00 GU-BKS MBA Syllabus 2009-10 30.08.12

Gujarat University, Ahmedabad MBA Programme
GUJARAT UNIVERSITY
B. K. SCHOOL OF BUSINESS MANAGEMENT
MBA CURRICULUM
EFFECTIVE FROM ACADEMIC YEAR 2009-10 ONWARDS
(ACADEMIC/9/2010 DATED!-1/0"/2010#
GU/Syllabus MBA/ 09!0 "n#ards Page ! o$ %&'
GUJARAT UNIVERSITY
B. K. SCHOOL OF BUSUINESS MANAGEMENT
MASTER OF BUSINESS ADMINISTRATION (MBA# $ROGRAMME
CHOICE BASED CREDIT SYSTEM
(E%%&'()*& %+,- .'./&-)' 0&.+ 2009-10#
COURSE CURRICULUM WITH RULES AND
REGULATIONS FOR TWO-YEAR FULL-TIME AND
THREE-YEAR EVENING $ROGRAMMES
1. I1(+,/2'(),1
The curriculum of MBA is multi-disciplinary and inter-disciplinary in nature. The
courses taught in MBA are drawn from Commerce, Science, Humanities, Social
Sciences, etc., streams. The courses also lay importance to both hard and soft sills.
2. L&.+1)13 O2(',-&4
After going through the !rogramme, the students should be able to"
#se rele$ant conceptual frame wors and best management practices,
Scan socio-economic-technical-legal en$ironment at national and global le$els
affecting organi%ations,
Mae effecti$e decisions,
&emonstrate effecti$e leadership, team woring and entrepreneurial sills,
Act as a socially responsible management professional, and
'earn how to learn
. E5)3)6)5)(07 82.5)%)'.(),1 .1/ C,1/)(),14 %,+ ./-)44),1!
Basically any graduate with ()* mars +SC,ST--(*. and admission though
common entrance test.
As per the norms prescribed from time to time by the /o$ernment of /u0arat
and the /u0arat Common 1ntrance +/C1T. for MBA and other regulators such as
A2CT1, H3& ministry etc.
GU/Syllabus MBA/ 09!0 "n#ards Page % o$ %&'
". $+,3+.--& 4(+2'(2+&
.# D2+.(),1 ,% (9& :+,3+.--& " Two years for full time and three
years for e$ening programmes
6# N,. ,% 4&-&4(&+4 " Two semester each in the4st and
5
nd
year for the fulltime MBA program,
and two semesters each for three
years in the part time MBA program.
'# D2+.(),1 ,% ,1& 4&-&4(&+ " 4( wees of direct teaching and 5-
6 wees for e7amination and related
acti$ities +beginning from 8uly,August
to &ecember and 8anuary to April,May
in each academic year.
/# C+&/)( +&;2)+&-&1(4 " A total of 9: credit hours +one credit
hour is e;ual to 4( hours of class room
teaching.
&# S2--&+ :+,<&'( /2+.(),1 " 1ight to 4) wees after the 5
nd

semester for full time programme. +<o
summer pro0ect for e$ening
programme.
%# V.5)/)(0 ,% +&3)4(+.(),1 " The students who ha$e registered for
the MBA programme should complete
the same successfully within fi$e years
for full time and si7 years for e$ening
programmes. Those who could not
complete the programme within this
period should see the #ni$ersity=s
appro$al for continuation through the
School, which may be granted at the
discretion of the uni$ersity.
3# S(2/&1(4 =9, /+,: ,2( " Those students who drop out of the
programme in an academic year after
ha$ing paid the fee will be allowed to
re0oin the programme in the
subse;uent year, sub0ect to the
discretion of the School.
9# A((&1/.1'& " >or completing the programme,
Attendance in ?(* of the total
sessions is necessary. The &irector of
GU/Syllabus MBA/ 09!0 "n#ards Page & o$ %&'
the School may condone the shortage
of attendance up to 5(*, on a case-to-
case basis, if the absence is due to
compelling circumstances.
)# A112.5 '.5&1/.+ " The annual calendar will be
declared by the #ni$ersity in the
beginning of the year, indicating the
start and end of semesters, internal
and e7ternal e7amination time slots,
etc.
>. C,2+4& 4(+2'(2+&
i. About eight courses will be offered in each semester for full time programme
and about fi$e courses for the e$ening programme.
ii. Courses are categorised as core, functional, electi$e and foundation
courses.
iii. Core courses are the foundation courses of management education. They
are compulsory for all students. Some of these courses pro$ide perspecti$e
on management, while others focus on functional nowledge. Some
courses, on the other hand, are related to self-de$elopment and sill
building. Most core courses are offered in the first year, while a few are
offered in the second year. The names of courses are gi$en in Anne7ure C.
i$. 1lecti$e courses are optional courses which are offered in the 5
nd
year,6
rd
year under specialisation. The list of electi$e courses is gi$en in Anne7ure
&.
$. All the courses will be co$ered in four semesters for full time and si7
semesters for e$ening.
$i. Most of the courses are of three credit hours. Howe$er, there are some
courses with two credit hours.
$ii. The comprehensi$e pro0ect study +in the 5
nd
year for full time and 6
rd
year for
e$ening programmes. carries four credit hours.
$iii. The summer pro0ect is not assigned any credit. Howe$er, satisfactory
completion of the same is a must for awarding the degree.
i7. The distribution of credits for both the programmes is gi$en in Anne7ure A
and the layout of courses is gi$en in Anne7ure B.
7. The School offers three specialisations in the programme" >inance,
Mareting and Human 3esource Management. Howe$er minor
GU/Syllabus MBA/ 09!0 "n#ards Page ( o$ %&'
speciali%ation +in operations. may be pro$ided by the school in case
ade;uate faculty and other infrastructure facilities are a$ailable.
7i. A Student may opt for"
a. Speciali%ation in one area as ma0or, @3
b. Speciali%ation in one area as ma0or and another area as minor
+dual speciali%ation., @3
c. <o speciali%ation in any area.
7ii. Specialisation in one area as ma0or" The student is re;uired to tae 5? credit
hours of electi$e courses from the area of speciali%ation to be eligible for
ma0or speciali%ation. The students opting for option a stated in 7i abo$e will
ha$e to tae nine courses from >inance or Mareting or Human 3esource
Management, from the courses listed in Anne7ure &. Howe$er, courses
listed in this Anne7ure & will be offered at the discretion of the School,
sub0ect to a$ailability of faculty and other infrastructure. Students opting for
such specialisation will be awarded MBA with Mareting,>inance ,H3.
7iii. The School allows a student to opt for Adual speciali%ation - a ma0or and a
minor. The minor area of speciali%ation is the one in which the students
tae electi$e courses of at least 45 credit hours, o$er and abo$e the 4B
credit hours courses of the ma0or area. The students can opt for one
specialisation as Ma0or +si7 courses. and another specialisation as Minor
+three courses.. The students opting for this alternati$e will be awarded
MBA with ma0or Mareting,>inance,H3 and minor
>inance,H3,Mareting,!roduction +based on the feasibility..
7i$. Chile calculating credit hours of ma0or and minor speciali%ation, the courses
should be mutually e7clusi$e for meeting the credit re;uirements.
7$. The School allows only one minor area of speciali%ation.
7$i. <o Speciali%ation" A student may opt for any speciali%ation. 2n this case,
he,she will be re;uired to tae a minimum of three electi$e courses from
each specialisation and other general electi$e courses offered, if any. 1ach
electi$e course will ha$e nine credits. The students opting for this will be
awarded MBA with /eneral Management.
7$ii. After completion of MBA of /u0arat #ni$ersity with a specialisation, a
student can specialise in another area. >or e7ample, a student who has
completed MBA with Mareting can opt for specialisation in >inance or H3.
Those who are interested in doing this additional specialisation should
approach the School in the month of 8uly. Admission will be granted based
on the mars,grade of the applicant in MBA e7amination. Such students will
ha$e to complete 5? credit hours in nine courses within a period of one
year. The classes for such students will be held along with those of the
GU/Syllabus MBA/ 09!0 "n#ards Page ) o$ %&'
e$ening programme students. They will be awarded &iploma in the sub0ect
of specialisation.
?. E5)3)6)5)(0 %,+ (9& A=.+/ ,% D&3+&&!
A candidate shall be eligible for the award of the &egree only if he,she has
satisfactorily undergone the prescribed course of study for a period of two and three
academic years respecti$ely for full time and e$ening programmes and passed the
e7aminations of all the semesters earning a minimum of 9: credits and fulfilled such
other conditions as may be prescribed by the #ni$ersity therefore.
@. C,1/)(),1 %,+ O%%&+)13 E5&'()*& 426<&'(4!
An electi$e course will be offered to a student, only if there is a minimum
enrolment of ten students. The School will ha$e the discretion to conduct the classes
for electi$e sub0ects by combining the classes of the MBA 1$ening !rogramme
students and in such cases the classes will be conducted either in the morning +B.))
am to 4) am. or in the e$ening +?.)) pm to 9.)) pm.. 2n a particular year,
speciali%ation in a gi$en area will be offered only if there are minimum ten students
who wish to speciali%e in that area.
F,+ &*&1)13 $+,3+.--& only option of ma0or will be pro$ided. There will be no
ma0or-minor combination as it is not possible to arrange classes for the all the courses
in the e$ening slots of si7 days for possible combination. Howe$er any one option in
minor may be pro$ided if all the students are interested in taing that sub0ect as a
minor speciali%ation.
A. C,-:+&9&14)*& $+,<&'( R&:,+( .1/ V)*. V,'&!
1ach student will be re;uired to prepare a pro0ect report based on the of
research,studies carried out by him,her in a business,industrial or any other
organi%ation. The report should present a problem that is faced or may be faced by
the organisation and its possible solutions or suggestions,recommendations for
o$ercoming the problem from the management perspecti$e. The report should
demonstrate the capability of the student for some creati$e potential and original
approach to sol$e the practical problems in to-dayDs business or industry. The report
should include field studies, sur$eys, interpretations, planning and design of impro$ed
integrated management systems, presented in a comprehensi$e manner with
recommendations for solutions based on scientifically wored out data. This pro0ect
will commence from semester 222 for full time students and semester E for e$ening
programme students. This course has credit hours of four.
9. $&/.3,30
The courses are deli$ered through a mi7 of modern teaching techni;ues such
as Case Study Method, 'ecture Method, Seminars, >ield Eisits, /roup !ro0ects, 3ole-
!laying, 17periential 'earning and Simulated 17ercises to gi$e the students an
GU/Syllabus MBA/ 09!0 "n#ards Page * o$ %&'
opportunity to learn by doing. The actual mi7 $aries with the nature of a course. >or
effecti$e learning, this re;uires students to play an acti$e role in the class sessions.
The students will be re;uired to do a fair amount of practical wor by the way of
pro0ect wor, field in$estigation and case analysis besides library reading and contact
hours. Students participation in the programme inside and outside of class will be
e$aluated on a continuous basis.
10. E*.52.(),17 4(.1/.+/ ,% :.44)13 .1/ .=.+/ ,% /&3+&&
). O6<&'()*& ,% E*.52.(),1
The ob0ecti$e of e$aluation is not only to measure the performance of students,
but also to moti$ate them for better performance. Students are e$aluated on
the basis of class tests, ;ui%%es, class participation, home assignments, pro0ect
reports, presentations, mid-semester end-semester e7aminations, etc.
)). M&(9,/ ,% E*.52.(),1
The method of e$aluation as well as weight-ages assigned to different types of
tests is determined by the faculty within the framewor of the #ni$ersity=s
policy. The e$aluation scheme of all the courses will be internal as well as
e7ternal. The ma0or part of the internal e$aluation will be continuous in nature.
+a. >or all the courses the following will be the framewor for e$aluation"
2nternal , Mid-semester " 5)* +to be conducted internally by
the e7amination faculty.
#ni$ersity , 1nd-semester " ()* +to be conducted by the
/u0arat e7amination #ni$ersity.
Continuous 1$aluation " 6)* +to be conducted internally by the
faculty. The Components of continues
e$aluation are Fui%%es, Assignments,
!ro0ects, Class participation and
!resentation. Ceight-ages on different
components will be decided by the
faculty concerned. Howe$er, a
minimum of three components are a must.
))). E*.52.(),1 $.((&+1!
a. There are two semesters in each year with duration of 4( wees of
teaching. There will be two e7ams in each semester" +i. Mid-
semester e7am after ?-B wees +ii. 1nd-semester e7am after 4(-4:
wees. 2n the beginning of the semester each faculty will circulate to
the students +i. session wise schedule of the complete course +ii.
GU/Syllabus MBA/ 09!0 "n#ards Page ' o$ %&'
e$aluation components such as ;ui%, mid-sem, etc., with weight-age
eeping in $iew the guidelines gi$en below. 1ach instructor will
submit the component-wise grade to the &irector. The final
e$aluation of each student will be gi$en in terms of grades and
e;ui$alent grade points by the #ni$ersity.
b. The promotion of students will be from 4
st
year to 5
nd
year and not on
a semester to semester basis. Howe$er, the e7amination will be held
on a semester basis.
GU/Syllabus MBA/ 09!0 "n#ards Page + o$ %&'
)*. D&(.)54 ,% &.'9 &B.-!
INTERNAL / MID-SEM ECAM CONTINUOUS
EVALUATION
UNIVERSITY / END-SEM
ECAM
a. &uration of the e7am. " 5
hours
b. Total mars e$aluated" @ut
of ()
c. Mars carried forward to
final result " 5)*
d. /rade will be assigned to
mid-sem e7am in each
course. The instructor may
opt for indirect method
using the guidelines in item
49 or they may use any
other range of mars to
gi$e grades. The faculty
has the option of choosing
relati$e grading for 2nt. ,
mid-sem e7am. The faculty
are re;uired to gi$e the
mid-sem performance in
terms of grade.
e. 2n case of seminar courses
of the first year instead of
2nt., mid-sem e7am of 5)*
weight-age, the faculty
members can choose to
e$aluate one or two
research paper,s of the
student based on the topic
carrying a weight-age of
5)* or 4)* or any other
pro0ect if the faculty
desires
f. The pattern of 2nt. ,mid-sem
e7amination will be decided
by the concerned faculty.
a. Continuous
1$aluation is done on
class-room participation,
presentation,s, ;ui%%es,
pro0ect, assignment,s,
term paper, attendance,
etc.
b. @ut of the abo$e, at
least three components
will be compulsory.
c. Total continuous
e$aluation carried
forward to final result "
6)*
d. The faculty members
can choose direct
grading method in each
components of the
continuous e$aluation.
Howe$er they are
re;uired to pro$ide the
weight-ages for different
components.
e. The faculty will submit
the continuous e$aluation
grades within one wee
of completion of the
semester.
f. 2n case of any
complaint or grie$ance by
any student regarding
internal e$aluation, the
&irector of the School will
resol$e the matter by
reference to e7ternal
e7pert,s.
a. &uration of the e7am " 6
hrs
b. Total mars e$aluated "
out of 4))
c. Mars carried forward to
final result" ()*
d. The mars obtained will
be con$erted into grade
+by indirect method. as
per the guideline gi$en in
item 49.
e. The pattern of uni$ersity
e7amination will be as
mentioned below.
f. 2n the second year in
electi$e courses there
are seminar and special
studies courses. >or
these courses there will
be ()* internal
e$aluation based on the
assignment, pro0ect,
presentation and field
wor. The uni$ersity
e7amination +()*. will
be in the form of
presentation and $i$a-
$oce similar to that of
pro0ect study e$aluation
stated ( below. There will
be one or two e7ternal
e7aminer,s for
presentation and $i$a-
$oce.
GU/Syllabus MBA/ 09!0 "n#ards Page 9 o$ %&'
*. $+,<&'( 4(2/0 &*.52.(),1!
!ro0ect study e$aluation will be e;ually di$ided between internal and e7ternal
e$aluation. There will be a viva voce for pro0ect study for all the students. >or the
viva voce, will be conducted by a committee of two e7ternal e7aminers appointed by
the #ni$ersity. The weight-age will be ()*. @ne of the members of the committee
will be the pro0ect guide. Against the remaining ()*, the grade will be gi$en by the
pro0ect guide based on the continuous performance of the student in the pro0ect wor.
The !ro0ect wor can be undertaen either indi$idually or in groups of two students.
More than two are not permitted. The e7ternal assessment in each course,paper will
be conducted by the #ni$ersity. The written e7aminations will be to e$aluate the
student=s understanding of the concepts and principles introduced in the course, and
their ability to present their nowledge and ideas on paper.
*). $+,'&44 ,% 21)*&+4)(0 &B.-)1.(),1!
+a. There will be a committee of three or four members for setting up the
;uestion paper for written e7amination of each course,paper set up by
the uni$ersity. T9&+& =)55 6& (=, 4&(4 ,% ;2&4(),1 :.:&+4 =)55 6&
:+&:.+&/ %,+ &*&+0 ',2+4&/:.:&+7 ,2( ,% =9)'9 ,1& 4&( =)55 6&
'9,4&1 60 (9& V)'&-C9.1'&55,+.
+b. The uni$ersity will declare the dates and time-table for the e7ternal
written e7aminations in ad$ance for each semester. The e7aminations
will be conducted at the end of each semester for all the courses.
+c. The students will be re;uired to fill up the forms for #ni$ersity
e7amination and pay the prescribed fee for e$ery semester and for
repeat attempt.
11. $.((&+1 ,% (9& =+)((&1 &B.-)1.(),1 (U1)*&+4)(0#
+i. There will be fi$e ;uestions in each paper, each ;uestion carrying 5)
mars. The structure of the ;uestion paper will be as follows"
+ii. Fuestion 4 will be compulsory. This ;uestion will test the basic concepts
of the entire course through a series of sub-;uestions.
+iii. Fuestions 5 and 6" 1ach ;uestion will ha$e an internal option. These
;uestions will co$er theoretical aspects with or without applications.
+i$. Fuestion -" This ;uestion will ha$e an internal option where both the
options will be for testing the theory as well as the application of
concepts and principles, either through short sub-;uestions or through a
case, case-let or a situation. The length of the case, case-let should not
be too long.
GU/Syllabus MBA/ 09!0 "n#ards Page !0 o$ %&'
+$. Fuestion ( will be compulsory. This ;uestion will be for testing the
understanding of application either through short sub-;uestions or
through a case,case-let or a situation. The length of the case,case-let
should not be too long.
These fi$e ;uestions together will co$er the entire syllabus of the course.
12. E*.52.(),1 ,% (9& .14=&+ :.:&+4 (U1)*&+4)(0#
The answer papers will be e$aluated under the Central Assessment System, by
dummy numbers. The e$aluation will be done ;uestion-wise, i.e., the answer to
each ;uestion will be e$aluated by a different e7aminer, in each course, and there
will be at least three e7aminers for each course preferably. After e$aluation, the
answer sheets will be moderated. There will be no reassessment of answer papers.
3echecing of mars,grades will be as per uni$ersity rules.
1. C.5'25.(),1 ,% 3+./& :,)1(
Calculation grade point earned in a course"
i. A letter grade +as e7plained below. will be gi$en for e$ery component of
e$aluation of the course. The grade point for the course will be based on the
weighted a$erage of the grades obtained and their respecti$e weight-ages.
ii. At the end of each semester, the performance of students will be e$aluated
in terms of letter grades which ha$e the following e;ui$alent grade points"
AG -.6
A -.)
A- 6.?
BG 6.6
B 6.)
B- 5.?
CG 5.6
C 5.)
C- 4.?
&G 4.6
& 4.)
&- ).?
> ).)
2 2ncomplete
G H - " These symbols indicate the $ariations abo$e and below the abo$e
description.
iii. 1$ery faculty in e$ery course will submit the letter grade, weight-ages and the
e;ui$alent grade point earned.
GU/Syllabus MBA/ 09!0 "n#ards Page !! o$ %&'
i$. 2n order to compute course grade the following method will be
used"
C,-:,1&1( ,%
E*.52.(),1
G+./& G+./& $,)1(
&.+1&/
2nternal , Mid Sem " 5)* B 6
Continuous 1$aluation"
6)*
A- 6.?
#ni$ersity 17am "()* AG -.6
2n the abo$e case final grade of the course will be +5)* of 6. G +6)* of 6.?. G
+()* 7 -.6. I 6.B:, therefore the grade will be A, and /rade !oint will be 6.B:.
+See item 49 for guidance.. The abo$e grade point earned along with its credit
will be carried forward for accumulation.

*. C.5'25.(),1 ,% 4&-&4(&+ 3+./& :,)1( .*&+.3& (SG$A# %,+ (9& 4&-&4(&+.
S/!A is the $alue obtained by di$iding the sum of credit points +grade point
earned multiplied by credit of the course. obtained by a student in the $arious
courses taen in a semester by the total number of credits taen by him,her in
that semester. The grade point will be rounded off to the nearest two decimal
places. The S/!A determines the o$erall performance of a student at the end
of a semester. 2n other words, in order to gi$e the S/!A, the respecti$e course
grade will be multiplied by the respecti$e credit of the course and di$ided by the
sum of credits, i.e., weighted a$erage is taen into account. 17ample"
Courses Credit /rade
!oint
Credit J /rade
!oint
Course 4 6 6.B: 44.(B
Course 5 6 5 :
Course 6 5 - B
Course - 6 6.? 44.4
T,(.5 11 ?.?A
>or the semester /!A will be 6:.:B , 44 I6.66.
*). C.5'25.(),1 ,% C2-25.()*& G+./& $,)1( A*&+.3& (CG$A# %,+ (9& &1()+& ',2+4&.
C/!A is the $alue obtained by di$iding the sum of credit points +grade point
earned multiplied by credit of the course. obtained by a student in the $arious
courses taen in the entire programme by the total number of credits and will
be rounded off to the nearest two decimal places. At the end of the fourth
semester the total grade points earned will be di$ided by the total credit, i.e.,
9:.

GU/Syllabus MBA/ 09!0 "n#ards Page !% o$ %&'
C/!A I
wi
xiwi
1". A64&1()13 %+,- &B.-)1.(),1!

a. 2t will be compulsory for e$ery student to appear in the uni$ersity e7am for all
the courses in e$ery semester. 2n case a student fails to attempt any one or
more uni$ersity e7amination, he,she will be gi$en K2L in that component of the
course, which may be con$erted into K>L for calculation of grade point of that
sub0ect,course.
b. 2f a student fails to appear in the mid-semester e7amination he,she may be
gi$en one more chance by the concerned faculty,&irector by a mae-up
e7amination. Howe$er, in the mae-up e7amination the ma7imum grade
awarded will be KCL. This clause is put to discourage the students from
absenting from the mid-semester e7amination.
c. 2f a student has not been able to complete any course +internal or continuous
component., he,she will be gi$en K2L grade, implying incomplete. The K2L grade
will ha$e to be remo$ed by completing the course re;uirements within a
specified time period allotted by the faculty concerned. 2f this is not done, the
student will be treated as failed in that component of the course and will be
gi$en an LD>L in that component.
d.
1>. R25&4 %,+ $.44 .1/ $+,-,(),1!
.# $.44)13 . S&-&4(&+
To pass any semester of the year the student should fill the following condition"
i. Should obtain /rade !oint A$erage of 5.
ii. Should not obtain more than one M>= in a year including e7ternal
and internal grades taen together.
iii. Should not obtain M&= in more than four courses, pro$ided he,she
does not get M>= in any course in the year including e7ternal and
internal grades taen together. +KGL and KNK of K&L will be treated
as K&L..
i$. Should not obtain M&= in more than two courses if he,she obtains
M>= in one course in the year including e7ternal and internal grades
taen together. +KGL and KNK of K&L will be treated as K&L..
2f a student fails in a semester he,she will ha$e to re-appear for all those courses of
that semester were the grades are less than C.
6# Y&.+-=)4& $+,-,(),1
The promotion will be year-wise and not on semester-wise. To ;ualify for
promotion to the second or third year, the studentDs grade point a$erage in the
GU/Syllabus MBA/ 09!0 "n#ards Page !& o$ %&'
preceding year must not be less than 5.) in internal +mid-sem and continuous.
and e7ternal +uni$ersity e7aminations. taen together.
2n addition, the student should fulfil the following conditions"
Should not obtain more than one M>= in a year including e7ternal and internal
grades taen together.
Should not obtain M&= in more than four courses, pro$ided he,she does not
get M>= in any course in the year including e7ternal and internal grades taen
together. +KGL and KNK of K&L will be treated as K&L..
Should not obtain M&= in more than two courses if he,she obtains M>= in one
course in the year including e7ternal and internal grades taen together. +KGL
and KNK of K&L will be treated as K&L..
Should ha$e earned a K!assL in all the semesters of that year.
1?. R25&4 %,+ $+,-,(),1 / C,1/)(),1.5 $+,-,(),1!
4. Minimum /.!.A. re;uired " 5.))
5. Should not obtain more than one D>D in any course.
6. Should not obtain more than four D&D without D>D
-. Should not obtain more than two D&D with one D>D
(. Should ha$e obtained pass in all the semesters of that year.
Any student who does not fulfil the passing criteria stated abo$e, the student
will be re;uired to get readmitted +by paying the applicable fees. to the programme
for the same year and repeat those courses where the grade is less than MC=.
Such students will ha$e the option to repeat any other or all courses of that year,
but the better of the two grades will be considered for calculation of /!A and other
passing norms.
2n case a student gets a L!assL result in one semester and a K>ailL result in
another semester, but in both the semesters put together the student satisfies
conditions 4 to - abo$e, the student will be gi$en conditional promotion to the
ne7t year. 2n such a case the student will be re;uired to fulfill the passing
criteria in the semester for which the result was K>ailL, in the subse;uent year
by rewriting the internal,e7ternal e7aminations.
2n case a student fails to attempt any one or more uni$ersity e7amination,
he,she will be gi$en K2L in that component of the course, which will be treated as
K>L for calculation of grade point of that sub0ect,course. Therefore, such a
student will ha$e to repeat the year or will be gi$en conditional promotion to the
subse;uent year, if he,she is not eligible to be promoted as e7plained in para
4: abo$e.
GU/Syllabus MBA/ 09!0 "n#ards Page !( o$ %&'
1@. A=.+/ ,% D&3+&&!
After the successful completion of the two,three years of the !rogramme, a student
is awarded the degree of Master of Business Administration +MBA..
>or the final year +5
nd
year in the case of full time and 6rd year in the case of
e$ening programme. the following rules are laid down for successful completion
of the programme"
A student is re;uired to earn a minimum grade point a$erage of 5.) taing
into account all the courses offered during the second year,third year
including e7ternal and internal grades taen together.
He must not ha$e earned more than one M>= in the second,third year
including e7ternal and internal grades taen together.
&uring the second,third year, he,she should not ha$e obtained more than
three &=s without M>= in any course or 5 &=s with M>= in one course including
e7ternal and internal taen together.
There should be no M2= in any of the courses.
Should ha$e KpassL result in all the semester.
1A. R25&4 %,+ C,-:5&(),1 ,% $+,3+.--&!
4. Minimum /.!.A. re;uired" 5.))
5. Should not ha$e obtained more than one D>D in any course
6. Should not ha$e obtained more than three &=s without M>=
-. Should not ha$e obtained more than two &=s with M>=
(. Should ha$e KpassL result in all the semesters.
2f the abo$e criteria are not satisfied, such students will ha$e to continue in the same
year by paying fees. They will be re;uired to appear for all those courses where the
grade is less than MC=. The student has an option to repeat all the courses and also
gi$e the e7aminations afresh. Better of the two grades will be considered in such
cases for final calculation of grade and award of degree. 2n case a student fails in any
one semester of the year, he,she will be re;uired to earn K!assL in the subse;uent
e7amination to be eligible for award of MBA degree. (Approved on Academic Council
Meeting of 18
th
August 2012)
GU/Syllabus MBA/ 09!0 "n#ards Page !) o$ %&'
19. G2)/&5)1&4 +&3.+/)13 &;2)*.5&1'& 6&(=&&1 3+./& .1/ -.+D
GRADE MARKS G$A
AG ?( or abo$e -.4:
A ?) to less than ?( 6.B: N -.4(
A- :( to less than ?) 6.(4 N 6.B(
BG :) to less than :( 6.4: N 6.()
B (( to less than :) 5.B: N 6.4(
B- () to less than (( 5.(4 N 5.B(
CG -B to less than () 5.4: N 5.()
C -( to less than -B 4.B: N 5.4(
C- -) to less than -( 4.(4 N 4.B(
&G 6( to less than -) 4.4: N 4.()
& 6) to less than 6( ).B: N 4.4(
&- 5) to less than 6) ).( N .B(
> 'ess than 5) 'ess than ).(
Minimum /!A re;uired for passing" 5.))
Second Class I B-, B
>irst Class I BG, A-
>irst Class with distinction I A, AG
Second Class +OI()*. --- +B- 2f /!AI5.(4-5.B(.
Higher Second Class +OI((*. --- +B 2f /!AI5.B:-6.4(.
>irst Class +OI:)*. --- +A- 2f /!AI6.(4-6.B(., +BG 2f /!AI6.4:-6.().
>irst Class with &istinction +OI?)*. --- +AG 2f /!AOI-.4:., +A 2f /!AI6.B:--.4(.
20. M&.1)13 ,% (9& 3+./&4!
A " 17cellent
B " /ood
C " >air
& " !oor
> " >ail
2 " 2ncomplete
G and - " These symbols indicate the $ariation abo$e and below the abo$e
description.
21. >or the additional speciali%ation, the student should maintain a C/!A of
minimum two and should not ha$e obtained more than two >=s.
GU/Syllabus MBA/ 09!0 "n#ards Page !* o$ %&'
G2<.+.( U1)*&+4)(0
B. K. S'9,,5 O% B24)1&44 M.1.3&-&1(
C9,)'& B.4&/ C+&/)( S04(&- D)4(+)62(),1 ,% C+&/)(
A11&B2+&-A
MBA $+,3+.--&
4. <o speciali%ation" 4 creditI 4( hours
Y&.+ 1-Semesters 4 H 5-<o of courses compulsoryI4:
CreditsI4-76creditsG575 creditsI-: credits
HoursI-:74(I:9) hrs
Y&.+ 2-Semesters 6 H --<o of courses of 6 speciali%ationsI)9
CreditsI976 creditsI5? credits
HoursI97674(I-)(
<o of Compulsory coursesI)?
CreditsI(7 6 creditsG57 5 creditsI49 credits
HoursI4974(I5B(
/rand !ro0ect of - credits +through semesters 6 H -. I-74( hoursI:) hrs
Total CreditsI9:
Total hoursI9:74(I4--) hours
2. F255 4:&').5)E.(),1! 1 '+&/)(F 1> 9,2+4
CreditsI4-76 creditsG575 creditsI-: credits
HoursI-:74(I:9) hrs
Y&.+ 2-Semesters 6 H --<o of courses of speciali%ationI)9
CreditsI976I5? credits
HoursI97674(I-)(
CreditsI(7 6 creditsG575 creditsI49 credits
HoursI4974(I5B(
/rand !ro0ect of - credits +through semesters 6 H -.I-74( hoursI:) hrs
Total CreditsI9:
Total hoursI9:74(I4--) hours
. M.<,+-M)1,+ 4:&').5)E.(),1! 1 '+&/)(F 1> 9,2+4
CreditsI4-76 creditsG575 creditsI-: credits
HoursI-:74(I:9) hrs
Y&.+ 2-Semesters 6 H --<o of courses of speciali%ationI)9 +: ma0orG6 minor.
CreditsI976I5? credits
HoursI97674(I-)(
CreditsI(76 creditsG575 creditsI49 credits
HoursI4974(I5B(
/rand !ro0ect of - credits +through semesters 6 H -. I-74( hoursI:) hrs
Total CreditsI9: Total hoursI9:74(I4--) hours
GU/Syllabus MBA/ 09!0 "n#ards Page !' o$ %&'
L.0 ,2( ,% C,2+4&4 MBA F255 T)-&
A11&B2+& B
Sem 2 Code Hrs,wee Credits Sem 22 Code Hrs,wee Credits
Com 4 6 6 Com 4 6 6
Com 5 6 6 Com 5 6 6
Com 6 6 6 Com 6 6 6
Com - 6 6 Com - 6 6
Com ( 6 6 Com ( 6 6
Com : 6 6 Com : 6 6
Com ? 6 6 Com ? 6 6
Com B 5 5 Com B 5 5
N, S:&').5)E.(),1
Sem 222 Code Hrs,wee Credits Sem 2E Code Hrs,wee Credits
Com 4 6 6 Com 4 6 6
Com 5 6 6 Com 5 5 5
Com 6 6 6 Com 6 6 6
1lec 4 6 6 Com - 5 5
1lec 5 6 6 1lec 4 6 6
1lec 6 6 6 1lec 5 6 6
1lec - 6 6 1lec 6 6 6
1lec ( 6 6 1lec - 6 6
/! of - creditsI:) hours through Second Pear i.e., Sem 222 H Sem 2E
F255 S:&').5)E.(),1 )1 O1& ,% (9& S:&').5)E.(),1 ,:(),14#
Com 4 6 6 Com 4 6 6
Com 5 6 6 Com 5 5 5
Com 6 6 6 Com 6 6 6
1lec 4 6 6 Com - 5 5
1lec 5 6 6 1lec 4 6 6
1lec 6 6 6 1lec 5 6 6
1lec - 6 6 1lec 6 6 6
1lec ( 6 6 1lec - 6 6
M.<,+ M)1,+ S:&').5)E.(),1(O1& )1 M.<,+ .1/ ,1& )1 M)1,+#
Com 4 6 6 Com 4 6 6
Com 5 6 6 Com 5 5 5
Com 6 6 6 Com 6 6 6
1lec 4+ma0or. 6 6 Com - 5 5
1lec 5+ma0or. 6 6
1lec
4+ma0or. 6 6
1lec 6+ma0or 6 6
1lec
5+ma0or. 6 6
1lec -+minor. 6 6
1lec
6+ma0or. 6 6
1lec (+minor. 6 6
1lec
-+minor. 6 6
GU/Syllabus MBA/ 09!0 "n#ards Page !+ o$ %&'
Sem 2 Code Hrs,wee Credits Sem 22 Code Hrs,wee Credits
Com 4 6 6 Com 4 6 6
Com 5 6 6 Com 5 6 6
Com 6 6 6 Com 6 6 6
Com - 6 6 Com - 6 6
Com ( 6 6 Com ( 6 6
Com 4 6 6 Com 4 6 6
Com 5 6 6 Com 5 6 6
Com 6 6 6 Com 6 6 6
Com - 6 6 Com - 6 6
Com ( 6 6 Com ( 5 5
Sem E Code Hrs,wee Credits Sem E2 Code Hrs,wee Credits
Com 4 5 5 Com 4 5 5
Com 5 5 5 1lec 4 6 6
1lec 4 6 6 1lec 5 6 6
1lec 5 6 6 1lec 6 6 6
1lec 6 6 6 1lec - 6 6
1lec - 6 6 1lec ( 6 6
/! of - creditsI:) hours through Second Pear i.e., Sem E H Sem E2
G2<.+.( U1)*&+4)(0
B. K. S'9,,5 O% B24)1&44 M.1.3&-&1(
L)4( ,% C,2+4&4 %,+ F255()-& MBA S&-&4(&+ =)4&
A11&B2+& C
S+. N,.
C,2+4&
C,/&
S&-&4(&+-I
(C,+&7 F,21/.(),1 G C,-:254,+0 C,2+4&4#
C+&/)(
4 C4)4 1conomics for Managers +1>M. 6
5 C4)5 >inancial Accounting +>A. 6
6 C4)6 2nformation Systems for Management +2SM. 6
- C4)- Managerial Communication +MC. 6
( C4)( @rgani%ational Beha$iour +@B. 6
: C4): @rgani%ational Structure H &ynamics +@S&. 6
? C4)? Fuantitati$e Analysis +FA. 6
B C4)B Seminar Course on 1thics, 1thos and Ealues 5
Total ? Courses of -( hrs and one course of 6) hrs. 56
S+. N,.
C,2+4&
C,/&
S&-&4(&+-II (',+&7 %21'(),1.5 G ',-:254,+0
',2+4&4#
C+&/)(
4 C5)4 Cost H Management Accounting +CMA. 6
5 C5)5 1n$ironment for Business +1B. 6
6 C5)6 >undamental of >inancial Management +>>M. 6
- C5)- Human 3esources Management +H3M. 6
( C5)( Management Science +MS. 6
: C5): Mareting Management +MM. 6
? C5)? !roduction and @perations Management +!@M. 6
B C5)B Business 3esearch Methodology +B3M. 5
Total ? Courses each -( hrs. and 4 course of 6) hrs. 56
S+. N,.
C,2+4&
C,/&
S&-&4(&+-III (C,-:254,+0 # C+&/)(
4 C6)4 Corporate Strategic Management +CSM. 6
5 C6)5 Management Control Systems +MCS. 6
6 C6)6 Business 'aws +B'. 6
- C! !ro0ect Study 5
S+. N,.
C,2+4&
C,/&
S&-&4(&+-IV (C,-:254,+0 # C+&/)(
4 C-)4 <ew 1nterprise and 2nno$ation Management +<1H2M. 6
5 C-)5 @& H 'eadership +@&H'. 5
6 C-)6 2nternational Business +2nt. M. 6
- C-)- 1n$ironment Management +1M. 5
( C! !ro0ect Study 5
GU/Syllabus MBA/ 09!0 "n#ards Page %0 o$ %&'
S+. N,.
C,2+4&
C,/&
S&-&4(&+- III G IV (F)1.1'& E5&'()*&# C+&/)(
4 >)4 Corporate Ta7ation H >inancial !lanning +CTH>!. 6
5 >)5 Management of >inancial Ser$ices +M>S. 6
6 >)6
Security Analysis and !ortfolio Management
+SA!M.
6
- >)- Corporate >inance and 3estructuring +C>3. 6
( >)( 2nternational >inance Management +2>M. 6
: >): &eri$ati$e and 3is Management +& H 3M. 6
? >)? Baning and 2nsurance +BH2. 6
B >)B
Special Studies , &e$elopments in >inance
+!ro0ect.
6
9 >)9 Seminar on Contemporary 2ssues in >inance +SC2>. 6
4) >4) Corporate /o$ernance and >inancial 3eportingJ 6
44 >44 2nfrastructure H !ro0ect >inancing +2!>.J 6
45 >45 Mutual >und and Commodity Maret +M> H CM. 6
46 >46
>inancial 1ngineering and 2n$estment
Management
+>1 H2M.J
6
4- >4- Strategic Cost Management +SCM.J 6
J will be offered only if faculty members and other infrastructure and minimum
enrolment re;uirement is met
GU/Syllabus MBA/ 09!0 "n#ards Page %! o$ %&'
S+. N,.
C,2+4&
C,/&
S&-&4(&+-III / IV (M.+D&()13 E5&'()*&# C+&/)(
4 M)4 Consumer Beha$iour +CB. 6
5 M)5 Mareting 3esearch +M3. 6
6 M)6 2ntegrated Mareting Communications +2MC. 6
- M)- Sales and &istribution Management +S&M. 6
( M)( 2nternational Mareting +2M. 6
: M): !roduct and Brand Management +!BM. 6
? M)? Ser$ices and 3elationship Mareting +S3M. 6
B M)B
Special Studies , &e$elopments in Mareting
+!ro0ect.
6
9 M)9 Seminar on Contemporary 2ssues in MaretingJ 6
4) M4) 1-Commerce +1. Com. 6
44 M44 2nternet Mareting J+2nt. M. 6
45 M45 2ndustrial MaretingJ +2nd. M. 6
46 M46 &irect and 3ural MaretingJ +&H3M. 6
4- M4- 3etail MaretingJ +3M. 6
S+. N,.
C,2+4&
C,/&
S&-&4(&+- III G IV (HR E5&'()*&# C+&/)(
4 H)4 H3 !olicy >ormulation +H3!>. 6
5 H)5 Compensation Management +CM. 6
6 H)6 Management of 2ndustrial 3elations +M23. 6
- H)- Human 3esource &e$elopment +H3&. 6
( H)( Strategic Human 3esource Mgmt +SH3M.
: H): 2nternational Human 3esource Mgmt. +2H3M. 6
? H)? Conflict Management +CM.
B H)B Special Studies , &e$elopments in H3 +!ro0ect 6
9 H)9 Contemporary 2ssues in H3
4) H4) !erformance Management+!M.J 6
44 H44 &esign for 2nno$ationJ +&2. 6
45 H45
Counselling and Mentoring Sills for Management
+CSM.J
46 H46 3ecruitment and SelectionJ 6
4- H4- Managing Qnowledge Corers J 6
S+. N,.
C,2+4&
C,/&
S&-&4(&+-III G IV ($+,/2'(),1 G O:&+.(),14#H C+&/)(
4 !)4 'ogistic and Supply Chain Management +'HSCM. 6
5 !)5 Total Fuality Management +TFM. 6
6 !)6
Contemporary 2ssues in !roduction and Ser$ice
@perations
6
OR
6 !)6
Special Studies , &e$elopments in !roduction H
@perations +!ro0ect.
6
GU/Syllabus MBA/ 09!0 "n#ards Page %% o$ %&'
B. Q. School of Business Management
/u0arat #ni$ersity
MBA-22 , Sem-222 , >ull time MBA
Courses offered for !ure and &ual speciali%ations
.# A+&. ,% 4:&').5)E.(),1! F)1.1'&
N,. $2+& N,. M.<,+ N,. M)1,+
4. &eri$ati$es H 3is
Management +&3M.
Management +&3M.
Management +&3M.
5. Management of
>inancial Ser$ices
+M>S.
5. Management of
>inancial Ser$ices
+M>S.
5. Management of
>inancial Ser$ices
+M>S.
6. Corporate Ta7ation H
>inancial !lanning
+CT>!.
6. Corporate Ta7ation
H >inancial
!lanning +CT>!.
-. 2nternational
>inancial
Management +2>M.
(. Special Study N
&e$elopments in
>inance +SS>.
6# A+&. ,% 4:&').5)E.(),1! M.+D&()13
N,. $2+& N,. M.<,+ N,. M)1,+
4. 2ntegrated Mareting
Communications +2MC.
4. 2ntegrated
Mareting
Communications
+2MC.
4. 2ntegrated Mareting
Communications
+2MC.
5. Mareting 3esearch
+M3.
5. Mareting
3esearch +M3.
5. Mareting 3esearch
+M3.
6. Consumer Beha$iour
+CB.
6. Consumer
Beha$iour +CB.
-. Sales H &istribution
Management +S&M.
(. Special Study N
&e$elopments in
Mareting +SSM.
GU/Syllabus MBA/ 09!0 "n#ards Page %& o$ %&'
'# A+&. ,% 4:&').5)E.(),1! H2-.1 R&4,2+'&
N,. $2+& N,. M.<,+ N,. M)1,+
4.
Human 3esource
&e$elopment +H3&.
4. Human 3esource
&e$elopment
+H3&.
4.
Human 3esource
&e$elopment +H3&.
5. Management of
2ndustrial 3elations
+M23.
5. Management of
+M23.
5. Management of
+M23.
6. Strategic Human
3esource Mgmt
+SH3M.
6. Strategic Human
3esource Mgmt
+SH3M.
-. 3ecruitment H
Selection +3HS.
(. Special Study N
&e$elopments in H3
+SSH3.
/# A+&. ,% 4:&').5)E.(),1! O:&+.(),14
N,. M)1,+
4. 'ogistics H Supply Chain Management
+'HSCM.
5. Total Fuality Management +TFM.
GU/Syllabus MBA/ 09!0 "n#ards Page %( o$ %&'
B. Q. School of Business Management
/u0arat #ni$ersity
MBA-22 , Sem-2E , >ull time MBA
Courses offered for !ure and &ual speciali%ations
.# A+&. ,% 4:&').5)E.(),1! F)1.1'&
N,. $2+& N,. M.<,+ N,. M)1,+
4. Security Analysis H
!ortfolio Management
+SA!M.
!ortfolio
Management +SA!M.
!ortfolio
Management +SA!M.
5. Corporate >inance H
3estructuring +C>H3.
5. Corporate >inance H
3estructuring +C>H3.
6. Baning H 2nsurance
+BH2.
6. Baning H 2nsurance
+BH2.
-. Contemporary 2ssues
in >inance +C23.
6# A+&. ,% 4:&').5)E.(),1! M.+D&()13
N,. $2+& N,. M.<,+ N,. M)1,+
4. Ser$ices Mareting
+SM.
4. Ser$ices Mareting 4. Ser$ices Mareting
5. !roduct H Brand
Management +!BM.
5. !roduct H Brand
Management +!BM.
6. 2nternational Mareting
+2nt. M.
6. 2nternational
Mareting +2nt. M.
in Mareting +C2M.
'# A+&. ,% 4:&').5)E.(),1! H2-.1 R&4,2+'&
N,. $2+& N,. M.<,+ N,. M)1,+
4. !erformance
Management +!M.
4. !erformance
Management +!M.
4. !erformance
Management +!M.
5. H3 !olicy >ormulation
+H3!>.
5. H3 !olicy
>ormulation +H3!>.
6. Compensation
Management +CM.
6. Compensation
Management +CM.
in H3 +C2H3.
/# A+&. ,% 4:&').5)E.(),1! O:&+.(),14
N,. M)1,+
4. Contemporary 2ssues in
!roduction and @perations +C2!@.
GU/Syllabus MBA/ 09!0 "n#ards Page %) o$ %&'
G2<.+.( U1)*&+4)(0
B. K. S'9,,5 O% B24)1&44 M.1.3&-&1(
L)4( ,% C,2+4&4 %,+ E*&1)13 MBA S&-&4(&+ =)4&
A11&B2+& D
S+. N,.
C,2+4&
C,/&
S&-&4(&+-I
(C,+&7 F,21/.(),1 G C,-:254,+0 C,2+4&4#
C+&/)(
4 C14)4 1conomics for Managers +1>M. 6
5 C14)5 >inancial Accounting +>A. 6
6 C14)6 2nformation Systems for Management +2SM. 6
- C14)- @rgani%ational Beha$iour +@B. 6
( C14)( @rgani%ational Structure H &ynamics +@S&. 6
T,(.5 1>
S+. N,.
C,2+4&
C,/&
S&-&4(&+-II
(C,+&7 F,21/.(),1 G C,-:254,+0 C,2+4&4#
C+&/)(
4 C15)4 Managerial Communication +MC. 6
5 C15)5 Fuantitati$e Analysis +FA. 6
6 C15)6 1n$ironment for Business +1B. 6
- C15)- Mareting Management +MM. 6
( C15)( Cost H Management Accounting +CMA. 6
T,(.5 1>
S+. N,.
C,2+4&
C,/&
S&-&4(&+-III
(C,+&7 F21'(),1.5 G C,-:254,+0 C,2+4&4#
C+&/)(
4 C16)4 Seminar Course on 1thics, 1thos and Ealues 5
5 C16)5 >undamentals of >inancial Management +>>M. 6
6 C16)6 Human 3esources Management +H3M. 6
- C16)- Management Science +MS. 6
( C16)( !roduction and @perations Management +!@M. 6
T,(.5 1"
S+. N,.
C,2+4&
C,/&
S&-&4(&+-IV
(C,+&7 F21'(),1.5 G C,-:254,+0 C,2+4&4#
C+&/)(
4 C1-)4 Business 3esearch Methodology +B3M. 5
5 C1-)5 Management Control Systems +MCS. 6
6 C1-)6 Business 'aws +B'. 6
- C1-)- <ew 1nterprise and 2nno$ation Management +<1H2M. 6
( C1-)( Corporate Strategic Management +CSM. 6
: C1-): 1n$ironment Management 5
T,(.5 1@
GU/Syllabus MBA/ 09!0 "n#ards Page %* o$ %&'
S+. N,.
C,2+4&
C,/&
S&-&4(&+-V
(C,+&7 C,-:254,+0 C,2+4&4#
C+&/)(
4 C1()4 2nternational Business +2B. 6
5 C!1()5 !ro0ect Study 5
T,(.5 >
S+. N,.
C,2+4&
C,/&
S&-&4(&+-V(M.+D&()13 E5&'()*&# C+&/)(
4 M1()4 Consumer Beha$iour +CB. 6
5 M1()5 Mareting 3esearch +M3. 6
6 M1()6 2ntegrated Mareting Communications +2MC. 6
- M1()- Sales and &istribution Management +S&M. 6
( M1()( Special Studies , &e$elopments in Mareting +!ro0ect. 6
T,(.5 1>
S+. N,.
C,2+4&
C,/&
S&-&4(&+-V (F)1.1'& E5&'()*&# C+&/)(
4 >1()4 Corporate Ta7ation H >inancial !lanning +CTH>!. 6
5 >1()5 Management of >inancial Ser$ices +M>S. 6
6 >1()6 2nternational >inance Management +2>M. 6
- >1()- &eri$ati$e and 3is Management +& H 3M. 6
( >1()( Special Studies , &e$elopments in >inance +!ro0ect. 6
T,(.5 1>
S+. N,.
C,2+4&
C,/&
S&-&4(&+-V(HRM E5&'()*&# C+&/)(
4 H1()4 Human 3esource &e$elopment +H3&. 6
5 H1()5 Strategic Human 3esource Mgmt +SH3M. 6
6 H1()6 3ecruitment and Selection +3S. 6
- H1()- Special Studies , &e$elopments in H3 +!ro0ect. 6
( H1()( Management of 2ndustrial 3elations +M23. 6
T,(.5 1>
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4 !1()4 'ogistic and Supply Chain Management +' H SCM. 6
5 !1()5 Total Fuality Management +TFM. 6
T,(.5 ?
J !ro$ided as the only option for minor specialisation and would be offered if minimum
re;uirement of students is met.
GU/Syllabus MBA/ 09!0 "n#ards Page %' o$ %&'
S+. N,.
C,2+4&
C,/&
S&-&4(&+- VI (C,+&7 C,-:254,+0 C,2+4&4# C+&/)(
4 C1:)4 @& H 'eadership 5
5 C!1:)4 !ro0ect Study 5
T,(.5 "
S+. N,.
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C,/&
S&-&4(&+- VI (M.+D&()13 E5&'()*&# C+&/)(
4 M1:)4 2nternational Mareting +2M. 6
5 M1:)5 !roduct and Brand Management +!BM. 6
6 M1:)6 Ser$ices and 3elationship Mareting +S3M. 6
- M1:)- Seminar on Contemporary 2ssues in Mareting 6
T,(.5 12
S+. N,.
C,2+4&
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4 >1:)4
Security Analysis and !ortfolio Management
+SA!M.
6
5 >1:)5 Corporate >inance and 3estructuring +C>3. 6
6 >1:)6 Baning and 2nsurance +BH2. 6
- >1:)- Strategic Cost Management +SCM. 6
T,(.5 12
S+. N,.
C,2+4&
C,/&
S&-&4(&+- VI (HRM E5&'()*&# C+&/)(
4 H1:)4 Compensation Management +CM. 6
5 H1:)5 Contemporary 2ssues in H3 6
6 H1:)6 !erformance Management+!M. 6
- H1:)- H3 !olicy >ormulation +H3!>. 6
T,(.5 12
S+. N,.
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4 !1:)4
Contemporary 2ssues in !roduction and Ser$ice
@perations
6
T,(.5
J !ro$ided as the only option for minor specialisation and would be offered if minimum
re;uirement of students is met.
GU/Syllabus MBA/ 09!0 "n#ards Page %+ o$ %&'
A//)(),1.5 O%%&+&/ C,2+4&H
Cill be offered only if faculty members and other infrastructure and minimum
enrolment re;uirements are met
S+. N,.
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S&-&4(&+- V G VI C+&/)(
4 >1R)4 Corporate /o$ernance and >inancial 3eportingJ 6
5 >1R)5 2nfrastructure H !ro0ect >inancing +2!>.J 6
6 >1R)6 Mutual >und and Commodity Maret +M> H CM. 6
- >1R)-
>inancial 1ngineering and 2n$estment
Management
+>1 H2M.J
6
( >1R)( Strategic Cost Management +SCM.J
6
S+. N,.
C,2+4&
C,/&
S&-&4(&+- V G VI C+&/)(
4 H1R)4 !erformance Management+!M.J 6
5 H1R)5 &esign for 2nno$ationJ +&2. 6
6 H1R)6
Counselling and Mentoring Sills for Management
+CSM.J
6
- H1R)- 2nternational Human 3esource Mgmt. +2H3M.
6
( H1R)( Managing Qnowledge Corers J +MQC. 6
S+. N,.
C,2+4&
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4 M1R)4 Contemporary 2ssues in MaretingJ +C2M. 6
5 M1R)5 1-Commerce +1. Com. 6
6 M1R)6 2nternet Mareting J +2nt. M. 6
- M1R)- 2ndustrial MaretingJ +2nd. M. 6
( M1R)( &irect and 3ural MaretingJ +&H3M. 6
: M1R): 3etail MaretingJ +3M. 6
D&(.)54 ,% (9& C,2+4&4 O%%&+&/
A11&B2+& E
C,2+4& C,/&! C101
E',1,-)'4 %,+ M.1.3&+4 (EFM#
1. C,2+4& O6<&'()*&
This course is designed to impart nowledge of the concepts and principles of
1conomics, which go$ern the functioning of a firm,organisation under different maret
conditions. 2t further aims at enhancing the understanding capabilities of students
about macroNeconomic principles and decision maing by business and go$ernment.
2. C,2+4& D2+.(),1
The course will ha$e -( sessions of :) minutes duration.
. C,2+4& C,1(&1(
Assignment of sessions to the modules of course is as follows"
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I T&1 :+)1'):5&4 ,% &',1,-)'4
How people mae decisionsS How people interactS How
the economy wors as a whole.
T9)1D)13 5)D& .1 &',1,-)4(
The scientific methodS 3ole of assumptionsS 1conomic
modelsS The circular-flow diagramS !roduction
possibilities frontierS Micro and macro economicsS !ositi$e
$ersus normati$e economicsS Chy economists disagree==
T9& -.+D&( %,+'&4 ,% 42::50 .1/ /&-.1/
Marets and competitionS 2ndi$idual demandS &emand
schedule and demand cur$eS Maret demand $ersus
indi$idual demandS Shifts in the demand cur$eS Supply
schedule, Supply and demandN e;uilibrium, analy%ing
changes in e;uilibrium.
E5.4()')(0 .1/ )(4 .::5)'.(),1
The elasticity of demandS The elasticity of supply,
application of elasticity.
C.4&! !ricing, admission to a museum.
C,142-&+47 :+,/2'&+4 .1/ (9& &%%)')&1'0 ,% -.+D&(4
Consumer surplusS !roducer surplusS Maret efficiencyN
the bene$olent social plannerS e$aluating the maret
e;uilibriumS Maret efficiency and maret failure
T9& ',4(4 ,% :+,/2'(),1
09 20
GU/Syllabus MBA/ 09!0 "n#ards Page &0 o$ %&'
Costs N total re$enue, total cost and profit, costs as
opportunity costs, cost of capital as an opportunity cost,
economic profit $ersus accounting profitS !roduction and
costs N the production function, from production function
to the total cost cur$eS $arious measures of cost N >C,
EC, AC, MC, cost cur$es and their shapes and
relationshipS Costs in the short run and long run N
relationship between S3 and '3 ATC, economies and
diseconomies of scale.
II F)+-4 )1 ',-:&()()*& -.+D&(4
Chat is a competiti$e maretS !rofit ma7imi%ation and the
competiti$e firm=s supply cur$eS The supply cur$e in a
competiti$e maretT
C.4&! <ear empty restaurants and off-season miniature
golf.
M,1,:,50
Chy monopolies ariseS How monopolies mae production
and pricing decisionsS The welfare cost of monopoly N
deadweight loss, social costS !ublic policy towards
monopoliesS !rice discrimination N the analytics of price
discrimination, e7amples of price discrimination +mo$ie
ticets, airline prices, discount coupons, financial aid,
;uantity discounts..
C.4&! The &e Beers &iamond Monopoly.
O5)3,:,50
Marets with only a few sellers N duopoly, competition,
monopolies and cartels, the e;uilibrium for an oligopoly,
how the si%e of an oligopoly affects the maret outcomeS
/ame theory and the economics of cooperation N
prisoners= dilemma, oligopolies as a prisoners= dilemma,
other e7amples of prisoners= dilemma +arms race,
ad$ertising, common resources., the prisoners= dilemma
and the welfare of society, why people sometimes
cooperate.
C.4&! @!1C and the Corld @il !rices
09 20
III O5)3,:,50 N contd. !ublic policy towards oligopolies N
restraint of trade and the antitrust laws, contro$ersies
o$er antitrust policy, resale price maintenance, predatory
pricing, tying.
C.4&! An 2llegal !hone Call
M,1,:,5)4()' ',-:&()(),1
Competition with differentiated products N firms in the
short run, the long-run e;uilibrium, monopolistic $ersus
perfect competition +e7cess capacity, mar up o$er
marginal cost., monopolistic competition and the welfare
of societyS Ad$ertising N the debate o$er ad$ertising,
09 20
GU/Syllabus MBA/ 09!0 "n#ards Page &! o$ %&'
ad$ertising as a signal of ;uality, brand names.
C.4&! Ad$ertising and the price of eyeglasses.
T9& (9&,+0 ,% ',142-&+ '9,)'&
The budget constraintS !references N representing
preferences with indifference cur$es, four properties of
indifference cur$es, two e7treme e7amples of indifference
cur$esS @ptimi%ation N the consumer=s optimal choices,
change in income, change in prices, income and
substitution effects, deri$ing the demand cur$eS >our
applications N do all demand cur$es slope downward,
how do wages affect labor supply, how do interest rates
affect household sa$ing, do the poor prefer to recei$e
cash or in-ind transfers
M&.42+)13 . 1.(),1I4 )1',-&
The economy=s income and e7penditureS The
measurement of /&!S The components of /&!S 3eal $,s
nominal /&!S /&! and economic wellbeing.
C.4&! 2nternational difficulties in /&! and Fuality of life.
M&.42+)13 (9& ',4( ,% 5)*)13
The consumer price inde7S Correcting economic $ariables
for the effects of inflation, 2mpact of 2nflation on $arious
sections of society- producers and consumers.
IV $+,/2'(),1 .1/ 3+,=(9
1conomic growth around the worldS The role and
determinants of producti$ityS 1conomic growth and public
policyS The importance of long-run growth.
S.*)137 )1*&4(-&1( .1/ (9& %)1.1').5 404(&-
>inancial institutions in the #S economyS Sa$ing and
in$estment in the <ational 2ncome AccountsS The maret
for 'oanable funds, Supply and &emand for 'oanable
>unds.
T9& -,1&(.+0 404(&-7 M,1&0 3+,=(9 .1/ )1%5.(),1
The meaning of moneyS >unctions and Qinds of Money,
The classical theory of inflationS The Cost of inflation.
O:&1-&',1,-0 -.'+,&',1,-)'4 J B.4)' ',1'&:(4
The international flow of goods and capital N the flow of
goods +e7ports, imports, net e7ports., the flow of capital
+net foreign in$estment., the e;uality of net e7ports and
net foreign in$estmentS sa$ings, in$estment and their
relationship to the international flowsS The prices for
international transactions +real and nominal e7change
rates.S A first theory of e7change-rate determination
+purchasing power parity.
09 20
V A33+&3.(& /&-.1/ .1/ .33+&3.(& 42::50
Three ey facts about economic fluctuationsS 17plaining
short-run economic fluctuationsS The aggregate demand
09 20
GU/Syllabus MBA/ 09!0 "n#ards Page &% o$ %&'
cur$eS The aggregate supply cur$eS Two causes of
economic fluctuations +the effects of shifts in aggregate
demand and supply..
T9& )1%52&1'& ,% -,1&(.+0 .1/ %)4'.5 :,5)'0 ,1
.33+&3.(& /&-.1/
How monetary policy influences aggregate demand N the
theory of li;uidity preference, the downward slope of the
aggregate demand cur$e, changes in the money supply,
the role of interest-rate targets in >ed policyS How fiscal
policy influences aggregate demand N changes in
go$ernment purchases, the multiplier effect, a formula for
the spending multiplier, other applications of the multiplier
effect, the crowding-out effect, changes in ta7esS #sing
policy to stabili%e the economy N the cases for and
against acti$e stabili%ation policy.
T9& 49,+(-+21 (+./&-,%% 6&(=&&1 )1%5.(),1 .1/
21&-:5,0-&1(
The !hillips Cur$e N origins, aggregate demand,
aggregate supply and the !hillips Cur$eS Shifts in the
!hillips Cur$e N the role of e7pectationsS Shifts in the
!hillips Cur$e N the role of supply shocsS The cost of
reducing inflation N the sacrifice ration, rational
e7pectations and the possibility of costless disinflation,
the Eolcer disinflation, the /reenspan era.
F)*& /&6.(&4 .6,2( -.'+,&',1,-)' :,5)'0 (:+,4 .1/
',14#
Should monetary and fiscal policymaers try to stabili%e
the economyS Should monetary policy be made by rule
rather than by discretionS Should the Central Ban aim for
%ero inflationS Should fiscal policymaers reduce the
go$ernment debtS Should the ta7 laws be reformed to
encourage sa$ing.
". T&.'9)13 M&(9,/4!
The course will use the following pedagogical tools"
+a. 'ectures and case discussion co$ering a cross section of decision
situations.
+b. &iscussions on issues and techni;ues
+c. !ro0ects, Assignments, Fui%%es, Class participation etc
GU/Syllabus MBA/ 09!0 "n#ards Page && o$ %&'
>. E*.52.(),1!
The e$aluation of participants will be on continuous basis comprising following
elements"
A !ro0ects, Assignments, Fui%%es, Class participation etc Ceight-age 6)*
+2nternal H Continuous
1$aluation.
B Mid-Semester e7amination Ceight-age 5) *
+2nternal 1$aluation.
C 1nd NSemester 17amination Ceight-age ()*
+17ternal 1$aluations.
?. T&B( B,,D!

S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 < /regory
ManiwS
!rinciples of
1conomics
Thomson
South-
Cestern
5
nd
edition, 5))5
2ndian reprint
T5 !indyc H
3ubinfeld
Microeconomics !earson (
th
edition
T6 B,e Christopher 3.
Thomes, S.
Charles Maurice
Managerial 1conomics
N Concepts and
Applications
Tata
Mc/raw Hill
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
34 &Sal$atore Managerial 1conomics
in a /lobal 1conomy
Thomson
South
Cestern
'atest 1dition
35 3a$indra H.
&holaia and
A0ay <. @%a
Microeconomics for
Management Students
@7ford
#ni$ersity
!ress
'atest 1dition
36 /. S. /upta Managerial 1conomics Tata Mc /raw
Hill
'atest 1dition
3- C. 3angaragan
and B. H.
&holaia
!rinciples of
Macroeconomics,
The Mc/raw-
Hill
companies
'atest 1dition
3( /. S. /upta, 6,e Macroeconomics N
Theory and
Applications
Tata Mc/raw
Hill
'atest 1dition
3: Samuelson and
<ordhaus
1conomics Tata Mc/raw
Hill
'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page &( o$ %&'
3? Atmanand Managerial 1conomics 17cel Boos 'atest 1dition
3B 2 C &hingra
+SCS.
1ssentials of
Managerial 1conomics
1ducational 'atest 1dition
39 & Sal$atore Microeconomics"
Theory and
Applications
@7ford
#ni$ersity
!ress
-
th
1dition +2ndian
1dition.
34) 'ipsey and
Chrystal
1conomics @7ford
#ni$ersity
!ress
44
th
1dition
+2ndian 1dition.
344 &. Sal$atore Managerial 1conomics-
!rinciples and
Corldwide Applications
@7ford
#ni$ersity
!ress
:
th
1dition +2ndian
1dition.
345 H.' Ahu0a Managerial economics S Chand 6
rd
edition
346 Hirschey, 1conomics for
Managers
Ceenge
'earing
'atest 1dition
34- Satya !. &as Microeconomics for
Business
Sage Te7t
Boos
'atest 1dition
34( /eetia, !iyali
/hosh, !urba
3oy Choudhary
Managerial 1conomics Tata
Mcgrawhill
'atest 1dition
34: Maniw, 1conimcs N !rinciples
and Application
Ceenge
'earning
'atest 1dition
34? &. <. &wi$edi Managerial 1conomics Eias ?
th
1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('."
1conomist, 1conomical and !olitical Ceely, 1conomic Times, Business
Standard, etc.
GU/Syllabus MBA/ 09!0 "n#ards Page &) o$ %&'
C,2+4& C,/&! C102
F)1.1').5 A'',21()13 (FA#
1. C,2+4& O6<&'()*&!
The ob0ecti$e of the course is to ac;uaint the students with the language of Accounting
and to de$elop in them the ability to e$aluate and use accounting data as an aid to
decision maing. The main purpose is to assist the students in de$eloping sills in
problem sol$ing and decision maing in the financial area. 1mphasis is laid on analysis
and utili%ation of financial and accounting data for planning and control.
2. C,2+4& D2+.(),1!
The course duration is of -( sessions of :) minutes each.
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I ->undamentals of Accounting
-Accounting as an 2nformation System
-Balance Sheet and !rofit H 'oss Account and 3elated
concepts
-Accounting Mechanics" Basic 3ecords
9 20
II -Accounting Mechanics" !reparation of >inancial
Statements
-3e$enue 3ecognition and Measurement
AS-9" 3e$enue 3ecognition, Matching of 3e$enue and
17penses" 2n$entory !ricing and Ealuation, AS-2"
Ealuation of 2n$entories
9 20
III ->i7ed Assets and &eprecation
AS-10" Accounting for >i7ed Assets, AS-?" &epreciation
Accounting, AS1?" Borrowing Costs
-2ntangible Assets
AS-2?" 2ntangible Assets
AS-1"" Accounting for Amalgamation
-Analysis of >inancial 3atios
9 20
IV -Analysis of Cash >low StatementsS
AS-" Cash >low Statement
->oreign Currency Accounting
AS-11" 1ffects of Changes in >oreign 17change 3ates
+3e$ised 5))6.
AS-1" Accounting for 2n$estments
AS-22" Accounting for Ta7es on 2ncome
9 20
V -3egulatory >ramewor of >inancial 3eporting in 2ndia
@ther Accounting Standards" AS-1" &isclosure of
Accounting !olicies, AS-1@" Segment 3eporting, AS-20"
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page &* o$ %&'
1arnings !er Share, AS-2>" 2nterim >inancial 3eporting
- Contemporary 2ssues"
Consolidation of Accounts-
AS-21" Consolidated >inancial Statements, AS-2"
Accounting for 2n$estment in Associates in Consolidated
>inancial Statements
Trends in Corporate 3eporting-
1conomic Ealue Added Ealue Added Statement
Corporate /o$ernance 3eporting
". T&.'9)13 M&(9,/4!
+a. 'ectures and case discussion co$ering a cross section of decision situations.
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 S. Q. Bhattacharya
, 8ohn &earden
Accounting for
Management,
Te7t and Cases
Eias
!ublishing
House
Third re$ised
1dition 5))B
T5 &. S. 3awat Students= /uide to
Accounting
Standards
Ta7man Allied
Ser$ices
'atest edition
T6 Ambrish /upta >inancial
Accounting for
Management N"
An Analytical
!erspecti$e
!earson
1ducation
6
rd
1dition 5))9
T- Asho Banner0ee >inancial
Accounting N A
Managerial
1mphasis
17cel Boos 'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page &' o$ %&'
?. 3eference Boos"
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 !aresh Shah Basic Accounting
for Management
Oxford igher
!ducation
'atest 1dition
35 S < Maheshwari, S
Q Maheshwari
A Te7t Boo of
Accounting for
Management
Eias
!ublishing, <ew
&elhi
'atest 1dition
36 < 3amchandran ,
3am Qumar
Qaani
>inancial
Accounting for
Management
Tata Mc /raw
Hill
5
nd
1dition
3- 3obert < Anthony,
&a$id > Hawins,
Qenneth A
Merchant
Accounting" Te7t
and Case
The Mc/raw-
Hill companies
45
th
1dition 5))?
3( Harrison and
Horngren
>inancial
Accounting
!earson
1ducation
:
th
1dition5))B
3: ! C Tulsian >inancial
Accounting
!earson
1ducation 5))9
'atest 1dition
3? !ru Marriot, 8 3
1dwards and H 8
Mellett
2ntroduction to
Accounting
Sage South
Asia 1dition
6
rd
1dition, 5))?
3B Stice and Stice >inancial
Accounting-
3eporting and
Analysis
Cengage
'earning
?
th
1dition 5)):
39 Carl S. Carren,
8ames M. 3ee$e,
8onathan 1.
&uchac
>inancial
Accounting"
Concepts,
Methods, and
Applications
Cengage
'earning, 5))9
'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
T9& S(2/&1(4 =)55 9.*& (, +&%&+ (, :.4( )442&4 ,% (9& %,55,=)13 <,2+1.54 )1
,+/&+ (, 3&( +&5&*.1( (,:)'/ )1%,+-.(),1 :&+(.)1)13 (, (9& 426<&'(.
The Chartered Accountant, The Management Accountant, The Chartered Secretary
8ournal of >inance, Business 2ndia , Business Today , Business Corld, KEialpaL N
GU/Syllabus MBA/ 09!0 "n#ards Page &+ o$ %&'
C,2+4& C,/&! C10
I1%,+-.(),1 S04(&-4 %,+ M.1.3&-&1( (ISM#
1. C,2+4& O6<&'()*&!
The ob0ecti$e of the course is to
#nderstand the role of the information systems +2S. function in an
organi%ation,
&e$elop an insight as to how information systems influence business
strategy and
&e$elop the ability to contribute meaningfully towards information system
selection.
2. C,2+4& D2+.(),1!
The course will ha$e sessions which are di$ided into fi$e modules. 1ach module
consists of 9 sessions of :) minutes each and carries a Ceight-age of 5) mars.
. C,2+4& ',1(&1(!
M,/25
& N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I >undamentals of 2nformation Systems in Business
3ole of information Systems in Business and the
Strategic importance of 2S
Types of 2nformation Systems-it=s utility in the
organi%ation.
C,-:2(&+
H.+/=.+&" Earious hardware lie C!#, Memory
and its uses, input and out put de$ices,
secondary storage de$ices, and $arious
peripherals and add ons in computer.
Software" Types and utilities. Ma0or software
issues
9 20
II
2nternet, 2ntranet, 17tranet, E!< and the
wireless web. 2ntegrating Cireless Ceb into
Business Strategy
N&(=,+D A::5)'.(),14!
>oundations of modern <etwors- 'A<, CA<,
MA<, 'ins Between <etwors, de$ices and
Media to lin the <etwors.
Cireless <etwors" 2ntroduction, Bandwidth,
/SM and C&MA technologies, concept of CA!,
/!3S, C2>2, Bluetooth. Brief introduction to m-
commerce and $alue added ser$ices on cellular
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page &9 o$ %&'
networs
III D&')4),1 S2::,+( S04(&-4
Business and &ecision support, decision supports
Trends, the components of &SS, Benefits,
/eographic 2nformation and &ata Eisuali%ation
Systems, @$er$iew of /&SS
K1,=5&/3& M.1.3&-&1(
2nformation systems and Qnowledge Cor
Systems, Artificial 2ntelligence and its influence.
17pert Systems and @rgani%ational
2ntelligence, .<eural <etwors, >u%%y 'ogic,
/enetic Algorithms, 2ntelligent Agents.
9 20
IV S04(&- D&*&5,:-&1( S(+.(&3)&4
Systems as planned organi%ational Change,
Business !rocess 3eengineering Techni;ues,
System Analysis and &esign, System Building
Approaches and Application de$elopment for an
organi%ation.
S&'2+)(0 M.1.3&-&1( ,% IT
Tools of Security Management, 2nternet wored
security defenses lie 1ncryption, >irewalls. @ther
Security Measures lie Security Codes, Biometric
Security, >ault Tolerant Systems and &isaster
reco$ery
9 20
V E-',--&+'& A::5)'.(),1 .1/ I442&4
e-commerce application trends, e-commerce
transaction models lie B to C , B to B and C to C,
success factors, clics and Brics in e-commerce,
collaborati$e commerce, /lobali%ation of 1-
business.
E1(&+:+)4& &-B24)1&44 S04(&-4
C3M, SCM, 13!- its phases, benefits and
challenges and trends, Causes of failure.
'atest trends in enterprise e-business systems.
9 20
". T&.'9)13 M&(9,/4!
situations.
GU/Syllabus MBA/ 09!0 "n#ards Page (0 o$ %&'
>. E*.52.(),1!
elements"
1$aluation.
?. T&B(6,,D4!
S+.
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T4 8ames @=Brien Management
2nformation System
Tata Mc/raw
Hill
'atest 1dition
T5 Turban 2T for Management Ciley 'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 8awadear, C. S Management
2nformation Systems
Tata Mc/raw
Hill
'atest 1dition
35 'audon and
'audon
Management
2nformation System
!earson
1ducation
'atest edition
36 Mc'eod, 3aymond
and Schell,
/eorge !
Management
2nformation Systems
!earson
1ducation
4)
th
edition
3- Miller M2S cases" &ecision
maing with
Application software
!earson
1ducation
'atest edition
3( A. Q. /upta Management
2nformation Systems
S. Chand 5))B
3: San0i$a S. &ubey 2T Strategy and
Management
!H2 5))9
3? S. A. Qeler Management
2nformation Systems
A Concise Study
!H2 5))9
3B 8aiswal, M.! H
Mittal
Management
2nformation Systems
@7ford 5))9
39 !. Mohan Management
2nformation Systems
Himalaya 5))9
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
Computer 17press, &igichip, !C Corld, Computer Shopper, &ata;uest etc.
GU/Syllabus MBA/ 09!0 "n#ards Page (! o$ %&'
C,2+4& C,/&! C10"
M.1.3K+).5 C,--21)'.(),1 (MC#
4. Course @b0ecti$es"
Communication is a $ery essential sill for the managers to be successful in their
professional career. The ob0ecti$e is to ac;uaint the students with the basic concepts
and techni;ues of communication that are useful in de$eloping sills of communicating
effecti$ely.
5. Course &uration"
The course duration is of 9 sessions of :)minutes each.
6. Course Contents"
M,/25
& N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I Concepts of Communications" &efinition, >orms of
Communication, @b0ecti$es of Communication,
Characteristics of Communication, !rocess of
Communication, Communication, 3oadblocs,
3ole of Eerbal H <on-$erbal Symbols in
Communication, Barriers to 1ffecti$e
Communication, @$ercoming Communication
Barriers,
9 20
II 'istening Sills" &efinition, Anatomy of poor
'istening, >eatures of a good 'istener, 3ole !lay
9 20
III Spoen Communication" Telephone,
Teleconferencing, Challenges and eti;uette, @ral
!resentation" !lanning presentation, &eli$ering
presentation, &e$eloping H displaying $isual aids,
Handling ;uestions from the audience, Audio-
$isual C&
9 20
IV /roup &iscussion H 2nter$iews, Meetings" Cays
and Means of conducting meeting effecti$ely,
Moc Meetings and 2nter$iews
9 20
V >orms of Communication in Critten mode" Basics
Body language of Business 'etters H Memos,
Tone of writing, in;uiries, orders H replying to
them, sales letters, 8ob applications H resume, 1-
mail" How to mae smart e-mail, Criting Business
3eports and !roposals, !ractice for Criting
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page (% o$ %&'
". T&.'9)13 M&(9,/4!
The following pedagogical tools will be used to teach this course"
+4. 'ectures
+5. &iscussions and 3ole !laying
+6. Audio-$isual Material +#sing C&s, Clippings.
+-. Assignments and !resentations
>. E*.52.(),1!
The students will be e$aluated on a continuous basis and broadly follow the scheme
gi$en below"
1$aluation.
?. T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Murphy 1ffecti$e Business
Communication
Tata Mc/raw-
Hill !ublishing
?
th
edition
T5 Qoneru !rofessional
Communication
Tata Mc/raw-
Hill !ublishing
4
st
edition
T6 Monipally M. M., Business
Communication
Strategies
Tata Mc/raw-
Hill !ublishing
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Bentley, T. 8.,
3eport Criting in
Business
The Chartered
2nstitute of
Management
Accountants
Ei$a boos !$t.
'td., <ew &elhi,
5))4
35 Boone, Qurt%, H
Bloc
Contemporary
Business
Communication
Ciley
!ublication
'atest 1dition
36 Mc'eod, 3aymond
and Schell,
/eorge !
Management
2nformation
Systems
!rentice Hall,
<ew 8ersy, #S.
'atest 1dition
3- &e$lin, >ran 8,
3ichard &. 2rwin
Business
Communication
2llinois 49:B
3( Qaul, Asha 1ffecti$e Business !rentice Hall of 5)))
GU/Syllabus MBA/ 09!0 "n#ards Page (& o$ %&'
communication 2ndia, <ew
&elhi,
3: 'esiar 3aymond
E. H M. 1. >latley
Basic business
Communication
4) ed., Tata
Mc/raw-Hill,
5))(
3? 'udlow, 3on H >.
!anton
The 1ssence of
1ffecti$e
Communication
!rentice Hall of
2ndia, <ew
&elhi,
499B
3B Monippally, M. M The Craft of
Business 'etter
Criting
Tata Mc/raw
Hill, <ew &elhi,
499?
39 3ay, 3euben, Communication
Today
Himalaya
!ublishing
House, Mumbai,
499?
34) Thill, 8ohn H C. E.
Bo$ee
17cellence in
Business
Communication
Mc/raw Hill
2nc.,
6rd 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('." Har$ard Business
3e$iew, Business 2ndia , Business Today , Business Corld, #ni$ersity <ews, 8ournal
of Business Communication, Business Communications Fuarterly, !3
Communication Age, etc.
GU/Syllabus MBA/ 09!0 "n#ards Page (( o$ %&'
C,2+4& C,/&! C10>
O+3.1)E.(),1.5 B&9.*),+ (OB#
1. O6<&'()*&!
To sensiti%e students with the Human side of the organi%ation, present @rgani%ational
Beha$ior as one of the approaches towards @rgani%ational 1ffecti$eness. Additionally,
enhance awareness of the students to dynamics of 2ndi$idual, /roup and
@rgani%ations. !repare students to enhance their personal effecti$eness and impro$e
their contribution to group and organi%ational processes.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1
4
M.+D4
(U1).
EB.-#
I #nderstanding the Meaning and Conte7t of @B
2ntroduction to @B NChat are @rgani%ations, what
is @B N2mportance, rele$ance N&isciplines
contributing to its nowledge N1$olution of thought
in @B NModel of @B
<ational Culture -Concept of <ational Culture
->ramewors and dimensions of <ational Culture
-2ndian cultural conte7t for @B, &ominant $alues,
ethos and uni;ue features of 2ndian culture -2mpact
of culture at wor -challenges posed by cultural
differences -How organi%ations can deal with these
challenges
9 20
II #nderstanding 2ndi$idual Beha$ior
!erception -Meaning, sub-processes of perception
-#nderstand how perception influences beha$ior,
social perception -!erceptual errors and their
outcome -!rocess of attribution and attributional
errors -How can 0udgmental and attributional errors
be detected and reduced
Attitudes -Meaning of wor related attitudes
-meaning of 8ob Satisfaction, Commitment and
@rgani%ational Citi%enship Beha$ior, 1mployee
1ngagement and 2n$ol$ement " important attitudes
at wor -the influence of wor related attitudes on
@rgani%ational outcomes -what measures can
organi%ations adopt in order to shape fa$ourable
attitudes at wor -Meaning and importance of
$alues -Types of Ealues -2mpact of $alues on
Attitudes and !ersonality
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page () o$ %&'
III !ersonality" -what is !ersonality -range of
approaches and theories used for understanding
!ersonality -understand how !ersonality
contributes to differences in indi$idual beha$ior
-#nderstand how personality can be measured
-important concepts related to !ersonality
-#nderstand 2ndian conte7t shaping indi$idual
personality
#nderstanding !ersonal 1ffecti$eness Through
Transactional Analysis -2ntroduction to
Transactional Analysis +TA. Theory #nderstanding
Basic concepts of TA" Stroes, Transactions,
1goStates, /ames, &rama Triangle Scripts
-Analy%ing Transactions -#nderstanding egostates
from Transactions and identifying effecti$e
transactions -#nderstanding 'ife !ositions and how
to stay @Q with self and others
Moti$ation"
Meaning and importance of moti$ation, content and
process theories of moti$ation, linages between
moti$ation and other @B processes such as
leadership, culture de$elopment, and more.
Moti$ational challenges especially in the 2ndian
conte7t
9 20
IV #nderstanding /roup Beha$ior
2ntroduction to /roups and Teams -Meaning of
/roups and /roup >ormation -Types of groups and
teams, how groups are formed -Qey difference
between the concepts of groups and teams
-Synergy and &ysfunctions of /roup woring
->actors affecting group performance -How /roups
and Teams can be made more effecti$e -Maing
/roups more 1ffecti$e -Coring 1ffecti$ely in
Teams
8ohari Cindow as a >ramewor for 1ffecti$e
Communication -#nderstand Communication as a
Human !rocess in the @rgani%ations -#nderstand
the 8ohari framewor for communication and
sharing feedbac and information
Conflict, Stress, <egotiation -meaning, le$els and
sources of Conflict -ways and styles to deal with
conflict -cultural differences in tolerance for conflict
-meaning and conse;uences of Stress -different
types of stressors -elements that moderate stress
-$arious strategies to cope with stress at wor -the
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page (* o$ %&'
nature and approaches to negotiation
&ecision-maing -Meaning and !rocess of
&ecision maing -3ational and Beha$ioural
decision-maing -styles of decision-maing -factors
affecting how decisions are made within
organi%ations
V #nderstanding @rgani%ations Shaping Beha$ior
!ower, politics" Confirm the content learned in @S&
under the same topic and combine the structure
and process $iew of power
@rgani%ational Culture -Meaning and Significance
of @rgani%ational Culture -How to 3ecogni%e
Culture in an @rgani%ation -Chat are Strong, Cea
and &ominant Cultures -Concept of @rgani%ational
Climate -How 1ffecti$e Cultures and Climate can
be created 1specially in The Conte7t of
@rgani%ations in 2ndia
9 20
". T&.'9)13 M&(9,/4!
situations.
>. E*.52.(),1!
elements"
1$aluation.
:. Te7t Boos"
S+. N,. A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
T4 Stephan 3obbins,
Timothy 8udge and
Seema Snaghi
@rgani%ational
Beha$ior
!earson 5))B
T5 >red 'uthans @rgani%ational Mc/raw-Hill 'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page (' o$ %&'
Beha$ior
?. 3eference Boos"
S+. N,. A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
34 /regory
Moorhead H
3icy C. /riffin
@rgani%ational
Beha$iour
8aico
!ublication
'atest 1dition
35 Q. Aswathappa @rgani%ational
Beha$iour
Himalaya 'atest 1dition
36 <ira0 Qumar @rgani%ational
Beha$iour
3- !/ Ac;uinas @rgani%ational
Beha$iour
3( &ebra '. <elson
H 8ames C.
Fuic
@rgani%ational
Beha$iour
Ceenage
'earning
(th 1dition
3: Mir%a Saiyadain,
8. S. Sodhi and
3ama 8. 8oshi
Case in
@rgani%ation
Beha$iour and
H3M
Tata Mcgraw-
Hill
'atest 1dition
3? 3obert Qreitner
and Angelo
Qinici
@rgani%ational
Beha$iour
Tata Mcgraw-
Hill
'atest 1dition
3B S. S. Qhana, @rgani%ational
Beha$iour
Eias
!ublishing
'atest 1dition
39 Qa$ita Singh @rgani%ational
Beha$iourN
Te7t and Car
!earson
1dition
'atest 1dition
34) #dai !aree #nderstanding
@rgani%ational
Beha$ior
@7ford 5nd 1d
344 Mcshane and
3adha Sharma
@rgani%ational
Beha$ior
Mc/raw-Hill 'atest 1dition
345 Stephan
3obbins
@rgani%ational
Beha$ior
!earson
1ducation
'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('." 8ournal @f
@rgani%ational Beha$ior, Harward Business 3e$iew
GU/Syllabus MBA/ 09!0 "n#ards Page (+ o$ %&'
C,2+4& C,/&! C10?
O+3.1)E.(),1.5 S(+2'(2+& .1/ D01.-)'4 (OSD#
1. O6<&'()*&4!
This course is designed to allow the students to familiari%e with basic management
and organi%ation theories.
2t also aims at helping students see the application of these theories to contemporary
situations.
By the end of the course, students would ha$e a good understanding of"
4. How to manage organi%ation=s functions and other acti$ities in the dynamic world.
5. How and why organi%ations are structured differently and their implications.
6. How managers can adapt to en$ironmental changes.
-. Earious managerial sills
2. C,2+4& D2+.(),1! The course will ha$e sessions which are di$ided into fi$e
modules. 1ach module consists of 9 sessions of :) minutes each and carries a
weight-age of 5)mars.
. C,2+4& ',1(&1(!
M,/25
& N,.
M,/25&4/S26-M,/25&4 S&44),14 M.+D4
(U1).
EB.-#
I 2ntroduction to management and e$olution of
Management thought, Managing and Managers
1$olution of Management Theory , @rgani%ations H
1n$ironment, &ecision Maing !rocess
9 20
II !lanning H Strategic Management, Strategy
2mplementation, Social 3esponsibility H 1thics
/lobali%ation H Management, 2n$enting H
3ein$enting @rgani%ations
9 20
III @rgani%ational 1ffecti$eness, &imensions of
@rgani%ation Structure, Strategy, @rgani%ation
Si%e, Technology, !ower - Control
9 20
IV @rgani%ational &esign @ptions, 1n$ironment
managing, @rgani%ational 1$olution
9 20
V 1ffecti$e Control, @perations Management
2nformation System
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page (9 o$ %&'
". T&.'9)13 M&(9,/4!
a. 'ectures and presentation
b. Case discussion co$ering a cross section of decision situations.
c. &iscussions on issues and case studies
>. E*.52.(),1!
elements"
1$aluation.
?. T&B(6,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
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,% $265)'.(),1
T4 8ames Stoner,
1dward >reeman,
&eniel /ilbert 8r.,
MManagement= - !rentice Hall
of 2ndia,
'atest 1dition
T5 Stephen !.
3obbins and Mary
Mathew
M@rgani%ation
Theory N
Structure, &esign
and Applications=
!rentice Hall of
2ndia
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
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,% $265)'.(),1
34 Qoont% and
Ceihrich
M1ssentials of
Management=,
Tata Mc/raw
Hill
5))-, :
th
1dition
35 3ichard '. &aft M@rgani%ation
Theory H &esign=
Thompson
South-Cestern
, B
th
1d., , 5))-
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4/ N&=4:.:&+4 &('.
2ndian Management, Har$ard Business 3e$iew, 8ournal of Business Strategy, Eialpa
GU/Syllabus MBA/ 09!0 "n#ards Page )0 o$ %&'
C,2+4& C,/&! C10@
82.1()(.()*& A1.504)4 (8A#
1. O6<&'()*&!
To impart the basic art and science of gathering, analysing and using data
to identify and resol$e managerial and decision maing problems.
To de$elop sills in structuring and analysing business, !roblems using
;uantitati$e analysis.
To de$elop aptitude and statistical thining approach to business problems.
To understand the effecti$e use of computer software for resolution of
statistical problems.
2. C,2+4& D2+.(),1!
consists of 9 sessions of :) minutes each and carries a Ceight-age of 5)mars.
. C,2+4& ',1(&1(!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),14 M.+D4
(U1).
EB.-#
I 2ntroduction to Statistics, Statistics in Business, &ata
Measurement, Charts and /raphs &escripti$e
Statistics, Measure of central tendency, measure of
$ariability, for /roup and ungrouped data, Measures
of shape, measures of association and descripti$e
statistics on the computer.
2ntroduction to probability, Structure of probability,
3esults of probability, 3e$ision of probability" BAP1S=
3#'1 and e7amples 3andom $ariable and probability
distribution, &iscrete and Continuous distribution,
17pected $alue and $ariance of a distribution.
Software e7posure to the abo$e concepts N +by use of
1UC1' or any other a$ailable software.
9 20
II #niform distribution, Hyper-/eometric distribution,
Binomial distribution, !oisson distribution and their
relationship, Cases form the te7t boo
Continuous distribution, #niform distribution, <ormal
distribution, 17ponential distribution, Cases form the
te7t boo Sampling and Sampling distribution
Statistical 2nference" 1stimation for Single
!opulations
9 20
III Hypothesis Testing for Single !opulations- Mean,
!roportion and Eariance, Cases form the te7t boo
Statistical 2nferences about Two !opulations- Mean,
!roportion and Eariance , Cases form the te7t boo
GU/Syllabus MBA/ 09!0 "n#ards Page )! o$ %&'
&esign of 17periments and Analysis of Eariance
+ @nly one way. , Cases form the te7t boo
9 20
IV /oodness-@f->it-Test, Cases form the te7t boo Test
of 2ndependence, Cases form the te7t boo Simple
regression Analysis , Cases form the te7t boo
Multiple 3egression Analysis, Cases form the te7t
boo, #se of Software in Multiple 3egression,
Building Multiple 3egression Models, &ifferent types
of models, Multi-co linearity
9 20
V Time-Series >orecasting and 2nde7 <umbers
&ecision Analysis" &ecision Maing #nder Certainty,
#ncertainty, 3is, 3e$ision of probabilities, 17pected
$alue from Sample 2nformation. Cases form the te7t
boo. 3e$iew, >eedbac and 2ntegrated 17amples
and Cases
9 20
". T&.'9)13 M&(9,/4!
+a. Case discussion co$ering a cross section of decision situations.
+b. &iscussions on issues and case studies
>. E*.52.(),1!
elements"
1$aluation.
?. T&B(6,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Qen Blac Business
Statistics for
Contemporary
&ecision Maing
Ciley Student
1dition
>ourth or later
edition
T5 3ichard 2. 'e$in
and &a$id S.
3ubin
Statistics for
Management
!earson
1ducation.
:th 1dition or later
edition
GU/Syllabus MBA/ 09!0 "n#ards Page )% o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 T < Sri$asta$a and
Shaila0a 3ego
Statistics for
Management
TMH 'atest 1dition
35 Amir & Ac%el and
8aya$el
Sounderpandian
Complete
Business
Statistics
TMH 'atest 1dition
36 8. Q. Sharma Business
Statistics
Addison
Cesley,-5))).
5nd 1dition or
later edition
3- 'e$ine, Stephen,
Qrehbiel and
Berenson
Statistics for
Managers,
!earson
Fuantitati$e
Techni;ues for
&ecision
Tata Mc /raw
Hill
>ourth or 'ater
edition
3( Q. B. Ahilesh H S.
B.
Balasubrahmanya
m
Mathematics and
Statistics for
Management
Eias
!ublishing.
Si7th 1dition,
5))-
3: <a$al Ba0pai Business
Statistics
!earson 'atest 1dition
3? Anderson,
Sweeney, Ciliamy
Fuantitati$e
Methods for
Business
Ceenge
'earning
'atest 1dition
3B C. 3. Qothari, Fuantitati$e
Techni;ue
Eias 'atest 1dition
39 M. S. 17cel, &. !.
Apte,
Statistical Tools
for Managers
34) Fa%i Vameeruds,
Ei0ay Q. Qhara, S.
Q. Bhamri
Business
Mathematics
Eias 'atest 1dition
344 /opal Q. Qan0i,
Sage,
4)) Statistical
Tests
SA/1 'atest 1dition
345 3. S. Bhardwa0 Business
Statistics
346 'e$ine, Qrehbiel,
Bernson,
Eiswanathan
Business
StatisticsS A >irst
Cause
!earson
1ducation
'atest 1dition
34- Anderson,
Sweeney, Cilliams
Statistics for
Business and
1conomics
Ceenage
'earning
'atest 1dition
34( &. !. Apte Statistics for
Managers
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4 :.:&+4 &('.
GU/Syllabus MBA/ 09!0 "n#ards Page )& o$ %&'
1conomics Times, Statastical sur$eys, <SS 3eports etc
GU/Syllabus MBA/ 09!0 "n#ards Page )( o$ %&'
C,2+4& ',/&! C10A
S&-)1.+ C,2+4& ,1 E(9)'47 E(9,4 .1/ V.52&4 (SC-EE G V#
1. C,2+4& O6<&'()*&
The ob0ecti$e of the course is to impart the moral dilemmas the professionals are
faced with, $alue-based ethics and sensiti$ity towards safety and ris, collegiality and
loyalty, 1n$ironmental ethics etc. This course is going to be hands-on, assignment-
based course for which some groundwor related to the <ational Culture and ethical
dealing in business will be discuss.
2. C,2+4& D2+.(),1!
The course duration is of 6) sessions of :) minutes each.
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1
4
M.+D4
(U1).
EB.-#
I 3e$iew of 2ndian 1thos in
Management
? 20
II 1thics and @rganisations.
1mployee &uties and 3ights.
&iscriminatory and !re0udicial 1mployee
!ractices.
? 20
III &ownsi%ing the Corforce.
Handling 1thical &ilemmas at Cor.
Mareting Strategy and 1thics.
? 20
IV 1thical !ractices in Maret !lace.
1thics and >inance.
Business and the 1n$ironment.
? 20
V Corporate 3esponsibility,
Social Audit and
1thical 2n$esting.
Computers and 1thics.
Case Studies
? 20
". T&.'9)13 M&(9,/4!
+b. &iscussions on issues and case studies
GU/Syllabus MBA/ 09!0 "n#ards Page )) o$ %&'
>. E*.52.(),1!
elements"
1$aluation.
:. Te7t Boos"
S+.
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A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
T4 S. Q.
Charaborty
The Management and
1thics @mnibus
@7ford 'atest 1dition
T5 >errell Business 1thics" 1thical
&ecision Maing and
Cases
Ciley 2ndia 'atest 1dition
?. 3eference Boos"
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
34 Eelas;ue% Business 1thics"
Concepts and Cases
!H2 'atest 1dition
35 !eterson H
>errell
Business 1thics" <ew
Challenges for Business
Schools and Corporate
'eaders
!H2 'atest 1dition
36 Barbara
MacQinnon
1thics" Theory and
Contemporary 2ssues
'atest 1dition
3- !eter Singer 1thics @7ford 'atest 1dition
3( 3onald Howard
Clinton &.
Qor$er
1thics for the 3eal Corld"
Creating a !ersonal
Code to /uide
&ecisions in Cor
and 'ife +Hardco$er.
Har$ard
3e$iew !ress
'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
Har$ard Business 3e$iews
GU/Syllabus MBA/ 09!0 "n#ards Page )* o$ %&'
C,2+4& C,/&! C201
C,4( .1/ M.1.3&-&1( A'',21()13 (CMA#
1. O6<&'()*&4!
The course intends to e;uip students with the ability to apply cost concepts in
managerial decision maing. At the end of the course, they are e7pected to ha$e
learnt the methodology and techni;ues for application of cost and managerial
accounting and information in the formation of policies and in the planning and
control of the operations of the organi%ation. The course co$ers the nature of
managerial accountingS acti$ity costingS marginal costingS standard costing, etc.
2. C,2+4& D2+.(),1
The course will ha$e -( sessions of :)minutes duration.
. C,2+4& C,1(&1(4
M,/25&
N,.
M,/25&4/ S26 -,/25&4 S&44),14 M.+D4
(U1).
EB.-#
I C,4( M.1.3&-&1( .1/ C,4( E4()-.(),1
Cost and Management Accounting @$er$iew
Earious Cost Concepts.
Cost 1stimation approaches, tools and techni;ues
9 20
II C,4( .55,'.(),1 .1/ J,6/ 6.('9 C,4()13
Cost Allocation, Acti$ity Based and Target Costing
8ob and Batch Costing
2ntroduction to the concept of operating costs
9 20
III C,4()13 M&(9,/4
@perating Costing.
!rocess Costing and 8oint and By product Costing.
9 20
IV M.1.3&-&1( A::5)'.(),14
Marginal +Eariable. Costing and Absorption Costing
&ecision 2n$ol$ing Alternati$e Choices and !ricing
&ecisions
Mae-or-Buy
9 20
V $5.11)137 C,1(+,5 .1/ D&')4),1 M.D)13
Budgeting and Budgetary Control System
Standard Costing and Eariance Analysis
Contemporary 2ssues lie Qai%en Costing, Target
Costing, 'ife Cycle Costing, and Cost Audit and Cost
Accounting Standards
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page )' o$ %&'
". T&.'9)13 $&/.3,30!
>. E*.52.(),1!
The !articipants will be e$aluated on a continuous basis comprising of the
following elements"
1$aluation.
?. T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Charles T.
Hongren, S. M.
&atar, and others
Cost Accounting +!earson.
+46
th
1dition.
+CT.
:th 1dition or later
edition
T5 S. Q. Bhattacharya
and 8ohn &earden
Sounderpandian
Costing for
Management
Eias 'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page )+ o$ %&'
@. R&%&+&1'& B,,D4!
S+.
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34 Hilton, Maher, and
Selto
Cost
Management"
Strategies for
Business
&ecisions
TMH 'atest 1dition
35 Qhan and 8ain Management
AccountingL,
TMH 'atest 1dition
36 3a$i Qishore Cost and
Management
Accounting
Ta7mann -
th
or 'ater
edition
3- Hansen H Mowen Cost and
Management
Accounting and
Control
Thomson
!ublishers.
'atest 1dition
3( !andiumar Management
Accounting
3: 3obert Hilton, /
3amesh, M.
8ayade$
Managerial
Accountancy
Tata Mcgraw hill 'atest 1dition
3? Managerial
Accountancy,
Bamber, Braun,
Harrison
!earson
1ducation
'atest 1dition
3B M. <. Arora Cost and
Management
AccountingS
Theory and
!roblem
39 M. A. Sahaf Management
Accounting
Eias 'atest 1dition
34) 8. Madegowda Management
Accounting
Himalya 'atest 1dition
344 !aresh Shah Management
Accounting
@7ford
#ni$ersity !ress
!S
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4! 2ndian 8ournal of
AccountingS Cost and Accounts 8ournal
GU/Syllabus MBA/ 09!0 "n#ards Page )9 o$ %&'
C,2+4& C,/&! C202
E1*)+,1-&1( %,+ B24)1&44 (EB#
1. C,2+4& O6<&'()*&4!
The ob0ecti$e of the course is to bring about understanding of Social, 1conomic,
Technological, 2nternational, !olitical-'egal and <atural 1n$ironment influencing
business and industry and to ac;uaint the students with emerging trends in business
en$ironment.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25&
N,.
M,/25&4/ S26 -,/25&4 S&44),14 M.+D4
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EB.-#
I E',1,-)' E1*)+,1-&1(
Concepts and significance of economic en$ironment
N at national and international le$el, 1conomic
System" 'assie% faire, capitalism, socialism and
mi7ed economy, <ational 2ncome, Monetary and
>iscal !olicy +finance commission., 2ndustrial !olicy,
'atest fi$e year plan, State 2ndustrial !olicy, #nion
Budget
9 20
II S,').5 E1*)+,1-&1(
Concept and significance of social en$ironment,
2nterdependence of business and society, Culture
and organi%ation, Technological &e$elopment and
social Change, Social 3esponsibility of Business
and Trusteeship management, Business 1thics,
Management education in 2ndia, !opulation and
Census, Consumer 3ights, Consumerism and
Business, Corporate /o$ernance
9 20
III T&'91,5,3)'.5 E1*)+,1-&1(
2mpact of technology on @rgani%ation, !rocess of
Technological Adaptation and &e$elopment,
!atents, Technological Collaborations, /o$ernment
/uidelines, Technology Assessment at go$ernment
le$el, 2S@ Standards and Bureau of 2ndian
Standards
9 20
IV I1(&+1.(),1.5 B24)1&44 E1*)+,1-&1(
2nternational Business" An @$er$iew, types of
2nternational Business, Balance of !ayments and
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page *0 o$ %&'
Macroeconomic Management, Theories and
2nstitutions" Trade and 2n$estment, /o$ernment
2nfluence on Trade and 2n$estment, 1U2M !olicy,
>oreign 17change Management Act +>1MA.,
Bilateral and Commodity Agreements, Tariff and
non-tariff barriers, CT@, 3egional Blocs, 1!Vs,
1@#s, T!s and S1Vs
V N.(2+.5 E1*)+,1-&1(
1conomic &e$elopment and !ollution, 2ncreased
!ollution 'e$els, Changing role of /o$ernment,
3egulations and its impact on business H industry,
/reen Mareting, 1n$ironmental Technology,
1cological implications of technology, Sustainable
&e$elopment
9 20
". T&.'9)13 M&(9,/4!
+4. 'ectures
+5. Case &iscussion and !resentations
+6. >ield Eisits and Assignments
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
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$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 !aul, 8ustine Business
1n$ironment" Te7t
H Cases
Tata Mc/raw-
Hill
5
nd
edition or later
edition
T5 Cherunilam,
>rancis
Business
1n$ironment" Te7t
H Cases
Himalaya 'atest edition.
GU/Syllabus MBA/ 09!0 "n#ards Page *! o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
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$265)49&+ E/)(),1 .1/ Y&.+
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34 Cherunilam
>rancis
2nternational
Business
1n$ironment
Himalaya
!ublishing
House, Mumbai,
5)):
35 Mithani &.M. 2nternational
1conomics
Tata Mc/raw
Hill.
5))( or 'atest
edition.
36 Shaih Saleem Business
1n$ironment
!earson 'atest edition
3- Ei$e Mital Business
1n$ironment
3( &a$id Qreps Microeconomics
for managers
<orton, C. C. H
Company,
2nc.
5))?
3: Bedi Suresh Business
1n$ironment
17cel Boos 5))(
3? 3abindra <.
Bhattacharya +ed.
1n$ironmental
1conomics
@7ford 5))B
3B 2an Corthington,
Chris Britton
The business
en$ironment
>inancial Times
!rentice
Hall
5)): or 'atest
1dition
39 Ei$e Mital Business
1n$ironment
34) Shaih Saleem Business
1n$ironment
B. 'ist of 8ournals,!eriodicals, Maga%ines, <ewspapers" 1conomic H
!olitical Ceely, 2ntellectual !roperty 3ights, Corporate /o$ernance, Business 2ndia ,
Business Corld , Baning H >inance, 2ndustrial 1conomist, >ortune, /lobal Business
3e$iew, 1conomic Sur$ey, /@2, 2ndia &e$elopment 3eport +'atest 1dition., Corld
&e$elopment 3eport, 3B2 Annual 3eport, etc.
GU/Syllabus MBA/ 09!0 "n#ards Page *% o$ %&'
C,2+4& C,/&! C20
F21/.-&1(.5 ,% F)1.1').5 M.1.3&-&1( (FFM#
1. C,2+4& O6<&'()*&!
The ob0ecti$e of this course is to e;uip the students with conceptual understanding of
finance and its practical application. 2t is e7pected that the students possess a sound
base in accounting principles and practices including financial analysis. 2mportant
decisions that come under corporate finance, namely, setting up of pro0ects co$ering
in$estment in fi7ed and current assets, raising funds, and allocation of profits are
taen within a framewor of ris and return. The course also intends to mae students
gain the mechanical part of $arious decisions with the help of selected numerical
problems a$ailable in $arious suggested te7t boos. Students are e7pected to sol$e a
large number of numerical and other assignments which would be the preparatory
re;uirements of this course.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25&
N,.
M,/25&4 S&44),14 M.+D4
(U1).
EB.-#
I U1/&+4(.1/)13 (9& M&.1)13 ,% F)1.1').5
M.1.3&-&1(7 F)1.1').5 S04(&-7 .1/ B.4)'4 ,%
V.52.(),1
2ntroduction to >inancial ManagementS
2ntroduction to the >inancial SystemS
The concept of Time $alue of money
Ealuation of Bonds and Shares
9 20
II F)1.1')13 D&')4),1 .1/ S,2+'&4 ,% 5,13 (&+-
%21/4
3is and 3eturn
Cost of Capital
Sources of 'ong term funds
3aising 'ong term funds
9 20
III C.:)(.5 S(+2'(2+& G C.:)(.5 B2/3&()13
Capital Structure +Theories.
Capital Structure !lanning
Techni;ues of Capital Budgeting
1stimation of !ro0ect Cash >lows
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page *& o$ %&'
IV W,+D)13 C.:)(.5 M.1.3&-&1(
2ntroduction to Coring Capital Management
Cash Management
Sources of short term funds
Credit Management
2n$entory Management
9 20
V D)*)/&1/ D&')4),1 .1/ C,1(&-:,+.+0 I442&4
&i$idend !olicy
&i$idend &ecision
Ealue based Management
2ntroduction to 2nternational >inance
9 20

". T&.'9)13 M&(9,/4!

+a. &iscussions on issues H techni;ues and selected cases co$ering ma0or
financial management decisions.
+b. Sol$ing of Selected <umericals
+c. !ro0ects,Assignments,Fui%%es
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 !rasanna Chandra >inancial
Management N
Theory and
!ractice
Tata Mc/raw-
Hill !ublishing
Company, <ew
&elhi
'atest edition.
T5 2. M. !andey >inancial
Management
Eias
!ublication
9
th
1dition or later
edition
GU/Syllabus MBA/ 09!0 "n#ards Page *( o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Sri$asta$a H Misra >inancial
Management
@7ford
#ni$ersity !ress
+5))B.
35 Briham H Houston >undamentals of
>inancial
Management
South-Cestern,
Thomson
Business
2nformation
2ndia +!. 'td.,
+5)):. 4)
th
1dition
36 Brealey H Myers !rinciples of
Corporate >inance
Tata Mc/raw-
Hill !ublishing
Company
+5))(. ?
th
1dition
3- 3eddy, Sudarsana >inancial
Management N
!rinciples and
!ractice
Himalaya
!ublishing
+5))B. 4
st
1dition
3( Eishwanath, S. 3.
+5))?.
Corporate >inance
- Theory and
!ractice
3esponse
Boos, <ew
&elhi
5
nd
1dition
3: McMenamin, 8im >inancial
Management N An
2ntroduction
@7ford
#ni$ersity
!ress,
+5))). 4
st
1dition
3? Sinha, !.Q >inancial
Management
17cel Boos 4
st
1dition
3B Bhat, S. >inancial
Management
17cel Boos +5))?. 5
nd
1dition
39 !eter &eMar%o,
8onathan Ber
>inancial
Management
!earson
1ducation
'atest 1dition
34) Eyuptaesh
Sharan
>oundations of
>inancial
Management
!earson
1ducation
'atest 1dition
344 /. Sudarsana
3eddy
>inancial
Management
Himalaya
!ublishing
'atest 1dition
345 'awrence 8.
/itman
!rinciples of
Managerial
>inance
!earson
1ducation
'atest 1dition
346 Qhan H 8ain >inancial
Management
Tata Mc/raw-
Hill
'atest edition
34- 8ames Ean Horne
H 8ohn M.
Eachowic%, 8r.
>undamentals of
>inancial
Management
!earson
1ducation
44th or later
edition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4! Chartered >inancial
Analyst, 8ournal of >inancial Management, 1conomic Times, Business Standard,
>inancial 17press, C>A 3eader etc.
GU/Syllabus MBA/ 09!0 "n#ards Page *) o$ %&'
C,2+4& C,/&! C20"
H2-.1 R&4,2+'&4 M.1.3&-&1( (HRM#
1. C,2+4& O6<&'()*&!
This is the first introductory course of the functions of H3M
To ac;uaint students with different subsystems of Human 3esource Management
and their importance.
The students would also be able to appreciate the importance and applications of
industrial relations and different legislations related the same.
2. C,2+4& D2+.(),1!
consists of -( sessions of :) minutes each and carries a Ceight-age of 5) mars.
. C,2+4& ',1(&1(!
M,/25
& N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I S(+.(&3)' +,5& ,% HRM .1/ 426404(&-4!
2ntroduction to Human 3esource Management
The Strategic 3ole of Human 3esources Management.
8ob Analysis.
H3 !lanning and 3ecruiting
1mployees Testing and Selection
9 20
II HR 426404(&-4 J II
2nter$iewing Candidates
Training and &e$eloping 1mployees
!erformance Management and Appraisal
Managing Career and >air Treatment
9 20
III HR 426404(&-4 J III
1stablishing Strategic !ay !lans
!ay for !erformance and >inancial incenti$es
Managing /lobal Human resources
Managing Strategic @rgani%ational 3enewal
9 20
IV I1/24(+).5 R&5.(),14
2ndustrial 3elations N &efinitions and Main Aspects
Trade #nion 'egislations, Methods of settling 2ndustrial
&isputes, Collecti$e Bargaining, 'egislations
Concerning Settlement of 2ndustrial &isputes
9 20
V L.6,2+ L&3)45.(),14
>actories Act, 2nternational 'abor @rgani%ation
'abor Management Cooperation,Corers= !articipation
in Management, !ayment of Cage 'egislation
Minimum Cage 'egislation, 1;ual 3emuneration
'egislation
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page ** o$ %&'
". T&.'9)13 M&(9,/4!
+b. &iscussions on issues.
>. E*.52.(),1!
elements"
1$aluation.
?. T&B(6,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 /argy &essler
and Bi0u EareryN
Human 3esources
Management
!rentice Hall
2ndia , !earson
1ducation N 5))6
2ndian 3eprint
1le$enth 1dition +
or later .
T5 Sinha, Sinha and
Shehar
2ndustrial
3elations, Trade
#nions and 'abor
'egislations
!earson
1ducation, <ew
&elhi
>irst 2ndian !rint
5))- + or later.
GU/Syllabus MBA/ 09!0 "n#ards Page *' o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 /ome%-Me0ia,
Balin and Cardy
Managing Human
3esources
!earson
1ducation
Third 1dition
35 S.C.Sri$asta$a 2ndustrial
3elations H 'abor
'aws
Eias !ublishing
House !$t 'td
>ourth 3e$ised
1dition
36 !. 8yothi and &. <.
Eenatesh
Human 3esource
Management
@7ford #ni$ersity
!ress
'atest 1dition
3- C.B.Mamoria H
S.E./anar
A Te7t boo of
Human 3esource
Management
Himalaya
!ublishing House
!$t. 'td
'atest 1dition
3( M. 'all Human 3esource
Management
3: &a$id 'epa,
Many /owar
Human 3esource
Management
3? >isher,
Schoenfeldt, Shaw
Managing Human
3esource
Cengage 'earning 'atest 1dition
3B Snell, bohlander Human 3esource
Management
Cengage 'earning 'atest 1dition
39 E. S. !. 3ao Human 3esource
ManagementN
Te7t and Cases
34) !. Subba 3ao 1ssential of
Human 3esource
Management and
2ndustrial
3elati$esS Te7t,
Case and /amer
344 A. M. Sheih, Human 3esource
&e$elopment and
Management
S. Chand 'atest 1dition
345 3. S. &a$ar !ersonnel
Management and
2ndustrial
3elations
Eias 'atest 1dition
346 8ohn M.
2$ance$ich
Human 3esource
Management
Tata Mc/raw Hill <inth 1dition
34- Chandra,
!rasanna +5))B.
Human 3esource
Management
!earson Second 1dition,
5)):.
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.! Human Capital,
2ndian 8ournal of 2ndustrial 3elations, H3M 3e$iew, 2ndian 8ournal of Training and
&e$elopment.
GU/Syllabus MBA/ 09!0 "n#ards Page *+ o$ %&'
C,2+4& C,/&! C20>
M.1.3&-&1( S')&1'& (MS#
1. C,2+4& O6<&'()*&"
To help students de$elop sills in structuring and analy%ing $arious
@perations 3esearch +@3. problems for managerial decision maing by
using basic @3 tools and techni;ues.
To learn to implement $arious management science software pacages.
2. C,2+4& D2+.(),1!
The course is di$ided into fi$e modulesS each module has 9 sessions of :) minutes
each.
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25& / S26--,/25& S&44),14 M.+D4
(U1).
EB.-#
I <ature of @3 problem, steps in @3 problem,
Solution of '.!.!. by /raphical Method and
Sol$ing through Computer Software lie 17cel
Sol$er, etc. >ormulation of '! problems
9 20
II &uality and its implications, 2ntroduction to
sensiti$ity analysis, 2nteger and /oal
programming problems +only formulation and
solution of two $ariable case. Case studies of
'!, 2!, and /!.
9 20
III Transportation Models, >ormulation, Solution
procedure, 2nitial Basic >easible Solution and
@ptimal Solution, Assignment !roblem and its
solution, Tra$elling Salesman !roblem.
Transhipment problem and other applications
of transportation problem.
9 20
IV <etwor techni;ues, Minimum Spanning Tree,
Shortest 3oute and Ma7imal >low
Techni;ues, >ormulation, Solutions and their
applications.
9 20
V 2ntroduction to simulation, Fueuing !roblems
+only basic model., Maro-$ian Analysis and
its applications, /ame theory and its
applications.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page *9 o$ %&'
". T&.'9)13 M&(9,/4!
+b. &iscussions on issues and techni;ues of business research.
>. E*.52.(),1!
elements"
1$aluation.
?. T&B(6,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 >redric S Hiller,
Mar S Hiller
2ntroduction to
Management Science N
a modelling and Case
studies approach with
spreadsheets
Tata Mc/raw
Hill
'atest 1dition
T5 Anderson 2ntroduction to
Management Science
Thompson
'earning
'atest 1dition
?. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Bernard C. Taylor 2ntroduction to
Management
Science
!rentice Hall 9
th
1dition
35 Stephen /. !owell
and Qenneth 3.
Baer
Management
Science" The Art of
Modeling with
Spreadsheets
17cel 'atest 1dition
36 <. &. Eora Fuantitati$e Methods TMH 'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page '0 o$ %&'
3- &a$id 3.
Anderson, &ennis
8. Sweeney,
Thomas A.
Cilliams, and
8effrey &. Camm
An 2ntroduction to
Management
Science +with Bind-2n
!rinted Access Card.
Thompson 'atest 1dition
3( 8ohn A. 'awrence
and Barry A.
!asternac
Applied Management
Science" Modeling,
Spreadsheet
Analysis, and
Communication for
&ecision Maing
Ciley 'atest 1dition
3: 8. Q. Sharma Fuantitati$e
Techni;ues for
Managerial
&ecisions
MacMillan 'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.! @peration research,
@perations 3esearch Fuarterly, Eialpa, &ecision, etc.
GU/Syllabus MBA/ 09!0 "n#ards Page '! o$ %&'
C,2+4& C,/&! C20?
M.+D&()13 M.1.3&-&1( (MM#
1. C,2+4& O6<&'()*&"
The ob0ecti$e of this course is to familiari%e the students with the mareting
concepts and practices and de$elop their analytical sills, conceptual abilities and
substanti$e nowledge in the aforesaid field. 2t sees to achie$e the ob0ecti$e by
helping the participants to undergo meaningful e7ercises in decision maing in a
$ariety of real life situations. This course is intended to be a foundation course for
those who plan to do further wor in mareting in the second year. 2t is also
designed to ser$e as a terminal course for those not intending to speciali%e in
mareting.
2. C,2+4& D2+.(),1!

. C,2+4& C,1(&1(4!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I U1/&+4(.1/)13 M.+D&()13 M.1.3&-&1(7
M.+D&()13 E1*)+,1-&1( G M.+D&()13 )1%,+-.(),1
404(&-4
4. Mareting concepts H practices
5. &e$eloping mareting strategies H plans
6. Scanning the mareting en$ironment
-. Mareting 2nformation system including
Mareting 3esearch H demand forecasting and
estimation
9 20
II A1.50E)13 B20)13 B&9.*),2+ .1/ S(+.(&3)'
M.+D&()13
4. Analy%ing Consumer marets and Consumer
Buying Beha$iour.
5. Analy%ing Business Marets and Business
Buying Beha$iour.
6. Maret Segmentation H targeting
-. &ifferentiation H positioning strategies
(. !roduct life-cycle mareting strategies
:. &ealing with maret competition
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page '% o$ %&'
III $+,/2'( S(+.(&3)&47 D&4)31)13 S&+*)'&47
B+.1/)13 .1/ $+)')13
4. Setting !roduct strategy
5. Creating brands and brand e;uity
6. &e$eloping !ricing strategies and programs
-. &esigning and managing Ser$ices
9 20
IV D&4)31)13 I1(&3+.(&/ M.+D&()13 C9.11&54 .1/
I1(&3+.(&/ M.+D&()13 C,--21)'.(),14
4. &esigning and Managing 2ntegrated Mareting
Channels
5. Managing 3etailing, Cholesaling and 'ogistics
6. &esigning and Managing 2MC
-. Managing Mass Communications
(. Managing !ersonal Communications
9 20
V C+&.()13 L,13-(&+- G+,=(9 .1/ C,1(&-:,+.+0
M.+D&()13 $+.'()'&4
4. 2ntroducing <ew Maret @fferings
5. Tapping /lobal marets
6. Managing a Holistic Mareting @rgani%ation
-. Mareting 1thics
(. <ew Technology and Mareting
9 20
". T&.'9)13 M&(9,/4!
+a. Case discussions co$ering a cross section of decision situations.
>. E*.52.(),1!
elements"
1$aluation.
GU/Syllabus MBA/ 09!0 "n#ards Page '& o$ %&'
?. T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Qotler, Qeller,
Qoshy and 8ha
The base boo for
the course is
KMareting
Management, A
South Asian
!erspecti$eL
!earson
1ducation
'atest edition
T5 3amaswami H
<amaumari
Mareting
Management"
2ndian conte7t
Macmillan
+2ndia. 'imited,
<ew &elhi.
>irst 2ndian !rint
5))- + or later.
T6 Baines, >ill H
!age
Mareting @7ford
#ni$ersity
!ress
>irst 2ndian
edition 5))9
@. R&%&+&1'& B,,D4! (L.(&4( .*.)5.65& &/)(),14 49,25/ ,150 6& ',14)/&+&/#
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Stanton, 1t%el,
Caler
>undamental of
mareting
Mc/raw Hill 2nc.
<. Por
'atest 1dition
35 Tapan !anda Mareting
Management
36 Arun Qumar, <.
Meenashi
Mareting
Management,
Eias
!ublishing
House <. &elhi
'atest 1dition
3- 3a0an Sa7ena Mareting
Strategies
Tata-Mc/raw
Hill !ublishing
Company, <ew
&elhi.
'atest 1dition
3( !anwar 8. S., Mareting in the
new 1ra
SA/1 'atest 1dition
3? Ma%umdar
3amanu0
Mareting
Strategies,
Allied
!ublishers 'td.
<ew &elhi.
'atest 1dition
345 8oel 3. 1$ans,
Barry Berman
Mareting
Management
Ceangage
'earning
'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
8ournal of Mareting +American Mareting Association., 2ndian 8ournal of Mareting
Mareting Master Mind, Brand 1;uity in the 1conomic Times, Business Standard etc.
GU/Syllabus MBA/ 09!0 "n#ards Page '( o$ %&'
C,2+4& C,/&! C20@
$+,/2'(),1 G O:&+.(),14 M.1.3&-&1( ($OM#
1. C,2+4& O6<&'()*&
The ob0ecti$e of the course is to"
a. #nderstand the role of the operations management +@M. function in the
functioning of an organi%ation and
b. @ffer a broad sur$ey of the concepts and tools used in operations
management.
2. C,2+4& D2+.(),1!
The course is di$ided into fi$e modules. 1ach module consists of -( sessions of :)
minutes each and carries a Ceight-age of 5) mars.
. C,2+4& ',1(&1(!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I #nderstand the importance of the @M function and its
strategic importance, $arious types of manufacturing
and ser$ice systems, the systems approach to @M.
2ntroduction to @perations Management, operations
strategy and competiti$eness, product design and
process selection for manufacturing and ser$ices.
>acility location and layout.
9 20
II #nderstand the basis of in$entory management
decisions, the hierarchical approach to planning and
$arious methods of in$entory management.
>orecasting, in$entory systems for independent
demand, in$entory management under uncertain
demand, in$entory systems for dependent demand,
aggregate planning.
9 20
III #nderstand $arious methods of operations
scheduling and the management large pro0ects.
@perations scheduling, pro0ect management.
9 20
IV #nderstand the issues associated with the
management of ;ueues and the management of
supply chains. The management of ;ueues,
applications in manufacturing and ser$ices, supply
chain management.
9 20
V #nderstand the concepts of ;uality management and
the usage of statistical tools for ;uality management.
&e$elop an understanding of 8apanese
manufacturing management philosophies. Fuality
management, statistical ;uality control, 82T production
systems.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page ') o$ %&'
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B(6,,D4 (L.(&4( E/)(),1#!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Cillium 8
Ste$nsons
@perations
Management
Tata Mc graw
Hill 9 th edition
T5 Hei%er, 8ay and
3ender,
Barry,8agadish
3a0shear
@perations
Management
!earson
1ducation 9th edition
GU/Syllabus MBA/ 09!0 "n#ards Page '* o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Buffa, 1lwood S.
and Sarin, 3aesh
Q
Modern
!roduction and
@perations
Management,
8ohn Ciley and
Sons+Ciley
2ndia.
B
th
edition
35 Qachru #pendra !roduction and
@perations
Management
17cel Boos.
4st 1dition
36 Shah, 8anat, Supply Chain
Management"
Te7t and Cases
!earson
1ducation. 'atest 1dition
3- Q. Aswathappa
and Q. Shridhara
Bhat
!roduction and
@perations
Management
Himalaya
!ublications 5))9 or later.
3( S. A. Chunawala,
&r. !atel
!roduction and
@peration
Management
Himalaya
!ublications
'atest 1dition
3: 1$ans , Collier @peration
Management
Cenagage
'earning
'atest 1dition
3? 3obert Qlassen,
'arry 8. Menor
Cases in
@perations
Management
SA/1 'atest 1dition
3B >ran 3owbothan @perations
Management in
Conte7t
Butter Corth
Heinemann
'atest 1dition
39 Chase 3. B.,
8acobs, >. 3.,
A;uilano, <. 8. and
Agarwal <. Q.,
@perations
Management for
Competiti$e
Ad$antage
Tata Mc/raw-
Hill
44th edition
34) 3ussell, 3oberta
S. and Taylor,
Bernard C
@perations
Management
Along the Supply
Chain,
8ohn Ciley and
Sons +Ciley
2ndia.
:th 1dition
344 Qanisha Bedi !roduction and
@peration
Management
@7ford
#ni$ersity !ress
5nd 1dition +or
later.
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
!roducti$ity 8ournal, 2ndian Management, Business 2ndia, Supply Chaine, etc.
GU/Syllabus MBA/ 09!0 "n#ards Page '' o$ %&'
C,2+4& C,/&! C20A
B24)1&44 R&4&.+'9 M&(9,/,5,30 (BRM#
1. C,2+4& O6<&'()*&"
To familiari%e students with the types of business problems often faced by
corporate entities and to help them de$elop insights about basic concepts of
research designs and methodology aimed at sol$ing business problems.
2. C,2+4& D2+.(),1!
The course is di$ided into ( modulesS each module has : sessions of :) minutes
each.
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25& / S26--,/25& S&44),1
4
M.+D4
(U1).
EB.-#
I I1(+,/2'(),1 (, B24)1&44 R&4&.+'9 .1/
R&4&.+'9 D&4)31
<ature and scope of business research,
information based decision maing and source of
nowledge. The research processS basic
approaches and terminologies used in research.
&efining research ;uestion and framing of
hypotheses. !reparing a research plan, ;ualitati$e
and ;uantitati$e research designs.
Sources of secondary data.
>eedbac and re$iew , case analysis.
? 20
II. M&.42+&-&1( .1/ S'.5)137 D.(. S,2+'& .1/
D.(. C,55&'(),1
>ield researchS primary data collection from
obser$ations, sur$eys and e7perimentation.
Measurement and scalingS commonly used scales
in business research, reliability and $alidity of
scales.
&esigning instrument for data collectionS testing the
instrument, data collection process. Sampling
methods and procedures and sample si%e
decisions.
>eed bac and re$iew, Case analysis.
? 20
III. D.(. $+&4&1(.(),1 .1/ A1.504)4
1diting and coding of data, tabulation, graphic
presentation of data, cross tabulation. Testing of
hypothesesS type 2 and 22 errors, one tailed and two
? 20
GU/Syllabus MBA/ 09!0 "n#ards Page '+ o$ %&'
tailed tests of significance. !arametric and
nonparametric tests for uni$ariate and bi$ariate
data. Tests of associationS simple linear regression
and other nonparametric tests. 3esearch report
writing.
>eedbac and re$iew, Case analysis.
IV A/*.1'&/ R&4&.+'9 M&(9,/,5,30
>actor Analysis, Computer Aided 3esearch,
? 20
V. R&:,+( W+)()13 A1/ $+&4&1(.(),1
Criting and >ormatting of 3eports
Additional Statistics in 3esearch
Statistical Tests in Management 3esearch
? 20
". T&.'9)13 M&(9,/4!
+b. &iscussions on issues and techni;ues of business research.
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B(6,,D4 (L.(&4( E/)(),1#!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 &onald 3. Cooper
and !amela S.
Schindler
Business
3esearch
Methods +2U
edition.
Tata Mc/raw
Hill !ublishing
Company 'td.,
<ew &elhi
2U edition
T5 Vimund Cillium Business
3esearch
Methods,
Thompson
'earning
+5))6. B
th
edition
GU/Syllabus MBA/ 09!0 "n#ards Page '9 o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 &. Q.
Bhattacharyya
3esearch
Methodology
17cel Boos 5
nd
1dition or later
35 Bryman Alan Business
3esearch
Methods
@7ford
#ni$ersity !ress
+5)):. B
th
edition
36 !anneersel$am 3, 3esearch
Methods for
Business
8ohn Ciley H
Sons
+5))-. -
th
edition
3- Q. Aswathappa
and Q. Shridhara
Bhat
3esearch
Methodology
!rentice Hall of
2ndia
'atest 1dition
3( Alan Bryman,
1mma Bell
Business
3esearch
Methods
@7ford !ress 5
nd
1dition,
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('. !
Eialpa, &ecision etc.

GU/Syllabus MBA/ 09!0 "n#ards Page +0 o$ %&'
C,2+4& C,/&! C01
C,+:,+.(& S(+.(&3)' M.1.3&-&1( (CSM#
1. C,2+4& O6<&'()*&"
To help students de$elop sills in structuring and analy%ing $arious aspects of
Corporate Strategy and Strategic Management .2t will enable them in managerial
decision maing by conceptual as well as application orientation. &e$elopment of
Corporate Strategy in the conducts of the e7ternal en$ironment, resources and
stae holders e7pectations. +Both the Strategy formulation and implementation.
To learn to implement $arious strategies at corporate and business le$els.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25& / S26--,/25& S&44),14 M.+D4
(U1).
EB.-#
I 2ntroduction" understanding strategy
de$elopment. Analysis of the en$ironmental
forces with cases from 2ndian and
2nternational conte7ts
9 20
II Analysis of resources. Stae holder
e7pectations and purposes. The $arious
conflicts between ma0or and minor
staeholders
9 20
III Corporate le$el strategy. The le$els at which
corporate operate defining their strategies
Business le$el strategy. The le$els of
operation in different business structures and
the resultant conflicts and their resolutions
9 20
IV &irections and Methods of strategy
de$elopment. Suitability and applicability of
$arious methods depending upon different
situations and circumstances @rgani%ing for
success.
9 20
V 1nabling success. 2ndicators of success,
redefining success from time to time.
Managing Strategic change. Change
inter$entions sub0ect to situations and times
across the spectrum of corporate and
business profiles.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page +! o$ %&'
". T&.'9)13 M&(9,/4!
+b. &iscussions on issues and techni;ues of strategic aspects
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B(6,,D4 (L.(&4( E/)(),1#!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 /erry 8ohnson H
Qe$an Scholes
17ploring
Corporate
Strategy,
!rentice Hall 'atest edition
T5 Thomson H
Stricland
Strategic
Management
Tata Mc/raw N
Hill
'atest edition
T6 Hitt ,2reland H
Hosisson
Strategic
ManagementS
Competiti$eness
H /lobali%ationS
Concepts "
Cases
Thomson
+South
Cestern.
'atest edition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Michael !orter Competiti$e
ad$antage"
Creating and
Sustaining
Superior
!erformance
>ree !ress 'atest edition
35 >red 3. &a$id Strategic
Management
GU/Syllabus MBA/ 09!0 "n#ards Page +% o$ %&'
Concepts H Cases
36 3obert A. !itts,
&a$id 'ei.
Strategic
Management
Building and
Sustaining
Competiti$e
Ad$antage
Thomson South
N
Cestern
'atest edition
3- &. 8. Collis and C.
A. Montgomery
Corporate
Strategy" A
3esource-Based
Approach
Mc/raw-Hill 'atest edition
3( !ana0 /hemawat Strategy and the
Business
'andscape
!rentice Hall 'atest edition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.! 8ournal of Strategic
Management, Business Corld, Business 2ndia, The Times of 2ndia, The 1conomic
Times

GU/Syllabus MBA/ 09!0 "n#ards Page +& o$ %&'
C,2+4& C,/&! C02
M.1.3&-&1( C,1(+,5 S04(&-4 (MCS#
1. C,2+4& O6<&'()*&!
To inculcate the awareness about control systems in the business
management en$ironment
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I Chapter 4, and chapter 6 and chapter -
Boundaries of management control, formal and
informal ,control system, functions of the
controller, responsibility centre, re$enue centre
e7pense centre administration and 3H & centres
and mareting centres
9 20
II Chapter (, Business unit as profit centre, other
profit centre and measuring profitability
chapter :, Transfer pricing methods and their
ob0ecti$es, ,!ricing Corporate ser$ices
administration of transfer prices
9 20
III Chapter ? 1EA $,s 3@2
Chapter 9, Budget preparation nature and budget
preparation process
Chapter 4), Eariance analysis and limitation of
$ariance analysis
9 20
IV Chapter 44 ,!erformance measurement and
interacti$e control
chapter 45 ,organisational incenti$es , incenti$e
compensation plans. 2ncenti$es for corporate
@fficers and Business units managers
and chapter 4- , !rofessional , >inancial
Ser$ices organisation , Health care @rganisation
<on-profit organisations
9 20
V Chapter 4( Multinational @rgani%ations, Transfer
!ricing 17change rates
and Chapter 4: nature of pro0ect , !ro0ect
planning e7ecution and e$aluation
9 20
Chapter <o 5, B and 46 from the te7t boo is not included in the course out line as
some duplication with corporate strategy , @S& course is found in the content part
GU/Syllabus MBA/ 09!0 "n#ards Page +( o$ %&'
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 3obert <. Anthony
Ei0ay /o$indra0an
Management
Control Systems
Tata M,c
graw hill
TMH !ublishing
company
Special 2ndian 45
edition
T5 3obert <. Anthony
and !ro &eardon
Management
Control System te7t
and case
Third edition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 !ro.Mahesh S.
Halale
Management
control systems
1$erest
!ublishing
House
>irst edition
5)):
35 < /hosh Management
Control systems
!rentice hall of
2ndia !$t 'td
<ew &elhi
Second !rinting
5)):
36 Subhash Sharma Management
Control systems-
te7t and cases
Tata Mc graw
hill 49BB
GU/Syllabus MBA/ 09!0 "n#ards Page +) o$ %&'
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
+4. Business standard + 5. 1conomic Times + 6. other Business maga%ines
'ist of cases which may be discussed in the class
Case wallace bo7 or stuert bo7 gi$en in the earlier 4) edition
Case 4.4 <#C@31 corporation +A. and +B.
Case 5.4 , 5.5 , 5.6, encyclopaedia Britannica
Case 6.6 3endell Company
Cases :.6 /eneral Appliance Corporation
Case Carren Corporation on Transfer pricing
Case 4-.( Chemical ban page :(-
Case :.6 /eneral appliances Corporation page 5(:
Case :.4 Transfer pricing problems page 5-B
Case ?..5 2n$estment centre problems page 594
Any another contemporary transfer pricing related issues court case from the
contemporary legal , economic en$ironment e.g. Supreme court case of 32' $,s
3<3' etc.

GU/Syllabus MBA/ 09!0 "n#ards Page +* o$ %&'
C,2+4& C,/&! C0
B24)1&44 L.=4 (BL#
1. C,2+4& O6<&'()*&4!
The ob0ecti$es of the course are"
4. To sensiti%e the students as also help them appreciate the o$erall legal
framewor within which business acti$ities are carried out.
5. To create awareness in respect of rules and regulations affecting $arious
managerial functions.
2. C,2+4& D2+.(),1!
. C,2+4& ',1(&1(4!
The course will contain following modules"
M,/25&
N,.
M,/25&4 / S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I I1/).1 C,1(+.'( A'(71A@2
/eneral !rinciples of Contract Act- Sections 4 T@
?( of the act - 2ntroduction, 1ssentials of a $alid
contract, performance and discharge of a
contract, remedies on breach of a contract, Fuasi
contracts, contingent contracts, etc
S:&')%)' C,1(+.'(4
Sections 45- T@ 56B+Bare act. e.g. 2ndemnity,
guarantee, bailment, pledge, agency, etc.
3ights H &uties of the respecti$e parties,
applications in the business world.
9 20
II C,-:.1)&4 .'(719>? 2ntroduction, >ormation of a
company+M,A H A,A.,!rospectus, Meetings,
Appointment and remo$al of directors, etc.
N&3,().65& I14(+2-&1(4 A'(7 1AA1
2nstruments, Types of <egotiable instruments and
their essential features, !arties to negotiable
instruments, &ischarge of parties from liabilities,
&ishonour of Che;ues due to insufficiency of
funds, etc
9 20
III S.5&4 ,% G,,/4 A'(7 190.
Contract of sale and its features, conditions H
warranties, 3ights of an unpaid seller, etc.
C,142-&+ $+,(&'(),1 A'(7 19A?
2ntroduction, Consumer H consumer disputes,
Consumer protection councils, $arious consumer
disputes redressal agencies
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page +' o$ %&'
IV I1%,+-.(),1 T&'91,5,30 .'(72000
2ntroduction, &igital Signature, 1lectronic
/o$ernance, cyber crimes and remedies.
1lectronic records, Controlling and certifying
authority, cyber regulation appellate tribunals.
9 20
V I1(&55&'(2.5 $+,:&+(0 R)39(4(I$R4#
2ntroduction, their ma0or types lie !atents,
Trademars, Copyrights, 2ndustrial designs, etc.
2mportant pro$isions with respect to registration,
renewal, re$ocation, remedies in case of
infringement, etc.
9 20
". T&.'9)13 M&(9,/4!
+b. &iscussions on issues and techni;ues of strategic aspects +c.
!ro0ects, Assignments, Fui%%es, Class participation etc
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!
Any of the following boos may be used as base boo for this course. Howe$er,
students are also e7pected to refer boos by other authors on the sub0ect. A
suggesti$e list of reference boos is also gi$en here. They are also supposed to read
business maga%ines and 0ournals related to the sub0ect.
S+.
N,.
A2(9,+4 N.-& ,% (9&
B,,D4
$265)49&+ E/)(),1 G Y&.+
,% $265)'.(),1
T4 !rof Ahileshwar
!atha
'egal Aspects of
Business
Tata Mc/raw
Hill
-
th
1dition
T5 <. &. Qapoor Mercantile 'aw Sultan Chand 'atest 1dition
T6 S S /ulshan Business 'aw 17cel Boos 6
rd
1dition
T- 3a$indra Qumar 'egal Aspects of
Business
C1</A/1
'earning
5))9 1dition
T( !rof.+Cmde. ! Q
/oel
( Business 'aw
for Managers
Bi%tantra
publication
5)4) 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page ++ o$ %&'
T: Q. 3. Bulchandani Business 'aws for
management
Himalaya
!ublishing
House, Bombay
(th 1dition
T? Bare Acts where e$er re;uired
@. R&%&+&1'& B,,D4!
Separate commentaries are a$ailable on different laws and 2nstitutes and >aculties
are re;uested to ha$e them in library. e.g.
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
34 ' Bently H B
Sherman
2ntellectual !roperty 'aw @7ford 6
rd
1dition
5))9
35 S S /ulshan Company law 17cel Boos 5
nd
1dition
36 !olloc H Mulla 2ndian Contract act-V,5 I G
II
'atest 1dition
3- 3amaswamy, Contracts and their
management
B S 'atest 1dition
3( 8ustice
1radi,Balarishna
Consumer protection
0urisprudence
(
th
1dition
3: Einod E Sople Managing 2ntellectual
!roperty-The Strategic
!erspecti$e
!H2
!ublication
5)): 1dition
And many more. This is 0ust illustrati$e
A. L)4(4 ,% J,2+1.54/ $&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
8ournal of Business 'aws, 'egal Aspects of Business. 2t is re;uested that students
are enabled to understand and appreciate the applications of $arious business
laws in $arious managerial functions. This may be ensured by asing them to study
and prepare assignments on different business laws as applicable to their
functions.
NB! !lease note that while the brea up of the syllabus is gi$en in modular structure
for sae of easy handling of the course, the faculty,paper-setter is free to decide
on the setting of ;uestion paper based on relati$e importance of the
module,topic. 2t is e7pected that a balanced $iew is taen while setting the paper.
GU/Syllabus MBA/ 09!0 "n#ards Page +9 o$ %&'
C,2+4& C,/&! C$
$+,<&'( S(2/0
OBJECTIVES
The ob0ecti$e of this course is to prepare the students to conduct a study of an
2ndustry,organi%ation utili%ing the tools and techni;ues learned in the two years of the
programme.
The focus of the study could be an in depth analysis of an industry and within the
industry study of an organi%ation as a case study. The emphasis is on macro and
micro le$el study of issues,problems. Alternati$ely, if an organi%ation has a problem,
its diagnosis and solution in the form of an analytical analysis or model building could
be considered which can be implemented. The comprehensi$e pro0ect study could
also be carried out as a comparati$e analysis of the same industry in different
countries, if feasible.
The pro0ect should ha$e substantial and primary data. The student is e7pected to
conduct a detailed sur$ey of literature,analysis of secondary and primary data. 2n
case of a status report of an industry, it is e7pected that the student collects all
aspects related to a particular industry analy%e data and present the findings.
!rior to conduct of the study, a student in re;uired to prepare a short research
proposal of the study recommendations and it is also e7pected that the study would
lead to recommendation and implementable plans of action.
T0:&4 ,% $+,<&'(4!
4. Comprehensi$e case study of 2ndustry.
5. @rgani%ational study aimed at inter-organi%ational comparison , $alidation of
theory ,sur$ey of management practices.
6. >ield study +empirical study. with respect to any research issue.
+>easibility studies as comprehensi$e pro0ect are not acceptable.
EB:&'(&/ %,+-.( %,+ :+&:.+.(),1 ,% (9& :+,:,4.5
2ntroduction and Statement of !roblem
Short 'iterature Sur$ey
3esearch &esign H Hypothesis, if any
3esearch Methodology
&ata Sources
Time Budget
Tentati$e Chapter !lan
17pected Contribution of the study
Beneficiaries
A short write up on the researcher
Bibliography,Appendices, if any
R&:,+( F+.-&=,+D
2nitial pages
17ecuti$e summary
2ntroduction,statement of problem
&etailed sur$ey of literature
Methodology , >ocus , Scope , 'imitations
Te7t of the study including analysis
Conclusions and 3ecommendations including plan of action
Bibliography
Appendices
F,+-.( ,% $+&4&1(.(),1
4. The student in e7pected to follow the re;uired style for presentation of the
report including Tables, 3eferences, Bibliography and Appendices.
5. 'iterature Sur$ey should be related to the problem of study. 3e$iew of the
studies in the area and critical e7amination of them including conclusions of the
student should form part of the literature sur$ey.
6. Acnowledgement of all sources of information through footnoting and
biography is an essential re;uirement of the study.
GU/Syllabus MBA/ 09!0 "n#ards Page 9! o$ %&'
C,2+4& C,/&! C"01
N&= E1(&+:+)4& .1/ I11,*.(),1 M.1.3&-&1( (NE G IM#
1. O6<&'()*&4!
The ob0ecti$es of the course are!
4. Help students assess their entrepreneurial potential and de$elop the
confidence to $enture into challenging career of entrepreneurship.
5. To create and urge among them to become entrepreneurial manager
should they decide to tae up 0ob as a manager in an organi%ation.
6. !repare a banable business plan which can be considered prere;uisite
for starting and obtaining finance particularly from $enture finance, public
issue etc.
-. #nderstand aspects of starting a new $enture.
(. To help them understand and appreciate challenges of starting and
managing new $entures
:. >rame and de$elop start up strategies #nderstand issues and problem
pertaining to growth stage including delegation, formali%ation of system
and H3 issues.
2. C,2+4& D2+.(),1!
. C,2+4& ',1(&1(4!
M,/25&
N,.
T,:)'4/ S26 (,:)'4 S&44),1
4
M.+D4
(U1).
EB.-#
I E1(+&:+&1&2+49):!
1ntrepreneurship and enterprise" concept, 3ole
in economic de$elopment. 1ntrepreneurial
competencies" awareness, assessment H
de$elopment.
Simulation 17ercise on goal setting in
entrepreneurship.
1ntrepreneurial and intrapreneurial mind.
2nternational entrepreneurship opportunities
9 20
II B24)1&44 $5.1!
1merging business opportunities" Sources and
assessment. Business plan" concept, methods,
analysis and interpretation. Source of e7ternal
finance, short term as well as long term.
2nformal ris capital and $enture capital.
>inancial statements, B1!, 3atios and pro0ect
appraisal criteria=s, >easibility studies N
>inancial, Technical, 1n$ironmental, Mareting.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page 9% o$ %&'
III S(.+( U:!
2nstitutional support to start up and incenti$es
for SS2. statutory obligation in starting a unit
+ general lie 2ncome ta7, EAT, CST or /ST,
ser$ice ta7, e7cise and customers, labour laws,
etc .. Start up Strategy. &ealing with outside
agencies lie consultant, contractors etc. Qey
mareting issue of new $enture. Starting a
>ranchising business. Starting an e-commerce
$enture. Buying a running business.
9 20
IV M.1.3)13 G+,=)13 V&1(2+&
/rowth, ob0ecti$e and strategy. Managing
growth. Accessing resource from e7ternal
sources for financing growth including public
issue. Merger, amalgamation, 0oint $enture,
collaboration and selling business.
9 20
V I11,*.(),1 M.1.3&-&1(
2nno$ation management an introduction.
@rgani%ational setup that facilitate inno$ations.
Management of research and de$elopment.
Strategic alliances and networs. &e$eloping
effecti$e implementation mechanisms.
!resentation of inno$ations assignment.
9 20
". T&.'9)13 M&(9,/4!
(.# Case discussion co$ering a cross section of decision situations.
(6# &iscussions on issues and techni;ues of Mareting.
('# !ro0ects, Assignments, Fui%%es, Class participation etc
>. E*.52.(),1!
elements"
1$aluation.
GU/Syllabus MBA/ 09!0 "n#ards Page 9& o$ %&'
?. T&B( B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
T4 3obert &. Hisrich,
Michael ! !eters
and &ean A
Shepherd
1ntrepreneurship TMH :
th
1dition or
'atest 1dition
T5 !. C. 8ain Hand boo for <ew
entrepreneurs
T6 !aul Trot 2nno$ation Management
and <ew product
de$elopment
!earson -
th
edition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
34 S. <agendra and E.
S. Man0unath
1ntrepreneurship and
Management
!earson
1ducation
5))B
35 !. <arayana 3eddy 1ntrepreneurship Te7t
and Cases
Cengage 5)4)
36 T. C. Vimmerer and
<.M. Scarborough
1ssentials of
Small Business
Management
!rentice Hall 5))5
3- C. A. Sahlman,
H.H. Ste$enson, M.
8. 3oberts and Amar
Bhinde
1ntrepreneurial
Eenture
Har$ard
Business
School !ress
4999
3( B.M. !atel !ro0ect Management
Strategic >inancial
!lanning 1$aluation
and Control
E2QAS 5)))
3: 8ac M. Qaplan !atterns of
1ntrepreneurship
3? Bruce 3. Barringer
and 3. &uane
2reland
1ntrepreneurship
successfully launching
<ew $entures
!earson
1ducation
5)):
3B 8oe Tidd, 8ohn
Bessant, and Qeith
!a$itt
Managing 2nno$ation Ciley 'atest 1dition
39 !eter >. &rucer
Affiliated
2nno$ation and
entrepreneurship
1ast NCest
<ews papers
'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page 9( o$ %&'
34) Timmons, Spinelli <ew Eenture Creation
1ntrepreneurship for
54
st
Century
TATA
Mc/raw Hill
?
th
1dition
344 <andan >undamental of
1ntrepreneurship
!H2 'atest 1dition
345 3. /opal, !radip
Man0rear
2nno$ation
Management
346 !oonam
Charantimath
1ntrepreneurship
&e$elopment
34- Bholanath &utta 1ntrepreneurship
Management
A. L)4( ,% J,2+1.54/ $&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
Business Standard, The 1conomic Times, >inancial 17press, Business Maga%ines
lie Business Today, 0ournals lie The 0ournal of 1ntrepreneurship, 1ntrepreneurship
and regional de$elopment, 8ournal of Business $enturing, Small enterprise
de$elopment, 1ntrepreneurship Theory and !ractice.
GU/Syllabus MBA/ 09!0 "n#ards Page 9) o$ %&'
C,2+4& C,/&! "02
O+3.1)E.(),1 D&4)31 G L&./&+49):
1. C,2+4& O6<&'()*&!
To sensiti%e the students about the significance of organi%ation design and its
linages with other elements such as strategy. &e$elop basic concepts in
organi%ation design, its elements and alternati$es. The course also focuses on
leadership theories
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25&
N,.
M,/25&4 / S26-M,/25&4 S&44),14 M.+D4
(U1).
EB.-#
I >oundations of 'eadership Thought
Contemporary 'eadership Theories
9 20
II 2ntroduction to @rgani%ation &e$elopment
@& as !lanned Change
#nderstanding 3esistance to Change
!erson->ocused 2nter$entions
9 20
III 3ole->ocused 2nter$entions
!rocess Consultation
Sur$ey >eedbac
9 20
IV Action 3esearch
Myths of @& that bloc best wor
9 20
V Student !resentations on >ield !ro0ects 9 20
". T&.'9)13 M&(9,/4!
A. Concept &iscussion
B. Case &iscussion
C. !ro0ects, Assignments, Fui%%es, Class !articipation
>. E*.52.(),1!
The e$aluation of participants will be on continuous basis comprising of the
following elements"
1$aluation.
GU/Syllabus MBA/ 09!0 "n#ards Page 9* o$ %&'
?. T&B( B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
T4 3obbins
3amnarayan
H 3ao
@rgani%ation Beha$ior
@rgani%ation &esign
!earson
Sage
'atest 1dition
T5 3ichard &aft. @rgani%ation Theory and
&esign
South-Cestern
College
'atest 1dition
T6 Tushman and
Anderson
Managing Strategic
2nno$ation and Change
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
34 &a$id 8obber,
/eoffrey
'ancaster
Selling H Sales
Management
!earson
1ducation
'atest 1dition
35 Tanner,
Honeycutt,
1rffmeyer
Sales Management !earson
1ducation
'atest 1dition
36 Mar C.
8ohnston,
/reg C.
Marshall
Sales >orce Management The Mc/raw-
Hill Companies
'atest 1dition
3- Cilliam '.
Cron,
Thomas 1.
&eCarlo
Sales Management Ciley N 2ndian
1dition
'atest 1dition
3( &r. S. '. /upta Sales H &istribution
Management
3: !anda Tapan
Q.,
Sahade$ Sunil
Sales H &istribution
Management
@7ford
#ni$ersity
!ress
'atest 1dition
3? 8acson,
&.C. +8r..S
Cunningham,
Selling The !ersonal
>orce in Mareting
8ohn Cilley H
Sons
'atest 1dition
3B 8ohnson >.M.,
Qurt% &.'.,
Scheuing 1.1.
Sales Management"
Concepts, !ractice, and
Cases
The Mc/raw-
Hill Companies
'atest 1dition
39 8ohn '.
/attorna
Handboo of 'ogistics H
&istribution Management
8aico 'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page 9' o$ %&'
A. L)4( ,% J,2+1.54/ $&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
8ournal of Mareting, !rofessional selling, 8ournal of !ersonal Selling H Sales
Mgmt., 8ournal of Mareting Channels, 8ournal of Supply Chain Mgmt.,
2nternational 8ournal of 3etail and &istribution Mgmt. etc.
N,(&!
$&/.3,30 .1/ E*.52.(),1
The Course would be conducted through Student
!resentations followed by discussion facilitated by the faculty.
Case Studies and e7ercises will be used. The internal mars
can be earned through the following components"
5)* 2nternal 17am +Theory as well as Case Study.
4(* Class !resentation
4(* Short Amateur >ilm by Students +Camera or the
artistic ;uality not graded. on need,opportunity for
change followed by presentation on planned
inter$ention.
The film cannot be longer than ( minutes, the plan must be
written out fully and
highlighted using no more than ( minutes and ( minutes will
be set aside for F-A. Thus the
final presentations will be granting 4( minutes to each team
of <@ M@31 THA< TH311 ST#&1<TS 2< 1ACH.
GU/Syllabus MBA/ 09!0 "n#ards Page 9+ o$ %&'
C,2+4& C,/&! C"0
I1(&+1.(),1.5 B24)1&44 (IB#
1. C,2+4& O6<&'()*&" The course intends to gi$e the finer aspects of international
business to the students of MBA !rogramme. 2t is aimed to mae students reali%e that
2nternational Business is a combination of multiple disciplines brought together in a
systematic manner. The integration of /eneral Management, @perations, >inancial
Management, Mareting management as well as Human 3esources Management in
an international perspecti$e is essential to 2nternational Business.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25& / S26--,/25& S&44),1
4
M.+D4
(U1).
EB.-#
I /lobali%ation and 2nternational Business. The
Cultural 1n$ironments facing business. The
!olitical and 'egal 1n$ironments facing
Business
9 20
II The 1conomic 1n$ironments facing business.
/lobali%ation and Society.
9 20
III 2nternational Trade and >actor-Mobility
Theory. /o$ernment 2nfluence on Trade.
Cross-<ational Cooperation and Agreements.
/lobal >oreign- 17change Marets. The
&etermination of 17change 3ates
9 20
IV The Strategy of 2nternational Business.
Country 1$aluation and Selection. 17port and
2mport Strategies. &irect 2n$estment and
Collaborati$e Strategies. The @rgani%ation of
2nternational Business
9 20
V Mareting /lobally. /lobal Manufacturing and
Supply Chain Management. 2nternational
Accounting 2ssues. The Multinational >inance
>unction. Human 3esource Management.
9 20
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B(6,,D4 (L.(&4( E/)(),1#!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 &aniels,
3adebaugh,
Sulli$an and
Salwan
2nternational
Business-
1lements and
@perations
!earson
1ducation
45
th
1dition 5)4)
T5 @no$ist and
Shaw
2nternational
Mareting"
Analysis and
Strategy
!earson
1ducation
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 8ohny 8ohnson /lobal MaretingS
>oreign 'ocal
Mareting and
/lobal Mareting
Tata Mc-/raw
Hill
'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('! 8ournal of
2nternational Business, Har$ard Business 3e$iew, The 1conomic Times, Times,
Business Corld etc

C,2+4& C,/&! C"0"
E1*)+,1-&1( M.1.3&-&1( (EM#
1. C,2+4& O6<&'()*&!
To understand the importance of 1n$ironment in business as well as in life.
2dentifying renewable energy resources and how to mae right use of it.
Qnowing about the creation of alliances and partnerships that include people
participation in sa$ings of earth.
#nderstanding the role of technology in under the current scenario of
collaborations and clusters.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I The multidisciplinary nature of en$ironmental
studies &efinition, scope and importance
N.(2+.5 R&4,2+'&4" 3enewable and <on-
renewable resources, >orest resources, Cater
resources, Mineral resources, >ood resources,
1nergy resources, 'and resources. 3ole of an
indi$idual in conser$ation of natural resources.
1;uitable use of resources for sustainable
lifestyles.
9 20
II E',404(&-4! Concept, Structure and function,
Types, >orest ecosystem, /rassland ecosystem.
&esert ecosystem, A;uatic ecosystems +ponds,
streams, laes, ri$ers, ocean estuaries.
B),/)*&+4)(0 and its conser$ation at global,
national and local le$els, Threats to biodi$ersity,
Conser$ation of biodi$ersity
9 20
III E1*)+,1-&1(.5 $,552(),1" &efinition, Causes,
effects and control measures of Air pollution, Cater
pollution, Soil pollution Marine pollution, <oise
pollution, Thermal pollution, <uclear pollution
3ole of an indi$idual in pre$ention of pollution
S,5)/ W.4(& M.1.3&-&1(" Causes, effects and
control measures of urban and industrial
wastes, D)4.4(&+ M.1.3&-&1(" floods,
earth;uae, cyclone and landslides
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !0! o$ %&'
IV S,').5 I442&4 .1/ (9& E1*)+,1-&1(
>rom unsustainable to sustainable
de$elopment
#rban problems and related to energy
Cater conser$ation, rain water har$esting,
watershed management
3esettlement and rehabilitation of peopleS its
problems and concerns. Case studies.
1n$ironmental ethics" 2ssues and possible
solutions
Climate change, global warming, acid rain,
o%one layer depletion, nuclear accidents and
holocaust.
Casteland reclamation
Consumerism and waste products
1n$ironmental !rotection Act
Air +!re$ention and Control of !ollution. Act
Cater +!re$ention and control of !ollution. Act
Cildlife !rotection Act
>orest Conser$ation Act
2ssues in$ol$ed in enforcement of
en$ironmental legislation
!ublic awareness
And Case studies.
9 20
V H2-.1 $,:25.(),1 .1/ (9& E1*)+,1-&1(
WW!opulation growth, $ariation among nations
!opulation e7plosion N >amily Celfare
!rogrammes
1n$ironment and human health
Human 3ights
Ealue 1ducation
H2E , A2&S
Comen and Child Celfare
3ole of 2nformation Technology in
1n$ironment and Human Health
Case Studies
9 20
". T&.'9)13 M&(9,/4!
The Core Module Syllabus for 1n$ironmental Studies includes class room teaching
and field wor.
+a. &iscussion on concepts and issues on 1n$ironment.
GU/Syllabus MBA/ 09!0 "n#ards Page !0% o$ %&'
+b. F)&5/ W,+D" >ield e7perience is one of the most effecti$e learning tools for
en$ironmental concerns. This mo$es out of the scope of the te7t boo mode of
teaching into the realm of real learning in the field, where the teacher merely
acts as a catalyst to interpret what the student obser$es or disco$ers in his,her
own en$ironment. >ield studies are as essential as class wor and form an
irreplaceable synergistic tool in the entire learning process.
+c. Case discussion co$ering a cross section of effecti$e application of efforts
made for sa$ings of natural en$ironment.
+d. !ro0ects, Assignments, Fui%%es, Class participation etc
>. E*.52.(),1!
The e$aluation of participants will be on continuous basis comprising of the following
elements"
1$aluation.
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+ N.-& ,% (9& 6,,D $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
T4 1rech Bharucha 1n$ironmental Studies #ni$ersities
!ress
'atest 1dition
T5 Anindita Basa 1n$ironmental Studies !earson
1ducation
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+ N.-& ,% (9& 6,,D $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
34 Mano0 Tiwari,
Qapil Qhulbe,
Archana Tiwari
1n$ironmental Studies 2Q
2nternationa
l !$t. 'td.
'atest 1dition
35 &eesha &a$e,
S S Qatewa,
&eesha &a$e,
S S Qatewa
Te7tboo of 1n$ironmental
Studies
Cengage
'earning
2ndia
'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
GU/Syllabus MBA/ 09!0 "n#ards Page !0& o$ %&'
<ature, 8ournal of 1n$ironmental Management, 1n$ironment Times, 1n$ironmental
Health 8ournal etc.
GU/Syllabus MBA/ 09!0 "n#ards Page !0( o$ %&'
C,2+4& C,/&! F01
C,+:,+.(& T.B.(),1 G F)1.1').5 $5.11)13 (CTGF$#

1. C,2+4& O6<&'()*&!
The main ob0ecti$e of this course is to ac;uaint the students with corporate ta7ation
concepts and $arious ta7 H financial planning de$ices leading to better grasp of the
issues regarding corporate decision maing. !ro$iding necessary inputs to the
students for handling real life business problems efficiently using appropriate concepts
of ta7ation laws. To ac;uaint them with the salient features of ta7ation laws but
emphasis is laid on sound concepts and their managerial implications focusing on
financial planning.

2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I I1',-& T.B J I1(+,/2'(),1 G S.5.+0
I1',-&
Basic concepts and History
3esidential status H incidence of ta7
Charging section
2ncomes e7empt from ta7
2ncome under the head KsalaryL
9 20
II B24)1&44 - $+,%&44),1 I1',-&
2ncome under the head K !rofits and gains of
business or professionL section 5B to 65
2ncome under the head K !rofits and gains of
business or professionL section 66 to --
9 20
III C.:)(.5 G.)1 G O(9&+ $+,*)4),14
2ncome under the head K Capital gainsL
Clubbing of 2ncome
Set off and carry forward of losses
&eductions from gross total income and
computation of ta7 liability of companies
Ta7 deduction, collection at source
&ouble Ta7ation A$oidance Agreement
Concept
9 20
IV T.B.(),1 G F)1.1').5 $5.11)13 J I
Ta7 planning basic concepts
Ta7 planning with respect to Setting up a new
business
Ta7 planning with respect to location and
nature of business
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !0) o$ %&'
V T.B.(),1 G F)1.1').5 $5.11)13 J II
Ta7 !lanning with amalgamation
Ta7 !lanning with forms of business
organi%ation
Ta7 planning with respect to >inancial
management
Ta7 !lanning with managerial decisions, Ta7
!lanning with employee remuneration
9 20
". T&.'9)13 M&(9,/4!
4 +4. 'ectures H &iscussions
5 +5. Assignments H !resentations
6 +6. Case Analysis
-
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!

S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1
T4 E. Q. Singhania Students /uide to
2ncome Ta7
Ta7mann
!ublication
'atest 1dition
T5 E. Q. Singhania Ta7 !lanning H
Management
Ta7mann
!ublication
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1
34 &r. B. B. 'al &irect Ta7 Qonar 'atest 1dition
35 /irish Ahu0a H 3a$i
/upta
Corporate Ta7
!lanning H
Management
Bharat 'aw
House
'atest 1dition
36 /irish Ahu0a H 3a$i
/upta
&irect Ta7 'aws H
!ractice
Bharat 'aw
House
'atest 1dition
3- 1. A. Srini$as Corporate Ta7
!lanning
Mc /raw Hill 'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !0* o$ %&'
3( H. !. 3anina Corporate Ta7ation @rient 'aw
House
'atest 1dition

A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
The students will ha$e to refer to past issues of the following 0ournals in order to get
rele$ant topic,information pertaining to the sub0ect.
Business Standard
The 1conomic Times
>inancial 17press
Chartered >inancial Analyst
C>A 3eader
Business Today
Business 2ndia
Business Corld
Budget Bulletin

GU/Syllabus MBA/ 09!0 "n#ards Page !0' o$ %&'
C,2+4& C,/&! F02
M.1.3&-&1( ,% F)1.1').5 S&+*)'&4 (MFS#

1. C,2+4& O6<&'()*&!
To enable the students to understand the woring of 2ndian >inancial System
as a whole.
To pro$ide an insight into the ;uality and range of the pacage of the financial
ser$ices largely pro$ided by the Baning H <on-Baning financial companies.

2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!

M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I F)1.1').5 M.+D&(4 G )(4 )14(+2-&1(4! Money
Maret, Capital Maret, !rimary Maret, Secondary
Maret, &ebt Maret-3egulatory body H its role,
3eforms H its impact
9 20
II F)1.1').5 I14()(2(),14 G (9&)+ 4&+*)'&4 J I
<B>Cs-!rudential <ormsS Hire !urchase >inanceS
'easing- Types
9 20
III F)1.1').5 I14()(2(),14 G (9&)+ 4&+*)'&4 J II
Housing >inance- 3egulatory body H its role,
!rudential <ormsS Eenture Capital >inancingS
Mutual >unds
9 20
IV F)1.1').5 I14()(2(),14 G (9&)+ 4&+*)'&4 J III
&epository H CustodiansS Credit 3atingS >actoring
H >orfeiting, Stoc Broing
9 20
V F)1.1').5 I14()(2(),14 G (9&)+ 4&+*)'&4 J IV
Baning- Contemporary issues, !rudential <orms,
3egulatory body H its role S 2nsurance- 3egulatory
body H its role, !rudential <orms
9 20
". T&.'9)13 M&(9,/4!
( +4. 'ectures H &iscussions
: +5. Assignments H !resentations
? +6. Case Analysis
B
GU/Syllabus MBA/ 09!0 "n#ards Page !0+ o$ %&'
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
T4 M P Qhan >inancial
Ser$ices
Tata Mc/raw
hill
-th, 'atest
1dition
T5 Bharti E !atha 2ndian >inancial
System
!earson
1ducation
5nd,'atest
1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
34 M P Qhan 2ndian >inancial
System
Tata Mc/raw
hill
'atest 1dition
35 H. 3. Machira0u 2ndian >inancial
System
Eias
!ublishing
House
'atest 1dition
36 Meir Qhon >inancial
2nstitutions and
Marets
Tata Mc/raw
hill
'atest 1dition
3- &r. S. /uruswamy >inancial
Ser$ices and
System
Ei0ay <icole 'atest 1dition
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
Business Standard
The 1conomic Times
>inancial 17press
Chartered >inancial Analyst
Business Today
Business 2ndia
Business Corld
>inance 2ndia
Baning >inance
Chartered Secretary
The 1conomic Challenger
2nsurance Chronicle
C,2+4& C,/&! F0
S&'2+)(0 A1.504)4 G $,+(%,5), M.1.3&-&1( (SA$M#

1. C,2+4& O6<&'()*&!
To ac;uaint students with notions of in$estments and Securities maret structure as
well as to lead them into discussion of modern in$estments and portfolio theories. Also
to e;uip them with ability to carry out security $aluations and creation H monitoring of
in$estment portfolios.

2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!

M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I S&'2+)(0 M.+D&( J A1 O*&+*)&=
2n$estment 1n$ironment, Securities Marets H
Maret 2ndicators, 1conomic H 2ndustry Analysis
9 20
II C,-:.10 A1.504)4
>inancial Statement Analysis
1;uity Ealuation
Basics of Technical Analysis
9 20
III B,1/ M.1.3&-&1(
2nterest 3ate Theory
Bond !rices and Pields
Term Structure of 2nterest 3ates
Bond !ortfolio Management
9 20
IV $,+(%,5), M.1.3&-&1( J I
3is and 3is A$ersion
!ortfolio Management !rocess
Capital Allocation &ecision
@ptimal 3isy !ortfolios
9 20
V $,+(%,5), M.1.3&-&1( J II
Capital Asset !ricing Model Arbitrage !ricing
Theory
!ortfolio !erformance 1$aluation
Maret 1fficiency
9 20
". T&.'9)13 M&(9,/4!
4) +5. Assignments H !resentations
44 +6. Case Analysis
45
GU/Syllabus MBA/ 09!0 "n#ards Page !!0 o$ %&'
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
T4 !rasanna Chandra 2n$estment
Analysis H
!ortfolio
Management
Tata Mc/raw
hill
'atest 1dition
T5 E. Q. Bhalla 2n$estment
Management
Sultan Chand 'atest 1dition
T6 M. 3anganathan H 3.
Madhumati
2n$estment
Analysis H
!ortfolio
Management
!earson
1ducation
'atest 1dition
@. R&%&+&1'& B,,D4!
GU/Syllabus MBA/ 09!0 "n#ards Page !!! o$ %&'
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1
34 Bodie, Qane H
Marcus
2n$estments Tata Mc/raw-
hill
'atest 1dition
35 S Qe$in Security analysis and
!ortfolio mgt
!rantice hall
of 2ndia
4st 1dition
36 3itu Ahu0a Security analysis and
!ortfolio mgt
Tata Mc/raw-
hill
'atest 1dition
3- >ischer &onald,
8orden 3onald
Security analysis and
!ortfolio mgt
!rantice hall
of india
:th 1dition
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
The students will ha$e to refer to past issues of the following 0ournals, websites H
software=s in order to get rele$ant topic,information pertaining to the sub0ect.
4. Business Standard
5. The 1conomic Times
6. >inancial 17press
-. Chartered >inancial Analyst
(. 8ournal of Applied >inance
:. C>A 3eader
?. Business Today
B. Business 2ndia
9. Business Corld
4). >inance 2ndia
44. !ortfolio @rgani%er
45. Capital Maret
46. &alal Street 8ournal
4-. Capitaline , !rowess Softwares
4(. <S1 H BS1 Cebsites

GU/Syllabus MBA/ 09!0 "n#ards Page !!% o$ %&'
C,2+4& C,/&! F0"
C,+:,+.(& F)1.1'& G R&4(+2'(2+)13 (CFR#

1. C,2+4& O6<&'()*&!
To de$elop the perspecti$e of financial policy as a subset of corporate strategy H to
ha$e insight on financial decisions and familiari%e students with $arious techni;ues of
corporate restructuring, and $aluation methods H their application used by corporate in
real life. To de$elop an understanding of MHA as significant economic acti$ity taing
place in today=s economy.

2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I F21/.-&1(.5 C,1'&:(2.5)E.(),1 ,% 4(+.(&3)'
F)1.1'& M.1.3&-&1( (BM#
Basic concept of finance, 3is H return, Ad$ance
application of Capital Budgeting, 2n$estment
appraisal decision
9 20
II C,+:,+.(& F)1.1')13 G D)*)/&1/ $,5)'0 /&')4),1
(BM#
2mpact of different patterns of capital structure ,
1$aluation of alternati$es of long term finance and
woring capital financing, different issues in di$idend
policy decision, 1ffect of le$erage analysis on
di$idend policy decision
9 20
III C,+:,+.(& R&4(+2'(2+)13 ($G#
>undamental concept of corporate restructuring,
different means, moti$es H applications of corporate
restructuring, Mergers H ac;uisitions concept,
process.
9 20
IV A'',21()137 T.B.(),1 G 5&3.5 .4:&'(4 ,% MGA
($G#
Accounting standard - 4-, Company 'aw H
Competition act for MHA, S1B2=s rules H regulations
for MHA
9 20
V V.52.(),1 (WMH#
>undamental of $aluation, &ifferent approaches of
$aluation N Comparable company H transaction
analysis method, &C>, 3eal @ption method,
>ormula approach for $aluation
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !!& o$ %&'
". T&.'9)13 M&(9,/4!
4- +5. Assignments H !resentations
4( +6. Case Analysis
4:
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
T4 Brealey H Myers (BM# !rinciple of
corporate
>inance
Tata Mc/raw
hill
'atest 1dition
T5 !rasad /odbole ($G# Mergers,
Ac;uisitions
and Corporate
3estructuring
Eias
!ublication
'atest 1dition
T6 8ames 8. >red Ceston,
Mar '. Mitchell, 8. Harold
Mulherin (WMH#
Taeo$ers,
3estructuring,
and Corporate
/o$ernance
!earson
1ducation
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
34 Stephen A 3oss, Cesterfield
H 8orden
Corporate
finance
TMH Bth edition
35 Eanhorne 8ames C >inancial
management
and policy
!earson 45th edition
36 3echard Brealey, Stewart
Myers , Allen H Mohany
!rinciples of
corporate
>inance
TMH 'atest
GU/Syllabus MBA/ 09!0 "n#ards Page !!( o$ %&'
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
:. C>A 3eader
?. Business Today
B. Business 2ndia
9. Business Corld
4). >inance 2ndia
44. MHA N 2C>A2 #ni$ersity !ress publication
GU/Syllabus MBA/ 09!0 "n#ards Page !!) o$ %&'
C,2+4& C,/&! F0>
I1(&+1.(),1.5 F)1.1').5 M.1.3&-&1( (IFM#

1. C,2+4& O6<&'()*&!
To ac;uaint students with fundamental concepts of 2nternational >inance and
17change 3ate Systems and to ac;uaint students with tools, techni;ues and
strategies to mae 2nternational finance related decisions. To pro$ide the better
understanding about e7port H import procedures and financing.

2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!

M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I I1(&+1.(),1.5 F)1.1'& J O*&+*)&=
/lobali%ation and the Multinational >irm
2nternational Monetary System
Balance of !ayments
The Maret for >oreign 17change
2nternational !arity 3elationship and >orecasting
>oreign 17change 3ate
9 20
II F,+=.+/ EB'9.13& A+)(9-&()'
17change Arithmetic >orward 17change contracts
>orward 17change 3ates based on cross rates
2nter ban deals
17ecution of forward contract
Cancellation,17tension of forward contract
9 20
III I1(&+1.(),1.5 F)1.1').5 M.+D&(4
2nternational Baning and Money Maret
2nternational Bond Maret
2nternational 1;uity Marets
Cash Management
>utures and @ptions on >oreign 17change
Currency and 2nterest 3ate Swaps
9 20
IV I1(&+1.(),1.5 $,+(%,5), M.1.3&-&1( =)(9
EB:,42+& M.1.3&-&1(
2nternational !ortfolio 2n$estments
>oreign &irect 2n$estment and Cross-Border
Ac;uisitions
Management of 1conomic 17posure
Management of Transaction 17posure Management
of Translation 17posure
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !!* o$ %&'
V F,+&)31 T+./& C,1(+.'(4 G $+,'&/2+&4
>oreign Trade contracts and documents- 2ncoterm
'etters of Credit-Meaning and Mechanism
Types of 'etters of Credit
@peration of a 'etters of Credit
>inance of >oreign Trade N >inancing 17ports
!ost shipment >inance, !ro0ect 17ports H
2n$estments Abroad
17port-2mport Ban of 2ndia
17port Credit 2nsurance, >inancing 2mports
9 20
". T&.'9)13 M&(9,/4!
4? +4. 'ectures H &iscussions
4B +5. Assignments H !resentations
5)
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
T4 1un H 3esnic 2nternational
>inancial
Management
Tata Mc/raw
hill
'atest 1dition
T5 C. 8ee$anandan >oreign
17change H
3is
Management

GU/Syllabus MBA/ 09!0 "n#ards Page !!' o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
34 !. / Apte 2nternational
>inancial
Management
!H2 'atest 1dition
35 Madhu Ei0 2nternational
>inancial
Management
36 8. Madura 2nternational
>inancial
Management
South Cestern
!ublication
'atest 1dition
3- Alen Shapiro Multinational
>inancial
Management
8ohn Ciley
!ublication
'atest 1dition
3( H. !. Bhardwa0 >oreign
17change
Handboo
Bhardwa0
!ublishing Co.
5
nd
1dition
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
4. 8ournal of >inance
5. Monetary 1conomics N 2C>A2 8ournal
6. Money H >inance +2C3A Bulletin.
-. !ublic >inance
(. Treasury Management N 2C>A2 Maga%ine
:. Business Standard
?. The 1conomic Times
B. >inancial 17press
9. C>A 3eader
4). Business Today
44. Business 2ndia
45. Business Corld
46. >inance 2ndia

GU/Syllabus MBA/ 09!0 "n#ards Page !!+ o$ %&'
C,2+4& C,/&! F0?
D&+)*.()*&4 G R)4D M.1.3&-&1( (DRM#

1. C,2+4& O6<&'()*&!
The course intends to e;uip students with the ability to apply stoc maret basics to
2ndian &eri$ati$e maret. >inancial &eri$ati$es are discussed in terms of their
$aluation, analysis H application for hedging, speculation H arbitrage. Students are
appraised with the recent inno$ations in deri$ati$es in 2ndia unlie other countries. At
the end of the course, they are e7pected to ha$e learnt the mechanics, $aluation H
trading strategies of deri$ati$e maret. They are also re;uired to frame their own
trading strategies in this $olatile maret.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I I1(+,/2'(),1 (, C.49 G D&+)*.()*& M.+D&(- A1
O*&+*)&=
Basic Maret Concepts H Mechanics of Cash Maret,
Earious 2nde7es of the world H its computation,
Meaning H types of &eri$ati$e 2nstruments, >orward,
future, @ption H swaps, Spot $,s >uture Maret,
/rowth of &eri$ati$e Marets in 2ndia-History H
Bacground, 1TM H @TC Marets, Types of Traders-
Hedger, Arbitrageur H Speculation, Standardi%ation
of &eri$ati$e Contracts H other basic concepts.
9 20
II F,+=.+/ G F2(2+& M.+D&(4
2ntroduction, Mechanics of >orward H >uture Maret,
Stoc >utures H Stoc 2nde7 >utures in 2ndia, !ricing
of >orward H >uture Marets-how to read ;uotes,
Margins, @pen interest positions etc. Cost of Carry
Models H Basis-Cash !rice $,s >uture price, Trading
Strategies-2nde7 Arbitrage, hedging using futures,
options and combination of both, Speculation,
spreads etc H other ad$anced trading strategies.
9 20
III O:(),1 M.+D&(4
Types of option marets, 2TM, ATM H @TM, 2ntrinsic
Ealue H Time Ealue, >actors affecting option pricing,
1uropean H American, Arbitrage restriction on option
prices, !ut-call parity relationship, !ut call ratio H
@pen 2nterest in relation to the price and $olume,
li;uidating options, @ption Trading Strategies-
Arbitrage, hedging H Speculation, @ption !ricing
Models-Blac schools H Binomial Model, @ption
Calculator, EA3 H /ree 'etters.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !!9 o$ %&'
IV I11,*.(),14 )1 I1/).1 D&+)*.()*& M.+D&(
2ntroduction to Currency &eri$ati$es $,s @TC
&eri$ati$es->oreign currency maret H currency
contracts in 2ndia, !urchasing power parity H
co$ered interest Arbitrage, Currency >utures-
Arbitrage, hedging H Speculation, 2ntroduction to
2nterest rate &eri$ati$es in 2ndia, Bond >utures, T-bill
maret in 2ndia, 17change traded interest rate future,
yield cur$e, term structure of interest rates, etc.,
Currency H 2nterest rate Swaps.
9 20
V C,1(&-:,+.+0 I442&4
'essons from deri$ati$e trading, Accounting H
Ta7ation of >utures H @ptions, 17otic @ptions,
>utures @ptions H 2nterest 3ate @ptions, Ceather
&eri$ati$es, 1nergy H Crude &eri$ati$es, 1state
&eri$ati$es, &eri$ati$e Mishaps H 'earning, Eolatile
Maret strategies.
9 20
". T&.'9)13 M&(9,/4!
55 +5. Assignments H !resentations
5-
>. E*.52.(),1!
gi$en below"
1$aluation.

GU/Syllabus MBA/ 09!0 "n#ards Page !%0 o$ %&'
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
T4 Eohra H Bagri >utures and
@ptions
Tata Mc/raw
hill
'atest 1dition
T5 !atwari H Bharga$a @ptions and
>utures" An
2ndian
!erspecti$e
8aico
!ublishing
House
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
34 Earma &eri$ati$es H
3is
Management
Tata Mc/raw
hill
'atest 1dition
35 /eorge 1. 3e0da !rinciples of
3is
Management H
2nsurance
!earson
1ducation
'atest 1dition
36 8ohn C. Hull >utures and
@ption Marets
!earson
1ducation
'atest 1dition
3- &a$id A. &ubofsy and
Thomas C. Miler
&eri$ati$es
Ealuation and
3is
Management
@7ford
#ni$ersity
!ress
'atest 1dition
3( Trieschmann, /usta$son,
Hoyt
3is
Management
and 2nsurance
Thomson
South-Cestern
'atest 1dition
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
The students will ha$e to refer to past issues of the following 0ournals and websites in
order to get rele$ant topic,information pertaining to the sub0ect.
-. <S1 H BS1 Cebsites
(. 2C>A2 0ournal of &eri$ati$e Maret
:. Business Today
?. Business 2ndia
B. Business Corld
9. >inance 2ndia
4). Treasury Management
44. >inancial 3is Management
GU/Syllabus MBA/ 09!0 "n#ards Page !%! o$ %&'
C,2+4& C,/&! F0@
B.1D)13 G I142+.1'& (BGI#

1. C,2+4& O6<&'()*&!
The new-age finance professional is characteri%ed by nowledge of baning,
insurance and allied discipline, together with technology-familiarity, customer-
orientation and hands-on application sills. To pro$ide the understanding of retail
baning, international baning, life H non-life insurance and other related issues
pertain to the finance sector. The fastest-growing bans H insurance companies in the
industry N the new pri$ate sector H foreign bans N are uncompromising in their need
for all these attributes in the people they employ.

2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!

M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I B.1D)13 S&'(,+ - I (J$#
Central Baning, Baning Sector 3eforms, Basic
concepts of 2nterest 3ate, 2mpact of 'ow interest
rate, 3etail Baning, Customer 3elationship
Management, Commercial Baning system H
structure, Baning 'aws
9 20
II B.1D)13 S&'(,+ J II (J$#
Bans >inancial Statements, 3eser$e
3e;uirements, Sources of Ban >unds, #ses of
Ban >unds, Credit &eli$ery and 'egal aspects of
lending, Credit Monitoring, Sicness H
3ehabilitation, Credit 3is H 'oan 'osses
9 20
III B.1D)13 S&'(,+ J III (J$#
Capital- 3is, 3egulation H Ade;uacy, 3is
Management in Bans, 2nternational Baning, 1-
Baning, Cash Management H &emand forecasting
in ATMs, MHA in Baning Sector, 2nno$ations in
products and ser$ices in Baning
9 20
IV I142+.1'& S&'(,+ J I ($G#
2nsurance basic, 3ating of 2nsurance !roducts,
'egal H 1conomic en$ironment of 2nsurance
Business, #nderwriting process H methods,
3einsurance, 'ife 2nsurance
9 20
V I142+.1'& S&'(,+ J II ($G#
>ire 2nsurance, Marine 2nsurance, !roperty H
'iability 2nsurance, 3ural 2nsurance, !ro0ect H
1ngineering 2nsurance, Social 2nsurance, Motor
2nsurance, Misc. 2nsurance
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !%% o$ %&'
". T&.'9)13 M&(9,/4!
5( +4. 'ectures H &iscussions
5: +5. Assignments H !resentations
5? +6. Case Analysis
5B
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
T4 8ustin !aul H !admalatha
Suresh (J$#
Management of
Baning H
>inancial
Ser$ices
!earson
1ducation
'atest 1dition
T5 !. Q. /upta ($G# >undamentals
of 2nsurance
@. R&%&+&1'& B,,D4!
S+.
N,. A2(9,+/4 N.-& ,% B,,D4 $265)49&+ E/)(),1
34 Bharti !atha 2ndian >inancial System !earson 'atest
35 M.P. Qhan 2ndian >inancial System Tata Mcgraw hill 'atest
36
och C, Timothy H S
Scott Ban Management
Thomson, <ew
&elhi 'atest
3-
!rasad Q , <irmala, 8
Chandradas
Baning and >inancial
System
Himalaya
!ublishing
house, Mumbai 'atest
3( ' M Bhole
>inancial 2nstitution and
Maret Tata Mcgraw hill 'atest
3: Mithani H /orden
Baning and >inancial
System
Himalaya
!ublishing
house, Mumbai 'atest
GU/Syllabus MBA/ 09!0 "n#ards Page !%& o$ %&'
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
4. Baning H 2nsurance 'aw
5. 2nsurance Chronicle N 2C>A2 Maga%ine
6. 3is H 2nsurance N 2C>A2 8ournal
-. Business Standard
(. The 1conomic Times
:. >inancial 17press
?. Business Today
B. Business 2ndia
9. Business Corld
4). >inance 2ndia
44. Baning >inance
GU/Syllabus MBA/ 09!0 "n#ards Page !%( o$ %&'
C,2+4& C,/&! F0A
S:&').5 S(2/)&4 J D&*&5,:-&1(4 )1 F)1.1'& (SS#

1. C,2+4& O6<&'()*&!
To prepare the student to conduct a special study of any de$elopments in >inance
Sector utili%ing the tools and techni;ues learned during MBA course. The course also
aims to carry out an in-depth analysis of de$elopments in finance area. The student is
e7pected to conduct a detailed sur$ey of literature. 2n case of a study status related to
any industry, it is e7pected that the student collects all aspects related to a particular
industry analy%e data and present findings.

2. C,2+4& D2+.(),1!
The student is e7pected to select and submit the area,topic of his choice to respecti$e
instructor in the beginning of this semester. S,he is re;uired to be in constant
interaction with the course instructor and the submission of the Special Study 3eport
will be during the end of the semester. The students are e7pected to spend around -(-
() hours on the study of the different topics. There will be few sessions +(-:. handled
by the faculty to orient the students about the course.
. I5524(+.()*& A+&.4 %,+ S:&').5 S(2/0!
4. Management of Coring Capital
5. Capital Structure Study
6. Eenture Capital
-. Merger H Ac;uisitions
(. >oreign 17change H 3is Management
:. Asset H 'iability Management in Bans,>unds Management in Bans
?. >oreign Trade >inancing
B. >oreign 2n$estment @perations N 8oint Eentures
9. Credit 3ating
4). Credit Appraisal System in >inancial 2nstitutions
44. Corporate !erformance Measurement
45. !ro0ect Management
46. Capital Budgeting
4-. Stoc Maret" 1;uity 3esearch 2n$estment and !ortfolio Management
4(. @ff Shore >und Mobili%ation
4:. 1-finance
4?. 2nternational >inance Marets
4B. Mutual >unds
49. Merchant Baning
5). 2mpact of <!As on performance of Bans
54. <eed for better customer ser$ice in Bans
55. 17port-2mport >inance
56. SM1 >inancing
5-. >oreign 17change Management
5(. Micro >inance
GU/Syllabus MBA/ 09!0 "n#ards Page !%) o$ %&'
". G2)/&5)1&4 %,+ $+&:.+)13 S(2/0 R&:,+(!
4. Title !age
5. !reface
6. Acnowledgement
-. 17ecuti$e Summary
(. 3esearch Methodology
:. 2ntroduction to 2ndustry, Topic for Special Study
?. 2ntroduction to Company +if any.
B. &etailed discussion of the scope of the Study
9. &ata Analysis and 2nterpretation
4). Qey >indings
44. Conclusions
45. 3ecommendations,Suggestions, if any
46. Bibliography
4-. /lossary
4(. Anne7ure
>. E*.52.(),1!
gi$en below"
4. Study 3eport H !resentation - Ei$a $oice ()* +2nternal 1$aluation.
5. Study 3eport H !resentation - Ei$a $oice ()* +17ternal 1$aluation.

GU/Syllabus MBA/ 09!0 "n#ards Page !%* o$ %&'
C,2+4& C,/&! F09
S&-)1.+ ,1 C,1(&-:,+.+0 I442&4 )1 F)1.1'& (SOCIF#

1. C,2+4& O6<&'()*&!
The ob0ecti$e of this course to enhance the student=s understanding on $arious
contemporary issues related to financial area. The course will focus on generating
awareness and understanding amongst the students related to maret scenario and
business challenges in $arious financial issues. 2t aims to eep the student well-
informed regarding current issues and face the corporate world.

2. C,2+4& D2+.(),1!
. I5524(+.()*& C,1(&-:,+.+0 I442&4 )1 F)1.1'&!
4. Beha$ioral >inance
5. Eenture Capital
6. Asset H 'iability Management in
Bans,>unds Management in
Bans
-. Business Analysis and Ealuation
(. Commodities &eri$ati$es Maret
:. >inancial Modeling using 17cel
?. >inancial Technical Analysis and
2ntroduction to /lobal 2nter-
Maret Analysis
B. >i7ed 2ncome Securities
9. 2ssues in 1mpirical >inance
4). Balanced Scorecards
44. Managing !ublic N !ri$ate
!artnership
45. Core Baning
46. 2n$estor 3elations
4-. &isclosures H Compliances
4(. Eoluntary Corporate
/o$ernance
4:. &irect Ta7 Code
4?. <ew norms in Accounting
System
". G2)/&5)1&4 %,+ $+&:.+)13 $+&4&1(.(),1!
2dentification of Contemporary topics and understanding the need for study
2ntroduction to Area,topic selected
'iterature 3e$iew
&etail discussion and #nderstanding of the presenter
Conclusion H >uture Scope of the 3esearch +if any.
>. E*.52.(),1!
4. Study of Articles N 3e$iew, !resentation,
&iscussion
()* +2nternal 1$aluation.
5. !resentation and Ei$a $oice ()* +17ternal 1$aluation.
GU/Syllabus MBA/ 09!0 "n#ards Page !%' o$ %&'
C,2+4& C,/&! F10
C,+:,+.(& G,*&+1.1'& G F)1.1').5 R&:,+()13 (CGFR#

1. C,2+4& O6<&'()*&!
To understand the concept of corporate go$ernance, its significance, problems and
issues, its constituents, and how it is being implemented both in 2ndia and abroad.
Corporate /o$ernance addresses multi N dimensional perspecti$es N of shareholders
and other staeholders lie employees, regulators, en$ironmentalists, creditors, the
go$ernment, and society at large. To de$elop the perspecti$e of >inancial 3eporting is
a subset of Corporate /o$ernance.

2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I C,+:,+.(& G,*&+1.1'&! A1 O*&+*)&= (AC#
Concept of Corporate /o$ernance
/lobal Concerns, 2ssues in Corporate
/o$ernance, 2ndian Model of /o$ernance
@bligations towards $arious staeholders
<eed of Corporate /o$ernance in conte7t of
$arious corporate scandals
9 20
II V.+),24 C,--)((&&4 D&*&5,:-&1( (AC#
@1C& !rinciples, Sarban-@7ley Act
<aresh Chandra, <arayan Murthy, 2rani
Committee 3eport, S1B2=s 2nitiati$es N Clause
-9 of 'isting Agreement
9 20
III B,.+/ ,% D)+&'(,+4 G A2/)( C,--)((&& (AC#
3ole of the Board in ensuring corporate
go$ernance, 2ndependent &irectors, 3ole of
Audit Committee, &irector=s 3emuneration
>amily owned businesses H Corporate
/o$ernance
9 20
IV C,+:,+.(& S,').5 R&4:,14)6)5)(0 (AC#
Concept of CS3, Scope of CS3
CS3 and $arious 2ndian Companies practical
cases
9 20
V F)1.1').5 R&:,+()13 (AG#
Auditors 3eport, &irectors 3eport
Corporate /o$ernance 3eport
Fuality of 3eporting" Cindow &ressing,
Creati$e >inancial !ractices and &isclosure
2ssues
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !%+ o$ %&'
". T&.'9)13 M&(9,/4!
6) +5. Assignments H !resentations
65
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1
T4 A. C. >ernando (AC# Corporate
/o$ernance
!earson
1ducation
'atest 1dition
T5 Ambrish /upta (AG# >inancial Accounting
for Management N An
Analytical
!erspecti$e
!earson
1ducation
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1
34 8ill Solomon
Aris Solomon
Corporate
/o$ernance H
Accountability
35 Subhash Chandra &as Corporate
/o$ernance in 2ndia
!H2
'earning
'atest 1dition
36 3obert A. /. Mons
<ell Minow
Corporate
/o$ernance
Ciley >ourth , 'atest
1dition
3- Swami +&r..
!arthasarathy
Corporate
/o$ernance-
!rinciples,
Mechanisms H
!ractice
Bi%tantra 'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !%9 o$ %&'
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
The students will ha$e to refer to past issues of the following 0ournals and website in
order to get rele$ant topic,information pertaining to the sub0ect.
-. Business Today
(. Business 2ndia
:. Business Corld
?. >inance 2ndia
B. Corporate /o$ernance N 2C>A2 #ni$ersity !ress
9. S1B2 Cebsite
4). <S1 H BS1 Cebsite
GU/Syllabus MBA/ 09!0 "n#ards Page !&0 o$ %&'
C,2+4& C,/&! F11
I1%+.4(+2'(2+& G $+,<&'( $5.11)13 (I$$#

1. C,2+4& O6<&'()*&!
The main ob0ecti$e of this course is to de$elop the analytical sills of the students for
e$aluating capital e7penditure proposals. To e7plain the principles and suggests ways
and means to impro$e pro0ect appraisal and capital budgeting in practice. To establish
a hurdle rate that is consistent with the ris e7posure of the pro0ect. To de$elop a
strategy that leads to sustainable competiti$e ad$antage.

2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!

M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I C.:)(.5 I1*&4(-&1( J A1 O*&+*)&=
Capital 2n$estment, Strategy H 3esource Allocation,
/eneration H Screening of !ro0ect 2deas, >inancial
1stimates H !ro0ections
9 20
II C.:)(.5 I1*&4(-&1( J I
The Time Ealue of Money, 2n$estment Criteria,
!ro0ect Cash >lows, The Cost of Capital, !ro0ect
3is Analysis, !ro0ect 3ate of 3eturn, Special
&ecisions Situations
9 20
III C.:)(.5 I1*&4(-&1( J II
Multiple !ro0ects H Constraints, Ealuation of 3eal
@ptions, >inancing of !ro0ects
9 20
IV F)1.1')13 I1%+.4(+2'(2+& $+,<&'(4
Typical !ro0ect Configuration, Qey !ro0ect !arties,
!ro0ect Contracts, >inancial Structure and Corporate
/o$ernance, >inancing a !ower !ro0ect, >inancing
Telecommunication !ro0ect, Managing 3iss in
!ri$ate 2nfrastructure !ro0ects, !ublic !ri$ate
!artnership, 3ecommendations of the Committee on
2nfrastructure >inancing
9 20
V $+,<&'( M.1.3&-&1(
!ro0ect !lanning H Control, Human aspects of
!ro0ect Management, 1ssence of !ro0ect
Management, <etwor Techni;ues for !ro0ect
Management, !ro0ect 3e$iew and Administrati$e
Aspects
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !&! o$ %&'
". T&.'9)13 M&(9,/4!
6- +5. Assignments H !resentations
6( +6. Case Analysis
6:
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1
T4 !rasanna Chandra !ro0ects N !lanning,
Analysis, Selection,
>inancing,
2mplementation and
3e$iew
Tata Mc/raw
Hill
'atest 1dition
T5 Clifford /ray, 1ri
'arson
!ro0ect Management Tata Mc/raw
Hill
'atest 1dition
@. R&%&+&1'& B,,D4!
GU/Syllabus MBA/ 09!0 "n#ards Page !&% o$ %&'
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
34 Al$in S, /oodman,
Maarand Hasta
2nfrastructure
planning
handboo
Tata Mc/raw
Hill
'atest 1dition
35 8ames ! 'ewis !ro0ect planning,
Scheduling and
control
Tata Mc/raw
Hill
-
th
1dition
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
(. C>A 3eader
:. Business Today
?. Business 2ndia
B. Business Corld
9. !ro0ects H !rofits

GU/Syllabus MBA/ 09!0 "n#ards Page !&& o$ %&'
C,2+4& C,/&! F12
M2(2.5 F21/ G C,--,/)(0 M.+D&( (MFCM#

1. C,2+4& O6<&'()*&!
4. >amiliari%ing the students with the 2ndian Mutual >und H Commodity maret, its
operations, instruments, regulations etc.
5. Helping students in ac;uiring analytical sills in the maret analysis in the
conte7t of in$esting funds in mutual fund H commodity marets
6. &e$eloping an appreciation among the students for the interfaces among
go$ernment policies, mutual fund H commodity maret, in$estors and firms.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I M2(2.5 F21/ .1/ (9& F)1.1').5 M.+D&(4 (HS#
Basic concept of Mutual fund, Mutual fund in 2ndia,
3ole of Mutual >unds in the >inancial Maret,
2n$estment !rotection H Mutual >und 3egulation,
Salient >eatures of S1B2 +Mutual >unds.
3egulations
9 20
II I14)/& M2(2.5 F21/ G G+,=(9 ,% M2(2.5 F21/ )1
I1/). (HS#
Concept of Modern Mutual >unds, Categories of
Mutual >und, !hases of &e$elopment, Structures of
2ndian Mutual >unds, Trends in Asset Holding
pattern, 2mplication of MMM>s for 2ndia, Mareting
of Mutual >unds
9 20
III I1*&4(-&1( M.1.3&-&1( ,% M2(2.5 F21/4 (HS#
Sources of !erformance, >unds Management Style,
Business Cycle H 'i;uidity, Asset Allocation H
2n$estment Strategies, !erformance 1$aluation of
2ndian Mutual >unds, 2n$estment 3esearch, >und
Managers= accountability
9 20
IV C,--,/)(0 M.+D&(! O*&+*)&= (NNC#
>undamental concept, types, @peration, commodity
ris, commodity deri$ati$es, commodity e7changes
H trading on commodity e7change, clearing H
settlement
9 20
V C,--,/)(0 F2(2+& $+)')13 G A::5)'.(),14 (NNC#
>undamental of commodity futures, !ricing of
futures, commodity future applications, commodity
applications, >undamental H technical analysis of
commodity maret
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !&( o$ %&'
". T&.'9)13 M&(9,/4!
6? +4. 'ectures H &iscussions
6B +5. Assignments H !resentations
-)
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
T4 H. Sadha (HS# Mutual >unds in
2ndia
Sage
!ublication
+3esponse
Boos.
'atest 1dition
T5 <iti <andini Chatnani
(NNC#
Commodity
Marets
@perations,
2nstruments,
and
Applications
Tata Mc /raw
Hills
'atest 1dition
@. R&%&+&1'& B,,D4!
GU/Syllabus MBA/ 09!0 "n#ards Page !&) o$ %&'
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1
34 M. P Qhan >inancial Ser$ices Tata Mcgraw-hill 5
nd
1dition
35 3 M
Shri$asta$a,
&i$ya
<igam
Management of 2ndian
>inancial 2nstitutions
Himalaya
!ublication
'atest
1dition
36 Bharti E
!atha
2ndian >inancial System !earson
publications
5
nd
1dition
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
-. 8ournal of Applied >inance
(. C>A 3eader
:. Business Today
?. Business 2ndia
B. Business Corld
9. >inance 2ndia
4). AM>2 Mutual >und N Beginner=s Module
44. AM>2 Mutual >und N Basic Module
45. AM>2 Mutual >und N Ad$isor=s Module
GU/Syllabus MBA/ 09!0 "n#ards Page !&* o$ %&'
C,2+4& C,/&! F1
F)1.1').5 E13)1&&+)13 G I1*&4(-&1( M.1.3&-&1( (FIM#

1. C,2+4& O6<&'()*&!
>inancial engineering is application of engineering methods to financial economics. 2t
helps a firm design and analy%es financial contracts to sol$e problems and e7ploit
opportunities.
This course studies cases of non-financial firms using financial engineering, especially
deri$ati$es +and contracts that loo lie deri$ati$es. and ris management techni;ues,
to ad$ance strategic goals. This nowledge can help students in many future finance
roles lie" corporate e7ecuti$e issuing securities and using a wide array of deri$ati$e
contractsS baner designing, pricing, and trading securities both for own firm as well as
for clientsS in$estment manager running an acti$ely managed securities portfolioS and
financial regulator o$erseeing marets, understanding firms= beha$ior and maing sure
that no catastrophes happen.
The landscape financial ser$ices sector in 2ndia has undergone metamorphic changes
in the recent past. All this demanded a new set of professionals to inno$ate and
compete in order to grow domestically and become internationally competiti$e players.
The prospecti$e candidates will be able to e;uip themsel$es with the modern
products, processes, practices and techni;ues in the financial ser$ices industry.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I F)1.1').5 E13)1&&+)13 (JM G VB#
Meaning, Scope, tools used in financial 1ngineering,
&ifference between financial engineering H financial
analysis, /rowth of >inancial 1ngineering,
Fuantitati$e Techni;ues.
9 20
II C,1'&:(2.5 T,,54 ,% F)1.1').5 E13)1&&+.(JM G VB#
F)1.1').5 I14(+2-&1(4 -&eterminations of Ealue of
>inancial 2nstruments, time Ealue of Money,
Absolute H 3elati$e 3eturns, Measuring 3eturn H
3is, !ortfolio management H 2n$estment hori%ons,
2nterest rates H e7change rates.
9 20
III $904)'.5 (,,54 ,% F)1.1').5 E13)1&&+(JM G VB#
&eri$ati$es-Concept, Types H #ses, >orwards,
futures H @ptions, swaps H other new deri$ati$e
assets. 2nno$ations in deri$ati$es. >i7ed 2ncome
securities analysis H portfolio management
.Speculation, arbitrage H maret efficiency.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !&' o$ %&'
IV V.52.(),1 G $+)')13.(JM G VB7RS#
1;uity Ealuation H !ricing, &eri$ati$e Ealuation H
!ricing-forwards, future, options, inde7 , stoc, fore7
H commodities. Basic !rinciples of options, option
trading strategies, option pricing-Blac Scholes H
Binomial, Ealuation of forwards H futures. @ption
/rees H EA3
9 20
V R)4D M.1.3&-&1( (JM G VB7JH#
Hedging, Arbitrage H synthetic instruments, Credit
ris modeling, structured products, new financial
order-new regulation H new financial world, >uture
trends in >inancial engineering.
9 20
". T&.'9)13 M&(9,/4!
-4 +4. 'ectures H &iscussions
-5 +5. Assignments H !resentations
-6 +6. !ro0ect 3eport.
--
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
T4 Marshall, 8ohn >. H
Bansal, Eipul Q.(JM G
VB#
>inancial
1ngineering
!rentice Hall of
2ndia
'atest 1dition
T5 3a0i$ Sri$asta$a (RS# &eri$ati$es H
3is
Management.
@7ford Higher
1ducation
'atest 1dition
T6 8ohn C.Hull.(JH# @ptions, >utures
H other
&eri$ati$es.
!rentice Hall 'atest 1dition

GU/Syllabus MBA/ 09!0 "n#ards Page !&+ o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
34 &on M. Chance An 2ntroduction
to &eri$ati$es
&ryden -
th
1dition
35 3obert A. 8arrow, and
Stuart M. Turnbull
&eri$ati$e
Securities
South-Cestern
College
!ublishing
'atest 1dition
36 3obert C. Qolb >utures, @ptions,
and Swaps
Blacwell
!ublishers
6
rd
1dition
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
:. C>A 3eader
?. Business Today
B. Business 2ndia
9. Business Corld
4). >inance 2ndia
44. &eri$ati$esN 2C>A2 #ni$ersity !ress publication
GU/Syllabus MBA/ 09!0 "n#ards Page !&9 o$ %&'
C,2+4& C,/&! F1"
S(+.(&3)' C,4( M.1.3&-&1( (SCM#

1. C,2+4& O6<&'()*&!
The course intends to e;uip students with the ability to apply cost concepts in
decision maing. At the end of the course, they are e7pected to ha$e learnt the
methodology and techni;ues for application of Strategic Cost Management in the
formation of policies and in the planning and control of the operations of the
organi%ation. The course particular emphasis on acti$ity based approaches along with
customer profitability analysis, life cycle costing, target costing and theory of
constraints. !erformance measurement and e$aluation will also be e7amined.

2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!

M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I S(+.(&3)' C,4( M.1.3&-&1( J A1 O*&+*)&=
Concept of SCM, Applications of SCM, SCM
>ramewor, SCM !rogramme Steps, Qey 1nablers
that facilitates SCM +Analysis H !lanning enablers,
2mplementation enablers., The Balanced Scorecard
Analysis
9 20
II A'()*)(0 JB.4&/ C,4()13 G V.52& .1.504)4
Concept of Acti$ity Based Costing in comparison
with Traditional costing system, Methodology to be
adopted for using ABC, Ealue analysis and Ealue
addition, Caste Management N Scraps, defecti$es
etc.
9 20
III $+,%)( $5.11)13 G $+)')13
Cost Benefit Analysis H !rofit !lanning, 3ole of
Budgetary Control H standard Costing in profit
!lanning , !ricing Approaches N Cost based pricing
And Maret based pricing
9 20
IV C,4( I-:5)'.(),14
Brand Building- Cost 2mplications of Brand Building,
Supply Chain Management- Cost 2mplications,
!roducti$ity 2mpro$ement- Earious tools including
Qai%en costing H Si7 sigma
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !(0 o$ %&'
V C,1(&-:,+.+0 I442&4
Target Costing- Target costing H its implementation, How to
lin target costing with ABC and Ealue engineering, 'ife
cycle Costing- 'ife cycle cost Analysis, Throughput
Costing- theory of Constraints, Bacflush Costing-
!rinciple of Bacflushing, Special considerations in
Bacflush Costing
9 20
". T&.'9)13 M&(9,/4!
-( +4. 'ectures H &iscussions
-: +5. Assignments H !resentations
-? +6. Case Analysis
-B
>. E*.52.(),1!
gi$en below"
1$aluation.

?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1
T4 Colin &rury Cost
Management
Cengage
'earning
'atest 1dition
T5 !aresh Shah Management
accounting
@. R&%&+&1'& B,,D4!
GU/Syllabus MBA/ 09!0 "n#ards Page !(! o$ %&'
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1
34 Hongren, &atar cost Management !earson :th edition
35 Hansen H
Mowen
Cost and Mangement
Accounting
Thomson 'atest
36 3a$i M Qishore Cost and Management
accounting
Ta7mann -th 1dition
A. L)4( ,% J,2+1.54 / $&+),/)'.54 / M.3.E)1&4 / N&=4:.:&+4 &('.!
(. Business Today
:. Business 2ndia
?. Business Corld
B. The Accounting Corld N 2C>A2 Maga%ine
9. Accounting 3esearch and Audit !ractices N 2C>A2 8ournal
GU/Syllabus MBA/ 09!0 "n#ards Page !(% o$ %&'
C,2+4& C,/&! H01
HR $,5)'0 F,+-25.(),1 (HR$F#
1. C,2+4& O6<&'()*&4!
To enable understanding of the need for congruence between the business,
organi%ation, culture and policies
&e$elop appreciation of the role of H3 policies and important indicators lie
employee retention
Help students de$elop basic ability to formulate and re$iew H3 policies in
collaboration with other staeholders

2. C,2+4& D2+.(),1!
. C,2+4& ',1(&1(4!
M,/25&
N,.
M,/25&4 / S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I $+&4&5&'(),1 .1/ E1(+0
2mportance and utility of H3 !olicies, 'inages
between Management !hilosophy, @rgani%ation
&esign, business and management processes
and H3 !olicies, Selecting !olicies to be
Adopted in your organi%ation, !rocess of H3
!olicy >ormulation
3ecruitment policy, probation and confirmation
policy, e;ual opportunity policy, di$ersity policy,
2nduction policy, and more
9 20
II F21'(),1)13 =)(9)1 (9& ,+3.1)E.(),1
1mail and communication policy, Smoing
policy, #niform,&ress policy, 'ea$e policy,
/uest House !olicy, Student 2nternship policy,
Transport policy, Staff Ad$ance !olicy,
!erformance Appraisal !olicy, 'aptop !olicy,
Mobile !olicy, and more
9 20
III R&=.+/4 .1/ R&',31)(),1
Compensation policy, 3ewards and 2ncenti$es
policy, promotion policy, special recognition
policy, fast trac policy, 1mployee >urther
1ducation !olicy, and more
9 20
IV D)4'):5)1.+0 .1/ $+&*&1()*& A'(),1
&iscipline policy, Counseling !olicy, /rie$ance
!olicy, Se7ual and wor place Harassment
!olicy, 1mergency 3esponse !olicy, and more
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !(& o$ %&'
V D&:.+(2+&
3etrenchment !olicy, Charge-Hando$er !olicy,
1mployee release !olicy and more
3e$iewing and 3e$ising 17iting H3 !olicies
9 20
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B(6,,D4 (L.(&4( E/)(),1#!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 /erry 8ohnson H
Qe$an Scholes
17ploring
Corporate
Strategy,
!rentice Hall +'atest edition.
T5 Thomson H
Stricland
Strategic
Management
Tata Mc/raw N
Hill
+'atest edition.
T6 Hitt ,2reland H
Hosisson
Strategic
ManagementS
Competiti$eness H
/lobali%ationS
Concepts H Cases
Thomson
+South
Cestern.
+'atest 1dition.
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 &r. !. Q. /hosh Strategic !lanning
and Management
35 Amit Qappor &emystify Eias 'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !(( o$ %&'
Strategy
36 A <ag Strategic
Management
E2as 'atest 1dition
3- Hiriyappa, B. Strategic
Management
<ew Age 'atest 1dition
3( Satish Seth Corporate
Strategy
/algotia 'atest 1dition
A. L)4(4 ,% J,2+1.54/ $&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
8ournal of Strategic Management, Business Corld, Business 2ndia, The Times of
2ndia, The 1conomic Times
GU/Syllabus MBA/ 09!0 "n#ards Page !() o$ %&'
C,2+4& C,/&! H02
C,-:&14.(),1 M.1.3&-&1( (HR E5&'()*&#
1. C,2+4& O6<&'()*&4!
To familiarise the students with the issues in compensation management
in nowledge based and globalised economy.
To sensitise the students on the regulatory and compliance front with
respect to some ma0or labour laws as applicable to corporate world.

2. C,2+4& D2+.(),1!
. C,2+4& ',1(&1(4!
M,/25&
N,.
M,/25&4 / S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I E44&1().54 ,% R&=.+/ M.1.3&-&1(
@$er$iew of 3eward Management
The 3eward System
Total 3ewards
Strategic 3ewards
2nternational 3eward
$&+%,+-.1'& M.1.3&-&1( .1/ R&=.+/
!erformance Management and 3eward
1ngagement and 3eward
>inancial 3ewards
<on-financial 3ewards
Contingent !ay Schemes
Bonus Schemes
Team !ay
3ewarding for Business !erformance
3ecognition Schemes
9 20
II V.52)13 .1/ G+./)13 J,6
!ay 'e$els
8ob 1$aluations Schemes
1;ual !ay
Maret 3ate Analysis
/rade and !ay Structures
R&=.+/)13 S:&').5 G+,2:4
3ewarding &irectors and Senior
17ecuti$es
3ewarding Sales and Customer Ser$ice
Staff
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !(* o$ %&'
3ewarding Qnowledge Corers
3ewarding Manual Corers
III E-:5,0&& B&1&%)( .1/ $&14),1 S'9&-&4
1mployee Benefits
>le7ible Benefits
!ension Schemes
T9& $+.'()'& ,% R&=.+/ M.1.3&-&1(
&e$eloping 3eward Systems
Managing 3eward Systems
1$aluating 3eward Systems
3esponsibility for 3eward
9 20
IV CM related 'abour 'aws- ! Q !adhi=s boo.
+i. !ayment of Cages Act, 496:.
+ii. Minimum Cages Act, 49-B.
+iii. !ayment of /ratuity Act, 49?5.
+i$. 1;ual 3emuneration Act, 49?:.
9 20
V +i.1mployees= State 2nsurance Act, 49-B.
+ii. 1mployees= ! > H Misc !ro$isions Act,
49(5.
+iii.Cormen=s Compensation Act, 4956.
+i$. Maternity Benefits Act, 49B4.
+$. !ayment of Bonus Act,49:(
+$i. 2ncome ta7 act pro$isions with respect to
salaried persons.
+$ii. Mediclaim !olicies and their salient
features
9 20
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
GU/Syllabus MBA/ 09!0 "n#ards Page !(' o$ %&'
?. T&B( B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G Y&.+ ,%
$265)'.(),1
T4 Michael
Armstrong
Armstrong=s
Handboo of 3eward
Management
!ractice- 2mpro$ing
!erformance Through
3eward. +>or Modules
4 T@ 6.
Qogan
!age
6
rd
1dition
T5 ! Q !adhi 'oudon H &ella Bitta
'abour and 2ndustrial
'aws.+>or Modules
?,B and 9 - CM
related 'abour 'aws.
!H2 5))? 1dition
T6 &ipa Qumar
Bhattacharyya
Compensation
Management
@7ford 5))9 1dition
T- Tapomoy &eb Compensation
Management- Te7t
and Cases
17cel 5))9 1dition
T( Ta7mann=s +Bare
Acts.
'abour 'aws 'atest 1dition
@. R&%&+&1'& B,,D4!
+'atest a$ailable editions should only be considered.
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G Y&.+ ,%
$265)'.(),1
34 Milo$ich and
@thers
Compensation Tata
Mc/raw
Hill
9
th
1dition
A. L)4(4 ,% J,2+1.54/ $&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
8ournal of Compensation Management.
,B- !lease note that while the brea up of the syllabus is gi$en in modular structure
for sae of easy handling of the course, the faculty,paper-setter is free to decide on
the setting of ;uestion paper based on relati$e importance of the module,topic. 2t is
e7pected that a balanced $iew is taen while setting the paper.
GU/Syllabus MBA/ 09!0 "n#ards Page !(+ o$ %&'
C,2+4& C,/&! H0
M.1.3&-&1( ,% I1/24(+).5 R&5.(),14 (HR E5&'()*&#
1. C,2+4& O6<&'()*&4!
To help students understand the o$erall legal framewor of industrial
relations and the dynamics in$ol$ed therein.
To mae students familiar with the $arious labor laws and their
compliance re;uired by the business organi%ations.

2. C,2+4& D2+.(),1!
. C,2+4& ',1(&1(4!
M,/25&
N,.
M,/25&4 / S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I I1/24(+).5 &5.(),14.
Meaning, &efinitions, Characteristics, >actors
Affecting 23, Approaches to 23, !articipation in
23, @b0ecti$es of 23 and Human 3elations, 23
and !roducti$ity, Earious &imensions of 23
Case of Honda Motorcycles and Scooters
2ndia 'td+HMS2.!age :?-, C S Eenata
3atnam=s boo.
I1/24(+).5 D)4:2(&4 A'(7 19"@.
2ntroduction, @b0ecti$es, &efinitions, Earious
Methods and Earious Authorities under the act
for resolution of industrial disputes e.g.
methods of conciliation, ad0udication and
$oluntary arbitration, Authorities lie Cors
Committee, Conciliation officer, Court of
1n;uiry, 'abour Court, 2ndustrial Tribunal,
<ational Tribunal, !ro$isions with respect to
Stries and 'ocouts, 'ay-off and
retrenchment, Special pro$isions relating to lay-
off, retrenchment and closure, offences and
penalties, unfair labour practices, etc. 2mportant
Supreme Court Cases on industry, worman,
stries, retrenchment, etc.
B,-6.0 I1/24(+).5 R&5.(),14 A'((I1
B+)&%#@b0ecti$es, Scope, Types of #nions for
the purpose of recognition of a trade union,
3esolution of industrial disputes, pro$isions
pertaining to standing orders, etc.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !(9 o$ %&'
II T+./& U1),14 A'(7 192? 2ntroduction, meaning,
definitions, nature of trade unions, trade union
mo$ement in 2ndia, problems of trade union,
appointment of registrar, procedure for
registration of a trade union, cancellation of
registration, appeal, rights and
!ri$ileges of a registered T#, duties and
liabilities, amalgamation, dissolution of T#s,
offences and penalties, etc.
I1/24(+).5 E-:5,0-&1( S(.1/)13 O+/&+ A'(7
19"?.2ntroduction,@b0ecti$es, definitions, Model
Standing @rders, !rocedure for appro$al of
standing orders, appeal, modification of
standing orders, Certifying @fficer, subsistence
allowance, offences and penalties.
9 20
III F.'(,+)&4 A'(7 19"A.
@b0ecti$es, definitions, !ro$isions regarding
Health, safety, Celfare of worers, ha%ardous
processes, woring hours, restriction on
employment of women and children, annual
lea$e with wages, offences and penalties, case
law, etc.
S9,:4 .1/ E4(.65)49-&1( A'(7 19"A
@b0ecti$es, definitions, registration of
establishments, health and safety, lea$e with
pay, opening and closing hours, employment of
children, young persons and women, offences
and penalties, etc.
M)1&4 A'(719>2
Health, safety, Celfare of worers, ha%ardous
processes, woring hours, restriction on
employment of women and children, annual
lea$e with wages, offences and penalties, case
law, etc.
C,1(+.'( L.6,2+ (R&325.(),1 G
A6,5)(),1#A'(7 19@0.@b0ecti$es, definitions,
registration of establishments, health and
safety, lea$e with pay, opening and closing
hours, employment of children, young persons
and women, offences and penalties, etc.
mining operations and management of mines,
health, safety, welfare, woring hours and
limitation of employment, lea$e with wages,
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !)0 o$ %&'
offences and penalties, etc. Application,
1stablishments, definitions, 0urisdiction of
go$ernment, Central and State ad$isory boards,
registration of
establishments and licensing of contractors,
prohibition of employment of contract labour,
welfare and health of contract labour,
liabilities of the !rincipal employer, 2nspecting
Staff, offences and penalties, etc.
IV C,55&'()*& B.+3.)1)13.
2ntroduction, &efinitions, Characteristics,
!rocess of CB, !re- re;uisites of a Successful
CB, Types, >unctions of CB, >actors
@bstructing CB, CB in 2ndia, Assessment of CB
in 2ndia, Suggestions for better functioning of
CB.
W,+D&+4I $.+()'):.(),1 I1 M.1.3&-&1(
Concept, @b0ecti$es, e$olution, Statutory and
<on Statutory >orms of C!M, le$el of C!M,
assessment of C!M in 2ndia, <ecessary
conditions for effecti$e woring of C!M.
9 20
V D)4'):5)1&
Meaning and definitions, Characteristics,
@b0ecti$es of discipline, types of discipline,
principles, procedure for disciplinary action,
punishment, inter$ention by a tribunal, code of
discipline in 2ndia.
G+)&*.1'& H.1/5)13
/rie$ance Handling" Meaning, definitions,
Causes, 2mportance of grie$ance handling,
formal /rie$ance handling mechanism, se7ual
harassment of women at wor place.
9 20
". T&.'9)13 M&(9,/4!
GU/Syllabus MBA/ 09!0 "n#ards Page !)! o$ %&'
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9&
B,,D4
$265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
T4 C S Eenata
3atnam
2ndustrial 3elations @7ford
publication
5)): 1dition
T5 ! Q !adhi 'abour and
2ndustrial 'aws+>or
'abour 'aws.
!H2
publication
5))? 1dition
T6 B & Singh 2ndustrial 3elations
and 'abour 'aws
17cel Boos 5))B1dition
T- Mamoria &ynamics of
Himalaya
publication.
4:
th
1dition
T( Ta7mann=s 'abour 'aws 'atest
publication
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
34 S C Sri$asta$a 2ndustrial 3elations
and 'abour 'aws
!H2 'earning
!$t. 'td.
5))? 1dition
35 B & Singh 2ndustrial 3elations-
1merging !aradigms
17cel Boos. 5
nd
1dition
36 A M Sarma

2ndustrial 3elations-
Conceptual and
'egal >ramewor
Himalaya
publication
9
th
1dition
3- A M Sarma 2ndustrial
8urisprudence and
Himalaya
publication
:
th
1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !)% o$ %&'
'abour 'egislation
3( Qathy &aniels 1mployee 3elations
in an organi%ational
conte7t
8aico Boos 5))? 1dition
3: B & Singh 'abour 'aws for
Managers
17cel Boos 5))? 1dition
A. L)4(4 ,% J,2+1.54/ $&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
8ournal of Management of 2ndustrial 3elations.
NB! !lease note that while the brea up of the syllabus is gi$en in modular structure for sae
of easy handling of the course, the faculty,paper-setter is free to decide on the setting of
;uestion paper based on relati$e importance of the module,topic. 2t is e7pected that a
balanced $iew is taen while setting the paper.
GU/Syllabus MBA/ 09!0 "n#ards Page !)& o$ %&'
C,2+4& C,/&! H0"
H2-.1 R&4,2+'& D&*&5,:-&1( (HRD#
1. C,2+4& O6<&'()*&4!
To help students to understand $arious concepts of H3&
#nderstanding of H3& systems and processes.
To help students to de$elop H3& facilitators sillsS to de$elop and design
H3& programmes, to implement and control them in $arious organi%ational
setups in different sectors
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I 2ntroduction, &efinitions of H3&, 1$olution of H3&,
H3& and H3M, H3& >unctions
9 20
II 3ole of H3& !rofessional
Challenges to organi%ations and H3& !rofessionals,
Changing worforce &emography, Competing in
/lobal 1conomy, 1liminating the Sill /ap, <eed
>or 'ife long 'earning, >ramewor for H3& !rocess
9 20
III &efinitions, !urpose of <eeds, 'e$els of <eed
analysis, Strategic,@rgani%ational Analysis, Tas
analysis, !erson analysis, !rioriti%ing H3& <eeds
Competency Mapping
9 20
IV Mae or Buy H3& !rogrammes, Selecting the
Trainer, !reparing a lesson !lan, Selecting training
methods, !reparing training materials, Scheduling
H3& !rogrammes, 3egistration and enrollment
issues
9 20
V Training &eli$ery methods, @n-8ob Training
methods, Class-room Training approaches,
2mplementing the Training !rogrammes
!urpose of H3& 1$aluation, Models and
framewors of e$aluation, Accessing impact of H3&
!rogrammes, 1thical issues concerning 1$aluation
9 20
". T&.'9)13 M&(9,/4!
GU/Syllabus MBA/ 09!0 "n#ards Page !)( o$ %&'
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( 6,,D4
S+.
N,.
A2(9,+ N.-& ,% (9& 6,,D $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
T4 3andy &esimone,
8ohn Cerner and
&a$id Harris
Human 3esources
&e$elopment
Thomson 'atest 1dition
T5 Manin Human 3esource
&e$elopment
T6 <oe Human 3esources
&e$elopment
Tata
Mc/raw-Hill
'atest 1dition
@. R&%&+&1'& 6,,D4
S+.
N,.
A2(9,+ N.-& ,% (9& 6,,D $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
34 #dai !areeh H
T.E.3ao
&esigning and managing
Human 3esource Systems
35 !areeh #dai H
TE 3ao
#nderstanding H3& System Tata
Mc/raw-Hill
'atest 1dition
36 Biswanath /hosh Human 3esource
&e$elopment H Management
Eias 'atest 1dition
3- !. '. 3ao Training and &e$elopment 17cell 'atest 1dition
3( 3othwell Beyond training and
de$elopment
3: Blanchard,
Thacer
1ffecti$e Training !earson 'atest 1dition
3? 3ichard A
Swanson !h&
and 1lwood >.
Holton
>oundations of Human
3esource &e$elopment by
Berrett-Qoehler 'atest 1dition
A. L)4(4 ,% J,2+1.54/ $&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
8ournal of Human 3esource &e$elopment. Management 3e$iew- 22M Banglore,
Eialp- 22M Ahmedabad, Human Capital
GU/Syllabus MBA/ 09!0 "n#ards Page !)) o$ %&'
C,2+4& C,/&! H0>
S(+.(&3)' H2-.1 R&4,2+'& M.1.3&-&1( (SHRM#
1. C,2+4& O6<&'()*&!
To help participants to de$elop and deepen their understanding of H3M in a
strategic conte7t as well as H3M=s wor to de$elop and maintain a competiti$e
competence in organi%ations
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I A1 )1*&4(-&1( :&+4:&'()*& ,% HRM
Adopting an in$estment perspecti$e
>actors influencing how K2n$estment @rientedL
the @rgani%ation is.
T+&1/4 .%%&'()13 HRM
2mpact of Technology
Corforce &emographic changes and di$ersity
9 20
II S(+.(&3)' $5.11)13
Models of strategy
The process of strategic Management
Mission statement
Analysis of en$ironment
@rgani%ation Self-assessment
1stablishing goals H ob0ecti$es
Setting strategy
T9& E*,5*)13/ 4(+.(&3)' +,5& ,% HRM
Strategic H3 Es Traditional H3
Barriers to strategic H3
Models of SH3M
High-commitment mgmt
High performance
High in$ol$ement
Approaches to the de$elopment of H3 strategies
Best fit
Bundling
Approaches to attaining strategic fit
Competition strategy
@rgani%ational typology
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !)* o$ %&'
'ife-cycle
The strategic role of H3 function
H3 specialist as Strategic partner
As a business partner
Qey roles
III H2-.1 R&4,2+'& $5.11)13
@b0ecti$es of Human resource !lanning
Types of !lanning
Aggregate planning
Succession !lanning
>orecasting Models
!rocess of H3 planning
!lanning By whom
'in to business planning
Hard H soft H3!
Approaches to H3!
Strategic Choices
<ature of H3!
Models of H3!
D&4)31 G R&/&4)31 ,% W,+D 404(&-4
&esign of wor systems
3edesign of wor Systems
#nderstanding Change
Managing change
9 20
IV S(.%%)13
3ecruiting
Strategic choices
Temporary Es !ermanent 1mployees
2nternal Es 17ternal 3ecruiting
Chen H how e7tensi$ely to recruit
Methods of recruiting
Selection
Selection !rocess
2nter$iewing
Testing
3eliability H $alidity in testing
Types of selection test
3eferences
2nternational Assignments di$ersity
T+.)1)13 G /&*&5,:-&1(
Benefits of training H de$elopment
Strategic choice
Training, de$elopment H performance
impro$ement
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !)' o$ %&'
Training process
!lanning H strategi%ing training
<eed Assessment
@b0ecti$es
&esign H deli$ery
1$aluation
2ntegrating training with performance
management systems H compensation
V $&+%,+-.1'& M.1.3&-&1( G %&&/6.'D
!erformance Management H its purpose
!rocess
Strategic choice
Strategy H !erformance Appraisal !rocess
!erformance management cycle
#se of the system
Cho e$aluates
Chat to e$aluate
How to e$aluate
Measures of 1$aluation
@ther consideration
E-:5,0&& S&:.+.(),1
3eductions in force
Turno$er
3etirement
9 20
". T&.'9)13 M&(9,/4!
+b. &iscussions on issues and techni;ues of Mareting.
>. E*.52.(),1!
elements"
1$aluation.
GU/Syllabus MBA/ 09!0 "n#ards Page !)+ o$ %&'
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Mello.A.8effrey Strategic Human
resource
management
South-Cestern
Thomson
'earning
5))) 1dition
T5 Mabey,
Christopher,
Salaman,
/raeman and
Storey 8ohn.
H 3M" A strategic
2ntroduction"
@7ford 'atest 1diton
T6 Sharma, Anuradha
H Qhandear,
Aradhana,
Strategic Human
3esource
Management" An
2ndian
!erspecti$e,
3esponse Boos,
!rentice Hall 'atest 1diton
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Anthony Cilliams,
Qacmar H !errewe
Human 3esource
Management" A
strategic
Approach.
Harcourt
College
5))5 1dition
35 Armstrong Michael Handboo of
Strategic Human
resource
Management" A
guide to action
Crest !ublishing 5))6 1dition
36 Agarwal Tanu0a Strategic Human
3esource
Management,
3- &reher, /eorge, >.
H &ougherty
Thomas !.,
Human 3esource
Strategy" A
Beha$ioural
!erspecti$e for
the /eneral
Managers,
3( <oe, Hollenbec,
/erhart, and
Cright.
>undamentals of
Human 3esource
Management
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
Human Capital, British 8ournal of /uidance H Counseling, Human 3esource
2ntensi$e, @ther Business <ewspapers H Maga%ines.
GU/Syllabus MBA/ 09!0 "n#ards Page !)9 o$ %&'
C,2+4& C,/&! H0?
2nternational Human 3esource Management +2H3M.
1. C,2+4& O6<&'()*&!
This course presents a detailed co$erage to the issues related to the 2nternational
Human resource management. This course is designed for the students who would
be speciali%ing in human resource management. This course will help the students
understand the dynamics of human resource management in the global conte7t
and manage people effecti$ely
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I 1$olution of 2nternational Business, &ri$ers of
/lobalisation, Stages of 2nternationali%ation,
Ad$antages and !roblems of 2nternational Business,
Cross border mergers and ac;uisitions, @rgani%ational
structure in M<C and 2nternational &imensions of
H3M
9 20
II 2ntroduction H @$er$iew
Approaches to 2H3M
&ifferences between &omestic H 2H3M
Social and cultural conte7t of 2H3M, Managing
culture di$ersity,
H3M in ma0or economies of the world
Sustaining international business operations
Transferring staff for international business, types
of international assignments, standardi%ation of
wor practices, international 0oint $entures,
moti$ation and reward in international 0oint
$entures
9 20
III 2nternational Staffing,3ecruitment and Selection
Training and de$elopment of international staff,
17patriate Training
&e$eloping 2nternational Staff
!erformance Management
>actors Associated with 2ndi$idual !erformance H
Appraisal
Criteria for Appraising 2nternational 1mployees
9 20
IV Compensation
- @b0ecti$es H Approaches to 2nternational
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !*0 o$ %&'
Compensation, 3epatriation
The 3epatriation !rocess
V 2ndustrial relations, Qey issues in international
industrial relations, The response of trade unions
to multinationals,
2nternational 'abour @rganisation
2ndian multinational companies
2ssues, challenges and Theoretical de$elopments,
The future 2H3M
9 20
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 !eter 8. &owling
Marion >esting,
and Allen 1ngle
2nternational
Human 3esource
Management"
Managing !eople
in a Multinational
Conte7t
South-Cestern
College !ub
'atest 1dition
T5 1$ans, !uci,
Barsou7,
The /lobal
Challenge-
framewor for
2nternational
Human 3esource
Management,
Tata Mc/raw-
Hill
'atest 1dition
T6 !eter 8 &owling,
&enice 1 Celch,
2nternational
Human 3esource
Management
Cenage
'earning
'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !*! o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Q Aswathappa,
Sadhna
&as,
2nternational
Human 3esource
Management
Tata Mc/raw
Hill
'atest 1dition
35 Tony 1dwards,
Chris
3ees,
2nternational
Human 3esource
Management
!erson
1ducation
'atest 1dition
36 Monir H Tayeb 2nternational
Human 3esource
Management
3- !' 3ao, 2nternational
Human resource
Management
3( A-C Har%ing and 8
Ean 3uysse$eldt
2nternational
human resource
management
Sage 'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
GU/Syllabus MBA/ 09!0 "n#ards Page !*% o$ %&'
C,2+4& C,/&! H0@
C,1%5)'( M.1.3&-&1( .1/ N&3,().(),1
1. C,2+4& O6<&'()*&!
To sensiti%e the students about how organi%ational processes can be impro$ed
through effecti$e management of conflict and negotiation
&e$elop basic beha$ioural science sills of the students in handling conflict and
negotiation
Help Students understand and apply basic concepts and sills related to
conflict management and negotiation
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I &efining <egotiation and 2ts Components
!ersonality
Conflict - its nature and diagnosis
<egotiation Styles
Qey negotiation Temperaments
Communicating in <egotiation
2nterests and /oals in <egotiation
9 20
II 1ffect of /ender and culture on negotiation
1ffect of !erception on <egotiation
1ffect of !ower in <egotiation
Asserting oneDs self
!ersuasion
9 20
III 3ules of negotiation and Common Mistaes
<egotiation !rocess and !reparation
Alternati$e Styles, Strategies and Techni;ues of
<egotiation
9 20
IV Team <egotiation
<egotiation in 'eadership and !ublic 3elations
Third !arty 2nter$ention
9 20
V &e$eloping and #sing !ersonal <egotiating
!ower , !ost-<egotiating 1$aluation
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !*& o$ %&'
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
T4 B. A. B. Cor$ette Conflict Management - A
!ractical /uide to
&e$eloping <egotiation
Strategies,
!earson
1ducation
'atest 1dition
T5 Michael ' Spangle
and Myra Carren
2senhartS
<egotiation"
Communication for
&i$erse Settings
Sage 'atest 1dition
T6 3out and @mio, Corporate Conflcit
Management - Concepts
and Sills
!H2 'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G Y&.+
,% $265)'.(),1
34 2. Cilliam Vartman <egotiation and Conflict
Management" 1ssays on
Theory and !ractice
3outledge 5))? 1dition
35 Ma7 H. Ba%erman <egotiation, decision
maing and conflict
management, Eol 4
1dward
1lgar
5))( 1dition
36 Carsten Q. C. &e
&reu, Michele 8.
/elfand
The psychology of
conflict and conflict
management in
organi%ations
C3C !ress 5))? 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !*( o$ %&'
3- Michael '
Spangle and
Myra Carren
2senhart
<egotiation"
Communication for
&i$erse Settings
Sage 5))5 1dition or
later
3( /oodwin, Cliff
and /riffith,
&aniel B.
The Conflict Sur$i$al Qit"
Tools for 3esol$ing
Conflict at Cor,
!rentice
Hall
'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
8ournal of Mareting, !rofessional selling, 8ournal of !ersonal Selling H Sales Mgmt.,
8ournal of Mareting Channels, 8ournal of Supply Chain Mgmt., 2nternational 8ournal
of 3etail and &istribution Mgmt. etc.
GU/Syllabus MBA/ 09!0 "n#ards Page !*) o$ %&'
C,2+4& C,/&! H0A
S:&').5 S(2/)&4 / D&*&5,:-&1(4 )1 HR ($+,<&'(#
1. O6<&'()*&!
This sub0ect aims to gi$e students a practical feel of the theoretical sub0ects learnt.
The students ha$e to tae up a topic and wor on it in the field. !referably a case
study or a sur$ey based study is e7pected.
2. C,2+4& D2+.(),1!
. I5524(+.()*& C,1(&-:,+.+0 I442&4 )1 HR!
4. Contemporary 1n$ironment of H3M
5. Fuality of Cor 'ife and !roducti$ity
6. Human 3esource 2nformation System
-. @utsourcing
(. Qnowledge Management
:. H3 in Mergers and Ac;uisitions
?. 'earning @rgani%ations
B. Eirtual @rgani%ations and emerging H3 issues
9. 3ationali%ing H3
4). !eople=s Capability Maturing Model +!CMM.
44. 1thics in management
This list is only illustrati$e and students can choose any contemporary topics of
his,her choice.

". G2)/&5)1&4 %,+ $+&:.+)13 $+&4&1(.(),1!
'iterature 3e$iew
>. E*.52.(),1!
&iscussion
GU/Syllabus MBA/ 09!0 "n#ards Page !** o$ %&'
C,2+4& C,/&! H09
C,1(&-:,+.+0 I442&4 )1 H2-.1 R&4,2+'&4
1. C,2+4& O6<&'()*&!
To help students understand $arious emerging trends in H3M
To help students to understand contemporary issues in managing people.
2. C,2+4& D2+.(),1!
)5524(+.()*& C,1(&-:,+.+0 I442&4 )1 HRM!
Contemporary 1n$ironment of H3M
Fuality of Cor 'ife and !roducti$ity
Human 3esource 2nformation System
@utsourcing
Qnowledge Management
H3 in Mergers and Ac;uisitions
'earning @rgani%ations
Eirtual @rgani%ations and emerging H3
issues
3ationali%ing H3
2dentity issues +2ndian Conte7t.
!eople=s Capability Maturing Model +!CMM.
". G2)/&5)1&4 %,+ $+&:.+)13 $+&4&1(.(),1!
'iterature 3e$iew
>. E*.52.(),1!
&iscussion
GU/Syllabus MBA/ 09!0 "n#ards Page !*' o$ %&'
C,2+4& C,/&! H10
$&+%,+-.1'& M.1.3&-&1( (HR E5&'()*&#
1. C,2+4& O6<&'()*&!
To orient the students with the concepts related to performance appraisal.
To facilitate learning related to performance management for employees.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I F,21/.(),14 ,% $&+%,+-.1'& M.1.3&-&1(
&efinition, Concerns and Scope
The Management of !erformance
A Short History of !erformance Management
The 1ssence of !erformance Management
Criti;ues of !erformance Management and
Appraisal
$&+%,+-.1'& M.1.3&-&1( )1 A'(),1
The 2!& !erformance Management Sur$ey
!erformance Management in !ractice
Case-Studies in !erformance Management
Chat !eople feel about !erformance
Management" >ocus /&, Attitude Sur$eys
The 2mpact of !erformance Management
9 20
II T9& A::5)'.(),1 ,% $&+%,+-.1'& M.1.3&-&1(
!erformance Management and &e$elopment
!erformance Management and !ay
!erformance Management for Teams
$&+%,+-.1'& M.1.3&-&1( $+,'&44&4
Measuring !erformance
Agreeing @b0ecti$es and !erformance
Standards
Competence and Competency Analysis
&egree >eedbac
Conducting !erformance and &e$elopment
3e$iews
Coaching and Counselling
!erformance !roblem-Sol$ing
9 20
III D&*&5,:)13 .1/ M.)1(.)1)13 $&+%,+-.1'&
M.1.3&-&1(
2ntroducing !erformance Management
'earning about !erformance Management
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !*+ o$ %&'
1$aluating !erformance Management
C,1'524),14
The 3eality of !erformance Management
IV 'egal issues in !erformance
Management.
9 20
V 'egal issues in !erformance
Management.
3ecent Trends H !ractices
2n 2ndia and abroad
9 20
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
GU/Syllabus MBA/ 09!0 "n#ards Page !*9 o$ %&'
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Michael Armstrong
H Angela Baron
!erformance
Management
T5 A S Qohli H T. &eb !erformance
Management
T6 Herman Aguinis !erformance
Management
!earson 5
nd
1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34
!rof. T E 3ao-
!erformance
Management and
Appraisal
Systems-
H3 Tools for
/lobal
Competiti$eness
Sage 'atest 1dition
35 'ance A. Berger H
&orothy
3. Berger,
The Talent
Management
Hand Boo,
Tata Mc-/raw
Hill
'atest 1dition
36 &i7it Earsha !erformance
Management,
Erinda
!ubilcations
'atest 1dition
3- !rem Chadha" !erformance
Management,
Macmillan 'atest 1dition
3( &a$id Cade and
3onad 3ecardo,
Corporate
!erformance
Management,
Butter
Heinemann
'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
Human Capital, Supreme Court 8udgments, @ther Business <ewspapers H
Maga%ines
GU/Syllabus MBA/ 09!0 "n#ards Page !'0 o$ %&'
C,2+4& C,/&! H11
D&4)31 %,+ I11,*.(),1 (DI#
1. C,2+4& O6<&'()*&!
The course is intended for students who want to enhance their inno$ation and design
thining sills in business and other domains. More specifically, the course is designed
to help students"
4. Stimulate creati$ity in yourself and others.
5. 2ncorporate design thining into your analysis of business situations.
6. Apply creati$e and design thining to a real-world business situation.
-. 'earn how to build and lead an inno$ation team.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I 1$olution of @rgani%ation &esign &imensions of
@rgani%ation &esign @rgani%ation Strategy and
design and effecti$eness, approaches to
effecti$eness @rgani%ation &esign Alternati$es,
applications of @rg &esign 2nter-organi%ational
3elationships
9 20
II @rgani%ation Si%e, 'ife Cycle and Control
@rgani%ation &esign and Culture 2nno$ation and
Change Contemporary trends in @rgani%ation
&esign
9 20
III 2nno$ation Streams, @rg &esign and
@rgani%ational 1$olution Managing through
cycles of technological change /unfire at sea" A
Case Study of 2nno$ation
9 20
IV Managerial problem sol$ing and congruence
approach Strong Cultures and 2nno$ation
Ambide7trous @rgani%ations &ynamic
Capabilities and Strategic management
9 20
V 17amples of 2nno$ation, Case Studies , !ractical
aspects in commerciali%ation 2nno$ation , H3
2ssues related to 2nno$ation , !ro0ect
!resentation
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !'! o$ %&'
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 3ichard &aft. @rgani%ation Theory
and &esign
Cengage 'atest 1dition
T5 Tushman and
Anderson,
Managing Strategic
2nno$ation and
Change
T6 !ascal 'e Masson,
BenoXt Ceil and
Armand Hatchuel
Strategic
Management of
2nno$ation and
&esign
Cambridge 'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 &aniel C. 3asmus Management by
&esign" Applying
&esign !rinciples
to the Cor
17perience
35 8eff &e/raff
and Shawn Fuinn
'eading
2nno$ation" How
to 8ump Start
Pour
@rgani%ationDs
/rowth 1ngine
TMH 'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !'% o$ %&'
36 Bettina $on Stamm Managing
2nno$ation,
&esign and
Creati$ity
3- Brigitte Bor0a de
Mo%ota
&esign
Management"
#sing &esign
to Build Brand
Ealue and
Corporate
2nno$ation
Allworth !ress 'atest 1dition
3( /erard H. /aynor 2nno$ation by
&esign" Chat
2t Taes to
Qeep Pour
Company on
the Cutting
1dge
AMAC@M 'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
GU/Syllabus MBA/ 09!0 "n#ards Page !'& o$ %&'
C,2+4& C,/&! H11
C,214&55)13 .1/ M&1(,+)13 SD)554 %,+ M.1.3&-&1( (CSM#
1. C,2+4& O6<&'()*&!
4. To sensiti%e the students about how to handle the employeesD feelings, neglected
needs and $arious other issue effecti$ely, asserti$ely without hurting their feelings
5. &e$elop basic sills in communicating, supporting, facilitating and de$eloping
employees for impro$ed relationships and performance
6. Handle difficult employees and relationship challenges effecti$ely so as to a$oid
disciplinary and legal conse;uences
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I D&*&5,:)13 (9& F,21/.(),1
2ntroduction to Coaching, Counseling and Basic
framewors, 1stablishing confidence and trust
with our employees, #nderstanding the influence
of management styles on employee beha$iour,
&eal with different personalities more effecti$ely
with our management sills training, #sing
common sense moti$ating factors
9 20
II C,.'9)13 E-:5,0&&4 %,+ M.B)-2-
$&+%,+-.1'&
Creating a team $ision, Maing employees
accountable and responsible, /i$ing effecti$e
positi$e and negati$e feedbac, #sing feedbac
to change employee beha$iour, /ain their
commitment to impro$e, !reparing a coaching
plan
9 20
III C,214&5)13 E-:5,0&&4 (, I-:+,*&
$&+%,+-.1'&
3ules of negotiation and Common Mistaes,
#sing constructi$e $ersus destructi$e
communication, 2ssuing and documenting formal
and informal $erbal warnings, 'egally safe written
warning documentation, !rogressi$e disciplinary
guidelines, &e$eloping a !2!-performance
impro$ement plan that wors
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !'( o$ %&'
IV D)%%)'25( C,.'9)13 G C,214&5)13 S)(2.(),14
1mployees bringing personal problems to wor,
Handle difficult or e7plosi$e personalities and
beha$iours, Safely terminate employees who
donDt impro$e, Coach employees who are
personal friends or former peers, Counsel
employees who are older than or ha$e more
seniority than the manager , &eal with chronic
complainers
9 20
V #sing Coaching and Mentoring to Create a
Stronger, More 1ffecti$e Team
Techni;ues for building trust and mutual
respect
!ower tips for boosting cooperation and
teamwor
How to eep your team up and energi%ed
under pressure, crisis and change
9 20
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Qa$ita singh Counselling Sills
for Managers
!H2 'atest 1dition
T5 S. <aranyan 3oa Counselling and
guidance
TMH 'atest 1dition
T6 Andrew 8. &uBrin Coaching and
Mentoring
GU/Syllabus MBA/ 09!0 "n#ards Page !') o$ %&'
Sills
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 1li%abeth B.
Hurloc
!ersonality
de$elopment
TMH 'atest 1dition
35 Hughes, /innett,
Currhy
'eadership TMH 'atest 1dition
36 A$eri
'eimon ,>rancois
Mosco$ici,
/ladeana
Mcmahon
1ssential
Business
Coaching
+1ssential
Coaching
Sills and
Qnowledge.
3outledge 'atest 1dition
3- 3eg Hamilton,
Sophie /rillet
Mentoring"
!ractical
/uide to the
Sills of
Mentoring
+ManagerDs
!ocet
/uides.
Spiro !ress 'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
Human Capital, British 8ournal of /uidance H Counselling, Human 3esource
GU/Syllabus MBA/ 09!0 "n#ards Page !'* o$ %&'
C,2+4& C,/&! H1
R&'+2)(-&1( .1/ S&5&'(),1
1. C,2+4& O6<&'()*&!
To help students understand the 3ecruitment and selection process
thoroughly
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I S(+.(&3)' J,6 A1.504)4 .1/ C,-:&(&1'0
M,/&5)13.
8ob analysis and strategy behind it, 0ob description
and person specifications,
Common 0ob analysis methods
!lanning 0ob analysis
Conducting 0ob analysis
Competency modeling and 3ewards Analysis
>orecasting and !lanning
The worforce planning process
>orecasting the firm=s 'abor &emand and supply
/aps between Them
Staffing planning
9 20
II S,2+')13! I/&1()%0)13 R&'+2)(4
Sourcing
Creating source plan
R&'+2)()13
Chat is recruiting
How applicants 3eact to recruiting
Training and de$eloping recruiters
3ecruiting Metrics
&e$eloping Applicant attraction strategies
Timing and disclosure of 2nformation
Achie$ing 3ecruitment Consistency
9 20
III M&.42+&-&1(
Chat is measurementT
&escribing and interpreting &ata
#sing &ata Strategically
Chat are the characteristics of useful MeasuresT
Creating and $alidating an assessment System
A44&44)13 EB(&+1.5 .1/ I1(&+1.5 C.1/)/.(&4
The firm=s /oals
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !'' o$ %&'
Assessment Methods
#sing Multiple Methods
3educing Ad$erse 2mpact
Assessment !lans
IV C9,,4)13 .1/ H)+)13 C.1/)/.(&4
Choosing candidates
8ob @ffer Strategies
The employment Contract
!resenting a 0ob offer
<egotiating
Closing the deal
>airness perceptions and re0ections
9 20
V S(.%%)13 S04(&- E*.52.(),1 .1/ T&'91,5,30
Staffing outcomes
1$aluation staffing Systems
Technology and staffing 1$aluation
A+()'5&4 .1/ C.4&4
9 20
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B( B,,D4!
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T4 8ean M. !hillips,
Stanley M. /ully
Strategic Staffing. !earson 5)): 1dition
T5 /areth 3oberts 3ecruitment and
Selection
8aico !ublishing
House
5))? 1dition
T6 8eff /rout, Sarah
!errin
3ecruiting
17cellence" An
2nsiderDs /uide to
Sourcing Top
Talent
5))? 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !'+ o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
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$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 3obert Cood, Tim
!ayne
Competency-
Based
3ecruitment and
Selection
Ciley 5)): 1dition
35 'illy M Berry 1mployee
Selection,
Thomson 'atest 1dition
36 &ipa Qumar
Bhattacharyya
Human 3esource
!lanning, 5nd
edition,
3- Heneman, Herbert
/., 222, H 8udge,
Timothy A.
Staffing
@rgani%ations
Tata Mc/rahill 'atest 1dition
3( &as, H. 3ecruitment,
selection and
deployment of
human resources"
A Canadian
perspecti$e.
!earson
!rentice Hall.
'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
GU/Syllabus MBA/ 09!0 "n#ards Page !'9 o$ %&'
C,2+4& C,/&! H1"
M.1.3)13 K1,=5&/3& W,+D&+4 (MKW#
1. C,2+4& O6<&'()*&!
1stablish a foundation of ey terms and concepts, historical e$ents and
contributions, organi%ational benefits, and guiding principles on which to build
greater understanding of nowledge management
17plore the relationship between nowledge management and organi%ation
leadership models.
2ncrease recognition of the importance of organi%ation culture to the success of
nowledge management.
W!ro$ide historical and contemporary conte7t for the e$olution and role of
nowledge worers
2ncrease information and understanding about nowledge transfer using low-
and high technology strategies
17plore the future of nowledge management and its influence on our 0obs,
communities, and society
2. C,2+4& D2+.(),1!
2ntroductions to the ways in which organi%ations create, identify, capture, and
distribute nowledge, i.e., nowledge management +QM.. Topics include
nowledge management principlesS new organi%ations and intellectual capitalS
integration of human resources, training and de$elopment, information
systems, and business units to implement nowledge management strategiesS
and new roles and responsibilities for nowledge worers.
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I K1,=5&/3& M.1.3&-&1( F21/.-&1(.54
2ntroduction and o$er$iew
Qey terms and definitions
The nowledge continuum +data,
information, nowledge.
QM=s emergence and e$olution
QM benefits
/uiding principles for managing
nowledge
'eadership and QM
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !+0 o$ %&'
II K1,=5&/3& M.1.3&-&1( .1/ O+3.1)E.(),1
C25(2+&
@rgani%ation change
Trust
@rgani%ation change
Systems thining
Collecti$e learning
Managing nowledge o$erload
9 20
III K1,=5&/3& W,+D&+4! N&= R,5&4 .1/
R&4:,14)6)5)()&4
Historical bacground
Titles, e7pectations and responsibilities
for the Qnowledge 1conomy
1merging titles and roles
9 20
IV I/&1()%0)137 C+&.()137 S9.+)13 .1/ M&.42+)13
K1,=5&/3&
High touch QM strategies and practices
o 1nabling nowledge
o High touch methods +storytelling,
benchmaring, nowledge mapping.
High tech QM tools of the trade +2nternet, e-
mail, intranets, $ideoconferencing,
groupware, best practices database, data-
mining, enterprise information portals.
Measuring QM
9 20
V K1,=5&/3& M.1.3&-&1( T,/.0 .1/
T,-,++,=
Attention management
2dea factories,incubators
Customer relationship management +C3M.
QM and organi%ational learning of the future
+QM and e-learning, learning management
systems, 0ust-in-time learning, learning
ob0ects.
QM and life-long learning
>rom iller applications to iller e7istence
9 20
". T&.'9)13 M&(9,/4!
GU/Syllabus MBA/ 09!0 "n#ards Page !+! o$ %&'
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!
S+.
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A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Thomas H.
&a$enport,
'aurence !rusa
Coring Qnowledge Har$ard
Business
School
'atest 1dition
T5 A. &. Amar Managing
Qnowledge Corers"
#nleashing
2nno$ation and
!roducti$ity
Fuorum Boos 'atest 1dition
T6 Honey Cutt KQnowledge
Management
StrategiesL,
!H2, <ew &elhi. 'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
34 8ay Cross 2nformal 'earning"
3edisco$ering the
<atural !athways
That 2nspire
2nno$ation and
!erformance
+1ssential
Qnowledge
3esource.
35 Madhuar
Slula
KCompeting Through
Qnowledge N Building a
learning @rganisationL,
3esponsce
Boos, <ew
&elhi
'atest 1dition
36 Barnes Qnowledge
Management Systems
Thomson 5)):
3- Managing Qnowledge
to >uel /rowth
Har$ard
Business
'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !+% o$ %&'
3( /raeme Martin Managing !eople and
@rgani%ations in
Changing Conte7ts
Butterworth-
Heinemann
5)):
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
Human Capital, British
8ournal of /uidance H Counseling,
Human 3esource 2ntensi$e,
Qnowledge and !rocess Management by Ciley online 'ibrary
@ther Business <ewspapers H Maga%ines.
GU/Syllabus MBA/ 09!0 "n#ards Page !+& o$ %&'
C,2+4& C,/&! M01
C,142-&+ B&9.*),2+ (CB#
1. C,2+4& O6<&'()*&"
4. To familiari%e the students with the beha$ioural aspects of consumers.
5. To understand the internal forces, e7ternal influences and processes that go on
to affect consumer beha$iour, the challenges generated for the mareters and
the strategies which could be implemented.
2. C,2+4& D2+.(),1!
The course will ha$e -( sessions, each of :) minutes duration.

. C,2+4& C,1(&1(4!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I I1(+,/2'(),1 (, C,142-&+ B&9.*),2+
#nderstanding the @rigins of Consumer Beha$iour
and its strategic applications, Consumer 3esearch-
paradigms and process, Maret Segmentation N
bases and strategies
9 20
II U1/&+4(.1/)13 (9& C,142-&+ .4 .1 I1/)*)/2.5
Consumer Moti$ation-needs, dynamics of moti$ation,
measurement of moti$es, Consumer !ersonality-
theories, personality traits, consumer di$ersity,
concepts of brand personality, self-image, !erception
and its dynamics, consumer imagery, percei$ed ris
and ris reduction strategies
9 20
III U1/&+4(.1/)13 (9& C,142-&+ .4 .1 I1/)*)/2.5
Consumer 'earning N Beha$ioural and Cogniti$e
learning theories, Measures of learning, Consumer
attitude formation and change- Structural models,
attitude formation and strategies of attitude change,
Communication and consumer beha$iour-
components, process and designing persuasi$e
communications
9 20
IV U1/&+4(.1/)13 C,142-&+4 )1 (9&)+ 4,').5 .1/
'25(2+.5 4&(()134
The concept of 3eference groups, reference group
appeals, >amily as a reference group, consumer
sociali%ation, >amily decision maing, Social class
and consumer beha$iour, measurement of social
class, applications, 2nfluence of culture on consumer
beha$iour, measurement of culture, 2ndian core
$alues, Subcultures, Cross-cultural consumer
beha$iour
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !+( o$ %&'
V T9& C,142-&+I4 D&')4),1-M.D)13 $+,'&44
Consumer 2nfluence, opinion leadership, moti$ation,
dynamics and measurement of opinion leadership,
mareting strategies to tae control of opinion
leadership, &iffusion of inno$ations, the adoption
process, Consumer decision maing - le$els H
models and consumer gifting beha$iour.
9 20
". T&.'9)13 M&(9,/4!
situations.
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!
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,% $265)'.(),1
T4 Schiffman and
Qanu
Consumer
Beha$iour
!earson
1ducation
<inth 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
34 Hawins, Best,
Coney H
Mooer0ee
Consumer Beha$iour TMH <inth 1dition
35 Blacwell and
1ngel
Consumer Beha$iour Cengage
'earning
2ndian 1dition
36 Michael Solomon Consumer Beha$iour !earson
1ducation
1ighth edition
GU/Syllabus MBA/ 09!0 "n#ards Page !+) o$ %&'
3- S. 3amesh Qumar Consumer Beha$iour and
Branding" Concepts,
3eadings and Cases N
The 2ndian Conte7t
!earson
1ducation
5))9
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
8ournal of Consumer Beha$iourS Ciley H Sons, 8ournal of Consumer 3esearch, 2ndian
Management, Mareting Mastermind, 2ndian 8ournal of Mareting
GU/Syllabus MBA/ 09!0 "n#ards Page !+* o$ %&'
C,2+4& C,/&! M02
M.+D&()13 R&4&.+'9 (MR#
1. C,2+4& O6<&'()*&"
4. To ha$e an o$er$iew of the e$er e7panding role of Mareting 3esearch in
$arious business applications.
5. To understand the scope of mareting research in designing and
implementing successful mareting strategies.
6. To ac;uire an appreciation of $arious analytical techni;ues used in
mareting research.
-. To ac;uaint the students with the use of $arious statistical software in
mareting research.
2. C,2+4& D2+.(),1!

. C,2+4& C,1(&1(4!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I I1(+,/2'(),1 (, M.+D&()13 R&4&.+'9
2ntroduction to Mareting 3esearch H 3esearch
!rocess, Applications of M3, 3esearch @b0ecti$es,
2nformation <eeds and Types of 3esearch,
3esearch designs - 17ploratory 3esearch,
&escripti$e 3esearch H 17perimental &esigns
9 20
II D.(. C,55&'(),1! S,2+'&4 .1/ M&(9,/4
Secondary &ata" Collection and 1$aluation, Basic
Methods @f !rimary &ata Collection, Attitude
Measurement And Scaling Techni;ues, &ata
Collection" Basic >orms +Fuestionnaire etc..
9 20
III S.-:5)13 $+,'&44 .1/ F)&5/ :+,'&/2+&4
Sampling, Types @f Samples, Sampling !roblems
And !rocedures, Sample si%e decisions,
Administering the &ata Collection +field
procedures., &ata !reparation And !rocessing
9 20
IV D.(. A1.504)4 .1/ I1(&+:+&(.(),1
2ntroduction to data analysis and interpretation,
Selecting statistical tests for nominal, ordinal and
inter$al, ratio data, /eneral hypothesis testing
procedure for parametric and nonparametric
statistics +Analysis of &ifferences., Analysis @f
17periments
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !+' o$ %&'
V D.(. A1.504)47 I1(&+:+&(.(),1 .1/ R&:,+(
:+&:.+.(),1
2n$estigation of Associations +&ependence
Methods., 2n$estigation of Associations
+2nterdependence Methods., !resentation of
3esearch >indings, 3eport preparation, 1thical
issues in mareting research
9 20
". T&.'9)13 M&(9,/4!
situations.
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!
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A2(9,+/4 N.-& ,% (9&
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$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 'uc and 3ubin Mareting
3esearch
!rentice Hall of
2ndia
Se$enth edition
T5 3a0endra
<argundar
Mareting
3esearch" Te7t
and Cases
Tata Mc/raw
Hill Company
'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !++ o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Malhotra <aresh H
&ash S
Mareting
3esearch
!earson
1ducation
>ifth 1dition
36 Churchill A /ilbert
8r.
Mareting
3esearch
Cengage
'earning
'atest 1dition
3- / C Beri Mareting
3esearch
Tata Mc/raw
Hill
'atest 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
8ournal of Mareting 3esearch +American Mareting Association., Mareting
Mastermind, 8ournal of Mareting, 2ndian 8ournal of Mareting
GU/Syllabus MBA/ 09!0 "n#ards Page !+9 o$ %&'
C,2+4& C,/&! M0
I1(&3+.(&/ M.+D&()13 C,--21)'.(),14 (IMC#
1. C,2+4& O6<&'()*&" To mae students understand $arious facets of 2ntegrated
Mareting Communications which include ad$ertising, public relations and sales
promotion, direct mareting, !ress releases, !ublicity, @nline Mareting etc. 2t is
imperati$e to mae it clear to the students that all aspects of communication will ser$e
better purpose if considered in relation to one another as compared to isolated and
stand alone acti$ities.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25& / S26--,/25& S&44),1
4
M.+D4
(U1).
EB.-
I 2ntroduction to 2ntegrated Mareting
Communication
The role of 2MC in the Mareting !rocess
@rganising for Ad$ertising and !romotionS The
role of ad agencies and other mareting
Communication @rganisations
!erspecti$es on Consumer Beha$ior
9 20
II The Communication !rocess
Source , Message and Channel >actors
1stablishing @b0ecti$es and Budgeting for the
!romotional !rogram
Creati$e StrategyS !lanning and &e$elopment
9 20
III Creati$e StrategyS 2mplementation and 1$aluation
Media !lanning and Strategy
1$aluation of Broadcast Media
1$aluation of !rint Media
9 20
IV Support Media, &irect Mareting
The 2nternet and 2nteracti$e Media
Sales !romotion
9 20
V !ublic 3elation, !ublicity and Corporate
Ad$ertising, !ersonal Selling
Measuring the 1ffecti$eness of the !romotional
!rogram
2nternational Ad$ertising and !romotion
3egulation of Ad$ertising and !romotion
1$aluating the Social, 1thical and 1conomic
Aspects of Ad$ertising and !romotion.
9 20
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B(6,,D4 (L.(&4( E/)(),1#!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Belch , Belch H
!urani
Ad$ertising and
!romotionS An
2ntegrated
Mareting
Communications
!erspecti$e
Tata Mc/raw
Hill 1du !$t 'td
?
th
ed, 5)4)
T5 Clow and Blac 2ntegrated
Ad$ertising,
!romotion and
Mareting
Communications
!H2 'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Batra, Myers and
Aaer
Ad$ertising
Management
!earson
1ducation
'atest 1dition
35 S.A. Chunawalla Ad$ertising, Sales
and !romotion
Management
Himalaya !ub 'atest 1dition
36 Qa%mi and Batra Ad$ertising and
Sales !romotion
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.! Ad$ertising 17press,
8ournal of Ad$ertising 3esearch, !itch, The Times of 2ndia
GU/Syllabus MBA/ 09!0 "n#ards Page !9! o$ %&'
C,2+4& C,/&! M0"
S.5&4 .1/ D)4(+)62(),1 M.1.3&-&1( (SDM#
1. C,2+4& O6<&'()*&!
The ob0ecti$e of this course is to help students understand the Sales and
&istribution functions as integral part of mareting functions in a business firm.
/lobali%ation, increased competition, rapid changes in communication and
information technology and need for higher le$el of customer orientation ha$e
made sales and distribution management e7tremely important. This course will
mae students appreciate the role of sales managers in the conte7t of 2ndian
economy with particular reference to essential consumer and industrial goods and
ser$ices.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25&
N,.
M,/25&4 / S26-M,/25&4 S&44),14 M.+D4
(U1).
EB.-#
I I1(+,/2'(),1 (, S.5&4 G D)4(+)62(),1
M.1.3&-&1(! <ature and scope of sales
management, personal selling ob0ecti$es, Types
of sales management positions, Theories of
personal selling, personal selling strategies, sales
forecasting and budgeting decisions, emerging
trends in selling, ethical leadership, case analysis.
9 20
II $&+4,1.5 S&55)13 $+,'&447 S.5&4 T&++)(,+)&4 G
82,(.4! Selling process, relationship selling,
&esigning Sales Territories, sales ;uotas and
sales organi%ation structures, case analysis
9 20
III S.5&4 F,+'& M.1.3&-&1(! 3ecruitment and
selection of sales force, Training, moti$ating and
compensating the salesforce, controlling the
salesforce, case analysis
9 20
IV D)4(+)62(),1 M.1.3&-&1(! 2ntroduction, need and
scope of distribution management, mareting
channels strategy, le$els of channels, institutions for
channels- retailing wholesaling, designing channel
systems, channel management, case analysis.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !9% o$ %&'
V M.+D&( 5,3)4()'4 .1/ 42::50 '9.)1
-.1.3&-&1(! &efinition H scope of logistics,
Components of logistics, in$entory H warehouse
management, transportation, channel information
systems, distribution management in international
marets, Case analysis.
9 20
". T&.'9)13 M&(9,/4!
A. Concept &iscussion
D. Case &iscussion
E. !ro0ects, Assignments, Fui%%es, Class !articipation
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G Y&.+
,% $265)'.(),1
T4 Qrishna Q. Ha$aldar,
Easant M. Ca$ale
Sales and
&istribution
Management
Tata Mc/raw-
Hill
'atest 1dition
T5 3ichard 3. Still,
1dward C. Cundiff,
<orman A.!. /o$oni
Sales Management "
&ecisions,
Strategies H Cases
T6
8ohnson >.M.,
Qurt% &.'.,
Scheuing 1.1.
Sales Management"
Concepts, !ractice,
and Cases
Tata Mc/raw-
Hill
'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !9& o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9&
B,,D4
$265)49&+ E/)(),1 G Y&.+
,% $265)'.(),1
34 &a$id 8obber,
/eoffrey 'ancaster
Selling H Sales
Management
35 Tanner,
Honeycutt,
1rffmeyer
Sales
Management
36 Mar C. 8ohnston,
/reg C. Marshall
Sales >orce
Management
Tata Mc/raw-
Hill
'atest 1dition
3- Cilliam '. Cron,
Thomas 1. &eCarlo
Sales
Management
3( &r. S. '. /upta Sales H
&istribution
Management
3: !anda Tapan Q.,
Sahade$ Sunil
Sales H
&istribution
Management
3? 8acson,
&.C. +8r..S Cunningham,
C. H. Cunninham,
2.C.M.
Selling The
!ersonal >orce
in Mareting
8ohn Cilley H
Sons
'atest 1dition
3B Anne T. Coughlan,
1rin Anderson,
'ouis C. Stern,
Adel 2 1l Ansary,
3. C. <atara0an
Mareting
Channels
39 8ohn '. /attorna Handboo of
'ogistics H
&istribution
Management
A. L)4( ,% J,2+1.54/ $&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
!rofessional selling, 8ournal of !ersonal Selling H Sales Mgmt., 8ournal of Mareting
Channels, 8ournal of Supply Chain Mgmt., 2nternational 8ournal of 3etail and
&istribution Mgmt. etc.
GU/Syllabus MBA/ 09!0 "n#ards Page !9( o$ %&'
C,2+4& C,/&! M0>
I1(&+1.(),1.5 M.+D&()13 (I1(. M#
1. C,2+4& O6<&'()*&"
The Course will mae students understand and appreciate the e$er e7panding
scope of international mareting besides ac;uainting the students with the cross
cultural implications on international mareting decisions .Moreo$er, it will enable the
students to de$elop /lobal Mareting strategies. 2t will also go into the role of the
import N e7port documentation procedure.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25& / S26--,/25& S&44),1
4
M.+D4
(U1).
EB.-#
I The Scope and challenge of 2nternational
Mareting. The &ynamic 1n$ironment of
2nternational Trade. History and /eography" The
>oundations of Culture. Culture &ynamics in
Assessing /lobal Marets
9 20
II Culture, Management Styles and Business
Systems. The !olitical 1n$ironment" A Critical
Concern. The 2nternational 'egal 1n$ironment"
!laying by the 3ules.
9 20
III &e$eloping a /lobal Eision through Mareting
3esearch. 1merging Marets. Multinational
Maret 3egions and Maret /roups. /lobal
Mareting Management" !lanning and
@rgani%ation. !roducts and Ser$ices for
Consumers.
9 20
IV !roducts and Ser$ices for Businesses.
2nternational Mareting Channels. 17porting and
'ogistics" Special 2ssues for Business.
9 20
V 2ntegrated Mareting Communications and
2nternational Ad$ertising. !ersonal Selling and
Sales Management. !ricing for 2nternational
marets. <egotiating with 2nternational
Customers,
!artners, and 3egulators.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !9) o$ %&'
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B(6,,D4 (L.(&4( E/)(),1#!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Cateora, /raham
H Salwan
2nternational
Mareting
Tata Mc/raw-
Hill !ublishing
Company 'td.
46
th
1dition 5))B
T5 2sobel &oole and
3obin 'owe
2nternational
Mareting
Strategy-
Analysis,
de$elopment and
2mplementation
Thomson !ress
!ublications
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Eern Terpstra and
3a$i Sarathy
2nternational
Mareting
Thomson
South Cestern
'atest 1dition
35 Charles C. '. Hill 2nternational
Business-
competing in the
/lobal
Maretplace
Tata Mc/raw-
Hill !ublishing
Company 'td.
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.! 8ournal of
2nternational Mareting, M2T Sloan 8ournal of Management, Times, <ew Por Times,
Har$ard Business 3e$iew

GU/Syllabus MBA/ 09!0 "n#ards Page !9* o$ %&'
C,2+4& C,/&! M0?
$+,/2'( .1/ B+.1/ M.1.3&-&1( ($BM#
1. C,2+4& O6<&'()*&4"
4. To de$elop an understanding of product management, product manager=s roles
and responsibilities
5. To introduce $arious branding principles and their e7posure to classic and
contemporary branding applications
6. To increase understanding of the important issues in planning, implementing,
and e$aluating brand strategies.
-. To ac;uaint the students with the appropriate concepts, theories, models and
other tools to mae better brand decisions.
(. To understand the latest de$elopments and culti$ate an understanding of the
ad0ustments to be made in branding strategies o$er time and geographic
boundaries to ma7imi%e brand e;uity
2. C,2+4& D2+.(),1!

. C,2+4& C,1(&1(4!
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
EB.-
(U1).
EB.-#
I 2ntroduction to !roduct Management, 3ole and
3esponsibilities of a !roduct Manager, Mareting
planning, Category Attracti$eness, Maret
Competition and Competitor Analysis
9 20
II Customer and Maret !otential Analysis, !roduct
Strategy and <ew !roduct &e$elopment, Managing
a !roduct during $arious stages of !'C
9 20
III Branding H Brand Management, The concepts of
Brand 1;uity, Creating brands in a competiti$e
maret, Brand !ositioning, $alues and Brand
Associations, #sing Brand 1lements to create brand
e;uity.
9 20
IV &esigning Mareting !rogrammes to Build Brand
1;uity. 'e$eraging Secondary Brand Associations.
&e$eloping a Brand 1;uity Management System.
Measuring Sources of Brand 1;uity and Brand
1;uity measurement approaches
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page !9' o$ %&'
V /rowing and Sustaining Brand 1;uity" &esigning and
2mplementing Branding Strategies, 'aunching Brand
17tensions, Managing brands o$ertime and o$er
geographic boundaries, 3e$itali%ation of brands.
9 20
". T&.'9)13 M&(9,/4!
+a. 'ectures and case discussions co$ering a cross section of decision
situations.
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!

The following boos may be used as base boo for this course. Howe$er, students
are also e7pected to refer boos by other authors on the sub0ect. A suggesti$e list of
reference boos is also gi$en here. They are also supposed to read business
maga%ines and 0ournals related to the sub0ect.
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
T4 'ehman and Ciner !roduct Management Tata Mc/raw
Hill
>ourth edition
T5 Qe$in 'ane Qeller Strategic Brand
Management
!earson
1ducation
Third 1dition
T6 1lliott 3ichard and
!ercy 'arry
Strategic Brand
Management
@7ford
#ni$ersity
!ress +2ndian
1dition.
'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page !9+ o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+4 N.-& ,% (9& B,,D4 $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
34 Tybout and Calins
+1ditors.
Qellogg on Branding Ciley 2ndia
1dition
'atest 1dition
35 EanAuen Brad Branding 8aico
!ublishing
House,
Mumbai
'atest 1dition
36 Baer Michael and
Hart Susan
!roduct Strategy
and Management
!earson
1ducation
'atest 1dition
3- 8ean <oel Qapferer Strategic Brand
Management
Qogan !age 'atest 1dition
3( S. 3amesh Qumar Managing 2ndian
Brands, Mareting
Concepts H
Strategies
Eias
!ublishing
House !$t.
'td.
'atest 1dition
3: &holia, Anwar and
Hasan
Mareting !ractices
in &e$eloping
1conomy " Cases
from South Asia
!H2 'earning,
<. &elhi
'atest 1dition
3? P'3 Moorthi Brand
Management, The
2ndian Conte7t
Eias
!ublishing
House !$t.
'td.
'atest 1dition
3B S. 3amesh Qumar Consumer
Beha$iour and
Branding
!earson
1ducation
'atest 1dition
39 Harsh Eerma Brand Management 17cel Boos,
<ew &elhi
'atest 1dition
A. L)4( ,% J,2+1.54/ $&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
The 1conomic Times +Brand 1;uity., Brand 3eporter, 2ndian Management,
Har$ard Business 3e$iew, 2ndian 8ournal of Mareting.
C,2+4& C,/&! M0@
S&+*)'&4 .1/ R&5.(),149): M.+D&()13 (SRM#
1. C,2+4& O6<&'()*&"
To de$elop insights into emerging trends in the ser$ice sector as well as relationship
mareting in a de$eloping economy and tacle issues in$ol$ed in the management of
ser$ices. The course intends to supplement basic mareting and mareting strategy
courses by focusing on problems and strategies specifically related to mareting of
ser$ices.
2. C,2+4& D2+.(),1!

. C,2+4& C,1(&1(4!
The course is di$ided into ( modules, each ha$ing a Ceight-age of 5) * in the
e7ternal e7am.
M,/25&
N,.
M,/25&4/S26-M,/25&4 S&44),1
4
M.+D4
(U1).
EB.-#
I I1(+,/2'(),1 (, S&+*)'&4 M.+D&()13 .1/ C24(,-&+
B&9.*),2+ )1 S&+*)'& E1',21(&+!
Ser$ices and their role in the economyS &istinctions
between Ser$ices and /oodsS Ser$ices and
Technology - technology in ser$ice encounter,
emergence of self ser$ice, automation in ser$ices,
2nternet ser$icesS Ser$ices Mareting Mi7S >our
Categories of Ser$ices N !eople-!rocessing, Mental-
Stimulus !rocessing, !ossession-!rocessing, and
2nformation-!rocessingSS Customer &ecision Maing
N !re-purchase Stage, Ser$ice-1ncounter Stage and
!ost-1ncounter StageS Customer 17pectations and
!erceptions of Ser$ices N Vone of Tolerance
9 20
II S&+*)'&4 M.+D&()13 M)B!
!roduct N Core and Supplementary 1lements,
Branding Ser$ice !roductsS !rice N 3ole of <on-
monetary Costs, !ricing Strategy !ricing and
3e$enue Management, Pield Management, !lace N
Ser$ice &istribution, &eli$ery N 3ole of Customers in
Ser$ice &eli$ery, &eli$ery through 2ntermediaries,
>ranchising, 1lectronic Channels, Self-Ser$ice
TechnologiesS !romotion N 3ole of Mareting
Communication, Mareting Communication Mi7,
2ntegrated Ser$ices Mareting Communication
9 20
III EB:.1/&/ M.+D&()13 M)B %,+ S&+*)'&4 .1/
M.1.3)13 C.:.')(0 .1/ D&-.1/ ,% 4&+*)'&4!
!eople N 1mployees= 3ole in Ser$ice &eli$ery,
Ser$ice 'eadership and Culture, !rocess N Ser$ice
Blueprinting, Ser$ice !rocess 3edesign, !hysical
1$idence N Ser$icescape, Ser$ice 1n$ironments,
#nderstanding Capacity, &emand !atterns,
Strategies for Matching Capacity and &emands
9 20
IV S&+*)'& 82.5)(0 .1/ R&5.(),149): M.1.3&-&1(!
Ser$ices Fuality" /aps ModelS Measuring and
2mpro$ing Ser$ice FualityS 1merging Ser$ice Sectors
in 2ndia N Healthcare, Biotechnology, 3etailing and
Baning Sector
3elationship Management" &efining Customer
3elationshipsS The BasicsS 17ternal 3elationshipsS
Supplier 3elationsS 2nternal 3elationships and
1lectronic 3elationships
9 20
V R&5.(),149): M.+D&()13!
Customer 3etentionS Customer 'oyaltyS Strategies
for reducing Customer &efectionsS Customer
3elationship Management +C3M.
9 20
". T&.'9)13 M&(9,/4!
+a. 'ectures and case discussions co$ering a cross section of decision
situations.
>. E*.52.(),1!
elements"
1$aluation.
GU/Syllabus MBA/ 09!0 "n#ards Page %0! o$ %&'
?. T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
T4 'o$eloc
Christopher, Cirt%
8ochen and
Chatter0ee 8ayanta
Ser$ices
Mareting"
!eople,
Technology,
Strategy
!earson
!rentice Hall
Si7th 1dition,
5)4)
T5 Veithaml E. A.,
Bitner M.8.,
/remler &.&., and
!andit A.
Ser$ices
Mareting"
2ntegrating
Customer >ocus
Across the >irm
Tata Mc/raw
Hill
>ourth 1dition,
5))B
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
34 8auhari Einnie and
&utta Qirti
Ser$ices"
Mareting,
@perations, and
Management
@7ford >irst 1dition,
5))9
35 /ronroos Christian Ser$ice
Management and
Mareting"
Customer
management in
Ser$ice
Competition
Ciley 2ndia Third 1dition,
5))?
36 Baran 3.8., /ala
3.8., Strun &.!.
Customer
3elationship
Management
South-
Cestern
Cengage
'earning
5))B
3-
/odson Mar 3elationship
Mareting
@7ford 5))9
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4!
8ournal of Ser$ices Mareting, Har$ard Business School 3e$iew
GU/Syllabus MBA/ 09!0 "n#ards Page %0% o$ %&'
C,2+4& C,/&! M0A
S:&').5 S(2/)&4 / D&*&5,:-&1(4 )1 M.+D&()13 ($+,<&'(#
1. C,2+4& O6<&'()*&!
The course aims to impart to Mareting speciali%ation students the importance of
doing self study under a faculty guide on any aspect of mareting in which the
student indi$idually feels interested to contribute originally. 2t will mae the student
organi%e his,her time towards ad$anced application oriented mareting based
learning and how to relate it to other disciplines outside mareting in order to mae
mareting successful in any company.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
!ossible Topics to be identified from the following with focus on a company or
industry
1. Company orientations toward the maret place Mareting goals and !lans
2. /athering information from internal and e7ternal sourcesS Scanning the
en$ironment
. Mareting research system H process. &emand measurement and forecasting
". Creating customer $alue and satisfaction
>. >actors influencing consumer beha$iour and buying process
?. !roduct differentiation
@. <ew product de$elopment and Managing the de$elopment process
A. &e$eloping !ricing Strategies and !rograms
9. Managing 2ntegrated Mareting Communications
10. Managing !ersonal Communications
11. 1thical practices in Mareting
12. 2nternational Mareting
". G2)/&5)1&4 %,+ $+&:.+)13 $+&4&1(.(),1!
4. 2dentification of Contemporary topics and understanding the need for study
5. 2ntroduction to Area,topic selected
6. 'iterature 3e$iew
-. &etail discussion and #nderstanding of the presenter
(. Conclusion H >uture Scope of the 3esearch +if any.
>. E*.52.(),1!
&iscussion
GU/Syllabus MBA/ 09!0 "n#ards Page %0& o$ %&'
C,2+4& C,/&! M09
S&-)1.+ ,1 C,1(&-:,+.+0 I442&4 )1 M.+D&()13
1. C,2+4& O6<&'()*&"
To e7pose the students to newer de$elopments taing place on the mareting
front.
To pro$ide learning opportunities in contemporary areas of mareting.
To ac;uire an appreciation of the usage of newer mareting techni;ues to
enhance business efficiency and effecti$eness.
2. C,2+4& D2+.(),1!

. I5524(+.()*& C,1(&-:,+.+0 I442&4 )1 M.+D&()13!
!sychographics and its implications in Mareting
Application and 2mpact of Technology in Mareting
Corporate Branding
Social and ethical Mareting
/reen Mareting
2ntegrated Mareting
&igital Mareting
1co tourism C3M and its 2ntegration into the corporate strategy
2nternet Mareting
<ew de$elopments in &irect Mareting
3etail Mareting
Sales force automation
Social Medias and their use in Mareting
Corporate 3e-branding
Brand 3epositioning, Brand 3einforcement and 3e$itali%ation
Medical Tourism
Sports Mareting and sponsorships
Ambush Mareting
Space and media mareting
Healthcare Mareting
GU/Syllabus MBA/ 09!0 "n#ards Page %0( o$ %&'
Brand de$elopment and brand e;uity
2ntegration of 2nternet mareting and 3elationship mareting
with 2MC
Telemedicine
2nsurance Ser$ices Mareting
Mareting of /o$ernment organi%ations
!olitical Mareting
#se of 2T in 3etailing
!roduct !lacement
Telemareting
Mareting of Social Sector
1$ent Mareting
Trends in Societal Mareting
1thics in Mareting
Mareting of 1ducational Ser$ices
17periential Mareting
Bu%% +or Cord-of-mouth. Mareting
". G2)/&5)1&4 %,+ $+&:.+)13 $+&4&1(.(),1!
>. E*.52.(),1!
&iscussion
GU/Syllabus MBA/ 09!0 "n#ards Page %0) o$ %&'
C,2+4& C,/&! M10
E-',--&+'& (E. C,-#
1. C,2+4& O6<&'()*&!
To create a comprehensi$e awareness of e-commerce +e-business., beginning
with the KbasicsL, i.e. terms, concepts and definitions, woring toward and
facilitating a wide understanding and appreciation of e-commerce +e-business.
applications, and the $ital role they play in modern business practice.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I 2ntroduction, 2T and business, 1-commerce"
Concepts 1lectronic Communication,
9 20
II Concerns for 1-commerce /rowth, 2nternet
bandwidth, Technical issues, Security
issues. 2ndia 1-commerce 3eadiness, 'egal issues
9 20
III Security Technologies" Cryptography, !ublic Qey
Algorithms, !ri$ate Qey Algorithms, Hashing
techni;ues, Certification and ey &istribution,
Cryptographic
9 20
IV Applications, 1ncryption, &igital Signature
!rotocols for Transactions. SS'-Secure Socet
'ayer, S1T-Secure 1lectronic
Transaction, Credit Card Business
1lectronic Commerce pro$iders.
9 20
V CyberCash, &igicash, EeriSign Software !acage"
!/! e-mail encryption software. 1&2 software
de$eloped by <2C
for Customs.
9 20
". T&.'9)13 M&(9,/4!
situations.
GU/Syllabus MBA/ 09!0 "n#ards Page %0* o$ %&'
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
T4 1fraim Turban , 2ntroduction to 1-
Commerce
!earson
1ducation
'atest 1dition
T5 8effrey 3ayport,
Bernard 8aworsi
2ntroduction to e-
Commerce
Tata Mc/raw
Hill
'atest 1dition
T6 /ary ! Scheinder
and 8ames T !erry
1lectronic
Commerce
Thomson
'earning
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 &ragan <ioli A ManagerDs !rimer
on e-<etworing" An
2ntroduction to
1nterprise
<etworing in e-
Business AC2&
1n$ironment
Qluwer
Academic
'atest 1dition
35 by Turban @utlines H
Highlights for
2ntroduction to 1-
Commerce
Cram4)4 Series 'atest 1dition
36 &a$e Chaffey 1-Business and 1-
Commerce
Management
with Companion
Cebsite with
/rade Tracer
Student Access
!earson 6rd 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page %0' o$ %&'
3- 8anice 3eynolds The Complete 1-
Commerce Boo,
&esign, Build H
Maintain a
Successful Ceb-
based Business
CM! Boos Second 1dition
3( Colin Combe 2ntroduction to e-
Business"
Management and
Strategy
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
&ata;uest, Computer Corld, Computer 17press
GU/Syllabus MBA/ 09!0 "n#ards Page %0+ o$ %&'
C,2+4& C,/&! M11
I1(&+1&( M.+D&()13 (I1(. M#
1. C,2+4& O6<&'()*&!
1$aluate the rele$ance of the 2nternet to the modern mareting conceptS
&istinguish between 2nternet mareting, e-mareting, e-commerce and e-
businessS
2dentify the ey differences between 2nternet mareting and traditional
maretingS
Assess how the 2nternet can be used in different mareting functions.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I 2ntroduction to 2nternet Ceb Mareting
-2nternet Mareting !lan-'oyalty !lan-2ncenti$e
!rograms
B20)13 C0'5&
&omain <ames-&omain <ame Selection-&omain
<ame 3egistration-@peration-1mail >orwarding
9 20
II Measuring 2nternet Mareting !rograms
-Ad 2mpressions-Clic through rate +CT3.-'in
Tracing-Con$ersion 3ates
T+.'D)13 V)4)(,+4
-Hit Counter-!age Eiews-2nterstitial AdsJ !op-up AdJ
Te7t 'in Ad-Ceb Site Eisitor 'og -'in Tracing
S&.+'9 E13)1& O:()-)E.(),1 (SEO#
9 20
III A/=,+/ M.+D&()13
-!ay !er Clic +!!C.-Ad Appro$al-Qeyword Bidding-
Conte7tual Ad$ertising-Qeyword Ads
-Bid Management-Qeyword Selection-Clic >raud
-Ad Management Tools
E-.)5 M.+D&()13
-/etting 1mail Addresses-1mail Campaigns
-1mail @ffers-!ersonali%ation-Broadcasting 1mails-
1mail Tracing-Auto responders -'ist Ser$er
V)+.5 M.+D&()13
-Ealuable !roduct or Ser$ice /i$e-Away
-Media Message -Eiral Message -&eli$ery and
3eferral Mechanism
9 20
IV A%%)5).(& M.+D&()13
-Affiliate 'in @peration -Affiliate Tracing
M.44 M&/). $+,-,(),1
-!ress 3eleases -1lectronic <ewsletters
-1lectronic Maga%ine +1-Vine. -!odcasting
-&iscussion /roups J Blogging J <ewsgroups
J #ser /roups J Chat 3ooms -Ceb Seminars
+Cebinar.
B.11&+ A/*&+()4)13
-Banner Si%es -Static Banners -Animated Banners
-&ynamic Ad 2nserts N!opups
-!opdowns
9 20
V W&6 S)(& L.0,2(
-Copy Criting-&ynamic Ceb !ages -3estricted Ceb
!ages -Meta Tags -Ceb /raphics -Ceb !age
>rames -Ceb !age >orms -Ceb Eisitor Analysis J
Clic Stream
O15)1& S(,+&%+,1(
-Catalog -!roduct !age J Cross Selling J #p Selling J
Customer 3e$iewsJ Shopping Cart
-@rder !rocessing J &iscounting -Shipping Methods
-!ayment !rocessing -Customer Support
9 20
". T&.'9)13 M&(9,/4!
situations.
>. E*.52.(),1!
elements"
1$aluation.
GU/Syllabus MBA/ 09!0 "n#ards Page %!0 o$ %&'
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 'awrence Harte An 2ntroduction to
2nternet Mareting
Althos 'atest 1dition
T5 Martyn
Chittaer
An introduction to
2nternet mareting
and planning
Billy >ire 'atest 1dition
T6 Brian Halligan,
&harmesh Shah
and &a$id
Meerman Scott
2nbound Mareting"
/et >ound #sing
/oogle, Social
Media, and Blogs
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Mary 'ou
3oberts
2nternet Mareting"
2ntegrating @nline
and @ffline
Strategies
Atomic &og 'atest 1dition
35 8an Vimmerman Ceb Mareting >or
&ummies
36 Matt Bailey 2nternet Mareting"
An Hour a &ay
Sybe7 'atest 1dition
3- Qristopher B.
8ones
Search 1ngine
@ptimi%ation" Pour
$isual blueprint for
effecti$e 2nternet
mareting
3( Mitch Meyerson
and Mary 1ule
Scarborough
Mastering @nline
Mareting" 45 Qeys
to Transform Pour
Cebsite into a Sales
!owerhouse
1ntrepreneur
!ress
'atest 1dition
?. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
&ata;uest, Computer Corld, Computer 17press
GU/Syllabus MBA/ 09!0 "n#ards Page %!! o$ %&'
C,2+4& C,/&! M12
I1/24(+).5 M.+D&()13 (I1/. M#
1. C,2+4& O6<&'()*&" The @b0ecti$e of the course is to e7pose students to the tools,
techni;ues, procedures and institutional setup appropriate to industrial mareting of
both goods and ser$ices. 2t also e7plains the differences with respect to mareting of
consumer goods and ser$ices
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25& / S26--,/25& S&44),14 M.+D4
(U1).
EB.-#
I 2ntroduction" The need to study 2ndustrial Mareting,
Eolume of Trade 'ined to 2ndustrial Marets. 2ndian
and the /lobal Scenario
9 20
II &emand 2ssues" Concepts of &eri$ed &emand, Short
Term and 'ong Term &emand 2ssues, 1conomic
'inages to &emand Studies, The Eolume and Ealue
2ssues .
@rgani%ational Buying Beha$ior" Types of
Customers, Traders, Manufacturers, Ser$ice Buyer-
and Systems Buyer
9 20
III 2ndustrial Mareting 2ntelligence" 2ntelligence
Systems Maret 2dentification, Search and
1$aluation !rocess, Measuring Mareting
!erformance, Screening 2ndustrial !roducts, 'aunch
and 'ife Cycles
9 20
IV Business to Business Communication" The Media,
Seminars, Trade Shows, &emonstration and
Simulation
!ricing" Ealue Analysis, Types of !ricing and <ature
of &iscounts
!roduct &ecision in 2ndustrial Mareting" Mae or
Buy &ecisions, Eendor &e$elopment and
Management
9 20
V Managing &istribution" 'ogistics of /oods and
Ser$ices, 'egal 2ssues, Special Sills 3e;uired,
Channel and Sales >orce Management, Channel
&esign Strategies
Mareting Strategies" >ormulation of Mareting
Strategies for 2ndustrial !roducts, 2ndustrial Maret
Segmenting, Targeting and !ositioning and
Branding.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page %!% o$ %&'
". T&.'9)13 M&(9,/4!
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B(6,,D4 (L.(&4( E/)(),1#!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 3eeder, Brierty
and 3eeder
2ndustrial Mareting"
Analysis, !lanning
and Control
!earson
1ducation
'atest 1dition
T5 Hayes and 8enster Business to
Business Mareting
2rwin,Mc-/raw
Hill
'atest 1dition
T6 M /o$indara0an 2ndustrial Mareting
Management
Eias 'atest 1dition
?. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9& B,,D $265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 Sergio Vyman The 1nd of
Mareting as
Ce Qnow 2t
HarperBusiness 'atest 1dition
35 >rederic 1.
Cebster 8r.
2ndustrial Mareting Ciley 'atest 1dition
36 8ohn Coe The >undamentals
of Business-to-
Business Sales
H Mareting
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.! 8ournal of 2ndustrial
Mareting, M2T Sloan 8ournal of Management, Times, <ew Por Times, Har$ard
Business 3e$iew
GU/Syllabus MBA/ 09!0 "n#ards Page %!& o$ %&'
C,2+4& C,/&! M1
D)+&'( .1/ R2+.5 M.+D&()13 (DGRM#
1. C,2+4& O6<&'()*&!
The course aims to ac;uaint and internali%e students the concepts and applications of
&irect Mareting as well as 3ural Mareting. The imminence of Mareting directly to
the end users as well as the significance of mareting to rural masses has ac;uired a
lot of significance in the recent past due to communications re$olution and e$er
increasing purchasing power of rural masses across the world.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),1 M.+D4
(U1).
EB.-#
I &irect Mareting" Concept, Scope and Benefits,
Applications and de$elopment of &irect
Mareting as part @f 2ntegrated Mareting
Communications
9 20
II &irect Mail, Catalogue Mareting, Tele-
mareting, !ublic and 1thical 2ssues in &irect
Mareting
9 20
III 3ural Mareting" Segmenting 3ural Marets,
3ural Mareting 3esearch, 3ural Consumer
Beha$ior and Mareting Mi7
9 20
IV &e$eloping <ew !roducts for 3ural Marets,
3ural !roduct 'ife Cycle, Brand Management in
3ural Marets ,Managing Channels in 3ural
Marets, 2nno$ating for 3ural Marets
9 20
V @rgani%ed 3ural 3etailing, 3ural Maret
Mapping, Corporate Social 3esponsibility in
3ural Maret
9 20
". T&.'9)13 M&(9,/4!
GU/Syllabus MBA/ 09!0 "n#ards Page %!( o$ %&'
>. E*.52.(),1!
elements"
1$aluation.
?. B.4)' T&B( B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
T4 Bob &ole Successful &irect
Mareting Methods
<TC Business
Boos
'atest 1dition
T5 Balram &ogra and
Qarminder Chauhan
3ural Mareting "
Concept and Cases
Tata Mc /raw
Hill
'atest 1dition
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+/4 N.-& ,% (9&
B,,D
$265)49&+ E/)(),1 .1/ Y&.+
,% $265)'.(),1
34 !radeep Qashyap,
Siddhartha 3aut
The Mareting
Chiteboo
Business Corld 5))?
35 Bob Stone Successful &irect
Mareting
Methods,
Crain Boos 'atest 1dition
36 #.C.Mathur 3ural Mareting 1UC1' 'atest 1dition
3- Acharya Agricultural
Mareting 2n 2ndia
3( 3ichard Qohls and
8oseph <.
#hl
Mareting of
Agricultural
!roducts
!H2 9th 1dition
A. L)4( ,% J,2+1.54/$&+),/)'.54/ M.3.E)1&4/ N&=4:.:&+4 &('.
The Times of 2ndia, The 1conomic Times, The Hindu, 2ndia Today, >rontline etc.
GU/Syllabus MBA/ 09!0 "n#ards Page %!) o$ %&'
C,2+4& C,/&! M1"
R&(.)5 M.+D&()13 (RM#
1. C,2+4& O6<&'()*&"
To familiari%e the students with the concept of modern retailing and
understand the significance of retailing in the current business en$ironment
To understand retailing as a business and $arious strategies the firms
engaged in retailing business adopt for their sur$i$al and growth
To understand the role of se$eral support functions in enhancing the
performance of the retail business
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(!
M,/25&
N,.
M,/25& / S26--,/25& S&44),1
4
M.+D4
(U1).
EB.-#
I 2ntroduction to 3etailing and 3etail in 2ndia"
3ole, 3ele$ance and Trends in 3etailing, 3etail
organi%ation, Classification of 3etail units, 3etail
formats, 3etail Customer, 1mergence of
organised retailing, EMS in 2ndian retailing,
3etailing in rural 2ndia, 2ndian shoppers and
consumer beha$iour, maret segmentation and
targeting
9 20
II >inancial !lanning for 3etail, 3etail 'ocation
Strategy, @rganisational Structure and H3M in
3etail
9 20
III 3etail !roduct and Brand Management, 3etail
!romotion strategy, Atmospherics and 3etail
Space Management, C3M in 3etailing
9 20
IV Supply Chain Management and 2nformation
Systems, Merchandise Management, Store
@perations
9 20
V 3etail !ricing Strategies, Managing 3etail Chains
and >ranchising, 2nternational 3etailing
9 20
". T&.'9)13 M&(9,/4!
GU/Syllabus MBA/ 09!0 "n#ards Page %!* o$ %&'
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!
S+.
N,.
A2(9,+/4 T)(5& ,% (9& B,,D $265)49&+ E/)(),1 .1/
Y&.+ ,%
$265)'.(),1
T4 Chetan Ba0a0,
Tuli and
Sri$asta$a
3etail Management @7ford Higher
1ducation
Second edition,
5)44
T5 !radhan
Swapna
3etailing Management"
Te7t H Cases
Tata Mc/raw-
Hill 1ducation
6rd ed., 5)4)
@. R&%&+&1'& B,,D4!
S+.
N,.
A2(9,+4 T)(5& ,% (9& B,,D $265)49&+ E/)(),1 .1/
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$265)'.(),1
34 Sinha, !. Q.
and &. !.
#niyal
Managing 3etailing @7ford #ni$ersity
!ress
4
st
ed., 5))?
35 Berman, Berry
and 8oel 3.
1$ans
3etail Management" A
Strategic Approach
!earson
1ducation 2ndia
4)
th
1dition,
5))?
36 <ewman
Andrew 8 and
!eter Cullen
3etailing" 1n$ironment
H @perations
Cengage
'earning
2ndia 1dition,
5))5
3- Co7, 3oger,
and !aul
Brittain
3etailing" An
2ntroduction
!earson
1ducation
'ow !rice
1dition
3( Sharma, &. !. 1-3etailing Himalaya 4
st
1dition,
5))9
3: >ernie, 8ohn
and 'eigh
Spar
'ogistics in 3etail
Management
Qogan !age
2ndia, <ew &elhi
4
st
South Asian
1dition, 5)4)
GU/Syllabus MBA/ 09!0 "n#ards Page %!' o$ %&'
3? Srini. 3.
Srini$asan
Strategic 3etail
Management
Bi%tantra 4
st
1dition,
5)4)
3B Srini$asan S.
3., and 3. Q.
Sri$asta$a
Cases in 3etail
Management
Bi%tantra 4
st
1dition,
5)4)
39 Co7, 3oger,
and !aul
Brittain
3etailing" An
2ntroduction
!earson
1ducation
'ow !rice
1dition
A. L)4( ,% J,2+1.54 / $&+),/)'.54/M.3.E)1&4/N&=4:.:&+47 &('.!
4. 2ndian 8ournal of Mareting
5. Har$ard Business 3e$iew
6. 2nternational 8ournal of 3etailing
-. 1uropean 3etailing &igest
(. 2nternational 8ournal of 3etail and &istribution Management
:. 8ournal of 3etailing
GU/Syllabus MBA/ 09!0 "n#ards Page %!+ o$ %&'
C,2+4& C,/&! $01
L,3)4()'4 .1/ S2::50 C9.)1 M.1.3&-&1( (LGSCM#
1. O6<&'()*&!
4. 2ntroduce principles and approaches to enhance nowledge and e7perience in
management decision-maing in business logistics.
5. Study modern information technology to reduce cost and impro$e ser$ice in
supply chain management.
6. Carry out case study and pro0ect on information access, information
coordination, and information processing for supply chain management in
$arious business en$ironments.
2. C,2+4& D2+.(),1!
. C,2+4& C,1(&1(4!
M,/25
& N,. M,/25&4/S26-M,/25&4
S&44),14 M.+D4
(U1).
EB.-#
I Basic Concept H !hilosophy of Supply Chain
Management, 1ssential features, infrastructure
flows, ey issues and benefits of SCM.
9 20
II Concept and $arious issues in$ol$ed, 1@F
models, Buffer Stoc, lea$e time reduction,
reorder point, ABC analysis, S&1,E1& analysis,
&istribution and warehousing management,
8ust-2n-Time and an$an System of 2n$entory
Management.
9 20
III 'ogistics as part of SCM, 'ogistics costs,
different models, logistics sub-system, inbound
and outbound logistics, outbound logistics N
distribution and ware housing management, bull
whip effect in logistics. The Total distribution
concepts N 2ntegrated 'ogistics 3ole of 2T in
warehousing H !hysical &istribution. 'ogistics
in 2nternational Trade, &e$eloping Customer
Ser$ice Strategic H Customer ser$ice 'ogistics,
Third !arty 'ogistics, and Materials handling
pacaging and transportation systems
9 20
IV 3ole of computer,2T in SCM, C3M E,s SCM,
Benchmaring- concept, features and
2mplementation, outsourcing- basic concept.
Management of Stores, Accounting for
materials.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page %!9 o$ %&'
V Concept of &emand Chain Management,
>eatures and 2mplementation. !urchasing and
Eendor Management" Centrali%ed and
decentrali%ed purchasing, functions of purchase
department and purchase policies, #se of
mathematical model for $endor rating or
e$aluation, single Eendor Concept.
9 20
". T&.'9)13 M&(9,/!
The Core Module Syllabus for logistics and supply chain management includes class
room teaching and field wor.
+a. &iscussion on concepts and issues on logistics and supply chain management.
+b. !ro0ects, Assignments, Fui%%es, Class participation etc
+c. Case discussion co$ering a cross section of effecti$e application of 2T tool and
techni;ues for logistics and supply chain management.
>. E*.52.(),1!
elements"
1$aluation.
?. T&B( B,,D4!
S+.
N,.
A2(9,+ N.-& ,% (9& 6,,D $265)49&+ E/)(),1 G
Y&.+ ,%
$265)'.(),1
T4 Chopra,
Meindl
Supply Chain
Management" Strategy,
!lanning H @peration
!rentice-
Hall 2ndia
'atest 1dition
T5 Mohanty 3. !,
&eshmuh S. /.
Supply Chain
Management" Theories and
!ractices
Bi%tantra 'atest 1dition
GU/Syllabus MBA/ 09!0 "n#ards Page %%0 o$ %&'
@. R&%&+&1'& B,,D4!
S+.
N,.
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Y&.+ ,%
$265)'.(),1
34 Bhatt Sridhar 1ssentials of logistics and
supply chain management
35 & Simchi-'e$i, !
Qaminsy and 1
Simchi-'e$i
&esigning H Manaeging the
Supply Chain
Tata
Mc/raw-
Hill
'atest 1dition
36 Chopra, S. and
Meindl, !,
Supply Chain Management"
Strategy, !lanning and
@peration
3- Shapiro, 8. S. Modeling the Supply Chain &u7bury 'atest 1dition
3( Magee, 8. >.
Copacino, C. C.
And 3osenfield &.
B.
Modern 'ogistics
Management
3: &ornier, !. 1rnst
3. >ender M. And
Qou$elis, !.
/lobal @perations and
'ogistics Te7t and Cases
3? Tayur, S.
/aneshan 3. and
Maga%ine, M.
Fuantitati$e Models for
Supply Chain Management
Qluwer
Academic
'atest 1dition
3B 3aghuram /. 'ogistics H Supply Chain
Management
39 Agarwal &.Q. A te7t Boo of 'ogistics H
supply Chain Management
34) Sahay B.S. Supply Chain Management Macmillan 'atest 1dition
344 Chopra Sunil H
!eter meindl
Supply Chain Management !earson 'atest 1dition
345 &a$id Simchi-la$i,
!hilip Qaminsy,
1dith Simchi
&esigning H Managing the
Supply Chain Concept,
Strategies and Case
Studies
Tata
Mc/raw
Hill
'atest 1dition
346 Shah 8anat Supply Chain Management"
Te7t H Cases
!earson
1ducation
'atest 1dition
34- Sople E. E 'ogistics Management !earson
1ducation
'atest 1dition
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Y To understand the statistical approach for ;uality control.
Y To create an awareness about the 2S@ and FS certification process and its
need for the industries.
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&efinition of Fuality, &imensions of Fuality,
Fuality !lanning, Fuality costs - Analysis
Techni;ues for Fuality Costs, Basic concepts of
Total Fuality Management, Historical 3e$iew,
!rinciples of TFM, 'eadership N Concepts, 3ole
of Senior Management, Fuality Council, Fuality
Statements, Strategic !lanning, &eming
!hilosophy, Barriers to TFM 2mplementation.
9 20
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Customer satisfaction N Customer !erception of
Fuality, Customer Complaints, Ser$ice Fuality,
Customer 3etention, 1mployee 2n$ol$ement N
Moti$ation, 1mpowerment, Teams, 3ecognition
and 3eward, !erformance Appraisal, Benefits,
Continuous !rocess 2mpro$ement N 8uran
Trilogy, !&SA Cycle, (S, Qai%en, Supplier
!artnership N !artnering, sourcing, Supplier
Selection, Supplier 3ating, 3elationship
&e$elopment, !erformance Measures N Basic
Concepts, Strategy, !erformance Measure.
9 20
III STAT2ST2CA' !3@C1SS C@<T3@' +S!C. 9
The se$en tools of ;uality, Statistical
>undamentals N Measures of central Tendency
and &ispersion, !opulation and Sample, <ormal
Cur$e, Control Charts for $ariables and
attributes, !rocess capability, Concept of si7
sigma, <ew se$en Management tools.
9 20
GU/Syllabus MBA/ 09!0 "n#ards Page %%% o$ %&'
IV TFM T@@'S
Benchmaring N 3easons to Benchmar,
Benchmaring !rocess, Fuality >unction
&eployment +F>&. N House of Fuality, F>&
!rocess, Benefits, Taguchi Fuality 'oss
>unction, Total !roducti$e Maintenance +T!M. N
Concept, 2mpro$ement <eeds, >M1A N Stages
of >M1A.
9 20
V F#A'2TP SPST1MS
<eed for 2S@ 9))) and @ther Fuality Systems,
2S@ 9)))"5))) Fuality System N 1lements,
2mplementation of Fuality System,
&ocumentation, Fuality Auditing, TS 4:9-9, 2S@
4-))) N Concept, 3e;uirements and Benefits.
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Management
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Management
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ManagementL
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#nderstand the dynamics of operations strategy and be able to de$elop one for
a company
#nderstand and apply the concepts of process impro$ement and reengineering
Be aware of the $arious manufacturing technologies and their purposes
Be able to recommend a location for a facility and design its layout
Be able to use a $ariety of forecasting techni;ues
Qnow the differences between push and pull systems
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2ntroduction to &ifferent Manufacturing
technologies
>le7ible Manufacturing
'ean Manufacturing
Corld Class Manufacturing
Contemporary 2ssues in Ser$ice
@perations
Contemporary 2ssues in Manufacturing
2ssues in >orecasting Methods, !ro0ect
Management etc.
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&iscussion
GU/Syllabus MBA/ 09!0 "n#ards Page %%) o$ %&'
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#nderstand the dynamics of operations strategy and be able to de$elop one for
a company
#nderstand and apply the concepts of process impro$ement and reengineering
Be aware of the $arious manufacturing technologies and their purposes
Be able to recommend a location for a facility and design its layout
Be able to use a $ariety of forecasting techni;ues
Qnow the differences between push and pull systems
2. C,2+4& D2+.(),1!
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2ntroduction to &ifferent Manufacturing
technologies
>le7ible Manufacturing
'ean Manufacturing
Corld Class Manufacturing
Contemporary 2ssues in Ser$ice
@perations
Contemporary 2ssues in Manufacturing
2ssues in >orecasting Methods, !ro0ect
Management etc.
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6. &etail discussion and #nderstanding of the presenter
-. Conclusion H >uture Scope of the 3esearch +if any.
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GU/Syllabus MBA/ 09!0 "n#ards Page %%* o$ %&'
GUIDELINES FOR ECTERNAL EVALUATION OF $ROJECT STUDY J
MBA- II / SEM J IV (F255()-& / E*&1)13#
C,-:+&9&14)*& $+,<&'( R&:,+( .1/ V)*. V,'&!
1ach student will be re;uired to prepare a pro0ect report based on the of
research,studies carried out by him,her in a business,industrial or any other
organi%ation. The report should present a problem that is faced or may be faced by
the organisation and its possible solutions or suggestions,recommendations for
o$ercoming the problem from the management perspecti$e. The report should
demonstrate the capability of the student for some creati$e potential and original
approach to sol$e the practical problems in to-dayDs business or industry. The report
should include field studies, sur$eys, interpretations, planning and design of impro$ed
integrated management systems, presented in a comprehensi$e manner with
recommendations for solutions based on scientifically wored out data. This pro0ect
will commence from semester 222 for full time students and semester E for e$ening
programme students. This course has credit hours of four.
M&(9,/ %,+ EB.-)1.(),1!
4. The groups of students at a particular institute where the ma7imum intae
capacity is :), 9) and 45) should be di$ided into 5 days, 6 days and - days
respecti$ely for pro0ect study presentation and $i$a-$oce. The schedule should
be prepared accordingly by each respecti$e institute.
5. The e$aluation panel during the e7ternal e7amination should consist of 6
members= $i%., 5 e7ternal e$aluators as sent from the uni$ersity and 4 internal
guide from the respecti$e institute.
6. 1ach group of student+s. should be gi$en atleast 5) minutes - 4( minutes for
presentation and ( minutes for answering ;uestions raised by the e$aluating
panel.
-. 1ach indi$idual e$aluator in the panel should allot mars out of a ma7imum
mar of () to an indi$idual student in a group.
(. The internal mars for the pro0ect should be allotted out of a ma7imum mar of
() by the respecti$e guide of the pro0ect and should be sent separately with
other courses= internal mars.
:. Two sealed copies of the e7ternal mars allotted by each e$aluator should be
prepared. @ne copy should be handed o$er to each respecti$e e7ternal
e$aluator to be submitted to the 17amination Controller, /u0arat #ni$ersity and
one copy to be sent to B. Q. School of Business Management.
GU/Syllabus MBA/ 09!0 "n#ards Page %%' o$ %&'
?. A certificate indicating number of pro0ects e$aluated by each respecti$e
e7ternal e$aluator should be issued to each e$aluator by the respecti$e
institute.
B. The following parameters should be considered for e$aluating the
$+&4&1(.(),1 of a candidate"
a. Scope considered
b. Substance H Treatment
c. Style of presentation
d. Time Management
e. Treatment of Fuestions and Answers pro$ided
9. The following parameters should be considered for e$aluating the $+,<&'(
R&:,+( of a candidate"
a. Theme H @b0ecti$e
b. Clarity H !resentation
c. >ocus H Conclusion
d. 2nno$ati$eness
e. 'earning deri$ed
f. Methodology used
GU/Syllabus MBA/ 09!0 "n#ards Page %%+ o$ %&'
B.K.SCHOOL OF BUSINESS MANAGEMENT
GUJARAT UNIVERSITY
MBA J II / III(F255 T)-& G E*&1)13 $+,3+.--&#
$+,<&'( S(2/0 D&(.)54
!lease note that /uide names are allocated for groups. All the /roups are re;uested
to meet their respecti$e guides and discuss, clarify and see guidance in the pro0ect
study area. All groups are re;uested to mae a following chart for pro0ect monitoring.
The filled in Chart should be submitted to the office on the final internal presentation
day.
C9.+( %,+ $+,<&'( S(2/0 M,1)(,+)13
<ame of /roup Members " R4.RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
R5.RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
Title of the !ro0ect Study " RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
<ame of the /uide " RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
S+.
N,.
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6
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GU/Syllabus MBA/ 09!0 "n#ards Page %%9 o$ %&'
D&(.)54 ,% $+&4&1(.(),1
N,. D.(& T)-& F,'24 ,% $+&4&1(.(),1
4 4-,4),5))9 44.)) p.m. onwards Broad !roposal
@b0ecti$e
Methodology
Significance
&ata Sources
5 &ata Analysis +Secondary.
6 Ma0or >indings +!rimary and
Secondary.
- 'earning H Conclusions
( 2nternal !resentation of Complete
!ro0ect Study
<ote that e$ery presentation will co$er newer aspect of the !ro0ect study. The student
should not repeat the content of one presentation to another. The presentations are
meant to monitor and re$iew the newer H incremental wor carried out o$er the
preceding presentation.
J 1ach internal e$aluation will carry some weightage to the final internal e$aluation.
GU/Syllabus MBA/ 09!0 "n#ards Page %&0 o$ %&'
B.K.SCHOOL OF BUSINESS MANAGEMENT
GUJARAT UNIVERSITY
MBA J III ($.+( T)-& E*&1)13 $+,3+.--&#
$+,<&'( S(2/0 D&(.)54
!lease note that /uide names are allocated for groups. All the /roups are re;uested
to meet their respecti$e guides and discuss, clarify and see guidance in the pro0ect
study area. All groups are re;uested to mae a following chart for pro0ect monitoring.
The filled in Chart should be submitted to the office on the final internal presentation
day.
C9.+( %,+ $+,<&'( S(2/0 M,1)(,+)13
<ame of /roup Members " R4.RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
R5.RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
Title of the !ro0ect Study " RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
<ame of the /uide " RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
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-
(
D&(.)54 ,% $+&4&1(.(),1
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4 4-,4),5))9 44.)) p.m. onwards Broad !roposal
@b0ecti$e
Methodology
Significance
&ata Sources
5 &ata Analysis +Secondary.
6 Ma0or >indings +!rimary and
Secondary.
- 'earning H Conclusions
( 2nternal !resentation of Complete
!ro0ect Study
GU/Syllabus MBA/ 09!0 "n#ards Page %&! o$ %&'
<ote that e$ery presentation will co$er newer aspect of the !ro0ect study. The student
should not repeat the content of one presentation to another. The presentations are
meant to monitor and re$iew the newer H incremental wor carried out o$er the
preceding presentation.
J 1ach internal e$aluation will carry some weightage to the final internal e$aluation
G2)/&5)1&4 %,+ $+,<&'( S(2/0 (G+.1/ $+,<&'(#
4. The purpose of !ro0ect Study for MBA-22 students is to enable them to ha$e an
integrated $iew and understanding of any industry and,or specific organi%ational
problems,issues at hand.
5. The learning process and preparation of !ro0ect Study has to start from Semester
222 of second year.
6. >or a !ro0ect Study, a student should be able to establish the interrelationship
among different concepts learnt through $arious courses that he,she has studied at
MBA.
-. There are two possible models for /rand !ro0ect"
A. Select any specific industry, carry out macro analysis of that industry and study
any specific organi%ation from all functional and strategic aspects as a case
study in that industry. +eg. Study of Telecom ser$ices industry and case study
of 3eliance,Tata.
B. Select a specific topic and mae an indepth analysis of the issues related to that
topic based on secondary data collection and $alidate the same with the help of
primary data collection and findings drawn from the same. +eg. Mareting of
hospital ser$ices , 3is Management in Bans , Mareting of 3eal 1state
Ser$ices.
GU/Syllabus MBA/ 09!0 "n#ards Page %&% o$ %&'
$ROJECT STUDY COURSE MBA-II (III G IV SEMESTERS#
OBJECTIVES
The ob0ecti$e of this course is to prepare the student to conduct a research study of an
industry , organi%ation utili%ing the tools and techni;ues learnt in the two years of study.
The focus of the study could be in depth analysis of an industry or a diagnostic problem
sol$ing e7ercise of an organi%ation. The student is e7pected to conduct a detailed
sur$ey of literature. 2n case of a status report of an industry, it is e7pected that the
student collects all aspects related to a particular industry, analy%e data and present the
findings.
!rior to conduct of the study, a student is re;uired to prepare a short research proposal
of the study and it is also e7pected that the study would lead to recommendations and
implementable plans of action.
EB:&'(&/ F,+-.( %,+ $+&:.+.(),1 ,% (9& $+,:,4.5
2ntroduction and Statement of !roblem
Short 'iterature Sur$ey
Hypothesis +s., if any
3esearch Methodology
&ata Sources
Time Budget
Tentati$e Chapter !lan
17pected Contribution of the study
Beneficiaries
A short write up on the researcher
Bibliography, Appendices, if any.
R&:,+( ,% S(2/0
2nitial pages
17ecuti$e Summary
2ntroduction , statement of problem
&etailed sur$ey of literature
Methodology , >ocus , Scope , 'imitations
Te7t of the study including analysis
Conclusions and 3ecommendations including plan of action.
Bibliography
Appendices
F,+-.( ,% $+&4&1(.(),1
4. The Student in e7pected to follow the re;uired style for presentation of the
report including Tables, 3eferences, Bibliography and Appendices
5. 'iterature Sur$ey should be related to the problem of study. 3e$iew of the
studies in the area and critical e7amination of them including conclusions of the
student should form part of the literature sur$ey.
GU/Syllabus MBA/ 09!0 "n#ards Page %&& o$ %&'
6. Acnowledgement of all sources of information through footnoting and
biography is an essential re;uirement of the study.
TECT BOOK
3efer Style Manuals for style and presentation.
Handboo for Criters and 1ditors by S. Sreeni$as 3ao +Ahmedabad" Ahmedabad
Management Association. is recommended for style, format and presentation.
Consistency of style, howe$er, in re;uired.
GU/Syllabus MBA/ 09!0 "n#ards Page %&( o$ %&'
GUIDELINES FOR SUMMER $LACEMENT (SUMMER INTERNSHI$# ,150 %,+ MBA
F255()-& S(2/&1(4
Summer placement +summer internship programme, i.e., now popularly nown as
SI$., is an integral part of the academic curriculum of MBA. >or the successful
completion of the MBA programme, the students are re;uired to complete the S2!.
After completion of the 4
st
year of the programme, i.e., after the 5
nd
semester and
before the commencement of the second year of the programme, the students are
re;uired to wor with an organisation for hands on e7perience. The duration of the
S2! is si7 to eight wees. 2n some cases this period may be a little longer, but in no
case the duration should be more than 4) wees.
S2! aims at widening the studentDs perspecti$e by pro$iding an e7posure to real life
organisational and en$ironmental situations. This will enable the students to e7plore
an industry,organisation, build a relationship with a prospecti$e employer, or simply
hone their sills in a familiar field. S2! also pro$ides in$aluable nowledge and
networing e7perience to the students. &uring the internship, the student has the
chance to put whate$er he,she learned in the 4
st
year of MBA into practice while
woring on a business plan or trying out a new industry, 0ob function or organisation.
The organisation, in turn, benefits from the ob0ecti$e and unbiased perspecti$e the
student pro$ides based on concepts and sills imbibed in the first year at the MBA
institute. The summer interns also ser$e as unofficial spoespersons of the
organisation and help in image building on campus.
Some ideal pro0ects for summer internships can be in the areas of strategy
formulation, business process reengineering, M2S, 13! implementation,
retail,in$estment baning, industry analysis, new product launches, sales and
distribution, maret research and ad$ertising, etc., among others. Howe$er, this is not
an e7hausti$e list of areas but can be $aried to suit the re;uirements of the
organisations where the student has to undergo internship. 2n some cases, e$en field
GU/Syllabus MBA/ 09!0 "n#ards Page %&) o$ %&'
wor can also become an integral part of S2!. The student need not shy away from
taing up such pro0ects.
2n case the scope of the pro0ect is large, e$en more than one student also can
undertae the S2! pro0ect 0ointly. Similarly, if the scope of the pro0ect is limited, the
student can undertae more than one pro0ect during the specified period with the
same organisation or with another organisation.
An additional benefit that organisations may deri$e is the uni;ue opportunity to
e$aluate the student from a long-term perspecti$e. Thus the S2! can become a
gateway for final placement of the student.
The student should ensure that the data and other information used in the study report
is obtained with the permission of the institution concerned. The students should also
beha$e ethically and honestly with the organisation.
The S2! process in$ol$es woring under the mentorship of an e7ecuti$e of the
concerned organisation and also with a faculty member of the institute where the
student is studying, if re;uired. The student is e7pected to first understand the
organisation and its setting and the industry,field in which the organisation is
operating. Thereafter, the student is e7pected to concentrate on the specific topic of
study, its ob0ecti$es, its rationale, and adopt a methodology and identify a suitable
analysis procedure for the completion of the study. Chere$er possible the student
may pro$ide recommendations and action plans, along with the findings of the study.
Thereafter, the student should prepare a report and submit one copy to the
organisation and one copy each to the institute and the uni$ersity. The student should
also obtain a certificate from the organisation,s where the S2! was done and attach
the same with the copy submitted to the institute.
GU/Syllabus MBA/ 09!0 "n#ards Page %&* o$ %&'
The uni$ersity will arrange for e$aluation of the S2! reports submitted by the students.
>or the purpose, the uni$ersity will nominate one faculty from outside the institute and
two faculty members from the institute who will be the e7aminers. The student,s is,are
e7pected to mae a 4( minute presentation before the e7aminers regarding the S2!
pro0ect wor undertaen, which will be followed by ;uestions by the e7aminers.
The total mars for the S2! pro0ect will be 4)). The mars will be awarded for the
following aspects"
)# I1(+,/2'(),1! Clear understanding of the topic,sub0ectS understanding of the
organisation,unit,,field.
))# L)(&+.(2+& R&*)&=! !ublished studies7 re$iew of similar studies
)))# D&(.)54 .6,2( (9& 4(2/0! @b0ecti$es, formulation of the problem, scope, and rationale of the
study.
)*# M&(9,/4/-&(9,/,5,30 ./,:(&/ %,+ (9& 4(2/0! Analytical, Sur$ey, >ield Cor or any other
method with appropriate 0ustification and reasoning.
*# A1.504)4 .1/ ',1'524),14! The logic of analysis, source of data, whether the conclusions
are in line with the ob0ecti$es, etc.
*)# C,1(+)62(),1 .1/ 5&.+1)13 %+,- (9& :+,<&'(! &etails of the contribution of the study,, the
benefits to the organisation, the learning from the study for the student, etc.
*))# A'D1,=5&/3&-&1(4! 3eferences,Citations and Bibliography and help, if any,, recei$ed
from other indi$iduals,organisations.
*)))# $+&4&1(.(),1 ,% (9& +&:,+(7 %,+-.( ,% (9& +&:,+(7 %5,= ,% (9& +&:,+(7 4(05&7 5.132.3&7
&('.
)B# $+&4&1(.(),1 ,% (9& +&:,+( (, (9& &B.-)1&+4! Substance and treatment of
the topic, style of presentation, performance in the ;uestion answer session,
time management, language, etc.
B# O*&+.55 )-:+&44),1.
JJJJJJJJ
GU/Syllabus MBA/ 09!0 "n#ards Page %&' o$ %&'

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