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MASTER OF BUSINESS ADMINISTRATION

[Day and Full time]
UNDER
CHOICE BASED CREDIT SYSTEM (CBCS)
(2014-2015 ONWARDS)

COURSE CONTENTS OF FOURTH SEMESTER

CANARA BANK SCHOOL OF MANAGEMENT STUDIES
Post Graduate Department of Management
BANGALORE UNIVERSITY, BANGALORE
WEBSITE: WWW.CBSMS.CO.IN

COURSE MATRIX
FOURTH SEMESTER

PAPER

SUBJECTS

CORE SUBJECTS
4.1

INTERNATIONAL BUSINESS DYNAMICS

ELECTIVE SUBJECTS
4.2

FINANCE
4.2.1 INVESTMENT ANALYSIS AND MANAGEMENT
4.2.2 INTERNATIONAL FINANCIAL MANAGEMENT
4.2.3 RISK MANAGEMENT AND DERIVATIVES

4.3

MARKETING
4.3.1 STRATEGIC BRAND MANAGEMENT
4.3.2 INTERNATIONAL MARKETING STRATEGY
4.3.3 DIGITAL MARKETING

4.4

HUMAN RESOURCES
4.4.1 STRATEGIC HRM
4.4.2 INTERNATIONAL HRM
4.4.3 TALENT AND KNOWLEDGE MANAGEMENT

4.5

HEALTH CARE MANAGEMENT
4.5.1 BASIC MANAGEMENT ASPECTS OF HEALTH CARE
4.5.2 STRATEGIC MANGEMENT IN HEALTH CARE SETTINGS
4.5.3 MANAGEMENT OF HOSPITAL SERVICES

4.6

BANKING FINANCE AND INSURANCE (BFIS)
4.6.1 BANKING TECHNOLOGY AND MANAGEMENT
4.6.2 INTERNATIONAL FINANCIAL MANAGEMENT
4.6.3 RISK MANAGEMENT FOR BANKS AND INSURANCE
COMPANIES

4.7

STARTUPS AND SMEs
4.7.1 TECHNOLOGY AND INNOVATION
4.7.2 INTERNATIONALIZATION OF SMEs
4.7.3 MANAGEMENT OF STARTUPS

4.8

DISSERTATION FOR 6 WEEKS IN AN ORGANIZATION

4.1 INTERNATIONAL BUSINESS DYNAMICS
1. GENERAL INFORMATION
No. of Credits per week
No. of Hours per week

4
4

2. PERSPECTIVE OF THE COURSE
International Business concerns those firms that do not restrict their processes to a single state or populace.
International business dissects the reasons for the existence of firms engaged in International business, how they
flourish in the intricate and unpredictable international environment, and what their undertakings mean for the
countries in which they do business. Culture, language, political systems, geography, and socio-economic
factors all influence a company‘s business practices. Therefore, expanses of study compriseof the challenges of
managing international companies, whether enormousor diminutive; the rudiments of strategic management;
cross-cultural management; globalization; and the regulation and politics of international business.
Students who aspire to intensify their understanding of global markets need to study international business,
since it delivers insights into the global economic and business climates. International business studies
encompass topics across a spectrum of business fields, from finance and marketing to management and
accounting.

3. COURSE OBJECTIVES AND OUTCOMES
OBJECTIVES
-

To make students to learn how business organizations operate in an international environment.

-

To understand the impact of international influences on business.

-

To help students to plan a career in international business.

OUTCOMES
-

By the end of the course, the students must have increased confidence to take up a career in
international business.

4. COURSE CONTENT AND STRUCTURE
MODULE 1: INTRODUCTION

1

10 HOURS

Evolution, Drivers and Challenges of IB as compared to Domestic Business, National and organizational
competitive advantage over the world, Active players in multinational business.
The International environment of IB - Political, Legal, Technological, Cultural, Demographic and
Economic environment.Cross-cultural management, levels of culture, models to aid international
managers.

MODULE 2: GLOBALIZATION

2

Routes of globalization, Modes of International Business-Organizing international business – international
designs, factors influencing choice of a design, issues in organization design. Conflict management,
reconciliation, adjudication and arbitration issues, supporting Institutions, Negotiations.

MODULE 3: WTO AND TRADING BLOCKS

3

8 HOURS

WTO and LPG policies, Its Implications on India— Regional Trade Blocks, Integration between countries,
levels of integration and impact of integration. International strategic alliances, nature, benefits, pitfalls,
scope, how to make alliances work.

MODULE 4: GLOBAL TRADE AND INVESTMENT

4

8 HOURS

10 HOURS

Theories of global trade and investment, Mercantilism, theory of absolute advantage, theory of
comparative advantage, factor endowment theory, product life cycle theory, Porter‘s national competitive
advantage.
FDI- in World Economy, horizontal and vertical FDI, benefits of FDI to home and Host Country. FDIIndian Scenario.EXIM TRADE- Export and Import financing, Export marketing,EXIM policy, Balance of
payments. Roles of Institutions connected with EXIM trade.

MODULE 5: GLOBAL ETHICS AND E-COMMERCE

5

10 HOURS

Social responsibility and ethical issues in international business – national differences in ethics and social
responsibility, codes of conduct for MNC‘s.
Global E-Business- Conceptual Analysis, Advantages and Disadvantages of E-Business, E-Commerce in
India.

MODULE 6: GLOBAL BUSINESS OPERATIONS

6

10 HOURS

Global- Operations management and competitive advantage, strategic issues in operations
management,(Manufacturing Management, Logistics Management and Procuring), Technology transfers –
issues arising out of technology transfers.
Marketing Management, benefits of international markets, major activities in international marketing
Human Resource Management: Approaches, Expatriation and Repatriation Process, Training,
Compensation, Industrial Relations.

5. PEDAGOGY
Conceptual explanation in detail in the class room sessions and relevant cases will give students a better
perspective. Live projects should be the part of curriculum compulsorily

6. TEACHING/LEARNING RESOURCES
ESSENTIAL READINGS
1.
2.
3.

Francis Cherunilam; International Business, Prentice Hall Of India, 5th Edition, 2011
Charles Hill, International Business, McGraw-Hill-Irwin, 9th Edition, 2012.
John Daniels, Lee Radebaugh and Daniel Sullivan, ―International Business‖, Prentice Hall,13th
Edition, 2010

REFERENCES
1.
2.
3.
4.
5.
6.

Shyam Shukla, International Business, Excel Books
Shyam Shukla, International Business, Excel Books
Andrew Harrison Et Al; International Business; Oxford, 2006
Richard M Hodgetts And Fred Luthans, ―International Management‖, McGraw-Hill, 5th Edition, 2003
Anant K Sundaram &J Stewart Black, The International Business Environment, Prentice Hall Of India,
1998
Francis Cherunilam, International Business Environment, Himalaya Publishing House

2. of Credits per week No.2.2 FINANCE 4. GENERAL INFORMATION No.ELECTIVE SUBJECTS 4. a student would learn - How to define investment goals and constraints.2 INTERNATIONAL FINANCIAL MANAGEMENT 4. - How to construct a portfolio - Portfolio management . COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To provide knowledge and skill in identifying various investment alternatives and choosing the suitable alternatives.2.3 RISK MANAGEMENT AND DERIVATIVES 4. This course entitled ―Investment Analysis and Management‖ is introduced to orient a finance professional regarding the process of making and managing investments. of Hours per week 4 4 2.1 INVESTMENT ANALYSIS AND MANAGEMENT 4. - To orient on the procedures and formalities involved in investing. - Identifying investment alternatives - Choosing the best / suitable alternatives. PERSPECTIVE OF THE COURSE Investing surplus funds for generating some returns is common among individuals and organizations. it is prudent on the part of the enterprise to invest it wisely and generate decent returns. 3. the onus of which lies on finance manager.1 INVESTMENT ANALYSIS AND MANAGEMENT 1. When a business enterprise has idle funds for a certain period of time. Hence.2. it is essential for finance professional to have knowledge on the process of making and managing investments. OUTCOMES By the end of this course.

Measurement of Return. Building of Arbitrage Portfolio. Constant Ratio Plan. Portfolio Models – Markowitz Model. Sharpe Single Index Model. Investment environment in India. Measurement of Risk. Beta as a measure of Risk. Efficient Market Hypothesis. Markowitz Portfolio Risk and Return. Dow theory and Elliott wave theory. Evaluation of Mutual Fund. Technical Analysis: Basic tenets and Premises of Technical Analysis. Expected value and measuring Return over multiple periods. Formula Plans Constant Dollar Value Plan.Investment Timing. Macro economic factors influencing investment. Capital Market Line and Security Market Line . Return Generating process. Concept of Return.Concept of alpha and Beta. investment objectives. Sources of Risk. Diversification. Factor Model MODULE 6: Performance Evaluation and Revision of Portfolios 6 12 HOURS Diversification and Portfolio Risk. Investment Vs Speculation. Beta of CAPM.Treynor‘s Performance Index and Jensen‘s Measure to identify the predictive ability. Portfolio optimization and selection. Portfolio Analysis and Portfolio Selection.Applications of Security Market Line. Gambling and Arbitrage: Forms of investmentinvestment in physical and financial assets. Arbitrage Pricing Theory. constraints. Weakness and shortcomings of Technical Analysis. Relative Return. Risk Aversion. Empirical Evidence of Capital Asset Pricing Model.Corner Portfolio.-NAV method . COURSE CONTENT AND STRUCTURE MODULE 1: Basics of Investments 1 Concepts of investments. Price and volume charts. Measurement of Portfolio Risk and Return: Elements of Portfolio Management. Variables used in E-I-C analysis. MODULE 5: Capital Market Theory 5 12 HOURS Fundamental Analysis: E-I-C approach.Standard Deviation.Sharpe‘s Performance Index . Portfolio Revision Methods. Price pattern analysis. Sharpe‘s Portfolio Risk and Return. MODULE 2: Risk and Return 2 10 HOURS Capital Asset Pricing Model. Coefficient of variation. investment process: direct and indirect investment.4. MODULE 3: Security Analysis 3 6 HOURS 10 HOURS Selection criteria: Performance Evaluation. Variable Ratio Plan . Types of Risk-Systematic and unsystematic Risk. investment alternatives. Technical Analysis Vs Fundamental Analysis. Concept and Forms of Market Efficiency MODULE 4: Portfolio Analysis and Management 4 6 HOURS Concept of Risk. Efficient Frontier and Selection of Optimal Portfolio. Market indicators.

10.K. Tata-McGraw Hill Publishing Company Limited. Alexander and Bailey (1996). ―Security Analysis and Portfolio Management‖. S. ―Security Analysis and Portfolio Management‖. Reily and Brown (2007). ―Investments‖. Hirschey and Nofsinger (2008).. 12th Edition. ―Investments‖. Tata McGraw Hill Publishing Limited. 3. Punithavathy (2007). E Donald and Jordan. Yogesh (2008). 5th Edition. ―Securities Analysis and Portfolio Management‖. Pandian. ―Investment Analysis and Portfolio Management‖. Prentice Hall of India Private Limited. Maheshwari. PEDAGOGY a) b) c) d) Lectures. Kane. Vikas Publishing House Private Limited. First Edition. ―Modern Investment Theory‖. Bhalla. (2006). 8th Edition. PHI Learning Private Limited. Sharpe. 5. First Edition 1. J Ronald (2005). 3rd Edition. 11. First Reprint Edition. Ranganatham and Madhumathi (2005). Bodie. Chand. 6. Prentice Hall of India Private Ltd. 2. The Hindu. 5th Edition.5. First Edition. Prentice Hall of India Private Limited. 5. First Indian Reprint. Indian Institute of Banking and Finance (2004). 6th Edition. 6. 6. Special Indian Edition. 2. 4. 3. Taxmann Publications. Himalaya Publishing House. Tata McGraw Hill Publishing Company Limited.A (2006). Prasanna (2008). 4. Chandra. ―Investment Management‖. ―Investments – Analysis and Behaviour‖. Demonstrations using Excel Practical Exercises – Individual and Group Case Studies. Fifth Reprint Edition. Thomson South Western. ―Technical and Fundamental Analysis of Companies‖. 8th Edition. Fischer. Pearson Education. ―Investment Analysis and Portfolio Management‖. Marcus and Mohanty (2009). First Edition. ―Stock Market Book‖ (2005). TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 1. Eighth Revised Edition. Outlook Publishing (India) Private Limited. Dalal Street Journal. V. ―Survey of Indian Industry (2008). 9. 8. ―Investment Analysis and Portfolio Management‖. Kevin (2008). 7. . ―Investment Management‖. ―Security Analysis and Portfolio Management‖. ―The Layman‘s Guide to Mutual Funds‖ (2004). Pearson Education. REFERENCES Haugen Robert (2003). Avadhani V.

- Interest rate risks and hedging strategies 4. COURSE CONTENT AND STRUCTURE MODULE 1: GLOBAL FINANCIAL MANAGEMENT 1 10 HOURS Evolution of International Monetary System. - Functioning of international financial markets.2. of Credits per week No. a student would learn - The global financial environment. 3. Flexible Exchange Rate Regime . PERSPECTIVE OF THE COURSE A business enterprise having international transactions is exposed to various risks. GENERAL INFORMATION No.4. relationship between economies and impact of international transactions on the economy. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To orient the students on global business environment and international markets. Flexible Exchange Rate Regime. Bretton Woods System. Interwar Period. - To make students understand the various risks an enterprise is exposed to on account of international transactions. European Monetary System. Classical Gold Standard. OUTCOMES By the end of this course. The current Exchange Rate Agreements. - Foreign currency risks and hedging strategies. of Hours per week 4 4 2. - To provide knowledge and skills for hedging foreign currency risks. the economic impact of the transactions. While understanding the global environment. the procedures and formalities to be adhered to are on one side. - Fixing of exchange rate. Bimetallism. currency system. This course titled ―International Financial Management‖ aims to orient all the aspects a professional need to know in carrying out international transactions. Fixed vs.2 INTERNATIONAL FINANCIAL MANAGEMENT 1. the impact of transactions on cash flow of the entity on account of fluctuations in foreign exchange rate is another aspect that must be addressed.

Interest Rate Parity Theory. MODULE 4: EXCHANGE RATE DETERMINATION 4 5 HOURS 8 HOURS Purchasing Power Parity Theory.Theory and Practice. . Economic Risk. Rodriguez L. Prentice Hall. Importance and limitations of BOP Statistics. Forward Rate Agreements. Swaption. David B. Valuation and Timing. 3. 4. Pure Expectations Theory MODULE 5: FOREIGN EXCHANGE RISK AND RISK HEDGING STRATEGIES 5 18 HOURS Transaction Risk. ‗Surplus‘ and ‗Deficit‘ in Balance of Payments. Components of the Balance of Payments. Foreign Exchange Market – History and Transactions. Zenoff & Jack Zwick: International Financial Management. 5. A. interpreting Foreign Exchange Quotations. Avadhani: International Finance. PEDAGOGY a) b) c) d) Lectures. Apte. Risk Hedging Strategies: Internal – Netting. Currency Swaps MODULE 6: INTEREST RATE RISK AND RISK HEDGING STRATEGIES 6 10 HOURS Interest Rate Swaps. ―International Finance – A Business Perspective‖. Alan Shapiro: Multinational Financial Management . Interest Rate Futures. Interest Rate Options. New Delhi. Comparison of International Financial Markets. MODULE 3: INTERNATIONAL FINANCIAL MARKETS 3 5 HOURS Motives for using International Financial Markets. e) TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 1. V. 5. Caps. Options. International Fischer‘s Effect. External – Forwards. Bigame Carter: International Financial Management. Himalaya Publishing House. Leads and Lags. Money-market Hedging. Translation Risk. Tata Mc Graw Hill. Relationship of BOP with other economic variables. International Money Markets. Demonstrations using Excel Practical Exercises – Individual and Group Case Studies. Prakash. 2. Accounting Principles in Balance of Payments. International Credit Markets and International Bond Markets. Rita M. Floors and Collars. Futures.MODULE 2: BALANCE OF PAYMENTS 2 Introduction.

―International Corporate Finance‖. A. and Yadav‘ ―International Financial Management‖.markets and Management. Thomson South-Western. Sharan. Madura.REFERENCES 1. 5. MacMillan J. Prentice Hall. 6. Fred Weston. Edmister: Financial Institutions . 3. . Bart: Guide to International Financial Management. Peyrard. ―International Financial Management‖. Vyuptakesh.V. Robery O. Rajwade: Foreign Exchange International Finance and Risk Management. 2. Jeff. Jain. Prentice Hall of India. 4.

- Meaning and types of derivatives.4. of Hours per week 4 4 2. - Options – terminology. Every business enterprise is exposed to various risks from the operations within and environmental forces outside. pay-offs. - To provide knowledge on risks associated with investments outside the business and strategies for hedging the same with derivatives. GENERAL INFORMATION No. - Futures – terminology. of Credits per week No. mechanism. 3. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To orient students on the meaning and types of risks. a student would learn - Meaning and types of risk. PERSPECTIVE OF THE COURSE Uncertainty coupled with financial implication is ‗risk‘. hedging and pricing. hedging and prcing. analyzed and taken care of. A finance professional must have knowledge of measuring and hedging various risks. - To provide knowledge on risk measurement and evaluation in making capital budgeting decisions. the good prospects of the entity cannot be ensured. This course entitled ―Risk Management and Derivatives‖ aims at providing knowledge of risks and various hedging strategies.2. . - Risk analysis in capital budgeting. Unless the risks are understood. OUTCOMES By the end of this course. mechanism.3 RISK MANAGEMENT AND DERIVATIVES 1. - Risks associated with investments and hedging with derivatives. measured. - Commodity markets and commodity derivatives.

5 Hours . Margin and Settlement Mechanism of Futures MODULE 3: Future Contracts – Hedging and Trading 3 13 Hours Lectures. Portfolio Hedging: Adjusting Portfolio Risk. COURSE CONTENT AND STRUCTURE MODULE 1: Risk Analysis in Capital Budgeting 1 Meaning of Risk. Differences between Forwards and Futures. Hedging Strategies – Protective Put Strategy and Covered Call Strategy. Strangle. Types – Call. Simulation. Commodity Derivatives. 5. Certainty Equivalent Co-efficient Method. Future Contracts – Terms associated with Futures – Stock Futures and Index Futures.4. Strip. Commodity Exchanges. Demonstrations using Excel Practical Exercises – Individual and Group Case Studies. Spreads MODULE 5: Option Pricing 5 10 Hours Hedging with Futures – Stock Hedging: When there is a future contract available on the stock and when there is no future contract available on the stock. Decision Tree Analysis and Probability Distribution Method MODULE 2: Investment Risks and Derivatives 2 Commodity Markets. Types of Risks of a Business Enterprise. Pay-off and Pay-off Diagrams. Risk Analysis in Capital Budgeting – Measuring and Managing Capital Budgeting Risks – Sensitivity Analysis. Put. Scenario Analysis. Strap. European. Binomial Method and Black-Scholes Method. Risk Neutralization Method. Pricing of Futures MODULE 4: Options – Basics and Strategies 4 10 Hours Meaning of Derivatives. Option Greeks MODULE 6: Commodity Risks and Commodity Derivatives 6 10 Hours Option Contracts – Meaning. Risk-Adjusted Discount Rate Method. PEDAGOGY a) b) c) d) 8 Hours Put-Call Parity Theory. Trading Strategies with Options – Straddle. American. Standard Deviation and Co-efficient of Variation. Types of Derivatives. – Forward Agreements. Portfolio Replication Method.

7. Chandra. Niti. Tata McGraw Hill.. N.. 6. 3. ―Corporate Finance‖. 4. ―Financial Management – Theory and Practice‖. Stulz. Shroff Publishers and Distributors. ―Fundamentals of Financial Derivatives‖. ―Futures and Options‖. ―Financial Derivatives‖. 12. Aswath. 6. An Introduction to Derivatives & Risk Management. Prentice Hall of India. ―Appliced Corporate Finance‖. 8. Khan. 5. Chatnani. John Wiley & Sons Inc. A. Pandey. 4. ―Options Demystified – A Self-teaching Guide‖. 2. Oxford University Press.N. Problems and Cases‖. Damodaran Aswath. Sridhar. McCafferty Thomas. ―Derivatives – Valuation and Risk Management‖. 5. FT Prentice Hall 4. 10. Damodaran. 3. Options. Parasuraman. ―Options Made Easy‖. 2. Tata Mc Graw Hill. 1. and Bagri. Duarte. 3. Rene.L. M. Joe. 6 ed. ―Futures and Options – Equities – Trading Strategies and Skills‖. John Wiley & Sons Inc. . Futures and Other Derivatives. Chance/Brooks. Guy. Vikas Publications. ―Financial Derivatives – Theory.Y. ―Futures and Options for Dummies‖. Tata McGraw-Hill Publishing Company Limited. Cohen. ―Financial Management – Text. Instruments and Applications‖. Wiley India. ―Commodity Markets – Operations. 9. Kumar.R.K. I M. Tata McGraw-Hill Publishing Company Limited. ―Risk Management and Derivatives‖. 5.. Dubosky and Miller. Gupta S. Wiley India. 11. Tata McGraw Hill REFERENCES 1. ―Financial Management‖. PHI. Prasanna. Thomson. SSS.6. P. Concepts and Problems‖.. Hull J. and Jain.. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 1. Vohra. Thomson. 2. Prentice Hall.

. GENERAL INFORMATION No. of Hours per week 4 4 2. Processes. 3.2 INTERNATIONAL MARKETING STRATEGY 4.ELECTIVE SUBJECTS 4. PERSPECTIVE OF THE COURSE Brands that a firm has invested in and developed over time are their valuable assets. the integrated requirements for effective brand reinforcement .3 MARKETING 4. measures and impact of brand equity.1 STRATEGIC BRAND MANAGEMENT 4. positioning and brand building strategies. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To give students a deeper understanding of the process of brand building in a variety of business contexts. designs and strategies of organizations may be easily copied. Effective brand management is critical to maintaining the long-term profitability of products and services. but a strong brand is something which cannot be easily reproduced. Strong brands can influence purchase decisions by communicating the value of and providing differentiation for products and services.1 STRATEGIC BRAND MANAGEMENT 1. measure and manage brand equity.3. students should be able to: Understand key principles of branding. of Credits per week No. revitalization as well as the models. This course is designed to develop students‘ understanding of the importance of brand equity as well as how to build.3 DIGITAL MARKETING 4.3.3.3. OUTCOMES - By the end of this course.

Under & Repositioning.Co-Branding –Licensing – Celebrity Endorsement .4.Brand Management . COURSE CONTENT AND STRUCTURE MODULE 1: 1 Product Management: Product Planning and New Product Management.Brand Identity – Kepferer Brand Identity Prizm Model . PEDAGOGY Conceptual explanation with regards to brand creation. Live projects should be the part of curriculum.Differentiation – Identifying Gaps Using Perceptual Maps .Aakers Brand Equity Model – Customer Based Brand Equity – Brand Leveraging.Brand Components & Attributes.Strategic Brand Management Process – Brand Attribute Management & Architecture – Brand Portfolio Strategy – Brand Extension And Stretching . Brand Loyalty MODULE 4: 4 10 HOURS Introduction To Brand Management: Brands Vs Products.Selecting Brand Names.Product Life Cycle Stages And Corresponding Strategies – Competitor Analysis MODULE 2: 2 8 HOURS Brand Audit and Valuation: Brand Audit .Product Portfolio Analysis Market Attractiveness & Components Of Market Attractiveness – Product Market Strategies .Making A Brand Strong-Sources Of Brand Equity-The 4 Steps Of Strong Brand Building.Branding Challenges & Opportunities MODULE 3: 3 8 HOURS 10 HOURS Building Online Brands: Integrated Marketing Communication .Introduction To Brand Valuation – Components & Types Of Valuation MODULE 6: 6 8 HOURS Brand Positioning: Types Of Positioning. brand management and brand sustenance is required in the class room sessions and relevant cases will give students a better perspective.Over.Internal Branding.Marketing Communication Options – Using Social Media to Build Brands – E-Commerce & Brands 5.The New Media Environment – Building and managing online Brands .Positioning Guidelines MODULE 5: 5 12 HOURS Brand Equity: Concept – Types Of Brands . .Significance Of Branding To Consumers & Firms .

3. Compendium of Brand Management. Strategic Brand Management: Building. 3rd Edition. Kapferer . Pearson Education India. The New Strategic Brand Management (Creating And Sustaining Brand Equity Long Term) . 2. S. Tata McGraw Hill Education. Measuring. 2012 REFERENCES 1. Principles and Practices . Brand Management. 2008. 2010 Ramanuj Majumdar . Tata McGraw hill.6. 6. Himalaya Publishing House . Building Brand Value – Five Steps to Building Powerful Brands. 1991 . Strategic Brand Management. Chunawalla . 4. Free Press. Parameswaran and Isaac Jacob. Ist Edition. 4th Edition. 2011 David A Aaker . 3.A.N. 2012 MG Parameswaran . Kevin Lane Keller M. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 1. 5. 2005 J. 2006 Subroto Sengupta . Managing Brand Equity. Kevin Lane Keller . Kogan Page Publishers India. 2. 2007 Kirti Dutta. PHI Learning Pvt India.‖ Product management in India‖. Prentice Hall.Oxford University Press. and Managing Brand Equity. Brand Positioning: Strategies for Competitive Advantage. G.

2 INTERNATIONAL MARKETING STRATEGY 1. Organizations are becoming increasingly aware of the importance of understanding what their customers want and therefore the necessity to develop products and services that meet their needs and aspirations.3. - To assist the students to specialize in marketing within an international context. . It covers the factors that govern the decision to enter export markets and analyzes planning. Organizations which place the customers at the forefront of all decision-making and take a marketing-led approach are able to create competitive advantage and build brand loyalty. of Credits per week No. GENERAL INFORMATION No. and managing an international marketing strategy. - To guide the students on International Documentation - To help the students to channelize the fruits of Emerging Markets with an opportunity perspective OUTCOMES - Students will be able to evaluate the various forces when products and services enter the global marketplace. 3. organizing. of Hours per week 4 4 2. - To help the students to solve problems of International Marketing and sales practice. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To acquaint students with International Marketing knowledge and strategies.4. PERSPECTIVE OF THE COURSE This course emphasizes on gaining competitive advantage in the global marketplace by providing in-depth understanding of the competitive implications affecting global marketing strategies.

MODULE 3: MARKET SELECTION AND ENTRY STRATEGIES 3 Global Market Entry & Exit Strategies: Exporting – Licensing – Local Manufacturing.Political & Legal Forces .Global Trends in Distribution Systems.Negotiating With International Customers.4. COURSE CONTENT AND STRUCTURE MODULE 1: GLOBAL MARKETING – AN OVERVIEW 1 12 HOURS International/Multinational/Multiregional/Global Marketing – Definition & Scope. MODULE 2: INFORMATION SYSTEM AND RESEARCH 2 10 HOURS Definition and Meaning of Global Marketing Information System. Objectives of International Marketing – Challenges and opportunities in International Marketing – Quality considerations in International Marketing – Underlying forces of International Marketing – Major Participants in International Marketing – Importance Of International Marketing – Review of Trade theories . Partners & Regulators. International & Global Branding Decisions – Brand Name Selection Procedure – Global/Pan Regional Brands – Exploiting Product Life Cycles In International Marketing – New Product Development in Global Markets – Global Advertising – Creative Challenges – Media Planning and Analysis MODULE 5: PRICING AND DISTRIBUTION STRATEGY 5 8 HOURS 8 HOURS Selection Of International Channels – Managing Distribution Systems. Socio-cultural Environment –Legal and Statutory Framework.Culture & Social Factors – Culture & Its Impact On International Marketing . Analyzing Global Opportunities: Screening International Marketing Opportunities – Criteria for Selecting Target Countries – Grouping International Markets – Analyzing International Buyers/Business Markets & Government Markets – International Marketing Research Process.Joint VenturesMerger & Acquisition . Process of Marketing Research.Strategic Alliances – Preparing For Exit Strategy Analysis – Exit Strategies – Analyzing Opportunities Using Trade Map MODULE 4: GLOBAL MARKETING MIX 4 8 HOURS International Product & Promotion Strategy: Adjusting Quality to Global requirements. Global marketing environment –Economic Environment.Pricing – Price Escalation – Dumping – Countertrade as a Pricing Tool – Intra-company Pricing .

5. and Global Management.MODULE 6: DOCUMENTATION AND EMERGING MARKETS 6 10 HOURS Documentation and procedural complexities.Registration with various agencies–Compulsory Quality Control . Mary Gilly. PEDAGOGY Class teaching will be supplemented with case study dimension. Local Marketing. McGraw‐Hill. 2012 REFERENCES 1.Processing Export Orders. 3. 2008 . 16th Edition. Newly Industrialized Countries– Developing Countries & Emerging Markets – European Community – CIS – CEFTA – NAFTA-ASEAN – Africa – Middle East – BRICSRegional Trade Blocks & Impact on Marketing. Svend Hollensen . John Graham. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 1. 2013 Frank Bradley. International Marketing . Pearson Education. Ist Edition. Oxford University Press. 2. 2. 2009 Phillip Cateora. 5th Edition. Global Marketing – A Decision Oriented Approach. Global Marketing: Foreign Entry. International Marketing . field trips and live projects in industry are mandatory 6. Mc Graw-Hill/Irwin. International Marketing Strategy. Rakesh Mohan Joshi . .Prentice Hall . 5th Edition. J.6th Edition. K. 2004 Johansson.

3. Digital marketing can be successful only if an organized plan has been drawn. Fulfilment options and strategies. Introduction to payment gateways and PayPal . Reputation of entities can be altered within minutes which is of high risk. - To develop a comprehensive digital marketing strategy - To be able to use new media such as search engine and social networking. of Credits per week No. GENERAL INFORMATION No. There is a huge inflow of new digital marketing technology and tools. Most of the business have digital presence but lack the a strategy to tackle the digital competition 3.3 DIGITAL MARKETING 1. The course shall introduce the student to social media platforms. common e-commerce business models.4. It shall make them be able to attract and retain customers online. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To understand the basics of digital marketing. Types of web presence. Choosing the right tool is essential for customer delight and deriving results. it is not just online presence but also its maximum utilization that is important. pure play. Market research forms the back bone of digital marketing. OUTCOMES - By the end of the course. 4. the student will be able to evaluate the risks involved in digital marketing. Media options online. hybrid and multi-channel options. of Hours per week 4 4 2. Hence. COURSE CONTENT AND STRUCTURE MODULE 1: INTRODUCTION 1 10 HOURS Introduction to marketing in the digital environment. Social relation building helps in increasing Customer Loyalty. PERSPECTIVE OF THE COURSE Marketing has changed from traditional advertising media to online platforms. Use of social media effectively produces engaged customers and their posts are brand advertisements which spread through word of mouth.

googleAdwords analytics. Landing pages and their importance in conversion analysis. search and display on search engines. Introduction to behavioural targeting. Google Adwords. Online research and behaviour tracking methods. monitoring & reporting. Link building. Online surveys. Importance of managing online reputation for a business. pillars of direct marketing. Internet usage patterns . Competitor analysis online. Long tail in SEO. forums and communities. MODULE 4: SOCIAL MEDIA AND e-PR 4 10 HOURS 8 HOURS Localization of content and advertising. Content guidelines for online communications. Search Methodology. Key word analysis. SEM landscape. Building relationships with different stakeholders online MODULE 5: ONLINE REPUTATION MANAGEMENT 5 10 HOURS Email campaign creation and management.Paid versus natural Search. Yahoo. pricing models online. Social Media measuring. evolution of Indian banking industry – journey from brick and mortar to mobile banking. forums and discussion boards. data mining. blog mining. process and optimization. Marketing using mobile networks. Search Engine Marketing . You tube including creating a channel on You Tube. Consumer engagement – meaning and methods PEDAGOGY Class teaching will be supplemented with case study dimension. twitter. Building customer profiles using navigation and sales data. Bing vs. handling negative comments. Viral campaigns and the social graph. How to use blogs. Integrating online and offline strategies MODULE 3: SEARCH ENGINE MARKETING 3 8 HOURS Introduction to online reputation management. Content seeding. Introduction to page rankings. MODULE 6: 6 10 HOURS Using Facebook. strategies and tools of online reputation management. Process and methodology. Linked-in.Post Internet consumer behaviour and understanding buyer behaviour online. Blogs.MODULE 2: DIGITAL MARKETING RESEARCH 2 Audience profiling and segmentation. Tracking & Monitoring platforms. Search Engine Optimization. Google vs. and live projects in industry are mandatory .

2. 2. Deepak Bansal . No3. 2010 REFERENCES 1. Contagious Why Things Catch On . 2013 . TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 1. 2009 Grienstein and Feinman. B. R . 2009 Strauss. Understanding Digital Marketing : Marketing Strategies for Engaging the Digital Generation. A Complete Guide To Search Engine Optimization . Seven Guidelines for Achieving ROI from Social Media. 2009 Damian Ryan .Marketing‖. Digital Marketing: Strategies for Online Success . 3rd Edition. 2014 Jonah Berger . Godfrey Parkin .J and Frost . 4. Pearson Education. 5th Edition. Ist Edition.The Consumer Decision Journey. Risk Management and Control (TMH.R Publishing Corporation. McKinsey Quarterly.New Holland Publishers Ltd. 3. eMarketer .5. Kogan Page. ―E.E-commerce –Security. 3. 2009 Ramsey . Simon & Schuster.

4 HUMAN RESOURCES 4. - Distinguish the strategic approach to human resources from the traditional functional approach. now it finds a place even in the vision and mission statements of the companies.4.4. HRD is no longer limited to the confines of a departmental activity.ELECTIVE SUBJECTS 4. PERSPECTIVE OF THE COURSE With increasing competition.4. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To develop the perspective of strategic human resource management.1 STRATEGIC HRM 4.3 TALENT AND KNOWLEDGE MANAGEMENT 4. 3. - Appreciate SHRM in the context of changing forms of organisation OUTCOMES - By the end of this course.a student would learn the relationship of HR strategy with overall corporate strategy and Understand the strategic role of specific HR systems . socio cultural and economic changes have triggered the need for constantly developing the human resources.1 STRATEGIC HRM 1.2 INTERNATIONAL HRM 4. the technological.4. The need to survive in the ever changing business world demands a well developed pool of human resources with strategies. GENERAL INFORMATION Credits Hours per week 4 4 2.

best practice approach . frontline officers and workers in SHRD system (Trade union leaders) .Reward and compensation systems .HRM and firm performance linkages Measures of HRM performance .Outsourcing and off shoring. Traditional HR –Barriers to strategic HR Strategic fit frameworks .Mergers and acquisitions .Sustained competitive advantages through inimitable HR practices MODULE 3: 3 8 HOURS 8 HOURS Conduct an Interview with CEO or Authorised authority and data collection on Strategic responses of Organisations to changing environment (Ref.(common) Compatibility between voluntary participative forums and collective bargaining forum (HR Managers) Reasons for strong / weak / no relationship (positive or negative) between strategic responses and SHRD system. ( HR Manager / Individual / Trade Unions) Unions perception on the commitment of employer.4.Domestic and International labour market .Employee and career development systems . Kandula PHI 2012) Interview schedule for conducting case study     Interviewee‘s awareness / knowledge of strategic responses being planned / implemented / progressed in the organisation. Srinivas R.Linking business strategy with HR strategy .Staffing systems . MODULE 5: 5 10 HOURS HR Systems . M & A s and Strategic HR MODULE 6: 6 10 HOURS Strategic options and HR decisions – Downsizing and restructuring .performance management systems .Business strategy and human resource planning . COURSE CONTENT AND STRUCTURE MODULE 1: 1 HR environment HRM in knowledge economy Concept of SHRM Investment Perspective of SHRM Evolution of SHRM Role of HR in strategic planning MODULE 2: 2 10 HOURS 10 HOURS Strategic Responses of Organisations to Changing Environment – Portfolio process and structure related strategic responses.Various Strategic Management frameworks MODULE 4: 4 Strategic HR vs.HR bundles approach.

Tata McGraw Hill. R Kandula. Tanuja. Greer. 4. 5. Pearson Education. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 1.team-based projects – lectures .group projects . ―Strategic Human Resource Management‖. New Delhi. Srinivas.. Mello. Thomson Learning Inc. ―Strategic Human Resource Management‖. Charles.video 6.guest speakers . Dreher.George and Thomas Dougherty. Agarwala. PEDAGOGY A variety of teaching methods will be employed which will include case analysis . ―Human Resource Strategy‖.5.Jeffrey A. ―Strategic Human Resource Management‖.―Strategic Human Resource Management‖. Oxford University Press. PHI REFERENCES . 3.self-assessment exercises . 2.

3.4.Domestic HRM v/s IHRM .policies and practices OUTCOMES - By the end of this course. of Credits per week No. with some of the HRM issues faced by staff in a foreign subsidiary of a major multinational company 4. COURSE CONTENT AND STRUCTURE MODULE 1: 1 8 HOURS International HRM .Managing International activities . PERSPECTIVE OF THE COURSE A challenging aspect of HRM in most firms with multinational operations is the multicultural nature of their work force. takes place not in vaccum but within the overall internal organisational environment and the external national and international context in which the company operates an attempt is made to know the insight of IHRM.International recruitment and selection .2 INTERNATIONAL HRM 1. GENERAL INFORMATION No. In addition. through a real life case study. of Hours per week 4 4 2. a student would learn a perview of the major challenges that MNC‘s face and to be familiar. HRM like so many other managerial functions.Training and development of expatriates – M & A – Integration of acquired employees in newer cultures. Global Mobilty and HR-International postings .4.Human Resource Planning . which is further compounded by its geographical dispersion. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To be able to assess the extent to which multinational companies can have company wide HRM strategies.

MODULE 3: 3 10 HOURS Managing HR in Virtual Organisation: Meaning and types of virtual organisations .Features of virtual organisation .Difference between traditional and virtual organisations .Total quality in HRM . PEDAGOGY - Lectures Practical Excises – Individual and Group Case Studies .socio cultural factors and ethical issues in BPO Industry .Barriers to TQHRM .Taxation decisions .International compensation: components.Problems of women expatriates . objectives and methods of compensation .Knowledge management and IHRM -Changing scope of International management development .Globalisation and senior citizens – BPO and IHRM 5.Changing trends in International employment. job related adjustments.International manager roles: development implications. Experiences of Japan and China MODULE 6: 6 10 HOURS Case Studies .Futuristic view of IHRM .Challenges of International performance management .Selection methodology of expatriation .Conflict management Human rights movement and IHRM.Adventurous training .Implications for knowledge transfer .Ethics and challenges in IHRM . Future developments MODULE 5: 5 12 HOURS IHRM Strategies and Developments .Role of international education in IHRM .Knowledge and situated cognition . international management development initiatives.Managing diversity .Scope of TQM .Process of repatriation.Business leaders as global citizens .Knowledge and Knowledge transfer .Knowledge management in MNCs .Managing HR in virtual organisations .UNO and IHRM .Comparison of Traditional and TQHRM approaches .Career Management & International HRM MODULE 4: 4 10 HOURS Knowledge management and International management development .Linking corporate and HRM strategy . organisational development .HR project planning .MODULE 2 : 2 10 HOURS Repatriation – Expatriation and repatriation .Importance of computerised information system .

New ade international publishers. Chris rees: International Human Resource Management.HPH. Tony Edwards. Dowling : International Human Resource Management. Indrani Mutsuddi: Managing Human Resources in the Global Context. 2.Subbarao : International Human Resource Management.6. Pearson. latest edition. 3.latest edition REFERENCES . 4. latest edition P. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 1.

consultants. Talent Management & Social Media . COURSE CONTENT AND STRUCTURE MODULE 1: 1 Talent .Leveraging talent Talent value chain . PERSPECTIVE OF THE COURSE The explosion of interest in talent and knowledge management among academics.Emerging Trends in Talent Management . of Hours per week 4 4 2. and business people began as recently as the mid-1990s. its importance in contemporary business OUTCOMES - By the end of this course.Difference between talent and knowledge workers . GENERAL INFORMATION No. to knowledge facilitator. benefits and challenges of Talent Management System . public policy makers.Building blocks of talent management: competencies. It is growing rapidly more and more companies have built talent and knowledge repositories.The level of interest in Talent & Knowledge management since then visible in a number of ways. a student would learn the new concepts in talent and knowledge management and its relevance in the corporate 4.4.4. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To impart the knowledge on talent and knowledge management. performance management. selection.Elements of talent friendly organizations MODULE 2 : 2 8 HOURS 12 HOURS Elements.Modern practices in talent attraction. to corporate knowledge officer 3. of Credits per week No.3 TALENT AND KNOWLEDGE MANAGEMENT 1. retention and engagement.Engine of new economy . evaluating employee potential . Even new job titles have appeared from knowledge edge developer.

Lance A and Dorothy Berger (Eds. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 1. 4. Berger.Types of knowledge .Contingency plan for talent .Knowledge creation and capture .Designing of Knowledge management strategy . Financial Times/Prentice Hall International Chowdhary.Psychometrics for TM MODULE 5: 5 14 HOURS Knowledge economy . Conduct minimum one focus group discussion (FGD) on Knowledge Management Portal 5. New Delhi Masood. MODULE 6: 6 8 HOURS Conduct Interviews with five senior executives of two organisations on their talent and knowledge management practices.) The Talent Management Handbook.Optimizing investment in talent . Talent management in India-challenges and opportunities. Elais M Awad.Anilkumar singh and Somesh Dhamija . Knowledge Management text and cases.Building talent Leadership coaching MODULE 4: 4 6 HOURS Return on talent (ROT) .Cross functional capabilities and fusion of talents Talent development budget .Value driven cost structure . Subir. Mc graw Hill . 3. Organization 2IC.ROT measurements .Understanding Knowledge management . Pearson Education. Knowledge management. Tata McGraw Hill.Developing talent management information system . 2.Implementing knowledge management strategy .: Pearson Sanjay Mahaopatra.Knowledge management framework . New Delhi Chowdhary. Hassan M Ghaziri. The Talent Era. Subir.Knowledge management metrics and audit.Atlantic publisher. Mcmillan Waman s Jawadekar.New Delhi. PEDAGOGY - Lectures Seminars and presentation Practical Exercises like industry and field visit – Individual and Group Case Study discussion in each module 6.Issues and challenges in knowledge Management . 6. 5.MODULE 3: 3 10 HOURS Talent Planning – Succession management process . 7. Knowledge Management.Integrating compensation with talent management .Knowledge centric organizations .

PERSPECTIVE OF THE COURSE Understanding and study of management of organizations in general would give a better perspective in the contemporary scenario. Healthcare is one of the major emerging sectors of the Indian Economy.ELECTIVE SUBJECTS 4. But the application and customization of the basics of management in various sectors of the industry is the need of the hour. GENERAL INFORMATION No.2 STRATEGIC MANGEMENT IN HEALTH CARE SETTINGS 4. of Credits per week No. The application and customization of various functional areas of management would go a long way in the placement of management graduates in the healthcare sector.5 HEALTH CARE MANAGEMENT 4. OUTCOMES - By the end of the course.1 BASIC MANAGEMENT ASPECTS OF HEALTH CARE 4. 3.5. - To make students to get a glimpse of application of management in healthcare sector.1 BASIC MANAGEMENT ASPECTS OF HEALTH CARE 1. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To introduce the managerial dimensions of healthcare sector to students. of Hours per week 4 4 2.5.5.3 MANAGEMENT OF HOSPITAL SERVICES 4.5. The present course makes a humble attempt to bridge the gap of fulfilling the felt needs of healthcare sector. the students have to have better understanding of differences between management in general and management in healthcare sector .

Vendor Management. role plays. case discussion. Procurement. Compensation. Competency Management in Healthcare MODULE 4: SERVICE MARKETING 4 8 HOURS Behavior of individuals. Finance and Inventory Management of Hospitals . Pricing Policy. Health Service Quality. PEDAGOGY The course is expected to use a combination of approaches such as lecture. MODULE 2: ORGANIZATION BEHAVIOR 2 10 HOURS Pricing of hospital services and new equipment usage.Diagnostics. Branding and Positioning. instruments. MODULE 5: FINANCIAL MANAGEMENT 5 8 HOURS HRM challenges with reference to Recruitment. Hospital Equipment. Training and Development. Accounting Practices in Hospitals. Retention. Promotion Mix. Purchase. Materials Planning. polyclinics. COURSE CONTENT AND STRUCTURE MODULE 1: HEALTH CARE SECTOR 1 Various segments in healthcare delivery. Assignments in HR. Selection. Planning. specialist hospitals etcSocial Health Model-Framework of Healthcare Organization as compared to other service sector-Business Process Re-engineering-Differences between management in healthcare and other service sectors. videos and films. groups and teams-Conflict Management and Service Culture with special reference to healthcare sector. experiences. nursing homes. MODULE 3: HUMAN RESOURCE MANAGEMENT 3 8 HOURS 12 HOURS Stores Organization. Marketing. Media and Public Relations in healthcare-Application of marketing strategies in healthcare. Hospital Rate Setting. Emerging Trends in Finance in Healthcare-Break Even Analysis in Healthcare organizations-Costing Template MODULE 6: INVENTORY MANAGEMENT 6 10 HOURS Marketing challenges to Service Marketing. Inspection. Marketing Communication. Repair and Maintenance-Condemnation and Disposal-Pilferage-ABC and VED Analysis 5. Performance Management System. Concept and Scope of Inventory Management as applicable to healthcare. Replacement Analysis.4. Purchase. Rate Revision. exploratory exercises. Selection.

3rd Edition. ―HRM in Hospitals‖ . Croom Helm. ―Basic Hospital Financial Management‖ . 1979 19. ―Hospital Administration‖ . Donald F . 2003 17.G Ramanujam. Beck. D. Robert.2009 18. 1980 14. Leiyu . Prentice Hall of India Pvt Ltd. New Delhi. Gupta. Sakharkar B M. Sunil. 1986 13.C. Ist Edition. Shi. 2009 15. 1st edition . TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 12. Jaypee Brothers Publishers . Shakthi and Kant.6. ―Principles of Hospital Administration & Planning‖. Jaypee Brothers Publishers . 2006. Hyman Stanley‖ Supplies Management in Healthcare‖. ―Marketing of Healthcare Services‖.2nd Edition. Joshi. Kotler. Jaypee Publishers. Philip and Clarke. P. 16. ―Managing Human Resources in Health Care Organizations‖.‖ Marketing in Healthcare Organizations‖.C. an integrated approach‖. New Delhi. Prentice Hall College Division. 2009 20. Excel Books. Jones & Bartlett Learning. Goel R. ― Hospital Stores Management . 2004 . Ist Edition. Aspen Systems Corp.

Competition in healthcare business MODULE 2: STRATEGY FORMULATION AND IMPLEMENTATION 2 12 HOURS Competitive advantage in terms of facilities and services.5.2 STRATEGIC MANGEMENT IN HEALTH CARE SETTINGS 1. different approach has to be followed to ensure the business performance and growth. Goals and Objectives-Business Models-Policy and Values. Critical Success Factors. As healthcare industry is a unique service industry. PERSPECTIVE OF THE COURSE For any organization to be successful. Outsourcing-Role and emergence of technology-Resource Allocations-Supportive . the student will get a feel of the strategic dimensions of the management of healthcare organizations 4.Cost Leadership and differentiation in healthcare delivery-Core Competence in healthcare organizations-Growth and expansion of organizations-Mergers and Acquisitions. it needs to have an holistic approach towards business with accurate alignment of its objectives with business strategies. of Hours per week 4 4 2. Key performance Indicators in healthcare setting. Balance Score Card. OUTCOMES - By the end of the course. of Credits per week No. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To enable the students to understand the philosophy and rational of business strategies - To enable the students to understand the various quality philosophies.4. GENERAL INFORMATION No. significance and their application in healthcare settings. Mission . The course will cover the basics of strategic management including quality and innovation as applied to healthcare sector 3. COURSE CONTENT AND STRUCTURE MODULE 1: INTRODUCTION 1 8 HOURS Strategic intent concepts. Healthcare Organization‘s Vision.

Kropf. Jaypee Medical Publishers. videos . Jesus.1984 10. Nursing. Donald Lighter and Douglas. Prentice Hall. Paul Trott.films and interactions with entrepreneurs in healthcare sector 6. Pena. Kunders. New Product Development 5. James A. ―Strategic Analysis for Hospital Management‖. Ist Edition. G. Girdhar Gyani & Alexander Thomas . Prentice Hall of India. instruments. Technology. 1984 . 5th Edition . case study designing specific to the topic. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 7. experiences.Culture-Strategic Leadership-Corporate Culture-Functional and operational implementation. Medical. 2004 13. Innovations in Healthcare delivery-Public and Private.Zuckerman. ―Designing for Total Quality in Health Care‖. case discussion. Alan M. NABH & JCI-Statutory Compliance MODULE 5: AUDIT IN HEALTHCARE 5 10 HOURS 8 HOURS Innovation Process. Ist Edition . focus and safety-Accreditation ProcessNational and International Bodies for accreditation in healthcare – ISO. and Program Evaluation‖. MODULE 3: QUALITY IN HEALTHCARE 3 Concept and significance-Quality Management Philosophies-Patient Focus and Involvement-TQM Models-Quality tools and techniques applied to healthcare-Continuous Quality Improvement-Quality Circles MODULE 4: QUALITY ACCREDITATION 4 8 HOURS Concurrent. Ist Edition. PEDAGOGY The course is expected to use a combination of approaches such as lecture. ― Innovation Management and New Product Development‖. Clinical Pharmacy and Antibiotic Audits-Patient Satisfaction surveys-Integration of healthcare systems MODULE 6: INNOVATIONS IN HEALTHCARE 6 10 HOURS Meaning and benefits-Quality Standards-Quality of patient care. web-based assignments. Aspen Publication.D . Janes and Berlett Publishers.2011 12. Roger . 2014. Greenberg.‖ Hospital Quality Assurance. 8.‖ Quality Management in Healthcare: Principles and Methods‖. 2002 9. Aspen Publishers Inc. Risk Management. Prism Books Pvt Ltd. 2nd Edition. terminal and cyclic evaluation-Healthcare. QCI. 2005 11. Healthcare Strategic Planning.‖Handbook of Healthcare Quality & Patient Safety‖.

of Credits per week No. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To introduce the basic services of hospitals to the students. hospital as a system.3 MANAGEMENT OF HOSPITAL SERVICES 1. COURSE CONTENT AND STRUCTURE MODULE 1: STRUCTURE OF SERVICES 1 8 HOURS Uniqueness of Hospital Services-Differences with Non-Hospital Forms of Healthcare ServicesClassification of Hospital Services based on Ownership. GENERAL INFORMATION No. to fully understand the various functions being carried out by different departments and design and develop hospital systems so that all functions are carried out in a coordinated manner. different from other service organizations. Extent of specialization and Nature – Hospitals in India today. PERSPECTIVE OF THE COURSE Hospitals are unique service based organizations. This requires. Hospital Managers have to make sure that healthcare services are rendered by the healthcare personnel effectively and efficiently. Hospitals serve as the touch-points of healthcare delivery.5. on the part of the hospital managers. OUTCOMES - At the end of the course. The course has been designed to give the detailed overview to hospital functioning in compliance with statutory and regulatory requirement in a holistic manner 3. The patients approach hospitals for general and specialized services on short. of Hours per week 4 4 2. - To familiarize the students with management dimensions of hospital services. the students would get an insight into structure of hospital services and delivery 4.4. medium and long term basis. . concentrating mostly on the curative health services.

M. Nursing services and administration.Preliminary survey. Equipment & supplies. Housekeeping. G. 2004. legal requirements & Design consideration. Frequent visits to and assignments in different kinds of hospitals are recommended. 2007.Phases of hospital project. New Delhi. videos and films. Ist Edition. New Delhi. MODULE 5: OTHER SERVICES 5 10 HOURS Out Patient Department. Pharmacy.‖ Hospitals: Facilities Planning and Management . Other Supportive Services like Radiology. 2nd Edition. evaluation of hospital services. Central Sterile and Supplies Department( CSSD). Super Specialty services.‖ Hospitals and Nursing homes planning. Financial & Equipment planning. Goel. 6. experiences. Laboratory etc. Documentation.Sakharkar . Physical medicine and Physiotherapy. Ist Edition. 16. Ambulance services. Laundry.Prioritization of Patient Needs MODULE 4: IN-PATIENT SERVICES 4 8 HOURS 8 HOURS Information. Bio Medical Waste Management(BWWM) . Srinivasan A V. Communication and Technology in Healthcare-Barriers and facilitators in adoption of ICTTelemedicine. 2002 19. Ist Edition.‖ Managing a Modern hospital‖.D. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 14. Use of management information system. Hospital statistics. TBS.Urgency and utilization management. Physical facilities and space requirements. Sanitary System and Fire safety. Kunders. Laundry & Linen. Ist Edition.‖ Hospital Core Services: Hospital Administration in 21st Century‖. S. 2009 17. Building. Maintenance department. organizing and management‖. Cafeteria and Mortuary. PEDAGOGY The course is expected to use a combination of approaches such as lecture.Blood Bank . Flow chart of operation. Critical Care Services like ICU Etc -Specialty Services In-patient department (General & Specialized unit). Jaypee Brothers Medical Publishers.Planning and Management of Accident and emergency services. OT. Toilets. MODULE 6: HOSPITAL INFORMATION SYSTEM 6 10 HOURS Operation of wards and facilities-Planning and Management of Medical and Surgical Services. Madhuri. B. 5. Feasibility Survey.MODULE 2: DESIGN AND PLANNING 2 Classification of Healthcare Facilities. Sage Publications. Burn Unit. statutory requirements. ―Essentials for Hospital Supportive Services and Physical Infrastructure‖. 2003 . site selection criteria. case discussion.‖ Principles of hospital administration and planning‖ . Deep and Deep Publications Pvt Ltd.L and Kumar. Water supply. Jaypee Brothers Medical Publishers. Tabish S A. instruments. Day care. 2003 18. MODULE 3: OUT-PATIENT SERVICES 3 12 HOURS Planning and Management of STP/ETP. Sharma. web-based assignments. case study designing specific to the topic. 15. Jaypee Publishers. Hospital organization hierarchy – Roles & function of hospital administration.

- To provide knowledge on delivery channels and back office operations.6.6. GENERAL INFORMATION No.2 INTERNATIONAL FINANCIAL MANAGEMENT 4. PERSPECTIVE OF THE COURSE The System and Experience of Banking has changed drastically over time and the buzz words today are ‗net banking‘. A student seeks a career in banking need to be exposed to the ‗Technology‘ that defines the work and responsibility in the changing scenario of bank functioning. this paper ‗Banking Technology and Management‘. 3.6. the technology that drives the system is equally essential to know.6 BANKING FINANCE AND INSURANCE (BFIS) 4.ELECTIVE SUBJECTS 4. - Get exposed to the contemporary techniques influencing banking systems . Hence. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To orient the students about the core banking and branch operations. - To discuss contemporary issues in banking techniques OUTCOMES By the end of the course.6. - Know the back-end operations enabling provision of services. a student would - Learn the technology used in banking operations. of Hours per week 4 4 2. of Credits per week No. ‗mobile banking‘ etc.1 BANKING TECHNOLOGY AND MANAGEMENT 4.3 RISK MANAGEMENT FOR BANKS AND \ INSURANCE COMPANIES 4.1 BANKING TECHNOLOGY AND MANAGEMENT 1. While knowledge of the systems and operations of a bank is very important. - To give an exposure regarding interbank payment system and smart banking technologies.

Opportunities. . PEDAGOGY e) f) g) h) Lectures and presentations. Assignments about interaction with banks.4. COURSE CONTENT AND STRUCTURE MODULE 1: Core Banking and Branch Operations 1 Introduction and Evolution of Bank Management – Technological impact in Banking Operations – Total Branch Computerization – concept and opportunities – Centralized Banking – Concept. Live examples and cases Seminars from industry experts. Challenges and Implementation MODULE 2: Delivery Channels 2 10 HOURS Introduction – Characteristics of Smart Banking Environment – Components and Technologies of Smart Banking Environments – Issues in Smart Banking MODULE 6: Contemporary Issues in Banking Techniques 6 10 HOURS Interface with payment system Network – Structured Financial Messaging System – Electronic Fund Transfer – RTGS – Negotiated Dealing Systems and Securities Settlement Systems – Electronic Money – E-Cheques MODULE 5: Smart Banking Technologies 5 8 HOURS Back office Management – Inter branch reconciliation – Treasury Management – Forex Operations – Risk Management – Data Centre Management – Network Management – Knowledge Management (MIS / DSS / ESS) – Customer Relationships Management (CRM) MODULE 4: Interbank Payment System 4 8 HOURS Overview of Delivery Channels – Automated Teller Machine – Phone Banking – Call Centers – Internet Banking – Mobile Banking – Payment Gateways – Card Technologies – MICR Electronic Clearing MODULE 3: Back Office Operations 3 10 HOURS 10 HOURS Analysis of Rangarajan Committee Reports – E Banking – Budgeting – Banking Softwares – Case Study: Analysis of Recent Core Banking Software. 5.

24. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 20. Banking on Technology – Perspectives on the Indian Banking Industry. 5. May 2012. 22. McMillan . Working Group on Information Security. The Reserve Bank of India. Technology Risk Management and Cyber Frauds – Report and Recommendations. ―Information System Audit and Assurance‖. The Indian Banker. Mobile Banking – Report of the Technical Committee. January 2014. Narinder Kumar. ―Technology in Banking – the New S Curve‖. D. 23. D. No. January 2014. Vol VII. Tata McGraw Hill 26. Muraleedharan.P. Bhasin.6.P & Gulati. V. Electronic Banking. Publications of Indian Institute of Banking and Finance. Dube. Indian Banks Association. ―Modern Banking Theory and Practice‖ 21. The Reserve Bank of India. January 2011 25.

The current Exchange Rate Agreements. 3. European Monetary System. a student would learn - The global financial environment. COURSE CONTENT AND STRUCTURE MODULE 1: GLOBAL FINANCIAL MANAGEMENT 1 10 HOURS Evolution of International Monetary System. Flexible Exchange Rate Regime.6. This course titled ―International Financial Management‖ aims to orient all the aspects a professional need to know in carrying out international transactions. Fixed vs.4. currency system. Bretton Woods System. the procedures and formalities to be adhered to are on one side. relationship between economies and impact of international transactions on the economy. Classical Gold Standard. OUTCOMES By the end of this course. PERSPECTIVE OF THE COURSE A business enterprise having international transactions is exposed to various risks. Bimetallism. the economic impact of the transactions. GENERAL INFORMATION No.2 INTERNATIONAL FINANCIAL MANAGEMENT 1. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To orient the students on global business environment and international markets. While understanding the global environment. Interwar Period. - Foreign currency risks and hedging strategies. - Fixing of exchange rate. - To make students understand the various risks an enterprise is exposed to on account of international transactions. Flexible Exchange Rate Regime . of Hours per week 4 4 2. the impact of transactions on cash flow of the entity on account of fluctuations in foreign exchange rate is another aspect that must be addressed. of Credits per week No. - To provide knowledge and skills for hedging foreign currency risks. - Functioning of international financial markets. - Interest rate risks and hedging strategies 4.

―International Finance – A Business Perspective‖. 6. ‗Surplus‘ and ‗Deficit‘ in Balance of Payments. Translation Risk. Interest Rate Parity Theory. Alan Shapiro: Multinational Financial Management . Forward Rate Agreements. External – Forwards. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 6. Interest Rate Options. Importance and limitations of BOP Statistics. Components of the Balance of Payments. Valuation and Timing. Tata Mc Graw Hill. Zenoff & Jack Zwick: International Financial Management. 5.MODULE 2: BALANCE OF PAYMENTS 2 Introduction. Caps. International Money Markets. . MODULE 4: EXCHANGE RATE DETERMINATION 4 5 HOURS 10 HOURS Purchasing Power Parity Theory. Risk Hedging Strategies: Internal – Netting. PEDAGOGY f) g) h) i) Lectures. Relationship of BOP with other economic variables. 10. 9. MODULE 3: INTERNATIONAL FINANCIAL MARKETS 3 5 HOURS Motives for using International Financial Markets. Leads and Lags. Swaption. Pure Expectations Theory MODULE 5: FOREIGN EXCHANGE RISK AND RISK HEDGING STRATEGIES 5 16 HOURS Transaction Risk. Apte. Currency Swaps MODULE 6: INTEREST RATE RISK AND RISK HEDGING STRATEGIES 6 10 HOURS Interest Rate Swaps. A. V. Rita M. International Credit Markets and International Bond Markets. Floors and Collars. Prentice Hall. Economic Risk. David B. Comparison of International Financial Markets. Futures. Prakash. Bigame Carter: International Financial Management. interpreting Foreign Exchange Quotations. Options. International Fischer‘s Effect. Interest Rate Futures. Himalaya Publishing House. Demonstrations using Excel Practical Exercises – Individual and Group Case Studies.Theory and Practice. New Delhi. 7. Foreign Exchange Market – History and Transactions. Avadhani: International Finance. Rodriguez L. 8. Money-market Hedging. Accounting Principles in Balance of Payments.

Madura. Fred Weston. Bart: Guide to International Financial Management. . Sharan. Robery O. Jain. Edmister: Financial Institutions . Prentice Hall.REFERENCES 7. MacMillan J. Thomson South-Western. A. Rajwade: Foreign Exchange International Finance and Risk Management. 9.markets and Management. 12. 8. Prentice Hall of India. 11. Jeff. 10. and Yadav‘ ―International Financial Management‖. ―International Corporate Finance‖. ―International Financial Management‖. Vyuptakesh. Peyrard.V.

highlighting the best practices in Indian and global context 3. Risk Management framework. 4. Types of Risks. However. COURSE CONTENT AND STRUCTURE MODULE 1: Overview of Risk Management in Banks 1 8 HOURS Risk concept.Risk measurement/. Risk monitoring and Control. - Get exposed to the best practices in India and other parts of the world.Risk Reporting . banks and insurance companies are exposed to risks. of Credits per week No. Organizational structure. - To provide knowledge on various risks faced by insurance companies.Sensitivity. in respect of ‗risk management‘. - To make understand the various strategies adopted by banks and insurance companies in effectively managing risks OUTCOMES By the end of the course. Risk Identification.3 RISK MANAGEMENT FOR BANKS AND INSURANCE COMPANIES 1.Importance. a student would - Know the risks faced by banking and insurance companies. - Know the risk management strategies for banks and insurance companies.6.4. While ‗risk-taking‘ is an integral part of both banking and insurance business. guess or even comprehension. of Hours per week 4 4 2. the risks are very unique and most of the times beyond prediction. PERSPECTIVE OF THE COURSE Like every business. GENERAL INFORMATION No. - Understand the challenges in managing banks. managing risk to boost performance is a matter of challenge. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To provide knowledge on various risks faced by banking companies. The changing face of risk in banks. This courses provides an outline of ‗risk management‘ among banks and insurance companies.

Basic categories risk. Vikas Publication. Managing credit risk. MODULE 3: Capital. Thomson Sowlla Western Singapore. Measuring Liquidity risk MODULE 5: Managing Market risk – Banks Investment Portfolio 5 10 HOURS Concepts of Economic and Regulatory capital. Regulation and Adequacy 3 10 HOURS Basic concepts. The Treasury functions. Blackwell Publishing co. III. Managing Interest rate with Interest rate derivatives. Loss Forecasting 5. 2015 29. Gupta. Assignments about interaction with banks and insurance companies 6.Liability Management. Measuring Interest rate risk with VAR. Risk control and Risk financing. Jatinder Loomba: Risk Management and Insurance Planning PHI. Himalaya publishing house.Sources. Harold D Stephen and W Jean Kwon. Risk Management and Insurance.. Risk Management and Insurance. Trieschimam. Padmalatha Suresh and Justin Paul. Pearson. Loan sales. Management of Banking and Financial Services. Covered bonds and Credit Derivatives. Insurance market dynamics. Live examples and cases Seminars from industry experts. Risk management process. Methods to reduce Interest rate risk. P. Methods of managing risk/ Risk mitigation.K.MODULE 2: Managing credit risk 2 Defining Credit risk. New York. PEDAGOGY i) j) k) l) Lectures and presentations. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 27. K. Enterprise risk management. 3rd Edition. 2003 31. Guatarson. Different scenarios and Risk management strategies. Sandra G. 2007 30. 2013 32. 2014 . Risks and Returns of Investment securities. Robert E Houyt. Liquidity risk.I. Insurance and Risk Management. Asset. Jave S. 2014 28. II. The Interplay between Market and Credit risk. Illustrative problems on calculating capital adequacy MODULE 4: Interest rate and Liquidity risk 4 10 HOURS 8 HOURS Risk Management : Meaning and objectives. Personal risk management.C Shekhar and Lekshmy Shekhar. Managing and Measuring Interest rate risk. The Basel Committee‘s Principles of Credit risk Management measuring Credit risk. Approaches. Credit rating framework. Approaches to VAR Computation.Risk. Introduction to some popular credit risk models: Credit risk transfersSecuritization. Banking Theory and Practice. Why regulate bank capital? Risk based Capital StandardsRegulatory capital: Basel Accord. MODULE 6: Risk Management in Insurance Companies 6 10 HOURS Introduction.

Mumbai . Pathak. 2012 Bharati. 2012 Indian Institute of Banking and Finance. Jaico Publishing House. 2008 Indian Institute of Banking and Finance. 38. Bhole and Jitendra Mahakud. K. Risk Management.K. 40.V. S. 2nd Edition. Mac Millan 2010 G. Mac Millan.M.. 37. Mc Milan. 36. Strategic Credit Management in Banks. Bagchi S. L. 2nd Edition. New Delhi. Popli and S. Bank Financial Management. Puri. Pearson Education. 39. ―Credit Risk Management‖. 34. 35. PHI. PHI. 2013 Jyotsna Sethi and Nishwan Bhatia.33. 2014 IIBF. Financial Institutions and Markets. The Indian Financial system. ―Risk Management‖. Elements of Banking and Insurance.

OUTCOMES - By the end of the course. technological innovation has the potential to spur growth of individual enterprises at the micro level and aggregate industries and economies at the macro level. Associated with this high growth rates. 3.7. supply chain inefficiencies. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - To understand the importance of technology and innovation for SMEs - To learn and understand various other dimensions of technology and innovation. change in manufacturing strategies and turbulent and uncertain market scenario. GENERAL INFORMATION No. industries and ultimately. Of these. of Hours per week 4 4 2. employment generation.1 TECHNOLOGY AND INNOVATION 4. SMEs need to adopt innovative approaches in their working. etc. SMEs in India are also facing a number of problems like sub-optimal scale of operation.1 TECHNOLOGY AND INNOVATION 1.ELECTIVE SUBJECTS 4. fund shortages.3 MANAGEMENT OF STARTUPS 4.7 STARTUPS AND SMEs 4. To survive with such issues and compete with large and global enterprises.7.2 INTERNATIONALIZATION OF SMEs 4. economies. of Credits per week No.7. technological obsolescence. Therefore. export promotion. PERSPECTIVE OF THE COURSE Small and medium enterprises (SMEs) have been considered one of the ‗driving forces‘ of modern economies due to their multifaceted contributions in terms of technological innovations. the ability of SMEs to innovate assumes significance because innovation lends competitive edge to firms.7. the students who are entrepreneurially inclined would resort to better technology and more innovation . Hence there is a need to study in this perspective of technology and innovation among SMEs. increasing domestic and global competition.

5.4. PEDAGOGY A mix of lectures. COURSE CONTENT AND STRUCTURE MODULE 1: Introduction 1 Definition and characteristics of Technology – Market based and resource based views of Technology Impact of technology on business – meaning.ICT (Information and Communications Technology) – Access to Modern affordable technology .Policy Imperatives MODULE 4: TECHNOLOGY STRATEGY 4 10 HOURS Technology Business Incubation (TBI) .Forms of Technology Innovation – Characteristics of Product & Process innovation – Status of Technological innovation in Indian SMEs . Sources of Innovation: Internal and external sources. INNOVATION AND SMEs 5 10 HOURS Five Case studies on award winning innovative SME‘s at National Level. Competitive advantage to SME. MODULE 6: PRACTICALS 6 10 HOURS Concept and Key principles of technology strategy – framework for technology strategy – relationship between technology and business strategies – Issues and constraints of SME‘s technology strategy.process of new product development . MODULE 3: TECHNOLOGICAL INNOVATION 3 Relationship between Technology and Innovation .Govt.Linkage between technology development and competition – IPR and Technology management.Ecosystem for technology transfer . MODULE 5: TECHNOLOGY. case study and a hands-on project 8 HOURS . policy imperatives for technology upgradation. importance and recent developments in technological environment – Technology Trends in Indian Industry.Concept and significance of management of technology – Growing importance of Innovation in business MODULE 2: SOURCES OF TECHNOLOGY AND INNOVATION 2 10 HOURS 8 HOURS Sources of technology.

Government of India. Ist Edition.emeraldgrouppublishing. Report submitted to the Department of Science & Technology. Tim Mazzarol. J. V. Christopher Miller. Innovation readiness of Indian SMEs: and Challenges – FICCI MSME Summit 2012 Report: Theme: ― Innovation & Clusters‖ 25. 4th Edition. Narayanan . 2011 24. Tarek Khalil . Peter van der Sijde and Gary Cook ―New Technology Based Firms in the New Millennium‖ ISSN: 1876-0228. Brychan Thomas. ―Strategic Technology Management‖ . ―Managing Technology and Innovation for Competitive Advantage‖. Prentice Hall .6. Chaminade. Ray Oakey. 1993 42.dpuf 23. in H.K.bookboon. Yeung Handbook of Research on Asian Business.com/products/books/series. New Delhi. McGraw Hill. 2000 44. ―Management of Technology‖ . Bala Subrahmanya. Innovation Policy for Asian SMEs: an Innovation Systems Perspective. McGraw Hill. Edward Elgar. 2012 45. Strategic Management of Technological Innovation .com REFERENCES 21. Sophie Reboud . 2000 43. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 41.htm?id=18760228#sthash. Edward Elgar Publishing. M Mathirajan and K N Krishnaswamy(2008) ―The Influence of Technological Innovations on the Growth of Manufacturing SMEs‖.RC0ih24v. Vang.‖ Strategic Innovation in Small Firms – An International Analysis of Innovation and Strategies Decision Making in Small to Medium Sized Enterprises‖. C.EBook. Lyndon Murphy Innovation and Small Business – Volume 1. Betz F . 22. www. McGraw Hill. 2006 . Aard Groen. M H. Melissa A Schilling . See more at: http://www.

are driving the world economy to become more and more integrated and this rapid globalization is enabling SMEs to become international in a quicker yet effective manner. Since 1991. SMEs in India have been faced with new competitive intensity. OUTCOMES - At the end of the course. This course will help to gain a better understanding of internationalization of SMEs. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - The objective of this course is to motivate entrepreneurially minded students to attempt internationalization in SMEs that they own and work for. Many of the emerging multinational firms are small and medium enterprises (SME). As more and more firms enter the international business environment.4. PERSPECTIVE OF THE COURSE The emergence of multinational firms has been a distinct feature of globalization in the developing countries. of Credits per week No. declining trade barriers etc. the students must understand the nuts and bolts of internationalization of SMEs. strategies behind the internationalization process of SMEs and various govt/non-govt support programs towards SMEs internationalization. Improvements in resource utilization make it possible to sell a variety of products and services from anywhere in the world and around the clock. there is increased competition. SMEs have used their social capital to penetrate into foreign markets and acquire market share. 3. Technological advancements. Advancements in information technology and improvements in communication infrastructure have resulted in opportunities for SMEs to participate in global markets in both developing and developed countries. seeking to capitalize on their unique skills and capabilities and achieve rapid growth and diversify the sources of their revenue streams. of Hours per week 4 4 2.2 INTERNATIONALIZATION OF SMES 1. However they are unable to observe the strategies behind internationalization processes of SMEs. . GENERAL INFORMATION No.7.

MODULE 6: PRACTICALS 6 10 HOURS Three Case studies of Export Oriented Units (EOU) and one Visit. Modes: Management contracts -Turn-key OperationsSubcontracting – Licensing – Franchising – Overseas Branches – subsidiary . Ethnocentric . MODULE 5: STRATEGIES FOR INTERNATIONALIZATION 5 10 HOURS Geographical Concentration/Diversification. Geocentric.Offensive and Defensive Competitive Strategies. PEDAGOGY A mix of lectures.Foreign Competition Support of Government Agencies.Steps in Internationalisation of SMEs.Foreign Market Needs .Factors influencing Internationalisation of SMEs .FDI. 5.Mergers and acquisitions Ecommerce. MODULE 2: APPROACHES TO INTERNATIONALISATION 2 8 HOURS 10 HOURS Stages. Born-Again Global approaches. Born-Global. Economic. International Trade Exhibition . Polycentric .Trade Journals MODULE 4: SELECTION OF MARKETS 4 Nature of Product .International opportunities for SMEs – Benefits of Internationalization of SMEs. Definition or Meaning of Internationalisation.4. Regiocentric Strategies . MODULE 3: FORMS AND MODES OF INTERNATIONALIZATION10 HOURS 3 Forms: Exporting . Networks Holistic approaches .International market Information . COURSE CONTENT AND STRUCTURE MODULE 1: INTRODUCTION 1 Internationalisation: Introduction.Joint Venture .Integrative and knowledge-based models. Product-Market Expansion Grid. case study and a hands-on project 8 HOURS . Gradualist.

7. Mousumi Majumdar. Ist Edition. Dolly Bhasin is the CEO of a knowledge enterprise. M. Models and Implementation‖.H. 51. 12 (6). R. D. An extension to the ‗born global‘ phenomenon‖. OECD. J. and Servais. Vol 6.. Challenges for SMEs: Agenda for Change Ms. S. ―Encouraging the Internationalization of SMEs‖. 2003 49. S. Anmol Publications Pvt Ltd. Journal of International Marketing. 20. IIFT. and S Shivaramu . (2001): ―Born-again‘ global firms. International Business Review.net 48.D. K. ICICI Bank SME knowledge series 50. P. Journal of International Management. M V Ravikumar. 49-72. ―Internationalization of SMEs – Context. Krzysztof Wach . Karen Wilson . ― Internationalization of SMEs –Study of critical factors ―. 2009 28. 13. Research Study sponsored by Indo-Korean Institute for Science and Technology. McNaughton. CITT. Moen. Nelly Daszkiewicz. and Kirpalani. (2004): ―Born globals: How to reach new business space rapidly‖. ―International Business : Environment and Management ―. ―Internationalization of SMEs: Finding A Way Ahead Alliance School of Business‖. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 46. 2006. S. OECD Papers. REFERENCES 26. Dr. Report by the OECD Working Party on SMEs and Entrepreneurship. and Blomstermo. Sharma. 30. M. 739-753. 25–47 . Krishna Kishore .‖ Small Business Economics. Agarwal. Prof. Alliance University Bangalore India: Available online at http://www. and Katz. Gdańsk University of Technology Publishers. Bell. (2002): ―Born global or gradual global? Examining the export behavior of small and medium-sized enterprises‖. J.V. Kundu. Gabrielsson.6. (2003): ―Born-internationals SMEs: BI-level impacts of resources and intentions. & Head.A. A. Pg 43 29. O. 555-571. 52. 10 (3). 2011 27. New Delhi. 2012 47. International Business Review. Seventh Revised Edition. Ramesh and M K Sridhar. Vasanth Kiran. and Young. Bhalla V K. 173-189. N. Top Barriers and Drivers to SME Internationalization‖.iasir. P. Issue 12. (2003): ―The internationalization process of born globals: A network view‖.

OUTCOMES - By the end of the course. . These challenges are not the same as those of a well-established firm. Many of these failures are for want of an understanding of the management challenges of a new venture which are avoidable. processes and relationships are already in place. COURSE OBJECTIVES AND OUTCOMES OBJECTIVES - The course aims to make the students understand the managerial dimensions of start-up ventures.7. Entrepreneurs should try to compress the new venture phase and move to the growth phase like a meteor. Traditional MBA courses start with the assumption of an existing business and its management where systems. Managing a start up venture is altogether a new experience of simultaneously working on several fronts often with limited resources in hand. of Hours per week 4 4 2. the students must get clarity of vision and roadmap for managing the growth of new ventures. threatening their very existence. PERSPECTIVE OF THE COURSE Most new ventures face near fatal situations during the initial few years. need additional set of attitudes. GENERAL INFORMATION No. This course will provide some insight into the challenges of successfully managing this phase of a venture and its growth phase.4. of Credits per week No. 3. skills and knowledge to overcome these issues. hence.3 MANAGEMENT OF STARTUPS 1. Managers and entrepreneurs.

case study and industrial visits 8 HOURS . Departmentalization. objectives. management of capital expenditure. Technology of Marketing. planning and procurement of additional machinery and equipment. MODULE 2: BUILDING INFRASTRUCTURE 2 8 HOURS Vision. promotional tools.Identifying new market segment. Mission.4. MODULE 4: BUILDING ORGANIZATION 4 10 HOURS Expansion of land and building. MODULE 3: BUILDING MARKETING NETWORKS 3 10 HOURS Two Industrial visits. COURSE CONTENT AND STRUCTURE MODULE 1: BUILDING HUMAN CAPITAL 1 Recruitment of key individuals – man power planning and sourcing.ethics and governance MODULE 5: BUILDING VISION 5 10 HOURS Expansion of market . 5. New age marketing tools. productivity of employees. new distribution channels. talent Management. organizational culture . and strategies. modernisation and technology up gradation. organization policies and processes. MODULE 6: PRACTICALS 6 10 HOURS Design and development of organization structure. group dynamics and team building. Two Synergy case studies. Digital marketing. goals. PEDAGOGY A mix of lectures. learning and development.

Ken Tanner . R. Bert. 2011 33. J. Praeger Publishers.B & Change ― . New Delhi . Thomson Learning.6. Hanson & Kalyanam. Anjan Raichaudhuri . Terri Champion. Ist Edition.S. ―The Entrepreneur‘s guide to hiring a building the team‖ . Bohlander / Snell / Sherman .5th Edition. et. Lance A and Dorothy Berger. 2007 36. Hartman. Cengage Learning. Rosenbloom. ―Small Business Management: Launching and Growing New Ventures‖. Tata McGraw Hill. B. 11 edition. 2009 . Moore. Chase. Tata McGraw Hill. 2006 34. ―Marketing Channels: A Management View‖. ―Indian Entrepreneurial Culture‖.Gupta . Leslie E. Prof. Al. 8th Edition. Vikas Publications . Joseph Weiss . Deep and Deep Publications. 2011 55. Palich . ―Entrepreneurship and small business management‖. New Delhi. Petty and Palich . Donlevy. Longenecker.Cengage Publication. Laura P and Abha Chatterjee ― Perspectives in Business Ethics‖. Bombay. 3rd Edition. A. 2nd Edition 38. William Petty. Justin Longenecker. 35. Thomson Learning. Tata McGraw Hill. Bhatia. Berger. 2013 54.S. 2008 32. G. ―O. New Delhi . Moore. 2010 56. Leo B. 2008 39. Carlos W. ―The Talent Management Handbook‖. ―Managing New Ventures – Concepts and Cases on Entrepreneurship‖. 15th India Edition. PHI Edition. ―Managing HR( for training and development)‖ Thomson Publication 37. New Age International Publication.‖ Operations Management for Competitive Advantage‖. Batra .B. 2nd Edition. 2002 REFERENCES 31. ―Internet Marketing & e-commerce‖. ―Managing Small Business‖. TEACHING/LEARNING RESOURCES ESSENTIAL READINGS 53.