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CO URSE CURR ICULUM & REG ULATIO NS G O VERNING M ASTER O F B USINESS ADM INISTR ATIO N ( MB A) DEG REE CO URSE W. E. F 2011
RE GUL ATION S 1. C o u r s e T i t l e T h e c o u r s e s h a l l b e c a l l e d M a st e r o f B u s i n e s s A d m i n i s t r a t i o n D e g r e e C o u r s e . T h e d u r a t i o n o f t h e c o u r s e i s t w o y e a r s c o n si s t i n g o f f o u r s e m e s t e r s; t w o s e m e st e r s i n e a c h y e a r . A c a n d i d a t e j o i n i n g t h e c o u r s e s h a l l p u r su e p r e s c r i b e d c o u r s e s o f st u d i e s . 2. E l i g i b i l i t y f o r A d m i s s i o n A n y g r a d u a t e o r p o s t g r a d u a t e i n a r t s , s c i e n c e , c o m m e r c e , b u si n e s s m a n a g e m e n t , a l l i e d s c i e n c e s, e n g i n e e r i n g a n d t e c h n o l o g y , m e d i c a l s c i e n c e s o f t h i s U n i v e r s i t y o r f r o m a n y o t h e r u n i v e r s i t y c o n si d e r e d equ i val ent t h er et o shal l b e eli gi b l e for ad mi ssi on to th e cou r se. Fu rt h er t h e a p p li ca nt sha l l ha v e a mi ni mu m o f 5 0 % i n t h e qu a li fyi n g e xa mi na t i o n. A r e la xa ti o n o f 5 % i s a va i la b l e for S C/ ST & Ca t -I ca n di dat es. S el ecti o n o f ca n di da t es t o t h e cou r se sha ll b e d o n e a s p er r u l e s o f t h e U n i v e r s i t y a n d G o v e r n m e n t o f Ka r n a t a k a . 3. Co urse Co nte nt and I ns truct ion a ) C o u r s e c o n t e n t : T h e c o u r s e c o m p r i s e s o f su b j e c t s o f s t u d y , in t er n shi p, pr oj ect work a nd fi el d work a s pr escr i b ed. P e d a g o g y i n c l u d e s l e c t u r e s, c a s e st u d i e s , g r o u p d i s c u s s i o n s , q u i z z e s , s e m i n a r s , c o m p u t e r p r a c t i c a l s , su m m e r i n t e r n s h i p , fa c t o r y vi sit s et c. b) S um me r In te r ns hi p: Afte r t h e se c o n d se m e st er e xa mi na ti o n s t u d e n t s s h a l l u n d e r t a k e t e a m b a s e d su m m e r i n t e r n sh i p a n d p r e p a r e a rep or t u n d er t h e gu ida n ce o f a facu lt y memb er . T h e r ep ort sha ll b e su b m i t t e d b e f o r e t h e c o m m e n c e m e n t o f t h e t h i r d s e m e s t e r fa i l i n g whi c h t h e stu d en t sha ll no t b e p e r mi tt e d t o j o i n t h e t hi r d se m e st er. c ) F i n a l P r o j e c t : D u r i n g t h e t h i r d a n d fo u r t h s e m e s t e r s e a c h st u d e n t shal l u nd ertak e pr oj ect work a n d pr epar e p ro j ect r ep or t stri ctl y in a c c o r d a n c e wi t h t h e g u i d e l i n e s i n t h e i r e l e c t i v e a r e a u n d e r t h e su p e r v i s i o n o f a fa c u l t y . T h e s t u d e n t s a r e r e q u i r e d t o m a i n t a i n a p r o j e c t w o r k d a i r y t o b e su b mi t t e d f o r e v a l u a t i o n . T h e p r o j e c t r e p o r t m u s t b e su b m i t t e d b e f o r e t h e c o m m e n c e m e n t o f t h e f o u r t h s e m e s t e r e x a m i n a t i o n , f a i l i n g w h i c h t h e st u d e n t s h a l l n o t b e p er mitt ed t o a p p ear for t h e exa mina ti o n. 4. Atte ndance and Co nduc t T h e C o u r s e i s a fu l l t i m e c o u r s e a n d s t u d e n t s S H A L L N O T t a k e u p a n y e m p l o y m e n t / c o u r s e , p a r t t i m e o r fu l l t i m e d u r i n g t h e i r s t u d y . Stu d ent s fou n d v i olat i ng t hi s ru l e shal l b e r emo v ed fro m t h e cou r se. Mi ni mu m a tt e n da n c e o f 7 5 % o f a ctu a l work in g h ou r s i s re qu ir e d i n e a c h p a p e r . A st u d e n t w h o d o e s n o t sa t i s f y t h e r e q u i r e m e n t s o f a t t e n d a n c e a n d c o n d u c t s h a l l n o t b e p e r m i t t e d t o wr i t e t h e e x a m i n a t i o n i n t h e c o n c e r n e d su b j e c t . 5. Exami n at ion E a c h su b j e c t i s d i v i d e d i n t o i n t e r n a l a s s e s s m e n t ( I A) a n d e n d o f t e r m e xa mi na t i o n wit h ma rk s a ll o ca t e d a s sh o wn i n th e ta b l e. I nt er na l a s s e s s m e n t m u st b e s p r e a d o v e r si x t e e n w e e k s a l l o wi n g r e a s o n a b l e i n t e r v a l b e t w e e n a s s e s s m e n t s . I A m a r k s s h a l l b e a wa r d e d o n t h e b a si s o f a n n o u n c e d a n d su r p r i s e t e s t s, t e r m p a p e r s / s e m i n a r s / q u i z z e s / c a s e d i s c u s s i o n s a n d c o m p u t e r p r a c t i c a l s. T h e b r e a k u p o f a s s e s s m e n t m a r k s wi l l b e a s f o l l o w s : Announced t est 05 Mark s Sur pri se t est 05 Mark s T er m pa p er / se mi na r / ca se di scu ssi o n 1 0 Ma rk s Viva -voce 05 Mark s Tot al 25 M ar ks T her e shall b e a t er m en d exa mi nat io n o f 3 h ou r s du rat i o n for ea ch su b j e c t a t t h e e n d o f e a c h s e m e st e r ( e x c e p t i n g p r o j e c t r e p o r t ) . Evaluatio n of Project Re ports 1 . Su mmer i nt er n sh ip r ep ort a n d pr oj ect wo rk diar y ar e e va lu a t e d for 5 0 ma rk s t hr ou g h i nt e r na l va lu a ti o n. 2 . S t u d e n t s s h a l l h a v e t o su b m i t a w o r k d a i r y a n d s y n o p si s o f t h e pr o p o se d pr oj e ct work , t o b e e va lu a te d for 5 0 ma rk s b y th e co n cer n ed gu i d e, b efor e t h e co mmen cement o f t hi r d semester e x a m i n a t i o n fa i l i n g w h i c h h e / s h e wi l l n o t b e a l l o w e d t o ap p ear fo r th e t h ir d semest er exa mi nati o n . 3 . Ea c h pr oj e c t r e p ort i s eva lu a t e d for 7 5 ma rk s b y in t er na l a nd ext er na l exa mi n er s. T he gui de or di nar il y shal l be the in t er nal exa mi n er. 4 . A vi va -v o c e for 2 5 ma rk s wil l b e c on du c t ed b y a b oa r d o f t h r e e m e m b e r s c o n s t i t u t e d b y t h e C h a i r m a n , B O E fr o m t h e a p p r o v e d l i st o f e x a m i n e r s. Decl ar atio n of Res ul ts T h e d e c l a r a t i o n o f r e su l t s s h a l l b e m a d e a s f o l l o w s : a . Mi ni mu m for a pa ss i s 4 0 % o f t h e ma rk s in ea c h e xa mi na ti o n pa p er a n d 5 0 % o f th e ma rk s i n t h e a g gr e ga t e o f fou r se m e st er s. T h e r e i s n o m i ni mu m for i nt er na l a sse ssm e n t, a n d su m m e r i n t e r n s h i p r e p o r t . b. T he mi n i mu m for a pa ss i n F i na l p ro j e ct r e p ort i s 3 0 /7 5 m a rk s a n d th e r e i s n o m i ni mu m for v iva -v o c e . c . C a r r y o v e r i s p e r m i t t e d a s p e r U n i v e r si t y r e g u l a t i o n s. d. Declarat io n o f gra d es shal l b e d o n e a ft er t h e fou rt h semes ter e x a m i n a t i o n o n t h e b a si s o f a g g r e g a t e m a r k s o f a l l s e m e st e r s . T he d e cla ra ti o n sha ll b e ma d e a s fol lo ws: G r a d e A1 7 0 % a n d a b o v e i n t h e a g g r e g a t e Gra de A 60 % a nd a bove but l ess tha n 70% i n t he aggr egat e. Grade B 50 % and above bu t l ess t han 60% i n t he a ggr egat e Grade F L e s s t h a n 5 0 % i n t h e a g g r e g a t e ( F AI L ) D e c l a r a t i o n o f r e su l t s i n t h e c a s e o f R E P E AT E R S s h a l l b e d o n e a c c o r d i n g t o g e n e r a l r u l e s o f t h e U n i v e r si t y . a. b. c. d.

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B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

CO URSE CURR ICULUM & REG ULATIO NS G O VERNING M ASTER O F B USINESS ADM INISTR ATIO N ( MB A) DEG REE CO URSE
CO URS E S TRUCTUR E F ir s t S e me s t er
Sl No 1. 2. 3. 4. 5. 6. 7. Subjec ts L 1 2 1 1 2 2 2 11 P/ S/ F 1 1 1 2 2 1 2 10 Total 2 3 2 3 4 3 4 21 Credi ts* (L+ P/ S/ F) Sl No 1. 2. 3. 4. 5. 6. 7.

Th i r d S e me s te r
Subjec ts L 1 1 2 2 2 0 --8

Credi ts* (L+ P/ S/ F) P/ S/ F 2 1 2 2 2 3 --12 Total 3 2 4 4 4 3 --20 Int l. As s t . 25 25 25 25 25 50 50 225

M ark s
End Term 75 75 75 75 75 ----375 Total

M a r ks
Int l. As s t . End Term Total

Ma nagement Concept s & T heor i es Orga n i zati o nal B eha vi ou r Busi ness E nvir onment Ma na g e ria l C o mmu ni ca ti o n Ma nagerial Accou nti ng Ma na g e ria l E c o n o mi c s S t a t i st i c s f o r M a n a g e m e n t Total

25 25 25 25 25 25 25 175

75 75 75 75 75 75 75 525

100 100 100 100 100 100 100 700

Pr oj ect Ma nagement En tr epr en eu r shi p El ect i v e I El ect i v e II El ect i v e III Pr oj ect W ork D iar y Su mmer I nt er n shi p Repor t Total

100 100 100 100 100 50 50 600

F ou r t h S e me st e r
Sl No 1. 2. 3. 4. 5. 6. 7. Subjec ts L 2 2 2 2 2 0 --10

Credi ts* (L+ P/ S/ F) P/ S/ F 1 2 2 2 2 3 --12 Total 3 4 4 4 4 3 --22

M a r ks
Int l. As s t . 25 25 25 25 25 --125 End Term 75 75 75 75 75 75 25 475 Total

Secon d Se mester Sl No 1. 2. 3. 4. 5. 6. 7. Subjec ts Mark et in g Mana g ement H u ma n R e s o u r c e Ma nagement Cor pora t e Fi na nce Qu ant ita ti v e M et h o d s L e g a l a s p e c t s o f B u si n e s s Op era ti o n s Ma na g ement Ma na g e me n t I n fo r ma ti o n S y st e m s Total L 2 2 2 2 2 2 1 13

Credi ts* (L+ P/ S/ F) P/ S/ F 1 1 2 2 0 1 2 9 Total 3 3 4 4 2 3 3 22

Int l. As s t . 25 25 25 25 25 25 25 175

M a r ks End Term 75 75 75 75 75 75 75 525

Total

100 100 100 100 100 100 100 700

Stra t egi c Ma nagement El ect i v e I V El ect i v e V El ect i v e VI El ect i v e VII Pr oj ect R epor t Pr oj ect Vi va -voce Total

100 100 100 100 100 75 25 600

* L = L e c t u r e 1 h o u r o f l e c t u r e p e r we e k f o r 1 5 we e k s = 1 c r e d i t P / S / F = P r a c t i c a l s / S e m i n a r s / F i e l d Wo r k 2 h o u r s o f p r a c t i c a l s / s e m i n a r s / f i e l d wo r k p e r we e k f o r 1 5 we e k s = 1 c r e d i t

E l e c t i v e Ar e a s : 1. M ar ket ing (M ) 2. Fi nance (F ) 3. Hu man Reso urce M an age men t (H RM ) 4. Inter n atio n al B usi ness (IB ) 5. Infor matio n S yste ms (I S) 6. Touris m & Trave l M an age me nt (TTM ) 7. Heal th C are M an age me nt (HCM ) 8. S mall B usi ness M an age men t & E ntrepre ne urs hi p ( SBM &E ) 9. Retail ing & Su p pl y C hain M an age men t ( R &SCM ) 10. Ban ki ng & Ins ur ance ( B &I)

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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SY LLAB US FIR ST SEM ESTER 1. 2
1.

O r gani z ati onal B e havi or


Fu n dame nt als of Org ani zat ion al Be hav ior: e volut i on of or ga ni zat i o nal b eha vi or , i n di vi du al s a nd Or ga ni zat io n s, for ces affecting or ga ni zat i ona l beha vior, C ha ngi ng work for ce and e m p l o y m e n t r e l a t i o n s, i m p a c t o f g l o b a l i z a t i o n a n d i n f o r m a t i o n tech n ol o g y o n or ga n i zati o nal b eha v i or, In divi d ual D i mens ion s i n Org ani zatio n al Be hav ior: i ndi vi dual d i f f e r e n c e s p e r c e p t i o n s , i n t e r e s t s, a p t i t u d e , a t t i t u d e , l e a r n i n g , p er so nal it y, cr eat i vi ty . Gr o up Dyn amics : gr oup b eha vi or , t ea m d ev elo p ment , gr oup c o h e si v e n e s s g r o u p d e c i s i o n m a k i n g p r o c e s s , , E f f e c t i v e t e a m s , o r g a n i z a t i o n a l c o n fl i c t s , & c o n fl i c t r e s o l u t i o n , i n t e r p e r s o n a l sk i l l s, J o h a r i W i n d o w a n d t r a n sa c t i o n a l a n a l y s i s. M o tiv atio n: t h eori es a n d mo d el s o f mo ti vat io n , L ead er shi p , t h eor i es o f l ea d er shi p & l ead er shi p st yl es. M a n a g e m e n t o f C h a n g e : r e s i st a n c e t o c h a n g e , c h a n g e m o d e l s , c h a n g e ag ent s.Or ga ni za ti o nal e f f e c t i v e n e s s. O rga n i zati o nal cl i ma t e a n d c u l t u r e . , l e a r n i n g o r g a n i z a t i o n s. References : Organizational Behavior Robbins . O r g a n i z a t i o n a l B e h a v i o r - Fr e d L u t h a n s H u m a n B e h a v i o r a t W o r k - Ke i t h D a v i s Organizational Theory and Design Daf t T h e F i f t h D i s c i p l i n e - Pe t e r S e n g e T h e S e v e n H a b i t s o f h i g h l y E f f e c t i v e Pe o p l e - S t e p h e n C o v e y U n d e r s t a n d i n g O r g a n i z a t i o n a l B e h a v i o u r U d a y Pa r e k h T h e F i v e M i n d s - H o wa r d G a r d n e r All the books by Ed ward De Bono Work in the 21 st Century Landy and Je ffrey

1. 1 M anage me nt Conc e pts & The or i e s


1. M a n a g e m e n t : d e f i n i t i o n s , n a t u r e a n d s c o p e o f m a n a g e m e n t , fu n c t i o n s and pr ocess of m a n a g e m e n t , e v o l u t i o n o f m a n a g e m e n t t h e o r y fr o m T a y l o r , F a y o l , D r u c k e r t o t h e p r e s e n t . G r o wt h o f p r o f e s s i o n a l ma na g e me nt i n I n d ia . Et h i c s i n ma na g e m e nt. M a n a g e r i a l P l a n n i n g : p l a n n i n g p r o c e s s, t y p e s o f pla ns, strat egi c vs. o p era t i ona l pla n s, mo d el s o f stra t e g y fo r mu la t i on , li nk i n g stra t e g y t o stru ctu r e. De c isio n M a ki ng : ma na g e ria l d e ci si o n -ma k i n g p r o ce ss a nd m o d el s, st ep s i n ra t i ona l d e ci si o n -ma k i n g, cr ea t i vi ty a nd gr o u p d e ci si o n ma k i n g. O r g a n i z a t i o n s : o r g a n i z a t i o n a l t h e o r i e s a n d d e si g n , v a r i o u s f o r m s o f or ga ni zat i o n st r u c t u r e s, spa n of ma na g e m e n t pr inciples of co or di nat i on , au th o rit y , p o wer , d el ega ti o n a n d d ecent rali zati on . M an ag eri al Co ntro l: r ela ti o n shi p b et ween pla n ni n g an d co ntr o l li mi ta t io n s o f co n tr ol , t y p e s o f c o nt ro l sy st e m s a nd te c h ni qu e s ma na g e me nt by except i on, budgetar y cont r ol , fu n c t i o n a l a n d d y s fu n c t i o n a l a s p e c t s o f b u d g e t a r y c o n t r o l , i n t e r n a l c o n t r o l sy s t e m s , in t er na l a u d it a n d ma na g e me n t a u di t. References : E s s e n t i a l s o f M a n a g e m e n t - Ko o n t z a n d O D o n n e l l . E - M c G r a w H i l l , I n t r o d u c t i o n t o M a n a g e m e n t - Fr e d L u t h a n s - M c G r a w The Practice of Management- Peter . F.Drucker Management- S toner, Freemen and Gi lbert Management- Gri ffin Management- Holt Management- Tasks and Responsib ili ties - Peter . F. Druck er Profess ional management- Theo Haimann Organization Theory and Des ign Richard L.Draf t Management - R ichard L.D raft Pe o p l e a n d Pe r f o r m a n c e b y Pe t e r F . D r u c k e r 2.

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4. 5.

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B usi ne ss En vi r on me nt
1. Bus ines s as a so ci al s yste m : in t er nal an d ext er nal en vir o n ment , sta k e h ol d er ma p o f bu sin e ss, ro l e o f g o v er n m e nt i n e c o n o mi c a cti v it y an d i t s i mpa ct o n bu sin ess i n I n dia . Bu si ness E t hi cs a n d C or p ora t e S o c i a l r e s p o n si b i l i t y . I s su e s i n c o r p o r a t e g o v e r n a n c e . Ec o no mic S tr uc tur e o f I nd ia : e c o n o mi c pla n ni n g i n I n d ia , tra n siti o n fro m m i x e d e c o n o m y t o a ma rk et e c o n o m y, ou t li n e s o f Pu bli c a n d P r i v a t e s e c t o r s . C h a r a c t e r i st i c s o f i n d u st r i a l , s e r v i c e a n d a g r i c u l t u r a l s e c t o r s. R e g i o n a l a n d s e c t o r a l i m b a l a n c e s , D u a l i s m , T r e n d s i n G D P .

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B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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3. M o netar y a n d Fisc a l S yste m o f In di a: ov erv i ew o f In d i as mo n etar y p ol icy , fi scal p ol i cy, ro l e o f RBI ,t h e ba nk i n g secto r, In dia n fi na ncial s y s t e m , m o n e y m a r k e t a n d c a p i t a l m a r k e t s , st o c k e x c h a n g e s a n d s t o c k ma rk e t r e fo r ms i n I n dia . In du stria l fi na n c e i n I nd i a r ol e o f d e v e l o p m e n t f i n a n c i a l I n st i t u t i o n s a n d c o m m e r c i a l b a n k s, N B F C s . F i n a n c i n g o f e x p o r t s a n d i m p o r t s , E X I M a n d E C G C . I s su e s i n t a x a t i o n an d g o v er n ment ex p en di tu r e F RB M Act, t h e p ro b l em o f fi scal d efi cit. In di an So ciet y , Cu lt ure a nd Po li tics: so cial pr o bl ems o f In dia , I mpa ct of mod ern i zat io n on I ndia n so ci et y , demogra phy, gen d er , e n v i r o n m e n t a l i s su e s. Inter n atio n al B us iness Env iro n me nt: In d ia a s a pl ay er i n t h e In te r na ti o na l ma rk et pla c e it s po sit i o n a n d pr o sp e ct s, t h e r ol e o f mu l ti -na ti o na l co mpa n i e s in I n dia . FDI & FI I s i n In d ia . References : Business Environment C.A.Francis Business, Government & Socie ty Ar thur Go ld Smith. Ethical choices - shekar India Development Repor ts I n d i a i n T r a n s i t i o n J a g d i s h B h a g wa t h i Indias Economic policy Bimal Ja lan I s t h e r e a I n d i a n wa y o f t h i n k i n g A . K . R a m a n u ja m A Mi ll ion Mutin ies- V.S.Na ipual International Busines s Environment by Daniels & Radbaugh I n d i a i n t h e E r a o f E c o n o m i c R e f o r m s S a c h s , J a f f r e y , Va r s h n e y , A s h u t o s h a n d R a jp a i , N i r u p a m , N e w D e l h i , O x f o r d , 1 9 9 9 . F i s c a l Po l i c y , Pu b l i c P o l i c y a n d G o v e r n a n c e S h o m e , Pa r t h a s a r a t h i Eight Lec tures on Indias Economic Refor ms Srinivasan.T.N F i s c a l Po l i c y D e v e l o p m e n t s i n I n d i a 1 9 5 0 - 2 0 0 0 S u r y I n d i a s E c o n o m i c P e r f o r m a n c e a n d R e f o r m s : A Pe r s p e c t i v e f o r t h e N e w M i l l e n i u m S wa m y , S u b r a m a n i a n Imagining in India Nandan N ilekani 5. B u s i n e s s P r e s e n t a t i o n s : h a n d s o n w i t h e x c e l a n d o f f i c e p o w e r p o i n t . References : Better Bus iness Communicat ion Denish Murphy Wri tten Execut ive Communicat ion - Shur ter Model Business Lette rs - Gar tis ide. Business Communicat ion Les ikar Pet ti t - Flatery . MLA s Handbook. Business Research Me thods- Cooper and Schneider Business Research Me thods - Z ikmund

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1.

M anage r i al Ac c ounti ng
I n t r o d u c t i o n t o Ac c o u n t i n g : m e a n i n g , a c c o u n t i n g c o n c e p t s a n d conventi ons F i nancial Accou nt i ng V/ s Ma nagement Accou nti ng R e c o r d i n g , c l a s si f y i n g a n d su m m a r i z i n g b u si n e s s t r a n sa c t i o n s l e a d i n g to pr eparat i o n o f fi nal a ccou n t s o f so l e pr o pr i etar y , mer cha n di zin g m a n u fa c t u r i n g a n d s e r v i c e b u si n e s s e s u si n g E x c e l . C o m p a n y F i n a l Ac c o u n t s i n I n d i a : r e q u i r e m e n t s o f C o m p a n i e s A c t o f 1 9 5 6 wi t h r e s p e c t t o p r e p a r a t i o n o f F i n a l A c c o u n t s o f C o m p a n i e s A n n u a l R e p o r t s a n d i t s c o n t e n t s. F i n a n c i a l s t a t e m e n t A n a l y s i s : t e c h n i q u e s o f f i n a n c i a l st a t e m e n t a n a l y s i s: H o r i z o n t a l a n a l y si s , V e r t i c a l a n a l y s i s, T r e n d A n a l y s i s, R a t i o Anal y si s ( Pr o fita b ili t y, Li qu i d it y, S ol v en cy a n d Ca pi tal mark et rat io s), p r e p a r a t i o n o f fu n d f l o w & c a s h f l o w s t a t e m e n t u si n g E x c e l . Exce l ap pl icatio ns: pr eparat i on and Anal ysi s of I ncome Stat ement, Bala n ce S h eet , Ca sh Fl o w Sta t emen t, Rati o s a n d Pr oj ect i on s u si n g ex cel C o s t a c c o u n t i n g : e l e m e n t s o f C o s t s, C l a s s i f i c a t i o n o f c o s t s, P r e p a r a t i o n o f C o st S h e e t , C o st a c c o u n t i n g s y st e m s : J o b c o st i n g , p r o c e s s c o st i n g , c o n t r a c t c o st i n g a n d s e r v i c e c o s t i n g , M a r g i n a l c o s t i n g a n d u s e o f b r e a k - e v e n a n a l y s i s i n d e c i si o n - m a k i n g R e l e v a n t c o st s f o r ma rk e ti n g a n d pr o du c ti o n d e ci si o n s- Co st Dri v er s a n d Act i vit y Ba se d Costi ng. References : F i n a n c i a l A c c o u n t i n g : A M a n a g e r i a l p e r s p e c t i v e R . N a r a y a n s wa m y Introduction of Management Accounting- Horngren , Sundem, St ratton. Cost and Managerial Account ing - Duncan Wil lamson Cost accounting for Business Managers-As ish K Bhattacha rayya. Management and Cost Accounting- Col in Drury M a n a g e m e n t A c c o u n t i n g H e n s e n M o we n Financial Analys is and Model ling Chandan Sen Guptha

2.

3.

4.

5.

1. 3
1.

M anage r i al Communi c ati on


Intr o duc tio n : na tu r e o f ma na g e ria l c o m mu ni ca ti o n, th e c o m mu ni ca t i o n pr o c e ss. E ffe c ti v e c o mmu ni ca ti o n a nd ba r ri er s t o co m mu ni ca ti o n, c o m m u n i c a t i o n sk i l l s ; w r i t i n g , r e a d i n g , l o g i c , a n a l y s i s a n d l i s t e n i n g Commun ic atio n for Problem Solvi ng: pr obl em sol vi ng c o m m u n i c a t i o n m o d e l f o r c a s e a n a l y si s a n d r e p o r t i n g i n d e t a i l . G r o u p di scu ssi o n, i n -cla ss or work sh o p ex er ci ses a n d a ssi g n men t s. Wr i t i n g S k i l l s : e x e r c i s e s i n d r a ft i n g l e t t e r s , m e m o s, e - m a i l , p r o p o sa l s , r e su m e w r i t i n g , r e p o r t s a n d e x e c u t i v e su m m a r i e s. T h e s t r u c t u r e a n d p r o c e s s o f c r e a t i n g b u s i n e s s m e s sa g e s . O r a l C o m m u n i c a t i o n : e x e r c i s e s i n s p e a k i n g , d i s c u s s i n g , l i st e n i n g a n d n e g o t i a t i n g , b o d y l a n g u a g e a n d k i n e si c s , b u s i n e s s e t i q u e t t e s .

2.

3.

4.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

5
1. 6
1.

M anager i al Ec onomi c s
M a n a g e r i a l E c o n o m i c s : i n t r o d u c t i o n , b a s i c c o n c e p t s, a p p l i c a t i o n i n b u si n e s s d e c i s i o n - m a k i n g . D e m a n d a n d S u p p l y A n a l y s i s, d e t e r m i n a n t s , e qu il i briu m, ela sti c it y, d e ma n d for e ca sti n g a n d e sti ma ti n g m e t ho d s T h e o r y o f c o n s u m e r b e h a v i o r : c o n su m e r p r e f e r e n c e s , i n d i f f e r e n c e c u r v e s, b u d g e t c o n st r a i n t , u t i l i t y m a x i m i z a t i o n a n d t h e d e r i v a t i o n o f t h e c o n su m e r d e m a n d c u r v e . P r o d u c t i o n a n d C o s t An a l y s i s : p r o d u c t i o n fu n c t i o n s - c o s t fu n c t i o n s , a n d p r o f i t fu n c t i o n s, t o t a l , a v e r a g e a n d m a r g i n a l c o st s , r e t u r n s t o fa c t o r s a n d s c a l e , s h o r t r u n v / s l o n g r u n d e c i si o n s , d e r i v a t i o n o f t h e su p p l y c u r v e . M a r ke t A n a l y s i s : m a r k e t f o r m s , p e r f e c t c o m p e t i t i o n , m o n o p o l y , mo n op o li sti c , ol i g op o ly . Ou t pu t a n d pr i c e d e t er mi na ti o n . Ca rt e l s a n d c o l l u si o n , m e r g e r s a n d a c q u i s i t i o n s a n d g o v e r n m e n t r e g u l a t i o n s i n t h e f o r m o f p r i c e d i r e c t i v e s, t a x e s , su b si d i e s , a n t i -t r u s t a c t i o n a n d co mp et iti o n p o li ces. N a t i o n a l I n c o m e Ac c o u n t i n g : c o n c e p t s o f G D P , N I , p e r c a p i t a i n c o m e , PP P Na ti o nal i n co me a ccou n ti n g i n I n dia . Bu sin ess cy cl es an d bu si n ess f o r e c a s t i n g . M e a su r i n g b u si n e s s c y c l e s u si n g t r e n d a n a l y s i s, m a c r o e c o n o m i c i n d i c a t o r s i n b u s i n e s s c y c l e m e a su r e m e n t , C o p i n g st r a t e g i e s f o r b u si n e s s . References :

4.

S t a t i st i c a l D e c i s i o n T h e o r y : h y p o t h e si s t e s t i n g f o r m e a n s a n d p r o p o r t i o n s a n d f o r d i f f e r e n c e o f m e a n s a n d p r o p o r t i o n s a n a l y si s o f varia nce. S a m p l i n g : sa m p l i n g t e c h n i q u e s, r a n d o m sa m p l i n g , r a n d o m n u m b e r s t a b l e , M o n t e C a r l o si m u l a t i o n , C h i - s q u a r e t e st s , t i m e s e r i e s for eca sti n g, han d s-o n wit h M S ex cel . References : Statist ics for Managers using Microsoft exce l Lev ine, Stephan & others S t a t i s t i c s f o r M a n a g e m e n t R i c h a r d L e v i n a n d R u b i n [e x c e l version] Statist ics Murray Spiegel , Schaum Ser ies Probabili ty and Sta tis tics Murray Speige l, Schaum S eries Quantitat ive Business Analysis Tex t & Cases Samul Bodiley & o thers Business S tatistics Kazmier , Schaum Ser ies Basic Business Stat ist ics Bereuram and Lev ine Q u a n t i t a t i v e M e t h o d s A n d e r s o n , S we e n y & W i l l i a m

5.

2.

3.

4.

5.

SECO ND SEM ESTER

Managerial Economics - Dom inick Sal watore . Managerial Economics - Gupta and Mote E c o n o m i c s - S a m u e l s o n &N o r d h a u s Managerial Economics by Peterson and Le wis Micro Economic s Dominick Salvatore M a c r o E c o n o m i c s Pa l m e r a n d o t h e r s M a c r o E c o n o m i c s - Ko u t i n y a s

2. 1
1.

M ark e ti ng M anage me nt
I n t r o d u c t i o n t o M a r ke t i n g M a n a g e m e n t : na tu re o f mark eti n g m a n a g e m e n t , T y p e s o f p r o d u c t s / s e r v i c e s. M a r k e t i n g c o n c e p t s : Pr o du ct, P ro du ct i on , S el li n g, Ma rk eti n g a n d So ci et al, C o n cept s M a r k e t i n g e n v i r o n m e n t , e l e m e n t s o f M a r k e t i n g M i x . C l a s s i fi c a t i o n o f g oo d s & ser vi ces. C o n s u m e r B e h a v i o r : c o n su m e r & b u y e r b e h a v i o r p r o c e s s , m o d e l s o f c o n su m e r b e h a v i o r . M a r k e t r e s e a r c h a n d m a r k e t i n t e l l i g e n c e . Ma rk et in g i n for ma ti o n sy st e m . M a r ke t S e g m e n t a t i o n a n d T a r g e t i n g : c o n c e p t o f s e g m e n t a t i o n a n d t a r g e t i n g , b a si s f o r s e g m e n t a t i o n . S e g m e n t a t i o n f o r c o n su m e r a n d i n d u st r i a l p r o d u c t s , P r o d u c t p o s i t i o n i n g .

2.

1. 7
1.

Stati sti c s for M anage me nt


Qu a nt ita ti v e da ta i nt e rp r eta t i on i n ma na g er ia l d e ci sio n ma k i n g: c o l l e c t i o n c l a s s i fi c a t i o n t a b u l a t i o n fr e q u e n c y d i st r i b u t i o n c h a r t s u si n g e x c e l , m e a su r e s o f c e n t r a l t e n d e n c i e s a n d d i s p e r si o n u si n g v i su a l e x p l o r a t i o n s i n M S e x c e l . Cor r ela ti o n a n d r e gr e ssi on : mu lt i pl e c orr e la ti o n ba si c pr o ba b il it y co n cep t s co n dit i ona l p ro ba bi li t y Bay es t h eor em u se M S ex cel PH S T AT 2 . P r o b a b i l i t y d i st r i b u t i o n s : b i n o m i n a l P o i s s o n a n d n o r m a l d i s t r i b u t i o n s u si n g e x c e l e s t i m a t i o n p o i n t a n d i n t e r v a l u si n g E x c e l . 3.

2.

3.

4 . Pro d uct & Price: p ro du ct M ix a n d Pr o du ct Li n e, l ev el s o f pr o du ct , n ew p r o d u c t d e v e l o p m e n t , p r o d u c t l i f e c y c l e st r a t e g i e s . B r a n d i n g , t y p e s o f b r a n d s, b r a n d b u i l d i n g , m e a su r i n g b r a n d e q u i t y . P a c k a g i n g a n d l a b e l i n g . P r i c i n g : G e n e r a l p r i c i n g a p p r o a c h e s, n e w p r o d u c t p r i c i n g strat egi es, Pu bl i c p ol i cy a n d pr i ci n g. 5. Pro mo t io n an d Pl ace M i x: el ement s o f p ro mo ti o n mi x, Ma rk eti n g c o m m u n i c a t i o n p r o c e s s , P u b l i c i t y , A d v e r t i si n g a n d p u b l i c r e l a t i o n s.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

6
P e r s o n a l s e l l i n g a n d sa l e s p r o m o t i o n . D i r e c t m a r k e t i n g a n d o n l i n e m a r k e t i n g . D i st r i b u t i o n c h a n n e l s a n d l o g i st i c s m a n a g e m e n t , C h a n n e l d e si g n a n d a d m i n i s t r a t i o n , P u b l i c p o l i c y a n d d i s t r i b u t i o n d e c i s i o n s . References : M a r k e t i n g M a n a g e m e n t Ph i l i p Ko t l e r , P r e n t i c e H a l l I n d i a , (N e w edition) B a s i c M a r k e t i n g Pe r a u l t Fu n d a m e n t a l s o f M a r k e t i n g W i l l i a m S t a n t o n P r i n c i p l e s o f M a r k e t i n g Ph i l i p Ko t l e r a n d G a r r y A r m s t r o n g M a r k e t i n g M a n a g e m e n t R a ja n S a x e n a Market ing Management Zick mund M a r k e t i n g R a m e s h Ku m a r

2. 3 Cor p or ate Fi nanc e


1. G o a l o f t h e F i r m : p r o f i t m a x i m i z a t i o n v s w e a l t h m a x i m i z a t i o n , Va l u e c r e a t i o n , A g e n c y p r o b l e m s , S o c i a l r e s p o n si b i l i t y , R o l e o f f i n a n c i a l m a n a g e m e n t , T i m e v a l u e o f m o n e y , Va l u a t i o n o f s e c u r i t i e s st o c k s a n d b o n d s. C o n c e p t o f r i sk a n d r e t u r n s o f s e c u r i t i e s, u si n g p r o b a b i l i t y d i s t r i b u t i o n t o m e a su r e r i sk , r i sk a n d r e t u r n i n p o r t f o l i o c o n t e x t ( u si n g ex cel) . C a p i t a l B u d g e t i n g : e st i m a t i n g c a s h f l o w s i n i t i a l , i n t e r m e d i a t e a n d t e r m i n a l C a s h f l o w s o n i n c r e m e n t a l b a si s , C a p i t a l b u d g e t i n g d e c i s i o n r u l e s , P a y b a c k , AR R , D C F t e c h n i q u e s N P V , I R R , P I , u si n g e x c e l . C o s t o f C a p i t a l : c o st o f d e b t , p r e f e r r e d s t o c k , e q u i t y , c o m p u t i n g W AC C , T h e C A P M a p p r o a c h , A d j u s t i n g W A C C f o r r i sk . L o n g - t e r m f i n a n c i n g , P u b l i c i s su e o f d e b t , P r e f e r r e d st o c k a n d C o m m o n s t o c k , T er m l oan s. C a p i t a l S t r u c t u r e T h e o r i e s : t r a d i t i o n a l v i e w v s M M h y p o t h e si s , M M p o si t i o n I & I I , C a p i t a l s t r u c t u r e d e s i g n i n g i n p r a c t i c e E B I T - E P S a n a l y s i s, t h e p e c k i n g o r d e r t h e o r y . D i v i d e n d d e c i s i o n s , R e l e v a n c e v s irr el eva n ce o f di vi d en d s.

2.

3.

2. 2 H uman Re s our c e M anage me nt


1 . P e r s p e c t i v e s i n H R M : r o l e o f H R m a n a g e r s, su b - s y s t e m s o f H R M , H R fu n c t i o n s a n d p o l i c i e s . O r g a n i z a t i o n f o r H R M , D e v e l o p m e n t o f H R M i n In dia , R ecen t tr en d s i n H RM , I mpa ct o f gl o bal i zat io n on HRM . 2. HR Pl an ni ng, Recr ui t men t an d Se lectio n: scope of HR pla nni ng, J ob a n a l y s i s, j o b d e si g n J o b d e s c r i p t i o n a n d j o b e v a l u a t i o n , m e t h o d s o f r e c r u i t m e n t . T e st i n g f o r s e l e c t i o n o f e m p l o y e e s , u s e o f p s y c h o l o g i c a l t e s t , s e l e c t i o n p r o c e s s , i n t e r v i e w s, e r r o r s i n s e l e c t i o n . Tr ai ni ng a nd Dev elo p men t: i ndu cti o n a n d Ori en tati o n, met h od s o f tra i ni n g, tra i ni n g ma nu a l , t ra i ni n g u n d er I SO a n d QS Ce rti fi ca ti o n. Su p erv i sor y, E x ecu t iv e a nd Ma na g ement d ev elo p men t pr o gra mmes. Car eer d ev el o p ment . Perfo r m ance M a nag e me nt: KR A a n d KP As, T ra di t io nal v s M o d er n met h o d s o f p er for ma n c e ma na g e me nt . P o t en tia l a p pra i sa l, F e e d ba ck systems. J ob evaluat i on. C o m p e n s a t i o n P l a n n i n g : wa g e s a n d sa l a r y , A d m i n i s t r a t i o n p e r k s , Fri nge b e n e fi t s, Bonu s, I ncenti ves. C o m p e n sa t i o n su r v e y s . P r o d u c t i v i t y , P e r f o r m a n c e l i n k e d , P a y s t r u c t u r e . C o m p e n sa t i o n r e v i e w an d stru ctu r i ng . References : H R a n d P e r s o n n e l M a n a g e m e n t Ke i t h D a v i s Pe r s o n n e l M a n a g e m e n t F l i p p o Human Resource Management T . V. Rao H u m a n R e s o u r c e M a n a g e m e n t Pa t t a n a i k Human Resource Management Micheal Arms trong Human Resource Management Gary Desse ler

4.

5 . Wo r k i n g C a p i t a l M a n a g e m e n t a n d F i n a n c e : c a s h m a n a g e m e n t , Re c e i va b l e s ma na g e m en t a nd I nv e n to r y ma na g e m e n t. Wo rk in g ca pi ta l fi nance i n I ndia. References : Fu n d a m e n t a l s o f F i n a n c i a l M a n a g e m e n t Va n H o r n e a n d W a c h o wi t z F i n a n c i a l Po l i c y a n d M a n a g e m e n t Va n H o r n e , 1 2 t h e d i t i o n . Financial Management Prasanna Chandra Corporate Finance Brigham and Erhardt Corporate Finance Ross, Wetf ield & Jaf fer

3.

4.

2. 4 Q uanti tati ve M e thods


1 . Scie nt ific me tho ds: in du ct i o n, d edu cti o n, t h eo r y, co n cept s, con stru ct s, d e fi n i t i o n s , v a r i a b l e s , m o d e l s , l a w s , h y p o t h e si s , s y l l o g i s m , l e v e l s o f a b st r a c t i o n . F a l l a c i e s o f r e a s o n i n g . T h e n a t u r e o f r e s e a r c h i n M a n a g e m e n t , E x e r c i s e s i n w r i t i n g a r e s e a r c h p r o p o sa l . 2. P r i n c i p l e s o f r e s e a r c h d e s i g n : t y p e s o f b a si c r e s e a r c h m e t h o d s a n d s e c o n d a r y r e s e a r c h m e t h o d s , sa m p l i n g d e si g n , m e a s u r e m e n t a n d m e a su r e m e n t s c a l e s. D a t a c o l l e c t i o n m e t h o d s , o b s e r v a t i o n a l st u d i e s , ex p eri men tati o n . Qu al ita ti v e met h od s o f r esear ch.

5.

3 . A n a l y s i s a n d p r e s e n t a t i o n o f D a t a : u s e o f st a t i s t i c a l t e c h n i q u e s , st y l e m a n u a l s . E x e r c i s e s i n wr i t i n g m a n a g e m e n t r e p o r t s.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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4 . Li ne ar pr o g r a m mi ng : t y p e s o f l i n ea r pr o gra m mi n g , si mp l e x m et h o d, pr i ma l a n d du a l, se n sit i vit y a na ly si s, r e sou r c e a l l o ca ti o n, p ro du ct i on p l a n n i n g , p r o d u c t m i x a n d c a p i t a l b u d g e t i n g d e c i s i o n s u s i n g s o f t wa r e s . 5. T r a n s p o r t a t i o n a n d a s s i g n m e n t p r o b l e m : s e q u e n c i n g p r o b l e m s, D e c i si o n m a k i n g u n d e r r i sk a n d u n c e r t a i n t y , d e c i s i o n t r e e s . M S e x c e l sol v er for al l th e a bo v e mod el s References : Business Research Me thods Zikmund Market ing Research Malhotra N . K. Business Research Me thods Donald R . Coopers and Schi ndler Fo u n d a t i o n s o f B e h a v i o u r a l R e s e a r c h F . N . K e r l i n g e r MLA Handbook for Researchers ML A Associa tion A PA Manual Social Research Methods Bryan Case Study Me thod of research Robert K Yin Designing Qual itat ive research Marshal l and Rossman R e s e a r c h D e s i g n & M e t h o d s Ke n n e t G . B o r d e a u x & O t h e r s M a r k e t i n g R e s e a r c h wi t h S PS S C o r l M c . D a n i e l & G a t e s Market ing Research Churchi l & Lacobucci

2. 6
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O pe r ati ons M anage me nt


Oper atio ns M a n ag eme nt : p ro du ct strat eg i es Pr o du ct l i fe cy cl e Pr o du cti v e sy st em t yp es I mpa ct o f t ech no l og y an d o r ga ni zat i on o f t h e o p e r a t i o n s fu n c t i o n R e q u i r e m e n t s o f f o r e c a s t i n g f o r o p e r a t i o n s . P la nt Lo c atio n an d Ty pes o f P la nt L a yo ut : pr o d u ct p lan n in g a n d co ntr o l I n v en t or y pla n ni n g a nd co n tr ol Mat erial s requ i r emen t s p l a n n i n g P l a n n i n g p r o d u c t i o n i n a g g r e g a t e t e r m s.

2.

3 . J o b D e s i g n i n g : w o r k st u d y a n d t i m e s t u d y S t a t i s t i c a l q u a l i t y c o n t r o l m e t h o d s J a p a n e s e m a n u fa c t u r i n g sy s t e m s F l e x i b l e m a n u fa c t u r i n g s y s t e m O p e r a t i o n s s y st e m s o f t h e fu t u r e . 4. Tot al Qu al it y M an age men t: t r en d s in qual it y ma na g e m e n t b e n c h m a r k i n g a n d b u s i n e s s p r o c e s s r e e n g i n e e r i n g , Ka i z e n S i x S i g m a M ot or ola sy st ems Qu ali t y crit eria ba sed o n D emi ng pr i ze Ma l co l m B a l d r i g e A wa r d . Q u a l i t y M a n a g e m e n t S y s t e m s , I S O S t a n d a r d s . S u pp l y C ha i n M a n ag eme nt : co n cept o f S C M. O p erati n g mo d el for su p p l y c h a i n . M a n a g i n g t h e e x t e r n a l a n d i n t e r n a l su p p l y c h a i n . G l o b a l S C M a n d so u r c i n g . References : M o d e r n Pr o d u c t i o n M a n a g e m e n t B u f f a E l wo o d . S , a n d R a k e s h K. Saren, John Wiley and Sons, 2003. Production and Opera tion Analysis Steven Nahmas C a s e s i n P r o d u c t i o n / O p e r a t i o n s M a n a g e m e n t K. N . K r i s h n a s wa m y The Benchmarking Management Gu ide A merican Productivi ty a n d Q u a l i t y C e n t e r , P r o d u c t i v i t y Pr e s s , U S A , 1 9 9 3 . T o t a l Q u a l i t y M a n a g e m e n t D a l e H . B e s t e r f i e l d a n d o t h e r s Pe a r s o n Education, Ne w Delh i, 2003. T o t a l Q u a l i t y M a n a g e m e n t Po o r n i m a C h o u d h a r y Pe a r s o n E d u c a t i o n Ne w Delhi, 2002. Total Quali ty Management Sridhar Bhatt . Supply chain Management theory and practices Mohanty and Deshmukh, Biz tantra 2005.

5.

2. 5 Le gal Aspe c ts of B usi ne ss


1. 2. Outl i nes: I n du str i es D ev el op men t an d R egu lat i o n Act C o m p e t i t i o n A c t . F o r e i g n e x c h a n g e m a n a g e m e n t a c t . ( F E M A) O u t l i n e s : c o m p a n y L a w , p r o v i si o n s o f I n d i a n C o m p a n i e s re la ti n g t o i n c or p ora ti o n, ma na g e me nt a nd a d m i ni stra t i o n. r e t u r n s, R e m e d i e s a g a i n s t m i s m a n a g e m e n t a n d o p p r e s si o n . i n v e s t i g a t i o n b y t h e G o v e r n m e n t , I s su e s r e l a t i n g t o g o o d gover nance. ( I D R A) , Act 1 9 5 6 Fil i ng of P o wer s o f cor pora t e

3. 4.

O ut li ne s: i nt e ll e ctu a l pr o p ert y ri g ht s, Pa te n t s a n d T ra d e ma rk s Act , co py r ig h t s a ct, geo gra p hi ca l a p p el lat io n , Outli nes: secu r it y Ma rk et La ws, S ecu ri t y an d E x chan g e B oar d o f I n dia Act (S EBI ), S ecu rit i es co n tra ct a ct , La ws p er tai ni n g t o st o ck exchanges, S ARF E SI Act.

5 . O u t l i n e s : c o n su m e r p r o t e c t i o n a c t a n d I n f o r m a t i o n t e c h n o l o g y a c t . References : A M a n u a l o f B u s i n e s s L a ws S . N . M a h e s h wa r i a n d S . K . M a h e s h wa r i Business La w for Management K. R. Bulchandani Business Environment : Texts and Cases Francis Cheruni lam B u s i n e s s a n d C o r p o r a t e L a ws S . S . G u l s h a n a n d G . K . Ka p o o r Bare Ac ts o f respec tive legis lations .

2. 7

M anage me nt Inf or mati on Sy ste ms

1 . In fo r m at io n S yste ms : da ta v s I n fo r ma ti o n , S tra t e g i c r ol e o f i n for ma ti o n i n m a n a g e m e n t , O r g a n i z a t i o n a s a n i n f o r m a t i o n s y st e m . T P S , M I S , DS S, E S S, O AS, N et wo rk i n g c o n c ep t s, t e l e c o m mu n i ca t io n s n e t work s. 2. Sys te ms Dev elo p me nt: t h e co n cept o f sy st ems d ev elo p ment li fe cy cl e ( S D L C ) , T y p e s o f S D L C , U s e o f fl o w c h a r t s .

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

8
3. Ap pl ic atio n Tec hno lo g ies: ER P co n cept s, Ev o lu ti o n o f E RP , E RP pa ck ag es, S AP , Baan , M FG -PR O, Ora cl e, E RP E va lu ati o n, E RP a n d B P R , E R P I m p l e m e n t a t i o n , E x t e n d e d E R P , C a s e s t u d i e s. We b P u b l i s h i n g : w e b p u b l i s h i n g , T y p e s o f w e b s i t e s , W e b su r f i n g , E c o m m e r c e , B 2 B , B 2 C , C 2 C , E - c o m m e r c e s e c u r i t y i s su e s , E t h i c a l i s su e s P r a c t i c a l s o n E R P - . F u n c t i o n a l m o d u l e s i n b u s i n e s s. References : M I S Ke n n e t t G . L a u d e n a n d J a n e P . L a u d e n MIS James A. O Br ien MIS- C.S . V.Mur thy Computer Today S.K. Basudev ERP Concepts V.K. Garg P r o j e c t M a n a g e m e n t fo r b u si n e s s , e n g i n e e r i n g & t e c h n o l o g y : p r i n c i p l e s & p r a c t i c e N i c h o l a s, J o h n . M & S t e y n l , H e r m a n n Pr oj ect Ma na g emen t Harv ey May l or 1 9 9 9 , New D el h i, Ma cmil lan pub www. pmi. or g

4. 5.

3. 2 Entr e pr e ne ur shi p
1. F o u n d a t i o n s o f E n t r e p r e n e u r s h i p : n a t u r e o f E n t r e p r e n e u r s h i p , so c i a l & c u l t u r a l fa c t o r s i n n u r t u r i n g e n t r e p r e n e u r s h i p . I n s t i t u t i o n a l su p p o r t for pr o mot i n g en tr epr en eu r shi p i n I n dia , r ol e o f Uni v er sit i es & C o l l e g e s, C S I R l a b s . C a s e st u d y o f i n c u b a t i o n Bus ines s Pl a nn ing : fro m i d ea g en era ti o n t o pr epara ti o n o f d eta il ed b u si n e s s p l a n s. E x e r c i s e s i n p r e p a r a t i o n o f b u si n e s s p l a n s . Ve n t u r e C a p i t a l : v a l u i n g a n d f i n a n c i n g a v e n t u r e , s t a g e s o f v e n t u r e d e v e l o p m e n t a n d f i n a n c i n g , v e n t u r e c a p i t a l fi r m s ( V C s) v e n t u r e e x p a n s i o n s t r a t e g i e s. Rur al & so ci al e ntre prene urs hi p: p ot ent ial for entr ep ren eu r shi p in r u r a l I n d i a , S H G s, m i c r o c r e d i t e t c . , C a s e s t u d i e s o f r u r a l & s o c i a l entr ep ren eu r sh i p in I n dia . Entre pre neurs in I n di a: fa m i l y entr ep ren eu r s, wo men entr epr en eu r s. b u si n e s s e s , new g en era ti o n

2.

TH IRD SEM ESTER


3.

3. 1 Pr oje c t M anage me nt
1. P r o j e c t M a n a g e m e n t : c o n c e p t s & k e y t e r m s, e v o l u t i o n o f i n t e g r a t e d pr oj e c t ma na g e me nt sy st e m, a li g ni n g p r oj e ct s wit h or ga ni za t i on s t r a t e g y , e f f e c t i v e p r o j e c t p o r t f o l i o m a n a g e m e n t s y st e m , p r o j e c t l i f e cy cl e, fea si bi lit i es o f pr oj ect s-di ffer ent for ms o f p ro j ect co ntra cti n g. P r o j e c t S c o p e M a n a g e m e n t : d e fi n i n g p r o j e c t s c o p e , c r e a t i n g w o r k b r e a k d o w n st r u c t u r e ( W B S ) , p r o j e c t r o l l u p , p r o c e s s b r e a k d o w n stru ctu r e , r e sp o n sib il it y ma tr ix . P r o j e c t S c h e d u l i n g : n e t w o r k m o d e l s , P E R T & C P M u si n g s o f t wa r e s , m e a su r i n g r i sk . Project Ris k M an ageme nt : cont i ngency resou r ces, r edu cin g pr oj ect du rat i on . pla nni ng, sch edu li n g 4.

5. 2.

3.

4.

References : E n t r e p r e n e u r s h i p Pr o f . T . V . R a o Entrepreneurship His rich & Pe ter Stay hungry stay foolish- Rashmi Bhansal Entrepreneurship- Mathe w J Mani mala Indias ne w cap italist Har ish Damodaran B u s i n e s s M a h a r a ja s G e e t h a P e r a m a l

5.

Pr o je c t Te a m M a n ag e me nt : bu il di n g hi g h -p er for ma n c e p ro je c t t ea m s, m a n a g i n g v i r t u a l p r o j e c t t e a m s, p r o j e c t c o n t r o l p r o c e s s . P e r f o r m a n c e m e a su r e m e n t a n d e v a l u a t i o n , p r o j e c t q u a l i t y , p l a n n i n g , q u a l i t y a s su r a n c e , q u a l i t y a u d i t , p r o j e c t c l o su r e , p o s t c o m p l e t i o n a u d i t . References: Pr oj ect Ma nagement Cl i ffor d Gra y & Lar son T he p ra cti c e a n d t he o ry o f pr oj e c t ma na g e m e n t cr ea t i ng va lu e th r ou g h cha nge N ewt on, R icha rd 2009, Ha mpshir e, Pal gra ve P ub E f f e c t i v e p r o j e c t M a n a g e m e n t C l e m e n t s, J a m e s P & G i d o J a c k 2 0 0 6 , N e wD e l h i , C e n g a g e L e a r n i n g Pr oj e c t Ma na g e men t: A ma na g eria l a p pr oa c h M er e d it h, Ja ck . R & Ma nt el Sa mu e l.J 2 0 0 6 , N e w D el hi , Jo h n W il e y & So n s

ELECTIVE PA PERS M ARK ETING 3. 3 El e c ti ve MM 1: Cons ume r B e havi or and M ar ke ti ng Re se ar c h


1. C o n s u m e r B e h a v i o r : i n t r o d u c t i o n , F a c t o r s i n f l u e n c i n g c o n su m e r b e h a v i o u r , P e r s o n a l i t y , P s y c h o g r a p h i c s , F a m i l y , S o c i e t y , Va l u e s o f p e r c e p t i o n , A t t i t u d e a n d l i f e s t y l e s , D i f f e r e n t m o d e l s o f c o n su m e r

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

9
b e h a v i o u r E c o n o m i c , L e a r n i n g , P sy c h o a n a l y t i c a l , S o c i o l o g i c a l , H o wa r d S h e t t , N i c o si a , W e b st e r a n d W i n d , E n g e l , B l a c k w e l l a n d M i n a r d m o d e l s. 2 . Bu y ing Deci sio n M a ki ng Pro cess: bu yi n g r ol es, S tag es o f t h e d eci si on p r o c e s s H i g h a n d l o w e f f o r t d e c i s i o n s, P o s t p u r c h a s e d e c i s i o n s, M o d e l s o f c o n su m e r b e h a v i o u r 3 . M ar ket ing Rese arc h Desig ns: t yp es o f r esear ch d esig n s, T ech ni qu es a n d t o o l s o f d a t a c o l l e c t i o n S c a l e s a n d m e a su r e m e n t , Va r i o u s t y p e s o f d a t a , S a m p l i n g t e c h n i q u e s , S a m p l e si z e d e t e r m i n a t i o n . A n a l y s i s a n d in t er pr eta ti o n o f data . Rep or ti n g t h e r esea r ch fin d i ng s. 4. A p p l i c a t i o n o f Q u a n t i t a t i v e T o o l s i n M a r k e t i n g : d e c i si o n m a k i n g u si n g R e g r e s si o n a n a l y s i s , AN O V A , D i s c r i m i n a n t a n a l y s i s, F a c t o r a n a l y s i s, C l u st e r a n a l y si s , M u l t i - d i m e n s i o n a l s c a l i n g a n d C o n j o i n t a n a l y s i s, U s e o f S P S S f o r d a t a a n a l y s i s. Co m mu ni ca ti o n Or d er pr o c e ssi ng , Pa ck a gi n g t r a n s p o r t a t i o n W a r e h o u si n g a n d s t o r a g e . 5. Traffic and

L o g i s t i c s S t r a t e g y : l o g i st i c s i n f o r m a t i o n s y st e m , O r g a n i z i n g f o r effecti v e l o gi sti cs, I mpl ement i ng l o gi sti cs strat eg y Co mpu t er pa ck ag es u sed i n l o gi sti cs. R e t a i l i n g a n d w h o l e sa l i n g , sa l e s a n d l o g i st i c s f o r r u r a l m a r k e t s. References : Sales Management Decisions , Strategies and Cases Richard R. S t i l l , E d wa r d W . C u n d i f f a n d N o m a n A . P . G o v a n i Profess ional Sales Management R.E. Anderson, Joseph F. Har, A lan J. Bash Market ing Channels Louis W. Stern, Adel I . E R Ansary, T. Coughlan Fu n d a m e n t a l s o f L o g i s t i c s M a n a g e m e n t M . L a m b e r t , J a m e s R . S t o c k , M. E lira m Logist ics Management Donald J .B . and D.J. C loss Logist ics and Supply Chain Management Mart in Chr isto pher Sales Management Analys is and Decisions Making Thomas N. Ingram Managing Supply Cha in J .L . Gattorn and D. W. Wald is

5 . M a r ke t R e s e a r c h : m a r k e t i n g a n d m a r k e t r e s e a r c h , Q u a l i t a t i v e r e s e a r c h , M a r k e t a n d sa l e s a n a l y si s . M o t i v a t i o n r e s e a r c h , C o m m u n i c a t i o n r e s e a r c h , P r o d u c t , P r i c i n g a n d D i st r i b u t i o n r e s e a r c h . References : Market ing Research R.Nargundkar Consumer Behaviour Schiffman and Kanuk M a r k e t i n g R e s e a r c h T u l l , G r e e n a n d H a wk i n s Business Research Me thods Zikmund Market ing Research N . K. Malho tra M a r k e t i n g R e s e a r c h Pa r a s h u r a m a n , G r e w a l Consumer Behaviour Hoyer Mac Innis

3. 5 El ec ti ve MM 3: Adve r ti si ng and Sal e s Pr omoti on M anage me nt


1. P r o m o t i o n M i x : e l e m e n t s o f m a r k e t i n g p r o m o t i o n m i x , Ad v e r t i s i n g , Pu b li cit y, P er so nal selli n g , Pu bl i c r elat i on s a n d Sal es pr o mot io n , De t er mi na nt s o f p r o mo ti o n m i x.

3. 4 El e c ti ve MM 2: Sal e s and Logi sti c s M anage me nt


1 . S a l e s M a n a g e m e n t : o b j e c t i v e s o f sa l e s m a n a g e m e n t , P e r s o n a l s e l l i n g p r o c e s s , D e v e l o p i n g p e r s o n a l s e l l i n g s t r a t e g i e s. O r g a n i z i n g t h e sa l e s f o r c e T y p e s o f sa l e s o r g a n i z a t i o n s D e t e r m i n i n g t h e k i n d o f sa l e s f o r c e a n d S i z e o f t h e sa l e s f o r c e . Q u a l i t i e s o f sa l e s e x e c u t i v e s . 2 . M an ag i ng t he S ales Fo rce: effect i ve R ecru i ti n g, S el ecti n g an d T rai ni n g t h e sa l e s f o r c e . T i m e a n d t e r r i t o r y m a n a g e m e n t , S a l e s t e r r i t o r i e s a n d S a l e s Q u o t a s C o m p e n sa t i n g sa l e s f o r c e , M o t i v a t i n g t h e sa l e s f o r c e C o n t r o l l i n g t h e sa l e s f o r c e E v a l u a t i n g t h e sa l e s f o r c e . 3. R e t a i l i n g a n d W h o l e s a l i n g : n o n - s t o r e r e t a i l i n g , E -t a i l i n g , D i r e c t ma rk e ti n g, T e l e ma rk e ti n g, Ma rk eti n g on t h e n et, E m er g in g tr e n d s i n retail i ng &whol esali ng. D i s t r i b u t i o n a n d L o g i s t i c s M a n a g e m e n t : d e s i g n o f d i st r i b u t i o n c ha nn e l, S tru ctu r e a n d Cha n n el ma na g e m e n t. C o m po n e nt s o f l o gi sti c s in b ou nd an d ou t b ou n d l o gi sti cs, k ey l o gi sti cs a cti vi ti es vi z., Cu st o mer se rv i c e s - I n v e nt or y ma na g e m e nt Ma t er ia l ha n dl i ng 4.

2 . Ad v e r t i s i n g : t y p e s o f a d v e r t i s e m e n t , a d v e r t i s e a b i l i t y a n d a d v e r t i s i n g a i d s , A d v e r t i s i n g p l a n n i n g a n d d e c i si o n m a k i n g . 3. A d v e r t i s i n g C a m p a i g n P l a n n i n g : s e t t i n g a d v e r t i si n g g o a l s a n d o b j e c t i v e s, T h e D A G M AR A p p r o a c h . M e s sa g e s t r a t e g i e s a n d t a c t i c s , Cr eati v e ap p roa ch es, Co p y writ i n g a n d testi n g , Ad v er ti sin g co p y d esig n a n d c o m m u n i c a t i o n s t r a t e g y , C o p y - v i su a l i z a t i o n l a y o u t , A d v e r t i s i n g a p p e a l s a n d t h e m e s , C l a s s i fi c a t i o n o f a d v e r t i s e m e n t c o p i e s , E s s e n t i a l s o f a g o od cop y . E x er ci ses i n dra fti n g a d v ert i sement co p y . Ad v e r t i s i n g M e d i a : t y p e s o f m e d i a , m e d i a p l a n n i n g a n d s c h e d u l i n g , Ad v er ti sement bu d g et s, a p pr oa ch es to a d v e r t i si n g , bu dgeti ng. M e a su r i n g a d v e r t i si n g e f f e c t i v e n e s s . A d v e r t i si n g s t r a t e g i e s f o r r u r a l m a r k e t s.

4.

5 . A d v e r t i s i n g A g e n c i e s : p r o f i l e o f m a j o r a d v e r t i si n g a g e n c i e s i n I n d i a a n d a b r o a d , R u r a l a d v e r t i s i n g , s o c i a l a d v e r t i si n g , e t h i c s i n a d v e r t i si n g , a d v e r t i si n g s t a n d a r d s c o u n c i l o f I n d i a ( A S C I ) .

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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References : Advertise ment and Promotion Belch and Belch Advertis ing Aaker and Bathra A d v e r t i s i n g M a n a g e m e n t C h u n a wa l l a Advertis ing Management Wr ite and Ziegler Contemporary Adver tis ing Wi ll iams Arens A d v e r t i s i n g M a n a g e m e n t R a je e v B a t r a , J o h n G . M y e r , D a v i d A k e r A d v e r t i s i n g Pl a n n i n g & I m p l e m e n t a t i o n S a n g e e t a S h a r ma & R a g h u v i r Singh Advertis ing Princip les and Practice Wel ls , Moria try, Bu rnett A d v e r t i s i n g M a n a g e m e n t J a i s h r i J e t h wa n r y , S h r u t h i J a i n Market ing Com munication Dahlen e x t e n d e d st a k e h o l d e r s , C o n f l i c t s o f i n t e r e s t , C o n t r a c t s a n d a r e v i s e d di recti ve. 3 . I n f o r m a t i o n As y m m e t r y a n d t h e M a r k e t s f o r C o r p o r a t e S e c u r i t i e s : in tr o du c ti o n, T h e or i e s o f t h e e ffe c t s o f i n fo r ma t io n a sy m m e tr y, Va l u a t i o n o f t r a d e d e q u i t y u n d e r a s y m m e t r i c i n f o r m a t i o n , I n f o r m a t i o n a sy m m et r y a n d t h e Qu a li ty o f t h e ma rk et for a fir m s e q u it y, o p ti ma l o w n e r s h i p st r u c t u r e . 4. Lev erag e Decis io n: in tr o du cti o n , C or p orat e a n d p er so nal taxa ti o n, M odi fyi ng M M pr opositi ons t o a ccount for cor porat e ta xes, T ra dit i ona l t r a d e - o f f t h e o r y , A g e n c y t h e o r y a n d l e v e r a g e d e c i si o n , A s y m m e t r i c in fo r ma t io n a n d l e v era g e, ba la n ci n g a g e n c y c o st s wit h i n for ma ti o n asy mmet r y. The Fir m s E nv ir o nme nt , Go v e r n a nc e , s tr a te g y , o pe r a tio n a n d f i n a n c i a l s t r u c t u r e - f i r m s b u si n e s s e n v i r o n m e n t , o p e r a t i o n st r u c t u r e , f i n a n c i a l st r u c t u r e , r i sk p e r f o r m a n c e a n d c o n t i n g e n c i e s , e m p i r i c a l a n a l y s e s o f r i sk .

5.

FINA NCE 3. 3 El e c ti ve FM 1: Advanc e d Capi tal B udge ti ng


1 . C a s h F l o w M e a s u r e m e n t : d e p e n d e n c e a n d i n d e p e n d e n c e o f c a s h fl o w s i n e v a l u a t i n g p r o j e c t s, M e a su r e s o f r i sk a n d r e t u r n s , I n f l a t i o n i n ca pi ta l bu d g et in g , R ea l v s n o mi na l di sc ou nt ra t e s, Bia s in ca sh fl o w e s t i m a t e s , T o t a l r i sk fo r m u l t i p l e i n v e st m e n t . M e a su r i n g c a s h fl o w f o r a c q u i s i t i o n . U s e o f E x c e l f o r e st i m a t i n g c a sh f l o w s & d e c i s i o n m a k i n g . 2 . R a n k i n g P r o j e c t s : N P V v s I R R C o n f l i c t s, F i s h e r s r a t e o f i n t e r s e c t i o n , M u l t i p l e I R R s, M I R R , O p t i m a l d e c i si o n u n d e r c a p i t a l r a t i o n i n g 3. 4. 5 R e a l O p t i o n s i n C a p i t a l I n v e s t m e n t : t y p e s o f o p t i o n s e x p a n si o n , A b a n d o n m e n t a n d p o st p o n e m e n t . P r o j e c t R i s k A n a l y s i s : t e c h n i q u e s f o r m e a su r i n g s t a n d a l o n e r i sk S e n s i t i v i t y a n a l y si s , S c e n a r i o a n a l y s i s a n d S i m u l a t i o n F i n a n c i n g D e c i s i o n s : s o u r c e s o f l o n g - t e r m fi n a n c e s f o r a p r o j e c t . Lea si n g T y p es o f l ea ses, stru ctu ri n g o f l ea se r enta l s a n d evalu at i on o f l ea se. 2

3. 5 El e c ti ve FM 3: Por tf ol i o M anage me nt
1 M a r ke t e f f i c i e n c y : r a n d o m wa l k a n d t h e e f f i c i e n t m a r k e t h y p o t h e s i s, E m p i r i c a l t e st i n g o f E f f i c i e n t M a r k e t H y p o t h e si s ( E M H ) . P o r t f o l i o T h e o r y C a p i t a l a l l o c a t i o n b e t w e e n t h e r i sk y a s s e t a n d t h e r i sk fr e e a s s e t , O p t i m a l r i sk y p o r t f o l i o s - M a r k o w i t z m o d e l V s S t o c h a s t i c D o m i n a n c e A n a l y si s ( S D A) , E q u i l i b r i u m i n c a p i t a l m a r k e t s C a p i t a l asset pri ci ng mo d el, I n d ex mo del s a n d Ar bit rag e pri cin g th eor y an d m u l t i fa c t o r m o d e l s o f r i sk a n d r e t u r n . Fi xed Inco me Secur ities : b o n d Pri ces a n d yi eld B on d C hara ct eri sti cs a n d T y p e s, B o n d P r i c i n g , B o n d y i e l d , T e r m S t r u c t u r e o f I n t e r e st r a t e , I n t e r e st r a t e r i sk - i n t e r e st r a t e s e n si t i v i t y , d u r a t i o n , c o n v e x i t y a n d i m mu n i za ti o n . Fu n dame nt al An a l y s i s : e c o n o m i c a n a l y s i s, I ndu st ry a n a l y s i s, C o m p a n y a n a l y s i s, F o r e c a s t i n g c o m p a n y e a r n i n g s , Va l u a t i o n o f compani es, Te c h nic al An al ysi s: ma rk e t i nd i ca t or s, F or e ca sti n g in d iv i du a l st o ck p e r f o r m a n c e , T e c h n i q u e s , T y p e s o f c h a r t s, D o w t h e o r y , R e l a t i v e str eng t h, C o nt rar y o pi n io n , M o vi n g av erag e, C on fe ren ce i n d ex , T radi n g v o lu me, C o n cept o f d ept h , b r ead t h an d r esil ien ce o f th e ma rk e t. Ac t i v e P o r t f o l i o M a n a g e m e n t : p o r t f o l i o p e r f o r m a n c e e v a l u a t i o n m e a su r i n g i n v e st m e n t r e t u r n , c o n v e n t i o n a l t h e o r y o f p e r f o r m a n c e e va lu a t i on , M2 a n d T 2 , ma rk e t ti m i ng , p er fo r ma n c e a tt ri bu ti o n p r o c e d u r e s, s t y l e a n a l y si s a n d m o r n i n g s t a r s , r i sk a d j u st e d r a t i n g . A c t i v e p o r t f o l i o c o n st r u c t i o n u s i n g T r e y n o r B l a c k m o d e l

3. 4 El e c ti ve FM 2: Advanc e d Capi tal Str uc t ur e The or i e s


1. E mp iric al Pers pectives o n t he F in anci al Ch ar acter is tics: a nal ysi s of c o m p o si t e c a s h f l o w s , L e v e r a g e , O w n e r s h i p st r u c t u r e s , R O E , P / E r a t i o s , D i v i d e n d p a y o u t , D i v i d e n d y i e l d s, a n d o t h e r f i n a n c i a l chara ct eri sti cs o f S en sex a n d N i fty fir ms. 2. P r i n c i p a l Ag e n t C o n f l i c t a n d F i n a n c i a l S t r a t e g i e s : i n t r o d u c t i o n , Li mi t e d lia bi lit y a nd t h e sepa ra t io n o f o wn er sh i p a n d c o nt ro l, r ol e o f m a n a g e m e n t wi t h d i f fu s e o w n e r s h i p . C l a s s i c d i r e c t i v e t o m a n a g e m e n t ,

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

11
3. 4 El e c ti ve H RM De ve l op me nt 2: O r gani z ati onal Cha nge and

H UM AN RESO URCE M ANAG EM ENT

1 . Org ani zat io n a l Ch a ng e: p lan n ed o r gan i zat io na l cha n g e, C ha n g e ag ent s, D y n a m i c s o f r e si s t a n c e t o c h a n g e , P l a n n e d c h a n g e . Q u a l i t y w o r k l i f e .

3. 3
1.

El e c ti ve H RM 1: H uma n Re sour c e De ve l op me n t
H u m a n R e s o u r c e D e v e l o p m e n t : su b sy s t e m s o f H R D & O D , H R M a n d H R D , E m e r g i n g t r e n d s i n H R D , H R D i n I T i n d u st r y , p u b l i c s e c t o r , g o v e r n m e n t o r g a n i z a t i o n s , a n d N G O s.

2.

Org a ni zat io n Dev elo p me nt : hi sto ry o f Or ga ni za ti o n , D ev el o p ment Va l u e s A s s u m p t i o n s B e l i e f s i n o r g a n i z a t i o n d e v e l o p m e n t .

2 . Perfo rm a nce M an ag e me nt: tra d iti o na l an d mo d er n tech ni qu es, Op en A p p r a i sa l I d e n t i f i c a t i o n o f K e y P e r f o r m a n c e Ar e a s a n d K e y R e su l t Ar e a s M a n a g e r i a l a p p r a i sa l E t h i c a l i s su e s i n p e r f o r m a n c e a p p r a i sa l . P o t e n t i a l a p p r a i sa l , F e e d b a c k m e c h a n i s m s , P e r f o r m a n c e ma na g e me nt a nd ca r e er d ev e l op m e n t. Bi -di r e cti o na l p er for ma n c e ma na g e me nt. 3. M entori ng , Coac h ing & E mp lo yee Cou nse li ng Services : na tur e me nt or i ng a nd c oa ch i ng , C oa c h i ng t o i m pr o v e p oo r p er for ma n c e , E ffect i v en ess o f coa chi n g, N eed for empl o y ee cou n sel i n g pr o gra ms, C o m p o n e n t s & C h a r a c t e r i st i c s, I s su e s i n e m p l o y e e c o u n s e l i n g . Career P l an n ing a nd Dev e lo p me nt: mea ni n g a n d p r o cess pat h , Car eer wi dt h a n d L en gt h Su ccessi on p lan n in g Dev el o p ment . Car eer Career

3. T heory and M anage me nt of Org ani zat ion Deve lop me nt: fou ndat i ons of or ga ni zat i o n d ev el o p ment Ma nag i ng t h e o r gan i zat io n dev elo p ment pr o cess Acti o n r esea r ch a n d or ga ni za ti o n d ev el o p ment . 4. Org a n iza tio n Dev elo p ment I nterv ent io n : t ea m i nt erv ent i on I nt er g r o u p a n d t h i r d p a r t y p e a c e m a k i n g i n t e r v e n t i o n C o m p r e h e n si v e i n t e r v e n t i o n S t r u c t u r a l i n t e r v e n t i o n s T r a i n i n g e x p e r i e n c e s. K e y C o n s i d e r a t i o n s a n d I s s u e s : i s su e s i n c o n su l t a n t C l i e n t r e l a t i o n s h i p s S y st e m r a m i fi c a t i o n s P o w e r , p o l i t i c s a n d o r g a n i z a t i o n d ev el o p ment R esear ch i n o rga n i zati o n d ev elo p men t References : O r g a n i z a t i o n D e v e l o p m e n t Fr a n c h a n d B e l l ; Organization Behaviour Fred Luthans H u m a n B e h a v i o u r a t Wo r k Ke i t h D a v i s ; O r g a n i z a t i o n a l D e s i g n f o r E x c e l l e n c e Kh a n d a wa l l a O r g a n i z a t i o n a l i n t e l l i g e n c e S i l b e r Ke a r n y T h e d a n c e o f c h a n g e Pe t e r S e n g e a n d o t h e r s The f if th disc ipline Peter Senge

5.

4.

5.

L e a r n i n g a n d d e v e l o p m e n t i n k n o wl e d g e s e t t i n g : l e a r n i n g i n a k no wl ed g e env ir o n ment , cr eat i ng a h o li sti c d ev el o p men tal a p pr oa ch , d ev el o pi n g so cia l ca pi tal , d ev el o pi n g k n o wl e d g e l ead er shi p c a p a b i l i t i e s, p r o j e c t - b a s e d l e a r n i n g , w o r k i n g w i t h t e c h n o l o g y , b u i l d i n g a c o m p r e h e n si v e k n o w l e d g e d e v e l o p m e n t st r a t e g y , p l a n n i n g f o r in d iv i du al d ev el o p ment . References : Human Resource Deve lopment Randy L . Des imone, Jon M. Werner & David M.Har ris . D e s i g n i n g a n d M a n a g i n g H u m a n R e s o u r c e S y s t e m s Pa r e e k , U d a i a n d Rao T.V. Recent Experience in Human Resource Development Rao T.V. and Pe r e i r a , D . H . Pe r f o r m a n c e A p p r a i s a l T h e o r y a n d P r a c t i c e R a o T . V . Effec tive Human Resource Deve lopment Neal E. Chalofskey, Carlene Reinhart. Human Resource Management Satyadian S. Mir za Kn o w l e d g e M a n a g e m e n t S h e l d a D e b o ws k i J o h n W i l e y , I n d i a publications.

3. 5 El e c ti ve H RM 3: Tr ai ni ng and De ve l op me nt
1 . Tra in ing : i n tr o du cti o n, I mp or ta n ce o f tra i ni n g, Ad va n tag es o f tra i ni n g, T raini ng chal l enges, C hanging work pla ce a nd work for ce, T raini ng a s a su b s y s t e m o f H R D , L e a r n i n g e n v i r o n m e n t , I n s t r u c t i o n a l d e s i g n , Lea r ni n g ou t co mes, F eedba ck , C o n di ti o n s o f t ran sfer , C o n v ert i n g trai ni n g o b j ecti v es t o tra in i n g pla n . 2 . T r a i n i n g N e e d s A s s e s s m e n t ( T N A) : m e t h o d s o f T N A , O r g a n i z a t i o n a l su p p o r t f o r T N A , O r g a n i z a t i o n a l a n a l y si s S p e c i f y i n g g o a l s , I d e n t i f y i n g c o n st r a i n t s , R e s o u r c e a n a l y s i s, L e a r n i n g p r i n c i p l e s , T r a i n i n g e n h a n c e m e n t , T r a i n e e c h a r a c t e r i st i c s. 3. T r a i n i n g D e l i v e r y : t r a d i t i o n a l v s M o d e r n m e t h o d s, S D L P , S i m u l a t e d w o r k s e t t i n g s, D L P , C D R O M , I n t e r a c t i v e M u l t i m e d i a , W e b - b a s e d i n s t r u c t i o n s , I n t e l l i g e n t T r a i n i n g S y st e m ( I T S ) , V i r t u a l R e a l i t y T r a i n i n g ( VR T ) .

4 . Tr ai ni ng Ev al u at io n: cri t eria , E va lu ati o n o f cr it eri a, Di men si on s o f c r i t e r i a , U s e o f e x p e r i m e n t a l d e s i g n s , Q u a s i e x p e r i m e n t a l d e si g n s,

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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U t i l i t y c o n s e r v a t i o n s, I n d i v i d u a l d i f f e r e n c e m o d e l s, C o n t e n t v a l i d i t y mo d el , Sta ti sti cal met h o d. 5 . Tr ai ni ng I nterv e ntio ns: l ear n in g E x p eri en ce a n d Bu il di n g O r gan i zat io n Capa bi li t y, E mpl o y ee ca pa bil it y , Ap pr ent i ceshi p, Vesti bu le, E mb ed d ed trai ni ng, T ea m bui ldi ng, cr o ss a n d I n t e r - p o si t i o n a l trai ni ng, Lea d er sh i p trai n in g . International Economics Theo.S. Eicher, John H. Mu tti and Michel le H.Tumovsky -2009 International Economics Global Markets and competi tion Henry Thompson, 2006

References : T r a i n i n g i n O r g a n i z a t i o n I r w i n L . G o l d s t e i n , J . Ke v i n F o r d . E f f e c t i v e T r a i n i n g : S y s t e m S t r a t e g i e s & Pr a c t i c e s P N i c k B l a n c h a r d James W Thacker. Training For Organiza tional Transfor mation Rolf P Lynton Udai Pa r e e k . The Trainers portable mentor Gargulo & O thers

3. 4 El e c ti ve IB 2: Inte r nati onal Tr ade Pol i c y


1. Ov erv ie w o f I nter na tio n al Tra de: i nt ro du ct i o n, d ev elo p men t, o p e r a t i n g fa c t o r s , fa c t o r s l e a d i n g t o g r o wt h i n i n t e r n a t i o n a l t r a d e a n d evaluat i on.

INTERNAT IO NAL B USINESS 3. 3 El e c ti ve IB 1: Inte r nati onal Ec onomi c s 1.


Theo ries o f In tern at io n al Tr a de: t h e la w o f co mpa rati v e a d va nta g e, t h e s t a n d a r d t h e o r y o f i n t e r n a t i o n a l t r a d e , fa c t o r s e n d o w m e n t a n d t h e Heck sh er -O hli n t h eor y. Dem an d & S up pl y An al ysi s: i ntr o du ct i on , t h e eq u ili br iu m relat iv e c o m m o d i t y p r i c e w i t h t r a d e - p a r t i a l a n d g e n e r a l e q u i l i b r i u m a n a l y s i s, relati o n sh ip b et ween g en eral an d part ial equ il i briu m a n aly ses, o ffer c u r v e s, t h e t e r m s o f t r a d e a n d g a i n s. Eco no m ies o f Sc ale: i ntr o du ct io n , i mp er fect co mp et iti o n a n d in t er na t io na l t ra d e , tra d e ba se d o n d y na mi c t e ch n o lo g i ca l di ffe r e n ce s, c a u s e o f t r a n s p o r t a t i o n , i n d u st r y l o c a t i o n , e n v i r o n m e n t a l s t a n d a r d s a n d in t er nat io na l tra d e. E c o n o m i c G r o wt h a n d I n t e r n a t i o n a l T r a d e : g r o wt h fa c t o r s o f p r o d u c t i o n , t e c h n i c a l p r o g r e s s, g r o w t h a n d t r a d e i n s m a l l c o u n t r y a n d l a r g e c o u n t r y p e r s p e c t i v e , e f f e c t a n d e v a l u a t i o n , t r a d e c h a n g e s.

2 . T r a d e R e s t r i c t i o n s : p a r t i a l e q u i l i b r i u m a n a l y si s a n d e f f e c t s o f t a r i f f s , th eor y o f tar i ff stru ctu re t h e ra t e o f effecti v e pr o tecti o n, g en eral i zati o n a n d evalu a ti o n t h eor y o f effect i v e pr ot ecti o n, g en eral e qu il i briu m a na l y si s o f ta r i ff in sma ll a n d la r g e c ou n tr y p er sp e ct iv e , o pt i mu m ta ri ff. 3. No n -tr ade B ar r ie r s a nd Pr o te c t io n is m: in tr o du cti o n -i mp o rt qu ota so t h e r n o n - t a r i f f b a r r i e r s a n d n e w p r o t e c t i o n i s m -t h e p o l i t i c a l e c o n o m y o f p r ot ect i on i sm-strat eg i c tra d e a n d in du stria l p ol i ci es, t h e Uru gu a y rou nd a nd out sta ndi ng t ra de pr obl ems. Eco no mic In tegrat ion - Cus tom un ions an d free tr ade areas: tra de c r e a t i n g c u s t o m u n i o n s, t r a d e d i v e r s i o n s, t h e o r y o f s e c o n d b e st a n d o t h e r s t a t i c w e l fa r e e f f e c t s o f c u s t o m u n i o n s - d y n a m i c e f f e c t s f r o m c u st o m u n i o n , a n a l y s i s o f e c o n o m i c i n t e g r a t i o n - E U F T A, N A F T A , a t t e m p t s a t e c o n o m i c i n t e g r a t i o n a m o n g d e v e l o p i n g c o u n t r i e s, tra n sit i o n e c o no m i e s a n d e m er gi n g e c o n o mi e s. I n t e r n a t i o n a l T r a d e & E c o n o m i c D e v e l o p m e n t : r e g u l a t i o n s, f r e e trade, pr ot ecti on, d e t er mi na nt s, FDI r egu lati o n s, cu rr en cy convert ibil it y r egulat i ons, r egula ti ons of for ei g n trade and i mp l e m e nta t i o n i n In d ia , i m p orta n c e a n d t er m s o f tra d e to d e v e l o p m e n t , e x p o r t i n s t a b i l i t y , i m p o r t su b s t u t i o n / e x p o r t o r i e n t a t i o n , c u r r e n t p r o b l e m s fa c i n g d e v e l o p i n g c o u n t r i e s . References : International G o l m wa d e International International Dilip K.Das International 2009 International

2.

4.

5.

4.

5 . Tr ade M o des : mod es, d et er mi na nt s, for ei g n i n v est ment s FDI , F PI , F D I o n n a t i o n a l t r e a t m e n t fa c t o r . H e t e r o g e n e i t y i n i n t e r n a t i o n a l t r a d e , In dia i n t h e g lo ba l setti n g an d gl o bali za ti o n o f I n dia n bu si n ess. References : Domenic Salvator In ternational Economics Pa u l R . K r u g m a n a n d O b s t f e l d . M I n t e r n a t i o n a l E c o n o m i c s , 3 r d E d i t i o n , H a r p e r C o l l i n s Pu b . , 1 9 9 4 B u c k l e y , A d r i a n M u l t i n a t i o n a l F i n a n c e , N e w Yo r k , P r e n t i c e H a l l Inc.m 1996. International Economics Robert J .Carbaugh 2008.

Trade

Policy

contemporary

analy sis

Nigel

Trade and Trade Pol icy Ethanan He lpman T r a d e Po l i c y A d e v e l o p i n g c o u n t r y p e r s p e c t i v e a u t h o r : T r a d e Po l i c y f o r T e c h n o l o g y T r a n s f e r Y i S h i n T a n g , Trade Pol icy Fredick Victor Meyer 1978

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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3. 5 El ec ti ve IB 3: Expor t Imp or t Pr oc e d ur e s , Doc ume ntati on and S uppl y Chai n M anage me nt
1 . I n t e r n a t i o n a l T r a d e P o l i c y F r a m e wo r k : r e g u l a t i o n s f o r I n t e r n a t i o n a l t r a d e , l e g a l a sp e c t s o f e x p o r t s i m p o r t s c o n t r a c t , e x i m p o l i c y o f I n d i a . 2. E x po rt Tra de Pro ced ures & Do cu me nt at io n : ex p ort pr o cedu r es, pr eshi p men t i n sp ecti o n pr o cedu re, exp or t d o cu menta ti o n, E CGC re l eva n c e s, i n c e nt iv e s, el i gi bi li ty c rit e ria , p e r for ma n c e e va lu a t i on , sel f-cer ti fi cat io n pr o cedu r es, co n cessi on s a n d pr o mot i o nal ad va nta g es. s y s t e m s d e v e l o p m e n t , i n f o r m a t i o n s y st e m p r o j e c t s , s y s t e m s r e q u e s t s, st e p s i n p r e l i m i n a r y i n v e s t i g a t i o n . evaluat i on of

3 . S ys te ms An al ys is Pro cess: r equ ir ement s mod eli n g, sy st em d ev el o p ment m e t h o d s , m o d e l i n g t o o l s a n d t e c h n i q u e s, s y st e m s r e q u i r e m e n t c h e c k l i s t , fa c t f i n d i n g , i n t e r v i e w s, o t h e r f a c t - f i n d i n g t e c h n i q u e s , d o c u m e n t a t i o n . D a t a a n d p r o c e s s m o d e l i n g - D F D s, d a t a d i c t i o n a r y , p r o c e s s d e s c r i p t i o n t o o l s, l o g i c a l v s . p h y s i c a l m o d e l s . O b j e c t mo d el in g -o b j ect -or i en t ed t er ms an d co n cept s, o b j ect s an d cla sses. 4. T h e D e s i g n P r o c e s s a n d i t s E s s e n t i a l s : e v a l u a t i n g s o f t wa r e a l t e r n a t i v e s , st e p s i n e v a l u a t i n g a n d p u r c h a si n g s o f t wa r e p a c k a g e s , t r a n s i t i o n t o s y st e m s d e s i g n , p r o t o t y p i n g . U s e r i n t e r fa c e , i n p u t a n d o u t p u t d e si g n , u s e r i n t e r fa c e d e si g n . S y s t e m s i m p l e m e n t a t i o n ap pli ca ti o n d ev el o p men t, stru ctu r ed a p pli ca ti o n d ev el o p ment , o b j ect or ient ed a p pli ca ti o n d ev el o p ment , t e st i n g the ap pl i cat io n , d o c u m e n t a t i o n , m a n a g e m e n t a p p r o v a l , i n st a l l a t i o n a n d e v a l u a t i o n , trai ni ng, data c o n v e r s i o n , s y s t e m s su p p o r t u s e r su p p o r t a c t i v i t i e s, m a i n t e n a n c e a c t i v i t i e s, s y st e m s o b s o l e s c e n c e .

3 . E x p o r t P r o m o t i o n M e a s u r e s i n I n d i a : e x p o r t p r o m o t i o n o r g a n i z a t i o n s, ro le o f g o v er n ment a g en ci es, ST C , M NC /T NC s i n pr o mot i ng ex p ort s and evalua ti on of i t s i mpact on BO P. 4. I m p o r t T r a d e P r o c e d u r e s & D o c u m e n t a t i o n : r e st r i c t i o n s , r o l e a n d r e l e v a n c e o f g o v e r n m e n t i n t e r v e n t i o n s, m e a su r e m e n t o f i m p o r t p a r i t y on G DP. 5. Role of Inter natio n al Tr adi ng Center i n E-co mmer ce: computat iona l a n a l y s i s o f I n d i a s e x p o r t i m p o r t l o g i s t i c s a n d si m p l i f i c a t i o n o f pr o c e du ra l for ma l it i e s a n d r e qu ir e me nt s. Reference : D e s a i . H . B I n d i a n S h i p p i n g Pe r s p e c t i v e s , D e l h i , A n u p a m Pu b l i c a t i o n s , 1 9 8 8 Government of India handbook of Import Expor t Procedures Pa r a s R a m E x p o r t : W h a t , W h e r e a n d H o w , D e l h i , A n u p a m Pu b . , 1995. Export Management Balagopal Export I mport Procedures Thomas E .Johnson N e w I m p o r t E x p o r t Po l i c y & H a n d b o o k o f P r o c e d u r e s - N a b h i I n t e r n a t i o n a l T r a d e & E x p o r t M a n a g e m e n t Fr a n c i s C h e r u n i l a m

5 . C r o s s L i f e C y c l e Ac t i v i t i e s a n d S k i l l s : p r o j e c t a n d p r o c e s s m a n a g e m e n t t e c h n i q u e s , fa c t fi n d i n g a n d i n f o r m a t i o n g a t h e r i n g , f e a s i b i l i t y a n d c o st - b e n e f i t a n a l y si s , j o i n t a p p l i c a t i o n d e v e l o p m e n t , i n t e r p e r s o n a l sk i l l s a n d c o m m u n i c a t i o n s . References : J e f f r e y L . Wh i t t e n a n d L o n n i e D . B e n t l e y S y s t e m s A n a l y s i s a n d D e s i g n , Tata McG ra w Hil l Shelly, Gary b., Cashman , Thomas J and Rosenblatt, Harr y J: Systems, Analysis and Des ign, Thomson Ke n d a l l a n d K e n d a l l , S y s t e m s A n a l y s i s a n d D e s i g n , P H I L e n Fe r t u c k S y s t e m s A n a l y s i s a n d D e s i g n w i t h M o d e r n M e t h o d s B &E T e c h Satzinger, John W.Jackson, Robert B. Burd, Stephen D, Systems Analysis and Des ign in A changing world, Thomson

INFO RM ATIO N SY STEM S 3. 3 El e c ti ve IS 1: Syste m Anal ysi s and De si gn


1. S y s t e m A n a l y s i s F u n d a m e n t a l s a n d t h e M o d e r n S y s t e m s An a l y s t : i n t r o d u c t i o n t o sy s t e m s a n a l y s i s a n d d e si g n , i n f o r m a t i o n s y st e m c o m p o n e n t s, t y p e s o f b u si n e s s i n f o r m a t i o n s y s t e m s, o r g a n i z a t i o n a l s t r u c t u r e . S y st e m s d e v e l o p m e n t t e c h n i q u e s a n d t o o l s , t h e S D L C , t h e s y s t e m s a n a l y s t p o si t i o n . I n f o r m a t i o n R e q u i r e m e n t s An a l y s i s : sy s t e m s p l a n n i n g , p r e l i m i n a r y i n v e s t i g a t i o n , t h e i m p o r t a n c e o f st r a t e g i c p l a n n i n g , a f r a m e w o r k f o r

3. 4 El e c ti ve IS 2: Softwar e Engi ne e r i ng M anage me nt


1. T he Pro d uct an d the Pro cess: a n o v er vi ew o f sy stem eng i n eeri n g, anal y si s co n cep t s a n d pr i n ci pl es, a nal y si s mo d el i n g, d esig n co n cept s a n d p r i n c i p l e s , d e s i g n m e t h o d s, d e si g n f o r r e a l t i m e s y st e m s . S o f t wa r e L i f e C y c l e M o d e l s : so f t wa r e r e q u i r e m e n t , s o ft w a r e d e s i g n , c o n fi g u r a t i o n m a n a g e m e n t .

2.

2.

3 . S o f t wa r e M e t r i c s : s o f t wa r e p r o c e s s a n d p r o j e c t m e t r i c s , t e c h n i c a l m e t r i c s f o r s o ft w a r e . P r o j e c t p l a n n i n g a n d m a n a g e m e n t : P r o j e c t m a n a g e m e n t c o n c e p t s , p r o j e c t s c h e d u l i n g a n d t r a c k i n g , s o ft wa r e pr oj ect pla nni ng.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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4. Ris k M an age men t, v a l u a t i o n , t e st i n g . Quali ty As s u r a n c e : qua lit y v eri fi ca ti o n and Information Security Management with IT IL , Volume 3 By Jacques A. C a z e m i e r , Pa u l O v e r b e e k , L o u k Pe t e r s

5 . O b j e c t O r i e n t e d C o n c e p t s : f o r m a l M e t h o d s , S o f t wa r e a n d s o f t wa r e t o o l s .

reen gi n eer i ng

IT governance: a manager's guide to data security and BS 7799/ISO 17799 By Alan Ca lder, Steve Watk ins

References : R o g e r S . Pr e s s m a n : S o f t wa r e E n g i n e e r i n g A P r a c t i t i o n e r s A p p r o a c h Tata Mc Gra w H il l I V edit ion. K i e r o n C o n wa y , S o f t wa r e P r o je c t M a n a g e m e n t : Fr o m c o n c e p t t o d e p l o y m e n t , W i l e y D r e a m t e c h Pr e s s S o m m e r v i l l e , I a n : S o f t wa r e E n g i n e e r i n g , A d d i s o n W e s l e y S . A . K e l k a r , S o f t wa r e P r o je c t M a n a g e m e n t , P H I Carlo Ghezz i, Mehdi Jazayeri , D ino Mandriol i Fun damentals of S o f t wa r e E n g i n e e r i n g PH I

TO URISM AND TRAVEL M ANAG EM ENT 3. 3 El ec ti ve TTM 1: Tour i s m M anage me nt


1 O r g a n i s e d T r a v e l : d e f i n i n g T o u r i st & T o u r i s m v i z : i n b o u n d , o u t b o u n d , d o m e s t i c , m a i n t e n a n c e o f t o u r i s m p r o d u c t s, Al t e r n a t i v e tou r i sm, Ma ss t ou ri sm , S p e cia l i nt er e st tou ri sm . I t i n e r a r y D e v e l o p m e n t : i n t r o d u c t i o n , m e a n i n g a n d d e fi n i t i o n , t y p e s o f i t i n e r a r i e s , h o w t o d e v e l o p a n e f f e c t i v e i t i n e r a r y , fu n c t i o n s o f t o u r ma na g er s a n d p la n ni n g to o l s fo r a n it in e ra r y. To ur P ac kag i ng M an ag e me nt: co n cept , or i gi n a n d d ev el o p ment o f T ou r pa ck a gi n g, T yp es o f T ou r, Co mp o n ent o f a Sta n dar d Pa ck a g e T ou r, Fa c to r s a ffe ct i ng T ou r F or mu la ti o n, T ou r D e si g ni n g P ro c e ss, Si g ni fi ca n ce o f Pa ck a g e T ou r, T ou r Br o chu r e. T r a v e l Ag e n c y M a r ke t i n g : m a r k e t i n g C o n c e p t , u n i q u e f e a t u r e s o f T rav el Ma rk eti n g, Si g ni fi ca n ce o f T rav el Ag e n c y ma rk et in g , Dev el o pi n g a T ou r Mark et in g P la n, Ma rk eti n g S trat eg y o f I nb ou n d & Outbou nd tour s. T r a v e l F o r m a l i t i e s i n I n d i a : v i sa R e q u i r e m e n t s T y p e s o f v i sa s Cu rr e n cy r egu la t io n s cu sto m for ma l it i e s Di ffe r e nt t y p e s o f ta x e s. Restr i ct ed an d Pr o t ect ed area s t y pes o f r estri ct io n s, Hea lt h Regula ti ons. References : Market ing Management for Travel & Tour ism Ne lson Th rones I n t r o d u c t i o n t o T o u r i s m & H o t e l I n d u s t r y Z u l f i k a r , S PD M i l l a n d M o r r i s o n , (1 9 9 2 ) , T h e T o u r i s m S y s t e m : A n I n t r o d u c t o r y T e x t , Prentice Hall. C o o p e r , Fl e t c h e r e t a l , (1 9 9 3 ) , T o u r i s m Pr i n c i p l e s a n d Pr a c t i c e s , Pitman.

3. 5 El e c ti ve IS 3: Data M anage me nt Te c hni que s 1.


2. D a t a b a s e C o n c e p t s, S c h e m a s, M o d e l s , F e a t u r e s , O O AD , O O P S , O L A P , O L T P . Arch it ectu r es, P ro du ct s, 3

Ex tra ct i on , T ra n sfo r ma ti o n a n d L oa di n g (ET L ), ET L C o n c e pt s a nd T o o l s i n m a r k e t , D a t a wa r e h o u s i n g , D a t a M i n i n g , D a t a M a r t , D a t a S t o r a g e M e t h o d s. B u s i n e s s I n t e l l i g e n c e , T o o l s a n d M e t h o d s. S t r u c t u r e , D e si g n , D e v e l o p m e n t a n d M a n a g i n g C o r p o r a t e I n f o r m a t i o n S y st e m s ( C I S ) . Data S ecu ri ty Ma nag emen t a n d Co n tr ol . References : T h e D a t a W a r e h o u s e E T L T o o l k i t : Pr a c t i c a l T e c h n i q u e s f o r E x t r a c t i n g , Cleaning by Ralph Kimball and Joe Case rta E T L S t r a t e g y f o r t h e E n t e r p r i s e . . b y S a n d e s h G a wa n d e Business Intel ligence: A Capabil ity Ma turity Model By Dorothy Mil ler Introduction to Bus iness Intelligence By Jorg Hartenauer Database Management: An Organiza tional Perspect ive by Richard T . Watson Database Systems Des ign, I mplementa tion, and Management by Peter Rob and Carlos Coronel M o d e r n D a t a b a s e M a n a g e m e n t (5 t h E d i t i o n ) b y F r e d R . M c Fa d d e n , J e f f r e y A . H o f f e r a n d M a r y B . Pr e s c o t t D e v e l o p i n g Q u a l i t y C o m p l e x D a t a b a s e S y s t e m s : Pr a c t i c e s , T e c h n i q u e s and Technologies by Sh irley A . Becker Strategic secur ity management: a risk assessmen t guide fo r decision m a k e r s B y Ka r i m H . V e l l a n i The best damn I T security management book per iod By Sus an Snedaker

3. 4.

5.

3. 4 El ec ti ve TTM 2: Ec o Tour i s m
1 . I n t r o d u c t i o n t o E c o T o u r i s m : d e f i n i t i o n , C o n c e p t , G r o wt h & P r i n c i p l e s E m e r g i n g C o n c e p t s: E c o / r u r a l / a g r i / fa r m / g r e e n / wi l d e r n e s s / c o u n t r y s i d e / s p e c i a l i n t e r e st t o u r i s m .

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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2. 3. 4. To uris m: env ir o n mental R el eva n ce; E co t ou r i sm C o u n t r i e s P r o b l e m s , p r o s p e c t s f o r su st a i n a b i l i t y Concept of p h en o mena . carrying c ap ac it y: eco t ouri sm as in a 3rd world World wi d e References : T h e o r y o f C o o k e r y Kr i s h n a A r o r a M o d e m C o o k e r y Vo l - I & I I T . E . Ph i l i p Fo o d & B e v e r a g e S e r v i c e V i ja y D h a wa n M a n a g i n g Fr o n t O f f i c e O p e r a t i o n s M i c h a e l L Ka s a r a n a & R i c h a r d Brooks O p e r a t i o n s M a n a g e m e n t S t a i n l e y Ph o r n c o H o u s e Ke e p i n g M a n u a l S u d h i r A n d r e ws Introduction to Hospitality I & I I Dennis Foster M a r k e t i n g o f H o s p i t a l i t y K o t l e r , B o we n , M a k e n s .

Co ncept a nd pl a n ni ng o f eco to urism dest in at io n s: d ev el o pi n g an d i m p l a n t i n g E c o t o u r i s m g u i d e l i n e s f o r wi l d l a n d s a n d n e i g h b o u r i n g c o m m u n i t i e s.

5 . Eco to uris m a nd co m mu n it y dev elo p men t: con fer en ce, co n v en ti o n & d eclara ti o n r elat ed t o en vi r on men t s References : G l o b a l E c o T o u r i s m P r a b h a s C h a n d r a Ka n i s k h a Pu b l i c a t i o n Codes Protocol & Char ter I n t e r n a t i o n a l E c o T o u r i s m E n v i r o n m e n t P r o b h a s C h a n d r a Ka n i s k h a Pu b l i c a t i o n Travel & Tourism Cott man VNR Tourism System Ind troductory Text Mik & Morr ivon T o u r i s m & S u s t a i n a b i l i t y M o wf o r t h R o u t h U d g e

H EALTH CARE M ANAG EM ENT 3. 3 El ec ti ve H CM 1: Communi ty H e al th, Epi demi ol ogy & P op ul ati on M anage me nt
1. E p i d e m i o l o g y : m e a n i n g & S c o p e , M o d e l s a n d fa c t o r s a s s o c i a t e d wi t h h e a l t h a n d d i s e a s e s ; H e a l t h st a t i s t i c s a n d h e a l t h i n d i c a t o r ; M o r b i d i t y , M o r t a l i t y : D a t a s o u r c e s , c o l l e c t i o n , a n a l y si s a n d u s e s. H e a l t h I n f o r m a t i o n S y s t e m : u s e o f c o m p u t e r s, p r i m a r y h e a l t h c a r e a n d c o m mu ni ty pa rt i ci pa t i o n Org an is atio n al as pects o f co m m u nit y he alt h: cli ni ca l care; p h y si cal a sp e ct s o f c o m mu ni ty hea lt h ; P syc h o lo g i ca l a sp e c t s o f co m mu n it y h eal th . Spec i al as pects of co mmun it y he alt h; pr ev ent iv e a nd pr o mot iv e h eal th car e. Po p ul at io n po lic y: P la nn i ng a n d ma na g e m e nt . References : Abelin T. Brzenski . Z.J and Cars tairs . V.D , Measureme nt in health promotion and protect ion, 1987, WHO Copenhagen. Alderson. M, An introduct ion to epidemiology, 2 nd ed.1983, Mac Mi llan, London Green.L.W and Anderson.C .L, Community Health, 5 th ed . 1986. Times Mir ror Mosby, St .Luios . Hill.A.B, A short textbooks o f medica l s tatistic s, 1984 UN I books. J o l l y . K . G , Fa m i l y p l a n n i n g i n I n d i a 1 9 6 9 - 8 4 : A d i s t r i c t l e v e l s t u d y , 1986, Hindustan, Delh i. McGar thy Mark, Epidem iology and pol icies for health p la nning, 1983. Po l l a r d . A . H e t c , D e m o g r a p h i c t e c h n i q u e s , 1 9 8 1 , P e r g a m o n , O x f o r d . d r u g s, al coholi sm et c,

3. 5 El ec ti ve TTM 3: H ospi tal i ty M anage me nt


1. T o u r i s m & A c c o m m o d a t i o n : i n t r o d u c t i o n t o h o t e l s, A c c o m m o d a t i o n I n d u st r y , T y p e s, E v o l u t i o n o f l o d g i n g i n d u st r y , N e e d , I m p o r t a n c e , r o l e o f h o t e l s, F H R AI , S t a r H o t e l s a n d c l a s si f i c a t i o n . I n t e r n a t i o n a l S cena ri o s an d tr en d s. Ho tel In d ustr y i n I n di a: ev olu ti o n, D i ffer en t gr ou p s o f h ot el s i n In dia , H o t el Gr ou p s IT D C ro l e, i mp or tan ce, ASH OKA gr ou p, WE LCO M E gr ou p, T aj G rou p r ol e i n I ndia n T ouri sm Front O ffice M an age men t & Ho use Kee pi ng: i nt rodu cti on t o Fr ont O f f i c e D e p a r t m e n t , A d v a n t a g e s , F o r m a l i t i e s a n d f o r m a t s, t y p e s o f r o o m s a n d p l a n s. O r g a n i z a t i o n c h a r t a n d d u t i e s a n d r e s p o n s i b i l i t i e s , Qu alit i es o f a fro n t -o ffi ce sta ff I nt ro du ct i on t o H ou sek eep i ng , i mp or ta n c e o f h ou sek e e p i ng d e pa rt m e n t, Or ga ni za ti o na l c ha rt a n d t h e d u t i e s a n d r e s p o n si b i l i t i e s . C l e a n i n g d i f f e r e n t e q u i p m e n t s & a g e n t s , D a i l y r o u t i n e s y s t e m s, L a u n d r y , L i n e n & U n i f o r m , I n t e r i o r D e c o r a t i o n & fa c i l i t i e s, S p e c i a l d e c o r a t i o n s . Fo o d & Bev erag e Serv ice: i ntr o du ci n g to fo od & b ev erag e serv i ce, t y p e s o f s e r v i c e s , o r g a n i z a t i o n a l c h a r t s a n d d u t i e s, M e n u s , I d e a a b o u t B e v e r a g e s A l c o h o l i c & N o n Al c o h o l i c . F o o d P r o d u c t i o n In tr odu cti o n, Hi erar ch y , I d ea ab ou t d i ffer en t cu i sin es nat i ona l a nd i n t e r n a t i o n a l , s p e c i f i c m e n u s a c c o r d i n g t o f e st i v a l s & o t h e r fa c i l i t i e s . M a r ke t i n g o f H o t e l s : m e a n i n g a n d c o n c e p t o f H o s p i t a l i t y M a r k e t i n g i m p o r t a n c e & i t s fu t u r e , G r e a t L e a d e r s i n h o s p i t a l i t y E l l s w o r t h Sta tl er , Ra l p h H it z, J .W illa r d Marr i ot. Mark et in g co n cept , Mark et i n g Mi x , H o t el Mark et a n d n ew tr en d s.

2. 3.

2.

4. 5.

3.

4.

5.

3. 4 El ec ti ve H CM 2: H e al th Care and Soc i al Pol i c y

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

16
1. S o c i a l We l f a r e : so c i a l p o l i c y , h e a l t h c a r e a n d s o c i a l d e v e l o p m e n t ; pu b li c a nd so cia l p ol i cy . Ap proac hes to an al ys is: fa c t o r s i n s o c i a l p o l i c y ; envir onmenta l. r e s o u r c e s, s t r u c t u r e a n d o r g a n i z a t i o n s; S i t u a t i o n a l , st r u c t u r a l , i d e a l o g i c a l a n d References : Fe r r e r . H . P e d , T h e H e a l t h S e r v i c e s A d m i n i s t r a t i o n R e s e a r c h a n d M a n a g e m e n t , 1 9 7 2 , B u t t e r wo r t h s , L o n d o n . Hodgetts. R. M and Cascio.D . M, Modern Health Care Ad minist ration, 1 9 8 3 , A c a d e m i c Pr e s s , N e w Yo r k . H o m b y . P e t c , G u i d e l i n e s f o r H e a l t h M a n p o we r P l a n n i n g , 1 9 8 1 , WH O , Geneva. Hyman, Herbert.H, Hea lth Planning: A syste ms approach, 2 nd ed., 1982. Aspen, Rockville . Indian Council of Medical Re search, Nat ional Conference on Evaluation o f Primary health care programme s, 1980, IC MS, Ne w Delhi.

2.

3.

H e a l t h p o l i c y f o r m u l a t i o n : fa c t o r s, d e t e r m i n a n t s a n d o t h e r s e c t o r a l i s su e s ; N a t i o n a l h e a l t h p o l i c y : R e v i e w o f d i f f e r e n t c o m m i t t e e s. Distri b ut io n o f he alt h serv ices in I nd i a; d i spari ti es; h eal t h p ol i cy ; in pu t , ou t pu t a n d p er fo r ma n c e . Role of private an d volu nt ary grou ps: r ol e of nat iona l and in t er nat io na l ag en ci es; H eal t h an d so cia l p o li cy; In ter nati o nal p e r s p e c t i v e ; H e a l t h p o l i c y t h e d i sa d v a n t a g e d . References : C h a t t e r i c e , M e e r a , I m p l e m e n t i n g H e a l t h Po l i c y , 1 9 8 8 , M a n o h a r , N e w Delhi. Christ ianson.J. B and Mamor .T .R , Health Care Policy : A po lit ical Economyapproach, 1982 Sage, London. D ju n k a n o v i c . V a n d M a c h . E . P e d , A l t e r n a t i v e A p p r o a c h e s t o M e e t i n g Basic Health Needs in Deve loping Countr ies, 1975, WH O, Geneva. L e e Ke n n e t h a n d M i l l s . A n n e , P o l i c y M a k i n g a n d Pl a n n i n g i n H e a l t h Sector, 1987, Oxford University Press , Ox ford. Leichter .H . M, A comparative approach to policy analysis: Health care p o l i c i e s i n f o u r n a t i o n s , 1 9 7 9 , C a m b r i d g e U n i v e r s i t y Pr e s s , Cambridge. Pa r s t e n . G , P l a n n e r s , Po l i t i c s a n d H e a l t h S e r v i c e s , 1 9 8 0 , C r o o m H e l m , London. R o e m e r . M . I , C o m p a r a t i v e N a t i o n a l Po l i c i e s o n H e a l t h C a r e , 1 9 7 7 , Mareel Dekker, Ne w York.

4. 5.

SM ALL B USINESS M ANAG EM ENT & ENTREPRENE URSH I P 3. 3 El ec ti ve SB M &E 1: G ove r nme nt B usi ne s s I nte r fac e
1. S t a t e P a r t i c i p a t i o n i n B u si n e s s , i n t e r a c t i o n b e t w e e n G o v e r n m e n t , Bu si n ess a n d di ffer ent cha mb er s o f C o mmer ce a n d I n du str y i n I n d ia; Pu b li c Di stri bu t i on S y st e m; G ov e rn m e n t C o n tr ol o v e r p ri c e a n d di str ibu ti on. C o n su m e r P r o t e c t i o n A c t ( C P A) a n d t h e r o l e o f v o l u n t a r y o r g a n i z a t i o n s i n P r o t e c t i n g C o n su m e r s R i g h t s; I n d u s t r i a l p o l i c y r e s o l u t i o n , n e w i n d u st r i a l p o l i c y o f t h e G o v e r n m e n t . Concentra ti on of E conomi c P ower: R ol e of Mult i nati onal s, F or ei gn Cap ital a n d F or ei g n co lla b orat i on s. In dia n P la n n in g S y st e m: G ov e r n m en t P ol ic y co n c er n i ng d e v el o p m e nt o f b a c k wa r d a r e a s / r e g i o n s ; G o v e r n m e n t p o l i c y w i t h r e g a r d t o e x p o r t p r o m o t i o n a n d i m p o r t su b st i t u t i o n ; C o n t r o l l e r o f c a p i t a l i s su e s . Go v er n m e nt s p ol i cy wit h r ega rd t o sma l l sca l e in du stri e s. T h e r e s p o n s i b i l i t i e s o f t h e B u si n e s s a s w e l l a s t h e G o v e r n m e n t t o p r o t e c t t h e E n v i r o n m e n t ; G o v e r n m e n t c l e a r a n c e f o r e st a b l i sh i n g a n e w ent er p ri se.

2.

3. 4.

5.

3. 5 El ec ti ve H CM 3: H e al th Syste ms M anage me nt
1. S yste ms a n al ysi s an d s ys tem s dy n a mics i n hea lt h care: h eal t h s y s t e m s : C h a r a c t e r i s t i c s , p l a n n i n g m e t h o d o l o g i e s , g o a l s a n d fu n c t i o n s. Str ategic manage me nt i n healt h care ; qua nt itat i ve founda ti ons of h ea l th ser vi c e s ma na g e me n t; H ea lt h sy st e m s r e sea r c h: Use s a n d ap pli ca ti o n s. M ethodologie s: eva luati on met h o do l og y p er for ma n c e a n d n e ed s i n h ea lt h ser vi c e s. for monit ori ng the

Re f e r e n c es :
Cherunilam Francis, Business and Government. 8 th ed. Bombay, Himalaya, 1995 Dasgupta A. and Sengupta.N, Government and Business , Ne w Delhi , Vikas, 1987 Marathe, Sharad S. Regula tion and Development , Ne w Delhi, Sage, 1986 Trivedi . M. L , Government and Bus iness, Bo mbay, Mul ti tech, 1980

2.

3.

4.

Oper atio n al pl a n ni ng an d m a n ag eme nt iss ues i n hea lt h care: h ea lt h c a r e d e c i si o n m a k i n g f o r m e g a p r o b l e m s . Ap pro ac hes; co nt emp orar y tr end s i n h ea lt h car e; Hea l th Ma n po wer p ol ic y , p la n n in g a nd ma na ge me n t; P r oj e ct ma na g e m e n t in Hea lt h ca re .

5.

3. 4 El ec ti ve SB M &E 2: Smal l B usi ne ss M ar k e ti ng

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

17
1. B a s i s f o r c o m p e t i t i o n ; st r u c t u r a l A n a l y si s o f I n d u st r i e s; G e n e r i c c o m p e t i t i v e s t r a t e g i e s; f r a m e w o r k f o r c o m p e t i t i o n a n a l y si s ; m a r k e t s i g n a l s; c o m p e t i t i v e m o v e s . B h a t t a c h a r y a . C . C , Pu b l i c S e c t o r E n t e r p r i s e s i n I n d i a , A l l a h a b a d , Kitab Mahal , 1990. D e s a i , Va s a n t , S m a l l S c a l e I n d u s t r i e s a n d E n t r e p r e n e u r s h i p , B o m b a y , Himalaya, 1995. P i c k l e H a l B a n d A b r a h a m jo n , R o y e e . L , S m a l l B u s i n e s s M a n a g e m e n t 5th ed., Ne w York , John Wi ley, 1990. Schumacher.E.F, S mall is Beautiful, Ne w Delh i, Rupa, 1990. Staley.E and Morsey. R, Smal l Scale industries in the developing c o u n t r i e s , N e w Yo r k , M c G r a w H i l l . Ve p a , R a m . N , H o w t o s u c c e s s i n S m a l l i n d u st r y , N e w D e l h i , V i k a s, 1984.

2 . T ech n ol o g y o f co mp eti ti v e ad va nta g e; stra t eg y t o ward s bu y er s an d su p p l i e r s; st r a t e g i c g r o u p s w i t h i n i n d u st r i e s. 3 . C o m p e t i t i v e st r a t e g y i n d e c l i n i n g i n d u s t r i e s; c o m p e t i t i v e st r a t e g y i n g l o b a l i n d u st r i e s . 4. St rat egi c a nal ysi s of i nt egra ti on e n t e r i n g i n t o n e w b u s i n e s s. 5. ca pa cit y e x p a n si o n ; strat egi es of

P o r t f o l i o t e c h n i q u e s i n c o m p e t i t o r a n a l y s i s; t e c h n i q u e s o f c o n d u c t i n g i n d u st r y a n a l y s i s. References : A l b e r Ke n n e t h . J , T h e S t r a t e g i c M a n a g e m e n t H a n d b o o k , N e w Yo r k , McGra w H ill , 1983 All io Robert .J, The Practica l Strateg ist; Bus iness and Corporate Strategy in the 1990s, Californ ia, Ballinger 1988. A n s o f f H . I , I m p l a n t i n g S t r a t e g i c M a n a g e m e n t , E n g l e wo o d C l i f f s , Prentice Hall Inc . 1984. H a r n e l , g a r y a n d Pr a h l a d , C . K . , C o m p l e t i n g f o r t h e f u t u r e . B o s t o n , Harvard Business School Press , 1994. Hax.A.C and Ma jlyf , N .S. Readings in S trategic Management, Cambridge, Ballinger, 1984. Po r t e r , M i c h a e l . E , C o m p e t i t i v e a d v a n t a g e , N e w Yo r k , Fr e e P r e s s , 1985. S t a l k , G e o r g e , C o m p e t i n g A g a i n s t T i m e , N e w Yo r k , F r e e P r e s s , 1 9 9 0 .

RETAIL & SUP PLY CH AIN M ANAG EM ENT 3. 3 El ec ti ve R&SCM 1: Suppl y Chai n M anage me nt
1. Intro duc tio n to Su p pl y C h ai n M an ag e me nt: co n cep t, Obj ecti v es a n d fu n c t i o n o f S C M , c o n c e p t u a l fr a m e w o r k o f S C M , su p p l y c h a i n s t r a t e g y , o p e r a t i n g m o d e l f o r su p p l y c h a i n . M a n a g i n g t h e E x t e r n a l a n d i n t e r n a l su p p l y c h a i n . Glo b al Su p pl y Ch a in M a n ag e men t: EDI , Pr o bl ems o f co mp l exit y c o n fr o n t i n g su p p l y c h a i n M a n a g e m e n t , R e v e r s e S u p p l y C h a i n . Va l u e c h a i n a n d v a l u e d e l i v e r y s y st e m s f o r S C M . O r g a n i z a t i o n D e s i g n a n d M a n a g e m e n t o f su p p l y c h a i n . S o u r c i n g : s o u r c i n g o f m a t e r i a l , G l o b a l s o u r c i n g - i s su e s , P r o b l e m s . Grou p Pu r cha si n g, I n v en t or y Ma na g ement i n Su p p ly ch ain : R ol e a nd i m p o r t a n c e o f i n v e n t o r y i n S C , I n v e n t o r y p o l i c i e s, J I T , V M I . R o l e o f St or e s ma na g e m e n t in SC , in v e nt or y a s a n el e m e nt o f cu st o m er ser vi c e . S t r a t e g i c I s s u e s i n S u p p l y C h a i n s : l e a n M a n u fa c t u r i n g , S t r a t e g i c P a r t n e r s h i p s, All ia n ces, a n d C ol la bo rat iv e a d va nta g e. St rat egi c relati onships in l ogi sti cs, Handl i ng syst ems and equi pment , St or es ma na g e m e nt. B e st p ra cti c e a n d Be n c h ma rk i n g, R e -e n gi n e er in g o f su p p l y c h a i n . R e t a i l i n g a n d s u p p l y c h a i n I n t e r f a c e : r e t a i l su p p l y c h a i n m a n a g e m e n t , T ran spo rtat i o n a n d i n v ent or y i n r etai l SC, C ha n n el d esi gn a nd m a n a g e m e n t , R o l e o f P a c k a g i n g a n d R e p a c k a g i n g i n R e t a i l b u s i n e s s, C u s t o m e r l e d b u s i n e s s, C u s t o m e r f o c u s i n S u p p l y C h a i n , C o m p l a i n t H a n d l i n g , d e v e l o p i n g c u st o m e r s e r v i c e st r a t e g y , R F I D a n d B a r c o d i n g . Reference : Mohanty, R. P and Deshmukh, S.G , 2005,. Supply Chain Management Theory and pract ices, B iztantra . Sunil Chopra & Meindl Peter , 2003, Supply Chain Management s t r a t e g y , p l a n n i n g a n d o p e r a t i o n , 3 r d E d i t i o n , Pe a r s o n E d u c a t i o n / PHI . Altekar , V. Rahul , 2005, Supply Chain Management , PHI .

2.

3.

3. 5 El ec ti ve SB M &E 3: Fi nanc i ng of Smal l B us i ne ss


1. 2. 3. Fi na n cia l Ma na g e me nt i n sma ll i ndu stri e s; fi na n c ia l n e e d s o f sm a ll b u si n e s s t y p e s o f c a p i t a l r e q u i r e m e n t s. C a s h M a n a g e m e n t p r o b l e m s: s o u r c e s o f fi n a n c e f o r s m a l l b u si n e s s i n I n d i a ; I n d i g e n o u s b a n k e r s , p u b l i c d e p o si t s.

4.

5. S t a t e F i n a n c e c o r p o r a t i o n s, I n d u st r i a l C o - o p e r a t i v e s a d e q u a c y a n d a p p r o p r i a t e n e s s o f fu n d s f r o m b a n k i n g a n d n o n - b a n k i n g f i n a n c i a l i n t e r m e d i a r i e s. M o n e t a r y p o l i c y o f t h e R e s e r v e B a n k o f I n d i a f o r s m a l l b u si n e s s ; F i n a n c i a l A s s i s t a n c e fr o m t h e c e n t r a l a n d st a t e G o v e r n m e n t s . S m a l l s c a l e i n d u st r i e s a n d fi n a n c i a l a l l o c a t i o n a n d u t i l i z a t i o n u n d e r f i v e y e a r p l a n s a c r i t i c a l a p p r a i sa l . References : B h a l l a . K . K , F i n a n c i a l M a n a g e m e n t a n d Po l i c y , 2 n d e d . , N e w D e l h i , Anmol 1998.

4. 5.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

18
Pierre David, 2003, In ternational Log ist ics, B iztantra . J o e l D . W i s n e r , G . Ke o n g L e o n g a n d Ke a h - C h o o n T a n , 2 0 0 5 , Pr i n c i p l e s of Supply Chain Management A balanced Approach, Thoms on. Ronaqld H. Ballou , 2004, Bus iness Logist ics/ S upply Chain M a n a g e m e n t , Pe a r s o n e d u c a t i o n , 5 t h E d i t i o n . Coyle, J.J ., Bard i E.J . & John Langley .C , 2006, The Management of Business Logis tics - A supply Chain Perspect ive Thomson, 7th Edi tion. B.S.Sahay, 2004, Supply Chain Management for Global Competi tiveness, Macmi llan India Ltd, 2nd Ed it ion. Metze r, 2005, Supply Chain Management , Re sponse. 1. S er vi ce: co n cept s, S co p e o f S er v i ces. G o o d s-S er vi ces co n ti nu u m. 4 I s o f S er vi ces G o o d s a nd S er v i ces Cat eg or i zati o n . I ndu st rial S er vi ces. S e g m e n t a t i o n t a r g e t M a r k e t i n g a n d p o si t i o n i n g , C u st o m e r e x p e c t a t i o n s an d p er cept i on s o f ser vi ces. S er vi c e ma rk e ti n g Mi x : pr o du c t, Pr i ci n g, P la c e, Pr o m ot i on , P e op l e, P h y s i c a l e v i d e n c e a n d p r o c e s s . D i m e n si o n s o f S e r v i c e Q u a l i t y , M e a su r i n g s e r v i c e Q u a l i t y . Stra t egi es for Ma rk eti n g: o v er vi ew, strat eg i es for d eal in g wit h i n t a n g i b i l i t y , i n v e n t o r y , i n c o n s i st e n c y a n d i n s e p a r a b i l i t y . B u i l d i n g c u st o m e r R e l a t i o n s h i p t h r o u g h S e g m e n t a t i o n a n d r e t e n t i o n s t r a t e g i e s. S er vi ce Mark et i ng T r ian g l e- E x ter nal Mark et in g , I nt er n al Mark eti n g, Relat io n sh ip Mark et in g a nd I nt era cti v e Mark eti n g . I n t r o d u c t i o n t o R e t a i l i n g : t y p e s, F r a n c h i s i n g i n r e t a i l , T e c h n o l o g y i n retail , Fact or s a ffecti ng r etail , R etail i ng pr ocess. R etail i ng i n I ndia a nd e m e r g i n g t r e n d s a n d P o l i c y i m p e r a t i v e s. M er cha nd i se Mana gement : sour ces of mer cha n di se, L ogi sti c M a n a g e m e n t , C a t e g o r y M a n a g e m e n t , S t o r e L a y o u t , D e s i g n a n d V i su a l M e r c h a n d i si n g , R e t a i l i n g S t r a t e g y a n d C u st o m e r S e r v i c e . Reference : Hoffman, 2007, Services Marketing , Thomson . L o v e l o c k , C h a t t e r je e , 2 0 0 6 , S e r v i c e s M a r k e t i n g Pe o p l e , T e c h n o l o g y S t r a t e g y , 5 t h e d i t i o n , Pe a r s o n E d u c a t i o n . David Gi lbert, 2003, Re tail Marketing Management, 2nd edition, Pe a r s o n E d u c a t i o n . Zei thaml Valor ie A . and Bi tner Mary , 2000, Services Mar keting T MH. Rampal M. K. and Gupta S. L, 2000, Serv ice Marketin g, Concepts, application and cases , Galgotia Publishing Company, Ne w De lhi. Levy & Weit z, 2005, Re tail ing, T MH A J Lamba, 2006, The Art of Reta il ing, T MH Pa t r i c k M . D u n n e a n d R o b e r t F . L u s c h , 2 0 0 5 , R e t a i l i n g , T h o m s o n Learning Fe r n i e & S p a r k s , 2 0 0 5 , L o g i s t i c s & R e t a i l M a n a g e m e n t , V i v a B o o k s Gilmore , 2005, Services market ing and Management, Res ponse Books Gronroos, 2005, Serv ices Management & Market ing, John Wi ley Cullen & Ne wman, 2007, Retailing, environment and operations, Thomson.

2.

3.

3. 4 El ec ti ve R&SCM 2: O pe r ati ons Str ate gy


1 . I ntr o du ct i on t o O p era ti o n s Ma na g ement: r ol e o f O p era t io n s Ma na g ement i n t o t a l m a n a g e m e n t S y s t e m - I n t e r fa c e b e t w e e n t h e o p e r a t i o n s y s t e m s a n d sy s t e m s o f o t h e r fu n c t i o n a l a r e a s . P r o d u c t i o n P l a n n i n g a n d C o n t r o l : B a si c fu n c t i o n s o f P r o d u c t i o n P l a n n i n g a n d C o n t r o l , Pr o du cti o n C y cl e - chara ct eri sti cs o f p ro cess t ech n ol o gi es. Co n tr ol o f pr o du cti o n op erati o n s: p la nt Ca pa ci t y an d Li n e Bala n ci n g . P l a n t l a y o u t - d i f f e r e n t t y p e s o f l a y o u t s . L o c a t i o n a n d t h e fa c t o r s in flu en ci n g l o cat i on . Mai nt ena n ce Mana g emen t: O bj ecti v es Failu r e Concept , R elia b ili t y, P r ev en ti v e a n d Br eak do wn ma i n t e na n c e , Rep la cemen t p ol i ci es. 3 . S t r a t e g y & O p e r a t i o n s: a fr a m e w o r k f o r o p e r a t i o n s s t r a t e g y . T r a d e o f f s , p r o d u c t i v i t y & c o m p e t i t i o n . P r o c e s si n g N e t w o r k S t r a t e g i e s - C a p a c i t y a n d r e a l a s s e t i n v e s t m e n t , C a p a c i t y T i m i n g a n d F l e x i b i l i t y R i sk Ma nagement a nd O perati onal H edgi ng. 4 . S u p p l i e r & C u st o m e r S t r a t e g i e s : o u t s o u r c i n g v s . I n t e g r a t i o n , P u r c h a s i n g S u p p l y M a n a g e m e n t , D e si g n i n g c o n t r a c t s & p r i c i n g ; M a s s c u s t o m i z e d ser v i c e, T i mel y se rv i c e & i n c e nt i v e m gt , R e v enu e ma na g e m e nt 5. Lea r n i ng & Gr o wt h St ra t e gi e s : g lo ba l sta n da r di za ti o n/ a u t o ma t io n , E mp l o ye e co mp e t en c i e s & cu l tu r e, L ea r ni n g & p ro c e ss i mp ro v e m e n t, co mp et in g t hr ou g h l ea rn i n g a n d in n o vat i on s Reference : Operations Management, Stevenson J. Wi lliam , 2007, 9th Edition, T MH. Operations Management strategy and analysis, Lee J. krajewski and Larry P.Ritzman, 2007, 9th Edition, Pearson Operations Strategy by Slack and Lewis. Prentice Hall, 2003. Manufacturing Strategy by Hill. Irwin McGraw-Hill, 2000. Manufacturing Strategy: How to formulate and implement a winning plan by Miltenburg. Productivity Press, 1995. Restoring our competitive edge: competing through manufacturing by Hayes and Wheelwright. John Wiley & Sons, 1984. Operations Strategy by David Garvin. Prentice Hall, 1992 Balanced Sourcing by Laseter. Jossey-Bass Publishers, 1998. 2. 4.

5.

B ANK ING & INSURANCE 3. 3 El ec ti ve B &I -1: Law & Pr ac tic e of B anki ng
1. 2. Bank i n g a n d R egu lati o n a ct o f 1 9 4 9 Anal y si s o f Fi na n cia l stat ement s o f Ba nk s

3. 5 El ec ti ve R&SCM -3: Se r vi c e s & Re tai l M ark e ti ng

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

19
3. 4. 5. Basel No r ms & i ssu es in i mp l emen tat i on i n I n dia M a n a g e m e n t o f B a n k s N P A a n d S AR F A E S I A c t M a n a g e m e n t o f R i sk i n b a n k s V A R m o d e l , c a s e s t u d i e s o f r e c e n t b a n k fa i l u r e s i n I n d i a . o f r e s o u r c e s a n d c o m p e t i t i v e c a p a b i l i t i e s, e n v i r o n m e n t a l s c a n n i n g techni qu es. 3 . E st a b l i s h i n g o r g a n i z a t i o n a l d i r e c t i o n d e v e l o p i n g st r a t e g i c v i s i o n , m i s si o n a n d s e t t i n g o b j e c t i v e s . S t r a t e g i c i n t e n t a n d t h e c o n c e p t o f stra t e gi c p yra mi d , c or p ora t e et h i c s a n d so c ia l r e sp on si bi li ty .

4.

Gen er i c co mp eti ti v e stra t eg i es sta bi lit y , ex pan si o n, retr en ch men t, c o n g l o m e r a t e a n d t h e i r v a r i a n t s. S t r a t e g i c a n d c o m p e t i t i v e a d v a n t a g e , n e w b u si n e s s m o d e l s f o r g l o b a l a n d i n t e r n e t e c o n o m y , S t r a t e g y c l u s t e r s a n d m o d e l s r e l a t i n g t o p o r t f o l i o a n a l y si s . Stra t egy i mp lemen tat io n bu il d in g co r e co mp et en ci es an d co mp et it iv e c a p a b i l i t i e s, d e v e l o p i n g p o l i c i e s a n d p r o c e d u r e s f o r i m p l e m e n t a t i o n . Desi gni ng and i n st a l l i n g su p p o r t i n g

3. 4 El ec ti ve B &I- 2: Inve stme nt B ank i ng & M er c hant B anki ng


1. N a t u r e o f I n v e st m e n t B a n k s & M e r c h a n t B a n k s, C o n v e r g e n c e i n ba nki ng R e g u l a t o r y i s su e s c o n c e r n i n g I n v e s t m e n t & M e r c h a n t s B a n k s M a n a g e m e n t o f N B F C s , r e g u l a t o r y i s su e s

5.

and

r e wa r d i n g

s y st e m s .

2. 3. . 4. 5.

Eva luati ng and monit or i ng i mpl ementat i on. References :

Bank i n g ser vi ces & so cial i n clu sio n A n a l y s i s o f su b p r i m e c r i s i s o f 2 0 0 7 i n t h e U S a n d i t s i m p l i c a t i o n s f o r India .

3. 5 El ec ti ve B &I -3: Cor por ate B ank i ng & Re tai l B anki ng


1. 2. In tr odu cti o n to pr o du ct s & serv i ces o ffer ed b y co mmer cial ba nk s. C o m m e r c i a l B a n k c r e d i t t o I n d u s t r y : T y p e s o f fa c i l i t i e s , T e r m l o a n , u n d e r wr i t i n g , w o r k i n g c a p i t a l c r e d i t , l o a n s y n d i c a t i o n , b r i d g e f i n a n c e , mezza ni n e fi na n ce et c. C o m m e r c i a l b a n k c r e d i t t o v e n t u r e c a p i t a l f i r m s , v a l u a t i o n & r i sk ma na g e me nt T y p e s o f R e t a i l p r o d u c t s : C o n su m e r l o a n s , A u t o l o a n s , H o m e l o a n s e t c . A g r i c u l t u r a l l o a n s T y p e s o f l o a n s & i s s u e s i n r i sk m a n a g e m e n t .

Strategy and Structure Alfred C .Chandler Strategic Management A lex Miller and Ir win Competitive Advantages: Creating and Sustaining, Superior Pe r f o r m a n c e M i c h a e l E . Po r t e r Competing for the fu ture Prahlad and Ham mel T h e Fu t u r e o f C o m p e t i t i o n P r a h l a d a n d V e n k a t a r a m a n Craft ing and executing S trategy Aur thor A . Thompson a nd others T h e A r t o f S t r a t e g y A v i n a s h K. D i x i t a n d B a r r y J . N a l e b u f f

ELECTIVE PA PERS M ARK ETING 4. 2 El ec ti ve MM 4: Pr od uc t and B r and M anage me nt


1. I n t r o d u c t i o n t o P r o d u c t M a n a g e m e n t : b a si c c o n c e p t s o f p r o d u c t ; cla ssi fi cati o n o f pr o du ct; pr o du ct mi x an d l i n e d eci sio n s; g ro wt h stra t e gi e s fo r F MCG ; or ga ni z i n g fo r pr o du ct ma na g e m e nt . Pr o du ct m a r k e t s t r a t e g i e s f o r l e a d e r s , c h a l l e n g e r s a n d f o l l o w e r s.

3.

4. 5.

FO URTH SEM ESTER

4.1 Str ate gi c M anage me nt


1 . Ov er v i e w o f stra t e g i c ma na g e me n t: or i gi n o f stra t e g y , stra t e g y v s s t r u c t u r e , e l e m e n t s o f b u s i n e s s s t r a t e g i e s, S t r a t e g i c M a n a g e m e n t pr ocess. 2 . E n v i r o n m e n t a l A n a l y s i s: S t r a t e g i c a l l y r e l e v a n t c o m p o n e n t s o f i n t e r n a l a n d e x t e r n a l e n v i r o n m e n t , I n d u st r y a n d c o m p e t i t i v e a n a l y si s , a n a l y si s

2 . N e w P r o d u c t P l a n n i n g a n d D e v e l o p m e n t : o r g a n i z i n g fo r n e w p r o d u c t , n e w p r o d u c t d e v e l o p m e n t p r o c e s s , L a u n c h st r a t e g y , R e a s o n s f o r n e w p r o d u c t fa i l u r e s , c o n su m e r a d o p t i o n p r o c e s s , p r o d u c t l i f e c y c l e c o n c e p t s. 3. M a r k e t i n g P l a n n i n g : p l a n n i n g p r o c e s s, c o m p o n e n t s o f m a r k e t i n g p l a n c o m p e t i t i o n a n a l y s i s, p r o d u c t c a t e g o r y a t t r a c t i v e n e s s a n a l y si s , c u st o m e r a n a l y s i s a n d c o m p e t i t o r a n a l y si s . S e g m e n t i n g T a r g e t i n g P o si t i o n i n g ( S T P ) b a si s f o r s e g m e n t a t i o n , d i f f e r e n t i a t i o n a n d

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

20
p o si t i o n i n g , T e c h n i q u e s o f g o o d p o s i t i o n i n g , P r i c i n g a n d c h a n n e l ma na g e me nt stra t eg y . 4. B r a n d s a n d B r a n d M a n a g e m e n t : c u st o m e r b a s e d b r a n d e q u i t y b r a n d p o si t i o n i n g a n d v a l u e s c h o o s i n g b r a n d e l e m e n t s t o b u i l d b r a n d equit y. D e s i g n i n g M a r k e t i n g p r o g r a m s t o b u i l d b r a n d e q u i t y : m e a su r i n g sour ces of bra nd equit y desi gn a nd i mpl ementi ng bra ndi ng strat egi es ma na gi n g b ra n d ov e r ti me . References : Product Management Donald R. Lehman, Rus sel S . Winn er and S t r a t e g i c B r a n d M a n a g e m e n t - Ke v i n L . K e l l e r T h e B r a n d M a n a g e m e n t C h e c k l i s t B r a b Va n a u k e n a n d M a n a g i n g I n d i a n B r a n d s R a m e s h Ku m a r Applicat ion Exerc ises in Marke ting Ramesh Kumar Brands & Branding by The Economis t S t r a t e g i c B r a n d M a n a g e m e n t b y J e a n N o e l Ka p f e r e r B u i l d i n g , M e a s u r i n g , a n d M a n a g i n g B r a n d E q u i t y b y K e v i n L . Ke l l e r Handbook of ne w product management Chris topher H.Lu ch E -co mmer ce, Pr o sp ecti n g on I nt er n et, Accept i n g o r d er s an d pay men t o n n et References : Business Market ing Management Michael Hutt and Tho mas Speh, 8 th Edit ion, Thomson Learning Industrial Marketing Reeder and Reeder (PH I) Industrial Marketing R ichard Hi ll (AI TBS) S u p p l y C h a i n M a n a g e m e n t S u n i l C h o p r a a n d Pe t e r M e i n d l (1 s t I n d i a n r e p r i n t , Pe a r s o n E d u c a t i o n ) Business Marke ting Haynes Business Marke ting Rangan

5.

4. 4 El ec ti ve MM 6: Se r vi c e s M ark e ti ng
1 . I n t r o d u c t i o n t o S e r v i c e s M a r k e t i n g : d e fi n i t i o n o f s e r v i c e s , R e a s o n s f o r e m er g e n c e o f se r vi c e s ma rk e ti n g, C ha ra c te ri sti c fe a tu r e s o f ser vi c e s ma rk e ti n g, Se r vi c e ma rk et in g mi x , R e c e nt tr e n d s i n ser v i c e s ma rk et i ng . S e c t o r a l v i e w o f s e r v i c e i n d u st r y . 2. C o n s u m e r B e h a v i o u r i n S e r v i c e s : g a p a n a l y si s f o r u n d e r st a n d i n g c o n su m e r b e h a v i o u r . C u s t o m e r e x p e c t a t i o n s C u s t o m e r p e r c e p t i o n , F a c t o r s i n fl u e n c i n g c u s t o m e r e x p e c t a t i o n s . S e r v i c e d e v e l o p m e n t a n d d e si g n , S t a g e s i n n e w s e r v i c e d e v e l o p m e n t , S e r v i c e b l u e p r i n t i n g . Cu st o mer d efi n ed ser v i ce stan dar d s. Ph y si cal ev i d ence serv ice sca p e.

4. 3 El ec ti ve MM 5: B usi ne s s M ar ke ti ng M anage me nt
1. T h e N a t u r e o f B u s i n e s s M a r ke t i n g : b u s i n e s s a n d c o n su m e r p r o d u c t s , B a s i s f o r c l a s s i fi c a t i o n , D i f f e r e n c e b e t w e e n b u si n e s s a n d c o n su m e r m a r k e t i n g , B u si n e s s m a r k e t i n g i n g l o b a l c o n t e x t , C l a s s i fi c a t i o n o f b u si n e s s c o n su m e r s, C l a s si f i c a t i o n o f b u s i n e s s p r o d u c t s . Org a ni zat io n al B uy i ng Beh av io ur (O BB) : k ey chara ct eri sti cs o f o r g a n i z a t i o n a l c u s t o m e r a n d b u y i n g p r o c e s s P u r c h a si n g o r g a n i z a t i o n a n d b u y i n g st a g e s , C o n c e p t o f b u y i n g c e n t e r , B u y i n g m o t i v a t i o n s, P u r c h a s e r s e v a l u a t i o n o f p o t e n t i a l su p p l i e r s , E n v i r o n m e n t a l i n fl u e n c e o n o r g a n i z a t i o n a l b u y i n g p r o c e s s. M a r k e t i n g i n f o r m a t i o n sy s t e m f o r or ga ni za t i o na l ma rk et B u s i n e s s M a r ke t i n g P l a n n i n g : p l a n n i n g p r o c e s s, D e m a n d a n a l y s i s, S e g m e n t i n g , T a r g e t i n g a n d P o si t i o n i n g , I n d u st r i a l p r o d u c t st r a t e g y a n d Pr o du ct p o li cy, N ew pr o du ct d ev el o p ment , Ma na gi n g bu si n ess ser vi ces, P L C o f i n d u st r i a l p r o d u c t s. M a nag ing Bus ine ss M ar ket ing C h a nne ls: di r ect a n d i n d ir ect d i s t r i b u t i o n , E - c h a n n e l s , D i st r i b u t o r s , M a n u fa c t u r e r r e p r e s e n t a t i v e , C h a n n e l d e s i g n a n d a d m i n i st r a t i o n . C o n c e p t o f l o g i s t i c s a n d su p p l y c h a i n m a n a g e m e n t i n b u si n e s s m a r k e t i n g . P r i c i n g st r a t e g y f o r b u s i n e s s m a r k e t s C o m p e t i t i v e b i d d i n g a n d l e a s i n g , A d v e r t i s i n g a n d sa l e s p r o m o t i o n , P e r s o n a l s e l l i n g i n b u si n e s s m a r k e t i n g

2.

3 . Deliv eri ng a n d Perfo r mi ng Serv ices : emp lo y ees r o l e in ser v i ce d el i v er y B o u n d a r y - s p a n n i n g r o l e s , S t r a t e g i e s f o r c l o si n g g a p s . C u s t o m e r r o l e s in ser vi ce d eli v er y , D eli v er i ng ser v ices t h rou g h i nt er media ri es an d el ectr o ni c cha n n el s. 4 . M an ag ing De m a nd a n d C ap ac i t y: ma na g i n g ser vi c e pr o mi se s, I n t eg ra t e d ser v i c e ma rk e ti n g co m mu n i ca ti o n s, Pr i ci n g o f ser vi c e s, T he i n t e gra t e d ga p mo d el s for ser vi ce qu ali ty . 5. M ar ket ing o f Serv ices: h ea lt h car e, H o sp ital it y s er vi ces, T ra n sp ort s e r v i c e s, T e l e c o m m u n i c a t i o n s e r v i c e s, C o n su l t a t i o n s e r v i c e s , F i n a n c i a l s e r v i c e s. References : S e r v i c e s M a r k e t i n g I n t e g r a t e d C u s t o m e r Fo c u s A c r o s s T h e Fi r m Va l a r i e A . Z e i t h a m l a n d M . J . B i t n e r S e r v i c e s M a r k e t i n g Pe o p l e , T e c h n o l o g y a n d S t r a t e g y L o v e l o c k Services Market ing Ravishankar Market ing of Services Jha Market ing of Services G.S . Bhatia Market ing of Services Sahu and Sinha

3.

4.

5 . M a n a g i n g B u s i n e s s M a r ke t s : m a n a g i n g p e r s o n a l s e l l i n g fu n c t i o n , K e y a c c ou n t ma na g e me nt , Sa l e s a d mi ni stra ti o n, S e ll i ng t hr o u gh I n te r n et.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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4. 5 El ec ti ve MM 7: Inte r nati onal M ar ke ti ng
1. I n t e r n a t i o n a l M a r k e t i n g : i n t r o d u c t i o n a n d I m p o r t a n c e B a si s o f in t er nat io na l tra d e, T h eor i es o f i nt er na ti o nal tra d e, T r ad e barr i er s, In dia s fo r ei g n tra d e sin ce i n d ep end en ce. I n t e r n a t i o n a l M a r ke t i n g E n v i r o n m e n t : e c o n o m i c , P o l i t i c a l , L e g a l , S oci o -cu l tu ral a n d D emog rap h i c en v ir on men t. I nt e rna t io na l ma rk e t e n t r y st r a t e g i e s M N C s, G l o b a l m a r k e t e r s e t c . valuat i on of VC port foli o, I ni tia l Publi c offeri ngs Ma nag i ng i n t er nal an d sea so n ed equ it y o ffer in g s. of st o ck .

2.

3 . Org a ni zat io n fo r I nter n atio n al M ar ket ing : o bj ecti v es o f i n t er nat io na l ma rk e ti n g, Fa ct o r s a ffe c ti n g i n t er na t io na l ma rk et i n g, In te r na ti o na l m a r k e t i n g m i x s t r a t e g y . D i s t r i b u t i o n st r a t e g i e s a n d T y p e s o f in t er me dia r i e s i n in t er na t i ona l ma rk e ti n g. 4. E x p o r t P l a n n i n g : e x p o r t fi n a n c e , L e t t e r o f c r e d i t , E x p o r t l i c e n s i n g , E x p o r t h o u s e s , E x p o r t r i sk a n d i n su r a n c e , E x p o r t p r o m o t i o n a n d In cent i ves b y th e G o v er n ment o f I nd ia an d I n sti tu ti o nal arran g ement for e xp o rt p ro mo ti o n i n I n dia . I mp o rt -E xp o rt p o li ci e s o f t h e Go v er n ment o f I n dia Ex p or t d o cu mentat i on pr o cedu r es a n d f o r m a l i t i e s . I n d i a n f o r e i g n t r a d e si n c e i n d e p e n d e n c e . Intern at ion al Econo mic I nst it utio ns an d For ums : G AT T , W T O , E F T A, L A F T A, E U, S A A R C , W o r l d B a n k , I M F a n d o t h e r t r a d i n g b l o c k s a n d c o m m o n m a r k e t i n g f o r i n t e r n a t i o n a l b u si n e s s References : International Marke ting Sak Onkvis it and John J. Shaw I n t e r n a t i o n a l M a r k e t i n g Ph i l i p C a t e o r a a n d J o h n G r a h a m International Marke ting C .A . Francis

4 . Div i de nd po l ic y an d Sto c k Rep urc h ases: t h e Irr el eva n ce o f D iv i d end s an d S t o ck R epu r cha ses i n I d eal Ca p ital Ma rk et. T y p es o f D i vi d en d s an d Di vi d en d Pa y men t Pr o cess. Di v i d en d s a n d P ri n ci pl e Ag en t C o n f l i c t s. D i v i d e n d s, T a x e s a n d T r a n sa c t i o n C o st s . S t o c k R e p u r c h a s e s v e r su s D i v i d e n d s. C o r p o r a t e L i a b i l i t i e s - Al t e r n a t e D e b t F i n a n c i n g S o u r c e s, D e b t M a t u r i t y D e c i si o n , C o r p o r a t e u s e o f T r a d e C r e d i t , B a n k L o a n s a n d R e l a t i o n s h i p L e n d i n g . I n f o r m a t i o n i n D e b t r e l a t e d E v e n t s. 5. M erchan t B an ki ng a n d Cred it R ati ng : i n tr odu ct io n t o mer cha nt ba nk i n g, m er c ha nt ba nk er s/l ea d ma na g er s, r e gi stra t i o n, o bl i ga ti o n a n d r e s p o n si b i l i t i e s , u n d e r w r i t e r s , o b l i g a t i o n , b a n k e r s t o a n i s su e , b r o k e r s t o a n i s su e . I s su e m a n a g e m e n t a c t i v i t i e s a n d p r o c e d u r e p r i c i n g o f i s su e , i s su e o f d e b t i n s t r u m e n t s , b o o k b u i l d i n g g r e e n s h o e o p t i o n , ser v i ces o f mer cha nt ba nk s, Cr edit Ra ti n g - SE BI gu id eli n es, li mi ta t io n s o f ra t in g .

5.

4. 3 El ec ti ve FM 5: De r i vati ve s
1 . I n t r o d u c t i o n t o D e r i v a t i v e s : f o r wa r d s , F u t u r e s, o p t i o n s, s w a p s , t r a d i n g mecha ni sms, E x cha n g es, C l eari n g h ou se ( stru ctu re a n d o p erat i on s, r e g u l a t o r y fr a m e w o r k ) , F l o o r b r o k e r s, I n i t i a t i n g t r a d e , L i q u i d a t i n g o r F u t u r e p o si t i o n , I n i t i a l m a r g i n s , Va r i a t i o n m a r g i n s, T y p e s a n d o r d e r s. fu t u r e c o m m i s s i o n m e r c h a n t . 2 . F o r wa r d a n d F u t u r e C o n t r a c t s : f o r wa r d c o n t r a c t s, fu t u r e s c o n t r a c t s, F i n a n c i a l fu t u r e s , Va l u a t i o n o f f o r wa r d a n d fu t u r e p r i c e s , S t o c k i n d e x fu t u r e s, Va l u a t i o n o f st o c k i n d e x fu t u r e s, H e a d i n g u si n g fu t u r e s c o n t r a c t s, H e a d i n g u si n g st o c k i n d e x fu t u r e c o n t r a c t s, I n d e x fu t u r e s, A d j u s t i n g B E T A o f a p o r t f o l i o u si n g st o c k . I n t e r e s t r a t e fu t u r e s a n d c u r r e n c y fu t u r e s . 3 . O p t i o n s C o n t r a c t s a n d T r a d i n g S t r a t e g i e s : c h a r a c t e r i st i c s o f o p t i o n s c o n t r a c t s, t r a d i n g s t r a t e g i e s. 4 . V a l u a t i o n o f o p t i o n s g r a p h i c a n a l y s i s o f c a l l a n d p u t v a l u e s, chara ct eri sti cs o f o pti o n va lu es, M o d el s o f valu at i o n; Bi no mial a nd B l a c k a n d S c h o l e s m o d e l . O p t o n G r e e k s. 5. C o m m o d i t y f u t u r e m a r k e t : f o r wa r d m a r k e t c o m m i s s i o n ; e x c h a n g e s tradi ng mecha ni sm.

FINANCE 4. 2 El ec ti ve FM 4: Fi nanc i al Str ate gie s


1. M e r g e r s a n d A c q u i s i t i o n s : b a si c f o r m s o f a c q u i si t i o n s, t a x f o r m s o f a c q u i s i t i o n , A c c o u n t i n g , S y n e r g y fr o m a n a c q u i si t i o n s , a n d s o u r c e s o f sy n er g y, ca l cu lat i ng va lu e o f fir m a ft er a cqu i sit i o n, co st t o s t o c k h o l d e r s f r o m r e d u c t i o n i n r i sk , t h e N P V o f m e r g e r , d e f e n s i v e tacti cs. T ak eo v er a n d Bu y ou t s.

2. F i nanci al D istress an d Res truc tur ing: i nt r odu cti on, causes a nd effect s o f fi n a n c i a l d i st r e s s , o p e r a t i o n a l c u t b a c k s, C a u s e s a n d e f f e c t s , D i v e s t i t u r e v s . a s s e t sa l e s, F i n a n c i a l r e s t r u c t u r i n g , R e f o r m i n g g o v e r n a n c e ( o r ) M a n a g e m e n t st r u c t u r e s ( o r ) R e p l a c i n g m a n a g e m e n t Debt r estru ctu r i ng , Ba nk ru p t cy, li qu i da ti o n & r eor ga ni za ti o n. 3. P r i v a t e E q u i t y a n d Ve n t u r e C a p i t a l : i n t r o d u c t i o n , R u d i m e n t s o f valu i n g a nd fi nan ci ng a v en tu r e, Sta g es o f v en tu r e d ev el o p ment a n d f i n a n c i n g , F i n a n c i a l a n a l y si s o f V e n t u r e c a p i t a l f i r m s ( VC C s) , S t r u c t u r i n g t h e d e a l / F i n a n c i a l I n st r u m e n t , I n v e s t m e n t n u r t u r i n g ,

4. 4 El ec ti ve FM 6: Inte r nati onal Fi nanc i al M anage me nt


1. Inter n atio n al F i nanci al M anage me nt: Str uct ure of foreign exc h ange m a r ke t : t h e b a l a n c e o f p a y m e n t s , i n t e r n a t i o n a l m o n e t a r y s y s t e m

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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I . M . F , t h e n a t u r e o f g l o b a l c a p i t a l fl o w s F D I , F I I , P r i v a t e e q u i t y a n d h e d g e fu n d s. 2. E xch a ng e r ate deter m in at io n : s tru ctu ra l mo d el s o f ex cha n g e ra t e d e t e r m i n a t i o n I R P a n d P P P a r i t y , e x c h a n g e r a t e f o r e c a st i n g . T r a n s f e r pr ici n g a n d n et ti n g. T h e f o r e i g n e x c h a n g e m a r k e t : s t r u c t u r e , t y p e s o f t r a n sa c t i o n s , qu o tat i on s a n d Ar bit rag e. E x chan g e rat e r egi mes for eig n ex cha n g e ma rk e t i n I n dia . M ea sure me nt o f e xpo s ure a n d R is k: c la ssi fi cat io n , t ran sacti o n, t r a n s l a t i o n a n d o p e r a t i n g e x p o su r e s . M a n a g e m e n t o f e x p o su r e s . H e d g i n g , f o r wa r d s , c u r r e n c y fu t u r e s, o p t i o n s , s wa p s a n d h e d g i n g wi t h mo n e y ma rk e t. M a nag e me nt o f in terest r ate e x po sure: F R A i n t er est rat e ca p s a n d f l o o r s. F i n a n c i a l s wa p s - t y p e s - m o t i v a t i o n a p p l i c a t i o n o f s wa p s . G D R , AD R . References : B u c k l e y , A d r i a n M u l t i n a t i o n a l F i n a n c e , N e w Yo r k , P r e n t i c e H a l l Inc.m 1996 K i m , S u k a n d Ki m , S e u n g G l o b a l C o r p o r a t e F i n a n c e : T e x t a n d C a s e s , 2 n d e d . M i a m i F l o r i d a , Ko l b , 1 9 9 3 Shapiro, Alan .C Mul tinat ional Financial Management , Ne w Delhi , Prentice Hall of India , 1995 I n t e r n a t i o n a l Fi n a n c i a l M a n a g e m e n t b y P . G . A p t e , M c G r a w H i l l . I n t e r n a t i o n a l Fi n a n c i a l M a n a g e m e n t b y J e f f M a d u r a Investment Management Prasanna Chandra Investments Schaum Series : Francis and Taylor Financial Management Brigham and Erhardt Corporate Finance Brigham and Erhardt M a n a g e r i a l Fi n a n c e W e s t o n a n d C o p e l a n d Advanced Corporate Finance Ogden, Jen and O Connor Income Tax Act of 1961 Income Tax Act Malho tra; Taxman Publicat ion; Raviki shore Po r t f o l i o C o n s t r u c t i o n , M a n a g e m e n t a n d P r o t e c t i o n b y R o b e r t A Strong Derivatives by Dubofsky Fu t u r e s , O p t i o n s a n d o t h e r D e r i v a t i v e s b y J o h n C H u l l Fu t u r e s a n d O p t i o n s b y Vo h r a a n d B a g r i F i n a n c i a l D e r i v a t i v e s b y N . R . Pa r a s u r a m a n . The Revolution in Corporate Finance by ed t by S tern Modern Inves tment Theory by Robert A Haugen T h e h a n d b o o k o f c o m m o d i t y i n v e s t m e n t - Fa b o z z i & o t h e r s M o d e r n Po r t f o l i o M a n a g e m e n t - L e i b o w i t z & O t h e r s

3.

4.

5.

H UM AN RESO URCE M ANAG EM ENT 4. 2 El ec ti ve H RM 4: Str ate gi c H uman Re s our c e M anage me nt


1. C o n t e x t o f S t r a t e g i c H R M : i n v e st m e n t p e r s p e c t i v e o f H R M , fa c t o r s i n f l u e n c i n g i n v e st m e n t o r i e n t e d o r g a n i z a t i o n s , I m p a c t o f c h a n g e s i n tech n ol o g y, W ork fo r ce d emo gra ph i cs & di v er sit y on H RM . Str ateg ic Ro le & Pl a nn ing : s trat egi c H R Vs T ra dit i ona l HR, Bar ri er s t o s t r a t e g i c H R , S t r a t e g i c H R p l a n n i n g ; a g g r e g a t e & su c c e s s i o n pla nni ng. Str ategic Pers pect ives on Recrui tme nt , Tr ai ni ng & Develop me nt: T e m p o r a r y V s P e r m a n e n t e m p l o y e e s, I n t e r n a l V s E x t e r n a l r e c r u i t i n g ; I n t e r v i e w i n g , t e s t i n g , r e f e r e n c e s; I n t e r n a t i o n a l A s s i g n m e n t , D i v e r s i t y , Stra t egi zi n g tra i ni n g & d evel o p men t, n eed assessmen t, d esi g n & d el iv er y. Str ategic Perspec tives on Perfor mance M an age me nt, Feed b ac k & C o m p e n s a t i o n : u s e o f S y st e m , w h o , w h a t & h o e t o e v a l u a t e , m e a su r e s o f eva lu ati o n , I n t er nal equ it y, ext er nal equ it y , a n d In d i vi d u al equ it y . Emplo yee Se par at ion : r edu ct i on i n for ce, tu r n o v er, retir emen t, I n t e r n a t i o n a l V s D o m e st i c H R M , S t r a t e g i c H R I s su e s i n I n t e r n a t i o n a l Assi g n men t. References : Strategic HR M Jef fery Mel lo, Thompson Publica tion, Ne w De lhi

4. 5 El ec ti ve FM 7: Cor p or ate Taxati on


1. O u t l i n e o f I n c o m e T a x Ac t , 1 9 6 1 : b a si c C o n c e p t s a n d D e f i n i t i o n s , I n c i d e n c e o f T a x , H e a d s o f I n c o m e , E x e m p t i o n s a n d d e d u c t i o n s. C o m p u t a t i o n o f B u s i n e s s I n c o m e : d e fi n i t i o n s , S c o p e , C o m p u t a t i o n o f P r o fi t s a n d G a i n s fr o m B u s i n e s s o r P r o f e s s i o n , D e d u c t i o n s, M i n i m u m A l t e r n a t e T a x , T a x o n D i st r i b u t e d P r o f i t s . Co m pu ta tio n o f C a pit al Gai ns: ca pita l Asset , T ra n sfer , Sh o rt T er m a n d L o n g T e r m C a p i t a l G a i n , C o st I n fl a t i o n I n d e x , E x e m p t i o n s. S e t o f f a n d C a r r y F o r wa r d : b u si n e s s L o s s a n d U n a b s o r b e d Depr eciati o n , R etu rn o f I n co me, Assessmen t , Ad va n ce Pa y ment o f T a x, T ax D edu cti o n o r Co ll ecti o n a t S ou r ce. T a x I m p l i c a t i o n s i n B u si n e s s R e s t r u c t u r i n g References for Elec tive FM 1 to 7 : F i n a n c i a l M a n a g e m e n t a n d Po l i c y Va n H o r n e C o r p o r a t e F i n a n c e B r e a l y M y e r s : R o s s , we s t f i e l d , ja f f e . I n v e s t m e n t s W i l l i a m S h a r p e a n d o t h e r s ; B o wd i e a n d o t h e r s 4. 2.

2.

3.

3.

4.

5.

5.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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Luis R. Gomez- Me jia, David B. Balkin , Robert L. Card y, Managing H u m a n R e s o u r c e s , P H I , 2 0 0 1 . (U n i t 1 ) S . K. B h a t i a S t r a t e g i c H u m a n r e s o u r c e s M a n a g e m e n t , D e e p & D e e p Pu b l i c a t i o n Pv t . L t d . , 2 0 0 7 . . C h a r l e s R , G r e e r , S t r a t e g i c H u m a n R e s o u r c e M a n a g e m e n t , Pe a r s o n Education, 2003. Ka n d u l a S . R . (2 0 0 1 ) . S t r a t e g i c H u m a n R e s o u r c e D e v e l o p m e n t . E a s t e r n Economy Edition, Prentice Hall India . B o x e l l & Pu r c e l l , J . (2 0 0 3 ) . S t r a t e g y A n d H u m a n R e s p o u r c e M a n a g e m e n t . Pa l g r a v e M c m i l l a n S t r a t e g i c H R M M i c h a e l A r m s t r o n g , Ko g a n p a g e , L o n d o n S t r a t e g i c H R M A g a r wa l , O x f o r d U n i v e r s i t y Pr e s s , N e w D e l h i . Strategic Management Gregory Dess and Al lex Mi ller . Strategy Dr iven Talent Management Edtd Si lzer Dovell

4. 4 El ec ti ve H RM 6: Industr i al Re l ati ons & C ol l e c ti ve B ar gai ni ng


1 . In d ustr ia l Re l atio ns: Hi st ori ca l ba ck g rou n d, co n cept an d a p pr oa ch es i n I R s t a k e h o l d e r s o f I R , v a r i o u s fa c t o r s i n f l u e n c i n g I R , H R a p p r o a c h to IR , essentia l s of sou nd IR poli cy, IR strat egi es, l egal frame work of I R , c o m m u n i t y o f I R . P r o a c t i v e I R , i n d u s t r i a l c o n f l i c t s, d i s p u t e s, Conflict r esolution. 2. Tr ade Un ions : t rade u ni on movement a nd gr owth of T U in I ndia, n a t i o n a l l e v e l f e d e r a t i o n s, t r a d e u n i o n p r o b l e m s , t r a d e u n i o n or ga ni za t i o n, l ea de r shi p a n d ma na g e m e nt o f T ra d e u n i on , tra d e u n io n act 1 9 2 6 , r egi strat i on o f t rad e u n i on , empl o y er s a sso cia ti o n o b j e c t i v e s, o r i g i n a n d g r o w t h , l e g a l st a t u s , p r o b l e m s o f t r a d e u n i o n s .

4. 3 El ec ti ve H RM 5: Labour Le gi sl ati ons


1 . I n d u s t r i a l D i s p u t e s Ac t 1 9 4 7 : e m p h a s i s o n S e c 2 ( a l l d e fi n i t i o n s ) , 9 A , 1 0 , 1 2 , 1 7 , 1 8 , 2 2 , 2 3 , 2 4 , 2 5 , Cha pt er V B, Up t o S ec 2 5 (S) an d S ec 33. Ka r n a t a k a I D R u l e s, I n d u s t r i a l E m p l o y m e n t ( S t a n d i n g O r d e r s ) A c t , Ka r n a t a k a S t a n d i n g O r d e r s R u l e s. 2 . I n d i a n F a c t o r i e s Ac t 1 9 4 8 : k a r n a t a k a F a c t o r y R u l e s, C o n t r a c t L a b o u r ( R e g u l a t i o n a n d A b o l i t i o n ) A c t 1 9 7 1 , Ka r n a t a k a C o n t r a c t L a b o u r R u l e s. 3. P a y m e n t o f G r a t u i t y Ac t 1 9 8 2 : p a y m e n t o f b o n u s a c t 1 9 6 5 , Ka r n a t a k a I n d u st r i a l E s t a b l i s h m e n t s ( N a t i o n a l F e s t i v a l H o l i d a y s ) A c t .

3 . G r i e v a n c e s a n d D i s c i p l i n e s : g r i e v a n c e s, r e d r e s sa l , d i s c i p l i n e , s t a n d i n g o r d e r s , a c t s o f m i s c o n d u c t , s h o w c a u s e n o t i c e , su s p e n s i o n , E n q u i r y pr o cedu r e, P ri n ci p l es o f na tu ral ju sti ce, Pu n i sh ment s, D emo ti o n su s p e n si o n , T e r m i n a t i o n , R e m o v a l a n d d i s m i s s a l s , C o n f l i c t s I n d u st r i a l d i s p u t e s L a y o f f , T e r m i n a t i o n s i m p l i c i t o r , R e t r e n c h m e n t , c l o su r e s , VR S . 4. Collect ive B argain ing: c oncept , it s rel eva nce i n IR, C B a s an in sti tu ti o n , I LO p ercep ti o n o f C B, O bj ect i v es o f C B, St ru ctu r e, F u n c t i o n s, p r o c e s s , n e g o t i a t i o n s, b a r g a i n i n g a p p r o a c h e s & t e c h n i q u e s , pat t er n s o f bar gai ni n g .

5 . S e t t l e m e n t s : t y p e s o f s e t t l e m e n t s, wa g e s e t t l e m e n t , b o n u s s e t t l e m e n t , p r o d u c t i v i t y s e t t l e m e n t , V R S s e t t l e m e n t , U n i o n i s su e s s e t t l e m e n t , R e o r g a n i z a t i o n s e t t l e m e n t , t r a n s f e r , L a y o f f , r e t r e n c h m e n t a n d c l o su r e s e t t l e m e n t s. References : Industrial Re lation Industrial Re lation Industrial Re lation Industrial Re lation Industrial Re lation R a m a s wa m y Sarma Ve n k a t a r a t h n a m Arun Monnappa T V Rao

4 . E S I Ac t 1 9 4 8 : e m p l o y e e s p r o v i d e n t f u n d a n d m i s c e l l a n e o u s p r o v i si o n s a c t 1 9 5 2 , w o r k m e n s c o m p e n sa t i o n a c t 1 9 3 2 . p a y m e n t wa g e s a c t 1 9 3 6 . 5 . Co de o f Disc ip li ne i n In d ustrie s: r ep o rt o f t h e secon d na ti o nal lab ou r c o mmi ssi o n 2 0 0 2 . La te st ILO de li b era ti o n o n la b ou r l e gi sla t io n i n d e v e l o p i n g c o u n t r i e s. References : Industrial La ws P.L . Mal ik I n d u s t r i a l L a w s S a n je e v Ku m a r Labour La w Journals Monthly Current Labour Repor ter Mon thly CLR Annual D igest 1999 2005

4. 5 El ec ti ve H RM 7: K nowl e dge M anage me nt


1. K n o wl e d g e M an age me nt: co n cept , l ea d er shi p and knowledge ma na g e m e nt, knowl edge cu ltu r e, l ear ni n g & d ev el o p menta l o r g a n i z a t i o n , A p p l y i n g k n o w l e d g e t o w o r k p r a c t i c e s , K n o wl e d g e S y st e m s , K n o w l e d g e S e r v i c e , S t r a t e g i c K n o w l e d g e L e a d e r s h i p .

2 . S t r a t e g i c K n o wl e d g e M a n a g e m e n t : m o d e l s , k n o w l e d g e w o r k e r s , p h a s e s o f k n o wl e d g e d e v e l o p m e n t , k n o w l e d g e m a n a g e m e n t i n fr a s t r u c t u r e , h a r n e s s i n g o r g a n i z a t i o n a l k n o wl e d g e , b u i l d i n g k n o w l e d g e m a n a g e m e n t int o t he S trat egi c Fra mework .

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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3 . K n o wl e d g e L e a d e r : c o n t r i b u t o r y D i s c i p l i n e s t o K n o w l e d g e L e a d e r s h i p , A t t r i b u t e s R o l e s, L e a d i n g K n o w l e d g e T e a m s, K n o w l e d g e n e t w o r k , Recru it i ng a nd S el ect i ng Kn o wled g e L ea d er s. 4 . K n o wl e d g e C u l t u r e : K n o wl e d g e C u l t u r e E n a b l e r s , M a i n t a i n i n g t h e K n o w l e d g e C u l t u r e d u r i n g C h a n g e , R e v i e wi n g , I m p l e m e n t i n g & Mai nta i ni n g th e Kn o wled g e Cu l tu r e. 5 . K n o wl e d g e M a n a g e m e n t & H R M P r a c t i c e s : st r u c t u r a l S u p p o r t , I m p a c t o f O rga n i zati o na l S tru ctu r e o n Kn o wl ed g e Ma na g ement , Sta ffi n g, P e r f o r m a n c e M a n a g e m e n t , R e wa r d i n g , K n o wl e d g e W o r k e r s , L e a r n i n g & Dev el o p ment , Or gan i zat i ona l E valu at io n a nd R evi ew. References : Kn o w l e d g e M a n a g e m e n t S h e l d a D e b o ws k i J o h n W i l e y I n d i a edition Kn o w l e d g e M a n a g e m e n t E l i a s M . A wa d & H a s s a n M . G h a z i r i Pe a r s o n E d u c a t i o n . Kn o w l e d g e M a n a g e m e n t C a r l D a v i d s o n & Ph i l i p Vo s s V i s i o n Books References : International International International International

Marke ting Sak Onkvis it and John J. Shaw M a r k e t i n g Ph i l i p C a t e o r a a n d J o h n G r a h a m Marke ting C .A . Francis Busines s Daniel

4.3 Elective IB 5: India & WTO


1 . Glo b al i z atio n: i m p l i c a t i o n s, joi ni ng WT O d i sa d v a n t a g e s defendant a nd gl o ba li za ti o n o f wor l d e c o n o my , bu si n e ss, i mpa c t a n d p ol i cy o p ti o n s a n d g o v er na n ce. Ar gu men t s for I n dia - Ar g u m e n t s a g a i n st m e m b e r s h i p b e n e fi t s a n d t o I n dia . In d ia s co mmi t men t an d r ol e i n W T O India a s a s compla ina nt I ndia s posit i on i n WT O .

INTERNAT IO NAL B USINESS

2 . R e g i o n a l t r a d e b l o c k s a n d e c o n o m i c i n t e g r a t i o n r e a s o n s f o r g r o wt h o f e c o no m i c bl o ck s e c o n o mi c p o lit i ca l t y p e s o f e c on o m i ca l i n t e g r a t i o n . M a j o r r e g i o n a l t r a d e g r o u p s N AF T A , M E R C O S U R , A P E C , E U , B I M S T AC , A S E AN , G -6 , I B S A. E u r o b e n e f i t s o f c o m m o n cu rr e n c y e x p e cta n c y i mp e d i m e nt s o f i nt e gra ti o n, I n dia s r ol e i n p r o m o t i n g f o r e i g n t r a d e v i s i o n p e r s p e c t i v e , r o a d m a p , p r o s p e c t s, p er for ma n c e a n d e va lu a t io n . 3. W T O O b j e c t i v e s , fu n c t i o n , G AT T a n d W T O . , p r i n c i p l e s o f W T O t r a n s p a r e n c y , M F N t r e a t m e n t , n a t i o n a l t r e a t m e n t fr e e t r a d e p r i n c i p l e s d i s m a n t l i n g t r a d e b a r r i e r s r u l e d b a s e d t r a d i n g sy s t e m , t r e a t m e n t o f L C D s c o m p e t i t i o n p r i n c i p l e s a n t i d u m p i n g m e a su r e s envi ronment pr ot ecti on.

4. 2 El e c ti ve IB 4: Inte r nati onal M ar ke ti ng


1. I n t e r n a t i o n a l M a r k e t i n g : i n t r o d u c t i o n a n d I m p o r t a n c e B a si s o f in t er nat io na l tra d e, T h eor i es o f i nt er na ti o nal tra d e, T r ad e barr i er s, In dia s fo r ei g n tra d e sin ce i n d ep end en ce. I n t e r n a t i o n a l M a r ke t i n g E n v i r o n m e n t : e c o n o m i c , P o l i t i c a l , L e g a l , S oci o -cu l tu ral a n d D emog rap h i c en v ir on men t. I nt e rna t io na l ma rk e t e n t r y st r a t e g i e s M N C s, G l o b a l m a r k e t e r s e t c .

2.

3 . Org a ni zat io n fo r I nter n atio n al M ar ket ing : o bj ecti v es o f i n t er nat io na l ma rk e ti n g, Fa ct o r s a ffe c ti n g i n t er na t io na l ma rk et i n g, In te r na ti o na l m a r k e t i n g m i x s t r a t e g y . D i s t r i b u t i o n st r a t e g i e s a n d T y p e s o f in t er me dia r i e s i n in t er na t i ona l ma rk e ti n g. 4. E x po rt Pl a nn ing : exp or t fi nan ce, L ett er o f cr ed it , ex po rt li cen sin g , E x p o r t h o u s e s, e x p o r t r i sk a n d i n su r a n c e , E x p o r t p r o m o t i o n a n d In cent i ves b y th e G o v er n ment o f I nd ia an d I n sti tu ti o nal arran g ement for e xp o rt p ro mo ti o n i n I n dia . I mp o rt -E xp o rt p o li ci e s o f t h e Go v er n ment o f I n dia Ex p or t d o cu mentat i on pr o cedu r es a n d f o r m a l i t i e s . I n d i a n f o r e i g n t r a d e si n c e i n d e p e n d e n c e . I n t e r n a t i o n a l E c o n o m i c I n s t i t u t i o n s a n d F o r u m s : E F T A, L AF T A , E U, S A A R C , A P E C W o r l d B a n k , I M F a n d o t h e r t r a d i n g b l o c k s a n d c o m m o n m a r k e t i n g f o r i n t e r n a t i o n a l b u si n e s s .

4 . R e v i e w o f I n d i a s e c o n o m y p o s t 1 9 9 5 , a n a l y si s o f g e n e r a l a g r e e m e n t o n t r a d e i n s e r v i c e s ( G AT S ) , d e f i n i t i o n o f s e r v i c e s u n d e r G A T S , m o d e s o f i n t e r n a t i o n a l d e l i v e r y s e r v i c e s c r o s s b o r d e r su p p l y c o m m e r c i a l su p p l y c o n su m p t i o n a b r o a d , m o v e m e n t o f p e r s o n n e l s p e c i a l agr eement s u n d er WT O T RIP S T RI M S o b j ect iv es o f i nt el l ectu al p r o p e r t y p r o t e c t i o n , I n d i a n p a t e n t l a w a n d t r i p s i s su e s , c o n t r o v e r s i e s a n d l e g a l p o si t i o n . 5. R e v i e w o f I n d i a s I n t e r n a t i o n a l B u si n e s s w i t h r e l e v a n c e t o b i l a t e r a l , p r e f e r e n t i a l , r e g i o n a l , fr e e t r a d e , m u l t i l a t e r a l t r a d e a g r e e m e n t s . I n d i a s stan d o n WT O ag r eemen t s a gr i cu ltu r e, N AM A, I PR , mod e 4 r e s t r i c t i o n s , su b s i d i e s , c o n c e s s i o n s e t c . I n d i a a s a f e l i c i t a t o r i n t h e for ma ti o n o f r e gi o na l bl o ck s, e c o no m i c b l ock s. References : International International International International International International

5.

Busines s Busines s Busines s Busines s Busines s Busines s

By Roger Bonnet - Michael Z inkata - John d .Daniels Richard M.Shaffer - Rugman Vyepthakesh Sharan

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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International Economics Dom inick Sa lvatore Prospects o f Ind ias Foreign Trade N.A.Khan I n d i a s Fo r e i g n T r a d e - Va d i l a l M a n u a l o f Fo r e i g n E x c h a n g e H . E . E v i l t m a j o r c o m p e t i t o r s , m a j o r i m p o r t c o m m o d i t y g r o u p s, t r a d e c o n t r o l i n In dia ( for ei g n tra de d ev el o p ment an d r egu lat i on a ct ), imp ort a n d ex po rt co ntr o l or d er s, ex p or t i mp or t li cen si ng sy st em, ex cha n g e contr ol i n I ndia . 3 . Ex p or t Pr o mot i o n in centi v es, du ty dra wba ck s, pa ck i n g cred it s, ex p or t p r o m o t i o n c o u n c i l s , a d v i s o r y b o d i e s C A P A XI L , F I C C I , C I I , P H D c h a m b e r o f C o m m e r c e , D G F T a n d fu n c t i o n a l fa c i l i t a t o r s , e v a l u a t i o n o f In dia s p ol i cy o n exi m pla n , co ntr o l o f for ei g n tra d e. 4 . C o n t e m p o r a r y E x p o r t I m p o r t t r e n d a n a l y s i s: I n v i s i b l e e x p o r t s B a n k i n g , I n su r a n c e , s h i p p i n g , t o u r i s m , m a n p o w e r , c o n su l t a n c y , s o f t wa r e e t c n e e d t o p ro m o t e tra d e, c o nt r ol o bj e c ti v e s a n d ma c h in e r y fo r e xp o rt c o n t r o l , m a i n t e n a n c e a n d d e v e l o p m e n t o f i m p o r t s . I m p o r t su b st i t u t i o n , n e e d t o co n tr ol i m p or t tra d e , o b j ec ti v e s a n d ma ch i n er y for i m p or t c o ntr o l, ma i nt e na n c e a n d d e v el o p m e nt o f i m p ort s 5 . R ol e o f G o v er n ment i n I n dia s F or ei gn T rad e: S tat e tra di n g cor p orat i on , m i n e r a l a n d m e t a l t r a d i n g c o r p o r a t i o n , r o l e o f c o m m o d i t y b o a r d s, co mmer cial tr eat i es, t rad e a gr eement s, cou nt er t rad e References : Bhashyam.S Export Promot ion in India: The Inst itut ional I n f r a s t r u c t u r e , C o m m o n we a l t h Pu b . , D e l h i , 1 9 8 8 Kh a n n a , S r i R a m E x p o r t M a r k e t i n g i n I n d i a s N e w M a n u f a c t u r e r s , University of Delh i, Delhi, 1986 J a i n . S . K e x p o r t Pe r f o r m a n c e a n d E x p o r t M a r k e t i n g S t r a t e g i e s , C o m m o n we a l t h P u b . , D e l h i , 1 9 8 8 Nayyar, Deepak Indias Export and Export polic ies in the 1960s, Cambridge Unive rsity press , 1976.

4. 4 El ec ti ve IB 6: Inte r nati onal Fi nanc i al M anage me nt


1 . In tern at io n a l F i na nci a l M a n ag e men t: stru ctu r e o f for ei gn ex cha n g e m a r k e t . T h e b a l a n c e o f p a y m e n t s , I n t e r n a t i o n a l m o n e t a r y s y st e m I. M. F, T h e natu r e o f g l oba l ca pita l fl o ws FDI , FII , P ri vat e equ it y a n d h e d g e fu n d s. 2. E xch a ng e r ate deter m in at io n : stru ctu ra l mo d el s o f ex cha n g e ra t e d e t e r m i n a t i o n I R P a n d P P P a r i t y , e x c h a n g e r a t e f o r e c a st i n g . T r a n s f e r pr ici n g a n d n et ti n g. T h e f o r e i g n e x c h a n g e m a r ke t : st r u c t u r e , T y p e s o f t r a n sa c t i o n s, qu o tat i on s a n d Ar bit rag e. E x chan g e rat e r egi mes for eig n ex cha n g e ma rk e t i n I n dia . M e a s u r e m e n t o f e x p o s u r e a n d R i s k : c l a s si f i c a t i o n , T r a n sa c t i o n , t r a n s l a t i o n a n d o p e r a t i n g e x p o su r e s . M a n a g e m e n t o f e x p o su r e s . H e d g i n g , f o r wa r d s , c u r r e n c y fu t u r e s, o p t i o n s , s wa p s a n d h e d g i n g wi t h mo n e y ma rk e t. M a nag e me nt o f in terest r ate e x po sure: F R A i n t er est rat e ca p s a n d f l o o r s. F i n a n c i a l s wa p s - t y p e s - m o t i v a t i o n a p p l i c a t i o n o f s wa p s . G D R , AD R . References : B u c k l e y , A d r i a n M u l t i n a t i o n a l F i n a n c e , N e w Yo r k , P r e n t i c e H a l l Inc.m 1996 K i m , S u k a n d Ki m , S e u n g G l o b a l C o r p o r a t e F i n a n c e : T e x t a n d C a s e s , 2 n d e d . M i a m i F l o r i d a , Ko l b , 1 9 9 3 Shapiro, Alan .C Mul tinat ional Financial Management , Ne w Delhi , Prentice Hall of India , 1995 I n t e r n a t i o n a l Fi n a n c i a l M a n a g e m e n t b y P . G . A p t e , M c G r a w H i l l . I n t e r n a t i o n a l Fi n a n c i a l M a n a g e m e n t b y J e f f M a d u r a

3.

4.

5.

INFO RM ATIO N SY STEM S 4. 2 El ec ti ve IS 4: Ente r pri se Re sour c e Pl anni ng And B usi ne ss Pr oc e ss Re -Engi ne e r i ng
1 . I n t r o d u c t i o n : fu n d a m e n t a l s o f su p p l y c h a i n m a n a g e m e n t , a p p l i c a t i o n s s y s t e m s i n t h e i n d i v i d u a l b u si n e s s fu n c t i o n s . 2. Intro d uct io n to ER P: a n o v er vi ew o f t h e ent er p ri se, ERP a n d r elat ed t e c h n o l o g i e s , E R P a m a n u fa c t u r i n g p e r s p e c t i v e , V e n d o r s , c o n su l t a n t s an d u ser s, i nt ro du ct i o n t o S AP, a n o v er vi ew o f SD, M M, P P, FI /CO M odu l es of S AP. S APs SCM s ys te m: r ecen t d ev el o p ment s i n or d er a n d SC M ba sed o n S A P s y s t e m s, c a s e s t u d i e s o n S C M , I n t e r n e t r e s o u r c e s f o r S C M . R e - e n g i n e e r i n g : a n i m p e r a t i v e f o r su r v i v a l , i m p l e m e n t i n g B P R m e t h o d o l o g y a n d s t e p s, I s r e - e n g i n e e r i n g n e c e s sa r y ?

4. 5 El ec ti ve IB 7: Indi as For e i gn Tr ade


1. Fo r e ig n tr a de a n d BOP o f I n di a: for e ig n t ra d e u n d er p la n, ma j o r e x po rt s a n d i mp o rt s i mpa ct o n I n dia n e c o n o my a n d BOP , t ra d e di re c ti o n s, ma jo r hi n dra n c e s i n In d ia n e x po rt s se ct o r, stru ctu ra l tr ea t me nt i n p r o mo ti n g i nt er na ti o na l tra d e b y I n dia . 3. 4.

2 . R e c e nt tr e n d s i n In d ia s fo re i g n tra d e , dir e c ti o na l pa tt er n , ma j or e x p or t c o m m o d i t i e s t h r u s t a r e a c o m m o d i t i e s , t r e n d s, p r o b l e m a n d p r o s p e c t s ,

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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5. Tre n ds in In fo rm a tio n tec hno lo g y: p eo p l e vi ew, emp o wer in g p eo p le th rou g h i n for ma t i o n, ma na g in g c ha n g e t h e I n dia n pa ra d i g m. References : ER P Alex is Leon, Leon Publi shers S u p p l y C h a i n M a n a g e m e n t b a s e d o n S A P s y s t e m s , G . Kn o l m a y e r , P. Mertens and A . Zeir , Springer Internat ional Edit ion T h e o n e S o u r c e Fo r C o m p r e h e n s i v e S o l u t i o n s U s i n g S a p R / 3 I I I Edit ion Authored by Asap World Consutancy- PHI . I n t r o d u c t i o n t o S A P , a n o v e r v i e w o f S D , M M , P P , FI / C O M o d u l e s o f SAP A n I n s i d e r s U n b l a s e d A p p r a i s a l o f S A P R / 3 M a n a g e m e n t Wi l e y , Coriolis dream tech E R P , V i n o d Ku m a r G a r g a n d N . K . Ve n k i t a k r i s h n a n , PH I Hammer, Michael and Champy, James: Reengineerin g the Corporation: A manifes to for business revolution: Harper Business E l e c t r o n i c C o m m e r c e , Fr o m v i s i o n t o f u l f i l l m e n t , E l i a s M . A wa d , PHI . J e f f r e y F . R a y p o r t a n d B e r n a r d J . J a wo s k i - i n t r o d u c t i o n t o E - C o m m e r c e .

4. 4 El ec ti ve IS 6: IPR and Cybe r l aws


1 IPR i nt ro du ct i on , B a si c s , L egal C o n c e p t s, Inter nati onal Ar c h i t e c t u r e o f P r o t e c t i o n , G l o b a l R e g u l a t o r y , DRIPs, TRIPs, D i p l o m a c y i n I P R p r o t e c t i o n , I P R i n I n d i a , I P R v s V e r t i c a l I n d u st r i e s . C y b e r L a ws : c y b e r a l e r t s , i n t e r n e t fr a u d s, t h e f t s a n d c r i m e s, c y b e r l a w s V s v e r t i c a l i n d u st r i e s . Onl ine Shoppi ng M e t h o d s : sh o p p i n g c a r t s , i n t e r n e t p a y m e n t g a t e wa y s , e l e c t r o n i c d a t a i n t e r fa c e s , p a y m e n t m e t h o d s a n d a p p r o v a l mecha ni sms, cr ed it car d mer cha n t s a n d pa y ment s Infor matio n compl iances. Sec uri ty: concept s, m e t h o d s, t ool s, st a n d a r d s ,

4. 3 El ec ti ve IS 5: Ele c tr oni c Comme r c e


5 1. 2. Intro duc tio n to E-Co mmerce: a dva ntages a nd li mitat i ons t o E C o m m e r c e , Va l u e c h a i n s a n d m a n a g e r i a l i m p l i c a t i o n s o f E - C o m m e r c e . I n t e r n e t : t h e i n t e r n e t a n d t h e wo r l d w i d e w e b , t h e i n t e r n e t P r o t o c o l Su it e, i nt ern et ar chit ectu r e, I n t er n et ser vi ce pr o vi d ers ( ena bl i n g t e c h n o l o g i e s o f t h e wo r l d w i d e w e b ) , I n t e r o r g a n i z a t i o n a l C o m m e r c e an d EDI , EDI i mpl emen tat io n , mo bi l e Co mmer ce. I n f o r m a t i o n S e c u r i t y C o n t r o l a n d D i sa s t e r M a n a g e m e n t . References : P r a c t i c a l A p p r o a c h T o I n t e l l e c t u a l Pr o p e r t y R i g h t s B y R a c h n a S i n g h Pu r i , A r v i n d V i s wa n a t h a n Re-think ing inte llec tual property : the political economy of copyright ... By YiJun Tian I n t e l l e c t u a l p r o p e r t y a n d i n f o r m a t i o n we a l t h : i s s u e s a n d p r a c t i c e s i n t h e . . . B y Pe t e r K . Yu Cyber la w simplified by Vivek Sood Cyberla w for g lobal E-business: finance, payment, and dis pute s by T a k a s h i Ku b o t a C y b e r l a w: t h e I n d i a n p e r s p e c t i v e - b y Pa v a n D u g g a l Information Technology in Bus iness Management by D r. Mukesh Dhunna, J. B. D ixit Pa y m e n t t e c h n o l o g i e s f o r E - c o m m e r c e b y W e i d o n g Ko u N e w p a y m e n t wo r l d : a m a n a g e r ' s g u i d e t o c r e a t i n g a n e f f i c i e n t Pa y m e n t P r o c e s s b y M a r y S . S c h a e f f e r Managing in formation security ri sks: the O CT A VE approach by Christopher J . Alber ts, Audrey J. Dorofee Information Security: design, implementation, measureme nt, and Compliances by Timo thy P. Layton An in formation security handbook by John M. D. Hunter

3 . C o m p u t e r N e t wo r k s & S e c u r i t y : d i f f e r e n t t y p e s o f n e t wo r k s, p r o t o c o l s and media . 4. S e c u r i t y a n d c h a l l e n g e s : e l e c t r o n i c p a y m e n t sy s t e m s a n d t h e i s su e s i n v o l v e d , s e c u r i t y i s su e s a n d e n c r y p t i o n , E - C R M , E - S C M . E - S t r a t e g y .

5 . C o n s u m e r o r i e n t e d E l e c t r o n i c C o m m e r c e : a d v e r t i si n g a n d M a r k e t i n g o n t h e i n t e r n e t , C o n su m e r S e a r c h a n d R e s o u r c e D i s c o v e r y , W e b b a s e d b 2 b E - C o m m e r c e . I n t r a n e t s a n d e x t r a n e t s . L e g a l a n d e t h i c a l i s su e s , l e g a l i n fr a s t r u c t u r e f o r E - C o m m e r c e i n I n d i a ( T h e I n f o r m a t i o n T ech n ol o g y Act, 2 0 0 0 ), I nt er nat i o nal cy b er la ws. References : R a v i B . Ka l a k o t a a n d A n d r e w B . W h i n s t o n Fr o n t i e r s o f E l e c t r o n i c C o m m e r c e . A d d i s o n W e s l e y , Pe a r s o n E d u c a t i o n , A s i a . Pr a c t i c a l C r y p t o g r a p h y , B r u c e S c h n e i r a n d N e i l s Fe r g u s o n , W i l e y dreamtech India Priva te Ltd . E- Commerce- Amangarial perspective , P.T.Joseph. Prentive Hal l, India E l e c t r o n i c C o m m e r c e , Fr a m e wo r k , T e c h n o l o g i e s a n d a p p l i c a t i o n s , Tata McG ra w Hil l.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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4. 5 El ec ti ve IS 7: B usi ne ss Str ate gi e s
1. I n t r o d u c t i o n : d e fi n i n g y o u r b u s i n e s s i d e a , c r e a t i n g a n e - b u s i n e s s p l a n , g e t t i n g y o u r b u s i n e s s o f f t h e g r o u n d , C o m p o n e n t s, l i n k a g e s , d y n a m i c s a n d e v a l u a t i o n o f b u si n e s s m o d e l s , d y n a m i c s a n d a p p r a i sa l s o f b u s i n e s s m o d e l s. I n t e r n e t : Va l u e c o n f i g u r a t i o n a n d t h e i n t e r n e t v a l u i n g a n d f i n a n c i n g a n i n t e r n e t st a r t -u p . e - b u s i n e s s : B u i l d i n g y o u r e - b u si n e s s , d e s i g n i n g a n e - b u si n e s s w e b s i t e , u n d e r st a n d i n g b a c k - e n d s y s t e m s . B usi nes E nviron me nt: the role of co mp eti ti v e an d ma cr o e n v i r o n m e n t s , a p p l y i n g t h e c o n c e p t s m o d e l s a n d t o o l s, sa m p l e a n a l y s i s o f an i n t er n et bu si n ess mo d el ca se. Lau nch ing your e-b us ine ss References : Creating a winning e -business, I Edition, Napier , Judd , Rivers and Wagner Internet business models and s trategie s, Edition 2001, Allan Afush , Christoper L.Tucci E - s e r v i e , N e w D i r e c t i o n s i n T h e o r y a n d Pr a c t i c e , R o l a n d T . T r u s t a n d P . K . Ka n n a n , P r e n t i c e H a l l I n d i a . S t e v e n A l t e r : I n f o r m a t i o n S y s t e m s : Fo u n d a t i o n o f e - b u s i n e s s , P H I Fo r p r a c t i c a l s : W e b D e s i g n , wi t h H T M L / F l a s h / J a v a s c r i p t / D r e a m we a v e r / Fr o n t p a g e and e-Commerce Mul timedia Systems Des ign, Prabhat K. Andleigh and Kira n Thakrar. 4. E v e n t s a n d T o u r i s m , B u si n e s s t o u r i s t , T o u r i s m & C u l t u r e , I n c e n t i v e t o u r s R i sk M a n a g e m e n t , S a f e t y a n d G l o b a l i s su e s i n E v e n t Ma nagement. MIC E T ou r i sm: t ou ri sm ev en t s na ti o nal & In t er nat i o nal S cenari o In te r na ti o na l T ra d e Fa ir s & Ma r s Ger ma n y , Ch i na , Si n ga po r e, Ho n gk o n g , U. K, et c. E v en t s an d T ou r i sm Mark et i n g. References : E v e n t M a n a g e m e n t i n l e i s u r e & t o u r i s m D a v i d Wa t t Conferences Tomy Rogers

5.

2. 3. 4.

4. 3 El ec ti ve TTM 5: Inte r nati onal Tour i s m


1. Glo ba li zat i o n & t ou ri sm sect or : g lo ba li zat i on & t h e bu sin ess wor l d, t h e t o u r i s m i n d u st r y , c h a l l e n g e s , F a c t o r s a f f e c t i n g G l o b a l & r e g i o n a l t o u r i st m o v e m e n t s , D e m a n d a n d o r i g i n fa c t o r s, d e st i n a t i o n & r e s o u r c e fa c t o r s. C o n t e m p o r a r y t r e n d s i n i n t e r n a t i o n a l t o u r i s t m o v e m e n t s . T h e e m e r g e n c e o f i n t e r n a t i o n a l h o t e l s & t o u r i s m s : h i st o r i c a l a s p e c t s , d ev el o p ment o f chai n s, d ev el o p ment ab r oad , a irl i n e co n n ect i on . P oli ti ca l a sp ect s o f t h e i nt er nat i ona l tra v el, t ou ri sm Ba rri er s t o tra v el, t o u r i s m i n v e st m e n t & b u si n e s s , r e g u l a t i o n s , i n t e r n a t i o n a l o r g a n i z a t i o n s d eal in g wit h ba rri er s v i z: WT O , I MF , IH A, n eed for go v er n men t su p p o r t o f t o u r i s m , n a t i o n a l t o u r i s m o r g a n i z a t i o n s, p o l i t i c a l st a b i l i t y , t r a v e l a d v i s o r i e s , p o l i t i c a l r i sk , c r i si s m a n a g e m e n t . H u m a n r e s o u r c e s & c u l t u r a l d i v e r si t y : U n d e r s t a n d i n g di v er sit y , cu ltu ra l p er cep ti o n s, bu si ness pr ot ocol , c o n si d e r a t i o n s i n n e g o t i a t i o n s. cu l tu ral cu ltu ra l

5.

2.

3.

4.

TO URISM & TRAVEL M ANAG EM ENT 4. 2 El ec ti ve TTM 4: Eve nt M anage me nt


1. Defi ni ti o n, S co p e o f E v en t Ma na g ement: i n tr o du cti o n t o co n v ent io n s, e x h i b i t i o n s, m e e t i n g s d e f i n i t i o n & c o m p o n e n t s. N a t u r e a n d d e m a n d o f c o n f e r e n c e m a r k e t . G r o w t h a n d d e v e l o p m e n t o f e v e n t i n d u st r y , e c o n o m i c a n d s o c i a l si g n i f i c a n c e . T y p o l o g y o f p l a n n e d e v e n t s, v a r i e t i e s & i m p o r t a n c e o f e v e n t s , K e y s t e p s t o su c c e s s fu l e v e n t s c h a r a c t e r i s t i c s a n d c o m p l e x i t i e s o f e v e n t s ch eck li st fo r d i ffer en t ev ent s, pla n ni n g sch edu l e & a cti o n s ag en da. C o n f e r e n c e p r o g r a m d e s i g n i n g , t i m i n g , su p e r v i s i o n , p r e s e n t a t i o n , cat eri n g an d h o spita li ty , T ran sp or tat io n , t el eco n fer en cin g , r eco rd i ng & p u b l i s h i n g s p o n s o r s h i p , s p o n so r s, o r g a n i z e r s, c u s t o m e r s & g u e st s . E v e n t p l a n n i n g , K e y c h a r a c t e r i s t i c s , P r e - e v e n t r e s p o n si b i l i t i e s , l e g a l i s su e s , n e g o t i a t i o n s . 5.

I n t e r n a t i o n a l t o u r i s m sa l e s & m a r k e t i n g : M a r k e t r e s e a r c h , d e v e l o p i n g a n i n t e r n a t i o n a l m a r k e t i n g st r a t e g y , u n d e r s t a n d i n g v a r i o u s t r a v e l di str ibu ti o n sy st ems v i z G DS , pr o du ct po sit i on i n g. References : M i l l , R . C . , (1 9 9 0 ) , T o u r i s m : T h e I n t e r n a t i o n a l B u s i n e s s , P r e t i e n c e Hall, Ne w Jersey . Bhatia. A. K. , - In ternational Tour ism

2.

3.

4. 4 El ec ti ve TTM 6: Ar t H er i tage of Indi a:


1. I n d i a n C u l t u r e a n d H e r i t a g e : C o n c e p t H i st o r y S t a g e s o f e v a l a i o n T h e M o h e n j o d a r o a n d H a r a p p a n p e r i o d V e d i c A g e , B u d d h i st e p o c h , Gu pta P er io d , Ear l y an d Lat e M edi eval p er io d , M o d er n p eri o d, F eatu r es o f In d ian Cu ltu ra l H er ita g e C o n ser va ti o n o f Cu ltu r e.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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2. S t u d y o f I n d i a n Ar c h i t e c t u r e : t h e p r o m i n e n t Ar c h i t e c t u r a l s t y l e i n d i f f e r e n t p e r i o d H a r a p p a n A r c h i t e c t u r e , A n c i e n t I n d i a n Ar c h i t e c t u r e v i z H i n d u B u d d h i st st y l e . M u g h a l A r c h i t e c t u r e . T h e R o c k - C u t m o n u m e n t s c o l o n i a l Ar c h i t e c t u r e , S t u d y o f i m p o r t a n t Ar c h i t e c t u r a l sit es of I ndia. Stu dy of I ndia n T empl e Ar chit ectur e and popu lar r e l i g i o u s c e n t r e s H i n d u , B u d d h i st , J a i n , M u s l i m s , P a r s i s a n d C h r i st i a n . Pai nt i ng s: I nd ia n Pai nt i ng s chara ct eri sti c featu res M edi eval an d M o d e r n P a i n t i n g s, S t u d y a b o u t p e r f o r m i n g Ar t s o f I n d i a , D a n c e s o f In dia , Hi sto ri cal ev olu t io n ar ch eol o gi ca l a n d li t era ry ev i d en ce, I n d i a n C l a s si c a l D a n c e s F o l k D a n c e s , M u s i c o f I n d i a c l a s s i f i c a t i o n M a r g & D e si , Ka r n a t i c s t y l e , N o r t h I n d i a n M u si c M u si c a l instru ment s. R o l e o f P e r f o r m i n g Ar t i n T o u r i s m D e v e l o p m e n t & H a n d i c r a f t s: I n d i a n T h e a t r e D i f f e r e n t T h e a t r i c a l f o r m s, I n d i a n C i n e m a E v o l u t i o n Ro l e i n T ou ri sm D evel o p men t, I n d ian ha n di cra ft s text il es, c l a y w o r k s , s t o n e w o r k s, w o o d w o r k s e t c . c r a f t m e l a s M a r k e t i n g o f H a n d i c r a ft s B o t t l e n e c k . Mu seu ms an d t h ei r ro l e: R ol e o f Mu seu ms in pr eser vat io n o f art Her ita g e T y p es o f Mu seu ms Acqu i sit i on o f Mu seu m Arti cles Ro l e o f Mu seu m i n S p ecia l In t er est T ou r i sm. References : Tourism Development A.K.Bhatia Heritage Touris m Deve lopment Rom ila Thaper Development of Tourism in India H.L.P.Rai Pa r y a t a n B h u g o l P r o f . S . B . S h i n d e Pa r y a t a n B h u g o l D r . Y . T . G h a r p u r e Pa r y a t a n B h u g o l D r . N a g t o d e a n d o t h e r s R a i l wa y s . S t u d y o f v a r i o u s F i s c a l a n d N o n F i s c a l avai lab l e t o T ra v el a g en ci es a n d T ou r O p era ti o n s bu si n ess. 3. incentives

3.

F u n c t i o n s o f a T r a v e l A g e n t : u n d e r s t a n d i n g t h e fu n c t i o n s o f a t r a v e l a g e n c y t r a v e l i n f o r m a t i o n a n d c o u n s e l i n g t o t h e t o u r i s t s, I t i n e r a r y pr e pa ra t i o n, r e ser va t i on , ti ck et i ng , p r epa ra ti o n a n d ma rk et i ng o f T ou r p a c k a g e s , h a n d l i n g b u si n e s s / c o r p o r a t e c l i e n t s i n c l u d i n g c o n f e r e n c e a n d c o n v e n t i o n s. S o u r c e s o f i n c o m e : C o m m i s s i o n , S e r v i c e c h a r g e s . T r a v e l T er mi n ol o g y: Cu rr e nt a n d p o pu la r tra v el t ra d e a b br e via ti o n s a n d ot h er ter ms u sed i n pr epar i n g i ti n era ri es. Fu n c ti o n s o f a T ou r Op e ra t or: ma rk et r e sea r c h a n d tou r pa ck a g e for mu la t io n , a sse m b li n g, p ro c e ssi n g a n d di sse m i na t in g i n for ma ti o n o n d e st i n a t i o n s , L i a s i o n i n g wi t h p r i n c i p l e s , p r e p a r a t i o n o f I t i n e r a r i e s , t o u r o p e r a t i o n a n d p o st t o u r M a n a g e m e n t . S o u r c e s o f i n c o m e f o r t o u r o p erat i on . Pu b li c a n d P ri vat e sect or i n T ra v el Ag en cy Bu sin ess a n d T ou r O p e r a t i o n B u si n e s s : o r g a n i z a t i o n a l S t r u c t u r e a n d v a r i o u s d e p a r t m e n t s o f a T r a v e l A g e n c y . C a s e s t u d y o f I T D C . C a s e st u d y o f S I T A, C o x & Kin g s, T C I a n d T ho ma s Co ok . T he In d ian T ra v el Ag en t s a nd t ou r op erat or s a n ov erv i ew. Nat i ona l T r a d e A s s o c i a t i o n s : I AT O a n d T A AI . References : H o l l o wa y . J . C (1 9 8 3 ) , T h e B u s i n e s s o f T o u r i s m , M c D o n a l d a n d E v a n s , Plymounth. S y r a t t G we n d a , (1 9 9 5 ) . M a n u a l o f T r a v e l A g e n c y Pr a c t i v e , B u t t e r wo r t h Heinmann, London. S t e v e n s L a u r e n c e , (1 9 9 0 ) . G u i d e t o S t a r t i n g a n d O p e r a t i n g S u c c e s s f u l T r a v e l A g e n c y , D e l m a r Pu b l i s h e r s I n c . m N e w Y o r k . C h a n d , M o h i n d e r , T r a v e l A g e n c y M a n a g e m e n t , A n m o l Pu b l i c a t i o n S e t h . P . N (1 9 9 2 ) , S u c c e s s f u l T o u r i s m M a n a g e m e n t Vo l . 1 & 2 , S t e r l i n g Pu b l i c a t i o n s , D e l h i . Fo s t e r , D o u g l a s (1 9 8 3 ) , T r a v e l a n d T o u r i s m M a n a g e m e n t , M c M i l l a n , London.

4.

4.

5.

5.

4. 5 El ec ti ve TTM 7: Tr ave l Age nc y M anage me nt


1. T r a v e l f o r m a l i t i e s: p a s s p o r t , v i sa , h e a l t h r e q u i r e m e n t s , t a x e s, c u st o m s , c u r r e n c y , t r a v e l i n su r a n c e , b a g g a g e a n d a i r p o r t i n f o r m a t i o n . T r a v e l A g e n c y a n d T o u r O p e r a t i o n B u s i n e s s: H i s t o r y , G r o w t h , a n d p r e s e n t s t a t u s o f T r a v e l A g e n c y . D e fi n i t i o n o f T r a v e l A g e n c y a n d d i f f e r e n t i a t i o n b e t w e e n T r a v e l A g e n c y a n d T o u r O p e r a t i o n b u si n e s s . T r a v e l A g e n c y a n d T o u r O p e r a t o r s: L i n k a g e s a n d a r r a n g e m e n t s w i t h h ot el s, air li n es a n d tra n spo rt a g en ci es an d ot h er seg men t s o f t ou r i sm sect o r. A p p r o v a l o f T r a v e l A g e n t s a n d T o u r O p e r a t o r s: a p p r o v a l b y d e p a r t m e n t o f t o u r i s m , G o v e r n m e n t o f I n d i a . I AT A r u l e s a n d regu la ti o n s for ap pr o va l o f a t rav el a g en cy , Ap pr o val b y Air li n es a n d

H EALTH CARE M ANAG EM ENT 4. 2 El ec ti ve H CM 4: H e al th Care Ec on omi c s and Fi nanc e


1. A s s e s s m e n t o f c a u s e s o f p o o r h e a l t h i n t h e d e v e l o p i n g c o u n t r i e s; h eal th ser vi ces, econ o mi c d ev el o p ment a n d nat io na l d ev el o p ment pla nni ng. E c o n o m i c a p p r a i sa l o f h e a l t h s e r v i c e s : n e e d s v s d e m a n d v s su p p l y m o d e l ; H e a l t h s e c t o r f i n a n c i n g a n d e x p e n d i t u r e su r v e y s . P r i m a r y c a r e : c o s t s, r e s o u r c e a v a i l a b i l i t y a n d a l l o c a t i o n ; m e t h o d s a n d m o d e l s i n t h e a n a l y s i s a n d e v a l u a t i o n o f h e a l t h , s e c t o r fi n a n c i n g .

2. 2.

3.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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4. F i n a n c i a l M a n a g e m e n t i n h e a l t h s e r v i c e s: b u d g e t i n g , c o n t r o l , p r i c i n g an d effi ci en cy. Ec o n o mi c s o f N on -G o ve r n men ta l hea lt h ca r e; e c o n o mi c s o f va r iou s Nati o nal , h eal t h pr o gra mmes. References : Carrin.G , Economic Eva luation of Health in Developin g Countries, 1983, Oxford Un iversi ty Press , Ne w York. C l e v e r l e y . W . D . , e d , F i n a n c i a l M a n a g e m e n t o f H e a l t h C a r e Fa c i l i t i e s , 1976, Aspen, Maryland. Conyers.D and H ills.P, An introduction to development planning in the t h i r d wo r l d , 1 9 8 4 , J o h n W i l e y , N e w Yo r k . Drummond. M. F, Princip les of Economics appraisal in Health Care, 1985, Oxford Un iversi ty Press , Ne w York. Fe r r o r . H . P e d , H e a l t h S e r v i c e s : A d m i n i s t r a t i o n , r e s e a r c h a n d M a n a g e m e n t , 1 9 7 2 , B u t t e r wo r t h s , L o n d o n . Fe r r n a t i . P . J , H e a l t h c a r e e c o n o m i c s , 1 9 7 9 , J o h n W i l e y , N e w Yo r k . Bond Richard.g, G.S.Michaelsen and Roger L Deroos, Environmental Health & Safety in hea lth care faci li ties , Macmi llan Pub.c o.inc, 1973. Journal of Hazardous waste management, USA Z we i f e , P e t e r I a n d Fr i e d r i c h B r e y e r H e a l t h E c o n o m i c s , O x f o r d Universi ty Press, Ne w York, 1997. Ku r t , D a r r & J o n a t h a n . S . R . , H o s p i t a l o r g a n i z a t i o n a n d m a n a g e m e n t : Text and reading, CBS publishers & D ist ributors , 1992. Goyal.R.C Handbook of hospital personnel management, Prentice Hall of India, Ne w De lhi, 1993.

5.

4. 4 El ec ti ve H CM 6: H e al th and H ospi tal Inf or mati on Syste ms


1. C o n c e p t o f h e a l t h ; h e a l t h c a r e a n d h o s p i t a l s, I n d i a n h e a l t h c a r e s y s t e m , G o v e r n m e n t - h e a l t h c a r e i n t e r fa c e : H o s p i t a l a s a su b s y st e m o f h e a l t h c a r e s y st e m ; h o s p i t a l f u n c t i o n s. H o s p i t a l o r g a n i z a t i o n , c l a s s i f i c a t i o n o f h o s p i t a l s; c o m p o n e n t s o f a h o s p i t a l s y st e m ; c h a n g i n g r o l e o f h o s p i t a l a d m i n i s t r a t i o n ; n e e d f o r m a n a g e r i a l fu n c t i o n a l s p e c i a l i s t s, i s su e s a n d c h a l l e n g e s o f h o s p i t a l ma na g e m e nt. D e c i si o n m a k i n g i n h o s p i t a l s , u n d e r s t a n d i n g d e c i si o n m a k i n g p r o c e s s; d r a w b a c k s o f h o s p i t a l c o m m u n i c a t i o n s y st e m ; n e e d fo r s y s t e m s ap pr oa ch t o ho sp ita l. Co n c e pt s o f co m pu t er s a n d c o m mu n i ca t io n t e ch n o lo g y, da ta ba se c o n c e p t s, n e t w o r k s a n d c o m m u n i c a t i o n ; t y p e s o f n e t w o r k s , n e t w o r k t o p o l o g i e s , i n f o r m a t i o n t e c h n o l o g y i n h o sp i t a l s; I n f o r m a t i o n s y st e m c o n c e p t s, t y p e s o f i n f o r m a t i o n s y st e m s . H o s p i t a l i n f o r m a t i o n s y s t e m ; s y s t e m s a n a l y si s a n d d e si g n o f h o s p i t a l i n f o r m a t i o n s y s t e m s ; d e si g n c o n si d e r a t i o n s; d e v e l o p m e n t a p p r o a c h e s; i mp l e m e nta t i o n stra t e gi e s; fu n c ti o na l it y o f c o m pu t er i z e d h o spi ta l i n f o r m a t i o n s y s t e m s, m e r i t s a n d d e m e r i t s o f C H I S , t r e n d s i n H I S ; H I S a s a c o n t r o l s y s t e m ; r e s o u r c e u t i l i z a t i o n & c o n t r o l i n h o s p i t a l s , i s su e s a n d c ha l l e ng e s o f h o sp ita l ma na g e m en t. References : L e l e . R . D c o m p u t e r s i n M e d i c i n e , T a t a M c G r a w H i l l Pu b l i s h i n g C o . L t d , Ne w De lhi, 1988. S a i n i , A n i l Ku m a r M a n a g e m e n t I n f o r m a t i o n S y s t e m ( M I S ) i n h o s p i t a l s , D e e p & D e e p Pu b , 1 9 9 3 . Pa n k o , R a y m o n d . R , B u s i n e s s D a t a C o m m u n i c a t i o n s , P r e n t i c e H a l l I n c , London, 1997. H o s p i t a l I n f o r m a t i o n S y s t e m s T h e N e x t g e n e r a t i o n , Ve l d e , R u d i Va n d e S p r i n g e r Ve r l a g , 1 9 9 2 . Ward, John, Pr i n c i p l e s o f I n f o r m a t i o n Systems Management, Routledge, London, 1995.

2.

4. 3 El ec ti ve H CM 5: Envi r on me ntal H e al th M anage me nt and Safe ty Pl anni ng


1. Co n cept o f h eal t h ca r e p la nn i ng , h ealt h ex p end itu r es, h o spi tal s a s a h e a l t h c a r e d e l i v e r y s y s t e m ; M a n a g e m e n t o f h e a l t h c a r e s y s t e m s; D i m e n si o n s o f h e a l t h c a r e m a n a g e m e n t .

3.

4. 2. Ma nag emen t o f Qu al it y; co ncep t s o f en vir o n menta l h eal th car e; M i c r o b i o l o g i c a l c o n s i d e r a t i o n s; L a u n d r i e s , C S S D , i n s e c t , R o d e n t contr ol. E m e r g e n c y a n d d i sa s t e r p l a n n i n g ; sa f e t y m a n a g e m e n t ; p a t i e n t s a n d p e r s o n n e l sa f e t y , f i r e sa f e t y , g e n e r a l sa n i t a t i o n . H a z a r d o u s w a st e m a n a g e m e n t ; s o l i d w a st e h a n d l i n g & d i s p o sa l ; l i q u i d wa s t e h a n d l i n g , c o l l e c t i o n & d i s p o sa l ; w a t e r t r e a t m e n t a n d di str ibu ti on. Pla nni ng and or ga ni zing for sa f e t y and wa s t e ma na g e me nt. L e g a l a n d s o c i a l a s p e c t s o f wa s t e m a n a g e m e n t ; t r e n d s a n d p r a c t i c e s ; m a n a g e m e n t o f c o st s ; h e a l t h c a r e b u d g e t i n g ; c o st c o n t a i n m e n t ; ma na g e me nt of c o n fl i c t s ; or ga ni zing for b ett er h eal th car e m a n a g e m e n t ; c o l l e c t i v e e m p l o y e e p a r t i c i p a t i o n ; b a r g a i n i n g ; r e wa r d s and pu ni shment s. References : Fe r r y , T e d S a f e t y & h e a l t h R e i n h o l d , N e w Yo r k , 1 9 9 0 . management planning, Van Nostrand 5.

3.

4.

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B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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Health In formation in India, Central Bureau o f health Intelligence, Min istry of Health & Fami ly We lfare, Govt . o f India , Ne w Delhi. A wa d , E l i a s . M , S y s t e m s A n a l y s i s & D e s i g n , Pr e n t i c e H a l l o f I n d i a , Ne w De lhi, 1990. 2. M e c h a n i c s o f s e t t i n g o f n e w e n t e r p r i s e s si z e a n d l o c a t i o n , o p t i m u m u n i t s i t s m e a n i n g a n d d e t e r m i n a n t s ; si z e o f i n d u s t r i a l u n i t s i n I n d i a . T h e o r y o f i n d u s t r i a l l o c a t i o n fa c t o r s d e t e r m i n i n g t h e i n d u s t r i a l l o c a t i o n . R e g i o n a l d i s t r i b u t i o n o f i n d u st r i a l a c t i v i t y i n I n d i a ; R e c e n t t r e n d s i n t h e l o c a l i z a t i o n o f i n d u st r i a l a c t i v i t y i n I n d i a : R e g i o n a l pla n ni n g o f i n du stria l a ct i vi ty i n I n dia. F e a si b i l i t y s t u d i e s: t e c h n i c a l , m a r k e t i n g a n d f i n a n c i a l ; M a n a g e r i a l p r o b l e m s o f n e w e n t e r p r i s e s; p r o d u c t i o n p u r c h a si n g , f i n a n c i n g l a b o u r a n d ma rk e ti n g pr o bl e m s. Fa cil it i es pr o vi d ed b y di ffer en t i n sti tu ti o n s a n d Ag en cies i n I n dia , f i n a n c i n g fa c i l i t i e s f o r n e w e n t e r p r i s e s , m a r k e t i n g a n d o t h e r fa c i l i t i e s . References : Catict s A Dalley; entrepreneuria l Management going all out for results (McG ra w H il l, 1971). Clel land.D. C and D.G. Winer ; Mot ivating Economic Ach i evement (Ne w York1969) Drucker, Peter , Innovatin and En trepreneurship, east- West Press (P) Ltd., 1992. F. M. Harblson; Entrepreneurial Organizat ion as a factor in economic development, quarter ly journal in economics August 1952. Gupta.C .B and Srinivasan , Entrepreneurial Deve lopment in India, Ne w Delhi, Sultan Chand, 1997. H i s r i c h , R o b e r t . D a n d Pe t o r s , m i c h e a l . P E n t r e p r e n e u r s h i p ; S t a r t i n g , developing and managing a Ne w En terprise , 3 rd ed. Ch icago, Ir win, 1995. H o l t D a v i d . H , E n t r e p r e n e u r s h i p N e w v e n t u r e c r e a t i o n , E n g l e wo o d cliffs, Ne w Jersey , Prentice Hall Inc., 1992.

3.

4. 5 El ec ti ve H CM 7: H e al th Communi c ati on: D e ve l op me nt and Di sse mi nati on


1. A n o v e r v i e w o f m a n y su b st a n t i v e a r e a s o f s t u d y w i t h i n h e a l t h c o mmu ni ca t i on lik e in t er p er so nal c o m mu ni ca ti o n, in t er -cu l tu ral c o m m u n i c a t i o n , m a s s m e d i a h e a l t h i m a g e s , c o m m u n i c a t i o n c a m p a i g n s, alt er nat i ve medi cin e h eal th et h ics. U s e o f l e a s t t h r e e a r t i fa c t s ( su c h a s p a m p h l e t s , p r i n t a d s , v i d e o , e t c ) a n a l y s i s t h e r h e t o r i c o f a su c c e s s fu l o r a n u n su c c e s s fu l h e a l t h c o m m u n i c a t i o n c a m p a i g n su c h a s A I D S a wa r e n e s s , s m o k i n g c e s sa t i o n . Pla n, d el iv e r & e va lu a t e h ea l th i n fo r ma t io n & d i sea se p r ev e n ti o n ca mpai g n s, a d vo ca t e fo r h eal t h p ol i cy i n itia ti v es. M a n a g e h e a l t h c a r e d e l i v e r y sy s t e m s for a h eal th y ca mpai g n or d ev el o p lit eracy & strat egies di ssemina ti on i n fro m r esear ch in h ea ri n g, bala n ce, lan gu a g e. or pr o du c e t h e wri tt e n ma t eria l a t el evi si on pr o gr amme/H eal th ar ea s o f pu b li c h ealt h emer gi n g s m e l l , t a st e , v o i c e , s p e e c h o r

4.

5.

2.

3.

4.

5.

Pr oduce ma t eria l s t hat ma k e complex u n d e r st a n d a b l e t o p u b l i c e . g . m a t e r i a l s c o u n s e l i n g i n a r e a s o f i n h e r i t e d d i s o r d e r s.

di sea se i s su e s mor e t o acco mp an y g en et i c

References : Pa y e r s , L y n n , M e d i c i n e & c u l t u r e N e w Y o r k : H e n r y H o l t & c o m p a n y 1996. D u Pr e , A t h e n a , C o m m u n i c a t i n g a b o u t h e a l t h ; C u r r e n t i s s u e s & perspective. Mountain vie w LA ; May fie ld publish ing com pany, 2000. Health commun ication, Ne w Jersey school of public health , 1998. Role of mass media in parenting education , 1997. Harv ard school of public health centre for health communica tion. Text book of prevent ive & social medic ine, 2000.

4. 3 El ec ti ve SB M &E 5: Entr e pre ne ur i al De ve l op me nt


1. En tr epr en eu ria l traits, types and si g ni fi can ce; Definitions, c h a r a c t e r i s t i c s o f E n t r e p r e n e u r i a l t y p e s , q u a l i t i e s a n d fu n c t i o n s o f entr ep ren eu r s, R ol e a n d i mp orta n ce o f en tr epr en eu r in eco no mi c gr owth. Co mp eti n g th eor i es o f ent r ep r en eu r sh i p; en tr epr en eu ria l Dev el o p ment p r o g r a m m e i n I n d i a . H i st o r y , S u p p o r t , o b j e c t i v e s , st a g e s o f p er for ma n c e s; pla n ni n g a n d ED P o b j e cti v e s. T a rg e t gr ou p , sel e ct i on o f centr e, pr e-tra i ni ng work. G o v t . P o l i c y t o wa r d s S S I s ; E n t r e p r e n e u r i a l i n p u t ; e n t r e p r e n e u r i a l b ehav i ou s an d en tr epr en eu ria l mo ti vat i on . N -Achi ev ement an d m a n a g e m e n t su c c e s s , e n t r e p r e n e u r i a l su c c e s s i n r u r a l a r e a .

2.

SM ALL B USINESS M ANAG EM ENT & ENTREPRENE URSH I P 4. 2


1.

El e c ti ve SB M &E 4: Ne w Enter pr i se M anage me nt

3.

En tr epr en eu r shi p a n d it s r ol e i n eco no mi c d ev el o p ment . Pr o bl ems o f i n d u st r i a l i z a t i o n i n u n d e r d e v e l o p e d c o u n t r i e s w i t h s p e c i a l r e f e r e n c e t o I n d i a . I n d u s t r i a l p o l i c y , R e g u l a t i o n a n d c o n t r o l o f i n d u st r i e s i n I n d i a .

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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4. I n n o v a t i o n a n d e n t r e p r e n e u r ; e s t a b l i sh i n g e n t r e p r e n e u r s s y st e m . S e a r c h f o r b u si n e s s i d e a , s o u r c e s o f i d e a s, i d e a p r o c e s s i n g , i n p u t r e q u i r e m e n t s; S o u r c e s a n d c r i t e r i a o f f i n a n c i n g , fi x e d a n d w o r k i n g c a p i t a l a s s e s s m e n t ; T e c h n i c a l a s s i st a n c e , m a r k e t i n g a s s i st a n c e , si c k n e s s o f u n i t s a n d r e m e d i a l a s si s t a n c e ; p r e p a r a t i o n o f f e a si b i l i t y r e p o r t s a n d lega l for mali ti es a nd d o cu men tati o n . References : C l i f f t o n D a v i s . S a n d Fy l i e D a v i d . E , Pr o je c t Fe a s i b i l i t y A n a l y s i s , 1 9 7 7 J o h n Wi l e y , N e w Yo r k . Desai.A.N, Entrepreneur & Environment, 1990 Ashish, Ne w De lhi. D r u c k e r Pe t e r , I n n o v a t i o n a n d E n t r e p r e n e u r s h i p , 1 9 8 5 , H e i n e m a n n , London Jain Ra jiv, Planning a Small Scale Industry; A Guide to Entrepreneurs, 1984, S.S . Books, Delhi. Ku m a r . S . A , E n t r e p r e n e u r s h i p i n S m a l l I n d u s t r y , 1 9 9 0 , D i s c o v e r y , N e w Delhi. McC lel lan.D. C and Winter. W. G , Motivat ing Economic Achievement , 1 9 6 9 , Fr e e P r e s s , N e w Yo r k . Pa r e e k , U d a i a n d Ve n k a t e s w a r a R a o . T , D e v e l o p i n g E n t r e p r e n e u r s h i p A Handbook on Learning System s, 1978, Learning System s , De lhi. Pa p o l a . T . S , R u r a l I n d u s t r i a l i z a t i o n Bombay, H imalaya, 1982. P i c k l e H a l B a n d A b r a h a m jo n , R o y e e . L , 5 t h e d . N e w Yo r k , J o h n W i l e y , 1 9 9 0 . Schumacher.E.F, S mall is Beautiful, Ne w Ve p a R a m . N , H o w t o s u c c e s s i n s m a l l 1984. approaches and potential,

Smal l Bus iness Management, Delh i, Rupa, 1990 industry , Ne w Delhi, Vikas ,

5.

4. 5 El e c ti ve SB M&E 7: G ove r nanc e & M anag e me nt of N onPr ofi t O r gani z ati ons (N PO s)/ NG O s
1. G o v e r n a n c e & M a n a g e m e n t o f N o n - P r o f i t o r g a n i z a t i o n s ( N P O s ) / N G O s; A n I n t r o d u c t i o n & D i s c o v e r i n g t h e t h i n l i n e o f d i v i si o n . G o v e r n a n c e I s su e s: G o v e r n i n g b o d y & s t r a t e g i c m a n a g e m e n t , a c c o u n t a b i l i t y , t r a n s p a r e n c y , su st a i n a b i l i t y & P a r t i c i p a t i o n , N o r m s o f Go o d G o v er nan ce, NGO /N PO Accr ed itat i o n, G en d er E mp o wer men t an d c a p a c i t y b u i l d i n g n e e d s : A s s e s s m e n t f o r st r e n g t h e n i n g G o v e r n a n c e . M a n a g e m e n t P r a c t i c e s o f f i n a n c i a l r e s o u r c e s, h u m a n r e s o u r c e s & ext er na l r esou r ces. P r o j e c t p l a n n i n g , d e si g n & i m p l e m e n t a t i o n . Ma cr o p er sp ecti v es o f G o v er na n ce & D ev el op men t; G o o d Go v er na n ce D e v e l o p m e n t a p p r o a c h e s ( D e m a n d si d e ) , s o c i a l a c c o u n t a b i l i t y , pa rt i ci pa ti o n & c iv i c e n ga g e m en t, co m mu n it y dr i v en d e v el o p m e nt (CDD) a nd ent itl ement, a nd r ight ba se appr oa ches. References : L e a d e r s h i p i n N o n p r o f i t o r g a n i z a t i o n s Ka t h r y n A . A g a r d - S a g e publication N o n p r o f i t O r g a n i z a t i o n s : T h e o r y , M a n a g e m e n t & Po l i c y H e l m u t K.Anheie r Amazon M a n a g i n g t h e N o n - Pr o f i t o r g a n i z a t i o n J o h n Wi l e y & S o n s . D r u c k e r . P . F (1 9 9 0 ) N e w Yo r k : H a r p e r C o l l i n s M a n a g i n g t h e N o n - P r o f i t o r g a n i z a t i o n : Pr a c t i c e s a n d Pr i n c i p l e s . N e w Y o r k : H a r p e r C o l l i n s Pu b l i s h e r s .

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4. 5.

4. 4 El ec ti ve SB M &E 6: Smal l B usi ne ss En vi r onme nt and M anage me nt


1. S m a l l B u si n e s s i n I n d i a n E n v i r o n m e n t E c o n o m i c , S o c i a l , P o l i t i c a l c u l t u r a l a n d l e g a l ; P o l i c i e s G o v e r n i n g s m a l l s c a l e u n i t s; i n d u s t r i a l p o l i c i e s a n d st r a t e g i e s r e l a t i n g t o s m a l l s c a l e s e c t o r . T ech n ol o gi ca l Kno w-h o w a n d ap p ro pr iat e t ech n ol o g y; Q u alit y cir cl es a n d pr o du ct iv it y a n d li nk a g e b e t we e n sma ll a n d bi g bu sin e ss. O r g a n i z a t i o n a l st r u c t u r e a n d o t h e r c h a r a c t e r i s t i c s o f s m a l l fi r m s ; S p e c i a l p r o b l e m s i n t h e m a n a g e m e n t o f s m a l l b u si n e s s i n v a r i o u s fu n c t i o n a l a r e a s l i k e f i n a n c e , m a r k e t i n g , p r o d u c t i o n a n d p e r s o n n e l . Si ck n e ss i n t h e sma l l -sca l e se c t or; M o d er ni za ti o n o f sma l l a n d vi lla g e i n d u st r i e s ; T r a i n i n g p r o g r a m m e s a n d c o n su l t a n c y s e r v i c e s. I n s t i t u t i o n a s si s t i n g e x p o r t p r o m o t i o n o f s m a l l b u si n e s s i n I n d i a ; Ex p or t pr o mot i on cou n cil s g l oba l p er sp ect i v e o f small bu sin ess i n s e l e c t e d c o u n t r i e s. References : D e s a i Va s a n t , O r g a n i z a t i o n a n d M a n a g e m e n t o f S m a l l s c a l e i n d u s t r y , Bombay, H imalaya, 1979. Small Scale Industries and Entrepreneurship, Bomba y, Himalaya, 1995.

2.

3.

4.

RETAIL & SUP PLY CH AIN M ANAG EM ENT 4. 2 El ec ti ve R&SCM 4: Sale s and Logi sti c s M anage me nt
1. S a l e s M a n a g e m e n t : O b j e c t i v e s o f sa l e s m a n a g e m e n t , P e r s o n a l s e l l i n g p r o c e s s , D e v e l o p i n g p e r s o n a l s e l l i n g s t r a t e g i e s. O r g a n i z i n g t h e sa l e s f o r c e -T y p e s o f sa l e s o r g a n i z a t i o n s - D e t e r m i n i n g t h e k i n d o f s a l e s f o r c e a n d S i z e o f t h e sa l e s f o r c e . Q u a l i t i e s o f sa l e s e x e c u t i v e s.

5.

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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2. M a n a g i n g t h e S a l e s F o r c e : r e c r u i t i n g , S e l e c t i n g a n d T r a i n i n g t h e sa l e s for c e . T i me a nd t err it or y ma na g e m en t, Sa l e s t err it or i e s a n d Sa l e s q u o t a s - C o m p e n sa t i n g sa l e s f o r c e , M o t i v a t i n g t h e sa l e s f o r c e C o n t r o l l i n g t h e sa l e s f o r c e - E v a l u a t i n g t h e sa l e s f o r c e . Retai li n g a n d W h ol esali n g: no n -st or e r etai li n g, E -ta ili n g, Di r ect m a r k e t i n g , T e l e m a r k e t i n g , M a r k e t i n g o n t h e n e t - F u t u r e o f sa l e s ma na g e me nt. D i st r i b u t i o n a n d L o g i s t i c s M a n a g e m e n t : D e s i g n o f d i s t r i b u t i o n c ha nn e l, S tru ctu r e a n d Cha n n el ma na g e m e nt . Co m p o n e nt s o f l o gi sti c si n b o u n d a n d o u t b o u n d l o g i st i c s, k e y l o g i s t i c s a c t i v i t i e s v i z . , C u s t o m e r s e r v i c e s -D e m a n d f o r e c a st i n g - I n v e n t o r y m a n a g e m e n t - M a t e r i a l h a n d l i n g C o m m u n i c a t i o n -O r d e r processi ng, P a c k a g i n g -T r a f f i c and t r a n s p o r t a t i o n - W a r e h o u s i n g a n d st o r a g e . Dev el o pi n g L o g i st i c s Stra t eg y : l ogi sti cs i n for ma t io n sy st e m, O r g a n i z i n g f o r e f f e c t i v e l o g i s t i c s , I m p l e m e n t i n g l o g i st i c s s t r a t e g y C o m p u t e r p a c k a g e s u s e d i n l o g i st i c s. Reference : Sales Management Dec isions , Strateg ies and Cases R i chard R.Sti ll , E d wa r d W . C u n d i f f a n d N o m a n A . P . G o v a n i P r o f e s s i o n a l S a l e s M a n a g e m e n t R . E . A n d e r s o n , J o s e p h F. H a r , A i a n J.Bash Market ing Channels Louis W. Stern, Ade l I .E R Ansary , T. Coughlan Fu n d a m e n t a l s o f L o g i s t i c s M a n a g e m e n t M . L a m b e r t , J a m e s R . S t o c k , M. El iram Logist ics Management Donald J .B . and D.J. Closs Logist ics and Supply Chain Management Mart in Chr isto pher Sales Management Analysi s and Decisions Makin g Thomas N.Ingram M a n a g i n g S u p p l y C h a i n J . L . G a t t o r n a n d D . W . Wa l d i s p l a n n i n g a n d b u d g e t i n g , m o d e l s t o c k , n e v e r - o u t l i s t s, o p e n - t o - b u y ; F o r e c a st i n g a n d m o d e l i n g t e c h n i q u e s. 4 . V i su a l M e r c h a n d i si n g - S p a c e m a n a g e m e n t , i t s i m p o r t a n c e f i n a n c i a l l y a n d t h e d i f f e r e n t t e c h n i q u e s u s e d t o m a n a g e s p a c e ; T h e c u st o m e r d e ci si on ma k i n g pr o c e ss a n d i t s a ffe c t o n sto r e la y ou t a n d pr o du c t; G e n e r i c st o r e l a y o u t s a n d t h e i r a d v a n t a g e s a n d d i sa d v a n t a g e s ; D i r e c t P r o d u c t P r o f i t ( D P P ) , AB C a n a l y s i s a n d i m p l i c a t i o n s f o r v i su a l mer cha n di si ng . 5 . B u y i n g a n d S u p p l y i n g - K e y o p e r a t i o n a l o b j e c t i v e s : sp e e d , c o st , q u a l i t y , d e p e n d a b i l i t y , fl e x i b i l i t y ; S u p p l i e r s e l e c t i o n a n d e v a l u a t i o n , o r d e r q u a l i f i e r s a n d o r d e r w i n n e r s, c u st o m e r sa t i s fa c t i o n i n d i c e s a n d ser v i ce l ev el a gr eement s a s a p pli ed b y r eta il er s; Pa r tn er sh i p s for c o m p e t i t i v e a d v a n t a g e , Q u i c k R e s p o n s e ( Q R ) , E f f i c i e n t C u st o m e r Response (E CR) a nd Vendor Ma na ged I nvent or y ( VMI ). Reference : R e t a i l i n g M a n a g e m e n t , 5 t h E d . M i c h a e l L e v i a n d B a r t o n A . We i t z . I r wi n M c G r a w- H i l l , N e w Y o r k , N Y . 2 0 0 4 . Berman and Evans, Retai l Management , Prentice Hal l 200 4 Levy and Wei tz, Re tai ling Management, Ir win 2004 D u n n e , L u s c h a n d G a b l e , R e t a i l i n g , S o u t h - We s t e r n 2 0 0 2 Davis and Ward, Managing Re tail Consumpt ion, John Wi le y & Sons 2002 R o b e r t S p e c t o r a n d Pa t r i c k D M c C a r t h y , T h e N o r d s t r o m W a y : T h e I n s i d e S t o r y o f A m e r i c a s # 1 C u s t o m e r S e r v i c e C o m p a n y , J o h n Wi l e y & Sons, Inc . 1995 Judi Bevan, The R ise and Fall of Marks & Spencer, Prof il e Books Ltd 2001 Cases: \Sport Ober meyer Ltd ." (HBS case #695022) and \ Wal- Mar t S t o r e s i n 2 0 0 3 " (H B S c a s e # 9 7 0 4 4 3 0 ) .

3.

4.

5.

4. 4 El ec ti ve R&SCM 6: Pr omoti on & Re l ati ons hi p M anage me nt


1. T h e Ma rk e ti n g C o m mu n i ca t io n P ro c e ss: a M o d el o f co m mu n i ca ti o n e f f e c t s. Promotion Mi x, I nt egrat ed Mark eti ng C o m mu ni ca t i o n (IM C) Stra t egy. Pr omoti on a nd I MC pla nni ng a nd S trat egy. T he In te r na ti o na l ma rk et e n vir o n m e nt for P ro m o ti o n & I MC . A d v e r t i si n g : M e s sa g e a n d M e d i a S t r a t e g i e s: a d v e r t i si n g o b j e c t i v e s . Cr eati v e strat eg y: T h e cr eat iv e i d ea, cr ea ti v e ex ecu t io n T acti cs. Cr eati v e ex ecu t i on : Att ent io n a n d stru ctu r e o f Adv ert i sement s. M edia strat egy a nd I mpl ementa ti on. P er so nal S ell in g & Sal es Mana g ement : p er so n n el S elli n g Pr o cess a nd a p p r o a c h e s , S a l e s m a n a g e m e n t - O b j e c t i v e s, P o l i c i e s & S t r a t e g y , S a l e s Ma nag emen t p r o cess, M ot i vati n g , C o mp en sati n g . Sa l es Bu d g et s, Qu ota s a n d Sal es T er ri to ri es.

4. 3

El e c ti ve R&SCM 5: Re tai l M anage me nt

1 . In tr o du c ti o n t o R eta il in g - Si z e, e c o n o mi c i m p or ta nc e a nd c o m p et iti v e stru ctu r e ; C o mmon r e ta i l for ma t s;T h e r e ta il ma rk e ti n g mi x; T h e r o l e o f th e r eta il bu y er a n d th e work o f t h e bu y i ng o ffi ce / mer cha n di se d e p a r t m e n t ; O r g a n i sa t i o n a l st r u c t u r e s a n d t h e o r g a n i s a t i o n o f r e t a i l buyi ng. 2 . I n v e n t o r y M a n a g e m e n t - K e y p e r f o r m a n c e r a t i o s, - m a r g i n o n r e t u r n s , g r o s s m a r g i n , s t o c k t u r n , f o r wa r d c o v e r , m a r k d o w n , g r o s s m a r g i n r e t u r n o n i n v e n t o r y ( G M R O I ) ; S t o c k t a k i n g m e t h o d s, ; T h e c a u se s o f m a r k d o w n , s t r a t e g i e s t o l i m i t m a r k d o w n s; T h e i m p l i c a t i o n s f o r e f f e c t i v e m a n a g e m e n t o f G M R O I o n t h e fi n a n c i a l h e a l t h o f t h e b u si n e s s ; M e r c h a n d i s e m a n a g e m e n t f o r m a x i m u m G M R O I . 3 . M e r c h a n d i si n g - P r o d u c t a s s o r t m e n t s t r a t e g i e s r e l a t e d t o r e t a i l fo r m a t ; B r a n d i n g a n d r e t a i l e r s o w n b r a n d d e v e l o p m e n t ; R a n g e a s s o r t m e n t

2.

3.

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Operations Research Hamdy Taha Theory and Problems o f Opera tions Research Richard B rouer Mathemat ical Methods in Bus iness Barnet t and Sieger Operations Research S .D. Sharma

4.

C u st o m e r R e l a t i o n s M a n a g e m e n t : m e a n i n g , d e fi n i t i o n , P r a c t i c e , T ech n ol o g y . Cu sto mer Li fe C y cl e, C RM P ro cess, N eg ot iati n g wit h Key Cu st o mer s- Cal l C entr es, Cu st o mer I nt era cti o n , N eg ot iati o n a s a P r o c e s s, T o o l s o f N e g o t i a t i o n , N e g o t i a t i o n Au d i t , A p p l i c a t i o n pr o vi d er s a nd C R M. F oundat i ons Cu st o mer s, pr io rit i zi n g Relationship o f C u s t o m e r C e n t r i c B u si n e s s : i n t e r n a l p r o c e s s a n d E x t e r n a l P r o c e s s a n d C u s t o m e r s, K e y C u s t o m e r s, Key C u st o m e r s , C u s t o m e r Stra t eg y gri d. Part ner Ma nagement ( PR M) , T he T echnol ogy in PR M.

B ANK ING & INSURANCE


5.

4. 2
1.

El e c ti ve B &I 4: ICT Appl i c ati ons i n B anki ng


In for ma ti o n & co m mu n i ca t io n t e c h no l o gy a p pli ca ti o n i n Ba nk s. Ov er v i ew o f vari ou s t ech no l o gy plat fo r ms, corr esp o n d en ce ba nk i n g.

Reference : Semenik, 2006, Promot ion and I MC , Thomson. Belch, 2005, Advertis ing and Promotion , T MH. C l o w , 2 0 0 7 , I n t e g r a t e d A d v e r t i s i n g , Pr o m o t i o n a n d M a r k e t i n g , 3 r d Edit ion, Thomson. Stil l, Cundif f and Govni , Sa les Management, PHI / Pearso n. Batra, Myers and Aaker, 2005, Advertis ing Management, PHI / Pe a r s o n . C l o w , 2 0 0 7 , I n t e g r a t e d A d , Pr o m o t i o n a n d M a r k e t i n g C o m m u n i c a t i o n , 3rd Edition. Ron Hasty and James Reardon, 1997 Retai l Management, McGra w H ill International Edition. Pa u l G r e e n b e r g , 2 0 0 5 , C R M a t t h e S p e e d o f L i g h t , T M H Ke n B e r n e t t , 2 0 0 5 , T h e H a n d B o o k o f Ke y C u s t o m e r R e l a t i o n s h i p M a n a g e m e n t , Pe a r s o n e d u c a t i o n . J a g a d i s h S e t h , A t u l Pa r i v a r t i y a r & S h a i n e s h , 2 0 0 5 , C u s t o m e r Relat ionship Management, T MH .

2. 3. 4. 5.

E -co mmer ce ov erv i ew o f var iou s p orta l s i n I nd ia. O n l i n e t r a d i n g i n s e c u r i t i e s : L e g a l & T e c h n i c a l i s su e s . O u t l i n e s o f c y b e r l a w s & s y s t e m s e c u r i t y i s su e s . C u st o m e r r e l a t i o n s h i p m a n a g e m e n t .

4. 3 El ec ti ve :B&I-5: Law & Pr ac ti c e of Ins ur an c e


1. 2. 3. 4. 5. P r i n c i p l e s o f I n su r a n c e : L i f e , m a r i n e a n d f i r e e t c . O v e r v i e w o f i n su r a n c e i n d u st r y i n I n d i a b o t h p u b l i c & p r i v a t e s e c t o r . L e g a l f r a m e w o r k f o r I n su r a n c e B u s i n e s s I R D A C r o p i n su r a n c e i n I n d i a . New p en si on sch eme o f G oI . a nd p en sio n sch emes o f LIC & o t h er p r i v a t e s e c t o r i n su r a n c e c o m p a n i e s.

4. 5 El ec ti ve R&SCM 7: O per ati ons Re se ar c h


1. M o de l B uil d ing i n OR : li n ea r pr o gra m m i ng , F o r mu la ti o n, Gra ph i ca l s o l u t i o n s S i m p l e x m e t h o d B i g - M m e t h o d , D u a l i t y a n d s e n si t i v i t y a n a l y s i s.

4. 4 El ec ti ve : B &I - 6: Li fe, H e al th & Ge ne r al Ins ur anc e


1. T y p e s o f l i f e i n su r a n c e p o l i c i e s A n o u t l i n e o f i m p o r t a n t o f l i f e i n su r a n c e p o l i c i e s i s su e d b y L I C & o t h e r m a j o r p r i v a t e s e c t o r l i f e i n su r a n c e c o m p a n i e s i n I n d i a T yp es o f H eal th i n su r a n c e e t c . I n su r a n c e p o li ci es. G r oup i n su r a n c e , med i cal

2 . T r a n s p o r t a t i o n a n d As s i g n m e n t P r o b l e m : t r a v e l i n g sa l e s m e n p r o b l e m s , S ol vi n g t h e sequ en ci n g pr o bl ems, b ran d swit chi n g pr o b lems. 3 . Que u ing M o de ls: d et er mi ni sti c a n d pr o ba bi li sti c mo d el s, S in g l e ser v er a n d mu l ti p l e ser v er mo d el I n fi nit e po pu la ti o n .

2.

3. 4. N e t wo r k A n a l y s i s : P E R T & C P M , D e t e r m i n a t i o n o f f l o a t s, T i m e - c o s t T rad e-o ff a n d Cra shi n g o f n et work s. T h eo r y o f ga mes T wo p er so n s Z e r o - su m g a m e .

T y p e s o f G e n e r a l I n su r a n c e p o l i c i e s: M a j o r t y p e s o f f i r e , p r o p e r t y , & m o t o r v e h i c l e i n su r a n c e . I R D A g u i d e l i n e s r e l a t i n g t o l i f e i n su r a n c e p o l i c i e s . O u t l i n e s o f w o r k i n g o f p u b l i c s e c t o r g e n e r a l i n su r a n c e c o m p a n i e s .

4. 5.

5 . D e c i s i o n T h e o r y : D e c i s i o n m a k i n g u n d e r r i sk a n d u n c e r t a i n t y , d e c i s i o n t r e e s. U s e M S E x c e l s o l v e r f o r t h e a b o v e m o d e l s . References : Quantitat ive Techniques in Management N.D . Vohra Operations Research Wagner

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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4. 5 El e c ti ve :B &I - 7: Ac tur i al M athe mati c s and Stati c s
1. Ti me v a lue o f M o ney : S i mpl e in t er est an d co mp o n ent in t er est, c o n t i n u o u s c o m p o u n d i n g , p r e s e n t v a l u e a n d fu t u r e v a l u e , y i e l d , I R R , co mpu tat i on o f ca sh flo ws. Prob abil it y: C oncept of pr obabil it y, types of pr oba bi li ty d i s t r i b u t i o n s, sa m p l i n g & h y p o t h e s i s t e st i n g , B a y e s t h e o r e m . M o de ls: Ma rk o v C ha i n , C ha p ma n -Ko l m og o ro v equ a ti o n. T e s t s : C h i - s q u a r e t e s t , s t a n d a r d i z e d d e v i a t i o n t e s t , si g n t e s t , c u m u l a t i v e d e v i a t i o n t e st , g r o u p i n g o f s i g n t e s t , s e r i a l c o r r e l a t i o n t e s t . GUI DEL INE S FO R P REP AR ATIO N O F M B A PRO J E CT RE PO RT S AR R AN G E M E N T O F C H A P T E R S * Co v er T it l e Pa ge ( F or ma t e n cl o se d) In n er ti tl e pag e ( Sa me a s co v er ti tl e pa g e) C e r t i f i c a t e fr o m g u i d e a n d c h a i r m a n a n d d e c l a r a t i o n b y t h e s t u d e n t . C e r t i f i c a t e fr o m c o m p a n y / f i r m , w h e r e t h e p r o j e c t w o r k i s c a r r i e d o u t . ( N o t re qu i r ed i f pr oj e c t wo rk i s n ot ba se d on a c o m pa n y/ fir m) . A c k n o wl e d g e m e n t L i s t o f t a b l e s a n d f i g u r e s. A b b r e v i a t i o n s/ o p e r a t i o n a l d e f i n i t i o n s u s e d . I n t r o d u c t i o n s h o u l d i n c l u d e t h e f o l l o wi n g : P r o b l e m d e fi n i t i o n / s t a t e m e n t . T h i s w i l l c o v e r c o m p a n y pr o fil e to o i f t h e t o pi c ch o sen p er tai n s t o a co mpa ny . - 5 pa ges II. Resea r ch O b j ecti v es n o t mo r e tha n 5 o b j ecti v es, Use KS A mo d el . - 1 Pa ge III. R e s e a r c h M e t h o d o l o g y S t a t e t h e b a si c a n d s e c o n d a r y r e s e a r c h d e si g n . I f i t i s a sa m p l e su r v e y e x p l a i n , sa m p l i n g d e si g n a n d q u e st i o n n a i r e d e si g n . S o u r c e s o f d a t a a n d t e c h n i q u e s o f d a t a a n a l y s i s. 3 -4 p a g e s IV. Li mi ta t i on s o f t h e pr o j e ct stu d y 1 pa ge . Ch ap ter I Liter at ure revie w Di scu ss t h eori es, co n cept s, h yp o th eses, mo d el s et c., u nd er pi n ni n g t h e p r o j e c t w o r k ( p r o j e c t r e p o r t i s a n a p p l i c a t i o n o f t h e o r e t i c a l k n o wl e d g e i n a n a l y z i n g a r e a l l i f e p r o b l e m / i s su e f a c e d b y a n o r g a n i z a t i o n ) - 15 pa ges Ch ap ter II , III & I V Fi ndings T hi s i s t he lo ng est sectio n o f the p ro ject rep o r t . In t h ese cha pt er s data c o l l e c t e d wi l l b e p r e s e n t e d a n d a n a l y s e d w i t h o u t d r a wi n g a n y i n f e r e n c e . Dep en di n g o n t h e v olu me o f data p r esent ed, t h er e cou ld b e 3 or 4 cha p ter s in t hi s secti on. a t l e a st 4 0 p a g e s Ch ap ter V Su mmar y of F i nd ings T hi s cha pt er wil l b e a bri ef stat ement o f a na ly si s alr ea d y stat ed in t h e fi ndi ngs secti on. - 3 pa ges I.

2.

3. 4.

Sto ch as tic mo de ls: Ap pl i cat i on o f st o cha sti c mo d el fo r ca lcu lat in g r i sk a n d r e t u r n , l o g n o r m a l d i s t r i b u t i o n s, B r o w n i a n m o t i o n . Reference from elect ive 1 to 7 Fu n d a m e n t a l s o f R i s k a n d I n s u r a n c e b y E . J . Va n g h a n & T . Va n g h a n I n t r o d u c t i o n t o B a n k i n g b y V i ja y a R a g a v a n I y e n g a r B a n k M a n a g e m e n t b y Ko c h & S c o t t M a c h e n a l d Fu n d a m e n t a l s o f I n t e r n a t i o n a l B a n k i n g b y R u p n a r a y a n B o s e Introduction to R isk Management & Insurance by Mark Do rfma Risk Management and Insurance Perspect ive in Global e conomy b y H . D . S k i p p e r & W . J . K wo n Risk Management & Insurance by Harr ington N iehaus. Stochastic processes Sheldon M.Rod WWW.actuar iesindia .org WWW.actuar iesuk.org

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f l o w t a b l e , e t c . Al l fi g u r e s a n d t a b l e s s h o u l d a p p e a r e i t h e r i n t h e sa m e p a g e o r t h e n e x t p a g e i n w h i c h t h e y a r e r e f e r r e d fi r st . P r e f e r a b l y , a l l fi g u r e s a n d t a b l e s a r e t o b e p l a c e d e i t h e r a t t h e t o p or t he bot t om of a given pa ge. References: T h e r efer en ces sh ou l d b e nu m bere d seri al ly in th e or d er o f t h eir o ccu rr en ce i n t he t ex t a n d t h eir nu mb er s sh ou l d b e in d ica t ed wit hi n squ ar e b rack et s for e. g. (3 ). T h e sect i on on re fe r en c e s sh ou l d li st t h e m in ser ia l o rd e r in t h e fol lo wi n g for ma t . F o r t e x t b o o k s A. V . O p p e n h e i r a a n d R . W . S c h a f e r , D i g i t a l S i g n a l P r o c e s si n g , E n g l e w o o d , N . J . , P r e n t i c e H a l l , 3 E d i t i o n , 1 9 7 5 . F o r p a p e r s D a v i d I n su l a t i o n d e si g n t o c o m b a t p o l l u t i o n p r o b l e m , P r o c o f I E E E , P A S , V o l 7 1 , Au g 1 9 8 1 , p p 1 9 0 1 -1 9 0 7 . ( R e f e r st y l e m a n u a l , - M L A s H a n d b o o k ) . 1. Reports sho ul d be t ype d ne at ly on l y o n o ne s ide of t he p aper w i t h 1 . 5 s p a c i n g o n a A4 si z e b o n d p a p e r ( 2 1 0 x 2 9 7 m m ) . U s e d r y to n e Xer o x fo r pr in ti n g. T h e m a r g i n s s h o u l d b e : L e ft 1 . 2 5 , R i g h t 1 , T o p a n d B o t t o m 0 .7 5 . R e fer t o st yl e ma nu a l s lik e M LA: H a nd b o o k . T he t otal n u mber o f repo rts t o be p r epa r ed i s FOUR . Only o ne copy is to be s ubm itted to the off ice. Befo r e tak i n g th e fi n al pri nto ut t h e ap p ro va l o f t h e co n cer n ed g u i d e ( s ) i s n e c e s sa r y a n d c o r r e c t i o n s su g g e s t e d , i f a n y m u st b e i n c o r p o r a t e d . I f t h e d r a ft i s n o t a p p r o v e d b y t h e g u i d e , t h e g u i d e i s not obli ged t o sign t he r eport . T h e p r o j e c t r e p o r t m u st b e p a p e r b a c k b o u n d ( sa m p l e a v a i l a b l e i n th e li bra r y) D o n o t i n sert tra n spar en cy sh eet s i n t he r ep or t. D o n o t use spiral bi ndi ng. T h e p r o j e c t r e p o r t m u s t c o n t a i n 8 0 -1 2 0 p a g e s. B u t n o t m o r e t h a n 1 5 0 p a g e s. T he re po rt sh ou l d b e ex ten si v e a nd i n clu d e d escr ip ti o n s o f wo rk c a r r i e d o u t b y o t h e r s o n l y t o t h e b e st e x t e n t n e c e s sa r y . V e r b a t i m re pr o du ct io n o f ma t eria l a va ila bl e el se wh er e sh ou l d b e str ic t l y av oi d ed. W h er e sh or t ex cer pt s fr o m pu b li sh ed wo rk ar e d esir ed t o b e i n clu d e d, t h ey sh ou l d b e wit hi n qu ota ti o n ma rk s a pp r o pria t el y r e f e r e n c e d . E n d n o t e , F o o t n o t e s h o u l d b e p r i n t e d a s p e r st y l e ma nu a l . Pr o p er at tent io n i s to be p ai d no t o nl y to t he tech nic a l co nten ts bu t also to the organ i zatio n of the report an d cl ari t y of the e x p r e s s i o n . D u e c a r e s h o u l d b e t a k e n t o a v o i d sp e l l i n g a n d t y p i n g e r r o r s. S p e l l c h e c k , G r a m m a r c h e c k , m u s t b e a p p l i e d . I t s h o u l d n o t e d t h a t r e p o r t - w r i t e -u p f o r m s t h e i m p o r t a n t c o m p o n e n t i n t h e o v eral l evalu a ti o n o f t h e p ro j ect .

Ch ap ter VI Concl usio ns and s uggest ions 3 pa ges (t ota l no . o f pa g e s mu st b e a t le a st 8 0 b u t no t m o re tha n 1 5 0 ) Bi blio g r a ph y: R efer en ces lik e art i cl es, b ook s, web sit es et c., u sed i n t h e p r o j e c t w o r k m u st b e i n c l u d e d i n t h i s s e c t i o n s t r i c t l y f o l l o wi n g t h e c i t a t i o n st y l e ( r e f e r M L A s H a n d b o o k a n d o t h e r st y l e m a n u a l s ) Appendix T h i s wi l l i n c l u d e p r i n t e d s e c o n d a r y d a t a ( o n l y i f i t i s v e r y c r i t i c a l ) a n d a n y q u e st i o n n a i r e s u s e d f o r t h e s t u d y . F O R M AT T I N G Y O U R P R O J E C T R E P O R T

2. 3.

4.

5.

Outl ay of t he Re port: T he c h a pte r s , se c tio ns a n d s u bse c tio ns ma y b e nu m b er e d i n t h e d e ci ma l fo r m fo r e .g . C ha p t er 2 , sec ti o n s a s 2 .1 , 2 .2 et c ., a nd su b s e c t i o n s a s 2 . 2 . 3 , 2 . 5 . 1 e t c . Eac h c ha pter m ust be left j us tif ied (fo n t si ze 1 6 ) . F o l lo wed b y th e tit le o f c h ap ter cen tered (fo n t si ze 1 8 ) , sect io ns /s u bsectio n n u m b e r s a l o n g wi t h t h e i r h e a d i n g s m u s t b e l e f t j u s t i f i e d wi t h sectio n nu m ber a n d its he a di ng i n fo nt si ze 1 6 a nd s u bsectio n a nd i ts he a di ng i n fo nt s i ze 1 4 . The bo d y o r the te x t o f the repo rt s ho ul d h av e fo nt si ze 1 2 . ( Ti mes Ne w Ro m an) T h e f i g u r e s a n d t a b l e s m u s t b e n u m b e r e d c h a p t e r wi s e f o r e . g . : Fi g.2 .1 Bl o ck d ia gra m o f a ser ial bi nar y a dd er, T ab l e 3 .1 Pri mit i v e

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .

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C O VE R T I T L E P A G E & I N N E R T I T L E P A G E F O R M A T )

Evaluation of Mutual Fund Performance A Case Study of Equity Funds of UTI by . . I V S e me s t e r MB A Re g. No ..

Gu i d e Project Report submitted to the University of Mysore in partial fulfillment of the requirements of IV Semester MBA degree examinations 200..

B. N. Ba h a d ur In s t i t ut e of M a n a ge me n t S ci e n ce s , University of Mysore, Manasagangothri, M ys or e 5 7 0 0 0 6

( P r e p a re d b y B. N.B a h a d u r I n s ti t ut e of M a n a g e men t S c i e n c e s. )

B. N. Bahadur In s ti tu te o f Man ag e me nt Sci e nce s, Manas ag ang o tr i, Univ e rs i ty o f Mys o re , Myso re .