conference, extracurricular activities, projects etc. Developing professional power: Goal-setting, time management, handling criticism, interruptions and time wasters Module III: Career Planning Knowing ones Interest and Aptitude Identifying available Resources Setting goals to maintain focus: Developing Positive attributes in personality Self-reliance and Employability skills Module IV: Stress Management for Healthy Living Meaning and Nature of Stress Stages of stress Causes and Consequences of stress: Personal, Organizational and Environmental Personal Styles and strategies of coping Module V: Professional Success Building independence & interdependence Reducing resistance to change Continued reflection (Placements, events, seminars, conferences, projects extracurricular Activities etc.) Module VI: End-of-Semester Appraisal Viva based on personal journal Assessment of Behavioural change as a result of training Exit Level Rating by Self and Observer
Examination Scheme:
Text & References:

J William Pfeiffer (ed.) Theories and Models in Applied Behavioural Science, Vol 2, Group (1996); Pfeiffer & Company
Smither Robert D.; The Psychology of Work and Human Performance, 1994, Harper Collins College Publishers Raman, A.T. (2003) Knowledge Management: A Resource Book. Excel Books, Delhi. Kamalavijayan, D. (2005). Information and Knowledge Management. Macmillan India Ltd. Delhi
FRENCH - IV
To strengthen the language of the students with both oral and written To provide the students with the know-how to master the tenses present, past and future to express emotion to accomplish simple tasks of day-to-day programmes to prepare rsum
MIB 444
Credit Units: 02
Course Contents:
Unit 7: pp. 106 Rdiger un rsum (Cf. Campus 2 P.6, Franais.Com, Intermdiaire- p.98) Passer un entretien dembauche. Franais.Com, Intermdiaire p.100 Contenu lexical: Unit 7: Tranches de vie 1. voquer un souvenir 2. raconter une histoire 3. rapporter des vnements marquants dune vie professionnelle 4. expliquer une situation de stress, donner son avis 5. faire des projets Contenu grammatical: 1. formation de limparfait, chaque/chacun 2. emploi du pass compos et de limparfait 3. relatifs qui, que, o, mise en relief, indicateurs de temps : depuis, il y a, pendant, pour, en 4. pronom en de quantit, propositions compltives : je pense que, je crois que 5. futur simple, pronom y
Examination Scheme:
Text & References:

GERMAN - IV
To enable the students to converse, read and write in the language with the help of the basic rules of grammar, which will later help them to strengthen their language. To give the students an insight into the culture, geography, political situation and economic opportunities available in Germany. Introduction to Advanced Grammar Language and Professional Jargon
MIB 445
Credit Units: 02
Course Contents:
Module I: Present perfect tense Present perfect tense, usage and applicability Usage of this tense to indicate near past Universal applicability of this tense in German Module II: Letter writing To acquaint the students with the form of writing informal letters. Module III: Interchanging prepositions Usage of prepositions with both accusative and dative cases Usage of verbs fixed with prepositions Emphasizing on the action and position factor Module IV: Past tense Introduction to simple past tense Learning the verb forms in past tense Making a list of all verbs in the past tense and the participle forms Module V: Reading a Fairy Tale Comprehension and narration Rotkppchen Froschprinzessin Die Fremdsprache Module VI: Genitive case Genitive case Explain the concept of possession in genitive Mentioning the structure of weak nouns Module VII: Genitive prepositions Discuss the genitive propositions and their usage: (whrend, wegen, statt, trotz) Module VIII: Picture Description Firstly recognize the persons or things in the picture and identify the situation depicted in the picture; Secondly answer questions of general meaning in context to the picture and also talk about the personal experiences which come to your mind upon seeing the picture.
Examination Scheme:
Text & References:

Wolfgang Hieber, Lernziel Deutsch Hans-Heinrich Wangler, Sprachkurs Deutsch Schulz Griesbach, Deutsche Sprachlehre fr Auslnder P.L Aneja, Deutsch Interessant - 1, 2 & 3 Rosa-Maria Dallapiazza et al, Tangram Aktuell A1/1, 2 Braun, Nieder, Schme, Deutsch als Fremdsprache 1A, Grundkurs
SPANISH - IV
To enable students acquire working knowledge of the language; to give them vocabulary, grammar, voice modulations/intonations to handle everyday Spanish situations with ease.
MIB 446
Credit Units: 02
Course Contents:
Module I Revision of earlier semester modules Introduction to Present Continuous Tense (Gerunds) Module II Translation with Present Continuous Tense Introduction to Gustar, Parecer, Apetecer, doler Module III Imperatives (positive and negative commands of regular verbs) Module IV Commercial/ business vocabulary Module V Simple conversation with help of texts and vocabulary En la recepcion del hotel En el restaurante En la agencia de viajes En la tienda/supermercado
Examination Scheme:
Text & References:

Espaol Sin Fronteras (Nivel Elemental)
JAPANESE - IV
To enable the students to comfortably interact using basic Japanese. Note: Teaching is done in roman as well as Japanese script, students will be taught katankana (another form of script) in this semester i.e. to be able to write all the foreign words in Japanese.
MIB 447
Credit Units: 02
Course Contents:
Module I Comparison using adjectives, making requests Module II Seeking permission Module III Practice of conversations on: Visiting people, Party, Meetings, After work, At a ticket vending machine etc Module IV Essays, writing formal letters
Learning Outcome
Students can speak the language describing above-mentioned topics.

Handouts, audio-aids, and self-do assignments, role-plays. Students are also encouraged to attend Japanese film festival and other such fairs and workshops organized in the capital from time to time.
Examination Scheme:
Text & References:

CHINESE IV
How many characters are there? The early Qing dynasty dictionary included nearly 50,000 characters the vast majority of which were rare accumulated characters over the centuries. An educate person in China can probably recognize around 6000 characters. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.
MIB 448
Credit Units: 02
Course Contents:
Module I Dialogue Practice Observe picture and answer the question Pronunciation and intonation Character writing and stroke order. Electronic items Module II Traveling The Scenery is very beautiful Weather and climate Grammar question with bu shi . Ma? The construction yao le (Used to indicate that an action is going to take place) Time words yiqian, yiwai (Before and after). The adverb geng. Module III Going to a friend house for a visit meeting his family and talking about their customs. Fallen sick and going to the Doctor, the doctor examines, takes temperature and writes prescription. Aspect particle guo shows that an action has happened some time in the past. Progressive aspect of an actin zhengzai Also the use if zhe with it. To welcome someone and to see off someone . I cant go the airport to see you off etc. Module IV Shipment. Is this the place to checking luggage? Basic dialogue on Where do u work? Basic dialogue on This is my address Basic dialogue on I understand Chinese Basic dialogue on What job do u do? Basic dialogue on What time is it now? Module V Basic dialogue on What day (date) is it today? Basic dialogue on What is the weather like here. Basic dialogue on Do u like Chinese food? Basic dialogue on I am planning to go to China.
Examination Scheme:
Text & References:

Elementary Chinese Reader, Part-2 Lesson 31-38
DISSERTATION
The Aim of the Dissertation The aim of the dissertation is to provide the students with an opportunity to further their intellectual and personal development in their chosen field by undertaking a significant practical unit of activity, having an educational value at a level commensurate with the award of their degree. The dissertation can be defined as a scholarly inquiry into problem(s) or issues(s), involving a systematic approach to gathering and analysis of information / data and leading to production of a structured report. The Dissertation Topic It is usual to give the student some discretion in the choice of topic for the dissertation and the approach to be adopted. Kindly ensure that the dissertation is related to the field of specialization. Deciding this is often the most difficult part of the dissertation process, and requires thorough preparation and background research. It is important to distinguish here between dissertation topic and dissertation title. The topic is the specific area that the student wishes to investigate. The title may not be decided until the dissertation has been written so as to reflect its content properly. Few restrictions are placed on the choice of the topic. Normally it is expected that the topic is: relevant to business, defined broadly; related to one or more of the subjects or areas of study within the core program and specialization stream; clearly focused so as to facilitate an in-depth approach, subject to the availability of adequate sources of information and to the students knowledge; of value and interest to the students personal and professional development. Planning the dissertation This entails the following: Selecting a topic for investigation. Establishing the precise focus of the study by deciding on the aims and objectives of the dissertation, or formulating questions to be investigated. Consider very carefully what is worth investigating and its feasibility. Drawing up initial dissertation outlines considering the aims and objectives of the dissertation. Workout various stages of dissertation Devising a timetable to ensure that all stages of dissertation are completed in time. The timetable should include writing of the dissertation and regular meetings with your dissertation guide. The dissertation plan/ outline or Synopsis It is recommended that the students should have a synopsis/dissertation plan to guide them right from the outset. Essentially, the synopsis/dissertation plan is an outline of what the student intends to do, chapter wise and therefore should reflect the aims and objectives of the dissertation in detail along with detailed bibliography and critical review of literature. There are several reasons for having a dissertation plan It provides the correct area of focus It provides the faculty-guide with an opportunity, at an early stage, to make constructive comments and help guide the direction of the research. The writing of a plan is the first formal stage of the writing process, and therefore helps build up confidence. In many ways, the plan encourages the student to come to terms with the reading, thinking and writing in a systematic and integrated way, with plenty of time left for changes. Finally, the dissertation plan generally provides a revision point in the development of the dissertation report in order to allow appropriate changes in the scope and even direction of work as it progresses. Keeping records This includes the following: Making a note of everything read; including those discarded. Ensuring that when recording sources, authors name and initials, date of publication, title, place of publication and publisher are included. (Students may consider starting a card index or database from the outset). Making an accurate note of all quotations at the time they are read.
Make clear what is a direct a direct quotation and what is a paraphrase. Dissertation format All students must follow the following rules in submitting their dissertation. Front page should provide title, author, Name of degree/diploma and the date of submission. Second page should be the table of contents giving page references for each chapter and section. The next page should be the table of appendices, graphs and tables giving titles and page references. Next to follow should be a synopsis or abstract of the dissertation (approximately 500 words) titled: Executive Summary. Next is the acknowledgements. Chapter I should be a general introduction, giving the background to the dissertation, the objectives of the dissertation, the rationale for the dissertation, the plan, methodological issues and problems. The limitations of the dissertation should also be hinted in this chapter. Other chapters will constitute the body of the dissertation. The number of chapters and their sequence will usually vary depending on, among others, on a critical review of the previous relevant work relating to the major findings, a discussion of their implications, and conclusions, possibly with a suggestion of the direction of future research on the area. After this concluding chapter, give a list of all the references used. These should be cross - references with the text. For articles from journals, the following details are required e.g. Draper P and Pandyal K. 1991, The Investment Trust Discount Revisited, Journal of Business Finance and Accounting, Vol18, No6, Nov, pp 791-832. For books, the following details are required: Levi, M. 1996, International Financial Management, Prentice Hall, New York, 3rd Ed, 1996 Finally, include appendices. These should only include relevant statistical data or material that cannot be fitted into the above categories. Guidelines for the assessment of the dissertation While evaluating the dissertation, faculty guide will consider the following aspects: 1. Has the student made a clear statement of the objective or objective(s) 2. If there is more than one objective, do these constitute parts of a whole? 3. Are the objectives and methodology of practical relevance to the business world/economy? 4. Has the student done sufficient background reading and reviewed the available literature critically? 5. Has the student developed an appropriate analytical framework for addressing the problem at hand? 6. Is this based on up-to-date developments in the topic area? 7. Has the student collected information / data suitable to the frameworks? 8. Are the techniques employed by the student to analyse the data / information appropriate and relevant? 9. Has the student succeeded in drawing conclusion form the analysis? 10. Do the conclusions relate well to the objectives of the project? 11. Has the student been regular in his work? 12. Layout of the written report. 13. Confidence and knowledge of the student while answering questions and giving the presentation.
Examination Scheme:
A. Synopsis B. Mid Term Review, Viva and Presentation C. Contents & Layout of the Report D. Conceptual Framework E. Objectives & Methodology F. Implications & Conclusions G. Final Viva and Presentation Total 30 30 20 40 40 40 50 250
PRODUCT STRATEGY AND MANAGEMENT

Course Code: Course Objective
This course explores contemporary thinking on the process of bringing new products and services to market within the overall strategic context of the company. The course focuses on various underlying dimensions and challenges facing the area of Product Management
MIB 403
Credit Units: 04
At the end of the course students will be able to: Relate the critical skills and tasks required of a successful product manager Discuss the changes in the marketing environment that are having an impact on product management Discuss the importance of correctly selecting the appropriate competitors against whom to compete in order to be competitive in your chosen product category. Analyse a given product category using the aggregate market factors to determine market attractiveness of the product category. Develop product objectives for a given product in a given market. Select an appropriate strategic alternative for a given product to achieve the set objectives for that product. Develop an appropriate positioning strategy for a given product in a given target segment.
Course Contents:
Module I: Product Management Basics The Product Management Function Product Management Decisions Product line Product Portfolio Product Platforms Module II: Industry, Competitor and Customer Analysis Category Attractiveness Analysis Aggregate Market Factors Category factors Environmental Analysis Levels of Market Competition Methods of determining Competitors Competitor Selection Competitor Analysis Creating a Product Features matrix Assessing Competitors current objectives Assessing Competitors current strategies Customer Analysis Module III: New Product Creation Process of Strategic Product Creation and Innovation Different forms of Innovation New Product Development Strategy: Formulation and Implementation Module IV: Product Life Cycle Management Concept & Importance of PLM Environmental force driving PLM Components of PLM Product Strategy over the life cycle Module V: Competitive Product Strategy Differentiation Effects of Differentiation Risks of Differentiation Sustainable Differentiation Differentiation strategies Product Pricing Strategy Offensive & Defensive Pricing Strategy First to market and Fast Follower Strategies
Module VI: Global Product Strategy International differences in products Global Market Strategy Global Manufacturing Strategy Global Product Development Process Designing and developing uniquely for country markets Risks and Global Strategy Module VII: Product Portfolio Management Defining Portfolio Management Importance and challenges for Portfolio Management Requirements for effective Portfolio Management Maximising the value of the portfolio Achieving a balanced Portfolio
Examination Scheme:
Text & References

Crawford, C. Merle and Di Benedetto, C.Anthony (2010), New Products Management Cooper, G. Robert (2001), Winning at New Products: Accelerating the Process from Idea to Launch, Third Edition. Cooper, G. Robert, Edgett, J.Scott and Kleinschmidt, J.Elko (2002), Portfolio Management For New Products: Second Edition. Kahn, B. Kenneth (2004), The PDMA Handbook of New Product Development, Second Edition. Haines, Steven (2008) , The Product Manager's Desk Reference Cagan, Marty (2008), Inspired: How To Create Products Customers Love Lehmann, R.Donald(2004), Product Management
CONSUMER BEHAVIOUR
Consumer Behaviour is full of complexities due to involvement of umpteen variables. Each of these variable influences each other in the buying process. The course therefore will help students stimulate their minds to think coherently about consumers by identifying relevant variables, describing their basic characteristics and specifying how the variable relates to each other. An attempt will be to make the subject easier by examine in an organized fashion the consumer behavioural aspects such as personality, learning, perception of a variety of external situation, motives and so and so forth.
MIB 404
Credit Units: 04
Learning Outcomes:
To be able to relate and understand various underlying external and individual determinants influencing Consumer Behaviour To develop a deeper understanding of consumer decision making process and factors affecting it. To understand various aspects leading to consumer satisfaction and long term resonance. To be able to apply concepts, theories, models, and tools in developing consumer behaviour driven marketing strategies.
Course Contents:
Module I: Introduction Consumer Behaviour Defined Applications of Consumer Behaviour Scope of Consumer Behaviour Marketing Strategy and Consumer Behaviour Market Analysis Components Module II: External Influences The Concept of Culture The Invisible Hand of Culture How Culture Is Learned Enculturation and Acculturation Indian Core Values Cross Cultural Consumer Behaviour Subculture Defined Social Class Influences on Consumer Behaviour Measurement of Social Class Social Stratification Reference Groups and Family Influences Factors Affecting Reference Group Influences Consumer Related Reference Groups Marketing Strategies Based On Reference Group Influences The Household Lifecycle Marketing Strategy Based On Household Lifecycle Family Decision Making Marketing Strategy and Family Decision Making Module III: Motivation and Personality influences on Consumer Behaviour Personality Defined The Nature of Personality Theories of Personality The Use of Personality In Marketing Practice Brand Personality Self and Self Image The Nature of Motivation The Dynamics of Motivation Motivation Theory and Marketing Strategy Module IV: Learning and Memory and Attitude Nature of Learning The Elements of Consumer Learning General Characteristics of Learning
Behavioural Learning Theories Cognitive Learning Theories Memory Defining Attitude Attitude Components Measurement of Attitude Components Tricomponent Attitude Model Multiattribute Attitude Models Theory of Trying To Consume Model Attitude toward the Ad Model Attitude Change Strategies Individual, Situational and Communication Characteristics That Influence Attitude Change Module V: Perception Perception Elements of Perception Dynamics of Perception Attention Organization Interpretation Perception and Marketing Strategy Module VI: Consumer Decision Process Types of Consumer Decisions The Process of Problem Recognition Uncontrollable Determinants of Problem Recognition Marketing Strategy and Problem Recognition Nature of Information Search Types of Information Sought Sources of Information Amount of External Information Search Costs Versus Benefits of External Search Marketing Strategies Based On Information Search Patterns How Consumers Make Choices Evaluative Criteria Decision Rules for Attribute Based Choice Outlet Selection and Purchase In Store Influences That Affect Brand Choices Post purchase Dissonance Product Disposition and Marketing Strategy Module VII: Organizational Buying Behaviour Organisation Purchase Process Decision Making Unit Purchase Situation Steps in Organisatioal Decision Making
Learning Methods:
Examination Scheme:
Text & References:

Schiffman, Leon G / Kanuk, Leslie Lazar, (2010), Consumer Behaviour, PHI, Hawkins et al, (2006), Consumer Behaviour. McGraw Hill Blackwell et al (2009), Consumer Behaviour, Thomson Publishing Solomon (2007),Consumer Behavior, Prentice Hall
Loudon, David / Bitta, Albert Della (2008),Consumer Behavior: Concepts & Applications, Tata McGraw Hill
MARKETING OF SERVICES
The course aims to differentiate services from tangible products and to make students understand the complexities of handling intangibles. It also aims to sensitize the students on strategic areas needing special attention in effective marketing of services and to explain service quality management and related challenges in service management
MIB
405
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Identify the aspects of services marketing
Course Contents:
Module I: Foundation of Services Marketing Introduction-services; A comparative analysis; Salient features of marketing of services; Why Marketing of Services? Module II: Detailed aspects of services marketing Marketing Mix of Services an Introduction: Pricing the service, pricing issues for services, Organisational objectives and pricing policy, Distribution of services Promotion and communication: Internal/ external communication process; Promotional message, Promotion mix; Media choice and selection People: Role of employee, Staff selection and recruitment; Training and development Process Physical evidence, Process and technological development. Module III: Customer expectations of the service Levels; Influencing factors, Gaps Model, Customer perception: Influencing factors; Strategies for Building Customer Relations: Retention strategies, Market segmentation, Targeting and positioning Module IV: Service Development and Design Customer defined service standards Process for developing customer defined service standards Stages in new service development Service blueprinting Managing demand and capacity Variations in demand relative to capacity Strategies for matching capacity and demand Yield Management. Module V: Non Financial Services Marketing an introduction Bank Marketing-The concept: Justification of marketing banking services; Marketing segmentation basis; Marketing mix Hospitality Services-The concept: Justification of marketing hospitality services; Marketing segmentation basis; Marketing mix Educational Services-The concept: Justification of marketing Educational services; Marketing segmentation basis; Marketing mix Hospital Services-The concept: Justification of marketing hospital services; Marketing segmentation basis; Marketing mix Consultancy Services-The concept: Justification of marketing consultancy services; Marketing segmentation basis; Marketing mix
Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back
ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Text & References:
Christopher Lovelock, 2010, Services Marketing, Prentice Hall, 6th Edition Valarie A. Zeithaml, Mary Jo Bitner, And Dwayne D. Gremler, Services Marketing, 2008 Christopher Lovelock and Jochen Wirtz, Services Marketing, 7th Edition, 2010 Raymond P. Fisk, Stephen J. Grove, and Joby John, Interactive Services Marketing Third Edition, 2007 Laurie Young, Marketing The Professional Services Firm: Applying the principles and the Science of Marketing to the Professions, 2005 Service Marketing, 2008, M K Rampal & S L Gupta, Galgotia Publications International Retail Management
INTERNATIONAL RETAIL MANAGEMENT

The course introduces the student to the various aspects of international retailing and trends with the principle objective of developing skills in the identification, analysis and solution of the problems encountered in the theories and practice of international retailing abroad and its subsequent effects in India.
MIB 406
Credit Units: 04
Learning Outcomes:
On the completion of the module the student will be able to: Undertake secondary research into the national and international target markets. Analyze retail opportunities and threats globally. Understand the retail environment and its role in retail development. Commission appropriate primary research in foreign markets. Propose adaptations to the marketing mix to meet the needs of individual product/ market combinations. Plan the retail business in different sector and their implementation
Course Contents:
Module I: International Retail management- an Introduction International marketing concepts Global marketing mix International retailing, meaning and scope Current trends in Retailing and challenges Unorganized retailing and their strategy Retail organization formats Module II: Environment and its impact on Retail management strategies Retail Models and Theories of retail development Retail research and its strategic framework Retail marketing Environment SLEPT analysis Segmentation and market selection for international retailing International mode of entry for retail business Joint ventures, acquisition and franchising mode Module III: Location and Layout decisions Retail Location and layout decisions Reillys law and Huffs model of trading area analysis Index of retail saturation Strategic marketing in retail-Ansoff matrix, porters five force model Module IV: Merchandising decisions Basics of retail merchandising Evolution and buying functions Planning and merchandising process Store design and visual merchandising and its importance 4Ps in Retail marketing Branding in retailing Channels in retail Strategic sourcing and procurement Cross docking, Role of SCM and IT, RFID technology in retailing, communication in retail, store promotions, CRM in retail its applications Module V: Role of technology In Global Retailing Business E-tailing, Pure click retailing, Rural retailing and challenges in India and abroad Human resource management in retail, Job analysis and Job description in Retail Financial management in retail Ratios in decision making in retail
Examination Scheme:
Text & References:

Levy Michael, Weitz A Warton.,2009 Retail Management,7th ed., Tata Mcgraw Hill, India Berman Barry, Evans Joel., 2010., Retail management ,10th ed., Pearson, India Y Ramkishen ., 2010 International Retail marketing Strategies,1st ed., Jaico Publishing, India Pradhan Swapna ,2010, Retailing management , 3rd ed., Mcgraw Hill, India Gupta SL, Mittal Arun, 2010 International Retailing,1st ed., Excel Books, India
SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT

The objective of this course is to help students develop a basic understanding of the theory and practice of investment analysis. Course coverage includes security trading mechanism, investment theories, equity and bond valuations. Emphasis is on developing an understanding of the investment process. The course includes basic analysis and valuation of stocks, bonds, options and futures.
MIB 407
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Assess the various financial markets and its instruments Understand the factors effecting equity and bond valuations Analyse the various theories of portfolio management and apply quantitative tools for optimum results
Course Contents:
Module I: Overview of Capital Market and Nature and Scope of Investment Management and Portfolio Analysis Market of securities: Stock exchange and New Issue Market their nature, structure, functioning and limitations; trading of securities: equity and debentures/ bonds; regulatory Mechanism: SEBI and their guidelines; Investor protection. Investment Management and Security Analysis - Portfolio Management Practices in International markets. Risk and Return: Measures of risk and return; calculation, trade off, systematic and unsystematic risk; Total Risk - Portfolio Risk - How Diversification Helps? - Market Risk - Combining Risky and Risk less - Securities. Module II: Security Analysis Analysis of equity Investment: technical and fundamental approaches- company, industry and economy analysis; Growth Stocks; Technical Analysis : Basic Tenets of Technical Analysis - Dow Theory - Behaviour of Stock Prices - Major Trends - Charts and Trend Lines - Resistance and support Lines - Different Patterns; Efficient market theory. Module III: Equity Valuation Capital Asset Pricing Model - Assumptions - the Capital Market Line - Security Market Line - CAPM with Relaxed Assumptions. Portfolio Evaluation: Portfolio Formula Plans - Risk Adjusted Measures - Sharpe's Reward-to-Variability Treynor's Volatility Ratio - Jensen's Differential Return. Financial Markets and Instruments, Analysis and Valuation of Equity Investments Module IV: Fixed Income Valuation and Analysis Bonds: nature, valuation; Bond theorem; Term structure of interest rates. Duration; Analysis of Derivatives and Other Products: meanings, trading, valuation. Module V: Portfolio Management Modern Portfolio Theory, Investment Policy, Asset Allocation, Practical Portfolio Management, Performance Measurement, Management of Investment Institutions
Learning Methods:
Examination Scheme:
Text & References:

Fischer and Jordan, Security Analysis and Portfolio Management, Prentice Hall of India, New Delhi, 2008.
Fischer and Jordan, Security Analysis and Portfolio Management, Prentice Hall of India, New Delhi, 2008. Prasanna Chandra, Investment Analysis and Portfolio Management, Tata McGraw Hill ,2008. William F.Sharpe, Gordon J Alexander and Jefferay V.Bailey, Investments, 6th Edition, PHI Learning Private Limited, New Delhi, 2008. Reilly and Brown, Investment Analysis and Portfolio Management, 8th Edition, Cengage Learning, New Delhi, 2009. Kevin S, Security Analysis and Portfolio Management, PHI Learning, New Delhi, 2009.
STRATEGIC FINANCIAL MANAGEMENT

To make students learn the intricacies of formulating and implementing Financial Strategies and the Financial Mix by taking into account the EVA, ABC, OVA & other financial reengineering techniques. The words Strategy and Strategic Management is a game plan a policy an action plan or a tactic? It is long-term or short term? It is visible or invisible? It is to be decided upon only by seniors? Is it a piece of advice? Ultimately, what is it?
MIB 408
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Understand the role of strategy in the area of business finance Assess the various tools of value chain analysis, cost analysis and business accounting Evaluate the need for corporate restructuring and its strategies Develop the ability to carry out the valuation of business units and brands.
Course Contents:
Module I Strategic Financial Management Strategy and the Strategist The Nine References for Strategic Financial Management Strategic Investigation of Growth on Profit-Leakages (A qualitative assessment) Module II Value Chain Analysis Value chain and Investment Strategic Business Units (SBUS) Responsibility Accounting Activity Based Costing (ABC) and objective Based Costing (OBC) Economic Value Added Owners Value Added (OVA) Strategic Cost Analysis Discussion on the Case-Problem Cost Profit-Sales Analysis Using a Product/Project as Profit Centre Ratios Module III Financial Aspects of Corporate Restructuring What is Corporate Restructuring? Scope for Restructuring Symptoms for Restructuring Operational Symptoms Strategic Symptoms Financial Symptoms Market, Economy-level and Global Symptoms Financial Aspects of Various Restructuring Exercises (for Various Purposes) Module IV Innovative Financial Engineering Project-Finance Instrument Venture Finance Futuristic Securitisation Special Purpose vehicle Module V Valuation Valuation of a Business Enterprise Approaches to Enterprise Valuation Based on Various Objectives Realisable Value Vs Replacement Cost Realisable Value Valuation of the Companys Intrinsic Strength
Important Conclusion The Components of Business Valuation Brand Valuation Various Methods of Brand Valuation
Learning Methods:
Examination Scheme:
Text & References:

Text: Jakhotiya G P Strategic Financial Management Vikas Publishing House, 2010 References: Khan, M.Y. & Jain, P.K., Basic Financial Management, Tata Macgraw Hill, ND, 2009 Brealey, R.A. & Myers, S.C., Principles of Corporate Finance, Tata Macgraw Hill, ND, 2009 Khan, M.Y., India Financial Services, Tata Macgraw Hill, ND, 2008
FINANCIAL REPORTING AND DECISION MAKING

The course aims to develop an understanding of how to prepare financial reports and then how to analyze what those numbers really mean. Every manager has incentives to present his or her firm in the most favorable light to lenders, equity investors and others. And, every manager wants to use the flexibility allowed by GAAP to manage the firm's earnings to achieve certain goals.
MIB 409
Credit Units: 04
Learning Outcomes:
To understand objective and concepts of reporting and decision making, To gain working knowledge of the professional standards, principles and procedures developed globally. To familiarize with recent developments in the area of financial reporting, and To gain ability to solve financial reporting and valuation cases
Course Contents:
Module I: Accounting Standards Overview of International Accounting Standards (IAS) ,International Financial Reporting Standards (IFRS) , IND AS, Significant difference vis-a-vis Indian Accounting Standards, Understanding of US GAAP, Applications of IFRS and US GAAP. Module II: Corporate Financial Reporting Issues and problems with special reference to published financial statements including group financial statements of holding and subsidiary company. Developments in External Reporting .Corporate Governance; Financial ratios As perceived by corporate controllers(Most significant ratios and their primary measure, key financial ratios included as Corporate Objectives) ; Financial Ratios used in Annual Reports. Module III: Reporting and disclosures of Financial Instruments Financial Reporting by Mutual funds, Non-banking finance companies. Developments in Financial ReportingValue Added Statement, Economic Value Added, Market Value Added, Shareholders Value Added, Human Resource Reporting, Inflation Accounting Module IV: Liquidity of Short-term Assets Related debt paying ability & Long-term Debt-paying Ability Current Assets, Current liabilities and the Operating cycle; Current Assets Compared with Current liabilities (working capital, current ratio, acid test ration, cash ratio); other liquidity consideration(sales to working capital turnover ratio, liquidity considerations not on the face of the statements);Income statement consideration when determining debt-paying ability; Balance Sheet consideration when determining debt-paying ability Module V: Profitability measures for the investor Profitability Measures ( Net profit Margin, Total Asset Turnover, Return On Asset, DuPont return On Assets, Interpretation through DuPont Analysis, Operating Income Margin, Operating Asset Turnover, Return On Operating Assets, Sales to Fixed Assets, Return on Investments, Return On Total Equity, Return On Common Equity, Gross profit Margin) ; Trends in Profitability; Leverage and its effects on the earnings; Earnings per common share; Price/Earnings Ratio; Percentage of Earnings Retained; Dividend Payout; Dividend Yield; Book Value per share; Stock Options Teaching and Learning Methods: The following pedagogical tools will be used to teach this course: (1) Lectures and Discussions (2) Assignments and Presentations (3) Case Analysis
Examination Scheme:
Text & References:

Financial Reporting and Analysis by Charles H. Gibson- Cengage Learning Cases in Financial Reporting by Charles H. Gibson- Cengage Learning
Financial Reporting and Analysis- Lawrence Revsine, Daniel W. Collins W. Bruce Johnson Guide to Financial Reporting and Analysis - John Wiley & Sons Financial Statement Analysis-K. R. Subramanyam, John Wild Analysis of Financial Statements-Leopold Bernstein Financial Reporting and Analysis- Charles H. Gibson Interpreting Company Reports-10th Edition Geoffrey Holmes, Alan Sugden, Paul Gee
BANKING AND FINANCE

Provide institutional features of financial systems. Identify key issues and problems arising in banking and finance. Introduce the key economic concepts required to analyse these key issues and problems. Illustrate how these economic principles can be applied to address the key issues identified.
MIB 410
Credit Units:04
Learning Outcomes:
discuss why financial systems exist, and how they are structured explain why the relative importance of financial intermediaries and financial markets is different around the world, and how bank-based systems differ from market-based systems explain why banks need regulation, and illustrate the key reasons for and against the regulation of banking systems discuss the main types of risks faced by banks, and use the main techniques employed by banks to manage their risks
Course Contents:
Module I: Specialized products, Current Issues, and Future trends in Banking Interpret the basic reports that reflect financial data in banking, Compare the primary performance ratios of banks, Evaluate specialized products offered by banks, Describe the trustee function of a bank, Anticipate the possible effects of future technology and the risks involved with implementing new technology in banking Module II: Asset Liability Management in Banks and Capital Management and Profit Planning Banks Balance Sheet - Components of Assets / Liabilities and their Management, Liquidity Management, Interest Rate Risk, Interest Rate Management - factors affecting interest rates - Management of exchange risk, ALM Implementation-RBI Guidelines., Prudential Norms - Capital Adequacy - Basel II-Asset Classification provisioning, Profit and Profitability-Historical Perspective of the Approach of Banks to profitability-Effects of NPA on profitability-A profitability Model -Share holders value maximization Module III: International Banking Factors determining exchange rates - national / international, political and Economic, Various facilities to Exporters and Importers including forfeiting and factoring, Correspondent Banking - Bank Accounts - NOSTRO and VOSTRO accounts SWIFT, CHIPS, CHAPS, FEDWIRE, NRI accounts- Indian rupee and Foreign Currency accounts. Role of Exim Bank - Role of RBI and Exchange Control - Regulations of India, Role of FEDAI and FEDAI rules, Risk in Foreign Trade, Role of ECGC, Types of insurance and guarantee covers of ECGC. Module IV: Foundation of Finance Evaluate factors that influence income, Determine the financial resources needed to satisfy values and goals for a given time period, Evaluate the use of a financial plan in reaching goals, Examine the importance of reevaluating financial plans as income and financial needs change throughout the life cycle, Explain the role of consumer reporting agencies, Determine factors that influence credit scores, Describe wise uses of credit, Analyze the Fair Credit Reporting Act and its effect on credit reporting, Module V: Business Finance Describe how accounting, economics, and finance are related, Compare the advantages and disadvantages of the three forms of business ownership, Examine the financial needs of various types of businesses, Explore the financial needs of a business at the different stages of its development, Examine the impact of economic cycles on the financial needs of business Module VI: Financial Systems Role of financial systems (role of households, government, and firms in terms of savings and investments), Financial intermediaries, securities and markets, Taxonomy of financial institutions, Nature of financial claims (debt versus equity, bonds and notes, fixed and floating interest rates, common and preferred stocks),Structure of financial markets (direct and indirect finance, dealers and brokers, banks, mutual funds, pension funds, and insurance companies),Comparative Financial Systems: Bank based systems against market-based systems., Legal aspects.
Examination Scheme:
Text & References:

Brearley, R.A. and S.C. Myers, Principles of Corporate Finance. (McGraw-Hill/Irwin) Paul Suresh , Management of Banking and Financial Services, second edition (Pearson) Mankar V G, Business Economics, (Macmillan Publishers India) Banking and Finance, IIBF (Macmillan Publishers India) Advance Bank Management, IIBF (Macmillan Publishers India) Mishkin, F. and S. Eakins, Financial Markets and Institutions. (Addison Wesley) Allen, F. and D. Gale, Comparing Financial Systems. (MIT Press)
ORGANIZATIONAL PSYCHOLOGY
This course is designed to provide an overview of I/O Psychology including individual, group,and organizational issues resulting in enhanced understanding of the world of business and related career concerns. This course also covers organizational psychology, based on classical and contemporary theory and empirical research.
MIB 411
Credit Units: 04
Learning Objectives: 1. To introduce major topics and subspecialties including critical theory and research findings that have served
to define the field of I/O psychology
2. To increase understanding of the complicated systems of individual and group psychological processes 3. 4.
involved in the world of work To connect the basic principles of Industrial / Organizational Psychology to Personnel and Human Resources management within organizations To allow participants to explore ways in which individual career choices and Work-life success can be improved through the benefits of I/O Psychology
Course Contents:
Module I: Foundations and Overview of Industrial Psychology Introduction, Overview, History, Background, and Essentials of Industrial Psychology, Psychology as a Science, Research Methods in Psychology, Data Analysis and Interpretation, Interventions for problem solving Module II: Industrial Psychology Individual Differences, Using Assessments for Prediction, Job Analysis, Job Evaluation, and Employee Performance, Appraising Employees and Giving Feedback, Recruiting and Selecting Talent, The Legal Context of Hiring and Firing Employees, Foundations of Learning and Training Employees, Management and Executive Development Module III: Organizational Psychology Employee Motivation, Job Satisfaction and Commitment, Work Environment and Stress, Violence in the Workplace, Justice, Fairness and Diversity, Productive Work Behavior and Organizational Citizenship Behavior, Leadership in Organizations, Executive Assessment and Succession Planning, Groups and Teams, Teambuilding Module IV: Organization Structure and Climate Theories of Organization and Organisation Structure, Organisation Climate and Culture, Organisation Climate, Job Satisfaction, Organizational Commitment, & Employee Involvement, Organisation Climate and Managerial Effectiveness, Organizational Development and Change Employee Relations, Conflict and Negotiation, Management, Ergonomics and Human Factors
Examination Scheme:
Text & References:

Landy, F.J. & Conte, J.M. (2007) Work in the 21st Century: An Introduction to Industrial and Organizational Psychology. Second Edition. Malden, MA: Blackwell Publishing. Jex, S. M. (2002). Organizational Psychology: A Scientist-Practitioner Approach. John Wiley & Sons, Inc.: New York. Arun Sacher(2010) , Organisation Climate and Managerial Effectiveness , First Edition, Himalaya Publishers, India( International E-Book Edition by Global Media Publishers.
COMPETENCY MAPPING AND ASSESSMENT

Understand the fundamentals of competency management Experience the process of competency mapping and profiling Learn the art of customization and institutionalization Aware of the implementation pre-requisites and strategies Understand integration of competency profiling to other HR applications
MIB 412
Credit Units: 04
Learning Outcomes:
After completion of the course the students will be able to Understand the fundamentals of competency management Experience the process of competency mapping and profiling Learn the art of customization and institutionalization Aware of the implementation pre-requisites and strategies Understand integration of competency profiling to other HR applications
Course Contents:
Module I: Introduction to Competency Introduction: Concept and definition of Role and competency, Characteristics of competency, Competency versus competence, Performance versus competency; skills versus competency, behavior indicators, History of competency, Types of competencies - generic/specific, threshold/performance, and differentiating and technical, managerial and human; Why to promote a competency culture, Context and Relevance of competencies in modern organizations. Competencies Applications - Competency Frameworks (competency management framework or competency model), Competency Maps, and Competency Profiles. Module II: Competency management framework/competency model Macro view of Competency management framework: strategic framework - linking HR processes to organizational strategy, competency framework - development of personal competency framework, Lancaster Model of managerial competencies, competency modeling framework developing a competency model Understanding job positions, Data collection instruments for job descriptions, Preparation of job descriptions, Stages in design and implementation of competency model General competency framework, competency identification - Competency assessment and competency development, competency mapping, integmtion of HR function. Module III: Design and Implementation of competency model Introduction to Core competencies (Organization wide), Business competencies (SBU specific), Team Competencies (project driven), Role competencies (Role wise); Competency identification Consolidation of checklist, Rank Order and finalization, Validation, and Benchmark; Competency assessment - 360 degrees and psychometric tools; competency development maturity framework and matrix, areas of improvement, and action plan; Competency Mapping - Strategy-Structure Congruence, Structure Role Congruence, Vertical & horizontal Role linkages, Positioning to bring in competitive advantage. Identification of Role competencies, elemental competencies, assessment center, what do the assessment centers assess? Design of assessment center, Use of psychometric testing in assessment center, 360 degree feedback, potential appraisal through assessment center, other methods of competency assessment - Role plays, Case study, Structured Experiences, Simulations, Business Games, Repertory grid, BEl, MBTI, FIROB; Difference between development center and assessment center Module IV: Competency mapping Definition and difference between competencies map, competency mapping, and top competencies. Studying job, processes, and environment, studying attributes of good performer; Strategy structure congruence, Structure Role congruence - Each role to be unique, Non-Repetitive, and Value adding; Vertical and horizontal role congruence, Ensure non repetitive tasks in two different roles, Ensure core competencies for each task, Link all the above and position to bring in competitive advantage. Competency profiling - Job competency profiling, Role competency, profiling Functional competency profiling, Core competency profiling.
Module V: Integration of Competency Based HR systems Competency based selection, competency based interviews, competency based performance management, competency driven careers, and competency linked remuneration, competency driven culture.

A series of lectures will impart information and be complemented by interactive tutor-led and student-led discussion. The unit has thus been designed to use a variety of teaching methods that should help students to study the various aspects of Talent management environment. Formative tasks, case discussions and presentations will enable students to build towards the completion of their assignment during the delivery of the unit.
Examination Scheme:
Text & References:

Shermon, Ganesh. Competency based HRM. 1st edition, Tata Mc Graw Hill. Sanghi, Seema.The Handbook of Competency Mapping: Understanding, Designing and Implementing Competency Models in Organizations, 2nd e, Sage Publications Pvt. Ltd 2007 Sharma, Radha. 360 degree feedback, competency mapping & assessment centers, R. Tata Mc Graw Hill 2003
ORGANISATIONAL CHANGE AND DEVELOPMENT

Course Objective: To prepare the students as organization change facilitators using the knowledge and techniques of behavioral sciences.
Course Contents:
Module I: Introduction Organization Development-Concept, process, assumption and values, underlying OD, foundation of OD, emergence of OD as an applied behavioral science Case Study Module II: Organizational Diagnosis Typology of organizations, techniques of organizational diagnosis, questionnaires, interviews, workshops, task forces and other methods, action research. Change Agents: Role, skills and styles of change agents, relation with client system, Case Study Module III Organizational Change, Renewal and Development: Planned change, organizational growth and its implication for change, Kurt Lewins model of change, Force Field Analysis, Change cycles, power and participative types, organizational renewal and re-energizing, role of creativity and innovation, institution building, Case Study Module IV: Organization Development Intervention Structural interventions, Work Redesign, work modules, Quality of worklife, Management by objectives, Quality circle Behavioral Interventions: Sensitivity training, Transactional Analysis, Career Planning, Case Study Module V: Inter-growth interventions Team building, survey feedback, Rensis Likert4 system of management, Grid OD, Case Study Module VI: Organization Development and Human Resource Development OD-HRD Interface, participation of top management in OD/ HRDE, OD research and practice in perspective, future of OD, Case Study
Examination Scheme:
Text & References:

Organizational Development by S Ramnarayan, T V Rao. Organisational Development and Change By Cummings And Worley (7th Edition) Organisational Development by French and Bell (6th Edition)
INDUSTRIAL RELATIONS AND LABOUR LAWS

The main Purpose of this paper is to familiarize the participants with the various aspects of Industrial Relations and to inculcate in-depth knowledge on labour laws as well as Industrial relations as designed and enacted in India. An insight about the systems in case of employer employee disputes is also given for the students understanding.
MIB 414
Credit Units: 04
Learning Outcomes:
On the successful completion of this module the student will be able to: Identify the key issues in Industrial Relations and Labour Law. Understand Trade unionism and role of government. Insight on various Labour laws and Industrial applets. Identify and analyze issues related to conflict negotiation
Course Contents:
Module I: Theory and Concepts of Industrial Relations IR Theories, Attitudes and Different Schools of thought Roles of Workers, Management & Government in IR Conditions for good IR and cause of poor IR Summary & Review Questions, Case Studies. Module II: Trade Unions and Industrial Disputes Function of Trade Union, Types & structure of Trade Union, Impact of globalization on Trade union movement. Origin and Importance of Trade unions, Forms of Unrest & Effect of strikes, Changing Public Perception of Trade unions, Future role of Trade unions in India, Trade Union Act 1926, Industrial Dispute Act 1947, Machinery for settlement of industrial disputes, key provisions of I. D Act Summary & Review Questions, Case Studies. Module III: Collective Bargaining Collective Bargaining-Meaning, Characteristics, Need, Importance, Essential Conditions for Success of Collective Bargaining, Process of Collective Bargaining, Causes for Failure of Collective Bargaining Summary & Review Questions, Case Studies. Module IV: Grievance Management Types, Causes and Effects of grievances Model grievance Redressal in India & Procedure Handling a grievance & Enforcing Grievance resolution methodology Collecting & Analyzing Grievance data Summary & Review Questions, Case Studies. Module V: Employee discipline and workers participation Importance of discipline & disciplinary actions (Process and limitations) Handling indiscipline Managements options Workers Participation in Management-Concept, Pre-Requisites, Levels of Participation, Benefits of Participation. Summary & Review Questions, Case Studies. Module VI: Labour Legislation Scope and significance of social security, legislations Labour Legislations: Industrial Dispute Act, Factories Act, Payment of Wages Act, Workmen's Compensation Act. Important Provisions of Employees' State Insurance Act, Payment of Gratuity Act, Employees Provident Fund Act. Summary & Review Questions, Case Studies. Learning Methods: Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Text & References:

Text: Monappa A- Industrial Relations (Tata McGraw-Hill, 2002) References: Handerson, Richard I, Compensation Management & Knowledge Based World, 10th, Pearsoneducation, Delhi Sen, Ratna, Industrial relation in India: Shifting Paradigms, Macmillan Publication, New Delhi, 2005 Tiwari, Mahendra, Mechanism in perspective of Industrial Relations, RBSA Publishers, Jaipur, 2005 Arora, Mondal, Industrial Relations, Excel Books, new Delhi, 2005 Sinha- Industrial Relations, Trade Unions, and Labour Legislation (Pearson Education) Srivastava S C- Industrial Relations and Labour Laws (Vikas, 4th edition) 2000. Mamoria CB, Mamoria, Gankar- Dynamics of Industrial Relations (Himalayan Publication, 2003) Diwedi, R.S, Managing Human Resource: Industrial relation, Galgotia Publication, New Delhi, 2000 Joseph, Jerome, Industrial Relations, Response Books, New Delhi, 2004 Srivastava, S.C, Industrial Relations & Labour Laws, 5th Rev., Vikas Publication House, New Delhi, 2006 Soundarapandian, M, Ed., Rural Labour Market, Serials Publications, New Delhi, 2005 Venkataratnam, C.S, Globalization and Labour Management Relations, Response Books, New Delhi, 2005 Greenaway, David, Ed, trade, investment, migration & labour market adjust, Palgrave Macmillan, Hampshire Flippo. E. B, 2000, Personnel Management, Tata Mc Graw Hill, New Delhi Mamoria. C. B, 2004, Dynamics of Industrial Relations in India, Himalaya Publishing House. R. S. Dwiwedi, 2001, Managing HR, Industrial Relations in Indian Enterprise, Galgotia. Aswathappa, K., 2002, Human resources and personnel management - New Delhi: Tata McGraw-Hills
CORPORATE GOVERNANCE AND ORGANISATIONAL EFFECTIVENESS

The objective of this course is to help the students understand the nature of Business Ethics & Corporate Governance and their applications in Corporate Scenes of the world and how their effective efficient applications make the organizations effective.
MIB 415
Credit Units: 04
Course Contents:
Module I: Business Ethics Introduction to Business ethics- Evolution of Business Ethics; Ethics, Morals and Values; Concepts of Utilitarianism and Universalism; Theory of rights and Theory of justice; Virtue ethics; Ethics of Care; Law and Ethics; The nature of ethics in Management; Business standards and values; Value Orientation of firm Module II: Typical Problems in Business Ethics Environmental Pollution and Society; Ethics in Strategic Management/ Top management; Ethics in Marketing Management (in product, pricing, promotion, place and consumer protection); Ethics in Human Resource Management (recruitment and promotion policies, working conditions, downsizing workforce); Ethics in Financial Management, annual accounts, income and expenditure statements, financial markets and investor protection; Ethical responsibilities towards competitors and business partners. Module III: Complexity in Ethical Issues and Ethical leadership Conflicts in decision making from ethical and economic point of view; Ethical Dilemma; Solving Ethical Dilemma; Managerial Integrity and decision making; Ethical Leadership Personal Integrity and self development- wisdom based leadership Module IV: Corporate governance History of corporate forms and models; Corporate objectives and goals; Ownership patterns; Issues in managing public limited firms; Agency problems Module V: Nature and Evolution of Corporate Governance Global and national perspectives; Global corporate Governance Models- Anglo- American and Relationship Models (Germany, Japan, France and India); Various stakeholders and their claims; Changes in eighties; Cadbury Report; Hampel Report and OECD Committee Recommendation; Sarbanes and Oxley Act, 2002. Module VI: Internal and External Corporate Governance Mechanism Board of Directors; Functional Committees of Board; Code of Conduct; Whistle Blowers; Whistle Blowers Protection Act, 2010; Regulators,; Gate keepers; Institutional Investors; Corporate raiders Module VII: Corporate Governance in India Development of Corporate Governance in India; CII, Kumarmangalam Birla, Narayanmoorthy, Naresh Chandra, J. J. Irani Committee Reports; Legal and regulatory changes; introduction and modification of clause 49 of Listing Agreement; Corporate Governance in Practice in India; Government of India Guidelines (2009) on Corporate Governance. Module VIII: Corporate Governance Ratings and Organization Effectiveness
Examination Scheme:
Text & References:

Business Ethics and Corporate Governance- an Indian perspective, A. C. Fernando, Pearson Education Business Ethics : Concept and Cases, Vealsquez, M. G. Prentice Hall of India Ethics and the Conduct of Business
Corporate Governance Monks, R/ Minow, N. Blackwell-2008 Corporate Governance, Banks, Eric, John Wiley
MANAGEMENT OF QUALITY
MIB 416 Credit Units: 04
Management of quality is the corner stone for building an edifice of organization that outperforms its rivals in the market place. One of the principal tools of management of quality is Total Quality Management. The concept of TQM has undergone significant changes since it was first enunciated in 1980s. However, it remains relevant even today for both manufacturing and service organization. In fact the concept of quality management was considered relatively more difficult to implement in service organization. But considering the number of service organizations that have secured ISO 9000 certification, the concept of management of quality has been adopted wholeheartedly and with a great degree of enthusiasm, especially from the top management by the service sector. Banks, hospitals, courier companies, hotels, educational institutions among many others have implemented Quality Management Systems and have obtained significant improvements in efficiency, customer satisfaction, and employee morale. Total Quality Management is both a philosophy and a set of guiding principles that form the foundations of a continuously improving organization. It involves using specific techniques to improve - the quality of inputs to the organization; the processes within the organization; and the methods of interfacing with the customer before the sale is made, during delivery of goods and services and after the sale and delivery is completed. TQM integrates the basic principles of management, the latest techniques offered by statistics and information technology and the human resource into a disciplined approach focused on continual improvement.
To understand the concept and the basic principles of Quality Management Programmes To know about the approaches to Quality Management Programmes suggested by Dr. W. E. Deming, Dr. Joseph Juran, Mr. Philip Crosby To learn the techniques employed for introducing Quality Management Programmese specially for service organization, study how it has been implemented abroad and in India To understand the significance of ISO 9000, Baldrige Award, To learn how Quality Management Programmes initiative may be implemented in an organizations
Course Contents:
Module I: Introduction to Quality Introduction to quality, Definition of quality, Attributes of quality. Evolution of quality management Case studies Module II: Introduction to Quality Management Programmes Concept of Quality Management Programmes such as TQM, Six Sigma, Lean Management, Kaizen, Zero Defects etc Importance of Quality Management Programmes and their impact on operations Case studies Module III: Approaches, Philosophy and Programmes of Quality Management Gurus Dr. W. E. Demings - approach to quality management, philosophy, 14 point programme Dr. J. M. Jurans - approach to quality management, philosophy, 10 point programme Mr. Philip. B. Crosbys - approach to quality management, philosophy, 14 point programme Other quality management gurus - approach to quality management, philosophy, programme Case studies Module IV: Cost of Quality Concept of costs associated with quality. Cost of quality model Types of costs of quality Case studies Module V: Quality Measurement and Improvement Acceptance sampling, OC and its applications in developing acceptance sampling plans Statistical Quality Control (SQC) with practical applications in manufacturing ans service operations
Statistical Process Control (SPC) with practical applications in manufacturing ans service operations Case studies Module VI: Quality Management Standards International quality standards/awards ISO 9000 origin, features, normative standards, certification procedure Indian quality standards/awards Baldrige Award and its significance as a measure of quality management system of an organization Case studies Module VII: Six Sigma Origin of six sigma; variability and six sigma Significance of shift Calculation of DPMO and its interpretation for a process Calculation of CPk its significance Methodology DMAIC, DMADV, DFSS Implementation of six sigma through Master Black Belts etc Case studies Module VIII: Lean Management Basic concepts Approaches to lean management Lean management methodology Lean management in service industry Case studies Module IX: Balanced Score Card Significance of Balanced Score Card in operations Balanced Score Card model Various perspectives in Balanced Score Card Application of Balance Score Card Case studies Module X: Benchmarking and Best Practices Concept of Benchmarking and best practices. Bench marking model Method of bench marking Types of bench marking Road map for bench marking Case studies Module XI: Implementation Establishing performance improvement systems in an organization. Performance improvement in Indian context
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Text & References:

Text: Handbook of Total Quality Management by R R Lakhe and Dr. R P Mohanty. Jaico Publishing House, New Delhi. References: Samuel, K: TQM An Integrated Approach, Kogan Page Ltd. Juran, J.M. and Gyrna F.M.: Quality Control Hand Book, Mc Graw Hill New York. Goetsch, D.L., Davis, S.B., Quality Management, Prentice Hall International, 2000 Tenant, G. Gower, Six sigma, SPC and TQM in Manufacturing and Services, 2001 Oakland John and Porter J Leslie, Cases in Total Quality Management, Heinmann Oxford, 1994
VIRTUAL ENTERPRISE MANAGEMENT

The aim of this course is to introduce students to the evolution of Virtual Enterprises and the means adopted to manage them. Virtual Enterprises are recent developments that have gathered momentum in the 21st century. In view of the nascent stage of such businesses, the course will have limited organizational texts or models and will primarily be studied through review of various companies and their methodology of operations and other managerial functions. At the end of the course, students are expected to analyse and assess the strengths and weakness of various aspects of Virtual Enterprises and to be able to suggest business models. Essence of usage of IS and IT in managing Virtual Enterprises would be a core area.
MIB 417
Credit Units: 04
Learning Outcomes:
At the end of the course the students would be able to: Understand the history and development of Virtual Enterprises Differentiate between pure dotcom companies and Virtual Enterprise Business models. Be able to do a detailed SWOT analysis of existing Virtual Enterprises Propose models to convert, selected brick and mortar businesses into Virtual Enterprises.
Course Contents:
Module I: Evolution of Virtual Enterprises Definition and historic review Trading houses, buying houses, distribution agencies etc. as Virtual Enterprises. Examples of modern Virtual Enterprises in Manufacturing and services etc. Module II: Organisational Challenges and Approaches of Virtual Enterprises Organization Structure Design and Hierarchy management. Handling and Dissemination of Strategy Information storage, security, processing and dissemination Geographical, cultural and time variance management Module III: Supply Chain Management in Product Oriented Virtual Enterprises Sourcing and distribution management Selection and identification of different sourcing partners Hierarchy and confidentiality of Enterprise Data Sharing systems Maintenance of design and manufacturing skills and Intellectual property issues in a virtual enterprise Module IV: Management of Virtual Enterprises in the Knowledge sector Software design, development and strategy in a Virtual Enterprise. Infrastructure maintenance and management in and by virtual enterprises Being a knowledge partner to Virtual Enterprises Module V: A look to the future Collaboration and ownership in virtual enterprises The future of multinational brands Globalisation, Offshoring and outsourcing, managing multi partner and rapidly changing 3rd party relationships
Learning Methods:
This course is based upon interaction between the students and the faculty as well as live interaction with industry. Since theoretical modules for effective Virtual Enterprises have not yet been firmed up other classical management tools such as 5 forces model, value chain model, GE Matrix etc should be used in the approach to analysis and learning. The course will primarily be covered through study of actual organizations which are either wholly or partially involved in actual operation of a virtual enterprise or functioning as partners to virtual enterprises.
Examination Scheme:
Text & References:

Efrain Turban, Dorothy Leidner, Ephrain McLean, James Wetherbe Information Technology for Management: Transforming Organizations in the Digital Economy, 6th edition. ISBN: 978-8126-514410 Kenneth C. Laudon & Jane P. Laudon, Management Information Systems: Managing the Digital Firm 7th Ed.; Prentice Hall, Publisher. ISBN: 0-13-033066-3. V. K. Narayanan, Managing Technology and Innovation for Competitive Advantage, 1/e, Pearson Education. Rainer, Turban, Introduction to Information Systems: Supporting and Transforming Business, 2nd Edition David M. Kroenke, Using MIS, Prentice Hall. William Stallings, Business Data Communications, 5e Camarinha-Matos, L. M., and H. Afsarmanesh. "A Comprehensive Modeling Framework for Collaborative Networked Organizations." Journal of Intelligent Manufacturing 18 (2007): 529-542. Cardoso, H.L & Oliveira, E. (2005). Virtual Enterprise Normative Framework within Electronic Institutions. Retrieved June 7, 2006 from http://paginas.fe.up.pt/~eol/PUBLICATIONS/2005/esaw_post.PDF Quinn, R.E. and Cameron, K. Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence. Management Science 29 (1) (1983), 33-51. Chakma, J., Calcagno, J.L., Behbahan, A., Mojtahedian, S. Is it Virtuous to be Virtual? The VC Viewpoint. Nature Biotechnology 27(10), 886-888 (2009). Raffaini, Maurizio (2001). Virtual Enterprise Legal Framework, in Bidsaver Project (IST 10768), Bruxelles; Raffaini, Maurizio (2001). The Virtual Organisation, in Proceedings of the 7th International Conference on Concurrent Enterprising, Bremen; Raffaini, Maurizio (2001). Microsatellite Pilot Case Legal Issues, in Bidsaver Project (IST 10768), Bruxelles; Raffaini, Maurizio (2001). Mechanical Equipment Pilot Case Legal Issues, in Bidsaver Project (IST 10768), Bruxelles; Raffaini, Maurizio (2002). The nature and legal identity of the VEs, in Alive Project (IST 25459), Bruxelles; Raffaini, Maurizio (2002). The VE Legal Identity and the actors roles, in Proceedings of the 8th International Conference on Concurrent Enterprising, Rome. Sun Microsystems, Inc. (2004). Identity Management: Technology Cornerstone of the Virtual Enterprise. Retrieved June 7, 2006 from http://www.sun.com/software/products/identity/wp_virtual_enterprise.pdf Tanlamai, A. & Wattanasupachoke, T. (2005). E-commerce Model of Virtual Enterprises in Thailand. The Business Review, Cambridge. Vol.4, Iss. 1; p. 296-302. Architectural support for the advanced virtual enterprise - H. T. Goranson Determining the anatomy of business systems for a virtual enterprise Ronald C. Beckett Elements of a base VE infrastructure - Luis M. Camarinha-Matos, Hamideh Afsarmanesh A planning and management infrastructure for large, complex, distributed projects: beyond ERP and SCM - George L. Kovcs, Paolo Paganelli Virtual Reality Systems for Business by Robert J Thierauf Strategic Outsourcing: A Structured Approach to Outsourcing Decisions and Initiatives by Maurice F. Greaver -ISBN: 0814404340 Publisher: American Management Association; (February 1, 1999) Business Process Outsourcing: Process, Strategies, and Contracts (with disk) by John K. Halvey, Barbara Murphy Melby
ADVANCED OPERATIONS RESEARCH

The course aims to provide a thorough understanding of the essential features, relevance, application, tools and techniques of Operations Research. The objective of this course is to develop the understanding of models building and quantitative approach to decisions making in the functions of the management of any organization with special focus on International Business. It also aims to develop the understanding of the various optimization techniques used for decisions making in the functions of the management of any organization.
MIB 418
Credit Units: 04
Course Contents:
Module I: Introduction to Operations Research History, models Modeling in operations research Methods of solving operations research problems Applications and scope Types of models Module II: Linear Programming Structure, assumptions, terms used, applications, general model Linear Programming Model Formulation Graphical Solution Methods Simplex Method, Big-M method Issues in Linear Programming Duality Module III: Transportation and Assignment Problems Structure Model formulation, mathematical representation North west corner method, Least cost method, Vogels approximation method Stepping stone method, Modified distribution method for testing optimality Unbalanced supply and demand, Degeneracy, Prohibited routes, Duality Maximization transportation problems Transshipment problems Module IV: Assignment Problem Structure, model Methods of solving Assignment Problem Simplex, transportation, exhaustive Hungarian Method Multiple optimal solutions Unbalance Assignment Problems Restrictions in assignment problems Maximization models Traveling sales man problem Module V: Decision Theory Structure, Decision making approaches Types of decision making environment: under certainty, risk, uncertainty, conflict Posterior probability analysis (Bayesian) Decision tree analysis Module VI: Theory of Games Structure. Factors Two-Person Zero-Sum Games Pure Strategies games, saddle point Mixed Strategies games Rules of dominance Methods of solving games without saddle point Module VII: Theory of Queuing Structure. Characteristics of queuing. Pure birth, pure death processes Types of queuing models
Single server unlimited queue model and limited queue model Multiple server unlimited queue model and limited queue model Module VIII: Network Analysis Concept of CPM/PERT Difference between CPM/PERT Network diagrams and rules for preparing networks CPM, critical path analysis, float, project crashing, time cost trade off PERT, probability in PERT, estimation of completion time Module IX: Break Even Analysis Break even volumes of production, forecasting profits, determining effect pf change in output on profit and cost Module X: Annuities Present value of annuities, perpetual annuities, deferred annuities Module XI: Markov Chains Characteristics of Markov Chains, applications Multi stage transition problems Steady state conditions Module XII: Replacement Decisions Types of failures of machinery and equipment Replacement of assets that deteriorate over time Replacement of assets that fail completely Module XIII: Simulation Basic concepts Stochastic and random numbers Monte Carlo method of simulation for queuing, inventory etc
Examination Scheme:
Text & References:

Text: J K Sharma (2007), Operations Research, Macmillan Business Books References: F Hillier, G Lieberman (2005), Introduction to Operations Research, Tata McGraw-Hill A Taha Hamdy (1987), Operations ResearchAn Introduction, Macmillian Publishing Company, New York A Ravindran (latest), Operations Research: Principles and Practices, John Wiley & Sons, New York L Rardin, Ronald (latest ed.), Optimization in Operations Research, Pearson Education, Singapore

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Master of Business Administration (International Business) Programme Code: MIB Duration 2 Years Full Time

Programme Structure and Curriculum & Scheme of Examination 2011

AMITY UNIVERISTY UTTAR PRADESH

Amity University aims to achieve academic excellence by providing multi-faceted education

Curriculum & Scheme of Examination PRINCIPLES OF GLOBAL BUSINESS MANAGEMENT

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MARKETING MANAGEMENT- A GLOBAL PERSPECTIVE

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ACCOUNTING FOR MANAGERS

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ESSENTIAL IT TOOLS AND TECHNIQUES FOR GLOBAL MANAGERS

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QUANTITATIVE APPLICATIONS IN MANAGEMENT

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Sawyer & Sprinkle (2004), International Economics, Prentice Hall of India.

ORGANISATIONAL THEORY AND HRM

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CAF Communication Assessment File GD Group Discussion GP Group Presentation

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BEHAVIOURAL SCIENCE - I (SELF-DEVELOPMENT AND INTERPERSONAL SKILLS)

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C Project +Presentation I Interaction/Conversation Practice

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C Project +Presentation I Interaction/Conversation Practice

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C Project +Presentation I Interaction/Conversation Practice

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Methods of Private study /Self help

C Project +Presentation I Interaction/Conversation Practice

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C Project +Presentation I Interaction/Conversation Practice

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Conduct of Term Paper

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EXPORT IMPORT DOCUMENTATION AND LOGISTICS

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BUSINESS LAW AND ENTREPRENEURSHIP DEVELOPMENT

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BUSINESS RESEARCH METHODS

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GROWTH PROSPECTS OF THRUST AREAS OF INDIAN EXPORTS

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CROSS CULTURAL MANAGEMENT AND MANAGEMENT OF MULTINATIONAL COMPANIES

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INTERNATIONAL FINANCIAL MANAGEMENT

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CAF Communication Assessment File GD Group Discussion GP Group Presentation

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BEHAVIOURAL SCIENCE - II (BEHAVIOURAL COMMUNICATION AND RELATIONSHIP MANAGEMENT)

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C Project +Presentation I Interaction/Conversation Practice

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C Project +Presentation I Interaction/Conversation Practice

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C Project +Presentation I Interaction/Conversation Practice

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Methods of Private study/ Self help

C Project +Presentation I Interaction/Conversation Practice

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