Session Plan

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

GAUTAM BUDDHA NAGAR
PREAMBLE
Amity
University aims to achieve academic excellence by providing multi-faceted education to students and encourage them to reach the pinnacle of success. The University has designed a system that would provide rigorous academic programme with necessary skills to enable them to excel in their careers. This booklet contains the Programme Structure, the Detailed Curriculum and the Scheme of Examination. The Programme Structure includes the courses (Core and Elective), arranged semester wise. The importance of each course is defined in terms of credits attached to it. The credit units attached to each course has been further defined in terms of contact hours i.e. Lecture Hours (L), Tutorial Hours (T), Practical Hours (P). Towards earning credits in terms of contact hours, 1 Lecture and 1 Tutorial per week are rated as 1 credit each and 2 Practical hours per week are rated as 1 credit. Thus, for example, an L-T-P structure of 3-0-0 will have 3 credits, 3-10 will have 4 credits, and 3-1-2 will have 5 credits. The Curriculum and Scheme of Examination of each course includes the course objectives, course contents, scheme of examination and the list of text and references. The scheme of examination defines the various components of evaluation and the weightage attached to each component. The different codes used for the components of evaluation and the weightage attached to them are: Components Codes Weightage (%) Case Discussion/ Presentation/ Analysis Home Assignment Project Seminar Viva Quiz Class Test Attendance End Semester Examination H P S V Q CT A EE
C 05 05 05 05 05 10 05 70
05 - 10 10 10 10 10 10 10
It is hoped that it will help the students study in a planned and a structured manner and promote effective learning. Wishing you an intellectually stimulating stay at Amity University. July, 2011
PROGRAMME STRUCTURE
FIRST SEMESTER
Course Code Course Title Lectures Tutorial Practica Total Page (L) (T) l (P) Credit No. Hours Hours Hours s per week per week per week 4 4 4 4 3 3 4 4 1 1 2 1 1 4 4 4 4 4 4 1 1 2
MIB101 MIB102 MIB103 MIB104 MIB105 MIB106 MIB107 MIB142 MIB143 MIB144 MIB145 MIB146 MIB147 MIB148 MIB130
Principles of Global Business Management Marketing Management-A Global Perspective Accounting for Managers Essential IT Tools & Techniques for Global Managers Quantitative Applications in Management Economic Analysis Organisational Theory & HRM Business Communication I Behavioural Science I Foreign Language I French German Spanish Japanese Chinese Term Paper TOTAL
4 36
SECOND SEMESTER
MIB201 MIB202 MIB203 MIB204 MIB205 Export Import Documentation & Logistics Business Law & Entrepreneurial Development Business Research Methods Growth Prospects of Thrust Areas of Indian Exports Cross Cultural Management & Management of Multinational Companies International Financial Management Business Communication II Behavioural Science II Foreign Language II French German Spanish Japanese Chinese 3 4 4 3 3 1 1 4 4 4 3 4
MIB206 MIB242 MIB243 MIB244 MIB245 MIB246 MIB247 MIB248
4 1 1 2
4 1 1 2
SPECIALIZATION COURSES (BASKET OPERATIONS SPECIALIZATION MIB207 Production & Operations 3 Management FINANCE SPECIALIZATION MIB208 Financial Modeling & 3 Services MARKETING SPECIALIZATION MIB209 Marketing Tools & 3 Techniques
COURSES) 1 4
HR SPECIALIZATION MIB210 International HRM TOTAL
4 31
Note: The student will opt for the same Elective Basket in Third & Fourth semester as opted in Second Semester THIRD SEMESTER
MIB301 MIB302 MIB303 MIB342 MIB343 MIB344 MIB345 MIB346 MIB347 MIB348 MIB350 International Strategic Management Risk & Insurance in International Trade WTO & International Regulatory Environment Business Communication III Behavioural Science III Foreign Language III French German Spanish Japanese Chinese 4 4 4 1 1 2 4 4 4 1 1 2
Summer Internship (Evaluation) Elective Papers for Dual Specialization MIB304 Strategic Brand Management MIB305 Sales & Distribution Management MIB306 Integrated Marketing Communications MIB307 Digital Marketing* Elective Papers for Dual Specialization MIB308 Mergers, Acquisitions & Restructuring MIB309 Corporate Tax Planning MIB310 Management of Financial Services* MIB311 Credit Appraisal & Project Financing Elective Papers for Dual Specialization MIB312 Recruitment, Selection, Training & Development MIB313 Performance Appraisal & Potential Evaluation* MIB314 Organisational Behaviour MIB315 Compensation Management Elective Papers for Dual Specialization (Select any two) MIB316 Customer Management* MIB317 Technology Management MIB318 Supply Chain Management MIB319 Project Management
in IB & Marketing (Select any two) 3 1 4 3 1 4 3 1 4
3 1 4 in IB & Finance (Select any two) 3 1 4 3 3 3 1 1 1 4 4 4
in IB & HR (Select any two) 3 1 4 3 1 4
3 1 4 3 1 4 in IB & Operations Management 3 3 3 3 1 1 1 1 4 4 4 4 33
Note: * Universal Courses In lieu of second elective (Third & Fourth Semester) a student may opt for a universal course.
FOURTH SEMESTER
MIB401 MIB402 MIB442 MIB443 MIB444 MIB445 MIB446 MIB447 MIB448 Leveraging Information Technology in Global Business Global Sourcing & Business Development Business Communication IV Behavioural Science IV Foreign Language IV French German Spanish Japanese Chinese 3 3 1 1 2 1 3 4 1 1 2
MIB455 Dissertation Elective Papers for Dual Specialization MIB403 Product Strategy & Management* MIB404 Consumer Behaviour MIB405 Marketing of Services MIB406 International Retail Management* Elective Papers for Dual Specialization MIB407 Security Analysis & Portfolio Management MIB408 Strategic Financial Management MIB409 Financial Reporting & Decision Making MIB410 Banking & Finance* Elective Papers for Dual Specialization MIB411 Organisational Psychology* MIB412 Competency Mapping & Assessment MIB413 Organisational Change & Development MIB414 Industrial Relations & Labour Laws Elective Papers for Dual Specialization (Select any two) MIB415 Corporate Governance & Organisational Effectiveness* MIB416 Management of Quality MIB417 Virtual Enterprise Management* MIB418 Advanced Operations Research TOTAL
9 in IB & Marketing (Select any two) 3 1 4 3 3 3 1 1 1 4 4 4
in IB & Finance (Select any two) 3 1 4 3 3 1 1 4 4
3 1 4 in IB & HR (Select any two) 3 1 4 3 1 4 3 3 1 1 4 4
in IB & Operations Management 3 3 3 3 1 1 1 1 4 4 4 4 28
Note: * Universal Courses In lieu of second elective (Third & Fourth Semester) a student may opt for a universal course.
Curriculum & Scheme of Examination LEVERAGING INFORMATION TECHNOLOGY IN GLOBAL BUSINESS
Course Code: MIB 401 Credit Units: 03 Course Objective:

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

Course Code: Units: 04 Course Objective:
This course will explore the opportunities and challenges that managers face in global competition. We will deal with companies that operate across country boundaries and the managerial issues in selling and sourcing on a global basis. Globalization is not the same as just doing business in a foreign country; that is, after all, domestic business from the perspective of managers in that country. The importance of establishing supply relationships with foreign sources requires companies to develop competencies in strategic sourcing, purchasing and importation of goods. This course will emphasize the strategic and operational elements of establishing and maintaining global relationships. Emphasis is also given to make the budding HR professionals thoroughly prepared to recognize negotiation situations so as to Plan, Implement, and Complete Successful Negotiations to maximize results.
MIB 402
Credit
Learning Outcomes:
As an outcome of this course, students will be able to:
Explain the importance of global sourcing in supply chain management Describe the global sourcing process. Understand negotiation strategies and skills between nations Analyse buyer-supplier relationships Develop an insight on the relationship between negotiation and global sourcing
Course Contents:
Module I: Negotiation fundamentals The nature of Negotiation Strategy and Tactics of Distributive Bargaining Integrative Negotiation Negotiation Strategy and Planning Module II: Negotiation sub-processes Perception Cognition and Emotion Communication Finding and using negotiation Power. Influence: Routes to Influence Role of Receivers in Influence Ethics in Negotiation Module III: Negotiation context Relationships in Negotiation: Key Elements in Managing Negotiations within Relationships Parties in Negotiation: Coalitions, The nature of Multi-party negotiation Module IV: Understanding Basics of Global Sourcing Definition, need and relevance of Global Sourcing Evolution of sourcing Purchasing a dynamic profession- origins of purchasing and transition to supply chain management Five major developments- cross functional teams, supply chain and supply networks, supply alliances, strategic sourcing, e-procurement, global sourcing
Module V: Types of Global Sourcing Global sourcing Global sourcing Global sourcing Global sourcing Emerging Trends of HR, Accounting or Finance of Procurement/Supply Chain of Innovation Governance: PMO, contracts, key roles
Module VI: International Sourcing Decisions Manufacturing/National brands Private label brands Premium branding International sourcing Costs associated with global sourcing decisions Foreign currency fluctuations Tariffs Free trade zones and Retailing Managerial issues associated with Global sourcing decisions International vendor management Module V: Foundations of Entrepreneurship Development Concept and Need of Entrepreneurship Development Definition of Entrepreneur, Entrepreneurship, Innovation, Invention, Creativity, Business Idea, Opportunities through change. Concepts of Entrepreneur, Manager, Intrapreneur / Corporate Entrepreneur comparative study Roles, Responsibilities, Career opportunities. Entrepreneurship as a career, Entrepreneurship as a style of management, The changing role of the entrepreneur: mid career dilemmas Closing the window: Sustaining Competitiveness Maintaining competitive advantage. (8) Module VII: Theories of Entrepreneurship Innovation Theory by Schumpeter & Imitating Theory of High Achievement by McClelland X-Efficiency Theory by Leibenstein Theory of Profit by Knight Theory of Social change by Everett Hagen (9) Module VIII: Influences on Entrepreneurship Development Entrepreneurial Traits External Influences on Entrepreneurship Development: Socio-Cultural, Political, Economical, Personal. Entrepreneurial culture with special reference to Intrapreneurship / Corporate Entrepreneurship. Entrepreneurial Success and Failure: Reasons and Remedies.
Learning Methods:
Tutorials, Interactive sessions, Case studies, Extensive research projects, Seminars, - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Text & References:

Cohens, Negotiating Skill for Managers
Lacity, M., and Willcocks, L., Global Information Technology Outsourcing: Search for Business Advantage, John Wiley & Sons, Chichester, 2001 Burt, Dobbler,, Starling, TMGH, World Class Supply Management Spangle M.L. & Isenhart M.W., Negotiation Chary, Production and Operations Management Nicholas, Competitive Manufacturing Management Lewicki, Saunder & Barry, Negotiation Donaldson, T & Werhane P, Ethical Issues in Business Dono Hue & Kolt, Managing Interpersonal Conflict Zartman I.W., The Negotiation Process: Theories and Applications Fleming Peter, Negotiating in a Week
BUSINESS COMMUNICATION - IV
The influx of communication a This course is among the young multinationals, FDIs and Retail Management makes global harsh reality and offers cultural communication challenges. designed to inculcate transcultural communication skills Amitians.
MIB 442
Credit
Course Contents:
Module I: Importance of Culture in Communication Principles of effective cross cultural communication Developing Communication Competence Module II: Barriers to effective communication Sender, Receiver and Situation related barriers Measures to overcome the barriers Listening skills Module III: Cross cultural communication Characteristics of culture Social differences Contextual differences Nonverbal differences Ethnocentrism
Examination Scheme:
Components Weightage (%) CT1 20 CT2 20 CAF 25 V 10 GD 10 GP 10 A 5
CAF Communication Assessment File GD Group Discussion GP Group Presentation
Text & References:

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

This course aims at imparting an understanding of: Build and leverage your professional reputation Maintain focus in pressure situations Make a balanced choice between professional and personal commitments
MIB 443
Credit
Course Contents:
Module I: Individual, Society and Nation Individual Differences and Dimensions of Personality Socialization Process Relating to the Nation: Values, Culture, Religion Sense of pride and Patriotism Managing Diversity Module II: Components of Excellence Personal Excellence: Identifying long-term choices and goals Uncovering the talent, strength & style Analyzing choke points in your personal processes by analysis in area of placements, events, seminars, conference, extracurricular activities, projects etc. Developing professional power: Goal-setting, time management, handling criticism, interruptions and time wasters Module III: Career Planning Knowing ones Interest and Aptitude Identifying available Resources Setting goals to maintain focus: Developing Positive attributes in personality Self-reliance and Employability skills Module IV: Stress Management for Healthy Living Meaning and Nature of Stress Stages of stress Causes and Consequences of stress: Personal, Environmental Personal Styles and strategies of coping
Organizational
and
Module V: Professional Success Building independence & interdependence Reducing resistance to change Continued reflection (Placements, events, seminars, conferences, projects extracurricular Activities etc.) Module VI: End-of-Semester Appraisal
Viva based on personal journal Assessment of Behavioural change as a result of training Exit Level Rating by Self and Observer
Examination Scheme:
Components Weightage (%) SAP 20 A 05 Mid Term Test (CT) 20 VIVA 30 Journal for Success (JOS) 25
Text & References:

J William Pfeiffer (ed.) Theories and Models in Applied Behavioural Science, Vol 2, Group (1996); Pfeiffer & Company Smither Robert D.; The Psychology of Work and Human Performance, 1994, Harper Collins College Publishers Raman, A.T. (2003) Knowledge Management: A Resource Book. Excel Books, Delhi. Kamalavijayan, D. (2005). Information and Knowledge Management. Macmillan India Ltd. Delhi
FRENCH - IV
Course Code: Credit Units: 02 Course Objective:
To To strengthen the language of the students with both oral and written provide the students with the know-how to master the tenses present, past and future to express emotion to accomplish simple tasks of day-to-day programmes to prepare rsum
MIB 444
Course Contents:
Unit 7: pp. 106 Rdiger un rsum (Cf. Campus 2 P.6, Franais.Com, Intermdiaire- p.98) Passer un entretien dembauche. Franais.Com, Intermdiaire p.100 Contenu lexical: Unit 7: Tranches de vie 1. voquer un souvenir 2. raconter une histoire 3. rapporter des vnements marquants dune vie professionnelle 4. expliquer une situation de stress, donner son avis 5. faire des projets Contenu grammatical: limparfait 3. relatifs qui, que, o, mise en relief, indicateurs de temps : depuis, il y a, pendant, pour, en 4. pronom en de quantit, propositions compltives : je pense que, je crois que 5. futur simple, pronom y 1. formation de limparfait, chaque/chacun 2. emploi du pass compos et de
Examination Scheme:
Components Weightage (%) CT1 20 CT2 20 C 20 I 20 V 15 A 5
C Project +Presentation I Interaction/Conversation Practice
Text & References:

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

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

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

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

Text: Teach yourself Japanese References: Shin Nihongo no kiso 1
CHINESE IV
How many characters are there? The early Qing dynasty dictionary included nearly 50,000 characters the vast majority of which were rare accumulated characters over the centuries. An educate person in China can probably recognize around 6000 characters. The course aims at familiarizing the student with the basic aspects of speaking ability of Mandarin, the language of Mainland China. The course aims at training students in practical skills and nurturing them to interact with a Chinese person.
MIB 448
Course Contents:
Module I Dialogue Practice Observe picture and answer the question Pronunciation and intonation Character writing and stroke order. Electronic items Module II Traveling The Scenery is very beautiful Weather and climate Grammar question with bu shi . Ma? The construction yao le (Used to indicate that an action is going to take place) Time words yiqian, yiwai (Before and after). The adverb geng. Module III Going to a friend house for a visit meeting his family and talking about their customs. Fallen sick and going to the Doctor, the doctor examines, takes temperature and writes prescription. Aspect particle guo shows that an action has happened some time in the past. Progressive aspect of an actin zhengzai Also the use if zhe with it. To welcome someone and to see off someone . I cant go the airport to see you off etc. Module IV Shipment. Is this Basic dialogue on Basic dialogue on Basic dialogue on Basic dialogue on Basic dialogue on Module V Basic dialogue Basic dialogue Basic dialogue Basic dialogue on on on on the place to checking luggage? Where do u work? This is my address I understand Chinese What job do u do? What time is it now? What What Do u I am day (date) is it today? is the weather like here. like Chinese food? planning to go to China.
Examination Scheme:
Text & References:

Elementary Chinese Reader, Part-2 Lesson 31-38
DISSERTATION
Course Code: Units: 09 MIB 455 Credit
The Aim of the Dissertation The aim of the dissertation is to provide the students with an opportunity to further their intellectual and personal development in their chosen field by undertaking a significant practical unit of activity, having an educational value at a level commensurate with the award of their degree. The dissertation can be defined as a scholarly inquiry into problem(s) or issues(s), involving a systematic approach to gathering and analysis of information / data and leading to production of a structured report. The Dissertation Topic It is usual to give the student some discretion in the choice of topic for the dissertation and the approach to be adopted. Kindly ensure that the dissertation is related to the field of specialization. Deciding this is often the most difficult part of the dissertation process, and requires thorough preparation and background research. It is important to distinguish here between dissertation topic and dissertation title. The topic is the specific area that the student wishes to investigate. The title may not be decided until the dissertation has been written so as to reflect its content properly. Few restrictions are placed on the choice of the topic. Normally it is expected that the topic is: relevant to business, defined broadly; related to one or more of the subjects or areas of study within the core program and specialization stream; clearly focused so as to facilitate an in-depth approach, subject to the availability of adequate sources of information and to the students knowledge; of value and interest to the students personal and professional development. Planning the dissertation This entails the following:
Selecting a topic for investigation. Establishing the precise focus of the study by deciding on the aims and
objectives of the dissertation, or formulating questions to be investigated. Consider very carefully what is worth investigating and its feasibility.
Drawing up initial dissertation outlines considering the aims and

objectives of the dissertation. Workout various stages of dissertation
Devising a timetable to ensure that all stages of dissertation are

completed in time. The timetable should include writing dissertation and regular meetings with your dissertation guide. of the
The dissertation plan/ outline or Synopsis It is recommended that the students should have a synopsis/dissertation plan to guide them right from the outset. Essentially, the synopsis/dissertation plan is an outline of what the student intends to do, chapter wise and therefore should reflect the aims and objectives of the dissertation in detail along with detailed bibliography and critical review of literature.
There are several reasons for having a dissertation plan
It provides the correct area of focus It provides the faculty-guide with an opportunity, at an early stage, to
make constructive comments and help guide the direction of the research.
The writing of a plan is the first formal stage of the writing process,
and therefore helps build up confidence.
In many ways, the plan encourages the student to come to terms with the
reading, thinking and writing in a systematic and integrated way, with plenty of time left for changes.
Finally, the dissertation plan generally provides a revision point in

the development of the dissertation report in order to allow appropriate changes in the scope and even direction of work as it progresses. Keeping records This includes the following:
Making a note of everything read; including those discarded. Ensuring that when recording sources, authors name and initials, date
of publication, title, place of publication and publisher are included. (Students may consider starting a card index or database from the outset).
Making an accurate note of all quotations at the time they are read. Make clear what is a direct a direct quotation and what is a paraphrase.
Dissertation format All students must dissertation. date of submission. follow the following rules in submitting their
Front page should provide title, author, Name of degree/diploma and the Second page should be the table of contents giving page references for
each chapter and section.
The next page should be the table of appendices, graphs and tables
giving titles and page references.
Next to follow should be a synopsis or abstract of the dissertation

(approximately 500 words) titled: Executive Summary.
Next is the acknowledgements. Chapter I should be a general introduction, giving the background to the
dissertation, the objectives of the dissertation, the rationale for the dissertation, the plan, methodological issues and problems. The limitations of the dissertation should also be hinted in this chapter.
Other chapters will constitute the body of the dissertation. The number
of chapters and their sequence will usually vary depending on, among others, on a critical review of the previous relevant work relating to the major findings, a discussion of their implications, and conclusions, possibly with a suggestion of the direction of future research on the area.
After this concluding chapter, give a list of all the references used.
These should be cross - references with the text. For articles from journals, the following details are required e.g. Draper P and Pandyal K. 1991, The Investment Trust Discount Revisited, Journal of Business Finance and Accounting, Vol18, No6, Nov, pp 791-832. For books, the following details are required: Levi, M. 1996, International Financial Management, Prentice Hall, New York, 3rd Ed, 1996
Finally,
include appendices. These should only include relevant statistical data or material that cannot be fitted into the above categories. will consider the
Guidelines for the assessment of the dissertation While evaluating the dissertation, faculty guide following aspects:
1.
Has the student made a clear statement of the objective or objective(s) 2. If there is more than one objective, do these constitute parts of a whole? 3. Are the objectives and methodology of practical relevance to the business world/economy? 4. Has the student done sufficient background reading and reviewed the available literature critically? 5. Has the student developed an appropriate analytical framework for addressing the problem at hand? 6. Is this based on up-to-date developments in the topic area? 7. Has the student collected information / data suitable to the frameworks? 8. Are the techniques employed by the student to analyse the data / information appropriate and relevant? 9. Has the student succeeded in drawing conclusion form the analysis? 10. Do the conclusions relate well to the objectives of the project? 11. Has the student been regular in his work? 12. Layout of the written report. 13. Confidence and knowledge of the student while answering questions and giving the presentation.
Examination Scheme: A. Synopsis B. Mid Term Review, Viva and Presentation C. Contents & Layout of the Report D. Conceptual Framework E. Objectives & Methodology F. Implications & Conclusions G. Final Viva and Presentation
Total 30 30 20 40 40 40 50 250
PRODUCT STRATEGY AND MANAGEMENT

Course Code: MIB Credit Units: 04 Course Objective
This course explores contemporary thinking on the process of bringing new products and services to market within the overall strategic context of the company. The course focuses on various underlying dimensions and challenges facing the area of Product Management
403
Learning Objectives:
At the end of the course students will be able to:
Relate the critical skills and tasks required of a successful product manager Discuss the changes in the marketing environment that are having an impact on product management Discuss the importance of correctly selecting the appropriate competitors against whom to compete in order to be competitive in your chosen product category. Analyse a given product category using the aggregate market factors to determine market attractiveness of the product category. Develop product objectives for a given product in a given market. Select an appropriate strategic alternative for a given product to achieve the set objectives for that product. Develop an appropriate positioning strategy for a given product in a given target segment.
Course Contents:
Module I: Product Management Basics The Product Management Function Product Management Decisions Product line Product Portfolio Product Platforms Module II: Industry, Competitor and Customer Analysis Category Attractiveness Analysis Aggregate Market Factors Category factors Environmental Analysis Levels of Market Competition Methods of determining Competitors Competitor Selection Competitor Analysis Creating a Product Features matrix Assessing Competitors current objectives Assessing Competitors current strategies Customer Analysis Module III: New Product Creation Process of Strategic Product Creation and Innovation Different forms of Innovation New Product Development Strategy: Formulation and Implementation Module IV: Product Life Cycle Management Concept & Importance of PLM Environmental force driving PLM Components of PLM Product Strategy over the life cycle Module V: Competitive Product Strategy Differentiation Effects of Differentiation Risks of Differentiation Sustainable Differentiation Differentiation strategies Product Pricing Strategy Offensive & Defensive Pricing Strategy First to market and Fast Follower Strategies Module VI: Global Product Strategy International differences in products Global Market Strategy Global Manufacturing Strategy Global Product Development Process Designing and developing uniquely for country markets Risks and Global Strategy Module VII: Product Portfolio Management Defining Portfolio Management Importance and challenges for Portfolio Management Requirements for effective Portfolio Management Maximising the value of the portfolio Achieving a balanced Portfolio
Examination Scheme:
Components Weightage (%) C1 10 V 5 CT 10 A 5 EE 70
Text & References
Crawford, C. Merle and Di Benedetto, C.Anthony (2010), New Products Management Cooper, G. Robert (2001), Winning at New Products: Accelerating the Process from Idea to Launch, Third Edition. Cooper, G. Robert, Edgett, J.Scott and Kleinschmidt, J.Elko (2002), Portfolio Management For New Products: Second Edition. Kahn, B. Kenneth (2004), The PDMA Handbook of New Product Development, Second Edition. Haines, Steven (2008) , The Product Manager's Desk Reference Cagan, Marty (2008), Inspired: How To Create Products Customers Love Lehmann, R.Donald(2004), Product Management
CONSUMER BEHAVIOUR
Course Objective:
Consumer Behaviour is full of complexities due to involvement of umpteen variables. Each of these variable influences each other in the buying process. The course therefore will help students stimulate their minds to think coherently about consumers by identifying relevant variables, describing their basic characteristics and specifying how the variable relates to each other. An attempt will be to make the subject easier by examine in an organized fashion the consumer behavioural aspects such as personality, learning, perception of a variety of external situation, motives and so and so forth.
Learning Outcomes: To be able to relate and understand various underlying external and
individual determinants influencing Consumer Behaviour
To develop a deeper understanding of consumer decision making process and factors affecting it. To understand various aspects leading to consumer satisfaction and long term resonance. To be able to apply concepts, theories, models, and tools in developing consumer behaviour driven marketing strategies.
Course Contents:
Module I: Introduction Consumer Behaviour Defined Applications of Consumer Behaviour Scope of Consumer Behaviour Marketing Strategy and Consumer Behaviour Market Analysis Components Module II: External Influences The Concept of Culture The Invisible Hand of Culture How Culture Is Learned Enculturation and Acculturation Indian Core Values Cross Cultural Consumer Behaviour Subculture Defined Social Class Influences on Consumer Behaviour Measurement of Social Class Social Stratification Reference Groups and Family Influences Factors Affecting Reference Group Influences Consumer Related Reference Groups Marketing Strategies Based On Reference Group Influences The Household Lifecycle Marketing Strategy Based On Household Lifecycle Family Decision Making Marketing Strategy and Family Decision Making Module III: Motivation and Personality influences on Consumer Behaviour Personality Defined The Nature of Personality Theories of Personality The Use of Personality In Marketing Practice Brand Personality Self and Self Image The Nature of Motivation
The Dynamics of Motivation Motivation Theory and Marketing Strategy Module IV: Learning and Memory and Attitude Nature of Learning The Elements of Consumer Learning General Characteristics of Learning Behavioural Learning Theories Cognitive Learning Theories Memory Defining Attitude Attitude Components Measurement of Attitude Components Tricomponent Attitude Model Multiattribute Attitude Models Theory of Trying To Consume Model Attitude toward the Ad Model Attitude Change Strategies Individual, Situational and Communication Characteristics That Influence Attitude Change Module V: Perception Perception Elements of Perception Dynamics of Perception Attention Organization Interpretation Perception and Marketing Strategy Module VI: Consumer Decision Process Types of Consumer Decisions The Process of Problem Recognition Uncontrollable Determinants of Problem Recognition Marketing Strategy and Problem Recognition Nature of Information Search Types of Information Sought Sources of Information Amount of External Information Search Costs Versus Benefits of External Search Marketing Strategies Based On Information Search Patterns How Consumers Make Choices Evaluative Criteria Decision Rules for Attribute Based Choice Outlet Selection and Purchase In Store Influences That Affect Brand Choices Post purchase Dissonance Product Disposition and Marketing Strategy Module VII: Organizational Buying Behaviour Organisation Purchase Process Decision Making Unit Purchase Situation Steps in Organisatioal Decision Making
Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Components Weightage (%)
C1 10
V 5
CT 10
A 5
EE 70
Text & References:

Schiffman, Leon G / Kanuk, Leslie Lazar, (2010), Consumer Behaviour, PHI, Hawkins et al, (2006), Consumer Behaviour. McGraw Hill Blackwell et al (2009), Consumer Behaviour, Thomson Publishing Solomon (2007),Consumer Behavior, Prentice Hall Loudon, David / Bitta, Albert Della (2008),Consumer Behavior: Concepts & Applications, Tata McGraw Hill
MARKETING OF SERVICES
Course Objective:
The course aims to differentiate services from tangible products and to make students understand the complexities of handling intangibles. It also aims to sensitize the students on strategic areas needing special attention in effective marketing of services and to explain service quality management and related challenges in service management
Learning Outcomes:
On the successful completion of this module the student will be able to: Identify the aspects of services marketing
Course Contents:
Module I: Foundation of Services Marketing Introduction-services; A comparative analysis; Salient features of marketing of services; Why Marketing of Services? Module II: Detailed aspects of services marketing Marketing Mix of Services an Introduction: Pricing the service, pricing issues for services, Organisational objectives and pricing policy, Distribution of services Promotion and communication: Internal/ external communication process; Promotional message, Promotion mix; Media choice and selection People: Role of employee, Staff selection and recruitment; Training and development Process Physical evidence, Process and technological development. Module III: Customer expectations of the service Levels; Influencing factors, Gaps Model, Customer perception: Influencing factors; Strategies for Building Customer Relations: Retention strategies, Market segmentation, Targeting and positioning Module IV: Service Development and Design Customer defined service standards Process for developing customer defined service standards Stages in new service development Service blueprinting Managing demand and capacity Variations in demand relative to capacity Strategies for matching capacity and demand Yield Management. Module V: Non Financial Services Marketing an introduction Bank Marketing-The concept: Justification of marketing banking services; Marketing segmentation basis; Marketing mix Hospitality Services-The concept: Justification of marketing hospitality services; Marketing segmentation basis; Marketing mix Educational Services-The concept: Justification of marketing Educational services; Marketing segmentation basis; Marketing mix Hospital Services-The concept: Justification of marketing hospital services; Marketing segmentation basis; Marketing mix Consultancy Services-The concept: Justification of marketing consultancy services; Marketing segmentation basis; Marketing mix
Learning Methods:
Examination Scheme:
Text & References:

Christopher Edition Lovelock, 2010, Services Marketing, Prentice Hall, 6th
Valarie A. Zeithaml, Mary Jo Bitner, And Dwayne D. Gremler, Services Marketing, 2008 Christopher Lovelock and Jochen Wirtz, Services Marketing, 7th Edition, 2010 Raymond P. Fisk, Stephen J. Grove, and Joby John, Interactive Services Marketing Third Edition, 2007 Laurie Young, Marketing The Professional Services Firm: Applying the principles and the Science of Marketing to the Professions, 2005 Service Marketing, 2008, M K Rampal & S L Gupta, Galgotia Publications International Retail Management
INTERNATIONAL RETAIL MANAGEMENT

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

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

Course Objective:
The objective of this course is to help students develop a basic understanding of the theory and practice of investment analysis. Course coverage includes security trading mechanism, investment theories, equity and bond valuations. Emphasis is on developing an understanding of the investment process. The course includes basic analysis and valuation of stocks, bonds, options and futures.
Learning Outcomes:
On the successful completion of this module the student will be able to: Assess the various financial markets and its instruments Understand the factors effecting equity and bond valuations Analyse the various theories of portfolio management and apply quantitative tools for optimum results
Course Contents:
Module I: Overview of Capital Market and Nature and Scope of Investment Management and Portfolio Analysis Market of securities: Stock exchange and New Issue Market their nature, structure, functioning and limitations; trading of securities: equity and debentures/ bonds; regulatory Mechanism: SEBI and their guidelines; Investor protection. Investment Management and Security Analysis - Portfolio Management Practices in International markets. Risk and Return: Measures of risk and return; calculation, trade off, systematic and unsystematic risk; Total Risk - Portfolio Risk - How Diversification Helps? - Market Risk - Combining Risky and Risk less Securities. Module II: Security Analysis Analysis of equity Investment: technical and fundamental approachescompany, industry and economy analysis; Growth Stocks; Technical Analysis : Basic Tenets of Technical Analysis - Dow Theory - Behaviour of Stock Prices - Major Trends - Charts and Trend Lines - Resistance and support Lines Different Patterns; Efficient market theory. Module III: Equity Valuation Capital Asset Pricing Model - Assumptions - the Capital Market Line Security Market Line - CAPM with Relaxed Assumptions. Portfolio Evaluation: Portfolio Formula Plans - Risk Adjusted Measures Sharpe's Reward-to-Variability - Treynor's Volatility Ratio - Jensen's Differential Return. Financial Markets and Instruments, Analysis and Valuation of Equity Investments Module IV: Fixed Income Valuation and Analysis Bonds: nature, valuation; Bond theorem; Term structure of interest rates. Duration; Analysis of Derivatives and Other Products: meanings, trading, valuation. Module V: Portfolio Management Modern Portfolio Theory, Investment Policy, Asset Allocation, Practical Portfolio Management, Performance Measurement, Management of Investment Institutions
Learning Methods:
Tutorials, Interactive sessions, Case studies, Field visits, Management games, Extensive research projects, Seminars, Weekend experience in
companies - the course is covered by adopting a combination of lecture methods, class presentation by groups of students, self study sessions. Each student is required to do the back ground reading from the specified chapters of the prescribed book before coming to class. Cases are also to be analyzed, discussed in groups (teams) outside the class as preparatory work.
Examination Scheme:
Text & References:

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

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

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

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

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

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

Brearley, R.A. and S.C. Myers, Principles of Corporate Finance. (McGrawHill/Irwin) Paul Suresh , Management edition (Pearson) of Banking and Financial Services, second
Mankar V G, Business Economics, (Macmillan Publishers India) Banking and Finance, IIBF (Macmillan Publishers India) Advance Bank Management, IIBF (Macmillan Publishers India) Mishkin, F. and S. Eakins, Financial Markets and Institutions. (Addison Wesley) Allen, F. and D. Gale, Comparing Financial Systems. (MIT Press)
ORGANIZATIONAL PSYCHOLOGY
Course Code: MIB Credit Units: 04 Course Objective:
This course is designed to provide an overview of I/O Psychology including individual, group,and organizational issues resulting in enhanced understanding of the world of business and related career concerns. This course also covers organizational psychology, based on classical and contemporary theory and empirical research.
411
Learning Objectives: 1. To introduce major topics and subspecialties including critical theory 2. 3. 4.
and research findings that have served to define the field of I/O psychology To increase understanding of the complicated systems of individual and group psychological processes involved in the world of work To connect the basic principles of Industrial / Organizational Psychology to Personnel and Human Resources management within organizations To allow participants to explore ways in which individual career choices and Work-life success can be improved through the benefits of I/O Psychology
Course Contents:
Module I: Foundations and Overview of Industrial Psychology Introduction, Overview, History, Background, and Essentials of Industrial Psychology, Psychology as a Science, Research Methods in Psychology, Data Analysis and Interpretation, Interventions for problem solving Module II: Industrial Psychology Individual Differences, Using Assessments for Prediction, Job Analysis, Job Evaluation, and Employee Performance, Appraising Employees and Giving Feedback, Recruiting and Selecting Talent, The Legal Context of Hiring and Firing Employees, Foundations of Learning and Training Employees, Management and Executive Development Module III: Organizational Psychology Employee Motivation, Job Satisfaction and Commitment, Work Environment and Stress, Violence in the Workplace, Justice, Fairness and Diversity, Productive Work Behavior and Organizational Citizenship Behavior, Leadership in Organizations, Executive Assessment and Succession Planning, Groups and Teams, Teambuilding Module IV: Organization Structure and Climate Theories of Organization and Organisation Structure, Organisation Climate and Culture, Organisation Climate, Job Satisfaction, Organizational Commitment, & Employee Involvement, Organisation Climate and Managerial Effectiveness, Organizational Development and Change Employee Relations, Conflict and Negotiation, Management, Ergonomics and Human Factors
Examination Scheme:
Text & References:
Landy, F.J. & Conte, J.M. (2007) Work in the 21st Century: An Introduction to Industrial and Organizational Psychology. Second Edition. Malden, MA: Blackwell Publishing. Jex, S. M. (2002). Organizational Psychology: A Scientist-Practitioner Approach. John Wiley & Sons, Inc.: New York. Arun Sacher(2010) , Organisation Climate and Managerial Effectiveness , First Edition, Himalaya Publishers, India( International E-Book Edition by Global Media Publishers.
COMPETENCY MAPPING AND ASSESSMENT

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

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

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

Course Code: MIB Credit Units: 04
Course Objective: To prepare the students as organization change knowledge and techniques of behavioral sciences. facilitators using
413
the
Course Contents:
Module I: Introduction Organization Development-Concept, process, assumption and values, underlying OD, foundation of OD, emergence of OD as an applied behavioral science Case Study Module II: Organizational Diagnosis Typology of organizations, techniques of organizational diagnosis, questionnaires, interviews, workshops, task forces and other methods, action research. Change Agents: Role, skills and styles of change agents, relation with client system, Case Study Module III Organizational Change, Renewal and Development: Planned change, organizational growth and its implication for change, Kurt Lewins model of change, Force Field Analysis, Change cycles, power and participative types, organizational renewal and re-energizing, role of creativity and innovation, institution building, Case Study Module IV: Organization Development Intervention Structural interventions, Work Redesign, work modules, Quality of worklife, Management by objectives, Quality circle Behavioral Interventions: Sensitivity training, Transactional Analysis, Career Planning, Case Study Module V: Inter-growth interventions Team building, survey feedback, Rensis Likert4 system of management, Grid OD, Case Study Module VI: Organization Development and Human Resource Development
OD-HRD Interface, participation of top management in OD/ HRDE, OD research and practice in perspective, future of OD, Case Study
Examination Scheme:
Text & References:

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

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

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

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

Business Ethics and Corporate Governance- an Indian perspective, A. C. Fernando, Pearson Education Business Ethics : Concept and Cases, Vealsquez, M. G. Prentice Hall of India
Ethics and the Conduct of Business Corporate Governance Monks, R/ Minow, N. Blackwell-2008 Corporate Governance, Banks, Eric, John Wiley
MANAGEMENT OF QUALITY
Management of quality is the corner stone for building an edifice of organization that outperforms its rivals in the market place. One of the principal tools of management of quality is Total Quality Management. The concept of TQM has undergone significant changes since it was first enunciated in 1980s. However, it remains relevant even today for both manufacturing and service organization. In fact the concept of quality management was considered relatively more difficult to implement in service organization. But considering the number of service organizations that have secured ISO 9000 certification, the concept of management of quality has been adopted wholeheartedly and with a great degree of enthusiasm, especially from the top management by the service sector. Banks, hospitals, courier companies, hotels, educational institutions among many others have implemented Quality Management Systems and have obtained significant improvements in efficiency, customer satisfaction, and employee morale. Total Quality Management is both a philosophy and a set of guiding principles that form the foundations of a continuously improving organization. It involves using specific techniques to improve - the quality of inputs to the organization; the processes within the organization; and the methods of interfacing with the customer before the sale is made, during delivery of goods and services and after the sale and delivery is completed. TQM integrates the basic principles of management, the latest techniques offered by statistics and information technology and the human resource into a disciplined approach focused on continual improvement.
Learning Objectives: To understand the concept and the basic principles of Quality Management
Programmes
To know about the approaches to Quality Management Programmes

suggested by Dr. W. E. Deming, Dr. Joseph Juran, Mr. Philip Crosby
To learn the techniques employed for introducing Quality Management

Programmese specially for service organization, study how it has been implemented abroad and in India
To understand the significance of ISO 9000, Baldrige Award, To

learn how Quality Management Programmes initiative may be implemented in an organizations
Course Contents:
Module I: Introduction to Quality Introduction to quality, Definition of quality, Attributes of quality. Evolution of quality management Case studies Module II: Introduction to Quality Management Programmes Concept of Quality Management Programmes such as TQM, Six Sigma, Lean Management, Kaizen, Zero Defects etc Importance of Quality Management Programmes and their impact on operations Case studies Module III: Approaches, Philosophy and Programmes of Quality Management Gurus
Dr. W. E. Demings - approach to quality management, philosophy, 14 point programme Dr. J. M. Jurans - approach to quality management, philosophy, 10 point programme Mr. Philip. B. Crosbys - approach to quality management, philosophy, 14 point programme Other quality management gurus - approach to quality management, philosophy, programme Case studies Module IV: Cost of Quality Concept of costs associated with quality. Cost of quality model Types of costs of quality Case studies Module V: Quality Measurement and Improvement Acceptance sampling, OC and its applications in developing acceptance sampling plans Statistical Quality Control (SQC) with practical applications in manufacturing ans service operations Statistical Process Control (SPC) with practical applications in manufacturing ans service operations Case studies Module VI: Quality Management Standards International quality standards/awards ISO 9000 origin, features, normative standards, certification procedure Indian quality standards/awards Baldrige Award and its significance as a measure of quality management system of an organization Case studies Module VII: Six Sigma Origin of six sigma; variability and six sigma Significance of shift Calculation of DPMO and its interpretation for a process Calculation of CPk its significance Methodology DMAIC, DMADV, DFSS Implementation of six sigma through Master Black Belts etc Case studies Module VIII: Lean Management Basic concepts Approaches to lean management Lean management methodology Lean management in service industry Case studies Module IX: Balanced Score Card Significance of Balanced Score Card in operations Balanced Score Card model Various perspectives in Balanced Score Card Application of Balance Score Card Case studies Module X: Benchmarking and Best Practices Concept of Benchmarking and best practices. Bench marking model Method of bench marking Types of bench marking Road map for bench marking Case studies Module XI: Implementation Establishing performance improvement systems in an organization. Performance improvement in Indian context
Examination Scheme:
Text & References:

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

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

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

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

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

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

Programme Structure and Curriculum & Scheme of Examination 2011

AMITY UNIVERISTY UTTAR PRADESH

MIB206 MIB242 MIB243 MIB244 MIB245 MIB246 MIB247 MIB248

HR SPECIALIZATION MIB210 International HRM TOTAL

in IB & Marketing (Select any two) 3 1 4 3 1 4 3 1 4

3 1 4 in IB & Finance (Select any two) 3 1 4 3 3 3 1 1 1 4 4 4

in IB & HR (Select any two) 3 1 4 3 1 4

3 1 4 3 1 4 in IB & Operations Management 3 3 3 3 1 1 1 1 4 4 4 4 33

9 in IB & Marketing (Select any two) 3 1 4 3 3 3 1 1 1 4 4 4

in IB & Finance (Select any two) 3 1 4 3 3 1 1 4 4

3 1 4 in IB & HR (Select any two) 3 1 4 3 1 4 3 3 1 1 4 4

in IB & Operations Management 3 3 3 3 1 1 1 1 4 4 4 4 28

Curriculum & Scheme of Examination LEVERAGING INFORMATION TECHNOLOGY IN GLOBAL BUSINESS

Course Code: MIB 401 Credit Units: 03 Course Objective:

key concepts information systems business operation.

GLOBAL SOURCING AND BUSINESS DEVELOPMENT

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CAF Communication Assessment File GD Group Discussion GP Group Presentation

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BEHAVIOURAL SCIENCE - IV (PERSONAL AND PROFESSIONAL EXCELLENCE)

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C Project +Presentation I Interaction/Conversation Practice

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C Project +Presentation I Interaction/Conversation Practice

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Deutsche Sprachlehre fr Auslnder Tangram Aktuell A1/1, 2

C Project +Presentation I Interaction/Conversation Practice

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Methods of Private study /Self help

C Project +Presentation I Interaction/Conversation Practice

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C Project +Presentation I Interaction/Conversation Practice

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Drawing up initial dissertation outlines considering the aims and

Devising a timetable to ensure that all stages of dissertation are

There are several reasons for having a dissertation plan

Finally, the dissertation plan generally provides a revision point in

Next to follow should be a synopsis or abstract of the dissertation

PRODUCT STRATEGY AND MANAGEMENT

Text & References

Components Weightage (%)

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INTERNATIONAL RETAIL MANAGEMENT

Text & References:

Gupta SL, Mittal Books, India

SECURITY ANALYSIS AND PORTFOLIO MANAGEMENT

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STRATEGIC FINANCIAL MANAGEMENT

Text & References:

Jakhotiya G P Strategic Financial Management Vikas Publishing House, 2010

FINANCIAL REPORTING AND DECISION MAKING

To familiarize reporting, and

To gain ability to solve financial reporting and valuation cases

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BANKING AND FINANCE

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COMPETENCY MAPPING AND ASSESSMENT

Teaching & Learning Methods:

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ORGANISATIONAL CHANGE AND DEVELOPMENT