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1. 2. 3. 4. 5. 6. 7. 8.

Subject
ENTREPRENEURSHIP AND SMALL BUSINESS MANAGEMENT SERVICES MARKETING ORGANIZATIONAL DEVELOPMENT ECONOMIC ENVIRONMENT OF BUSINESS MARKETING STRATEGY TRAINING AND DEVELOPMENT GROUP DYNAMICS COMPENSATION MANAGEMENT

Credit
4 2 2 1 2 4 4 2

ENTREPRENEURSHIP AND SMALL BUSINESS MANAGEMENT COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 04 A: ENTREPRENEURSHIP (Weightage: 75%) 1. ENTREPRENEURSHIP: CONCEPT, EVOLUTION, AND SCOPE (3 HRS) Concept and evolution of entrepreneurship Corporate entrepreneurship Individual entrepreneurship: Part time, small and medium ventures 2. DEVELOPMENT OF ENTREPRENEURSHIP (6 HRS) Profile of an individual entrepreneur: Aptitude, skills, and knowledge set Entrepreneurial mindset: Creativity and innovation Profile of every individual students in terms of entrepreneurial traits 3. VENTURE PLANNING (6 HRS) Opportunity assessment Environment assessment Marketing research Financial analysis Business Plan 4. STARTING A VENTURE (6 HRS) Legal form of business: Merits and demerits of alternative forms Legal environment Sources of finance Buying a business & valuaing it Precommencement issues 5. RUNNING AN ENTERPRISE (6 HRS) Strategic planning Growth of an entrepreneurial venture: Organic & inorganic Operational dimensions of running the venture 6. RUNNING AN ENTERPRISE: SOME ISSUES (3 HRS) Networking Family business e-business 7. HARVESTING A BUSINESS (6 HRS) Valuating for harvesting (with numerical examples) Succession issues 2

Dilution of stakes Preparing for, and actually, exiting a venture B. SMALL BUSINESS MANAGEMENT (WITH SPECIAL FOCUS ON INDIA) (Weightage: 25%)

8. SETTING UP SMALL BUSINESS IN INDIA (4 HRS) Registration and legal formalities Procurement of space, electricity and other utilities Preproduction contracts with vendors, suppliers, customers, etc Basic start up problems and their resolution 9. MANAGEMENT OF SMALL BUSINESS IN INDIA (4 HRS) Planning and organizing Financial planning and execution Marketing Management HR issues 10. MANAGEMENT OF GROWTH (4 HRS) Stabilisation strategies Growth strategies; crises of business growth Information technology and small business BASIC TEXTS: ROBERT D HISRICH AND DEAN A SHEPHARD: Entrepreneurship (Mc Graw Hills: Latest edition) RAJEEV ROY: Entrepreneurship (OUP): Chs. 4,7,15 and 18 BUSINESS WORLD: The SME White Book 2010/11 (BW Publications:2010) All Chapters

SERVICES MARKETING COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 02 1. INTRODUCTION TO SERVICES MARKETING (2 HRS) Understanding services Nature of services marketing 2. SERVICES MARKETING AND CUSTOMER EXPERIENCE (4 HRS) Consumer behaviour & search, experience, and credence traits Consumer decision making process; implications for service provider Customer expectation and perceptions Marketing research and customer needs identification 3. STRATEGIC ISSUES IN SERVICES MARKETING (4 HRS) Market segmentation and targeting Differentiation and positioning of services Management of demand and capacity 4. MARKETING MIX FOR SERVICES (10 HRS) Marketing mix elements Product: Service packaging Pricing of services Promotion of service Role of people factor Service processes Physical evidence and marketing 5. MAXIMIZATION OF SERVICES MARKETING POTENTIAL (4 HRS) Relationship marketing Internal marketing Service recovery BASIC TEXTS: LOVELOCK, WIRTZ, AND CHATTERJEE: Services Marketing (Pearson: South Asian Edition) HARSH V. VERMA: Services Marketing (Pearson)

ORGANIZATION DEVELOPMENT COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDIT: 02 1. OVERVIEW (2 HRS) Introduction to OD Nature of planned change 2. PROCESS OF ORGANIZATION DEVELOPMENT (6 HRS) Diagnostic process: Meaning and dimensions of diagnosis; groups and jobs diagnosis; collection and analysis of information; feeding back of information Designing interventions 3. HUMAN PROCESS INNTERVENTIONS (4 HRS) Individual, interpersonal, and group process approaches Organization process approach 4. TECHNOSTRUCTURAL INTERVENTION (4 HRS) Restructuring organization Employee involvement Work design 5. HRM INTERVENTIONS (4 HRS) Performance Management Developing and assisting members 6. STRATEGIC CHANGE INTERVENTION (4 HRS) Competitive and collaborative strategies Organizational transformation BASIC TEXTS: CUMMINGS AND WORLEY: Organization Development and (Cengage:2005): Chs 1,2,5,6,7,8,9,12-20 BHUPEN SRIVASTAVA: Organization Design and Development (Biztantra) Change

ECONOMIC ENVIRONMENT OF BUSINESS COURSE DURATION: 1 HR PER WEEK FOR 12 WEEKS COURSE CREDIT: 1 1. INTRODUCTION TO BUSINESS ENVIRONMENT (2 HRS) Meaning of business environment; various classification schemes Components of business environment: - Microeconomic environment: Direct (customers, intermediaries, suppliers, employees, financial stakeholders, competitors); indirect (govt, community, pressure groups, etc) - Mesoeconomic environment: Industry (as against business unit) level forces - Macroeconomic environment: Economic, social, technological, legal, political, ethical, ecological and other forces facilitating and/or binding the business units. Environment turbulence and the need for adaptation/change in business decision making 2. MACROECONOMIC ENVIRONMENT (3 HRS) Key concepts in Macroeconomics*: Growth, development, circular flows, multiplier, business cycle, employment, inflation, trade, balance of payments, etc. Economic objectives and development models: - Free enterprise vs. planning model at the economy level* - Progress of Indian economy between 1951-1990 and 1991 till date; LPG model of growth. - Unfinished agenda and the role assigned to Indian business (both public and private sector) Policy framework - Fiscal policy: state of fiscal affairs in India; implications for business - Monetary and financial policy; Indian financial system and its relationship with Business - Regulatory framework: Need and operation in the area of prices, labor, infrastructure, etc; growth and constraints due to regulations. Business environment available at state level 3. INDUSTRIAL ENVIRONMENT (1 HR) Intertemporal evolution of Indian business (including public sector) till date Industrial policy framework The new policy environment: Growth and inhibiting factors for the business. 4. STAKE HOLDERS IN BUSINESS (2 HRS) Immediate stakeholders: Customers, intermediaries, supplier, employees, financial partners Dealing with the stakeholders: Cooperation and conflicts 6

Five forces model of M. Porter*

5. CONSUMING CLASSES IN INDIA (1 HR) Profile of Indian customers: Demographic, psychographic, geographic, and behavioural * Consumerism and consumer protection Building relationship with customer * 6. COMPETITIVE ENVIRONMENT (2 HRS) Kinds of industries (Monopolies, fragmented, and concentrated) and their competitive implications for business conduct and performance. Monitoring of competitive activities Globalisation and changing nature of competition in India Legislation to enforce/regulate competition (Competition Act) 7. EMERGING ENVIRONMENTAL CHALLENGES (1 HR) New Millennium, new challenges: Globalisation; information technology; demographic transition; environment degradation; consumer activism; business ethics Coping with new challenges (3 step process): - Business intelligence systems and business environment audit - Tapping of information - Devising of strategies and tactics IMP. NOTES: The starred (*) topics have already been covered under different courses in Trim I and Trim II. Hence there will be no teaching on them. But the students will be definitely examined on these topics, as regards their business implications. BASIC TEXTS: Note: There is no specific text book catering to the whole syllabus. The faculty is advised to construct own reading list. The following may help, however: K. ASHWATHAPA: Business Environment for strategic Management (HPH) Besides regular reading of all business journals/magazines/newspapers.

MARKETING STRATEGY COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDIT: 2 1. CONCEPTS COMPETENCIES, ENVIRONMENT AND STRATEGY ALTERNATIVES (8 HRS) 1.1 Introduction Vision/mission, objective/ target, plan, strategy, tactics Strategic windows- evolving markets and strategic windows Competitiveness and competitive advantage Marketing strategy and competitive advantage competence Internal competence Elements of competence Prioritization of competencies Core competence Core competencies versus capabilities The case of Honda 1.2 Environment The external environment Scanning of environment SWOT analysis 1.3 Models Matching company competence to the market: the DPM The BCG model Generic strategies(Porters model) 1.4 Strategies Offensive marketing strategies Preemptive marketing strategies Response or reactive strategies 2. MARKETING STRATEGY AND COMPETITIVE ADVANTAGE: INDUSTRIAL PRODUCTS, CONSUMER GOODS AND SERVICES (8 HRS) 2.1 Product management/ analysis Marketing mix(4Ps) and buyer relationship mix (6Bs) 8

Product life cycles(PLC) and product levels or consumer hierarchy

2.2 Market analysis Market dimensions: actual and potential market size, market growth, market profitability etc. High-growth markets and market risks 2.3 Customer Analysis Price sensitivity: price-product parity Customer loyalty matrix: Switchers, fence sitters, loyals Customer motivation analysis 2.4 Competitor Analysis Identifying and analyzing competitors actions Competitor strategy analysis: strengths and weaknesses 2.5 Segmentation, targeting, positioning (STP) Segments, niches, monopoly Segment invasion strategy Positioning and repositioning STP synergy and marketing strategy 3. SUSTAINABLE COMPETITIVE ADVANTAGE (SCA) (8 HRS) 3.1 Developing SCA The way to compete: Functional strategies How to compete (basis):Business assets and skills Where to compete: Market selection Whom to compete against: Competitors 3.2 Sources of SCA or strategic thrusts Differentiation Preemption Low cost Focus Synergy 3.3 Competitive position matrix SCAs in practice How sustainable are SCAs Erosion of SCA How to make competitive advantages more sustainable? BASIC TEXT: 9

CAROL H. ANDERSON & JULIAN W. VINCZE: Strategic Marketing (Biztantra)

TRAINING AND DEVELOPMENT COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 04 SECTION A: TRAINING FOR DEVELOPMENT 1. TRAINING AND DEVELOPMENT: OVERVIEW (3 HRS) Training and teaching Learning about management issues and concepts Principles of learning and development basic idea Stakeholders in training: Roles and expectations 2. ADULT LEARNING (2 HRS) Concept of adult learning Transfer of learning: Mechanics, facilitators, hurdles, overcoming obstacles. 3. TRAINING NEEDS (3 HRS) Training needs classification; individual, occupational, and organizational level needs Identification of training needs 4. EFFECTIVE LEARNING (3 HRS) Trainers skills: Conducting sessions, handling, participants; questions Role of management trainer in transfer of learning Role of trainer as a change agent. 5. DESIGN OF A TRAINING PROGRAM AND ITS EXECUTION (9 HRS) Training objectives Decision about content of training; training modules Training methods and choice of appropriate aids Parameters for assessment of training effectiveness Steps involved in conducting an effective training program Facilities Planning Training sessions management 6. EVALUATION OF TRAINING (2 HRS) Why evaluate? Methods for evaluation Criteria for evaluation 10

7. MARKETING OF TRAINING ACTIVITY (2 HRS) Marketing in house (internal customer) Marketing to external customers SECTION B: TRAINING METHODS 8. INVENTORY OF TRAINING METHODS (24 HRS) Lecture Case analysis Role plays Business / management games & simulations Experiential learning, including outdoors Organizing / preparing training material, including A.V. aids (Note: This module has a long duration because the faculty is required to engage students in delivering mock training sessions in the class itself) NOTE: Ideally the faculty should conduct session like training workshops for this course, rather than merely lecturing the students. In any case, the students must be involved in experiential learning as for as the training methods are concerned. BASIC TEXTS: UDAY PAREEK: Training Instruments for OD & HRD ROLF P LYNTON & UDAI PAREEK: Training For Development (Sage: 2nd edition)

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GROUP DYNAMICS COURSE DURATION: 4 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 04 1. FOUNDATION OF GROUP BEHAVIOUR (4 HRS) Defining and classifying groups Difference between groups and teams Sociometry: analysis of group interaction Stages of group Development Five stages of group dynamics Functions of groups Adaptive advantages of groups Individual behaviour and its impact Types of group behaviour and explanations for the same Group member resource competency and its consequences External conditions imposed on groups and changing dynamics. 2. GROUP STRUCTURE (4 HRS) Leadership Roles-norms-status-size-composition-cohesiveness. Attraction, respect and communication Sociograms to identify social relations networks in groups. 3. UNDERSTANDING DYNAMICS OF WORK GROUPS AND WORK TEAMS (4 HRS) Definition of work teams Importance of work teams Difference between work groups and work teams Types of work teams Effectiveness of work teams. Work groups: from the Hawthorne studies to work teams of the 1990s and beyond. Characteristics of work teams and essential requirements for the same Teams and Total quality management Diversity and teams 4. GROUP PROCESSES & DYNAMICS ASSOCIATED WITH IT (8 HRS) 12

 Communication patterns, leadership behavior power dynamics, and conflict interactions synergy Social Facilitation Effect. 5. GROUP TASKS & DYNAMICS ASSOCIATED WITH IT (2 HRS) Relationship between interdependence of tasks, complexity of tasks and uncertainty of outcomes knowledge based tasks. 6. INFORMAL ORGANIZATIONS AND GROUP DYNAMICS (4 HRS) Group member status and leadership Influence and power dynamics in virtual organizations Understanding behavioral patterns and likely conflicts Handling grapevine and rumor- perception errors: projection and halo effect Influencing informal organizations 7. CONFLICT AND GROUP BEHAVIOR (4 HRS) Conflict resolution techniques and conflict stimulation techniques appropriate to different types of inter group behavior and dynamics associated with the same. 8. NEGOTIATIONS AND GROUP DYNAMICS (6 HRS) Interdependence Role of personality traits in negotiation Gender differences Cultural differences that affect group opinion Negotiation tools and techniques in group setting 9. GROUP DYNAMICS WITH REFERENCE TO EMPOWERMENT AND PARTICIPATIVE PROCESSES (4 HRS) How do groups influence their members? Psychological analysis of social influence Majority influence as well as minority influence as well as between groups. How can groups be used to enhance psychological adjustment and well being? Response mechanics of members to group success and failures. 10. POWER AND POLITICS IN GROUP PROCESSES (4 HRS) Power in groups Dependency factor Factors relating to political behavior Power politics and ethics in group

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CROSS CULTURE AND GROUP DYNAMICS (4 HRS) Culture, Subculture, and cross culture Cross cultural HR issues in mergers and acquisitions Management of cross cultural teams 13

BASIC TEXTS: DONCLSON FORSYTH: Group Dynamics (Woodworth) RODNEY W. NAPIER AND MATTI K. GERSTEND FELD: Groups: Theory and Practice (AITBS / Houghton Miffin)

COMPENSATION MANAGEMENT COURSE DURATION: 2 HRS PER WEEK FOR 12 WEEKS COURSE CREDITS: 02 1. COMPENSATION PLANNING (3 HRS) Introduction, Basic concept of compensation Classical theories on wages Elements of labour economics Establishing pay rates, Importance of an ideal compensation plan Broad branding Compensation plan and business strategy Devising a compensation plan Challenges affecting compensation 2. INTERNAL ALIGNMENT (3 HRS) Defining internal alignment Job Analysis Job evaluation Person based structure 3. WAGE POLICY & PAY PACKET (3 HRS) Concept of wage Wage policy in India; determinants of wage policy Impact of income tax on wage and salary administration Tools used for fixation on wages Pay packet constituents 4. PAY-FOR-PERFORMANCE & FINANCIAL INCENTIVES (3 HRS) Meaning and definitions; Background and trends Pre-requisites of effective incentive system Scope of incentive schemes Types of incentives- group incentive plan, for indirect workers, for operations employees of managers and professionals, for sales persons Total compensation programs. 14

5. BENEFITS & SERVICE (2 HRS) Why benefits and services? Types of employee benefits and service insurance, retirement, employee services benefit and others Principles of Fringes, Significant benefits and services, the future of fringe benefits Guidelines to make benefit program more effective Benefits and employee leasing. 6. RECENT TRENDS IN COMPENSATION MANAGEMENT (2 HRS) Recent trends in compensation management and the use of information technology. Compensation for special groups 7. COMPENSATION & LEGISLATIVE FRAMEWORK (8 HRS) Labour legislations- over view and aspects covered by payment of wages Act, payment of Bonus Act, Equal remuneration Act, ESI Act, maternity benefit Act, Payment of Gratuity Act, Minimum wage Act, Industrial Employment (Standing Orders) Act, Industrial Disputes Act, PF Act. Role of unions in wages and salary administration Wage boards and pay commissions BASIC TEXTS: RICHARD I. HENDERSON: Compensation Management: Rewarding Performance (PHI) MILKOVICH, NEWMAN, & VENKATRATNAM: Compensation (TMH: 2009)

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