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Sri Ramajayam

Thanjavur - 613 401.



The postgraduate Programme leading to the degree of Master of Business
Administration will extend over a period of four semesters (2 academic years); each
semester will have a duration of 75 working days.
2.1 Candidates for admission to the M.B.A. Programme should have passed any
degree, of any university recognized by U.G.C. or an examination accepted
by SASTRA as equivalent thereto.
2.2 SASTRA will prescribe, from time to time, other eligibility conditions
regarding: the minimum marks secured in the qualifying examinations,
permitted number of attempts for obtaining the degree, qualifying
performance in entrance tests, physical fitness, etc.
2.3 The sponsored candidates should satisfy the conditions regarding sponsorship
that may be prescribed by SASTRA from time to time.
The M.B.A. Programme has a curriculum, with syllabus consisting of
(a) Core courses, which give a broad base in the main field of study in the
academic Programme concerned.
(b) Elective courses chosen by the students in consultation with the faculty
(c) Project work where special emphasis is laid on the application of knowledge
to real-time problems.
(d) The Programme will also include seminars and practical training, as
prescribed by the Board of Studies in the curriculum & syllabi and approved
by the Academic Council.
4.1 Each course has a certain number of credits assigned to it, depending upon its
importance and the contact periods in a week.
4.2 A letter grade, corresponding to the marks secured by the student, is awarded
for each course for which a student has registered. On obtaining a pass grade,
the student accumulates the course credits as earned credits. The number of
credits that the student has earned and the weighted grade point average
measure a student’s progress. This letter grading system will be followed at
all levels of evaluation, namely class participation, assignments, midterm,
critiques, case presentation etc.
5.1 A student earns credits by passing courses every semester. A student, who
has registered for the M.B.A. Programme, has to acquire 126 credits to be
eligible for the award of the degree.
5.2 The courses will be offered in a semester pattern. For each course that the
student undergoes during a semester, there will be a continuous assessment,
The weights to be given to each activity such as case presentation, class
participation, seminars, mid-term and End term examination are as follows:
 Class Participation - 10%
 Case Presentation - 5%
 Written Analysis of Case - 10%
 Mid-Term Examinations (2) - 25%
 End term Examination - 50%
5.3 The Students shall undertake case writing work after the second semester
examinations, during summer vacation and submit the case let at the
beginning of 3rd semester.
5.4 Students shall undertake the project work in the fourth semester. The project
title chosen by the student should be approved by the Guide and the Dean.
The completed project report will be presented for evaluation before the
commencement of fourth semester examinations.
5.5 A student should complete the M.B.A. Programme within a period of 4 years
from the date of admission


6.1 The academic calendar for the M.B.A. Programme of SASTRA is given
Semester working days - 75 days
Continuous Assessment - 2 Mid-Term Tests - 9 days
Study Holidays - 6 days
End Semester examination - 7 days

7.1 Students must attend every lecture, seminar and practical classes. However,
in order to provide for illness and such other contingencies, a minimum
attendance percentage has been prescribed for each course. Percentage of
attendance of a student in a course will be the number of classes attended in
that course divided by the number of the classes actually conducted from the
date of his admission and multiplied by 100. A student can appear in the
semester examination for a particular course only when he has put in a
minimum attendance of 75% in that course.
7.2 A student who has not satisfied the minimum attendance requirement of 75%
will not be allowed to appear for the semester examination in that course. In
such a case the student will have to repeat the course in the corresponding
semester during the next year, thereby losing one year.
7.3 A student should appear for the semester examinations in all the regular
Courses (pertaining to that semester) in which he has satisfied the attendance
7.4 A candidate is considered to have passed a course if he secures a minimum
grade D in that course. Though there is no minimum marks for internal
component students are expected to secure minimum of 50% in the End
semester examination and the student will be declared to have been
passed if they secure minimum of 50 marks taking in to account both
internal and End semester examination. A candidate who does not pass a
course during a semester will have to reappear for the semester examination
for that course whenever offered next and secure the minimum passing mark
in the examination and also a minimum passing grade D taking into account
all other internal assessment grades along with semester examination marks.
7.5 For the project work, the scheme of evaluation will be based on the Report
Presentation & Viva-Voce.
8.1 Course-wise grades are awarded to the students by adopting the following
scheme, based on the weights already discussed in 5.2.
Range, Letter Grade Description of
Percentage Grade Point Performance
85% & above S 10 Outstanding
75% & above, but below 85% A 8 Very Good
65% & above, but below 75% B 7 Good
55% & above, but below 65% C 6 Average
50% & above, but below 55% D 5 Pass
Less than 50% F 2 Fail
Absent for Final Exam E 1 Exposure
Lack of Attendance I 0 Incomplete

8.2 Grade Point Average (GPA) & Cumulative Grade Point Average are
calculated as follows:
Σ(Number of Credits x Grade Points)
GPA = ———————————————
Σ( (Number of credits)
At the end of the Programme, the final results will be classified as follows:
(1) 7.5 & above First Class with Distinction
(without any history of arrears)
(2) 6.0 & above First Class
(Cleared all papers within 2 years)
(3) 5.0 & above, but below 6.0 Second Class


The Board of Management of SASTRA reserves its right to alter or amend or
repeal or annul any or all the rules & regulations.
I - Semester
Course Code
S. No Course Name L T P C
1 101R05 Fundamentals of Management 3 - - 3
2 102R05 Managerial Economics 4 - - 4
3 103R05 Organizational Behavior 4 - - 4
4 104R05 Financial and Management Accounting 3 2 - 5
5 105R05 Management Information System 3 - 2 4
6 106R06 Business Law 4 - - 4
7 107R06 Communication and Comprehension 3 - - 3
8 108R04 Business Research and Statistical Applications 3 2 - 5
Total Credits 32

II – Semester
Course Code
S. No Course Name L T P C
1 201R07 Operations Research for Management 3 1 - 4
2 202R05 Marketing Management 5 - - 5
3 203R05 Production and Operations Management 4 - - 4
4 204R06 Financial Management 3 2 - 5
5 205R06 Human Resource Management 5 - - 5
6 206R06 Financial Services 3 - - 3
7 207R07 Strategic Management 5 - - 5
8 208R04 Entrepreneurship Development 3 - - 3
Total Credits 34
Semester – I


Credits: 3
Objectives: To provide knowledge to students on various Management concepts and

Unit - I: Prelude to Management Aspects

Historical perspectives of Management Principles; The changing paradigm of
Management - Functional Management and Management Types; Management levels –
Key Managerial Roles – Management Skills, Values, Vision and Mission of
Organizations; Cultural Issues of Management; Corporate Social Responsibility. Models
of Management – Systems Approach, Behavioral Approach & Integrated perspective –
Current Management Issues.

Unit -II: Planning and Decision Making

Organizational Planning: Nature and Structure of Planning, Phases in Planning,
Characteristics of a Healthy Plan. Planning Tools and Techniques: Techniques of
Forecasting, Planning Premises, Concepts of MIS, MBO, SWOT analysis, Managerial
Decision Making - Features, Types and Process of Decision Making, Rationality in
Decision Making.

Unit - III: Organizing and Coordinating

Fundamentals of Organizing, Designing Organizational Structure to achieve strategic
goals; Coordination, Factors affecting structure, Departmentation – Span of Control -
Centralization – Decentralization – Delegation of Authority. Change and Development
and Innovation through OD.

Unit -IV: Directing

Elements of Directing and Supervision, Distinction between Directing and Supervision.
Communication in Business Organizations; An overview of Motivation theories and
Leadership theories

Unit -V: Controlling

Concept of Control: Principles, Objectives of Organization Control. Controlling
techniques: Budgetary Control System & Non-Budgetary Control techniques – Features
of a good Control System in Global Organizations. Management Control Systems.
(Appropriate cases will be discussed under each topic)
Suggested Readings:

1. Stoner, J.A.F., Management, Prentice Hall Pub, 2006.

2. Robbins, S.P., and Decenzo, D.A., Fundamentals of Management, Pearson
Education Inc, 2007.
3. Agarwal, R.D, Organization and management, Tata McGraw-Hill, 1986.
4. Massie, Essentials of management, 4/e, Prentice Hall of India New Delhi, 1996.
5. Donnelly, J.H., Gibson, J.L., Fundamentals of Management, McGraw Hill, 1998.
6. Gupta, R.N., Principles of Management, S. Chand & Co., 2001.
Credits: 4

Objectives: To provide a firm foundation in economic theory for analyzing the key
managerial decision problems for firms and other economic organizations and to
understand the economic policies of the Nation.

Unit – I:
Economics: Nature of Economics, Scope of Micro and Macroeconomics, Divisions of
Economics: Consumption, Production, Distribution and Exchange, Economic problem:
Scarcity and Choice. Managerial Economics, Scope, Functions, Concepts, Role of
Decision Making.

Unit – II:
Demand: Concept, Law of Demand, Types, Law of Diminishing Marginal Utility,
Elasticity of Demand, Demand forecasting methods. Supply: Law of Supply, Elasticity of
Supply, Market Equilibrium, Consumer Behavior: Concept, Theory and Consumer

Unit – III:
Factors of Production, Production function, Theory of Production, Isoquants, Laws of
production, Economies of scale, Cost and output decisions, Market: Classification, Price
output determination in Perfect Market. Imperfect Market: Monopoly, Monopolistic,
Oligopoly and Pricing techniques.

Unit – IV:
Macro economic indicators-National Income: Concepts, Methods of Measuring National
Income, Money and its functions. Banking: Functions, Classifications, Credit creation,
Financial Institutions. An overview of Foreign Direct Investment, Industrial policy,
Trade policy and Agricultural policy.

Unit – V:
Consumption, Savings & Investments, Unemployment. Inflation: Meaning, Types,
Causes and consequences, Measures to control Inflation, Business cycle. Monetary policy
and Fiscal policy – Objectives and tools, Balance of Trade & Balance of Payments.
Composition and direction of India’s Foreign Trade, Meaning and parameters of
Globalization, Effects of Globalization on Indian Economy. The current global economic
crisis and its effect on the Indian Economy.

(Appropriate cases will be discussed under each topic)

Suggested readings:

1. Dwivedi D.N, Microeconomics theory and applications, Pearson

Education, 2003

2. Dwivedi, D N, Macroeconomics, 2nd Edition, McGraw hill, 2007

3. Gupta, G. Macroeconomics: Theory and Applications, 3/e ,McGraw hill,
4. Maddala, G., Microeconomics, 2004, McGraw hill, 2007,
5. Trivedi, M, Managerial Economics: Theory & Applications, McGraw hill,
Credits: 4

Objectives: To familiarize the students with Behavioral processes in Organizations.

UNIT – I: Introduction to OB
OB an overview: Challenges and opportunities for OB, OB models; Foundations of
Individual Behavior- Types of Individual Behaviours, Ethical values and behaviour.

UNIT - II: Individual Behaviour and Processes

Work place emotions and Attitudes: Managing Emotions at work – Job satisfaction,
Personality, Perception and Learning, Motivation theories and applications.

UNIT - III: Team processes

Foundations of Group behavior: Types of Teams, Team effectiveness, Team processes.
Developing high performance teams: Self-directed work teams, Virtual teams, Team
Decision making. Team building. Basic approaches to Leadership and its applications.
Communicating in Teams: Channels, Communication barriers, Improving Inter-Personal
Communication, and Grapevine.

UNIT - IV: Conflict Management and Interpersonal Behavior Analysis

Conflict Management and Negotiation – Sources of Conflict, Interpersonal Conflict
Management Styles, Structural Approaches. Negotiation - Resolving Conflicts through
negotiation, Third party conflict resolution. Interpersonal Behavior Analysis – FIRO –B,
Transactional Analysis, Johari Window.

UNIT - V: Organization processes

Organization Culture: Elements, Merging Cultures, Changing and Strengthening
Cultures. Organizational change: Process, Approaches, Lewin’s Model; Learning
Organizations. Organizational socialization. Emerging trends in Power, Politics and
Authority. Organizational climate, Organizational effectiveness.

(Appropriate cases will be discussed under each topic)

Suggested readings:

1. Steven .L.. Mcshane, Von Glinow, Radha.R.Sharma. M. A., Organizational

Behavior, Tata McGrawhill, 2008
2. Hellreigel,Slocum&Woodman, Organizational Behaviour, 9/e, Southwestern,
3. Robins, S.P., Judge.,Timothy.A.Organizational Behavior’13/e, ,PHI,2006.
4. Nelson., Organizational Behavior , Cengage Learning ( Thompson ),2008.
5. Davis and Newstrom, Human Behavior at Work, McGraw Hill International
Editions, 2006.
Credits: 5
Objectives: To develop an insight of accounting principles and techniques and use of
financial statements for planned decision making, and to develop an insight on
management accounting principles and control.

Unit – I: Financial Accounting

Concepts, Importance & Scope. Types of transaction, analyzing and summarizing
transactions: – Journal, Leger and Trial Balance. Preparation of Financial Statements:
Income statement and Balance Sheet – GAAP – an outline of GAAP and Indian
Accounting Standards.

Unit – II: Analysis of Financial Statements

Comparative analysis, Common size statement analysis, Trend analysis, Trend
percentage – Ratio Analysis – Inter firm and Intra firm comparisons, DUPONT analysis.

Unit – III: Cash flow & Fund Flow statements

Preparation & Interpretation of cash flow and fund flow statement – Corporate annual
reports and cash flows as per accounting standards.

Unit – IV: Cost Accounting

Objectives of Costing System, Definition of Cost Accounting - Cost Concepts,
Classifications – Outline of Material, Labour Over Heads – Unit or Operating costing -
Preparation of Cost Sheet – Quotations. Techniques of Costing – Marginal Costing –
Scope and its applications – Cost-Volume-Profit (CVP) analysis and Decision Making
using CVP analysis. Introduction to Lifecycle Costing – An overview of Activity Based

Unit – V: Budgetary Control & Standard Costing

Management Accounting: Management Accounting Techniques – Definition of
Management Accounting, Difference between Cost, Management and Financial

Budgetary control: Preparation of various types of Budgets, Advantages and limitations,

Budgetary control reports to Management, Zero Base Budgeting, Performance
Budgeting, Programme Budgeting.

Standard costing and variance analysis: Standard costing distinguished from budgetary
control, Types of standards, Determination of standards. Variance analysis: Fundamentals
of Variance analysis.

Note: - Marks distribution: 70% for Problems and 30% for Theory.
Suggested Readings:

1. Robert N. Antony, James S. Reece, Accounting principles, Richard d Irwin 6th

2. Maheswari.S.N., Financial and Management Accounting, Sultan Chand &
Sons, 2006.
3. Warren, Reeve & Fess, Financial & Managerial Accounting, South Western
Publishing, 2006.
4. Jawahar Lal, Accounting for Management, Himalaya publishing House, 2005.
5. Horngren,Foster & Datar , Cost accounting: A Managerial Emphasis, 9/e , PHI,
6. Horngren, C.T., et al., Cost Accounting: A Managerial Emphasis, 11/e,
Prentice Hall of India, 2003.
7. Iyengar, S.P., Cost and Management Accounting, Sultan Chand and Sons.
8. Maheshwari, S.N., Cost and Management Accounting, Sultan Chand and Sons,
9. M.Y. Khan & P. K. Jain., Management Accounting, Tata McGraw-Hill
publishers, 2007.
MMBA 105R05 – Management Information System

Credits 4

Unit – I: Computer Fundamentals, Telecommunication and Networks

Computer System – Introduction – Software: System s/w and Application s/w –
Operating system: Functions and Features - Communication, Media, Modems &
Channels - LAN, MAN & WAN - Network Topologies, Internet, Intranet and Extranet.
Wireless technologies like Wi-Fi, Bluetooth and Wi-Max

Unit – II: Kinds of Information Systems

Transaction Processing System (TPS) - Office Automation System (OAS) - Management
Information System (MIS) - Decision Support System (DSS) and Group Decision
Support System (GDSS) - Expert System (ES) - Executive Support System (EIS or ESS).

Unit – III: System Analysis and Development

Need for System Analysis - Stages in System Analysis - Structured SAD and tools like
DFD, Context Diagram Decision Table and Structured Diagram. System Development
Models: Water Flow, Prototype, Spiral, RAD – Roles and responsibilities of System
Analyst, Database administrator and Database designer.

Unit – IV: Manufacturing, Service and Enterprise Systems

Information systems for Accounting, Finance, Production and Manufacturing, Marketing
and HRM functions – Information System in hospitals, hotels, banks. Enterprise
Resources Planning (ERP): Features, selection criteria, merits, issues and challenges in
Implementation - Supply Chain Management (SCM): Features, Modules in SCM -
Customer Relationship Management (CRM): Phases.

Unit- V: Knowledge Management and e-governance

Choice of IT, Nature of IT decision - Strategic decision - Configuration design and
evaluation, Information technology implementation plan. Ethical responsibilities of
Business Professionals – Business, technology. Computer crime – Hacking, Cyber theft,
unauthorized use at work. Piracy – Software and Intellectual Property. Privacy – Issues
and the Internet privacy. Challenges – working condition, individuals. Health and Social
issues, Ergonomics and Cyber terrorism.
Suggested Readings:
1. Kenneth J Laudon, Jane P.Laudon, Management Information Systems,
Pearson/PHI, 10th edition, 2007.
2. W. S. Jawadekar, Management Information Systems, Tata McGraw Hill
Edition, 3/e, 2004.
3. Ralph Stair, Management Information Systems.
4. James A. O’ Brien, Introduction to Information System, Tata
McGraw Hill, 12th Edtion.
5. S.Sadagopan, Management Information Systems, PHI, 1/e, 2005.
6. Effy Oz, Management Information Systems, Thomson Course
Technology, 3/e, 2003.
7. Lynda M, AppleGate, Robert D Austin et al, Corporate Information Strategy
and Management, Tata McGraw Hill, 7th Edition.
Credits: 4

Objectives: To provide a basic understanding of various statutory provisions that

confronts business managers while taking decisions.

Unit - I: Indian Contract Act 1872

Introductory – Indian Legal System – Sources of law, Sources of Indian Law, English
law, Customs and Customary law, Judicial precedents, Judiciary introductory,
Legislation, Personal Law.

Laws Relating to Contract Act 1872: An Overview, Contract – Meaning; Essentials of

Valid Contract; Nature of contract; Performance of contract; Termination and Discharge
of contract.

Unit - II: Sale of Goods Act 1930 and Law of Agency

Laws relating to sale of goods Act 1930: An overview; Essentials of contract of sale;
Sale and Agreement to sell; Bailment; Contract for work and labour; Hire Purchase;
Conditions and Warranties; Doctrine of Caveat Emptor; Unpaid seller – his rights against
the goods and the buyer.

Laws relating to Agency: Contract of Agency – Creation of agency, Classification of

agents, Relations of principal and agent, Rights of an agent, Rights of principal,
Delegation of authority, Relation of principal with third party, Personal liability of an
agent, Termination of agency.

Unit - III: Partnership Act 1932 and Companies Act 1956

Laws relating to Partnership Act 1932: An Overview, Nature of partnership, Partnership
deed, Rights and Liabilities of partners including those of newly admitted partners,
Retiring and deceased partners, Registration of firms, Dissolution of firms and
partnership. Outline of limited liability Partnership Act 2008.

Laws relating to Companies Act 1956: Characteristics of a company, Lifting the

corporate veil, Kinds of company, Formation of company, Memorandum of Association
and Articles of Association, Doctrine of ultra vires, Prospectus.

Unit - IV: Negotiable Instruments Act 1881 and IPR

Laws of negotiable instruments Act 1881: Definition of negotiable instruments,
Instruments negotiable by law and custom, Types of negotiable instruments, Parties to
negotiable instruments, Duties and rights, Liabilities and discharge, Crossing of cheques.

Unit – V: Overview of IPR, Tax Laws

Intellectual Property Rights: An overview of Copy rights Act 1957, Patents Act 1970 and
Trademarks Act 1999. Corporate Tax Planning, An overview of VAT.
Suggested Readings:

1. Kapoor, N.D., Elements of Mercantile Law, Sultan Chand Publications.

2. Tulsian, P.C., Business Law, Tata McGraw Hill Publications.
3. Saravanavel and Sumati, Legal Systems in Business, Himalaya Publications.
4. Sen & Mitra, Arun Kumar Sen & Jitendra Kumar Mitra, Commercial and
Industrial Law, The World press Private Ltd., Calcutta – 1996.
5. P. P. S. Gogna, Mercantile Law, S. Chand & Co. Ltd, New Delhi, 1999
Credits: 3

Proficiency in Soft Skills and Communication is a prerequisite for people in all
walks of life; more so for people in managerial positions. The MBA English programme
is designed to enable learners to achieve the requisite competence in these skills.

There will be less and less of teacher talking and more and more of student
participation in terms of pair/small group/large group discussions and seminar

There will be no questions on the theories of communication. Students will write
5 assignments and 2 tests. These will help assess the learning outcome of the programme
in terms of student performance.


Unit – I: Some basic rules to Spoken English
i. Introduction to Phonetic Symbols
ii. Pronunciation of Initial, Medial and Final /r/, /-ture/, and /-tion –sion -
iii. Different ways in which /f/ sound gets represented
iv. Silent letters
v. Word and Sentence stress rules
vi. Accent Neutralization/Punctuation as a guide to pause
vii. Intonation

Unit – II: Speech Practice -Interpersonal Interactions

i. Greeting people,
ii. Receiving and introducing someone
iii. Receiving someone and making him feel comfortable
iv. Introducing yourself to someone you have not met
v. Complaining without offending
vi. Seeking someone’s opinion and expressing agreement
vii. Seeking and giving information
viii. Seeking assurance and advice
ix. Seeking suggestions from friends and responding

Unit – III: Reading

i. Reading comprehension,
ii. Note-making
iii. Summarizing
Unit – IV: Writing Micro Structure

Special application of Vocabulary and Grammatical elements

i. Concord – Subject - Verb; Noun - Pronoun
ii. Appropriate Verb Forms: aspects, questions and negatives, active - passive
iii. Use of Modal Auxiliaries
iv. Disambiguating words/phrases/sentences
v. Indianisms – Words, Sentence patterns
vi. Tightening the rambling sentences with regard to simplicity, Clarity and
vii. Analytical Reasoning and Language Use

Unit – V: Writing – Macro Structure

Discourse features:
i. Cohesion and coherence
ii. Strategies – narration, description, process writing, definition, comparison
and contrast, cause and effect, argument.
iii. Paragraph Writing: Topic sentence and expansion of topic sentence.
iv. Essay Writing
Text Book:
To be supplied by the Department of English, SASTRA

Suggested Readings:

1. Bhatia R.C, Business Communication, 2008, Ane Books, New Delhi

2. Communication Skills in English. Chennai: OUP, Department of English,
Osmania University, 1999
3. Lesikar, Raymond, V, John D. Petit and Marie E. Flatley, Lesikar’s Basic
Business Communicatio, New Delhi: Tata McGraw-Hill Publishing Company
Limited, 1979
4. Tickoo, Champa and Jaya Sasikumar, Writing with a Purpose New Delhi: OUP,
Credits: 5

Objectives: This course is an in-depth introduction into basic statistical concepts and
tools needed for making informed decisions in the modern-day business environment and
research. Emphasis will be on the application of statistical techniques to managerial
decision making and research reporting using certain statistical tools – Ms Excel and

Unit -I: Introduction to Business Research

Research in Business – Overview of Research in Management – Issues in Management
Research - Formulation of Research problems – Hypothesis generation – The Research
process, Problems in research process – Research proposal, Types and development of
Research proposal. Research Design – Design strategies, Types of research, Research for
business decisions – Marketing, Finance, Human Resources, Production, Systems,

Unit -II: Data Collection and Sampling Technique

Collection and Preparation of Research Data
Data Collection Procedures – Questionnaire, Interview schedule and modern techniques
Sources of Primary and Secondary Data, Validity and reliability of Data Collection
procedures. Data preparation and Data analysis, Exploring, displaying and examining

Sampling Techniques: Sampling types, Design, Sample size determination, Non-

Sampling errors, Measurement design, Types of Measurement Scales, Errors, Validity
and Reliability in Measurement, Measurement scales, Types of scaling, Scale
construction techniques.

Unit - III: Numerical Descriptive Measures: Measures of Central tendency: Mean,

Median, Mode, Geometric mean and Quartile, Skewness, kurtosis. Measures of
Variation: Range, mid-range, interquartile range, Variance & Standard deviation, and
Coefficient of variation.

Unit - IV: Data Analysis - Hypothesis Testing:

Hypothesis testing. Null and alternative hypotheses. Type I and II errors. Level of
significance. One Sample and Two Sample Tests - One – and two – tail tests. Z – test, t –
test, pooled variance t – test, Paired sample test, ANOVA test, P – Value approach to
hypothesis testing. Confidence interval estimation – Chi-square test.

Unit - V: Correlation and Regression Analysis

Correlation – Significance, Types of correlation, analysis and interpretation. Regression
models: Simple linear regression equation. Interpretation of the Slope and the intercept.
Assumptions of regression and correlation. The coefficient of determination (R2) and
correlation (r). Residual analysis, Inferences about the slope.
Note: - Marks distribution: 60% for Problems and 40% for Theory.

Suggested Readings:
1. Levin, R.I., Statistics for Managers, 7/e, Prentice Hall of India, 2002
2. David P.Doane, Lori E.Seward., Applied Statistics in Business and
Economics,Tata Mcgraw Hill.
3. Donald R. Cooper and Pamela S. Schindler, Business Research Methods, Tata
McGraw- Hill Publishing Company Limited, New Delhi, 2003. Edition
4. J.K.Sharma,Business Statistics,Pearson Education,2004
5. Amir D. Aczel, Complete Business Statistics, 5th edition, Irwin McGraw-
6. David M.Levine, Timothy C.Krehbiel and Mark L.Berenson “Business Statistics:
A First Course”, Pearson Education Asia, 2nd edition, New Delhi, 2000
7. Cliff, D. Ragsdale, Spreadsheet modelling and decision analysis, ITP
8. K. N. Krishnaswamy, Appa Iyer Sivakumar and M. Mathirajan, ‘Management
Research Methodology’, Pearson Education, India, 2006, Edition.
Semester – II


Credits: 4

Objectives: To develop an understanding of Operations Research techniques and their

role in managerial decision making.
Unit - I: Introduction to Operations Research
Introduction, Scope of Operations Research, An overview of Operations Research
techniques. Linear Programming-Mathematical formulation, Graphical solution, Simplex
method, Big M method, Two phase method, Primal/Dual relationship, Sensitivity
Unit - II: Linear Programming Extensions
Transportation problem-North/West Corner rule, Least Cost method, Vogel’s
Approximation method, MODI method-Degeneracy, Imbalance matrix, Maximization,
Trans-shipment problem. Assignment model-Hungarian method, Traveling salesman
Unit – III: Sequencing/Game Theory
Job sequencing problem: Johnson’s rule, Processing “n” jobs through 2 machines and 3
Game Theory: Games and Strategies, Two Person Zero-Sum games, Graphical and
Arithmetic method.

Unit –IV: Project Scheduling/Queuing Theory

Network and basic components, PERT, CPM, Crashing. Poisson queuing systems {
(M/M/1): (/FIFO) }

Unit-V: Decision Theory and Simulation

Decision under risk, Decision Trees, Decision under uncertainty. Use of simulation
technique for decision-making. Markov analysis.

Note: - Marks distribution: 80% for Problems and 20% for Theory.
Suggested Readings:

1. Kanti Swarup, P.K.Gupta, Manmohan, Operations Research, Sultan Chand, 2003

2. P C Tulsian, Quantitative Techniques: Theory and Problems, Pearson Education,
2002, 1st Edition.
3. N.D.Vohra, Quantitative Techniques in Management, Tata McGraw Hill
Publishing Company Limited, New Delhi,2001, 2nd Edition.
4. J.K.Sharma, Operations Research: Theory and Applications, Macmillan, 2004,

Credits: 5

Objective: The objective of this course is to help the students to understand the changing
role of Marketing in the light of globalization, Internet revolution, enhanced cellular
phone usage and expansion of cable TV network

Unit –I: Understanding Marketing Management:

Definition, Fundamental marketing concepts, and Scope of marketing in the emerging
global new economy; Company orientation towards market place; Building customer
value, Customer satisfaction and Customer retention.

Unit – II: Analyzing Marketing Opportunities:

Scanning the marketing environment – PEST analysis; Marketing Research;
Segmentation, Targeting & Positioning (STP strategy); Consumer buying behavior &
Industrial buying behavior; Competitor analysis – Competitive strategies

Unit – III: Making Marketing Decisions:

Product Strategy - Product planning and development – Product mix, Product line
decision, Brand management, Packaging & labeling, Managing services –
Characteristics, Strategies, Developing new product, Product differentiation, Product life
Pricing Strategy - Setting the price, Adapting the price, Initiating and Responding to
price changes

Unit – IV: Delivering & Communicating Marketing Programme

Designing and managing value networks and channels - Role, Functions, Flow &
Level of channel, Channel design decision, Channel integration & system, e-Commerce -
Managing retailing, Wholesaling, and Market logistics
Integrated Marketing Communications: - Communication process, Developing
effective communications, Deciding on the marketing communication mix, Managing the
Marketing communication process; Managing an advertising program, Sales promotion,
Public Relations, Direct marketing, Kiosk marketing, and e-Marketing.

Unit – V: Managing Marketing Program

Evolution, Organizing marketing organization – Relation with other departments -
Marketing Implementation - Evaluation & Control – Consumerism. Introduction to CRM
and Corporate Social Responsibility. Market oriented strategic planning – Corporate,
Functional, Business Strategic Planning - BCG Matrix, GE Matrix, SWOT Analysis

(Appropriate cases will be discussed under each topic)

• Periodic group survey to be done by the students and present reports on the
same as Mini Project.
Suggested Readings
1. Ramaswamy & Namakumari, Marketing Management, Macmillan, 5th
2. Philip Kotler, Marketing Management, Prentice Hall of India, 11th edition
3. Philip Kotler, Kevin Lane Keller, Abraham Koshy, Mithileshwar Jha
‘Marketing Management’, Pearson education, 2006
4. Armstrong, Kotler P., Principles of Marketing Management, PHI, 10th
5. Zikmund d’Amico, Marketing, South Western, Thomson Learning, 2000
6. Boyd Walker, Marketing Management, McGraw-Hill, 2002.
7. Aakar, Day and Kumar, Essentials of Marketing Research, John Wiley &
Sons, 2001.

Credits: 4

Objectives: To acquaint the students with decision making in: Planning, Scheduling and
control of Production and Operation functions in both manufacturing and services.

Unit - I: Introduction
Production / Operations Management meaning – History of improvement of P/OM.
Transformation process model: Inputs, process and outputs, Classification of operations,
Responsibilities of Operations Manager, New product development, Selection and
Design of Product / Services, Contrasting Production management with Operation
management. Concept of Productivity.

Unit - II: Product Process Linkage

Process – Process types in manufacturing: Project, Jobbing, Batch, Line, Mass,
Continuous; Process types in services: Professional services, Services shops, Mass
services; Economies of scale – Economies of scope, Intermittent flow shop, Flexible
process systems, Shifting work configuration – Management of technology – Technology
component of transformation – New technologies.

Unit - III: Synchronous Manufacturing & Theory of Constraints

Capacity management – Definition of capacity – Peak & Off peak demand – Up scaling
& Downscaling – Bottlenecks – Forecasting & Capacity planning – Breakeven costs &
revenue – Breakeven chart – Linear breakeven model.
Facilities planning – Models for facility planning – Location factor – Site & Structure –
Equipment selection – Replacement theory – Layout Types & Model.

Unit - IV: Production Planning

Production Planning & Control: Production planning techniques for various process
choices, techniques of production control, Aggregate planning techniques. Productivity
improvement techniques: Work study; Method study, Work measurement: Time study,
Work sampling. Maintenance: Maintenance policies for facilities and equipments; Time
of failure; Preventive versus Breakdown maintenance; Procedure for maintenance, Total
Productive Maintenance (TPM). Lean Manufacturing and JIT.

Unit - V: Quality Management

Introduction; Meaning; Quality characteristics of goods and services; Tools and
techniques for quality improvement: Check sheet, Histogram, Scatter diagram, Cause and
effect diagram, Pareto chart, Process diagram, Statistical Process Control chart; Quality
assurance; Total Quality Management (TQM), Six Sigma, 5S, Bench marking, ISO
processes. Poka yoke, Kaizen.
Suggested Readings
1. Adam Jr Everetl E. R J, Production and Operations Management, Prentice-
Hall, 2008
2. Chary, Production and Operations Management, Tata McGraw-Hill, 1997 9th
3. Hill T, Operations Management Palgrave, 2000
4. Johnston R et al., Cases in Operations Management, Pitman, 1993
5. McGregor D, Operations Management, McGraw-Hill, 1960
6. Morton, Production and Operations Management, Vikas publication
7. Haleem A, Production and Operations Management, Galgotia books, 2004
8. Shanker Ravi, Industrial Engineering, Galgotia books
9. Chase, Production and operation Management, Richard Irwin London; 1995,
7th edition.
10. Kanishka Bedi, Production & Operations Management, Oxford University

Credits: 5

Objectives: To enable an in-depth understanding of the theory and practice of finance

and its applications to business situations and stimulate an analytical mindset towards
financial aspects of all business situations.

Unit – I:
Introduction to Corporate finance: An overview of Financial Management – Financial
markets, raising capital - Long term and short term sources of fund – National and
International. Analyzing the company – MVA and EVA approach.

Unit – II:
Time value of money: Compounding and discounting – Basic risk and return analysis –
Cost of capital – Equity, Debt, and Preference shares – WACC – Leverage, Capital
structure and Optimal capital structure. Introduction to corporate valuation and risk

Unit – III:
Capital budgeting – Investment appraisal & methods – Non-discounted techniques - Pay
Back Period, Accounting Rate of Return, Discounted techniques – Discounted Pay Back
period, Net Present Value, Benefit to Cost Ratio, Internal Rate of Return, Modified
Internal Rate of Return. Conflicts in appraisal methods.

Unit – IV:
Working Capital management: Assessment of working capital – Cash conversion cycle –
Short term financial planning - Financing WC needs – Short term borrowings - Inventory
management, Receivables management, Cash management.

Unit V:
Dividends & Dividend policy – Outline of hybrid securities & Derivatives: Futures and
options – Leasing, Convertible securities, Stock purchase warrants, Options. Mergers and
Acquisition – Leveraged Buy Outs (LBO’s), Divestitures.

Note: - Marks distribution: 50% for Problems and 50% for Theory.
Suggested readings:

1. Eugene F. Brigham & Louis C. Gapenski, Financial Management Theory and

practice; – Thomson Learning, 10th edition.
2. Ross, Westerfield & Jordan, Fundamentals of Corporate Finance – Tata
McGraw-Hill, 6th edition
3. Brearley & Myers, Principles of Corporate Finance, Tata McGraw-Hill, 6th
4. Lawrence J Gitman, Principles of Managerial Finance, Pearson Education
Addison-Wesley, 11th edition, 2006
5. Prasanna Chandra, Financial Management, Tata McGraw Hill, 2005.
6. Khan & Jain, Financial Management, Tata McGraw Hill, 4th edition.
7. Pandey, I.M., Financial Management, 9th edition, Vikas Publishing House 2005.
Credits: 5
Objectives: To provide basic knowledge in Human Resource Management so as to
enrich their managerial skill
Unit – I:
Human Resource Management definitions, Functions, Changing role of HR managers-
Trends and Innovations, Social responsibilities and Business Ethics, Strategic Human
Resource Management, An overview of Human Resource Information System.
Unit – II:
Human Resource Planning, Job analysis process, Job description, Job specification,
Recruitment: Internal, External, Internet recruiting, Selection process, Tools for selection:
test - Induction, Training and Development: Need analysis, Methods, Evaluation of
training, Executive Development programmes.
Unit – III:
Career Planning and development- Performance Appraisal: Process and Methods. Wage
and Salary Administration: Principles and methods, Job evaluation, Incentive and
benefits, Executive compensation
Unit – IV:
Managing Labor Relations; Factors influencing Industrial Relations, Industrial Disputes,
Collective Bargaining - State Interventions and Legal Framework - Role of Trade unions,
Management of Grievances, Worker’s Participation in Management.
Unit – V:
Employee Health, Safety, Security and Welfare, Employee Discipline as per Factories
Act, Globalization of HR Management, Retirement plans, An overview of Labour
regulations in India: Industrial Dispute Act, Trade Union Act, Workman Compensation
Act, Employee State Insurance Act, Provident Fund Act

(Appropriate cases will be discussed under each topic)

Suggested Readings:

1. Gary Dessler, ‘Human Resource Management’, Pearson Education, 9th edition

2. Robert L Mathis, John H Jackson-‘Human Resource Management’ Thomson
Publication, 10th edition.
3. K. Aswathappa; Human Resource and Personnel Management Text and Cases -
Tata McGraw hill
4. R. Wayne Mondy, Robert M. Noe, ‘Human Resource Management’, Pearson
Education, 9thedition.
5. C .B. Mamoria and S. V. Gankar, ‘Personnel Management and Industrial
Relations’ - Himalaya Publications – 2003 edn.
6. Biswajeet Patanayak, ‘Human Resource Management’, PHI, New Delhi – 2003
Credits: 3

Objectives: To provide in- depth knowledge in the new emerging areas of financial
sector. The syllabi fully cover stock market operations mutual funds, insurance and

Unit – I: Financial Services:

An Overview – Concept – Objectives and functions – Characteristics – Financial service
sector in India – Problems. Regulatory framework – Need, types. Growth of Financial
Services in India. Various financial services offered by Institutions – Fee based services:
Merchant Banking and advisory Financial services – Fund based services: Leasing, Hire
Purchase, factoring and forfeiting, bill discounting, Housing finance.

Unit – II: Stock Markets:

Capital Market – Need and importance – Structure – Primary and Secondary market - New
Issue Market – Functions – Methods of Issue. Stock Market – Functions of Stock Exchanges.
OTCEI – BSE / NSE – Listing of Securities – Procedures, Advantages of Listing – Screen
Based Trading – Demat Accounts – Mechanics of Trading in Stock Exchanges. Stock
Brokers – Role of stock brokers – Kinds of Brokers. Speculation vs. Investment

Unit – III: Mutual Fund Operations:

Background on Mutual Funds - Types of Funds, Comparison to Depository institutions,
Regulation and Taxation, Information Contained in a Prospectus, Estimating the Net
Asset Value, Distributions to Shareholders, Mutual Fund classifications, Expenses
incurred by shareholders, Corporate control by Mutual Funds; Stock Mutual Fund
categories - Bond Fund Categories - Maturity Classifications - Asset Allocation Funds;
Growth and Size of Mutual Funds; Performance of Mutual Funds; Governance of Mutual
Funds - Interaction with other Financial Institutions

Unit – IV: Insurance:

Background, Need and importance of Life and General Insurance - Determinants of
Insurance Premiums, Essentials of Insurance Contract - Players in Life insurance and
General Insurance - Life Insurance Operations – Ownership, Types of Life Insurance
products including ULIP, General Insurance Companies - General Insurance Products -
Reinsurance - Regulation of Insurance Companies by IRDA - Interaction with Other
Financial Institutions; Participation in Financial Markets - Insurance agents,
intermediaries and surveyors.

Unit – V: Micro Finance:

Overview of Microfinance and its evolution: Introduction - Definitions, Scope and the
International experience – Microfinance and the poor – Evolution of Microfinance in
India – State interventions in rural credits – SHG – Bank Linkage Programmes –
Microfinance delivery methodologies – Microfinance models – Impact of Microfinance –
Emerging issues.
Suggested Readings:

1. Financial Services and Markets – Dr.S. Gurusamy, Vijay Nicole Imprints (P) Ltd.
2. Financial Services – M.Y. Khan, Tata McGraw Hill Publishing Company Ltd.
3. Financial Instruments and Services – Nalini Prava Tripathy, Prentice Hall of
4. Mutual Funds in India- Nalini Prava Tripathy, Excel books.
5. V.A. Avadhani: Indian Capital Market, Himalaya Publishing House
6. Punidhavadhi Pandiyan: Security Analysis and Portfolio Management.
7. Micro-Finance perspectives and Operations – IIBF, Macmillan India Ltd.
Credits: 5

Objectives: To create an awareness of the importance of strategic approach to

managerial situations and issues in the context of globalization and liberalization trends.

Unit I: Introduction
Strategic Management - Values, Visions & Mission Statements, Objectives and Goals;
Types of strategies, Five tasks strategic management process, Methods of crafting
strategies; Perspective on strategy formulation – Intended and Emergent Strategies. Role
of BoD in Strategy Crafting - Members, Roles and responsibilities of Board of Directors;
Corporate Governance, Ethical consideration in strategy formulation.

Unit II: Scanning the Environment for Competitive Advantage

External Environment – Scanning & monitoring general environment; Scenario
Planning, PEST Analysis; External Factor Analysis Summary (EFAS).
Competitive Environment - Porter’s Five Forces Model; Strategic Groups; Competitive
changes during industry evolution & globalization.
Internal Environment – Porter’s Value Chain, Resource based view of strategy –
Resources, competencies – Core competencies, Distinctive capabilities, Blocks of
competitive advantage, Durability of competitive advantage, Avoiding failures and
Sustaining competitive advantage; Internal Factor Analysis Summary (IFAS).

Unit III: Strategies Formulation - Business Level

Business Level Strategy – Situational Analysis – TOWS Matrix; Porter’s Generic
Competitive strategies, industry Life-Cycle, Industry structure and Porter’s Competitive
strategies- Timing Tactics – First Mover & Late Mover, Market Location Tactics-
Offensive & Defensive Strategy; Cooperative Strategies.
Functional Level Strategy – An overview of different functional strategies – Marketing,
Human Resource, Financial, Operation, Logistics and Information System

Unit IV: Strategies Formulation - Corporate Level

Corporate Level Strategy – Growth Strategies, Diversification Strategies- Related &
Unrelated, Implementing Growth Strategies; Corporate Portfolio Analysis – BCG Matrix,
GE Matrix, Shell Directional Policy Matrix; Retrenchment Strategy, Restructuring the
International Strategy – Porter’s Diamond of Competitive Advantage; Types of
International strategy, Entry mode strategies -Strategic Alliances

Unit V: Implementation
Designing organizational structure; Staffing & Directing - Strategic Leadership;
Implementing strategy – 7-S framework, Designing Strategic Control Systems – Levels
of organizational control; Evaluation - Assessing performance with help of tools –
Balanced Scorecard, Benchmarking. Information technology and its use in
Implementation of strategies.
(Appropriate cases will be discussed under each topic)

Suggested Readings:

1. Anthony Henry – Understanding Strategic Management, Oxford University Press,

2008 edition.
2. Thomas L.Wheelen, J.David Hunger – Strategic Management Addison Wesley
Longman Singapore Pvt. Ltd., 6th Edition, 2000.
3. Charles W.L.Hill & Gareth R.Jones – Strategic Management Theory, An
Integrated approach – Houghton Miflin Company, Princeton New Jersey, All India
Publisher and Distributors, Chennai, 2005 edn.
4. Azhar Kazmi – Business Policy & Strategic Management, Tata McGraw - Hill
Publishing Company Ltd., New Delhi – 2005 edn
5. Harvard Business Review – Business Policy – Part I & II, Harvard Business
6. Pearce and Robinson; Strategic Management – TMH 9th edn.
7. Johnson and Scholes; Exploring Corporate Strategy – 6th edn.

Credits: 3

Objectives: The objective of this course is to inculcate the spirit of entrepreneurship and
educate students on various tools required to start one’s own business

Unit - I: Entrepreneurial Competence

Entrepreneurship concept: Reasons for Growth of Entrepreneurship – Characteristics and
skills - Types - Entrepreneurship as a Career – Economic development and
entrepreneurship - Approaches to economic development – Stages of economic growth.

Growth of a Business Idea: New Business idea, Pre-selection process – Sources of

Business Ideas – Preliminary Research – Business idea Evaluation.

Unit - II: Entrepreneurial Environment

Business Environment - Family owned Business – Succession management – Best
practices. Business in India - Major issues, Legal compliances – Small Scale Industries
(SSI) – importance and role - procedure to set up SSI - Business Incubation – Business

Unit - III: Entrepreneurship development & Support Institutions

Institutional support to entrepreneurs – IDBI, SIDBI, NSIC, SIDO, SSIB, SISI, DIC, SFC
- Entrepreneurship Development Training Institutions and other support services -
Central and State Government industrial policies for entrepreneurs.

Unit - IV: Business Plan Preparation

Making a Business Plan: Introduction – Uses & Kinds – Writing a business plan – Data
collection – Description - Feasibility Study - Criteria for selection of product – Types of
ownership - Capital Budgeting - Profile preparation - Matching entrepreneur with the
project - Feasibility report preparation and Evaluation criteria.

Unit – V: Launching and Development of Small Business

Managing Operations - Human Resource mobilization – Marketing and Channel selection
– New product development - Product launching - Operation planning - Monitoring &
evaluation of business - Growth and exit strategies - Identifying sickness - Preventing
sickness - Rehabilitation of business and remedial assistance.

Mini Project – Preparation of a Business plan (Group work).

Suggested Readings:

1. Rajveev Roy, Entrepreneurship, Oxford University Press, New Delhi, 2008.

2. Hisrich, Entrepreneurship, Tata McGraw Hill, New Delhi, 2001.
3. P. Saravanavel, Entrepreneurial Development, Ess Pee kay Publishing House,
Chennai -1997.
4. S.S.Khanka, Entrepreneurial Development, S.Chand and Company Limited, New
Delhi, 2009.
5. Pranavi Garg, Pragati Agarwal, Small Scale Entrepreneurship, Pragati Prakashan,
Meerut, 2005.
6. Prasanna Chandra, Projects - Planning, Analysis, Selection, Implementation and
Reviews, Tata McGraw-Hill Publishing Company Limited, 1996.
7. P.C.Jain (ed.), Handbook for New Entrepreneurs, EDII, Oxford University Press,
New Delhi, 1999.