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Item No : 20.43 MBA Programme III & IV Semesters III Semester Periods of S.No. Subject Code Subject Title Instruction / Week L 1 2 3 4 5 6 7 8 9 MMBA301R05 International Business Environment MMBA302R04 Soft Skills MMBA305 MMBA305 MMBA306 MMBA307 MMBA308 MMBA309 MMBA319 Elective I Elective II Elective III Elective IV Elective V Elective VI Case Writing Total Credits IV Semester Periods of S.No. Subject Code Subject Title Instruction / Week L 1 2 3 4 5 6 MMBA401R04 Corporate Ethics & Governance MMBA402R03 Enterprise Resource Planning MMBA403R05 Supply Chain and Logistics Management MMBA404 MMBA405 Elective I Elective II Project & Viva Voce Total Credits 4 4 4 3 3 T P 4 2 4 4 4 4 4 4 T P -

SASTRA

Credit Points 4 2 4 4 4 4 4 4 2 32

Credit Points 4 3 3 4 4 10 28

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SASTRA

List of Elective Courses (for III & IV Semester) Specialization Topics:Marketing Branding and Promotion Management Services Marketing Sales and Distribution Management Rural Marketing Operations Management Materials Management Production Planning and control Project Management Total Quality Management Money & Capital Market Merchant Banking & Financial Services Project Planning, Analysis and Management Human Resource Management Management of Change Cross Culture & Global HR Management Learning & Development Compensation Management Finance Security Analysis & Portfolio Management

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MMBA301R05 - INTERNATIONAL BUSINESS ENVIRONMENT Credits: 4 L T 4 -

SASTRA
P C - 4

Objective: This course aims at providing a conceptual background and understanding of the global business. The students get acquainted with the nature and dimensions of the evolving global and competitive business environment, which will influence managerial decisions. Unit I: International Business Environment: Business Environment Political, legal, Economic and Cultural environment. Globalization Drivers of globalization - Globalization of markets and production; Anti globalization. Overview of economic development of BRICS countries. Unit II: International Trade Theory & Trade Blocks: Trade Theories Overview and benefits of trade theories - Mercantilism, Absolute advantage, Comparative advantage, Heckscher Ohlin, Product life cycle, New trade theory and National competitive advantage theory. Cross National Agreement - Impact of WTO agreements on developing countries, TRIPS, TRIMS and GATS. Regional economic integration and co-operational agreements, Impact of EU, ASEAN, SAARC Unit III: International Strategic Management: International Strategy Global Strategy Formulation and Implementation - Types of International strategy - Global, Transnational, International multi domestic strategy; Entry strategies and strategic alliance Unit IV: International Business Decision and Control: International Finance Foreign Direct Investments, Foreign exchange market & International capital market, Determination of exchange rate, Exchange risk management; Balance of payment, International financial institutions Roles and functions. Business Decision Controlling process and techniques. Unit V: International Operations Management: International operations Global manufacturing management - Make or buy decision, Global Supply chain, an overview of Global marketing & Global HRM. Conflict management: Arbitration (Appropriate cases will be discussed under each topic)

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Reference Books:

SASTRA

1. John D. Daniels and Lee H. Radebangh, International Business, Pearson Education

Asia, ., 2005.

2. Charles W.L.Hill, International Business, Irwin McGraw Hill, New York, 2005. 3. Richard M.Hodgetts and Fred Luthans, International Management, Irwin McGraw-Hill,
New York, 2006.

4. Anand K.Sundaram and I. Stewart Black, The International Business Environment,

Prentice Hall of India, ., 2006.

5. Davidson, William H., Global Strategic Management, John Wiley & Sons, 2005 6. Thakur, Manab; Burton, Gene E. and Srivastava, B.N., International Management:
Concepts and Cases, Tata McGraw Hill Publisher Co. Ltd., ., 2005

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HR Electives MMBA307E10 R01- CROSS CULTURE & GLOBAL HR MANAGEMENT Credits: 4 L T 4 P C - 4

SASTRA

Objective: In a Global economy with Technological innovations Trans-national corporations are increasingly confronted with the changing nature of Business environment, Culture and Practices. This course aims at equipping managers with a global mind-set to comprehend these changes, appreciate differences in culture across geographical boundaries and fine-tune the Motivational and Leadership practices. Unit - I: Introduction to National Culture: Defining a National Culture- Process of National culture formation- Cross cultural adjustmentNational biases parochialism, ethnocentrism and other predispositions-Reasons, process of the bias formation. Cultural differences in selected countries and regions- Doing business in US, Europe, China, Japan, Korea, and Arab countries. Organisational cultures and DiversityOrganisation cultures in MNCs, Phases of multicultural development Unit - II: International Negotiation and Communication: International Negotiation: Steps & Strategies Cultural differences affecting NegotiationBargaining Behaviours, Ethics in International Negotiations. Cross Cultural communication: Assessing differences between countries Cross Cultural differences and Managerial implications - Communication barriers Language, Cultural, Perceptual -Achieving cultural effectiveness Unit III: Human Resource Management in Global Organizations: Human and Cultural Variables and Global Organizations - Human Resource Management in Global Organizations- Selection source, selection criteria for international assignments; Managing expatriates- Compensation issues- Managing dual career expatriates, repatriation. Work motivation Theories of work motivation Motivation and Job design. Compensation and Appraisal in Global Perspective - MNC and compensation system -Training in international management. Labour relations in the international arena International structures of unions. Unit - IV: Cross Culture Leadership: Leadership and management behaviour, models Leadership behaviour Cross culture context - Cross culture leadership and decision making- Decision making process and challenges.

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Unit V: Cross Culture Research:

SASTRA

Cross culture research methodologies and Hofstedes Study - Kluckhohn and Strodtbecks framework-Trompennars framework-Shwartzs framework, Triandiss framework - Structural evolution of global organizations. (Appropriate cases will be discussed under each topic) Reference Books: 1. Hodgetts, Luthans, Doh, International Management: Culture, Srategy, and Behavior,TataMcGraw-Hill ,2008. 2. Arvind V. Pathak,Rabi S. Bhagat,Roger J .Kashlak, International Management : Managing in a Diverse and Dynamic Global Environment, TataMcGraw-Hill 2007. 3. Adler. N. J, International Dimensions of organizational behaviour, Kent Publishing, 2001. 4. Hofstede, G.,Cultures Consequence: International Differences in Work Related Values, Sage, London, 2000. 5. Mead, R.,International Management: Cross Cultural Dimensions, Camb, Mass,Blackwell,1994.

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MMBA310 E07 R01 - LEARNING & DEVELOPMENT Credits: 4

SASTRA

L T P C 4 4 Objective: To help students develop an insight into the need for L&D by emphasizing new dimensions to organizational development, interpersonal effectiveness, leadership style an performance management. Unit - I: Definition- Factors affecting the workplace training and learning- Scope of training-objectives of training- Training process-benefits of training-problems of training-Future trends of training. Strategic training and development process Training needs: Organizational analysis, methods, techniques and process of training needs assessment, competency models Unit - II: Training design: Factors affecting training design. Learning: Definition-nature of learningPrinciples of learning-Learning process-Learning theories, training methods techniques and aids, implementation of training, trainers skills and styles Unit - III: Management development programme and methods-Transfer of training-Training evaluation, special issues in training and development - Future of training and development Unit - IV: Defining Performance, Measuring Performance-Performance management and reward Systems in the current scenario-Gathering performance information-Performance management processPerformance management and strategic planning-Implementing a performance management system- Performance management and employee development-Performance management skills. Unit - V: Reward systems and legal issues-Managing team performance -Performance consulting: Concept, the need for performance consulting-Designing and using performance relationship maps, (Appropriate cases will be discussed under each topic) Reference Books : 1.Dr.B.Janakiram, Training and development, Bizantra, . 2009

2. Herman Aguinis, Performance Management, Pearson Education, 2007. 3. Prem Chadha: Performance Management, Macmillan India, 2003. 4. Nick Blanchard, James W.Thacker, Effective training system, strategies and
practices, Prentice hall, 2008

5. Raymond A Noe , Employee training and development, McGraw Hill ,4/e,2008 69

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MMBA306E09 R01 - MANAGEMENT OF CHANGE Credits: 4

SASTRA

L T P C 4 4 Objective: To impart knowledge to students regarding the need and importance of effective implementation of change in organizations by overcoming resistance, if any. Unit - I: OD Introduction: Organizational Development Definition- History of OD- Action research process and approach, values, assumptions beliefs in OD -Foundations of OD, managing OD process -Overview of OD interventions, Unit - II: OD Interventions: Team interventions -Inter group interventions -Third party and peace making interventionsComprehensive OD interventions-Structural interventions and applicability of OD -Training experiences: Sensitivity training - Behaviour modeling, life and career planning-Coaching and mentoring -Issues in consultant client relationships, power politics. Unit - III: Change Management: An overview of organisational change -Forces for change-Types of change-Theoretical frameworks of organizational change, and perspectives on organizational change- Environment dependent, organization perspective-Process oriented perspectives, alternative perspective. Unit - IV: Models of change: Recent approaches to organizational change- Process based change models- Content based models -Integration of change models- Business Process Reengineering -Outsourcing, downsizing, resistance to organizational change-Nature of resistance- Factors contributing to resistance- Managing resistance to change- Role of change agent -Skill required for the role of change agent - Skills for managing change- Organizational culture and change. Unit - V: Future of OD: Emerging forms of organization - Mergers and Acquisitions, and turnaround management. OD in global settings - Global social change, and future directions in Organisation Development (Appropriate cases will be discussed under each topic) Reference Books 1. Cummings & Worley, Organisation Development and Change, 7/e, , Thomson Publication, 2006.

2. French

& Bell, OD :Behavioral Science improvement,, Pearson education, 1998.

interventions

for

organisation

3. Radha Sharma ,Change Management, concept and applications, Tata Mcgraw Hill,
2006.

4. Robert A. Paton, James Mc. Calman, Change Management A guide to effective 70

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implementation, Sage Publication, 2001

SASTRA

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Marketing Electives MMBA305E49 - BRANDING & PROMOTION MANAGEMENT Credits: 4

SASTRA

L T P C 4 - - 4 Objective: The objective of this course is to impart in-depth knowledge to the students regarding the theory and practice of Brand Management, Advertising and Sales promotion. Unit I: Introduction to Branding: Brand, functions of a brand; Brand management process; Branding challenges & opportunities. Customer Based Brand Equity: Brand equity concepts - Aakers Brand equity model, Aakers guidelines for building strong Brand. Brand Equity Elements: choosing the brand elements for building brand equity. Brand equity measurement An overview on cost based method, price based method and customer based method Unit - II: Branding Process: Brand Positioning: Guidelines, identifying & establishing brand positioning. Leveraging: CoBranding, celebrity endorsements & brand ambassadors. Designing and implementing branding strategies: Brand product matrix, brand hierarchy/type- Kapferers branding system, brand extension. Brand rejuvenation and re-launch: Reinforcing & revitalizing brands; adjusting brand development through acquisition takeover and merger Unit - III: Introduction to Advertising: Advertising Define, evolution, types, roles & functions of advertising; advertising & ethics; setting goals and objectives DAGMAR approach; media planning & strategy Print media, broadcast & interactive online media Unit - IV: Creating Message: Creative approaches, copywriting, advertising copy testing, production & implementation; organizing for promotion Role of ad agency & other marketing organization. Unit - V: Sales Promotion: Sales Promotion Scope, role & growth of sales promotion; categories/types of sales promotion Consumer oriented sales promotion & trade oriented sales promotion; Sponsorships, Event Marketing Interactive & internet promotion; co-coordinating sales promotion & advertising Budget allocation, themes coordination, media support & timing; sales promotion abuse Mini project will be given to the students (Appropriate cases will be discussed under each topic)

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Reference Books:

SASTRA

1. Kevin Lane Keller, Strategic Brand Management, Pearson Education, ., 2008. 2. George E. Belch and Michael A Belch, Advertising and Promotion, Tata McGraw Hill,
2001, 5/e.

3. RajeevBatra, John G.Myers, David A.Aaker, Advertising Management, Pearson

education, 2005, 5/e

4. Wells, Burnett, Moriarty, Advertising, Pearson Education, 2004

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MMBA304E12 R01 - SERVICES MARKETING Credits: 4

SASTRA

L T P 4 - Objectives: This course aims at providing a perspective on the concepts, framework analytical procedures available to service marketers to resolve the varied challenges faced different situations.

C 4 & in

Unit- I: Understanding Services: Definition and meaning of services: Distinct aspects of service management. Classification of services marketing-Customer involvement in service processes-Managing service encounters Customer as co-producer. Unit -II: Focus on Customers and Managing Relationships Consumer behaviour in service encounters- Targeting customers- Evaluation of servicesComplaint handling and service recovery- Service guarantees. Unit -III: Creating a value in a competitive market Positioning of services-Creating value, pricing, and promotion of services- Organizing servicesManaging people in services organisations. Unit -IV: Planning and Managing Service Delivery Creating delivery systems in place, cyber space and time-Enhancing value by improving quality and productivity- Balancing demand and capacity- Quality issues in service marketingApplication of SERVQUAL model-Technology and service strategy. Unit -V: Marketing of Services Introduction on Tourism and Hospitality marketing-Financial services marketing, Telecom and IT & ITES marketing - Health care and Hospital marketing and Airlines marketing. (Appropriate cases will be discussed under each topic) Reference Books:

1. Christopher Lovelock, Jochen Wirtz, Services Marketing, Pearson Education Asia,

2006.

2. Valerie Zeithaml, Marie Joe Bitner, Services Marketing, Tata McGraw Hill Publication,
2007.

3. Terrill, Middle brooks, Market Leadership Strategies for Service Companies, Viva
Books ltd., 2004.

4. Cengiz Haksever, Barry Render, Roberta S. Russel, Service Management and

Operations, Pearson Education Asia, 2003

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MMBA312 E50 - SALES AND DISTRIBUTION MANAGEMENT Credits: 4

SASTRA
L T P C 4 - - 4

Objectives: The objective of this course is to impart in-depth knowledge to the students regarding the theory and practice of Sales and Distribution Management. Unit - I: Formulation of a Sales Programme: Introduction to Sales management in the twenty-first Century- Process of Selling and Buying Drivers of change in selling and sales Management-Overview of selling as a career- Stages in a selling process- Participants in the organizational buying process-Buying decision stages. Managing sales information Forecasting market demand-Trend Projection- Factors affecting selection of a forecasting method. Unit - II: Sales Organization Management Sales organization Organizational principles-Organizational design- Key account sales-Sales process automation -Emerging organizational designs- Number of sales people. Management of sales territory Size of Sales territory-Allocation of sales territory-Designing a sales territory. Management of sales quota Organization of the sales job-Procedure for setting quota-Types of sales quota. Methods of setting sales quota -Problems in setting sales quota. Unit - III: Sales Force Management Recruitment and selection of sales force Hiring process- Challenges in sales force selectionPlanning for recruitment.-Sales force motivation Importance, process and theories of motivation. Sales force compensation Types, trends and designing a compensation plan. Unit - IV: Measurement, Analysis and Knowledge Management Turning customer information in to sales knowledge-Assessing the performance of the sales force and tools for measuring performance of sales force Sales force automation - CRM packages - Internal and external cultural forces that affect a firms Sales Knowledge. Unit - V: Distribution Management Distribution channel management An introduction -Designing customer oriented marketing channels- Customer oriented logistics and managing channel member behaviour. (Appropriate cases will be discussed under each topic) Suggested Reading

1. Tapan K Panda and Sunil Sahadev, Sales and Distribution Management, Oxford
Higher Education, 2001

2. Ford and Walkers, Sales Force Management by Churchill, Tata McGraw Hill, 2007. 3. Tanner, Honeycutt, Erffmeyer, Sales Management, Pearson Education, 2005

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Credits: 4

SASTRA

MMBA308 E21 R01 - SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT L T P C 4 - - 4 Objectives: To understand the concepts and operation of various investment opportunities and the methods to minimize risk in a portfolio context. Unit I: The investment environment: Real vs. Financial assets, definition of investment Classification Distinction between investment, speculation and gambling Investment process Investment alternatives Evaluation of investment alternatives Sources of information for investment Selecting investments in a global market. Unit II: Risk & Return: Historical arithmetic and geometric means, expected return. Risk vs. return: risk aversion, and utility, measurement of volatility of returns: variance, standard deviation, Beta. Valuation of securities: Valuation of bonds Bond characteristics, bond prices and yields, prices and coupon rates, yield to maturity, realized yield versus Yield to maturity (YTM), holdingperiod return: single period, multi period. Valuation of shares - Models of equity valuation, intrinsic value and market price, dividend discount models: general model, no growth, constant growth and multiple growth models, price earnings ratios: no expected growth, with constant growth. Unit III: Fundamental analysis: Components of fundamental analysis Macro economic analysis, industry analysis and company analysis Financial statement analysis. technical analysis: DOW theory, ELLIOT wave theory, major trends Tides intermediate trends Waves - Shortrun trends Ripples - Stock price and volume: Techniques - Importance of volume, support and resistance levels, moving-average lines, relative strength, bar charting, multiple indicator charts, point-and-figure charts. Technical vs. Fundamental analysis. Unit IV: Portfolio Management: Top-down management and investment committees, risk free asset and capital allocation line (CAL), combining two risk assets, co-variances and correlation coefficients, multiple security portfolios, diversification, efficient frontier, regression and singleindex models. Markowitz portfolio theory Asset pricing models: Capital Asset Pricing Model (CAPM), assumptions and equilibrium conditions, market portfolio and Beta, Security Market Line (SML) and Security Characteristic Line (SCL), Arbitrage Pricing Theory (APT). Unit V: Efficient market hypothesis: Random walks with positive trends, weak, semi-strong, and strong forms, Portfolio performance evaluation: Sharpe, Treynor, and Jensen ratios, market timing.

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(Appropriate cases will be discussed under each topic) Reference Books:

SASTRA

1. Zvi Bodie , Alex Kane, Alan J Marcus, Pitabas Mohanty, Investments, 6/e,
Tata McGraw-Hill, 2006.

2. Reilly, F.K., Brown, K.C., Investment Analysis and Portfolio Management, 7/e, SouthWestern, 2003.

3. Patankar. S., Investment Management, 8/e, Himalaya Publishing House,2006. 4. Elton, Grubber, Modern Portfolio Theory and Investment Analysis, 5/e, Wiley
Publications, 1995.

5. Fabozzi, Investment Management, 2/e, Prentice Hall, 1999. 6. Avadhani .V.A., Securities Analysis And Portfolio Management, 4/e, Himalaya
Publishing House,2008.

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MMBA309E27 R01 - MONEY AND CAPITAL MARKET Credits: 4

SASTRA

L T P C 4 - - 4 Objectives: The purpose of this course is to develop an understanding of the financial instruments that trade in modern financial markets, the financial institutions that participate in these markets and the financial innovation process. Unit - I: Financial System: Indian financial system: An overview: introduction, markets and components - Background, structure, nature, role, functions, necessity, economics, and definitions - Organization, operation, growth. Unit - II: Money Market: Money market instruments, the framework of products, providers, investors, players, regulators, yields, liquidity, regulations and procedures of issuing various money market instruments Unit - III: Capital Market: Bond markets Mortgage markets Equity market: Primary market, IPO, FPO, Rights issue, Bonus issue. Secondary markets Participants, Trading mechanisms, types of orders, settlements, trading costs, buying on margin, short sales - Stock market regulations on trading of securities. Unit - IV: Capital Market Extension: Capital market Venture capital Conceptual framework, Venture capital funds Regulatory framework, Venture capital in India. Securitization Asset securitization, Purposes, Application of securitization, Global and Indian scenario, limitations, Securitization and financial intermediation, Changes in the function of intermediation, Securitization and Structured finance, Securitization as a risk management tool, Securitization and credit derivatives. Unit - V: Mutual Funds: Introduction, AMC Its working mechanism, portfolio management process in mutual funds, evaluating mutual funds, regulatory structure of mutual funds RBI and UTI guidelines, SEBI Schedules (fifth, seventh, eighth). (Appropriate cases will be discussed under each topic) Reference Books: 1. Dr.S.Gurusamy, Financial Services and System, Vijay Nicole Imprints Private Limited, 2008.

2. M Y Khan, Indian Financial System 6/e, Tata McGraw Hill, 5/e, 2008. 3. Suneja, H.R., Monetory Theory and Practice, Himalaya Publishing House, 2007. 4. Mithani. D.M., Money, Banking, International trade and Public finance, Himalaya
Publishing House, 2007.

5. Zvi Bodie, Alex Kane, Alan J Marcus, Pitabas Mohanty, Investments, 6/e, Tata
McGraw-Hill Publishing company limited, ., 2006.

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XX Academic Council Meeting SASTRA 6. Rose and Marquis, Money and Capital Markets, Mc-Graw Hill International, 2006.
MMBA311E29 R01 - MERCHANT BANKING & FINANCIAL SERVICES Credits: 4 L T P C 4 - - 4 Objectives: To help students to learn the various financial services and their role in the overall financial system. Unit I: Merchant Banking: Merchant Banking in India: An overview Recent developments and challenges ahead Institutional structure Functions of merchant banking Selection of a merchant banker Their accountability. Legal & regulatory framework Merchant banking under Company Law, SCRA,SEBI guidelines Procedures to be followed in registration Norms of operations. Unit II: Issue Management: Appraisal of projects Designing capital structure Role of merchant banker in issue management - Issue pricing Preparation of Prospectus Offer for sale Selection of bankers Advertising consultants Role of Registrars Underwriting arrangements Placement with Financial Institutions Mutual Funds- Foreign Institutional Investors Issue marketing Advertising strategies Brokers & Investors NRI marketing Dealing with Bankers to the issue Underwriters, Registrars, Brokers - Post Issue activities Private placement Bought out deals Off-shore issues GDRs, ADRs, FCCBs. Book building. Unit III: Leasing & Hire Purchasing: Leasing - Lease financing Concepts and features of different lease arrangements. Legal and tax aspects of leasing. Lease evaluation. Hire purchase: Hire purchase financing Concepts and features, Legal and tax aspects, Accounting and financial evaluation. Unit IV: Other Corporate Services: Mergers and Acquisitions Portfolio management services Bills discounting Credit syndication. Factoring and Forfaiting: Concepts and features, Types, Factoring vis--vis Bills discounting finance, Factoring vis--vis Forfaiting, Problems and prospects of factoring service in India. Unit V: Emerging issues: Credit rating and credit score various credit rating practices. Consumer finance Credit cards Overview of venture capital-Real estate financing and housing finance. (Appropriate cases will be discussed under each topic) Reference Books:

1. M Y Khan., Financial Services, TMH Publication Company Ltd, 3/e, 2007. 2. Gurusamy, S., Financial Services and Systems, Vijay Nicole Imprints, Pvt. Ltd, 2007. 3. Machiraju H R, Merchant Banking Principles and Practice, New Age International
(P) Limited, Publishers, 3/e, 2007.

4. Bhalla, V.K., Management of Financial Services, Anmol Publications, 2008. 79

XX Academic Council Meeting 5. Irani, F, Inside Leasing, TMH Publication Company Ltd, 2006.
Operations Management Electives MMBA 306 E51 - MATERIALS MANAGEMENT Credits: 4

SASTRA

L T P C 4 - - 4 Objectives: The purpose of this course is to develop an understanding and create practical exposure in Inventory Management. Unit - I: Introduction: Introduction scope of materials management Primary and secondary objectives Integrated materials management Relation with other functional areas of organization Role of materials management in business. Organizing for materials management Basis for forming organizations Conventional and modern approaches to organizing materials management Unit - II: Material Control: Materials identification Classifying of materials Codification of materials Standardization Simplification and variety reduction of materials. Inventory control Techniques FSN, VED, ABC Working capital management with reference to inventory. Unit - III: Stores Management: Management of stores Location Different types of stores Methods of storing Safety and security of materials Stores equipment Materials handling equipment factors affecting materials handling. Stores issues and receipts Procedures Forms and policies in stores transactions Stores accounting stores organization. Unit - IV: Purchasing: Purchasing Planning purchasing materials Norms of vendor rating Selection and development Purchasing procedures and methods Legal aspects Insurance of materials Supply management Sources of supply Outsourcing. Sub-contracting Reasons for subcontracting Criteria for selecting sub-contractors Rating Factors affecting sub-contract rate fixing Internal and external sub-contract Unit - V: International Buying: International buying - Importance - Global sourcing - Global trading - Green purchasing - EXIM Policy - Exchange rate management Forward contracts - INCOTERMS. Contracts & pricing practices - Negotiation purchase timing - Make or Buy - Capital equipment purchase - Sourcing of projects. (Appropriate cases will be discussed under each topic) Reference Books: 1. Dobbler, Burt D.N, Purchasing and Supply Chain Tata McGraw-Hill, 7/e, 2004.

Management,

2. P Gopalakrishnan, Materials Management, Prentice Hall, 2002 80

XX Academic Council Meeting 3. A. K. Datta, Integrated materials management, Prentice Hall, 2006
MMBA 307 E52 - PRODUCTION PLANNING & CONTROL Credits: 4

SASTRA

L T P C 4 - - 4 Objective: This course aims at providing a conceptual background and understanding of Production Planning and its Control. The students get acquainted with the nature and dimensions of the evolving global and competitive business environment, which will influence managerial decisions. Unit - I: Introduction: Introduction: Types and characteristics of production systems: Objective and functions of production, planning & control, place of production, planning in engineering, manufacturing organization. Factory location & layout, Equipment policy and replacement. Preplanning production, capacity planning. Unit - II: Preplanning: Forecasting & market analysis. Subjective estimate - Survey - Delphi method - Regression models Single variable model two variable model - Econometric models - Input-output model. Facilities decisions - Measuring capacities of facilities - Determining facility needs - Economies of scale. Unit - III: Aggregate Planning: Aggregate planning: Planning by trial and error method - Planning by transportation method Planning by Linear programming - Planning by Heuristic method - Planning by computer search method. Unit - IV: Scheduling: Scheduling - Single machine sequencing with independent jobs - Parallel machine models Flow shop scheduling - Job shop scheduling - Simulation studies of the Dynamic job shop, Dispatching. Unit - V: Process Planning: Process Planning - Group technology - Classification and coding systems for process planning expediting and monitoring - Role of computers in PPC Automation and Robotics advance process control. Environmental and safety measures, Waste management. (Appropriate cases will be discussed under each topic) Reference Books:

1. Stephen N Chapman, Fundamentals of Production Planning and Control, Prentice

Hall, 2005

2. Narasimhan Sim, Production Planning and Inventory Control, Printice Hall 2/e New
Jersy, 1995.

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XX Academic Council Meeting SASTRA 3. Knight, W.A. & Gdlagher, C.C., Group Technology Production methods in
Manufacture, 1996.

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MMBA 310 E53 PROJECT MANAGEMENT Credits: 4

SASTRA

L T P C 4 - - 4 Objective: This course aims at providing a conceptual background and understanding of Project Management. The students get acquainted with the nature and dimensions of the evolving global and competitive business environment in Various Projects. Unit - I: Project management: Definitions Overview Project plan Management principles applied to project management Project management life cycles and uncertainty Unit - II: Project planning: Scope Problem statement Project Goals Objectives Success criteria Assumptions Risks Political, Economical, Legal, Social and environmental Obstacles Approval process Projects and strategic planning. Project implementation Project resource requirements Types of resources Men Materials Finance Unit - III: Project monitoring: Project monitoring Evaluation Control Project network technique Planning for monitoring and Evaluation Project audits Project management information system project scheduling PERT & CPM Project Communication Post project reviews Project management tools. Unit - IV: Project team management: Recruitment Organizing Human resources Team operating rules Project organization Various forms of project organizations Project organization charting project contracts Principles Compilation of contracts Practical aspects Legal aspects Global tender Negotiations Insurance. Unit - V: Closing the project: Types of project termination Strategic implications Project in trouble Termination strategies Evaluation of termination possibilities Termination procedures (Appropriate cases will be discussed under each topic) Reference Books:

1. Jack R. Meredith, Samuel J. Mantel Jr., Project Management-A Managerial Approach,

John Wiley & Sons, 2009.

2. Harold Kerzner, Advanced Project Management: Best Practices on Implementation,

John Wiley & Sons, 2004.

3. Gopalakrishnan, Project Management, McMillan India Ltd, 2001.

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SASTRA

Semester IV
MMBA 401 R04 - CORPORATE ETHICS AND GOVERNANCE Credits: 4 4 Objectives: To develop insights into the reasons for the recent corporate frauds and deceptions in India and elsewhere, and reinforce the need for ethical practices in corporate governance and administration. Unit - I: Understanding Corporate Governance: Meaning, need and importance of corporate governance, increasing awareness, Global concerns- Board processes and procedures- OECD Principles, concepts, mechanisms, theoretical basis, Indian model of CG, obligation to society, investors, employees and to customers. Unit - II: Land marks in the emergence of Corporate Governance: Committees on Corporate Governance - The CIIs initiative, SEBIs initiatives-Naresh Chandra committee report 2002, Narayanamurthy committee report 2003, and recent initiatives on CG. CG rating Meaning, steps taken in India and abroad, listing Guide lines, Institutions promoting corporate governance NFCG, ICSI, Global corporate governance forum. Unit - III: Agents and institutions in Corporate Governance: Board of Directors: Meaning, qualification, appointment, rights, duties and removal. Auditors: Procedure of appointment, rights, duties and removal. Company Secretary and his role on CG. Shareholders: Rights and privileges; Investors - problems and protection; CG and other stakeholders. Unit - IV: Business Ethics and Corporate Governance: Business Ethics and changing environment, Importance and need of ethics, levels of business ethics, benefits of managing ethics at work place, ethical issues and competitors Competition law, whistle-blowing and recent guidelines, Whistle-blowing practices in corporates and its legal implications in India. Corporate Social Responsibility- Origin, need for CSR, Impact of CSR, CSR in India, arguments for and against CSR, future of CSR. Unit - V: Issues and problems of Corporate Governance in emerging economies: State of corporate governance in India, Corporate Governance in developing and transition economies, Globalization and Corporate Governance, Emerging Trends in Corporate Governance. Case studies on Corporate Mis-governance. (Appropriate cases will be discussed under each topic) L T P C - - 4

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Reference Books:

SASTRA

1. A.C.Fernando; Corporate Governance, Principles, Policies and Practices, Pearson

Education, 2006.

2. Dr. S. Singh, Corporate Governance, Global Concepts and Practices, Excel Books,
2005.

3. Donald H. Chew JR. Stuart L. Gillan, Corporate Governance at the Crossroads

McGraw-Hill, 2006.

4. David J. Fritzsche, Business Ethics, A Global and Managerial Perspective, McGrawHill, 2005. 5. S.K. Chakraborty, The Management and Ethics Omnibus, Oxford University Press., 2001.

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MMBA 402 R03- ENTERPRISE RESOURCE PLANNING Credits: 3

SASTRA

L T P C 3 - - 3 Objective: To familiarize students with how organizations are using technologies like Enterprise Resource planning to stay ahead of the competition through both internal and external integration of their Business Processes. Unit I: Introduction: ERP Concepts Evolution of ERP Tangible and intangible benefits - Emerging trends ERP architecture. Unit II: Pre-Implementation Stage: Business Process Reengineering concepts: Re-engineering and process improvement BPR steps Organizational readiness AS-IS and TO BE analysis - Forward and Reverse engineering - successful BPR. Business process design and analysis: Modeling business process using work system framework. ERP selection: ERP vendor & package selection - Need analysis Gap analysis Cost elements Feasibility analysis Unit III: Modules and Market: ERP Business modules: Sales and distribution, materials management, production planning, financial management, human resource management ERP Market Different ERP vendors. Unit IV: Implementation Stage: Implementation Approaches ERP implementation life cycle. Project management: Project team Steering committee Project manager Functional team Technical team Managing ERP Projects Risk factors, critical success factor. Unit V: Post Implementation Stage: Measuring ERP benefits Balanced score card method ABCD checklist framework Capability maturity framework. (Appropriate cases will be discussed under each topic) Reference Books:

1. Alexis Leon, Enterprise Resource Planning Demystified, Tata McGraw-Hill Publishing

Company Ltd., ., 2004.

2. Mahadeo Jaiswal and Ganesh Vanapalli, Text Book of Enterprise Resource

Planning, Macmillan India Ltd., Chennai 2005.

3. Vinod Kumar Grag and N.K. Venkitakrishnan, Enterprise Resource Planning

Concepts and Practice, Prentice Hall of India, 1998.

4. Ashim Raj Singla, Enterprise Resource Planning, Cengage Learning, 2008 86

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MMBA 403 R05 - SUPPLY CHAIN AND LOGISTICS MANAGEMENT Credits: 4

SASTRA

L T 3 -

P C - 3

Objectives: To impart knowledge the students with decision making in: Planning, scheduling and control of Supply Chain and logistics functions in both manufacturing and services. Unit - I: Introduction of Supply Chains: Introduction; Evolution of Supply chain management- Decisions in Supply chain -Importance of the Supply chain. Customer service and cost trade-offs Order delivery, lead time- Supply chain responsiveness- Delivery reliability. Supply chain performance measure Drivers of supply chain performance. Unit - II: Designing the Supply Chain: Porters model of supply chain - Designing the distribution network in a supply chain The role of distribution in supply chain-Factors influencing distribution network design- Distribution networks in practice and design options for a distribution network. E-Business and the supply chain The role of E-Business in supply chains - E-Business framework and Ebusiness in Practice. Unit - III: Planning and Managing Inventories in a Supply Chain: Inventory Management Introduction, objectives, and types of inventory: Cycle inventory, safety stock, decoupling stocks, anticipation inventory, Pipeline inventory, Dead Stock. Inventoryrelated costs: Ordering costs, carrying costs, stock out costs, computing inventory related costs. Unit - IV: Logistics: Introduction - Concept and significance - Distribution strategies - Customer service policies and integrated logistics management Logistics as a core competency. Ware house management. Unit - V: Transportation and Containerization: Transportation models - Economics of transportation - Packaging - Principles, functions and types - Containerization - Concepts - Infrastructure - Customs Issues - Service utilization modes - Rail, Sea and Road. Role of freight and insurance in logistics (Appropriate cases will be discussed under each topic) Reference Books:

1. Janat Shah, Supply Chain Management Text and Cases, Pearson Education, 2009 2. Sunil Chopra, Peter Meindl, Supply Chain Management-Strategy, planning and
Operation Pearson, 2008.

3. Bowersox, Logistical Management - The Integrated Supply Chain Process, TMI,

2002.

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MMBA 407 E08 R01 - COMPENSATION MANAGEMENT

SASTRA

Credits: 4 L T P C 4 - - 4 Objective: To impart knowledge of designing & structuring the reward management policies, systems and strategies. Unit - I: Introduction to Compensation strategy: Compensation: Definition, types of wages, forms of pay and Pay model, sources of competitive advantage, internal alignment: strategic choices in designing Internal Structures, economic theories and compensation management Unit - II: Compensation management and job design: Job analysis, Job evaluation methods and person based structures: Skill analysis, competency analysis, External competitiveness and labour market factors - Demand side, supply side and organization factors, designing pay level mix and pay structures. Unit - III: Performance related compensation: Performance management system: Objectives, performance indicators and standards, competency based pay, pay for performance plans: short term, long term and team incentive plans and Types of ESOP options. Employee benefits: determination process, components and types Unit - IV: Compensation for special groups: Compensation for special groups: CEO, Executive compensation, sales forces, contingent workers and supervisors, International pay System-Expatriate pay- Strategic market mindset. Unit - V: Government and legal issues in Compensation: Government and legal issues in compensation: wage boards and wage policy, basics of wage legislation in India, legal and taxation issues in employee compensation, perquisites, cost to company, variable compensation , over time wages, retirement plans, (Appropriate cases will be discussed under each topic) Reference Books: 1.Milkovich and Newman, Compensation, Tata McGraw Hill,8/e, 2008.

2. Dipak kumar Bhattacharyya, Compensation Management, Oxford University

Press, 2006. 3. Dr. Pandey & Rastogi, Wage & Salary Administration .Sage publication, .,2000.

4. Richard &L. Henderson, Compensation management in knowledge- based.

World, Pearson Education, 9/e, 2007. 5. Armstrong,et al., Reward Management: A Handbook of Salary Administration, Kogan Page India,4/e, 2003.

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MMBA 405 E54 - RURAL MARKETING Credits: 4

SASTRA

L T P C 4 - - 4 Objective: To impart knowledge about the various aspects of marketing from rural perspectives. Unit - I: Introduction: Rural Marketing: Definition, Opportunities and challenges-Rural market environment Rural India: Definition, evolution. Rural market structure-Constitution of rural markets -Size of rural market. Rural economy Five year plans- Rural economic structure- Occupation and employment pattern -Rural infrastructure. Unit - II: Rural Consumer: Rural Consumer Behavior Consumer buying behavior models- Factors affecting consumer behavior- Characteristics of rural consumer-Consumer buying process-Opinion leadership process- Diffusion of innovation- Brand loyalty. Segmenting, Targeting and Positioning. Unit - III: Rural Market Strategy: Product strategy Marketing mix challenges-Product concepts and classification - Rural product categories- New product development- Consumer adoption process-Product life cycle- Product mix- Rural packaging- Branding in rural India-Fake brands. Structure of competition in rural India- Product warranty and after-sales service. Pricing strategy Pricing objectives-External influences-Pricing strategies- Market entry strategies. Distribution strategy Evolution of rural distribution systems- Prevalent rural distribution systems-Emerging distribution models. Communication strategy. Unit - IV: Retailing in Rural Market: Retailer as a route to the rural market Accessing rural markets- Consumer purchase behavior implications for distribution -Characteristics of retailers and their influence on distribution strategies- Behavior of the channel-Haats, Melas and mobile traders. Unit - V: Recent Developments in Rural India: Innovation in rural Markets- Financial Services- Future of Rural Marketing. (Appropriate cases will be discussed under each topic) Reference Books:

1. Pradeep Kashyap, Siddhartha Raut, The Rural Marketing, Biztantra Publications, 2006. 2. Sanal Kumar Velayudhan, Rural Marketing, Sage Publications, 2007

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Credits: 4

SASTRA

MMBA 408 E34 R01- PROJECT PLANNING, ANALYSIS AND MANAGEMENT L T 4 Objectives: students to acquire a detailed knowledge of various stages of projects from planning to implementation and review of projects. P C - 4

Unit I: Planning & Analysis: Planning & Analysis Overview: Phases of capital budgeting Levels of decision making Objective. Resource Allocation Framework: Key criteria for allocation of resource Elementary investment strategies Portfolio planning tools Diversification - Interface between strategic planning and capital budgeting. Generation and screening of project ideas: Generation of ideas Monitoring the environment Regulatory framework for projects Corporate appraisal Preliminary screening Project rating index Sources of positive NPV Qualities of a successful entrepreneur. Unit II: Project Analysis: Market and demand analysis: Collection of secondary information Conduct of market survey characterization of the market Demand forecasting Market planning. Technical analysis: Study of material inputs and utilities Manufacturing process and technology Product mixes Plant capacity Location and site Machinery and equipment Structures and civil works Project charts and layouts work schedule Unit III: Financial Aspects of Project: Financial Analysis: Estimation of cost of project and means of financing Estimates of sales and production Cost of production Working capital requirement and its financing Estimates of working results Breakeven points Projected cash flow statement Projected balance sheet. Project cash flows: Basic principles Components of the cash flow streams. Appraisal criteria: Net Present Value Benefit cost ratio Internal rate of returns urgency Payback period Accounting rate of returns Investment appraisal in practice. Analysis of Risk: Types and measures of project risk Simple estimation of risk Sensitivity analysis Scenario analysis MONTE CARLO simulation Decision tree analysis Selection of project Risk analysis in practice. Special decision situations: Choice between mutually exclusive projects of unequal life Optimal timing decision Determination of economic life Inter-relationships between investment and financing aspects Inflation and capital budgeting. Unit IV: SCBA & Qualitative Analysis: Social Cost Benefit Analysis (SCBA): Rationale for SCBA UNIDO approach to SCBA Little and MIRRLEES approach to SCBA. Qualitative Analysis: Qualitative factors Strategic aspects Informational asymmetry Organizational considerations. Environmental appraisal of projects: Meaning and scope of environment Resources values Environmental impact assessment and statement.

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SASTRA

Unit V: Project Financing & Management: Project financing in India: Means of finance Norms and policies of financial institutions preparation of feasibility report. Project review and administrative aspects: Initial review Performance evaluation Abandonment analysis Administrative aspects Evaluating the capital budgeting system of an organization. (Appropriate cases will be discussed under each topic) Reference Books: 1. Prasanna Chandra, Project Planning: Analysis, Selection, Implementation and Review, Tata McGraw-Hill, 6/e, 2008.

2. Narendra Singh, Project Management and Control, Himalaya Publishing House, 2003. 3. Nicholas, Project Management for Business and Technology: Principles and
Practice, Prantice Hall India, 2/e, 2006.

4. Gray & Larson, Project Management: The Managerial Process, Tata McGraw-Hill,
3/e, 2005.

5. Bhavesh M Patel, Project Management, Vikas Publishing House, 2005. 6. Choudhury, Project Management, Tata McGraw-Hill, 1/e,2006. 7. K Nagarajan, Project Management, New Age International, 2004.

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MMBA 407 E55 - TOTAL QUALITY MANAGEMENT Credits: 4

SASTRA
L T P C 4 - - 4

Objectives: To impart knowledge to the students on decision making in: Planning, and control of Quality functions in both manufacturing and services. Unit - I: Introduction to Quality Management: Definition of Quality, Dimensions of quality, Quality planning, Quality costs - Analysis techniques for quality costs, Concepts and principles of TQM, Leadership Concepts, Role of senior management, Quality council, Quality statements, Strategic planning, and barriers to TQM implementation. Unit - II: TQM Principles: Customer satisfaction Customer perception of quality, Customer complaints, Service quality, Customer retention, Employee involvement Motivation, Empowerment, Teams, Recognition and reward, Performance appraisal, Benefits, Continuous process improvement Deming philosophy, Juran Trilogy, PDSA Cycle, 5S, Kaizen, Total Productive Maintenance (TPM), Meaning, Seven magnificent Quality Tools, Application, Poka-Yoke, Performance Measures Basic Concepts, Strategy, Performance Measure. Unit - III: Introduction to Six Sigma: Six Sigma, The Statistical basis of Six Sigma, Project selection for Six Sigma, Six Sigma problem solving, Six Sigma in services and small organizations, Tools for concept development, Tools for design development, Tools for design optimization, Tools for design verification. Unit - IV: Statistical Process Control: Statistical Process Control, Specification & Limits, Charts for variables & attributes, Process Control (X, R & P chart), Summary of Control chart construction, Designing control charts product control acceptance sampling and OC curve, Process improvement methodologies, Basic tools for process improvement, Other tools for process improvement, Engaging the workforce in process improvement. Unit - V: Quality Systems: ISO Systems, ISO Certification schemes, Preparing an organization for ISO certification. Quality system Elements, Implementation of quality system, Documentation, Quality Auditing, TS 16949, ISO 14000 Concept, Requirements and Benefits. Relevance and application of quality system. An overview Capability Maturity Model and E-Sourcing Capability Model. (Appropriate cases will be discussed under each topic)

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Reference Books:

SASTRA

1. Dale H.Besterfiled, et al., Total Quality Management, Pearson Education, Inc. 2003.
(Indian reprint 2004).

2. James R.Evans & William M.Lidsay, The Management and Control of Quality, 5/e,
South-Western (Thomson Learning), 2002 .

3. Feigenbaum.A.V. Total Quality Management, McGraw-Hill, 1991. 4. Oakland.J.S. Total Quality Management Butterworth, Hcinemann Ltd., Oxford. 1989. 5. Narayana V., Sreenivasan, N.S. Quality Management Concepts and Tasks, New
Age International 1996.

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