PANJAB UNIVERSITY, CHANDIGARH-160014 (INDIA)

(Estd. under the Panjab University Act VII of 1947-enacted by the Govt. of India)

FACULITY OF BUSINESS MANAGEMENT AND COMMERCE

OUTLINES OF TESTS SYLLABI AND COURSES OF READING

FOR

MASTER OF BUSINESS ADMINISTRATION (EXECUTIVE)

MBA (Executive)

FOR THE EXAMINATION 2012-13

1
 SYLLABI FOR MASTER OF BUSINESS ADMINISTRATION (EXECUTIVE ) FOR THE
EXAMINATION OF 2012-2013

Note:
1. Examination in each subject will be of 3 hours duration except for Strategic Management
(MBAEX8201).
2. The duration of Strategic Management (MBAEX8201) will be 4 hours.
3. Maximum Marks for external/written examination is 50 marks and internal assessment is 50
marks except for seminar and workshop courses.
Instructions to the paper setters: (Except for MBAEX8201: Strategic Management).
IF THERE ARE TWO UNITS: Set 10 questions in all. Five questions from each unit. The students are
required to answer five questions in all selecting at least 2 questions from each unit.
IF THERE ARE FOUR UNITS: Set 10 questions in all. Two or three questions from each unit. The
students are required to answer five questions in all selecting at least one question from each unit.
N.B: Use of non-programmable calculators by the students in the Examination Hall is allowed. The
calculators will not be provided by the University.

SCHEME OF EXAMINATION FOR

MBA (EXECUTIVE)

Subject Code Paper Title Marks

FIRST SEMESTER
MBAEX6101 BUSINESS ECONOMICS 100
MBAEX6102 BUSINESS STATISTICS 100
MBAEX6103 ORGANISATIONAL BEHAVIOUR 100
MBAEX6104 WORKSHOP ON BUSINESS COMMUNICATION 50
TOTAL 350
SECOND SEMESTER
MBAEX6201 MANAGEMENT ACCOUNTING 100
MBAEX6202 BUSINESS ENVIRONMENT 100
MBAEX6203 OPERATIONS MANAGEMENT 100
MBAEX6204 COMPREHENSIVE VIVA-VOCE* 100
MBAEX6205 WORKSHOP ON BUSINESS RESEARCH 50
TOTAL 450
THIRD SEMESTER
MBAEX7101 HUMAN RESOURCE MANAGEMENT 100
MBAEX7102 MARKETING MANAGEMENT 100

*
Comprehensive Viva-Voce of 2nd Semester would be based on papers taught in 1st and 2nd
Semester.

2
MBAEX7103 FINANCIAL MANAGEMENT 100
MBAEX7104 WORKSHOP ON BUSINESS COMPUTING 50
TOTAL 350

FOURTH SEMESTER
MBAEX7201 COMPREHENSIVE VIVA-VOCE** 100
STUDENTS ARE TO OPT FOR ONE GROUP OUT OF THE
GROUPS OFFERED.
GROUP A: ENTREPRENEURSHIP AND GENERAL
MANAGEMENT
MBAEX7211 ENTREPRENEURIAL DEVELOPMENT AND NEW 100
ENTERPRISE MANAGEMENT
MBAEX7212 ENTREPRENEURIAL FINANCE 100
MBAEX7213 INFRASTRUCTURE AND PROJECT FINANCE 100
GROUP B: FINANCE
MBAEX7221 FINANCIAL STATEMENT ANALYSIS 100
MBAEX7222 FINANCIAL ENGINEERING 100
MBAEX7223 MANAGEMENT CONTROL SYSTEMS 100

GROUP C: INFORMATION TECHNOLOGY &

OPERATIONS MANAGEMENT

MBAEX7231 BUSINESS PROCESS RE-EINGINEERING 100

MBAEX7232 SYSTEMS ANALYSIS AND DESIGN 100
MBAEX7233 ENTERPRISE RESOURCE PLANNING 100
GROUP D: MARKETING
MBAEX7241 ADVERTISING AND CONSUMER BEHAVIOUR 100
MBAEX7242 GLOBAL MARKETING MANAGEMENT 100
MBAEX7243 MARKETING RESEARCH AND PRODUCT 100
MANAGEMENT
GROUP E: HUMAN RESOURCE MANAGEMENT
MBAEX7251 LABOUR LEGISLATION-I 100
MBAEX7252 ORGANISATION DEVELOPMENT 100
MBAEX7253 PERFORMANCE AND COMPENSATION 100
MANAGEMENT
TOTAL 400

**
Comprehensive Viva-Voce of the 4th Semester would be based on papers taught in 3rd and 4th
Semester.
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 FIRST SEMESTER

MBAEX6101: BUSINESS ECONOMICS

Objective: The objective of this course is to equip the students with basic knowledge of the
concepts and tools of economic analysis relevant for business decision making.
UNIT I
Nature and scope of business economics, concept of economics and managerial decision making,
demand theory and techniques for demand estimation, demand forecasting. Production function
for single product, production function for multiple products, empirical evidence on the shape of
cost curves, relevance of cost theories in business decision-making.
UNIT II
Market structure and degree of competition, profit maximization, price and output determination
in the short-run and long run: in perfect competition, monopoly, monopolistic competition and
oligopoly.
UNIT III
Utility analysis : types of utility, relationship between total utility and marginal utility, critical
appraisal of law of diminishing marginal utility, explanation of law of equi-marginal utility,
derivation of demand curve with the help of utility analysis, validity of utility analysis in modern
times.
UNIT IV
Keynesian analysis: Keynesian theory of employment, consumption function, investment
function, multiplier, relevance of Keynesian economics after 1936.
References

1. Ahuja, H.L., Advanced Economics Theory, S.Chand Group.

2. Browing, E.K. and Browing, J.M., Micro Economic Theory and Applications, John Wiley &
Sons
3. Dean, J., Managerial Economics, Prentice Hall
4. Duncan, W.R. and Crook, J.N., Managerial Economics, Pearson Education
5. Koutsoyiannis, A., Modern Micro-Economics, Macmillan
6. Paul, S., Gupta, G. and Mote,V., Managerial Economics, Tata McGraw Hill
7. Varshney, R.L. and Maheshwari, K.L., Managerial Economics, Sultan Chand & Sons
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8. Shapiro, E., Macro Economics, Galgotia Publishers.

MBAEX6102: BUSINESS STATISTICS

Objective: The objective of this paper is to acquaint the students with various statistical tools and

techniques used to business decision making

UNIT-I

Construction of frequency distributions and their analysis in the form of measures of central tendency and

variations, types of measures, Skewness-meaning and co-efficient of Skewness. Kurtosis. Index

Numbers: Definition and Methods of Construction of Index Numbers; Tests of consistency, Base shifting,
splicing and Deflation; Problems in construction, importance of index numbers in Managerial decision
making.

UNIT-II

Correlation analysis- meaning & types of correlation, Karl Pearson’s coefficient of correlation and
spearman’s rank correlation, regression analysis-meaning and two lines of regression ,relationship
between correlation and regression co-efficient, time series analysis- measurement of trend and seasonal

variations, time series and forecasting.

UNIT-III

Probability- basic concepts and approaches, addition, multiplication and Bayes’ theorem, probability

distributions - meaning, types and applications, binomial, Poisson and normal distributions.

UNIT-IV

Statistical inference: Concept of sampling distribution, parameter and statistics, standard error.

Theory of estimation: Point and interval estimation, construction and confidence limits for mean.

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Tests of significance-parametric v/s non-parametric tests, hypothesis testing, large samples, small
samples- chi-square test, Z-test, t-test, Binomial test, Analysis of Variance. Independence of Attributes,
Goodness of Fit and Test of Homogeneity. .

References

1. Anderson, Statistics for Business & Economics, Thomson Learning, Bombay.

2. Anderson, Quantitative Methods in Business, Thomson Learning, Bombay.

3. Bhardwaj, R.S, Business Statistics, Excel Books

4. Gupta S.P. & Gupta M.P., Business Statistics, Sultan Chand & Sons, Delhi.

5. Levin & Rubin, Statistics for Management, Prentice Hall of India, New Delhi.

MBAEX6103: ORGANISATIONAL BEHAVIOUR

Objective: This course emphasizes the importance of human capital in the organizations of
today. It gives an insight to the students regarding individual and group behavior in any
organization.

UNIT I

Introduction to OB: concepts, foundations, contributing disciplines to OB, role of OB in

management practices, challenges and opportunities for OB, OB in the context of globalization,
scientific management and human relation tools: Hawthorne experiments, introduction to human
behavior, perception, attitudes and job satisfaction

UNIT II

Personality: meaning, determinants, theories, MBIT and big five model, Leadership: theories,
determinants, style and challenges to leadership in India, Motivation and Morale: concept and
applications, Communication: interpersonal communication, listening, feedback, counseling,
organizational communication.

UNIT III

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Group process: group and intergroup behaviour, group decision making, team management:
types of teams, teams in modern workplace, team v/s group, power: concept, bases of power,
distinction b/w power and authority, power distribution in organization, organizational politics:
concept, consequences, reasons and management of political behaviour, work stress: causes,
organizational and extra organizational stressor, individual and group stressor, effect of stress,
stress coping strategies.

UNIT IV

Conflict and inter-group behavior: sources of conflict, types of conflict, functional and
dysfunctional aspects of conflict, approaches to conflict management, organizational culture:
functions of OC, creating and sustaining of OC, development and implications of OC,
organizational effectiveness: concept and approaches to OE, factors in OE, effectiveness through
adaptive coping cycle, organizational health development, emotional intelligence.

References
1. Luthans,F., Organizational Behavior , McGraw –Hill Inc.
2. Newstrom, J.W. and Davis, K., Organizational Behavior-Human Behavior at work, The
McGraw Hill Companies, Inc.
3. Pareek, U., Understanding Organizational Behaviour, Oxford University Press, Delhi.
4. Robbins, S.P., Judge, T. and Sanghi, S., Organizational Behavior, Pearson Education.
5. Weiss, P., Organisational Behaviour and Change, West Group Publication.

MBAEX6104: WORKSHOP ON BUSINESS COMMUNICATION

Objective: The course aims at developing the communication skills of students – both written
communication and oral communication. The students will also be taught how to analyze cases
and prepare case reports.

UNIT – I

An introduction to business communication, elements of the communication model, types of

communication, barriers to communication, principles of written communication, Business
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letters: their basic qualities, mechanics of letter writing, and specific types of letters, internal
communication through memos, minutes and notices.

UNIT – II

Principles of oral communication, speeches: speech of introduction, of thanks, occasional

speeches, theme speech, mastering the art of giving interviews in the following: selection or
placement interview, appraisal interview, exit interview, group communication: meetings and
group discussions, report writing, principles of effective presentations including use of audio-
visual media, business and social etiquette.

References

1. Courtland, B. L. and Thill, J.V., Business Communication Today, Pearson Education.

2. Lochar, K.O. and Maczmarch, S.K., Business communication: Building Critical Skills, Tata
McGraw Hill Companies.
3. Murphy, H.A. and Hilderlrand, W. and Thomas, P.J., Effective business communication Tata
McGraw Hill Companies.
4. O’Rourke, J.S., Management communication: A case analysis approach, Pearson Education.
5. Rao, S.S., Handbook for writers and editors, Vikas Publishing House Pvt. Ltd
6. Raymond, L. and Flately, M., Basic communication: skills for empowering the internet
generation, Tata McGraw Hill.

SECOND SEMESTER

MBAEX6201: MANAGEMENT ACCOUNTING

Objective: The objective of this course is to acquaint the students about the role, concepts,
techniques and methodology relevant to accounting function and to impart knowledge regarding
the use of cost accounting information in managerial decision making.

UNIT – I

Conceptual basis of accounting- nature and purpose of accounting, basic accounting concepts
and conventions underlying preparation of financial statements, forms of business organization,
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accounting records, balance sheet equation, completing accounting cycle, preparation of profit
and loss account and balance sheet as per schedule-VI of companies act 1956.

UNIT – II

Revenue recognition and measurement (AS-9), fixed assets (AS-10), inventory valuation (AS-2),
depreciation accounting (AS-6), intangible assets accounting (AS-26), financial statement
analysis: ratio analysis, common size statements, comparative analysis, trend analysis, cash flow
analysis, accounting for price level changes, human resource accounting, social and
environmental accounting.
UNIT – III

Cost accounting objectives, cost accounting and management accounting, understanding and
classifying costs, overhead allocation, preparation of cost sheet, introduction to methods of
costing, techniques of costing: marginal costing and its managerial implications, budgetary
control, standard costing and variance analysis.

UNIT – IV

Contemporary issues in management accounting – value chain analysis, activity based costing,
activity based budgeting, target and life cycle costing, quality costing.

References

1. Horngren, C.T., Sundem, G.L., Stratton, W.O. Introduction to Management Accounting”,

Prentice Hall of India.
2. Khan, M.Y. and Jain, P.K. Financial Management: Text and Problems, Tata McGraw Hill.
3. Porwal, L.S., Accounting Theory; An Introduction, Tata McGraw Hill.
4. Ramachandran, N. and Kakani, R.K. Financial Accounting for Management, Tata McGraw
Hill.
5. Swamy, N. R., Financial Accounting : A managerial Perspective, Prentice Hall of India.
6. Williams, J.R., Haka, S.F., Bettner, M.S. and Meigs, R. F. Financial and Managerial
Accounting: The Basis for Business Decisions, Tata McGraw Hill.
MBAEX6202: BUSINESS ENVIRONMENT
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Objective: Judicious decision making in a business organization requires the proper knowledge
of the environment in which it has to function. This course aims at orienting the students with all
the external environmental forces which affect the decision making process of an organization.

UNIT I

Concept of business environment: its significance and nature, interaction matrix of different,
environment factors, process of environmental scanning, environmental scanning of important
industries of India viz. tractors pharmaceutical industry, food processing, electronics fertilizers
steel, soft drinks, and TV.

UNIT II

Economic environment: the philosophy, strategy and planning in India, monetary policy and
their impact on Indian business, industrial policy foreign trade policy and their impact on Indian
business, political environment: relation between business and government of India.
constitutional provisions related to business, concept of state intervention in business, ideology
of different political parties, bureaucracy and Indian business.

UNIT III

Technological environment, policy for research and development in India, appropriate

technology, debate of technology v/s labour, MNC as a source of transfer to technology and its
implication, institutional infrastructure for exports in India, India’s export-import policy, global
business environment, significance of foreign investment in India, opportunities and threats in
WTO and the new international trading regime, tariff and non tariff barriers in global trade.

UNIT – IV

Socio-cultural environment in India: salient features of Indian culture values and their
implication for Indian business, middle class in India and its implications on industrial growth in
India, consumerism as emerging force, social responsibility of business, business ethics and
Indian business, impact of mass media on Indian business, changing role of rural sector in India:
rural income and rural demand of consumer durable.

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Reference:

1. Adhikari, A., Economic environment of business, Sultan Chand & Sons

2. Adhikary, M., Business Economics, Excel Books, New Delhi.
3. Aswathappa, K., Essentials of business environment, Himalaya Publishing House.
4. Cherulinum, F., Business Environment, Himalaya Publishing House
5. Puri, V.K. and Misra, S.K., Indian economy, Himalaya Publishing House.

MBAEX6203: OPERATIONS MANAGEMENT

Objective: The objective of this paper is to acquaint the students with various quantitative
techniques which are of great importance for quantitative decision-making.

UNIT I

Operations research: evolution, methodology and role in managerial decision making, linear
programming: meaning, assumptions, advantages, scope and limitations, formulation of problem
and its solution by graphical and simplex methods, special cases in simplex method, infeasibility,
degeneracy, unboundedness and multiple optimal solutions, duality.

UNIT II

Transportation problems including transshipment problems: special cases in transportation

problems, unbalanced problems, degeneracy, maximization objective and multiple optimal
solutions, assignment problems including traveling salesman’s problem, special cases in
assignment problems: unbalanced problems, maximization objective and multiple optimal
solutions.

UNIT III

PERT/CPM: difference between PERT and CPM, network construction, calculating EST, EFT,
LST, LFT and floats, probability considerations in PERT, time-cost trade-off, decision theory:
decision making under uncertainty and risk, Bayesian analysis, decision trees.

UNIT IV
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Game theory, pure and mixed strategy games, principle of dominance, two person zero sum
game, queuing theory: concept, assumptions and applications, analysis of queue system, Poisson
distributed arrivals and exponentially distributed service time models (MM1 and MMK),
simulation; meaning, process, advantages, limitations and applications.

References:

1. Kalavathy.S., Operations Research, Vikas Publishing House, New Delhi.

2. Kapoor, V.K., Operations Research, Sultan Chand & Sons, New Delhi.
3. Paneerselvam, R., Operations Research, Prentice Hall of India, New Delhi.

4. Sharma, J.K., Operations Research: Theory and Applications, Macmillan India Ltd, New
Delhi.

5. Taha, H.A., Operations Research: An Introduction, Prentice Hall of India, New Delhi.

6. Vohra, N.D., Quantitative Techniques in Management; Tata McGraw Hill Publishing

Company Ltd.

MBAEX6205: WORKSHOP ON BUSINESS RESEARCH

Objective: To expose the students to the basic concepts of research methodology and application
through practical exercises in the area of commerce and management.

UNIT-I

Introduction to Business research: definition, characteristics, types, research process – an

overview, review of literature – its role and significance in the stages of research process, theory
building, ethical issues in business research, formulation of the research problem and research
proposal, hypothesis - definition, formulation and types , research design - definition, types,
secondary data – definition, types, sources, evaluation and searches, primary data collection
methods - surveys, observation and experiments.

UNIT-II

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Fieldwork- preparation of data collection instruments, measurement and scaling concepts,
measurement scales, questionnaire (instrument) design, sampling design and sampling
procedures, sample size estimation ,fieldwork processing of data, data analysis -basic data
analysis ,hypothesis testing –t test ,chi-square test, test of proportion, bivariate analysis-tests of
differences and measures of association through use of parametric and non parametric tests,
report writing, use of computers in research.

References

1. Bryman, A. & Bell, E., Business Research Methods, Oxford University Press, New York
2. Carver, R .H. & Nash, J.G., Data Analysis with SPSS, Cengage Learning, New Delhi
3. Cooper, D.R. & Schindler, P.S., Business Research Methods, Tata McGraw Hill, New Delhi
Delhi
4. Gaur, A. S. & Gaur, S.S. Statistical Methods for Practice and Research.-A Guide to Analysis
Using SPSS, Response Books, New Delhi
5. Kothari, C.R., .Research Methodology-Methods and Techniques, Wiley Eastern.
6. Kumar, R., Research Methodology- A Step by Step Guide for Beginners. , Pearson Education.
7. Sekaran, U. Research Methods for Business-A Skill Building Approach, John Wiley,
Singapore
8. Zikmund, W.G., Business Research Methods, Cengage Learning, Singapore

THIRD SEMESTER

MBAEX7101: HUMAN RESOURCE MANAGEMENT

Objective: The course is designed to give an understanding of the various aspects of the
management of human resources, their interaction in the execution of managerial functions and
facilitating learning of various concepts and skills required for utilization and development of
these resources for organizational functions.

UNIT I

13
Human resource management: functions, scope and models, HRM environment and
environmental scanning, human resource planning, job analysis and job designing, recruitment,
selection, induction and placement, training and development, job evaluation.

UNIT II

Managing performance, potential management, fringe benefits and incentives: compensation

management, promotion, demotion, transfer, separation and right sizing.

UNIT III

Team management, empowerment management, creativity and decision making management,

organisational learning and knowledge management, culture management, change management,
managing ethical issues in human resource management, HRD audit.

UNIT IV

E-HRM/HRIS; measuring intellectual capital, impact of HRM practices on organizational

performance, implications for HRD, contemporary issues in human resource management, global
HR practices.

References:

1. Aswathappa, K., Human Resource Management, Tata McGraw-Hill.

2. Bratton, J. and Gold, J., Human Resource Management: Theory and Practice, Palgrave.
3. Dessler, G., Human Resource Management, Prentice-Hall.
4. Flippo, E., Human Resource Management, McGraw Hill.
5. Gomez-Mejia, L., Managing Human Resources, Pearson Education.
6. Ivantsevich, J., Human Resource Management, Tata McGraw-Hill.
7. Kandula, S. R., Human resource Management in Practice, Prentice Hall of India Pvt Ltd.

MBAEX7102: MARKETING MANAGEMENT

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Objective: The course aims at making participants understand concepts, philosophies, processes
and techniques of managing the marketing operations of a firm with a view to better understand
and appreciate the complexities associated with the marketing function.
UNIT I
Introduction to marketing: meaning, nature and scope of marketing, marketing philosophies,
marketing management process, concept of marketing mix, market analysis: understanding
marketing environment, consumer and organization buyer behaviour, market measurement and
marketing research, market segmentation, targeting and positioning.
UNIT II

Product planning and pricing: product concept, types of products, major product decisions, brand
management, product life cycle, new product development process, pricing decisions,
determinants of price, pricing process, policies and strategies.
UNIT III

Promotion and distribution decisions: communication process, promotion tools: advertising,

personal selling, publicity and sales promotion, distribution channel decisions-types and
functions of intermediaries, selection and management of intermediaries.
UNIT IV

Marketing organization and control: organizing for marketing, marketing implementation &
control, ethics in marketing, emerging trends and issues in marketing: consumerism, rural
marketing, societal marketing, direct and online marketing, green marketing, retail marketing,
customer relation marketing.

References
1. Czinkota, M.R. and Kotabe.M., Marketing Management, Vikas Publishing, New Delhi.
2. Douglas, J., Darymple, J. and Parsons, L.J., Marketing Management: Text and Cases, John
Wiley and Sons.
3. Kotler, P., Marketing Management: Analysis, Planning, Implementation & Control, Prentice
Hall of India, New Delhi.

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4. Michael, J.E., Bruce, J.W. and William, J.S., Marketing Management, Tata McGraw Hill,
New Delhi.
5. Perreault, W.D. and Jerome, E.M.., Basic Marketing, Tata McGraw Hill, New Delhi.
6. Pride, W.M. and Ferrell, O.C., Marketing: Concepts and Strategies, Biztantra Press, Delhi.
7. Ramaswamy, V.S. and Namakumari, S., Marketing Management: Planning, Control,
MacMillan Press, New Delhi.
8. Zikmund, A., Marketing, Thomson Learning, Mumbai.
MBAEX7103: FINANCIAL MANAGEMENT

Objective: To provide an understanding of the function, the roles, the goals and the processes of
corporate financial management, covering the sourcing of finances and their issues in.
investment and operations

UNIT I

Introduction: concept of finance, scope and objectives of finance, profit maximization vs. wealth
maximization, functions of finance manager in modern age, financial decision areas, time value
of money, risk and return analysis: CAPM, shareholders value creation, traditional and modern
measures of financial performance: ROI, earning price ratio, SBA, EBA and MBA.

UNIT II

Financing decision: long-term sources of finance, potentiality of equity shares, preference shares,
debentures and bonds as sources of long-term finance; concept and approaches of capital
structure decision: NI, NOI, traditional and Modigliani miller approach, cost of capital: cost of
equity, preference shares, debentures and retained earnings, weighted average cost of capital and
implications.

UNIT III

Leverage analysis: financial, operating and combined leverage along with implications, EBIT-
EPS analysis & indifference points, investment decision: appraisal of project; concept, process &
techniques of capital budgeting and its applications, risk and uncertainty in capital budgeting.

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 UNIT IV

Dividend decision: concept of retained earnings and ploughing back of profits, relevance and
irrelevance theories of dividend decision: Walter’s model, Gordon’s model and Modigliani
miller model, factors affecting dividend decision, overview of working capital decision: concept,
components, factors affecting working capital requirement, working capital management:
management of cash, inventory and receivables, introduction to working capital financing.

References:

1. Damodaran, A., Corporate Finance –Theory & Practice, John Wiley and Sons, Inc.
2. Gitman, L.J., Principles of Managerial Finance, Pearson Education.
3. Horne, V., Financial Management and Policy, Pearson Education
4. Khan, M.Y. and Jain, P.K., Financial Management, Tata McGraw Hill.
5. Knott, G., Financial Management, Palgrave Macmillan.
6. Pandey, I.M., Financial Management, Vikas Publications.
7. Prasanna, C., Fundamentals of Financial Management, Tata McGraw Hill.
MBAEX7104: WORKSHOP ON BUSINESS COMPUTING

Objective: The objectives of this paper are to develop skills in handling computer and use it as a
strategic resource in management.

UNIT-1

Overview of computer applications in public services, business and industry; Microsoft word –
mail merge, hyperlinks and bookmark; Microsoft excel – mathematical calculation, sorting,
filtering, pivoting, chart, macro, using financial accounting and statistical formulae; introduction
to database and operational level of any one corporate database viz. prowess

UNIT II

Network: services and its classification; knowledge management using internet; search engines,
techniques to use search engine effectively; use of on-line databases (RBI//world bank/IMF etc.)
in terms of data extraction and report generation; html – basic html tags, web page designing

17
using any software; application of computers in project management: features, capabilities &
limitations of project management software (with reference to popular software viz. MS –
project)

References

1. Basandra, S. K., Computers Today, Galgotia Books.

2. Meredith, J, R. and Mantel, S. J., Project management a managerial approach, John Wiley
and Sons.
3. Powell, T.A., The Complete Reference to HTML, McGraw-Hill Osborne Media
4. Rajaraman, V., Fundamentals of Computers, Prentice-Hall.
5. Ram, B., Computer Fundamentals, New Age Publications
6. Sinha, P.K. and Sinha, P., Foundation of computing, BPB Publications, New Delhi.
7. Taxali, R., PC Software Made Simple, Tata McGraw Hill.

FOURTH SEMESTER

MBAEX7211: ENTREPRENEURIAL DEVELOPMENT AND NEW

ENTERPRISE MANAGEMENT

Objective: The objective of the course is to provide conceptual and theoretical understanding
about the development of entrepreneurship and its significance in Indian economy, and to
highlight issues in new enterprise management.

UNIT I
Entrepreneurship: concept and definitions, entrepreneurship and economic development,
classification and types of entrepreneurs, entrepreneurial competencies, factors affecting
entrepreneurial growth: economic, non–economic factors, traits/qualities of entrepreneurs,
intrapreneur, manager v/s entrepreneur.

UNIT II

18
Elements for a programme, entrepreneurial training and development programmes,
entrepreneurship orientation and awareness programme, evaluation of various EDP programmes,
women entrepreneurs, steps taken by government, to promote EDP’s, institutional
entrepreneurial environment in India.

UNIT III

Definition of MSME ( micro, small and medium enterprises), rationale, objective, scope, role of
MSME in economic development of India, significant provisions of MSME act, 2006, mechanics
of selling of new enterprise: size and location, optimum units: its meaning and determinants, size
of industrial units in India, feasibility studies, technical, marketing and finance, managerial
problems of new enterprises, production purchasing, financing, labour and marketing problems,
facilities provided by different institutions and agencies in India, role of SMES in global
environment.

UNIT IV

Role of support institutions: of director of industries, DIC, SIDO, SIDBI, small industries.
development corporation (SIDC), SISI, NSIC, NIESBUD, state financial corporation (SFCs).

References:

1. Desai, V., Small – Scale Industries and Entrepreneurship, Himalaya Publishing House.
2. Deshpande M. V., Entrepreneurship of Small Industries, Deep and Deep publications, New
Delhi.
3. Holt, D.H., Entrepreneurship – New venture Creation, Prentice Hall.
4. Kaulgud, A., Entrepreneurship Management, Vikas Publishing House, New Delhi.
5. Otes, D., A Guide to Entrepreneurship, Jaico Books Publishing House, New Delhi.
6. Theduri, B., Entrepreneurship Development: An Analytical Study, Akansha Publishing
House, New Delhi

MBAEX7212: ENTREPRENEURIAL FINANCE

Objective: The objective of this course is to orient the new entrepreneurs with the problems and
issues involved in financing new enterprise.
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 UNIT I

The business plan: The dual purpose document, business plan development and advice, the
business plan, development of proformas, checklist of financial information, business plan
development sources.

UNIT II

Financial statements and analysis: income statement, balance sheet, cash flow statement, ratio
analysis, breakeven analysis, management of working capital.

UNIT III

Valuation: premoney and postmoney valuation, key factors influencing valuation, valuation
methods, multiples, multiples of gross margin, asset valuation, capitalization of cash flows,
raising capital: value added investors, sources of capital.

UNIT IV

Debt financing: types of debt, sources of debt financing, creative ways to structure long-term
debt, debt financing for working capital, equity financing: sources of equity capital, private
placement, venture capital, private equity firms, international private equity, small-business
investment companies, initial public issue, public equity process, direct public offerings, angel
financing, intrapreneurship: intrapreneurship models, traits of high growth intrapreneurship,
signs of intrapreneurship success, standard operating procedures, intrapreneurship blunder.

References

1. Hold, D., Entrepreneurship New Venture Creation, Prentice Hall Education.

2. Hull, J.C., Option, Futures and Other Derivatives, Prentice-Hall Inc.
3. Leach, C.J. and Melicher, R.W., Entrepreneurial Finance, South-Western College
Publishers.
4. Levin, J.S., Structuring Venture Capital, Private Equity, and Entrepreneurial
Transactions, Little Brown and Company.
5. Rogers, S., Entrepreneurial Finance: Finance and Business Strategies for the Serious

20
 Entrepreneur, McGraw-Hill.
6. Smith, R.L. and Smith, J.K., Entrepreneurial Finance, John Wiley & Sons, Inc.

MBAEX7213: INFRASTRUCTURE AND PROJECT FINANCE

Objective: Projects are non-recurring activities requiring a different set of skill for planning as
compared to regular and operative activities. The course is aimed at developing understanding of
project activities and relevant skills.

UNIT-I

Project identification analysis: socio-economic consideration in project formulation, social

infrastructure projects for sustainable development, investment opportunities, project screening
and presentation of projects of decision making, expansion of capacity, diversification.

UNIT-II

Market and technical analysis: market and demand analysis: market survey, demand forecasting,
uncertainties in demand forecasting, technical analysis: product mix, plant capacity, materials
and inputs, machinery and equipment, project costing and finance: cost of project, cost of
production, break even analysis, means of financing project, tax aspects in project finance, role
of financial institution in project finance.

UNIT-III

Project appraisal: time value of money, project appraisal techniques: payback period, accounting
rate of return, net present value, internal rate of return, benefit cost ratio, social cost benefit
analysis, effective rate of protection, risk analysis: measures of risk, sensitivity analysis,
simulation analysis, decision tree analysis.

UNIT-IV

Project scheduling/network techniques in project management: CPM and PERT analysis, float
times, crashing of activities, contraction of network for cost optimization, updating, cost analysis
of resources allocation, multiple projects: project dependence, capital rationing, ranking methods

21
of projects, mathematical programming approach, linear programming model, post project
evaluation.

References

1. Chandra, P., Projects, Tata McGraw Hill.

2. Wysocki, R.K., Robert, B. and Crane, D.B., Effective Project Management, John Wiley and
Sons, USA.
3. Yescombe, E. R., Principles of Project Finance, Academic Press.

MBAEX7221: FINANCIAL STATEMENT ANALYSIS

Objective: This course is designed to prepare students to interpret and analyze financial
statements effectively.

UNIT I

Introduction and foundation for effective financial statement analysis: form of the financial
statements, IFRS framework for the preparation and presentation of financial statements,
overview of financial statement analysis (basis and tools of analysis), financial reporting and
analysis (users and sources of financial information, nature and purpose of financial accounting,
and accrual accounting framework), investment returns, valuation models, accounting
measurement, and earnings forecasting.

UNIT II

Analysis of financial statements: business activities and financial statements, analysis of the
statement of shareholders’ equity (reformulating the statement yielding comprehensive income),
analysis of the balance sheet (classifying assets and liabilities into operating and financing
components, calculating ), analysis of the income statement (reformulating income statement on
a comprehensive income basis), analysis of the cash flow statement (identifying free cash flows,
cash flow and product life cycles).

UNIT III
22
Analysis of profitability: first-, second- and third-level breakdown of profitability analysis, and
analysis of growth (changes in profitability) as well as sustainable earnings, prospective and
valuation analysis: prospective analysis (short- and long-term forecasting), business strategy
analysis, valuation- cash flow based and earnings based approaches.

UNIT IV

Accounting analysis and valuation: creating accounting value, economic value added, and
determining accounting as well as earnings quality (detecting accounting, transaction
manipulation, disclosure quality, quality of earnings and cash flow forecasts), risk analysis:
analysis of equity risk (operating, financing and price risks), analysis of credit risk (liquidity,
capital structure and solvency)

References:

1. Bernstein, Leopold A. Financial Statement Analysis, McGraw-Hill International.

2. Foster, George. Financial Statement Analysis, Prentice Hall.
3. Penman, Stephen H. Financial Statement Analysis and Security Valuation, McGraw-Hill
International
4. Stickney, Clyde P. and Brown, Paul R. Financial Reporting and Statement Analysis, The
Dryden Press.
5. Subramanyam, K.R. and Wild, John J. Financial Statement Analysis, McGraw-Hill
International.
MBAEX7222: FINANCIAL ENGINEERING

Objective: This course aims at enabling the students to understand & analyze investment
problems and developing their skills for the solution of these problems with the help of
innovative financial processes, instruments & strategies.

UNIT I

23
Understanding meaning and need of financial engineering: financial engineering vis-a-vis
financial analysis, factors leading to increasing need for financial engineering, financial
engineering in India: derivatives and futures markets, features of financial derivatives, types of
financial derivates.

UNIT II

Product development and strategies: basics of product development, objective, design and
testing, pricing and valuation of future and forwards, pricing and valuation of swaps, interest rate
swaps, currency swaps, commodity swaps, options: call and put options, payoff profiles, option
strategies, arbitrage restrictions on option prices, hedging approaches with options, equity related
instruments: options, warrants, subscription rights, investment vehicle, index futures and options,
foreign equities, treasury bond and notes futures.

UNIT III

Emerging instruments, concepts and issues: assets and liabilities management, securitization,
asset backed securities, mortgage backed securities, corporate restructuring and leverage
buyouts/ management buyout, value at risk (VAR).

UNIT IV

Hybrid securities, credit derivatives, options on debt instruments, exotic options, synthetic
instruments, and issues related to accounting treatment of derivatives, corporate risk
management: planning and controlling reasons for hedging, cash flow hedges and value hedges,
capital structure and hedging.

References:

1. Dubofsky, D.A., Derivatives, Oxford University Press

2. Gupta, S.L., Financial Derivatives, Prentice Hall Inc.
3. Hull, J.C., Options, Futures And Other Derivatives, Prentice Hall Inc.
4. Marchall, J.F., Bansal, V.K., Financial Engineering, Prentice Hall Inc.
5. Neftci, S. N., Financial Engineering, Elsevier Academic Press, California.
6. Varma, J. R., Derivatives and Risk Management, Tata McGraw Hill.
24
 MBAEX7223: MANAGEMENT CONTROL SYSTEMS

Objective: The objective of this course is to allow students to gain knowledge, insight, and
analytical skills related to how a corporation’s senior executives design and implement the
ongoing management systems that are used to plan and control the firm’s performance. Students
will examine elements of management systems including strategic planning, budgeting, resource
allocation, performance measurement, evaluation and reward, as well as transfer pricing.

UNIT I

Management and control: basic concepts of management control system, strategic planning,
inter-relationship among strategic planning, management control and operational control,
designing and introduction of management control system, management control system and
responsibility accounting, informal management controls.

UNIT II

Structure of management control: need for delegation, types of responsibility centers,

organizational structure of responsibility centers, measuring and controlling assets employed,
objectives and methods of transfer pricing, pricing corporate services and administration of
transfer prices.

UNIT III

Management control process: strategic planning, analysis of new and ongoing programmes,
strategic planning process, implementing radical process and product innovation strategy,
programming and budgeting, budget preparation process, performance evaluation, performance
evaluation systems, interactive control, analyzing and reporting, types of reports, report
preparation, management information systems, management information systems and computers.

UNIT IV

Applications of management control systems: performance measurement, management

compensation, controls for differentiated strategies, management control in service
organizations, management control in non-profit organizations, management control in
25
multinational and multi project corporations, management control-related ethical issues and
analyses, the effects of environmental uncertainty and organizational strategy on management
control systems.

References

1. Anthony, R.N. and Govindrajan, V., Management Control Systems, Tata McGraw-Hill.
2. Ghosh, N., Management Control Systems, Prentice Hall of India.
3. Merchant, K.A., Modern Management Control Systems: Text and Cases, Pearson Education
Inc.
4. Merchant, K. and Van-der-Stede, W.A., Management Control Systems: Performance,
Evaluation and Incentives, Prentice Hall.
5. Simons, R., Performance Measurement and Control Systems for Implementing Strategy Text
and Cases, Prentice Hall.

MBAEXEX7231: BUSINESS PROCESS RE-EINGINEERING

Objective: The objective of this course is to develop the abilities of the students to design and to
evaluate management and its existing structure and select the right frame for Reengineering.

UNIT I

Definition of reengineering, time for reengineering, why business process start to fail,
explanation of change theory, reengineering mission and scope, reengineering cost, survival and
growth strategies, rethinking business processes.

UNIT II

The new world of work, the enabling role of information technology, perspectives on the
customer, understanding markets, customer research within markets, service and specifications
from the customer, insights from customer analysis.

26
 UNIT III

Understanding the influences in the background, perspectives on the background, dynamic

nature of the industry, competitive intelligence: Bringing the background into focus, mapping the
way work gets done, identifying areas for improvement.

UNIT IV

Planning for change, refined mission and scope, design options and alternatives, filling in the
line details, mapping the new process, developing business policies, information channels and
communications, feedback for continuous improvement, implementing system and structural
changes, selecting the right frame, the horns of the downsizing dilemma, maximizing the chances
for reengineering success, resistance to change, the transition process, revitalizing the
organization for long term durable change, reengineering experience.

References

1. Dey, B.R., Business process Reengineering & Change Management, Dreamtech Press
Edition.
2. Hammer, M. and Champy, J., Reengineering the Corporation - A manifesto for business
resolution, Nicholas Brealey Publishing Limited, London.
3. Jawadekar, W.S., Redesigning the business organization, Tata McGraw
Hill Publishing Company Limited.
4. Kerin, F.C., Father, J.J. and Lynch, R.L., Corporate Renaissance.
5. Lowenthal, J.N., Reengineering the organization McGraw-Hill Higher Education.

MBAEX7232: SYSTEMS ANALYSIS AND DESIGN

Objective: The objective of the course is to understand the tools and techniques of data
capturing, storing and disseminating for efficient working of organization.

UNIT I

Data and information: types of information: operational, tactical, strategic and statutory : why do
we need information systems, management structure, requirements of information at different
27
levels of management, functional allocation of management, requirements of information for
various functions, qualities of information, small case study, systems analysis and design life
cycle: requirements determination, requirements specifications, feasibility analysis, final
specifications, hardware and software study, system design, system implementation, system
evaluation, system modification, role of systems analyst, attributes of a systems analyst, tools
used in system analysis.

UNIT II

Information gathering: strategies, methods, case study, documenting study, system requirements
specification, from narratives of requirements to classification of requirements as strategic,
tactical, operational and statutory, example case study, feasibility analysis: deciding project
goals, examining alternative solutions, cost–benefit analysis : quantifications of costs and
benefits, payback period, system proposal preparation for managements, parts and
documentation of a proposal, tools for prototype creation, tools for systems analysts: data flow
diagrams: case study for use of DFD, good conventions: leveling of DFDs leveling rules, logical
and physical DFDs, software tools to create DFDs.

UNIT III

Structured systems analysis and design: procedure specifications in structured english : examples
and cases, decision tables for complex logical specifications, specification oriented design vs
procedure oriented design, data oriented systems design: entity relationship model : E-R
diagrams, relationships cardinality and participation, normalizing relations, various normal forms
and their need, some examples of relational data base design.

UNIT IV

Control audit and security of information systems: audit and security of information systems,
why controls are needed, objectives of control, techniques used in control, auditing information

28
systems, auditing around, through and with the computer, testing information systems, types of
tests, how to generate tests, security of information systems, disaster recovery, business process
continuity, systems analysis and design in the era of electronic commerce: B2B, B2C and C2C e-
commerce, advantages and disadvantages of e-commerce, e-commerce system architecture:
physical networks, logical network, world wide web, web-services – html, XML, electronic data
interchange: EDI standards – virtual private networks – XML and EDI, complete system analysis
and design case studies.

References:

1. Dennis, A., Wixom, B.H. and Rogh, R.H., Systems Analysis & Design, John Wiley & Sons.
2. Hoffer, J.A., Joey, F. G. and Valacich, J.S., Modern Systems Analysis and Design, Pearson
Education.
3. Kendall, K. and Kendall, J., Systems Analysis and Design, Pearson Education.
4. Valacich, J.S., Joey, F. G. and Hoffer, J.A., Essentials of Systems Analysis and Design,
Pearson Education.

MBAEX7233: ENTERPRISE RESOURCE PLANNING

Objective: The objective of this course is to acquaint the students with the knowledge of
computerized productions, Materials distribution system of a manufacturing organization and
impart knowledge to the students in the conceptual and operational aspects of ERP.

UNIT I

Evolution of ERP, definition and ERP packages used- integrated management information,
business process re-engineering, data warehousing, supply chain management- MRP (1), MRP
(2), DRP, JIT
UNIT II

ERP modules: finance, manufacturing, materials- quality benefits of ERP, reducing lead time,
reduction in cycle time- DRP markets, going ERP way, ERP evaluation criteria.
UNIT III

29
ERP implementation, role of consultants, vendors and users, implementation life cycle, project
planning- team training, end user training post implementation- implementation in large scale
organization.
UNIT IV

ERP bridging business and technology baan implementation (case study) ERP ware, future
direction of ERP, new business segments RAMCO marshal world class ERP- SAP R3 (case
studies)

References

1. Garg, V.K. and Venkitakrishnan, R.K., ERPWARE & ERP Implementation framework,
Prentice Hall Inc.
2. Leon, A., Enterprise Resource Planning, Tata McGraw-Hill
3. Sadagopan, S., ERP: A Management Perspective, Tata McGraw Hill
4. Venkitakrishnan, R.K. and Garg, V.K., Enterprise resource planning (concepts and
practices, Prentice Hall Inc.
5. Wagner, M.E., Concepts in Enterprise resource planning, Cengage Learning, Inc

MBAEX7241: ADVERTISING AND CONSUMER BEHAVIOUR

Objective: Purpose of the paper is to acquaint the participants with concepts, techniques and
applications for developing an effective advertising programme. Facilitate an understanding
about the consumer decision making process and its applications in marketing function of
organizations.

UNIT I

Advertising: concepts, types, forms, importance and role of advertising in the marketing process,
legal, ethical and social aspects of advertising, the advertising plan and setting of objectives,
DAGMAR approach, determination of target audience.

UNIT II

Developing advertising programmes - message, headlines, copy, logo, illustration, appeal,

layout, campaign planning; media planning, budgeting; evaluation - opinion and attitude tests,
30
measurement of advertising effectiveness, advertising organisation – selection, compensation
and appraisal of an agency, role of creativity in advertising.

UNIT III

Consumer behaviour and marketing strategy; consumer involvement and decision making,
information search process, evaluative criteria and decision rules, consumer motivation,
information processing and consumer perception, Indian consumer market- economic, social,
cultural and psychographic aspects.

UNIT IV

Consumer attitudes and attitude change, influence of personality and self concept on buying
behaviour, psychographics and lifestyle, influence of culture, subculture and social class,
reference group influence, diffusion of innovation and opinion leadership, family decision
making, industrial buying behaviour, consumer behaviour audit.

References

1 Arens W.A., Contemporary Advertising Tata McGraw Hill, New Delhi.

2 Batra R., Myers, J. G. and Aaker D. A., Advertising Management Prentice Hall of India, New
Delhi.
3 Belch, G.E. and Belch M. A., Introduction to Advertising and Promotion Irwin Publishers,
Chicago (USA).
4 Laudon, D.L. & Bitta, A. J. D. Consumer Behaviour, Tata McGraw Hill New Delhi.
5 Sandage, C.H., Fryberger V. and Rotzoll K., Advertising, AITBS, Delhi.
6 Schiffman, L. G. and Kanuk, L. L. Consumer Behaviour, Prentice Hall of India, New Delhi.
MBAEX7242: GLOBAL MARKETING MANAGEMENT

Objective: The objective of this course is to develop a conceptual framework of international

marketing management. This paper develops further the knowledge already gained in marketing.

UNIT I

31
Introduction to global marketing, the process of international marketing and transition from
domestic to transnational marketing, benefits of international trade, international marketing entry
strategies; segmentation, selection of foreign markets and positioning strategies.

UNIT II

Product planning for global markets, standardization vs. product adoption, new product
development and management of international brands, packing and labeling.

UNIT III

Global pricing strategies, environmental influences on pricing decisions, channel structure,

channel strategies for foreign market entry, social and cultural environment and its influence on
international marketing.

UNIT IV

Promotional strategies in international marketing, international marketing organization and

control, emerging issues in global marketing, integrated approach to international marketing.

References

1. Catcora, Philip R., John L. Graham, International Marketing, McGraw Hill.

2. Douglas, Susan P., and Craig, C.S., Global Marketing Strategies, Mcgraw-Hill.
3. Onkysist, S., and Shaw, J., International Marketing, Routledge.
4. Subhash C. Jain, International Marketing, Ceneage Learning India Pvt Ltd.

MBAEX7243: MARKETING RESEARCH AND PRODUCT

MANAGEMENT

Objective: The course aims to develop the student’s ability to conduct, evaluate and research
particularly with respect to marketing mix elements. It also seeks to develop an understanding of
the innovation process and the methods of analysis and evaluation used in the product
development process.
32
 UNIT I

An overview of marketing research- definition and scope; phases, changes due to technology
including the internet; the marketing research industry, experimental research design, application
of marketing research and the following techniques of multivariate analysis to marketing mix
elements viz.- factor analysis, cluster analysis, multi dimensional scaling and conjoint analysis,
product research, advertising research- setting advertising objectives, concept testing, audience
profiling, copy research, media research.
UNIT II

Pricing research including use of conjoint analysis for this purpose, package research distribution
research, research for market segmenting including the use of cluster analysis for this purpose,
scale validation- relationship of validity and reliability- their types and their estimation,
qualitative research tools including ethnography and laddering
UNIT III

Product management : in context of business strategy, the relationship of product management to

the marketing concept, product mix concept, product classification, product planning: marketing
plan, portfolio analysis, market potential and forecasting, product market strategies, product life
cycle : stages and corresponding strategies, product evaluation, product positioning : concept,
product differentiation, positioning strategies, preference analysis, benefit segmentation, new
products : the importance of innovation, new product categories, organization for product
management, prototyping, new product development process, test marketing.

UNIT IV

Socio cultural meaning of brands: understanding the social psychology of brands, emotions and
brands, symbolic meaning of brands, cultural meaning systems and brands, brand equity :
introduction and definition, name value, model of brand equity synthesis, auditing and measuring
brand equity managing brands, branding strategies for functional and symbolic brands, brand
stretching and retrenching, branding services and managing the corporate brand, brands and
advertising.
References

33
1. Churchill, Gillert, Iacobucci, Dawn, Marketing Research, Thomson
2. Elliott, R. and Percy, L., Strategic brand management, Oxford University Press.
3. Kinnear, T.C. and Taylor J. R., Marketing Research: an Applied Approach, McGraw Hill
Inc.
4. Malhotra, N. K., Marketing Research: An applied orientation, Pearson Prentice Hal, New
Jersey.
5. Trott, Paul, Innovation Management and New Product Management, Prentice Hall
6. Ulrich, K.T. and S.D. Eppinger, Product Design and Development, McGraw Hill
MBAEX7251: LABOUR LEGISLATION - I
Objective: The objective of this course is to enhance the participants understanding of Indian
environment relating to industrial relations. Emphasis would be given to provisions and case
laws of various acts.

UNIT I

Legal regulation of employment conditions in India, law of master and servant relationship,
concept of social justice.

UNIT II

Industrial dispute act, 1947-definition of industry, workmen, industrial dispute, procedures,

power and duties of authorities, strikes and lockouts, layoffs and retrenchment, industrial
employment (standing order) act, 1947-certification process of standing orders.

UNIT III

Trade union act, 1926-registration, immunities available to registered trade unions, payment of
wages act, 1936-deductions and authorities, minimum wages act, 1948-fair wages, leaving
wages, minimum wages, fixation of minimum rate of wages.

UNIT 1V

Contract labour (regulation and abolition) act, 1970-advisory boards, registration of

establishments, licensing of contractors, welfare and health of contract labour, interstate migrant

34
workmen (regulation of employment and conditions of services) act,1979-welfare and health
measures of interstate migrant workmen.

References

1. Chakravarti, K.P., Labour Management and Industrial Relations, Oxford University Press,
New Delhi.
2. Kothari, G.M., Labour Demands and Their Adjudication, M.M. Triphati Pvt. Ltd.
3. Malik, P.L., Industrial Law, Eastern Book Company.
4. Malhotra, O.P., The Law of Industrial Disputes, Saujanya Books.
5. Misra, S.N., Labour and Industrial Law, Universal Law Publishing Pvt. Ltd., New Delhi.
6. Saharay, H.K., Industrial and Labour Laws of India, New Central Book Agency Pvt. Ltd.,
Calcutta.
7. Srivastva, S.C., Industrial Relations and Labour Laws, Vikas Publishing House.

MBAEX7252: ORGANISATION DEVELOPMENT

Objective : This course helps the students to understand how organizations have to develop
themselves for future. Various methods shall be taught to them so that they learn how to
intervene in the ongoing systems.

UNIT – I

Definition, Need and importance of OD, values, assumptions and beliefs in OD, foundations of
OD, OD process, action research, overview of OD interventions

UNIT II

Effective team building, comprehensive interventions: confrontation meeting, survey feedback,

grid OD program.

UNIT III

35
Structural interventions : work redesign, quality of work-life, quality circles, strategic
management and OD, collective management by objectives, parallel learning structures,
sensitivity training, life goal exercises, coaching and mentoring.

UNIT – IV

Study of few successful OD efforts made in organizations, issues in client consultant

relationships, power, politics & OD, conditions for success and failure of OD, future of OD.

References

1. Beckard, R., Organization Development - Strategies and Models, Addison-Wesley.

2. Brown, D.R and Harvey, D., An experiential approach to OD, Pearson Education Inc.
3. Cummings, T., and Worley, C., Organizational Development and Change, Thomson
Press.
4. French, W., Bell, C. and Vohra, V., Organization Development-Behavioral Science
Interventions for Organization Improvement, Pearson Education Inc.
5. French, W., Bell, C. and Zawacki, Organization Development and Transformation-
Managing Effective Change, Tata McGraw-Hill.

MBAEX7253: PERFORMANCE AND COMPENSATION MANAGEMENT

Objective: The objective of the course is to impart relevant knowledge required to perform the
functions of human resource planning in an organisation and equipping seekers with
comprehensive and practical skills to manage employees’ performance effectively, and to
understand the structure and components of wages and salaries, and the wage administration in
India.

UNIT 1

Performance management-performance management system, performance counseling,

performance planning, performance appraisal, potential appraisal, problems and errors in
performance appraisal.

36
 UNIT II

Performance monitoring, performance implementation, role of HR professionals in performance

management, performance management through training and development, ethics in
performance management.
UNIT III

Wage and salary administration in India, wage administration rules, principles of wages and
salary administration, theories of wages, wage plans, wage differentials, wage policy in India,
state regulation of wages, payment of wages act, minimum wages act, wage boards, pay
commissions, compensation management in multi-national organisations.

UNIT IV

Executive compensation-components, pay structure in India, linking salary with potential and
performance, types of rewards and incentives, wage incentive schemes in India, wage incentive
plans, employee benefits and services, special features of fringe benefits, benefit programmes for
management and other employees, administration of benefits and services, recent trends in
wages and salaries in Indian industries and service sector.

References
1. Goel, D., Performance Appraisal and Compensation Management: A Modern Approach,
Prentice Hall of India Pvt. Ltd.
2. Henderson, R.I., Compensation Management in a Knowledge Based World, Prentice
Hall.
3. Henderson, R.I., Compensation Management: Rewarding Performance in the Modern
Organisation, Reston Publishing Co.

4. Kandula, S.R., Performance Management: Strategies, Interventions, Drivers, PHI.

5. Marshall, D.R., Successful Techniques for Solving Employee Compensation Problems,
John Wiley & Sons.
6. Patten, T. H., Pay-Employee Compensation and Incentive plans, McGraw-Hill.
7. Rock, M. L. and Berger, L.A., Compensation Handbook: A state-of-the art Guide
Compensation Strategy and Design, McGraw-Hill.

37
 FIFTH SEMESTER
Note . 1. Examination in each subject will be of 3 hours duration except Strategic
Management (532).

2. The duration of Strategic Management (532) will be 4hours.

3. Maximum marks for external/written examination is 50 marks Internal

Assessment is 50 marks.

Instructions to the Paper Setters : (Expert for MBA 532: Strategic Management)

IF THERE ARE TWO UNITS : Set 10 questions in all. Five questions from each unit. The
students are required to answer five questions in all selecting at least 2 questions from each
unit.

IF THERE ARE THREE UNITS : Set 10 questions in all. Three or four questions from each
unit. The students are required to answer five questions in all selecting at least one question
and not more than two from each unit.

IF THERE ARE FOUR UNITS : Set 10 questions in all. Two or Three questions from each
unit. The students are required to answer five questions in all selecting at least one question
from each unit.

IF THERE ARE FOUR UNITS : Set 10 questions in all. Two questions from each unit. The
students are required to attempt five questions in all selecting from each unit.

N.B. Use of non-programmable calculators by the students in the Examination Hall is

allowed. The Calculators will not be provided by the University.

FIFTH SEMESTER
ANY THREE OF THE FOLLOWING
M.b.e. 514 Management Information Systems 100

M.b.e. 515 Small Business Management 100

M.b.e. 516 Management of Environment 100

M.b.e. 517 International Business 100

M.b.e. 518 Management of Rural Development 100

38
M.b.e. 519 Marketing of Services 100

SIXTH SEMESTER

M.b.e. 520 Strategic Management 100

ANY TWO OF THE FOLLOWING

M.b.e. 521 a. Money & Capital Market

b. Project Management
c. Management of change
d. Logistics Management
e. International Marketing
f. Executive Compensation
g. E-Commerce

39
 FIFTH SEMESTER
ANY THREE OF THE FOLLOWING

Mbe. 526 : MANAGEMENT INFORMATION SYSTEM

Objective : The course is designed to develop skills in identifying and analyzing
information needs for managerial decision making. The course aims at
harnessing, information technology in various functional areas so as to equip in
developing prototype systems.

Unit-I

Introduction to information systems.

Information systems for competitive advantage
Systems approach to problem solving
Developing, information system solutions
Management of Information as a resource

Unit-II

Technical aspects of Information systems

Managerial overview of telecommunications and database management
Transaction processing and reporting systems
Decision support systems

Unit-III

Project Planning for M.I.S.

System Analysis and Design
Implementation, evaluation and maintenance of M.I.S
Difficulties encountered in M.I.S. Development

Unit-IV
Data Flow Diagrams
Data Dictionaries
40
Computer Viruses
Computers, Ethics and Society

Unit-V

Information systems in Marketing, Operations, H.R.M. Accounting and Finance

Project Management
Management Information Services
Network Architectures and Protocols

References

1. Murdick and Ross : Information Systems for Management

2. J. Kanter : Management Information Systems

3. O’ Brien : Management Information Systems.

Mbe. 527 : SMALL BUSINESS MANAGEMENT

Objective : The course aims at acquitting the students with the nature, significance and
problems of small business with reference of India.

Unit-I

− Small business : Concept and Definition

− Nature and characteristics
− Relationship between small and large business
− Scope and types of small business
− Rationale and objectives of small business
− Role of small business in modern Indian economy

41
 − Organisational structure and ownership pattern of small scale business
− Growth of small business in India
− Small entrepreneur in International business
− Problems of small business
− Industrial sickness in S.S.I. Causes, Consequences and remedial measures.

Unit-II

− Establishing small scale enterprises

− Scanning of opportunities. Choice of enterprise
− Market assessment for S.S. E. –How question of opportunities identification
− Choice of Technology and selection of site – How question of Market entry financing the
new and small enterprise.

− Preparation of the Business Plan.

− Operation the small scale enterprises
− Financial Management Issue in S.S. E.
− Operation Management Issue in S.S. E.
− Marketing Management Issue in S.S. E.
− Organisational Relation in S.S.E.
− Performance appraisal and growth strategies
− Management Performance Assessment and Control.
− Strategies for stabilization and growth
− Managing family enterprises. Viability of Family Business; Family Management
Practices.

Reference

1 Petroj : Small Business Management

2 D. Anderson : Small Industry in developing countries

42
3 D. Strenloff and J. Burges : Small business management fundamentals,
McGrew Hill, 1980

4 Vijay K. Jain : Marketing Management for Small Units,

Management Publication Company, 1980.

Mbe. 528 : MANAGEMENT OF ENVIRONMENT

Objective : The objective of this course is to acquaint the students with the world of
environment. This subject will teach students as to what are the impacts and
aspects of each business activity in environmental terms and how businessmen
are responsible towards environment.

Unit-I

Environmental Management : Fundamentals – Sustainable Development, Implications of human

population growth, Limits to growth, Environment and Business Schools; Energy Management.
Fundamentals- Fossil Fuels use, Energy production and trade, Energy Balance : Ecosystem
Concepts : Basic Concepts and their application in Business, Industrial Ecology and Recycling
Industry.

Unit-II

Environmental Management System : EMS Standards, ISO 14000, Environmental Auditing.

Clearance/Permissions for establishing industry; Environmental Management & Valuation;
Environmental Accounting, Economics – Environmental Taxes Shifts, Green Funding, Corporate
Mergers, Environmental Ethics; Environmental Management, Trade and Environmental
Management, Debt and Environment.

Unit-III

GATT/WTO Provisions, Environmental Laws; Acts, Patents, IPRS, Role of NGO’s PIL;
Pollution & Waste Management – Air, Water, Land Pollution, Trade in? Wastes; Water, Forest
& Biodiversity Management: Water Resources, Dams and their role; Forest products and trade.
Role of Biodiversity in International Trade; Approaches to Corporate Ethics; Bio-ethics.

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 Suggested Readings

1 Uberoi, N. K. : Environmental Management, Excel, A - 45,

Naraina Phase-1, New Delhi 2000

2 Pandey, G.N. : Environmental Management, Vikas Publishing

House New Delhi, 1997

3 Gupta, N. Dass : Environmental Accounting, Wheeler Publishing,

19, K. G. Marg, New Delhi, 1997

4 Mohanty, S.K. : Environment & Pollution Law Manual, Universal

Law Publishing, G.T. Karnal Road, New Delhi,
1996.

5 Harley, Nick : Environmental Economics, MacMillan India Ltd.,

Ansari Road, New Delhi, 1997.

6 Kolstad Charles D : Environmental Economics, Oxford University

Press, 2000

The list of cases and specific references including recent articles will be announced in the class at
the time of launching of the course.

Mbe. 529 : INTERNATIONAL BUSINESS

Objectives : The objective of this course is to highlight the International environment
including relationships between business, government, economics groupings
and the consumer. The course will also highlight the problems encountered and
issues raised in managing overseas business.

Unit-I

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The concept of international business, multinational enterprise and trade theories effects of trade
and trade barriers on exporting and importing firms; Geopolitical and economic environment for
international business; conceptual; framework for international operations of a firm; forms of
international business activity. Regulation of international business – home country, host country
and MNE response to regulations. Technology transfer and code of conduct for MNE’s
developed and developing nations.

Unit-II

Managing an international business firm – Environment variables, country specific advantages

and Entry Method. Ethno centric, poly centric, geocentric and region centric MNE’s Relevance
between strategy and structure in the MNE. Relevance and integration of key functional areas of
the MNE – marketing, finance, production and personnel.

Book Recommended

1 Anant R. Negandhi : International Management

2 Christopher M. Korth : International Business

3 Bugman, Lecraq, Booth : International Business Firm and

Environment
4 John Fayerweather : International Business Management

5 Beyond Vernon : Manager in the International Economy

6 B.J. Kolde : International Business Enterprise

7 John Martinussan : Transnational Corporations in a Developing

Economy

Mbe. 530 : MANAGEMENT OF RURAL DEVELOPMENT

Objectives : 1 To familiarize the students the role that they can play in rural
development.

2 To familiarize the students with the conceptual and analytical background

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 of Rural Development.

3 To acquaint students with the societal necessity for Rural Development.

Topics

Unit-I

Rural Development, Historical Perspective Panchayati Raj, Model College, Area Development,
Inter Area Development, Rural Poverty deviation programmes, Integrated Rural Development
various Rural Development Scheme.

Unit-II

Social and cultural aspects of village life, caste, occupation, education, health, Economics
standards, Village leadership, Functions of panchayats, Gross root level democracy. Potrait of a
village & its problems.

Unit-III

Marketing – Agricultural produce, Developing Goofs and home based industry, Rural
industrialization and its effects, Cooperative Marketing Structures.

Unit-IV

An evaluation of rural Development, Strategies, Quality of life. How can be improved,

Developing rural entrepreneurs, Mass Mobilisation & awakening techniques, Media & its rile in
developing leadership grass root democracy.

Book Recommended
1 Arora R.S. : Rural Development in India

2 A.R. Desai : Rural Development

3 A.K. Srivastava : Rural Development

4 Netra Pal Jain : Rural Reconstruction India & China

5 Rural Development Digest N.I.C.D. Hyderabad (Quarterly)

6 Yogna

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7 Agricultural Situation in India (Monthly)

Mbe. 531 : MARKETING OF SERVICES

Objective : To develop the skill of marketing of services, to understand the importance and
role of services at the total marketing concept and to have an understanding
about the conceptual issues in services marketing.

Unit-I

Marketing of Tourism, Travel and Transport Services

Tourism Marketing
Hotel Marketing
Airlines Services Marketing
Travel Services Marketing
Freight Transportation Services Marketing

Marketing of Financial Services

Bank Marketing
Housing and Financial Intermediation
Mutual Fund Marketing

Marketing of Communication and Information Services

Telecom Services Marketing (Telephone, Paging, D, Cellular, Fax and Others)
Computer Network Services including Internet
Courier and Speed post Marketing Services

Unit-II

Marketing of Media Services

Newspaper Marketing
Broadcasting Services Marketing

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 Marketing Professional Services
Hospital Services
Consultancy Services
Information Technology (I.T.) Marketing
Advertising Services Marketing
Marketing Research Marketing Services

Marketing of Education and Training Services

Education Marketing Services
Training Services Marketing

Reference

1 B.M. ha : Services Marketing

2 Ravi Shanker : Services Marketing

48
 SIXTH SEMESTER

M.B.E. 532 : STRATEGIC MANAGEMENT

Objectives : The objective of this course on corporate strategy is to develop in the students
an ability to analyse the strategic situation facing the organization, to access
the strategic options available to the organization and to implement the
strategic choices made by it. Extensive use of a variety of case studies will help
in meeting the objectives of this course.

Era semester paper : The paper will be of four hours and will carry 50 marks.
Section A will be of 20 marks consisting of five question. 2 questions will be
set from each unit. The students are required to answers two question selecting
one from each unit. Section B will be of 30 marks consisting of a compulsory
case.

Unit-I

Introduction to corporate strategy

An overview of formulation and implementation of strategy (including various models of

strategy formation and implementation).

Mission including various approaches to business model.

Environmental analysis (including various tools of analysis).
Corporate resources and core competencies.
Personal goals and aspirations of top management
Social responsibility and corporate governance
Corporate strategy (including diversification and vertical integration).
Execution of corporate strategy (Including strategic alliance and acquisitions).

49
 Unit-II

Business level strategies (Including various typologies for BLS).

Functional level strategies.

Strategic alternatives (including models for development of strategic alternative).

Strategic and technology.
Evaluation of strategy.
Implementation of strategy.
Organisation structure and strategy.

References

1 Hunger & Wheelen : Essentials of Strategic Management, Prentice

Hall of India, 2006

2 Hitt & Hoskisson : Strategic Management : Competitiveness and

Globalization, South Western Thomson, 2006.

3 Hill and Jones : Strategic Management, Dreamtech Press

India, Indian Adaptation, 2006.

4 Porter : Competitive Advantage, The Free Press,

New York, 1985.

5 Thompson, Strickland & Gamble : Strategic Management : Concepts and Cases,

Tata McGrew Hill, 2005.

6 Ghosh, P.K. : Strategic Planning and Management, Sultan

Chand and Sons, New Delhi, 2000.

7 McCarthy, Minichiello & Curran : Business Policy and Strategic – Concepts and
Readings, AITBS Publishers & Distributors
(Regd.), Delhi, 2000.

8 Gupta, Gollakota and Srinivasan : Business Policy and Strategic Management –

Concepts and Application, Prentice Hall of
India, 2006.

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9 Pettigrew & Fenton (eds.) : Innovating Organisation, Sage, 2000.

10 Pitts : Strategic Management : Building and

Sustaining Competitive Advantage, South
Western Thomson, 2004.

ANY TWO OF THE FOLLOWING:

Mbe. 533 (a) Money and Capital Market

The course aims at an analytical study of the composition, nature and functioning
of the money and capital markets at London (U.K.) and New York (USA) and in India in general
and investment management in particular.

Unit-I

Functions of money and capital markets – money organizations- economic forces at work in
money and capital markets; the money markets – compositions institution and operations of the
sub-markets. The capital markets-composition, Institutions and operations.

Unit-II

Central banks and the money market- a study of the Federal reserve system bank of England and
Reserve bank of India vis- a –vis their role in regulating the operations of money market and
their monetary policy; the State and the Financial markets; the dynamics of money and capital
markets. New Issue market roll of SEBI in thee capital markets.

Unit-III

Basic concepts and issues of investment management. Source of investment information. Criteria
for selection of Securities from debentures, preference shares equity shares Govt. and Municipal

51
bonds and securities of foreign companies, assessment of new issues; Transactions and
Mechanics of stock Exchanges. Political risks of investment, effect of monetary and fiscal of
Government on prices of shares.

Book Recommended

1 Plum & Humahry : Investment Analysis and Management

2 William, Charpe : Portfolio Theory and Capital Markets

3 Sauvian Harry : Investment Management

4 R.I. Robinson : Money and Capitals Market

5 J.S.G. Lilson : Monetary Policy and the Development of Money

Market

6 Norman Macrac : The London Capital Market

7 Reimann H.E Wiggles Worth : The challenge of international finance

8 Radcliffe Report : Committee on working of the Monetary Systems

9 A.L.N. Sinha : The Capital Market of India

10 Nadoor & Nadler : International Money Markets

Mbe. 533 (b) PROJECT MANAGEMENT

Objective : The course aims at training the students to feasibility study of industrial
projects, apprise the projects from private commercial as well as social

52
 angles and prepare detailed project reports. It also orients the students with
the network analysis for project planning and implementation.

Unit-I

Private Commercial criteria for project choice, Project cycle, Feasibility, Marketing Feasibility,
Financial feasibility.

Unit-II

Brief outline of social cost benefit analysis; rationale, UNIDO and Little Mirrlees approaches,
UNIDO-IDCAS Manual, Shadow prices and conversion factors, Applications in India.

Unit-III

Planning and Scheduling Networks, Critical Path, PERT Model, CPM Model, PERT/ COST,
Resource leveling and allocation.

Book Recommended

1 UNIDO : Guidelines for Project Evaluation, United Nations, 1972.

2 Mannual for the preparation of Industrial Feasibility Studies, United Nations, 1978.

3 Manual for the Evaluation of Industrial Projects, United Nations, 1980.

4 IMD little and J.A. Mirrlees : Project Appraisal and Planning in Developing Countries.

5 Prasanna Chandra : Projects ; Preparation, Appraisal Budgeting and Control.

6 D.W Pearce & C A Nash : Social Appraisal of Projects.

7 J.D. Wiest and F.K. Levy : A Management Guide to PERT/CPM, (PH India)

53
Mbe. 533 (c) MANAGEMENT OF CHANGE

Objective : The change in organization has way of life. The dynamic environments are
not letting the organizations maintain quo for a short span even. Unplanned
change can be harmful for the success of any organization. The objective
this course is to help student learn how to bring about planned change to
meet changing environment.

Unit-I

Need for bringing organizational change. Dimensions of technological change. Social and
behavioral change. Turbulent environment. The nature of organizational change. Affect of
organizational change on work force.

Unit-II

Understanding corporate outline-roots of culture, Non adoptive cultures. Preparing the

organization for change.

Unit-III

Holistic Approaches. TQV & Business Process Re-engineering. The learning organization.

Unit-IV

The Process of implementation of change. Models of Management of Change. Few Case

studies pertaining to management of change.

References

1. Philip Sadler : Managing Charge

2. Toffler Alvia : The Adoptive Corporative

3. Gupta Nirma K. and Ahmed Abad : Managing Transitions

4. Beckward Richard & Prithard Wendy : Changing the Essence

54
5. Kotler J. P and Hekett J.L. : Corporate Culture and Performance

6. Sachetn Edgen : Organizational Cultural & Leadership

7. Malhotra Meenakshi : Organizational Development & Change

Mbe. 533 (d) LOGISTICS MANAGEMET

Objective : This course will deal with the corporate physical distribution activities, as
an integrated system.

The various components of this system would be considered with the help
of analytical and quantitative techniques

Unit-I

Logistics concept and Marketing, Physical distribution definition-integrated systems concept,

activity, centers. Integration between marketing elements and distribution. Concept of customer
service.

Unit-II

Transportation and Physical distribution- Elements of a transport system: special transport, pros
and cons of

Arious routing system, non-transportation costs. Some aspects of transportation administration

and transportation costing in relation to the marketing function.

Transportation rates and pricing Inter-State tariffs.

Documentation and carrier liability.

Unit-III

Inventory Control- Economic order quantity under conditions of certainty and uncertainty.

55
Inventory re-quirement as function of the number of stock locations. Distribution warehousing-
the modern concept Basic considerations for location and location strategy. Location
techniques. Planning and distribution were house, material handling. Utility of company
warehouse versus public warehouse.

Unit-IV

Order processing- Importance to customer service, a model for performance measurement.

Packaging-Cost involved, new ideas in package, package testing. Aspect of International

distribution. Distribution management, organization and control; operational planning; physical
distribution information centers. Organizational set up.

References

1. Management International Distribution : Wentworth and Christopher

2. Business Logistics : Smyroy

3. International Distribution : Rookey

4. Indian Shipping : Trivedi

5. Systems Approach to carriage and IIft :

6. Shipment of Expert Cargo freight

tariffs and practices of Shipping
Conferences

Mbe. 533 (e) INTERNATIONAL MARKETING

Objectives : The objective of the course is to acquaint the students with the entire range
of concepts fundamentals and practicalities of International Marketing with
particular emphasis on export marketing.

Unit-I

56
Meaning and Scope of International Marketing, International marketing tasks, Reasons for
entering export markets.

Unit-II

International Economics Environment – Regional Economics Cooperation World Trade Trends

Tariffs as non- tariff restrictions.

Unit-III

The selection of export markets, planning of export marketing, strategy- product, pricing,
promotion and distribution channels. Preparation of Export Marketing Plan.

Unit-IV

Indian export and import policy. Export promotions organizations. Export incentives. The
procedures are practices in the context of processing of an export order – producing for exports.
Export quality Control Export finance, Shipment and produces thereof; Export document;
processing of and export order.

References

1 Miracle and Albaum : International Marketing Management

2 John Fayeweather : Management of International Operations

3 Martin T. Sliper : Accessing Export Potential

4 R. Vernon : Manager in the International Economy

5 G.S. Lall : Finance of Foreign Trade and Foreign

Exchange

6 Kriplani V.H. : International Marketing

7 RAthore B.S : Export Marketing

8 S.C. Jain : Export Procedures and Documents

57
Mbe. 533 (f) COMPENSATION MANAGEMENT

Objective : The objective of this course is to orient the students towards the system of
Corporation Management extensive use of cases shall be made.

Unit-I

Compensation Management : Nature and significance of Compensation Management.

Objectives, Functions, Organizational Life Cycle Elements of Compensation; Principles of
compensation, factors influencing pay. Theories of Compensation – Economics and Behavioral
Compensation Management in a Development Economy. The institutional framework of
Compensation Management. Union Government Laws. Management objectives and Unions
Objectives in Compensation. Compensation and Managing Dissatisfaction, Formulation of
Company Compensation Polices.

Unit-II
Compensation Surveys
Meaning and Objectives of job evaluation
How to go about job evaluation
Methods of job evaluation. Problems of evaluation case.
Pay Delivery Systems
Linking Compensation with objectives of organization
Pay and performance issues
Fringe Benefits: Socio-economic and Psychological rationale of fringe benefits.
Communication and administration of fringe benefits
Executive compensation, Significance and recent trends in executive compensations :
Employee Stocks Options
Compensation : Budgeting and Compensation systems in U.S.A. and Japan.

Suggested Readings

1 Michael Armstrong : Principles and Practice of Salary

Administration

2 Milton. I. Henderson : Compensation Management

3 Milton L. Rock (Ed.) : Handbook of Wage and Salary

Administration

58
4 Angela M. Bowey (Ed.) : Handbook of Salary and Wage Systems

5 Elizabeth Lanhansnnam : Administration of Wage and Salaries

6 I.L.O : Job Evaluation

7 N.P.C. : Job Evaluation – Sharing Gains from

Productivity
8 Rebert E. Sibson : Compensation

9 Gary Bery Managing Compensation

10 Luxmi Narain Managerial Compensation and Motivation

in Public Enterprises.

**********

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