PANJAB UNIVERSITY, CHANDIGARH-160014 (INDIA)

(Estd. under the Panjab University Act VII of 1947-enacted by the Govt.
of India)

FACULTY OF BUSINESS MANAGEMENT AND COMMERCE

OUTLINES OF TESTS SYLLABI AND COURSES OF READING

FOR

MASTER OF BUSINESS ADMINISTRATION- HUMAN RESOURCE

(MBA-HR)

FOR THE BATCH 2019-21

UNDER

HONOURS SCHOOL SYSTEM

AT

UNIVERSITY BUSINESS SCHOOL ONLY

1
SYLLABI FOR MASTER OF BUSINESS ADMINISTRATION (HUMAN RESOURCE)
(MBA-HR) UNDER HONOURS SCHOOL SYSTEM – BATCH OF 2019-2021 AT THE
UNIVERSITY BUSINESS SCHOOL, PANJAB UNIVERSITY, CHANDIGARH.

Note:
1. Examination in each subject will be of 3 hours duration.
2. Maximum Marks for external/written examination is 50 marks and internal assessment
is 50 marks except for seminar and workshop courses.

Instructions to the paper setters:

IF THERE ARE TWO UNITS: Set 10 questions in all. Five questions from each unit. The
students are required to answer five questions in all selecting at least 2 questions from each unit.
IF THERE ARE FOUR UNITS: Set 10 questions in all. Two or three questions from each unit.
The students are required to answer five questions in all selecting at least one question from
each unit.
N.B: Use of non-programmable calculators by the students in the Examination Hall is allowed.
The calculators will not be provided by the University.

SCHEME OF EXAMINATION FOR MBA (HR)

Subject Code Paper Title Marks
FIRST SEMESTER
MBAHR6101 ECONOMICS FOR HUMAN RESOURCES 100
MBAHR6102 BUSINESS ENVIRONMENT 100
MBAHR6103 HUMAN RESOURCE MANAGEMENT 100
MBAHR6104 MANAGEMENT ACCOUNTING 100
MBAHR6105 ORGANISATIONAL BEHAVIOUR 100
MBAHR6106 WORKSHOP ON BUSINESS COMPUTING 50
MBAHR6108 WORKSHOP ON BUSINESS RESEARCH 50
TOTAL 600
SECOND SEMESTER
MBAHR6201 LABOUR LEGISLATION-I 100
MBAHR6202 INDUSTRIAL RELATIONS AND LABOUR POLICY 100
MBAHR6204 MARKETING MANAGEMENT 100
MBAHR6205 PRODUCTION MANAGEMENT AND QUANTITATIVE 100
TECHNIQUES
MBAHR6206 SUMMER TRAINING AND VIVA-VOCE* 100
MBAHR6207 COMPREHENSIVE VIVA-VOCE** 100

*
At the end of the examination of 2 nd Semester the students will undergo compulsory summer
training for a period of 6-8 weeks. Every student will submit the Summer Training Report
within two weeks from the start of teaching for 3 rd Semester.
**
Comprehensive Viva-Voce of 2nd Semester would be based on papers taught in 1 st and 2 nd
Semester.
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MBAHR6208 SEMINAR ON MANAGEMENT OF CHANGE 50
MBAHR6209 SEMINAR ON HUMAN RESOURCE PLANNING 50

MBAHR6211 WORKSHOP ON BUSINESS COMMUNICATION 50

MBAHR6212 WORKSHOP ON QUALITATIVE RESEARCH 50
TOTAL 800
THIRD SEMESTER
MBAHR7101 LABOUR LEGISLATION-II 100
MBAHR7102 STRATEGIC HUMAN RESOURCE MANAGEMENT 100
MBAHR7103 PERFORMANCE AND COMPENSATION MANAGEMENT 100
MBAHR7104 ORGANISATION DEVELOPMENT 100
MBAHR7105 WORKSHOP ON TRAINING AND DEVELOPMENT 100
MBAHR7106 WORKSHOP ON NEGOTIATING SKILLS AND 50
PARTICIPATIVE DECISION MAKING
MBAHR7107 SEMINAR ON SOCIAL SECURITY AND LABOUR WELFARE 50
TOTAL 600
FOURTH SEMESTER
MBAHR7201 HUMAN RESOURCE INFORMATION SYSTEM 100
MBAHR7202 PERSONAL EFFECTIVENESS AND LEADERSHIP 100
MBAHR7203 WORKSHOP ON MANAGEMENT OF DISCIPLINE AND 100
DISCIPLINARY PROCEEDINGS
MBAHR7204 COMPREHENSIVE VIVA-VOCE*** 100
MBAHR7205# MAJOR PROJECT 100
MBAHR7206 SEMINAR ON ETHICS AND CONDUCT OF 50
BUSINESS
MBAHR7207 SEMINAR ON INTERPERSONAL SKILLS AND 50
TRANSACTIONAL ANALYSIS
MBAHR7208 MANAGING CORPORATE SOCIAL
RESPONSIBILITY 100
ANY ONE OF THE FOLLOWING OUT OF THE PAPERS
OFFERED
MBAHR7211 WORKSHOP ON HUMAN RESOURCE VALUATION 100
MBAHR7212 TOTAL QUALITY MANAGEMENT 100
MBAHR7213 STRESS MANAGEMENT 100
MBAHR7214 DESIGNING ORGANISATIONS FOR UNCERTAIN 100
ENVIRONMENT
MBAHR7215 DYNAMICS OF TRADE UNIONS 100
MBAHR7216 EMOTIONAL INTELLIGENCE AND MANAGERIAL 100
EFFECTIVENESS
MBAHR7217 COMPARATIVE INDUSTRIAL RELATIONS 100
MBAHR7218 MANAGERIAL COMPETENCIES AND CAREER 100

***
Comprehensive Viva-Voce of 4th Semester would be based on papers taught in 3rd and 4th
Semester.
#
Major Project would commence in Third Semester, but final marks would be awarded in
Fourth Semester.

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 DEVELOPMENT
MBAHR7219 WORKSHOP ON BUILDING LEARNING ORGANISATIONS 100
MBAHR7220 INDUSTRIAL ENGINEERING 100
MBAHR7221 WORKSHOP ON SECRETARIAL PRACTICE 100
TOTAL 800

FIRST SEMESTER
MBAHR6101: ECONOMICS FOR HUMAN RESOURCES

Objective: To provide an insight into the economic concepts with special reference to their
significance and use in human resource management.
UNIT I
Meaning of economics, importance and uses, micro and macro economics-difference and
interrelationship between them, basic economic problem, demand analysis-law of demand,
derivation of demand curve using utility analysis and indifference curve analysis, revealed
preference theory of demand, critical appraisal of utility analysis, IC analysis and revealed
preference theory, consumer surplus and its measurement.
UNIT II
Concept of average revenue, marginal revenue and their relationship, elasticity of demand,
concept of average cost, marginal cost and their relationship, cost curves and economies of
scale, price and output determination under perfect competition, monopoly and monopolistic
competition.
UNIT III
Labour markets-its economics and actors in labour market, labour supply-factors affecting
labour supply, deriving labour supply curve using indifference curve analysis with special
reference to income and substitution effect, deriving market labour supply curve from supply
curve of individual workers, labour supply elasticities and problems with regard to
elasticities, impact of welfare and incentives on labour supply, labour demand-demand curves
for labour in short run and long run.
UNIT IV
Equilibrium in labour markets under perfect competition, monopoly and monopolistic
competition, workers mobility, race and gender discrimination and their impact on labour
market equilibrium.

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References
1. Borjas, G.J., Labor Economics, Tata McGraw-Hill.
2. Ehrenberg, R.G. and Smith, R.S., Modern Labor Economics, Pearson Education.
3. Koutsoyiannis, A., Modern Microeconomics, Macmillan.
4. Narayana, D.L. and Nagarjuna, B., Economics of Human Resource Development: A
Perspective Analysis, Serials Publications.

MBAHR6102: BUSINESS ENVIRONMENT

Objective: Judicious decision making in a business organization requires the proper
knowledge of the environment in which it has to function. This course aims at orienting the
students with all the external environmental forces which affect the decision making process
of an organization.
UNIT I
Concept of business environment: its significance and nature, interaction matrix of different,
environment factors, process of environmental scanning, environmental scanning of
important industries of India viz. tractors pharmaceutical industry, food processing,
electronics fertilizers steel, soft drinks, and TV.
UNIT II
Economic environment: the philosophy, strategy and planning in India, monetary policy and
their impact on Indian business, industrial policy foreign trade policy and their impact on
Indian business, political environment: relation between business and government of India.
Constitutional provisions related to business, concept of state intervention in business,
ideology of different political parties, bureaucracy and Indian business.
UNIT III
Technological environment, policy for research and development in India, appropriate
technology, debate of technology v/s labour, MNC as a source of transfer to technology and
its implication, institutional infrastructure for exports in India, India’s export-import policy,
global business environment, significance of foreign investment in India, opportunities and
threats in WTO and the new international trading regime, tariff and non tariff barriers in
global trade.
UNIT – IV
Socio-cultural environment in India: salient features of Indian culture values and their
implication for Indian business, middle class in India and its implications on industrial
growth in India, consumerism as emerging force, social responsibility of business, business

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Ethics and Indian business, impact of mass media on Indian business, changing role of rural
sector in India: rural income and rural demand of consumer durable.
Reference:
1. Adhikari, A., Economic environment of business, Sultan Chand & Sons
2. Adhikary, M., Business Economics, Excel Books, New Delhi.
3. Aswathappa, K., Essentials of business environment, Himalaya Publishing House.
4. Cherulinum, F., Business Environment, Himalaya Publishing House
5. Puri, V.K. and Misra, S.K., Indian economy, Himalaya Publishing House.

MBAHR6103: HUMAN RESOURCE MANAGEMENT

Objective: The course is designed to give an understanding of the various aspects of the
management of human resources, their interaction in the execution of managerial functions
and facilitating learning of various concepts and skills required for utilization and
development of these resources for organizational functions.
UNIT I
Human resource management-functions, scope and models, HRM environment and
environmental scanning, human resource planning, job analysis and job designing,
recruitment, selection, induction and placement, training and development, job evaluation.
UNIT II
Managing performance, potential management, fringe benefits and incentives, compensation
management, promotion, demotion, transfer, separation and right sizing.
UNIT III
Team management, empowerment management, creativity and decision making
management, organisational learning and knowledge management, culture management,
change management, managing ethical issues in human resource management, HRD audit.
UNIT IV
E-HRM/HRIS, measuring intellectual capital, impact of HRM practices on organisational
performance, contemporary issues in human resource management, global HR practices.

References

1. Aswathappa, Human Resource Management, Tata McGraw-Hill.

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 2. Bratton, J. and Gold, J., Human Resource Management: Theory and Practice,
Palgrave.
3. Dessler, G., Human Resource Management, Prentice-Hall.

4. Flippo, E., Human Resource Management, McGraw Hill.

5. Gomez-Mejia et al., Managing Human Resources, Pearson Education.

6. Ivantsevich, Human Resource Management, Tata McGraw-Hill.
7. Kandula, S.R., Human resource Management in Practice, Prentice Hall of India Pvt.
Ltd.

MBAHR6104: MANAGEMENT ACCOUNTING

Objective: The objective of this course is to acquaint the students about the role, concepts,
techniques and methodology relevant to accounting function and to impart knowledge
regarding the use of cost accounting information in managerial decision making.
UNIT I
Conceptual basis of accounting- nature and purpose of accounting, basic accounting concepts
and conventions underlying preparation of financial statements, forms of business
organization, accounting records, balance sheet equation, completing accounting cycle,
preparation of profit and loss account and balance sheet as per schedule-VI of companies Act
1956.
UNIT II
Revenue recognition and measurement (AS-9), inventory valuation (AS-2), depreciation
accounting (AS-6), intangible assets accounting (AS-26), financial statement analysis-ratio
analysis, common size statements, comparative analysis, trend analysis, cash flow analysis,
accounting for price level changes, human resource accounting, social and environmental
accounting.
UNIT III
Cost accounting objectives, cost accounting and management accounting, understanding and
classifying costs, overhead allocation, preparation of cost sheet, introduction to methods of
costing, techniques of costing-marginal costing and its managerial implications, budgetary
control, standard costing and variance analysis.

7
 UNIT IV
Contemporary issues in management accounting-value chain analysis, activity based costing,
activity based budgeting, target and life cycle costing, quality costing.

References
1. Horngren, C.T., Sundem, G.L., Stratton, W.O., Introduction to Management
Accounting, Prentice Hall of India.
2. Khan, M.Y. and Jain, P.K., Financial Management: Text and Problems, Tata
McGraw Hill.
3. Porwal, L.S., Accounting Theory: An Introduction, Tata McGraw Hill.
4. Ramachandran, N. and Kakani, R.K, Financial Accounting for Management, Tata
McGraw Hill.
5. Swamy, N. R., Financial Accounting: A managerial Perspective, Prentice Hall of
India.
6. Williams, J.R., Haka, S.F., Bettner, M.S. and Meigs, R. F., Financial and Managerial
Accounting: The Basis for Business Decisions, Tata McGraw Hill.

MBAHR6105: ORGANISATIONAL BEHAVIOUR

Objective: This course emphasizes the importance of human capital in the organizations of
today. It gives an insight to the students regarding individual and group behaviour in any
organization.
UNIT I
Introduction to OB-concepts, foundations, contributing disciplines to OB, role of OB in
management practices, challenges and opportunities for OB, OB in the context of
globalization, scientific management, human relations schools, Hawthorne experiments,
introduction to human behavior, perception, attitudes and job satisfaction.
UNIT II
Personality-meaning, determinants, theories, Myers-Briggs type indicator (MBIT) and big
five model, leadership-theories, determinants, style and challenges to leadership in India,
motivation and morale-concept and applications, communication-interpersonal
communication, listening, feedback, counseling, organizational communication.

8
 UNIT III
Group process-group and intergroup behaviour, group decision making, team management-
types of teams, teams in modern workplace, team vs. group, power-concept, bases of power,
distinction between power and authority, power distribution in organization, organisational
politics-concept, consequences, reasons and management of political behaviour, work stress-
causes, organizational and extra organizational stressor, individual and group stressor, effect
of stress, stress coping strategies.

UNIT IV
Conflict and inter-group behaviour-sources of conflict, types of conflict, functional and
dysfunctional aspects of conflict, approaches to conflict management, organisational culture-
functions, creating and sustaining of OC, development and implications of OC, organisational
effectiveness-concept and approaches to OE, factors in OE, effectiveness through adaptive
coping cycle, organizational health development, emotional intelligence.

References
1. Brooks, I., Organizational Behaviour, Individuals, Groups and Organisation, Pearson
Education Ltd.
2. Luthans, F., Organizational Behavior, McGraw-Hill Inc.
3. Newstrom, J.W. & Davis, K., Organizational Behavior-Human Behavior at work,
The McGraw Hill Companies.
4. Pareek, U., Understanding Organizational Behaviour, Oxford University Press,
Delhi.
5. Robbins, S.P., Judge, T. and Sanghi, S., Organizational Behavior, Pearson Education.
6. Weiss, P., Organisational Behaviour and Change, St. Paul MN West.

MBAHR6106: WORKSHOP ON BUSINESS COMPUTING

Objective: 1) To create awareness in would be managers, about information systems in an

organization so as to enable the use of computer resources efficiently, for effective decision
making; 2) To explore the use of MS-Excel and other common IS tools.

9
 UNIT-1
Introduction to Excel, Working with Excel Formula/Functions – Lookup (VLOOKUP,
HLOOKUP) and Reference Functions, Logical Functions, Database Functions, Date and
Time Functions, Information Functions, Mathematical and Trigonometric Functions,
Statistical Functions, Text Functions, Conditional Formatting, Data Sorting and Filtering,
Pivot Tables, Pivot Charts, Introduction to VBA Macro, Using Goal Seek and Sensitivity
Analysis/ What If Analysis, Excel Charting, Solving simple linear programming problems
using Excel Solver.
UNIT-II
The process of MIS development, Planning, Design and Implementation of MIS, Information
Flow, Entity Relationship, Data Flow Diagrams, Decision Making with MIS, System
Concepts for MIS.
Using Data Base Functions in MS-Excel viz. DAVG(), DSUM(), DCOUNT(), DLOOKUP(),
DMAX(), DMIN();
Introduction to HTML and webpage designing, Project Management – PERT/CPM using
MS-Project; Hands on word-processing software & presentation software; Plagiarism – types
of plagiarism, using plagiarism detection software.
References
1. Cornell Paul, Beginning Excel What If Data Analysis tools: Getting started with Goal
Seek, Data Tables, Scenarios, and Solver; Apress.
2. O’Brien, James A., Management Information Systems, Tata McGraw Hill
3. Laudon, Ken & Laudon, Jane, Management Information Systems, Prentice-Hall.
4. Ram, B., Computer Fundamentals, New Age Publications
5. Sinha, P. K. and Sinha, P., Foundation of computing, BPB Publications.
Taxali, R., PC Software Made Simple, Tata McGraw Hill.

MBAHR6108: WORKSHOP ON BUSINESS RESEARCH

Objective: To expose the students to the basic concepts of research methodology and
application through practical exercises in the area of commerce and management.

10
 UNIT-I

Introduction to business research: definition, characteristics, types, research process – an

overview, review of literature – its role and significance in the stages of research process,
theory building, ethical issues in business research, formulation of the research problem
and research proposal, hypothesis - definition, formulation and types , research design -
definition, types, secondary data – definition, types, sources, evaluation and searches,
primary data collection methods - surveys, observation and experiments, measurement and
scaling concepts, measurement scales

UNIT-II

Select Stages of the Research Process- preparation of data collection instruments,

questionnaire (instrument) design, sampling design and sampling procedures, sample size
estimation, fieldwork, processing of data, data analysis -basic data analysis, hypothesis
testing –t test, chi square test, test of proportion, bivariate analysis-tests of differences and
measures of association through use of parametric and non parametric tests, report writing,
use of computers in research.

References

1. Bryman, A. & Bell, E., Business Research Methods, Oxford University Press, New York

2. Carver, R .H. & Nash, J.G., Data Analysis with SPSS, Cengage Learning, New Delhi

3. Cooper, D.R. & Schindler, P.S., Business Research Methods, Tata McGraw Hill, New
Delhi

4. Gaur, A. S. & Gaur, S.S. Statistical Methods for Practice and Research.-A Guide to
Analysis Using SPSS, Response Books, New Delhi

5. Kothari, C.R., .Research Methodology-Methods and Techniques, Wiley Eastern.

6. Kumar, R., Research Methodology- A Step by Step Guide for Beginners. , Pearson
Education.

7. Sekaran, U. Research Methods for Business-A Skill Building Approach, John Wiley,
Singapore

8. Zikmund, W.G., Business Research Methods, Cengage Learning, Singapore

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 SECOND SEMESTER
MBAHR6201: LABOUR LEGISLATION-I

Objective: The objective of this course is to enhance the participants understanding of Indian
environment relating to industrial relations. Emphasis would be given to provisions and case
laws of various acts.
UNIT I
Legal regulation of employment conditions in India, law of master and servant relationship,
concept of social justice.
UNIT II
Industrial dispute act, 1947-definition of industry, workmen, industrial dispute, procedures,
power and duties of authorities, strikes and lockouts, layoffs and retrenchment, industrial
employment (standing order) act, 1947-certification process of standing orders.
UNIT III
Trade union act, 1926-registration, immunities available to registered trade unions, payment
of wages act, 1936-deductions and authorities, minimum wages act, 1948-fair wages, living
wages, minimum wages, fixation of minimum rate of wages.

UNIT 1V
Contract labour (regulation and abolition) act, 1970-advisory boards, registration of
establishments, licensing of contractors, welfare and health of contract labour, interstate
migrant workmen (regulation of employment and conditions of services) act,1979-welfare
and health measures of interstate migrant workmen.

References
1. Chakravarti, K.P., Labour Management and Industrial Relations, Oxford University
Press, New Delhi.
2. Kothari, G.M., Labour Demands and Their Adjudication, M.M. Triphati Pvt. Ltd.
3. Malik, P.L., Industrial Law, Eastern Book Company.
4. Malhotra, O.P., The Law of Industrial Disputes, Saujanya Books.
5. Misra, S.N., Labour and Industrial Law, Universal Law Publishing Pvt. Ltd., New
Delhi.
6. Saharay, H.K., Industrial and Labour Laws of India, New Central Book Agency Pvt.
Ltd., Calcutta.
7. Srivastva, S.C., Industrial Relations and Labour Laws, Vikas Publishing House.

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 MBAHR6202: INDUSTRIAL RELATIONS AND LABOUR POLICY

Objective: The course aims at familiarizing the participants with the industrial relation scene
in India with special reference to the industrial conflict and their prevention and resolution,
and significance and impact of labour policy on industrial relations in India.
UNIT I
Industrial relations-concepts, origin, scope, determinants and theories, system approach-
actors, context, web of rules and ideology, trade unions and industrial relations, human
resource management and industrial relations, social-economic, technical, political factors
affecting IR in changing environment.

UNIT II
Voluntary and statutory efforts on prevention and settlement of industrial disputes, industrial
relations and rationalization, modernization and automation, industrial conflict-theories,
forms, causes, right to strike, consultative bodies-bipartite and tripartite, and IR strategies.

UNIT III
State and labour-theoretical aspects, framework, evolution and dimensions of labour policy in
India, labour policy specially in the context of terms and conditions of employment,
industrial relations and wages policy.
UNIT IV
Labour policy and growth of legislative framework in India, labour administrative framework
implementation of labour policy and laws, government as an employer, new economic policy
and labour, social clause and WTO.

References
1. Ahuja, K.K., Industrial Relations - Theory and Practice, Deep and Deep Publications,
New Delhi.
2. Dhayani, S.N., Industrial Relations System, S. Chand & Co. Pvt. Ltd, New Delhi.
3. Dunlop, J.T., Industrial Relations System, Harvard Business Press, Cambridge.
4. Monappa, A., Industrial Relations, Tata McGraw Hill.
5. Ramaswamy, E.A. & Ramaswami, U., Industry and Labour, Oxford University Press,
New Delhi.
6. Sinha, G.P. and Sinha, P.R.N., Industrial Relations and Labour Legislation, Oxford
and I.B.R. Publishing Co., New Delhi.

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 MBAHR6204: MARKETING MANAGEMENT

Objective: The course aims at making participants understand concepts, philosophies,

processes and techniques of managing the marketing operations of a firm with a view to
better understand and appreciate the complexities associated with the marketing function.

UNIT I
Introduction to marketing-meaning, nature and scope of marketing, marketing philosophies,
marketing management process, concept of marketing mix, market analysis-understanding
marketing environment, consumer and organisation buyer behaviour, market measurement
and marketing research, market segmentation, targeting and positioning.

UNIT II
Product planning and pricing-product concept, types of products, major product, decisions,
brand management, product life cycle, new product development process, pricing decisions,
determinants of price, pricing process, policies and strategies.

UNIT III
Promotion and distribution decisions-communication process, promotion tools-advertising,
personal selling, publicity and sales promotion, distribution channel decisions-types and
functions of intermediaries, selection and management of intermediaries.

UNIT IV
Marketing organization and control-organising for marketing, marketing implementation &
control, ethics in marketing, emerging trends and issues in marketing-consumerism, rural
marketing, societal marketing, direct and online marketing, green marketing, retail marketing,
customer relationship management.

References
1. Czinkota & Kotabe, Marketing Management, Vikas Publishing, New Delhi.
2. Douglas, J., Darymple, J. & Parsons, L.J., Marketing Management: Text and Cases,
John Wiley and Sons.
3. Kotler, P, Marketing Management: Analysis, Planning, Implementation & Control,
Prentice Hall of India, New Delhi.

14
 4. Michael, J. E., Bruce, J.W. and William, J.S., Marketing Management, Tata McGraw-
Hill, New Delhi.
5. Pride, W.M. and Ferrell, O.C., Marketing: Concepts and Strategies, Biztantra Press, Delhi.
6. Perreault, W.D. and McCarthy, E.M., Basic Marketing, Tata McGraw Hill, New Delhi.
7. Zikmund, A., Marketing, Thomson Learning, Mumbai.

MBAHR6205: PRODUCTION MANAGEMENT AND

QUANTITATIVE TECHNIQUES

Objective: To provide students with the requisite knowledge of concepts and to impart
practical skills and techniques required in the area of Production Planning and Materials
Management as well as the quantitative techniques helpful in production related decisions.

UNIT I
Production management-definition, nature and process, production and productivity, product
and service design, product quality-TQM, ISO 9000:2000, cost of quality, process design and
selection, work study-method study, time study, ergonomics, work measurement, activity
sampling, process quality-six sigma quality, process control, control charts.

UNIT II
Facility location, facility layout, capacity and equipment selection, operations scheduling,
supply chain management, enterprise resource management, JIT production systems,
technological innovations in manufacturing, tools for manufacturing planning, manufacturing
automation, re-engineering, role of human resource management in production management,
workforce productivity improvement.

UNIT III
Probability-basic concepts and approaches, addition, multiplication and Bayes’ theorem,
probability distributions-meaning, types and applications, binomial, Poisson and normal
distributions, linear programming-the graphical and simplex method, transportation models,
material management and inventory control-EOQ models with discounts and price breaks,

15
selective inventory control, simulation-Monte Carlo simulation technique, queuing theory-
concept, assumptions and single server applications.

UNIT IV
Decision theory-decision making under uncertainty and risk, Bayesian analysis, decision
trees, game theory, pure and mixed strategy games, principle of dominance, two person zero
sum game, sequencing problems, PERT /CPM-probability considerations in PERT, time-cost
trade-off, replacement models.
References

1. Datta, A.K., Materials Management: Procedures, Text and Cases, Prentice Hall of
India.

2. Gaither, Operations Management, Thomas Learning.

3. Kapoor, V.K., Operations Research, Sultan Chand & Sons, New Delhi.

4. Mulemann, A., Oakland, J. and Locker, Production and Operations Management,

Macmillan India ltd.

5. Paneerselvam, Operations Research, Prentice Hall of India, New Delhi.

6. Taha, Operations Research: An Introduction, Prentice Hall of India, New Delhi.

7. Verma, M.M., Materials Management, Sultan Chand and Sons.

8. Vohra, N.D., Quantitative Techniques in Management, Tata McGraw Hill Publishing

Company Ltd.

MBAHR6208: SEMINAR ON MANAGEMENT OF CHANGE

Objective: The course develops an analytical and operational approach to bringing about
planned change in rapidly changing environment. Organizations need to be prepared for
bringing these changes.
UNIT I
Understanding organizational change, need for bringing change, types of change, change
levers, perspectives of change, understanding corporate culture, change programs.

16
 UNIT II
Models of change, leadership and change, case studies on change as growth, change as
transformation and change as turn around, brief introduction to major organizational changes
-total quality management and business process reengineering.
References
1. Cummings, T. and Worley, C., Organizational Development and Change, Thomson.
2. Harigopal, K., Management of Organizational Change-Leveraging Transformation,
Response Books Learning.
3. Nilakant, V. and Ramnarayan, S., Change Management-Altering Mindsets in Global
Context, Response Books, Sage Publications.
4. Nilakant, V. and Ramnarayan, S., Managing Organizational Change, Response
Books, Sage Publications.
5. Sharma, R.R., Change Management, Concepts and Applications, Tata McGraw Hill.

MBAHR6209: SEMINAR ON HUMAN RESOURCE PLANNING

Objective: The course aims at imparting relevant skills required to perform the functions of
human resource planning in an organization.
UNIT I
Nature of HR policy, formulating, implementing and testing HR policies, human resource
planning-need, process and responsibility, factors affecting HRP, job, role, skills and
competence analysis, determining qualitative and quantitative manpower requirements.
UNIT II
Assessment of HR planning, requisites for successful HR planning, role of HRP
professionals, link between human resource planning and strategic planning, HRP problem
areas, impact of technology on HRP.
References
1. Amjad, R., Human Resource Planning: the Asian Experience, International Labour
Org.
2. Bennison, M. & Casson, J., Manpower Planning Handbook, McGraw-Hill.
3. Bhattacharyya, D. K., Human Resource Planning, Excel Books.
4. Bramham, J., Human Resource Planning, Universities Press.
5. Kandula, S.R., Performance Management: Strategies, Interventions, Drivers, PHI.

17
6. Patten, T.H., Manpower Planning and the Development of Human Resources, John
Wiley & Sons Inc.

18
 MBAHR6211: WORKSHOP ON BUSINESS COMMUNICATION

Objective: The course aims at developing the communication skills of students both written
communication and oral communication. The students will also be taught how to analyse
cases and prepare case reports.

UNIT I
An introduction to business communication, elements of the communication models, types of
communication, barriers to communication, an introduction to the case method-steps in case
analysis, principles of written communication, business letters-their basic qualities, opening
and closing paragraphs, mechanics of letter writing, specific types of letters-routine letters,
bad news letters, persuasive letters, sales letters, collection letters, job applications letters,
internal communication through memos, minutes and notices.

UNIT II
Principles of oral communication, speeches-speech of introduction, of thanks, occasional
speeches, theme speech, mastering the art of giving interviews in the following-selection or
placement interview, appraisal interview, exit interview, group communication-meetings and
group discussions, report writing, principles of effective presentations including use of audio-
visual media, business and social etiquette.

References
1. Bore’e, C. L. and Thill, J.V., Business Communication Today, Pearson Education.
2. Lesikar, R.V. and Flately, M.E., Basic Communication: Skills for Empowering the
Internet Generation, Tata McGraw Hill.
3. Locher, K.O. and Maczmarch, S.K., Business Communication: Building Critical
Skills, The McGraw Hill Companies.
4. Murphy, H.A., Hildelrandt, H.W., and Thomas, J.P., Effective Business
Communication, The McGraw Hill Companies.
5. O’Rourke IV, and James, S., Management Communication: A Case Analysis
Approach, Pearson Education.
6. Rao, S.S., Handbook for Writers and Editors, Ahmedabad Management Association.

19
 MBAHR6212: WORKSHOP ON QUALITATIVE RESEARCH
Objective: This course aims to enable the students to explore the practical dimensions of
qualitative research, such as creating a research design, conducting interviews, and
observations, and analyzing qualitative data.
UNIT I

Introduction to qualitative research- features of qualitative research, comparison of

qualitative and quantitative research, designing qualitative research, qualitative research
approaches, narrative research, phenomenology research, case study research, sampling
techniques in qualitative research.

UNIT II

Data Collection techniques in qualitative research, focus groups, in-depth interviews,

laddering and projective techniques, qualitative data analysis, descriptive level analysis, and
conceptual level analysis, codes, categories, themes and memos. Computer assisted NCT
analysis, Ethical issues in qualitative research.

References

1. Bazeley, P. Data Analysis with NVivo. SAGE Publications.

2. Charmaz K., Constructing Grounding Theory, SAGE Publications.
3. Johan W. Creswell, Third Edition, Choosing Among Five Approaches.
4. Lichtman, M.V. Qualitative Research for the Social Sciences. SAGE Publications.
5. Miles, M.B., and Huberman, A.M. Qualitative Data Analysis: An Expanded
Sourcebook. SAGE Publications.
6. Robert K. Yin, Case Study Research: Design and Methods, SAGE Publications.
7. Silverman, D. Qualitative Research. SAGE Publications.
8. Pareek, Udai, Training Instruments for Human Resources Development, Tata
McGraw Hill Publishing Co. Ltd.
9. Stephen, D.L., & Quartaroli, M.T. Qualitative Research: An Introduction to Methods
and Designs. John Wiley & Sons.
10. Uwe, F. An Introduction to Qualitative Research. SAGE Publications.

20
 THIRD SEMESTER
MBAHR7101: LABOUR LEGISLATION-II
Objective: The objective of this course is to enhance the participants understanding of Indian
environment relating to industrial relations. Emphasis would be given to provisions and case
laws of various acts.
UNIT I
Factories act, 1948-health, safety, welfare measures, working hours of adults, provisions
related to hazardous process, employment of young persons and women, equal remuneration
act, 1976.
UNIT II
Child labour (prohibition and regulation) act, 1986-prohibition of employment of children,
regulation of condition of work of children, the workmen compensation act, 1923-employers
liability o pay compensation, the workshop and commercial establishment act.
UNIT III
Mines act, 1952-provisions related to health and safety, hours and limitations of employment,
leave with wages, the apprenticeship act, 1961-provisions relating to apprentices and their
training, authorities.
UNIT IV
The payment of bonus act, 1965, the bonded labour system (abolition) act, 1976-abolition,
extinguishment of liability to repay bonded debt, vigilance committees, environment
protection act, 1986-prevention, control and abatement of environmental pollution, offences
and penalties.

References
1. Chakravarti, K.P., Labour Management and Industrial Relations, Eastern Laws House,
Calcutta.
2. Kothari, G.M., Labour Demands and Their Adjudication, MM-Tripathi Pvt. Ltd.,
Bombay.
3. Malhotra, O.P., The Law of Industrial Disputes, Saujanya Books.
4. Malik, P.L., Industrial Law, Eastern Book Company, Lucknow.
5. Misra, S.N., Labour and Industrial Law, Central Law Publications, Allahabad.
6. Saharay, H.K., Industrial and Labour Laws of India, Prentice-Hall of India.
7. Srivastva, S.C., Industrial Relations and Labour Laws, Vikas Publishing House.

21
 MBAHR7102: STRATEGIC HUMAN RESOURCE MANAGEMENT

Objective: The course is aimed at understanding the strategic approach to human resources
as distinguished from the traditional functional approach, understanding the relationship of
HR strategy with overall corporate strategy, strategic role of specific HR systems and
appreciating SHRM in the context of changing form of organizations in the global
environment.
UNIT 1
Framework of strategic human resource management, scope and process of strategic HRM,
traditional vs. strategic HR, typology of HR activities, best fit approach vs. best practice
approach, the role of national context, Sectoral context and organizational context in hr
strategy and practices, external and internal analysis for strategic HR management, HR
challenges.
UNIT II
Strategic role of HR systems-strategic staffing, strategic appraisal, strategic executive
appraisal, strategic design of reward system, performance management strategies, integrating
HR strategy and business strategy, HR strategies and practices in Indian industries and
service sector, HR as distinctive competitive advantage, reward and compensation strategies,
retrenchment strategies, downsizing strategies.
UNIT III
Human aspects of strategy implementation, behavioural issues in strategic implementation-
matching culture with strategy, leadership factor in strategy and implementing strategic
change, HR strategy evaluation and control, IT and future directions in HR strategy, HR
strategy in workforce diversity, employee engagement strategies, talent management and
retention strategies.
UNIT IV
Global HRM, role of global HRM in successful MNC strategy, HR planning for global
demand and diversity at workplace, global staffing approaches-polycentric, ethnocentric,
geocentric and region centric, recruitment and selection of human resources for global
assignments, training and development imperatives for global workforce, expatriate problems
and culture shock, repatriation issues, performance and compensation management for global
workforce, global employee relations.

22
References
1. Armstrong, M. & Baron, A., Handbook of Strategic HRM-The key to Improved
Business Performance, Jaico Publishing House.
2. Becjer, B.E., The HR Scorecard, HBS Press.
3. Dreher, Dougherty, G.F. & Thomas, W., Human Resource Strategy, Tata McGraw
Hill.
4. Greer, C.R., Strategic Human Resource Management: A General Managerial
Approach, Pearson Education Asia.
5. Holbeche, L., Aligning Human Resource and Business Strategy, Butterworth
Heinemann.
6. Salaman, G., Strategic Human Resource Management-Theory and Practice, Sage
publications ltd.

MBAHR7103: PERFORMANCE AND COMPENSATION

MANAGEMENT

Objective: The objective of the course is to impart relevant knowledge required to perform
the functions of human resource planning in an organisation and equipping seekers with
comprehensive and practical skills to manage employees’ performance effectively, and to
understand the structure and components of wages and salaries, and the wage administration
in India.
UNIT 1
Performance management-performance management system, performance counseling,
performance planning, performance appraisal, potential appraisal, problems and errors in
performance appraisal.
UNIT II
Performance monitoring, performance implementation, role of HR professionals in
performance management, performance management through training and development,
ethics in performance management.

UNIT III
Wage and salary administration in India, wage administration rules, principles of wages and
salary administration, theories of wages, wage plans, wage differentials, wage policy in India,

23
state regulation of wages, payment of wages act, minimum wages act, wage boards, pay
commissions, compensation management in multi-national organisations.
UNIT IV
Executive compensation-components, pay structure in India, linking salary with potential and
performance, types of rewards and incentives, wage incentive schemes in India, wage
incentive plans, employee benefits and services, special features of fringe benefits, benefit
programmes for management and other employees, administration of benefits and services,
recent trends in wages and salaries in Indian industries and service sector.

References
1. Goel, D., Performance Appraisal and Compensation Management: A Modern
Approach, Prentice Hall of India Pvt. Ltd.
2. Henderson, R.I., Compensation Management in a Knowledge Based World, Prentice
Hall.
3. Henderson, R.I., Compensation Management: Rewarding Performance in the Modern
Organisation, Reston Publishing Co.

4. Kandula, S.R., Performance Management: Strategies, Interventions, Drivers, PHI.

5. Marshall, D.R., Successful Techniques for Solving Employee Compensation
Problems, John Wiley & Sons.
6. Patten, T. H., Pay-Employee Compensation and Incentive plans, McGraw-Hill.
7. Rock, M. L. and Berger, L.A., Compensation Handbook: A state-of-the art Guide
Compensation Strategy and Design, McGraw-Hill.

MBAHR7104: ORGANISATION DEVELOPMENT

Objective: This course helps the students to understand how organizations have to develop
themselves for future. Various methods shall be taught to them so that they learn how to
intervene in the ongoing systems.
UNIT I
Definition, need and importance of organizational development (OD), values, assumptions
and beliefs in OD, foundations of OD, OD process, action research, overview of OD
interventions.

24
 UNIT II
Effective team building, comprehensive interventions-confrontation meeting, survey
feedback, grid OD program.
UNIT III
Structural interventions-work redesign, quality of work-life, quality circles, strategic
management and OD, collective management by objectives, parallel learning structures,
sensitivity training, life goal exercises, coaching and mentoring.
UNIT IV
Study of few successful OD efforts made in organizations, issues in client consultant
relationships, power, politics & OD, conditions for success and failure of OD, future of OD.

References
1. Beckard, R., Organization Development, Addison Wesley.
2. Brown, D.R. and Harvey, D., An experiential approach to OD, Pearson Education
Inc.
3. Cummings, T. and Worley, C., Organizational Development and Change, Thomson
Press.
4. French, W., Bell, C. and Vohra, V., Organization Development-Behavioral Science
Interventions for Organization Improvement, Pearson Education Inc.
5. French, W., Bell, C. and Zawacki, Organization Development and Transformation-
Managing Effective Change, Tata McGraw-Hill Publishing company Ltd.
6. Huse, E.F., Organization Development and change, West Pub. Co.

MBAHR7105: WORKSHOP ON TRAINING AND DEVELOPMENT

Objective: This course helps in understanding importance of human resource development

in the organizations. Preparation of HRD plans as well as techniques and methods used in
developing people shall be taught.

UNIT I
Concept of training and development, difference between training and development,
significance of training and development, training objectives, evolving training policy,

25
aligning training and development policies with corporate strategies, learning process,
training needs assessment.
UNIT II
Development of training plans, various training methods and techniques, issues in training-
location, duration, techniques, preparing training programs for managerial and non
managerial employees in different manufacturing and service organizations, evaluation of
training programs, training effectiveness.
UNIT III
Development objectives, evolving development policy, development needs assessment,
preparing development plans, methods and techniques of development, issues in
development-location, duration, techniques.
UNIT IV
Preparing development programs for different categories of managers-top, middle level and
lower level in different manufacturing and service organizations, evaluation of development
programs, ways of determining development effectiveness in the organizations, significance
of training and development in human resources functions like compensation, appraisal and
succession.
References
1. Goldstein, I.L. & Kevin, J., Training in Organizations, Needs Assessment,
Development and Evaluation, Cengage Learning.
2. Kirkpatrick, D.L., Evaluating Training Programs: the four levels, San Francisco,
Berrett-Koehler.
3. Pareek, U. and Sisodia, V., HRD in the New Millennium, Tata McGraw Hill
Publishing Company Limited.
4. Rao, P.L., Enriching Human Capital through Training and Development, Excel
Books.

MBAHR7106: WORKSHOP ON NEGOTIATING SKILLS AND

PARTICIPATIVE DECISION MAKING

Objective: The objective of this course is to create awareness among students about the
significance of enhancing negotiating skills in collective bargaining and apprise them of
participative decision making so that they could adjust the conflicting interests and promotion

26
of common interests of workers and management. The course is with particular reference to
India.
UNIT I
Collective bargaining-conceptual issues, meaning, characteristics, need, objectives and
importance, types of bargaining-plant level, industry level and national level, advantages of
collective bargaining over compulsory adjudication, process of collective bargaining-
bargaining procedures, bargaining tactics, the process of negotiation, experiment of
approaches to the study of negotiation, groups intergroup relations and bargaining behaviour,
the process of bid and counter bid options-problem solving bargaining, scope of collective
bargaining in India, concept of collective bargaining-a comparative appraisal, collective
bargaining in India, UK, USA, Japan and Germany (developed and developing nations).
UNIT II
Workers’ participation in decision making-the philosophical basis, the concept, scope,
significance and prerequisites, level of participation, participation and productivity, forms
and models of workers’ participation in management, works committees, joint management
councils, joint consultation, quality circles, co-determination, self management and labour
directors, kibbutzim and kolokhoz, schemes of workers’ participation in management, in
India and their evaluation.

References
1. Chamberlain, N. and Kuhn, Collective Bargaining, McGraw-Hill, New York.
2. Dunlop, J. T. and Chamberlain, N., Frontiers of Collective Bargaining, Harper and
Row Publishers, London.
3. Harold, D.W., Contemporary Collective Bargaining, Prentice-Hall.
4. International Labour Office, Collective Bargaining in Industrialized Market
Economies.
5. International Labour Office, Collective Bargaining.
6. Singh, B.D., Industrial Relations: Emerging Paradigms, Excel Books, New Delhi.
7. Tandon, B.K., Collective Bargaining and the Indian scene, Sultan Chand & Sons,
New Delhi.
8. Venkataratnam, C.S., Industrial Relations, Oxford University Press.

27
 MBAHR7107: SEMINAR ON SOCIAL SECURITY AND LABOUR
WELFARE
Objective: The objective of this course is to create awareness among students about the role
and need of social security system in the society. This course will also clarify the labour
welfare activities undertaken and their need & significance.
UNIT I
Labour welfare-the concept, definition, scope and objectives, evolution of labour welfare,
classification of welfare work, welfare work for various categories, agencies for welfare
work, welfare work by trade unions, labour welfare work by voluntary social organizations,
labour administration-agencies for administrating labour welfare laws in India.

UNIT II
Social security-the concept, scope and objectives, social assistance and social insurance,
international norms for social security of labour-the ILO measures, social security for
unorganized and agricultural labour (recommendations of national commission on labour-II),
social security laws in India-workmen’s compensation act, 1923-employers liability for
compensation, employees state insurance act, 1948-contributions and benefits, employees
provident fund & miscellaneous provisions act, 1952-schemes and authorities, payment of
gratuity act, 1972, maternity benefit act, 1961.

References
1. Bhagoliwal, T.N., Economics of Labour & Social Welfare, Sahitya Bhawan.
2. Hallen, Dynamic of Social Security, Rastogi Publications.
3. I.L.O., Social Security, International Labour Office.
4. Rawat, B.D., Labour Welfareism in India-Problems and Prospectus, RBSA
Publishers, Jaipur.
5. Reports of the National Commission on Labour (1&2) (Relevant Chapters).
6. Sharma, A.M., Social Security & Labour Welfare, Himalaya Publishing House.
7. Srivastava, S.C., Social Security and Labour Laws, Vikas Publication.

28
 FOURTH SEMESTER
MBAHR7201: HUMAN RESOURCE INFORMATION SYSTEM
Objective: The Course gives an insight into the application of human resource information
systems in organizations to support organizational strategy, improve efficiency and
flexibility, increase productivity and performance. The focus is on merging computer
technology with a strategic human resource management perspective.
UNIT I
Introduction-data & information needs for HR manager, sources of data, role of ITES in
HRM, IT for HR managers, concept, structure, & mechanics of HRIS, programming
dimensions & HR manager, software packages for human resource information system
including ERP software such as SAP (system applications and products), oracles financials
and ramco’s marshal etc.
UNIT II
Data management for HRIS-data formats, entry procedure & process, data storage &
retrieval, transaction processing, office automation and information processing & control
functions, design of HRIS-relevance of decision making concepts for information system
design, HRM needs analysis-concept & mechanics, standard software and customized
software.
UNIT III
HR management process & HRIS-modules on MPP (massively parallel processor),
recruitment, selection, placement, module on PA System, T & D module, module on pay &
related dimensions, planning & control, information systems support for planning & control,
organization structure & related management processes including authority & responsibility
flows, organization culture and power-data capturing for monitoring & review, behavioral
patterns of HR & other managers and their place in information processing for decision
making.
UNIT IV
Security, size & style of organizations, & HRIS-security of data and operations of HRIS
modules, common problems during IT adoption efforts and processes to overcome,
orientation & training modules for HR & other functionaries, opportunities for combination
of HRM & ITES personnel, HRIS & employee legislation, an integrated view of HRIS.

29
References
1. Armstrong Michael, A Handbook of Human Resource Management Practice, Kogan
Page Ltd.
2. Beutell, N. J., PC Projects for Human Resource Management, West Publishing
Company New York.
3. Donald, M., Human Resource Management: Principles and Practice, Commerce
Clearing House, Inc.
4. Hammer, M., The Agenda: What Every Business Must Do to Dominate the Decade,
Hammer and Company, Cambridge, MA.
5. Hansen, G., and Hansen, J., Database Management and Design, Prentice Hall.
6. Houldsworth, E. and Dilum, J., Managing and Measuring Employee Performance -
Understanding Practice, Kogan Page Ltd.
7. Kavanagh, M., Gueutal, H., and Tannenbaum, S., Human Resource Information
Systems: Design and Applications, PWS/Kent Publishing.
8. Phillips, Jack J., Accountability in Human Resource Management, Gulf Professional
Publishing.

MBAHR7202: PERSONAL EFFECTIVENESS AND LEADERSHIP

Objective: The course aims at appreciating the role of leaders in developing world class
organizations. Inculcating leadership skills and values leading to personal and organizational
effectiveness shall be the thrust of the workshop.
UNIT I
Understanding and appreciating the inspiration, elation, dilemmas and issues in becoming
and being a leader, enabling others to become and be a leader, understanding and developing
the concepts like vision, idealism, heroism, values, beliefs, ambition, virtue, myths, rituals etc
and building sensitivity to the related experiences associated with these in leadership
context.
UNIT II
Methods of value sustenance, team effectiveness and ego management, effective life and time
management, principle centered leadership, leadership mind and heart, courage and
leadership, cultural congruence and competitive effectiveness.

30
 UNIT III
Leadership theories and styles, charismatic and transformational leadership, team leadership,
developing leadership diversity, culture and leadership, influencing-power, politics,
networking and negotiation, leadership communication.
UNIT IV
Strategic leadership, ethical leadership, the leader as social architect-creating vision and
strategic direction, shaping culture and values, designing and leading a learning organisation,
leading change, spiritual foundations of personal effectiveness, the habits of highly effective
people.

References
1. Balasubramanian, S., Art of Business Leadership-Indian Experiences, Sage
Publications.
2. Bass, B.M., Leadership, psychology and organizational behaviour, Greenwood Pub
Group.
3. Browne, C.G. & Cohn, T.S., Study of Leadership, Interstate Printers and Publishers.
4. Northouse, P.G., Leadership - Theory and Practice, Sage Publications.
5. Purohit, S. & Nayak, S., Enhancing Personal Effectiveness: Training Instruments for
Students, Teachers and Parents, Tata McGraw-Hill.
6. Tannenbaum, R., Weschler, I.R. and Hansen, J., Leadership and Organization: A
Behavioral Science Approach, McGraw-Hill.

MBAHR7203: WORKSHOP ON MANAGEMENT OF DISCIPLINE

AND DISCIPLINARY PROCEEDINGS
Objective: The course aims of providing the participants better understanding of maintaining
discipline and handling disciplinary proceedings and the working of various
procedures/mechanisms for the purpose. Extensive use of relevant cases will be made while
teaching this paper.
UNIT I
Managing indiscipline-basic concepts, nature of proceedings-judicial, quasi judicial and
administrative, principles of natural justice, the law of simple discharge, misconduct and
domestic enquiry, reduction in rank and reversion, complaints and decision to initiate
enquiry.

31
 UNIT II
Charge sheet and its drafting, service or charge sheet to workmen and reply to the charge
sheet and its considerations, suspension during enquiry, criminal proceedings and
departmental enquiry holding of enquiry, considerations by punishing authority.
UNIT III
Discipline and grievance redressal machinery-purposes and procedures of disciplinary
actions, relevant legislation relating to disciplinary proceedings, judicial control of labour
court and industrial tribunals, provision relating to termination of service
UNIT IV
Writ jurisdiction, prevention of disputes, handling industrial action, relevant legislation
disciplinary action against professionals, victimization-meaning and scope of interference of
industrial tribunal cases.
References
1. Basu, D.D., Administrative Law, Prentice Hall.
2. Chaturvedi, R.G., Departmental Enquiries and Disciplinary Actions, Law Book Co.
3. Ghaiye, B.R., Law and Procedure of Departmental Enquiries, Eastern Book Co.,
Lucknow.
4. Malik, P.L., Industrial Law, Eastern Book Co.

MBAHR7206: SEMINAR ON ETHICS AND CONDUCT OF BUSINESS

Objective: The objective of the course is to identify possible ethical problems in business
context, understanding ethical issues facing businesses and business people in today’s world,
generating ideas for programs and practices to solve ethical problems.
UNIT I
Morals, values and ethics-inculcating integrity, work ethics, service learning, civic virtue,
respect for others, living peacefully, caring, sharing, honesty, courage, valuing time,
cooperation, commitment, empathy, self-confidence, character, spirituality etc, issues
governing business and professional ethics, ethical paradoxes and dilemmas, ethical theories,
moral philosophy and practice, legal perspectives on business ethics, corporate ethical
policies, good governance and ethics, ethics and accountability, corporate social
responsibility, green practices.

32
 UNIT II

Value based management, moral competence and moral intelligence for managers,
collegiality and loyalty, respect for authority, conflicts of interest, professional rights,
employee rights, intellectual property rights (IPR), ethical issues in accounting, finance,
marketing, human resource management, production and information technology, ethics in
multinational corporations, moral leadership, spirituality in management.

References
1. Beauchamp, T.L. and Bowie, N.E., Ethical Theory and Business, Prentice-Hall.
2. Boatright, J.R., Ethics and the Conduct of Business, Pearson Education, New Delhi.
3. Fleddermann, C.D., Engineering Ethics, Pearson Education/Prentice Hall, New
Jersey.
4. Seebauer, E.G. and Barry, R.L., Fundamentals of Ethics for Scientists and Engineers,
Oxford University Press, Oxford.

MBAHR7207: SEMINAR ON INTERPERSONAL SKILLS AND

TRANSACTIONAL ANALYSIS

Objective: The main objective of this paper is to build interpersonal skills among students by
using Transactional Analysis. They will learn to know about themselves as well as about
others.
UNIT I
Interpersonal conflicts-concept, reasons for their emergence, transactional analysis (TA)-
concept, objectives, importance, structural analysis (ego states-parent-adult-child), life
positions, TA and communication, social transactions-complimentary transactions, crossed
transactions and ulterior transactions.
UNIT II
Stroking, time structuring, analysis of different psychological games-NIGYSOB (now i’ve
got you SOB), blemishes, yes but, kick me, TA and emotional intelligence, TA and conflict
resolution, benefits of TA.

33
MBAHR7208: MANAGING CORPORATE SOCIAL RESPONSIBILITY

Objective: This course examines the historic and current context, drivers, and ways that
Corporate Social Responsibility (CSR) law, self-regulation, and ethical norms and initiatives
are adapting to the increasing power and impact of businesses. The course discusses key
issues in sustainability and corporate social responsibility especially in the context of India.

UNIT I
Introduction to Corporate Social Responsibility: Meaning & Definition of Corporate Social
Responsibility, History & Evolution of CSR, Concept of charity, Corporate Philanthropy,
Corporate Citizenship, Concept of Sustainability and Stakeholder Management.
Corporate Social Responsibility through Triple Bottom Line and Sustainable Business;
Relation between Corporate Social Responsibility and Corporate Governance, Environmental
Aspect of Corporate Social Responsibility, Evolution of CSR in India; Models of Corporate
Social Responsibility in India, Carroll’s Model; Drivers of Corporate Social Responsibility;
Major Codes on Corporate Social Responsibility; Initiatives in India.
UNIT II
International Framework for Corporate Social Responsibility, Millenium Development Goals,
Sustainable Development Goals, Relationship between Corporate Social Responsibility and
Millennium Development Goals, United Nations Global Compact 2011, Guiding Principles
on Business and Human Rights, OECD Corporate Social Responsibility Policy Tool, ILO
Tripartite Declaration of principles on Multinational Enterprises and Social Policy.
Corporate Governance & Corporate Social Responsibility, Sustainability of Non-profit
Sectors, Corporate Social Responsibility as an instrument of funding for the further Non-
Profit Sectors, Innovative Approach and Interventions by Non-profit Entities.
UNIT III
Corporate Social Responsibility-Legislation in India & the world, Section 135 of Companies
Act, 2013. Scope for Corporate Social Responsibility Activities under Schedule VII,
Appointment of Independent Directors on the Board, and Computation of Net Profit’s
Implementation Process in India.
Role of Public Sector in Corporate, Government programs that encourage voluntary
responsible action of corporations. Role of Non-profit and Local Self governance in
implementing Corporate Social Responsibility; Contemporary issues in Corporate Social
Responsibility in Millennium Development Goals, Global Compact Self assessment tool,

34
national Voluntary guidelines by the Government of India, Understanding roles and
responsibilities of Corporate foundations.
UNIT IV
The Drivers of Corporate Social Responsibility in India, Market based pressure and
incentives, Civil Society Pressure, The Regulatory Environment in India, Performance in
major business and programs.
Corporate Social Responsibility as a strategic business tool for sustainable development,
Review of successful corporate initiatives & challenges of corporate social responsibility,
Case studies of major corporate social responsibility initiatives. Social entrepreneurship and
intrapreneurship. Supply chain management and corporate social responsibility.
References
1. Mark S. Schwartz, Corporate Social Responsibility: An Ethical approach.
2. Wayne Visser & Nick Tolhurst, The World Guide to Corporate Social Responsibility.
3. Blowfield, Michael & Alan Murray, Corporate Social Responsibility, Oxford
University Press.

MBAHR7211: WORKSHOP ON HUMAN RESOURCE VALUATION

Objective: The course aims at providing knowledge of relevant aspects concerning human
resource valuation.
UNIT I
Finance function-an overview, objective of finance function, interface of finance function
with human resource management function, principles of valuation-estimation of future cash
flows, discounting process, net present value and internal rate of return, concepts of market
value added and shareholder value added.

UNIT II
Concept and importance of human capital and its application at micro level, human resource
accounting-concept and historical perspective, cost-based approaches-historical cost,
replacement cost, opportunity cost and total cost, employee reporting-factors influencing
disclosure, accounting and collective bargaining.
UNIT III
Value-based approaches-the Lev and Schwartz model, the Flamholtz model and the jaggi and
Lau model, comparative analysis of the cost and value-based approaches.

35
 UNIT IV
Assessing the effectiveness of human resource valuation practices, implementation of human
resource accounting system-issues and implications, designing of accounting-based control
system for different aspects of human resource management, impact of inclusion of HRA
data on decision-making.

References
1. Aldiset, L.M., Valuing people: How Human Capital can be your Strong Asset,
Dearborn Trade Pub., Chicago.
2. Cascio, W.F., Costing Human Resources: The Financial Impact of Behaviour in
Organisation, PWS-Kent Pub., Boston.
3. Flamholtz, E.G., Human Resource Accounting: Advances in Concepts, Methods and
Applications, Springer.
4. Janice, M. and Ahmed, R., Human Resource Valuation: A Guide to Strategies and
Techniques, Quorum Books: Westport, Connecticut-London.
5. Rao, P.D., Human Resource Accounting, Inter India Publications.

MBAHR7212: TOTAL QUALITY MANAGEMENT

Objective: The course is designed for graduates from any discipline who wish to acquire a
professional, theoretical and practical understanding of the increasingly important area of
Total Quality Management (TQM) excellence.
UNIT I
Introduction to TQM-history, aims, objectives, benefits, gurus and their principles, TQM
process and phases of a typical implementation of TQM, reasons for use of TQM, proven
examples and benefits, methods to assist the progress of TQM, introduction to tools and
techniques-brainstorming, affinity diagram, benchmarking, fishbone diagram, check sheet,
flow chart, line graph, run chart, histogram, Pareto diagram, FMEA, scatter diagram, control
chart, QFD, tree diagram, force field analysis, seven W and is/is-not questions, why-why
diagrams, total quality control, quality assurance-practices and techniques, TQM and
management-new management challenges and trends and contribution of TQM.

36
 UNIT II
Customer focus-defining external and internal customers, steps in customer analysis, methods
of getting customer inputs, methods of measuring customer satisfaction, continuous
improvement process-what is continuous improvement, the importance of continuous
improvement, and principles of continuous improvement, processes, how to manage
processes, role of TQM’s control and improvement process, designing for quality-
opportunities for improvement in product design, early warning concept and design
assurance, designing for basic functional requirements, reliability, availability, safety,
manufacturability, cost and product performance, workforce teams-team work for quality,
types of teams and tasks involved, characteristics of successful and unsuccessful teams,
barriers to teamwork, benchmarking-definition, importance and benefits, types, basic steps,
pitfalls, JIT-definition, benefits, JIT cause and effects, JIT implementation in manufacturing.
UNIT III
TQM for marketing function-quality in marketing and sales, factors for excellence, BPR and
IT-business process management, quality control SQC/SPC-statistical process control,
change management, technology and product quality, quality of after sales services-quality
measurement in customer service, organization for quality-quality circles, self-managing
teams, quality director, reliability of quality characteristics, quality leadership-developing a
quality culture, technology and culture, motivation, quality linked productivity.
UNIT IV
Total employee involvement-awareness of quality, recognition and rewards, empowerment
and self-development, education and training, cost of quality-cost of poor quality, categories
of quality cost, analysis of quality costs, benefits of costs of quality control, supporting
technologies-overview of supplier quality assurance system, TQM implementations &
barriers to implementation, ISO 9000 series of standards-concept, relevance, benefits,
elements of ISO 9001-2000, six sigma-history, structure, application, keys to success and
failure.

References
1. Arora, K.C., TQM and ISO 14000, S.K. Kataria & Sons, New Delhi.
2. Evans, J.R., The Management and concept of Quality, Thomson.
3. Evans, J.R., Total Quality Management, Organization and Strategy, Thomson.
4. Huxtable, N., Small Business Total Quality, Chapman & Hall.

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 5. Juran, J.M. and Gryna, F.M., Quality Planning and Analysis, Tata McGraw Hill, New
Delhi.
6. Rampersad, H.K., Managing Total Quality, Tata McGraw Hill Publishing Company
Ltd., New Delhi.

MBAHR7213: STRESS MANAGEMENT

Objective: The course is designed to understand the nature of stress, the relationship between
stress and managerial problems, examining the various methods of assessing personal and
organizational stress, and indicating ways of coping with stress.

UNIT 1
Understanding stress, types of stress, stress and disease, stress and behaviour, identifying
stress, sources of stress, effects of stress, stress and thought processes-learning.

UNIT II
Managing stress, models of stress management, anticipating stress, measuring stress, verbal
and non-verbal indicators of stress.

UNIT III
Personality, stress building personality test, taking control of yourself, stress on job, stress
management at work, effectiveness of stress management.

UNIT IV
Social anxiety and stress, techniques of stress management, relaxation and stress, breathing
and stretching away stress, diet and stress, exercising and stress.

References
1. Bhan, K.S., Stress management-Coping with Militancy Situations, Sterling Publishers Pvt. Ltd.
2. Brown, B.B., Stress and the Art of Biofeedback, Harper & Row Publishers, NewYork.
3. Budynas, R.G., Advanced Strength and Applied Stress Analysis, McGraw Hill.
4. Cooper, C. L. and Payne, R., Stress at Work, Sage Publications.
5. Cooper, C. L., Stress Research: Issues for the Eighties, John Wiley & Sons.

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 6. Goel, A. & Goel S.L., Stress Management and Education, Deep & Deep
Publications.
7. Khubalkar, R., Know Your Stress to Manage Your Stress, Neel kamal Publications Pvt. Ltd.
8. Linden, W., Stress Management - From Basic Science to Better Practices, Sage
Publications.

MBAHR7214: DESIGNING ORGNANISATIONS FOR UNCERTAIN

ENVIRONMENT
Objective: The course aims to providing a comprehensive perspective on new emergent
organizational forms by discussing these in the context of environment, strategy, systems &
processes.
UNIT 1
Understanding environmental uncertainty-hyper-turbulence, networks and business eco-
systems, technological discontinuities, paradigm shift.

UNIT II
Changing models of strategy-application of complexity/chaos theory to strategy, strategy as
sense making, shaping and adapting to networks.

UNIT III
Emerging organizational forms-organizations as networks/clusters, self-organizing systems,
designing for innovation & change.

UNIT IV
People & process issues-team-based systems, new roles & systems, empowerment and
accountability, career-the changed perspective.

References

1. Best, R., and Valence, G.D., Building in value: pre-design issues, Rick Butterworth-
Heinemann.
2. Daft, R.L., Organization theory and design, South-Western College Publishing.
3. Lucas, H.C., The organizational analysis, design, and implementation of information
systems, McGraw-Hill.

39
 4. Miles, R.H. and Randolph, W.A., The Organization game: A simulation in
organizational behavior, design, change, and development, Goodyear Pub. Co.
5. Nystrom, P.C., and Starbuck, W.H., Handbook of Organizational Design: Adapting
organizations to their environments, Oxford University Press.
6. Yang, S., Soon, Y. and Yaochu, Evolutionary computation in dynamic and uncertain
environments, Springer.

MBAHR7215: DYNAMICS OF TRADE UNIONS

Objective: The course aims at analyzing the different issues involved in the trade unionism
such as their emergencies, functions, organization, structure and leadership. Trade unionism
shall be studied in the context of developing economies with special reference to India.

UNIT I
Emergence and development of labour movements, theories of trade unions, union
management relations perspective, public policies and union management relations, social
responsibility of trade unions, union structure and communication.

UNIT II
Trade union development and function, trade union organization, functions, peculiarities and
leadership, white collar and managerial trade unions, management and employers association,
union free organization.

UNIT III
Trade unionism in India-its origin, growth and transformation, trade union and politics and
role of outsiders, problems of trade union-finance, recognition, multiplicity of unions, trade
union’s attitude towards technology, trade union and new economic policy.

UNIT IV
Working of national level trade unions-AITUC, INTUC, CITU, BMS and UTUC, role of
unionism in a developing economy, ILO and trade unionism, major events and international
issues, impact of globalization on trade union movement, selected case studies in trade union
organization management and strategies.

40
References
1. Arya, P.P., Growth and Recognition of Trade Unions, Deep & Deep Publications.
2. Flanders, A., Management and Union, Faber & Faber, London.
3. Karnik, V.B., Indian Trade Unions, Allied Publishers Pvt. Ltd., Bombay.
4. Mac-Donald, D.F., The State and the Trade Unions, Macmillan.
5. Poole, M., Theories of Trade Unions, Routledge.
6. Raman, N.P., Political Involvement of India’s Trade Unions, Asia Pub. House.
7. Tripathi, S.D. and Arya, P.P., Union Management Relations in India, Deep & Deep
Publications.
8. Verma, P. and Mukherjee, S., Trade Unions in India, Oxford & IBH.

MBAHR7216: EMOTIONAL INTELLIGENCE AND MANAGERIAL

EFFECTIVENESS
Objective: The course aims at making students understand concept and importance of
emotional intelligence for organizations today and how they can build emotionally intelligent
organizations.
UNIT I
Definition, importance, types of emotions, definition of emotional intelligence, emotional
quotient vs. intelligence quotient, EI at work.

UNIT II
Models of EI, measuring EI, enhancing EI at work place, emotional labor.

UNIT III
Definition, meaning and types of managerial effectiveness, models of managerial
effectiveness, measuring effectiveness, enhancing effectiveness.

UNIT IV
EI and personality, EI and stress coping styles, EI and managerial effectiveness, EI and
leadership.

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References
1. Chakraborty, S.K., Managerial Effectiveness and Quality of Work life-Indian Insights,
Tata McGraw Hill Publishing Limited, New Delhi.
2. Cooper, R.K. & Sawaf, A., Executive EQ: Emotional Intelligence in Leadership and
Organizations, Grosset/Putnum.
3. Goleman, D., Emotional Intelligence, Bantam Books, New York.
4. Goleman, D., Emotional Intelligence: Why it matters more than IQ, Bantam Books,
New York.
5. Goleman, D., Working with Emotional Intelligence, Bantam Books, New York.
6. Reddin W.J., Managerial Effectiveness, McGraw Hill.

MBAHR7217: COMPARATIVE INDUSTRIAL RELATIONS

Objective: The course aims at providing the participants an international perspective of

industrial relations and an awareness of industrial relations, policies and practices in other
countries to help them to explore their relevance to India.

UNIT I
Comparative industrial relations theory, objective and significance, historic background of
the growth of modern industrial relations.

UNIT II
Trade unions and collective bargaining-a comparative study, types and structure of Trade
unions at international level, industrial relations in multinational enterprises.

UNIT III
Comparative view of the role of state and worker’s participation in decision making in U.K.,
U.S.A., Japan, Germany, Russia and developing country-Bangladesh, Pakistan, Korea and
India.
UNIT IV
Comparative industrial relations and policy in U.K., U.S.A., Japan, Germany, Russia and
developing countries, industrial relations in the world in future.

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References
1. Bean, R., Comparative Industrial Relations, Routledge.
2. Dunlop, J.T., Industrial Relation System, Harvard Business Press, Cambridge.
3. Johanes, Negotiating Development – Labour Relations in Southern Asia, International
Labour Office.
4. Niland, J.R., The future of Industrial Relations, Sage Publications.
5. Richardson, J.H., An introduction to study of Industrial Relations, Routledge.
MBAHR7218: MANAGERIAL COMPETENCIES AND CAREER
DEVELOPMENT
Objective: The course is designed to appreciate the importance of career strategies in a
rapidly changing environment. The aim is to develop an awareness of various career
orientations, individual career planning, and understanding in designing appropriate systems
of organizational career development.

UNIT 1
High performance management competencies-thinking, developmental, inspirational and
achieving, contingency approach of leaders, manager as relationship builder, creating vision
and strategic direction, shaping culture and values.

UNIT II
Competency mapping-problems, methods and benefits, competency assessment, competency
management and competency development, model for competency mapping, managerial
competencies for global markets.

UNIT III
Career planning-knowing yourself, determining career goals, job search methods,
interviewing, negotiating and accepting offer, succession planning, career development
programmes, sustainable career development model, career management process map, career
planning techniques, competencies in career management.

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 UNIT IV
Designing and leading a learning organization, leading change, career development tests and
diversity management, career counselling and career guidance, career development and
business strategy, special issues in career development.

References
1. Back, S. & Sisson, K., Personnel management: A comprehensive Guide to Theory
and Practice, Blackwell Publications.
2. Gupta, B.L., Management Competency Based Learning, Concept Publishing
Company, New Delhi.
3. Mohan, S., Career development in India: Theory, research and development, Vikas
Publishing, New Delhi.
4. Morgan, G., Riding the Waves of Change-Developing Managerial Competencies for a
Turbulent World, Jossey-Bass Publishers.
5. Reardon, R.C. & Lenz, J.G., Career Development and Planning-A Comprehensive
development, Custom Publishing.
6. Schermerhorn, J.R., Management for productivity, John Wiley & Sons.
7. Stockard, J. G., Career Development and Job Training-A Managers Handbook,
Amacom.
8. Woodcock, M. and Francis, D., Interventions for Developing Managerial
Competencies, Ashgate Publishing.

MBAHR7219: WORKSHOP ON BUILDING LEARNING

ORGANIZATIONS

Objective: This course helps in understanding concept and importance of learning

organizations. It makes students learn the methods of building learning organizations and
organizational practices for fostering knowledge and leaning.
UNIT I
Concept of learning organizations, nature and need of learning organizations, base of
organizational learning, skills needed by organizational learning, three phases of
organizational learning, adaptive and generative learning, structures and devices for
organizational learning.

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 UNIT II
Perspectives on the learning organizations, organizational learning cycle, learning as
improving, learning organization as a subsystem, organizations as learning systems, learning
orientations, facilitating factors of organizational learning, core issues and themes in building
a learning organizations, overview of few techniques and methods used for building learning
organizations.
UNIT III
Role of information technology in knowledge management, organizational practices for
fostering knowledge and learning.

UNIT IV
Learning organizations and change, few case studies of learning organizations.

References
1. Drucker, P., Managing in times of great change, Buttrworth-Heinemann, Oxford.
2. Rastogi, P.N., Building A Learning Organization, Wheeler Publishing, India.
3. Rastogi, P.N., Reengineering and Reinventing the enterprise, Wheeler, New Delhi.
4. Senge, P., The Fifth Discipline, Doubleday, New York.
5. Watkins, K.E. and Marsick, V.J., Sculpting the learning organization, San Francisco,
Jossey-Bass.

MBAHR7220: INDUSTRIAL ENGINEERING

Objective: This course introduces the major topics of operations research and their
application in solving problems common in business. A main topic is optimization i.e.
methods for finding the best solutions to complex practical problems. The emphasis is on the
ability to apply suitable methods in practice, to formulate problems correctly, to solve them,
and to understand the results.
UNIT I
Introduction to linear programming, linear programming via the simplex method, linear
programming for nonstandard models, sensitivity analysis, linear programming in practice.

45
 UNIT II
Networks-minimum spanning tree, shortest route, network flow programming, PERT, PERT
and time-cost, trade-offs, pert and resource levels.

UNIT III
Integer programming-branch and bound, integer programming-binary and mixed integer
programming, genetic algorithms and heuristic methods.

UNIT IV
Dynamic programming, markov chains-birth and death models, queuing theory, inventory
models.
References
1. Khanna, O.P., Industrial engineering and management, Dhanpat Rai & Sons.
2. Rardin, R.L., Optimization in Operations Research, Prentice Hall.
3. Taha, H.A., Operations Research: An Introduction, Prentice-Hall, Upper Saddle
River, NJ.
4. Wayne, W.L., Operations Research: Algorithms and Applications, PWS-Kent Pub.
Co.
MBAHR7221: WORKSHOP ON SECRETARIAL PRACTICE

Objective: The course aims at providing the students, through discussions with professionals,
and plant visits, practical orientation in designing forms, maintenance of records and
registers, filing of returns under various labour laws and drawing up of rules and procedures
for training and welfare activities.
Unit I
Personnel department staff responsibilities- line and staff functions. Assistance to line
managers in personnel functions, Administration of Procurement, Training and Development,
evaluation, compensation, counseling, promotion and separation, Designing of forms,
maintenance of records and registers in each of above functions. Preparing a proper
information system regarding personnel.
Unit II
Administration of personnel functions mentioned unit-1 above, and of employee benefit
programmes like health and accident, insurance, welfare, social security, retirement, gratuity,
recreation etc.
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 Unit III
Assistance to line managers in complying with statutory obligations under legislations
dealing with Company Act, 1956. Factories Act, 1948, E.S.I Act, 1948. E.P.F Act, 1952,
Payment of Bonus Act, 1965, Industrial Disputes Act, 1947, and Industrial Employment
(S.O) Act, 1946 and Associated Rules, along with various forms and registers.

Unit IV
Secretarial assistance in grievance handling and labour relations, ‘Innovation’ role, updating
information on current trends, diagnosing organizational health, providing new methods of
solving personnel problems.

Readings
1. Edwin Flippo : Personnel Management
2. Famularo : Handbook of Modern Personnel Administration
3. P.L.Malik : Industrial Law
4. Chris Argyris : Diagnosing Human relations in Organization
5. H.L. Kumar : Labour Management (Forms and Procedures)

Journals Recommended:
- Human Capital
- H. R. Today
- H. R. Focus
- Personnel
- Labour Law Journal

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