Mba 2019 2020

VIT Business School
Master of Business Administration

(MBA)
Curriculum
(2019-2020 admitted students)
VISION STATEMENT OF VELLORE INSTITUTE OF TECHNOLOGY
Transforming life through excellence in education and research
MISSION STATEMENT OF VELLORE INSTITUTE OF TECHNOLOGY
World class Education: Excellence in education, grounded in ethics and critical

thinking, for improvement of life.
Cutting edge Research: An innovation ecosystem to extend knowledge and

solve critical problems.
Impactful People: Happy, accountable, caring and effective workforce and

students.
Rewarding Co-creations: Active collaboration with national & international

industries & universities for productivity and economic development
Service to Society: Service to the region and world through knowledge and
compassion.
VISION STATEMENT OF THE BUSINESS SCHOOL
Transforming life through excellence in education and research
MISSION STATEMENT OF THE BUSINESS SCHOOL

VIT Business School's Mission is to develop innovative, globally competitive and socially
responsible leaders.
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PROGRAMME EDUCATIONAL OBJECTIVES (PEOs)
1. Graduates will be practitioners and leaders in their chosen field
2. Graduates will function in their profession with social awareness and
responsibility
3. Graduates will interact with their peers in other disciplines in their
work place and society and contribute to the economic growth of the
country
4. Graduates will be successful in pursuing higher studies in their
chosen field
5. Graduates will pursue career paths in teaching or research
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PROGRAMME OUTCOMES (POs)
PO_02: Having a clear understanding of the subject related concepts

and of contemporary issues and apply them to identify, formulate and
analyse complex engineering problems.
PO_06: Having problem solving ability- to assess social issues

(societal, health, safety, legal and cultural) and engineering problems
PO_07: Having adaptive thinking and adaptability in relation to

environmental context and sustainable development
PO_08: Having a clear understanding of professional and ethical

responsibility
PO_09: Having cross cultural competency exhibited by working as a

member or in teams
PO_10: Having a good working knowledge of communicating in

English – communication with engineering community and society
PO_12: Having interest and recognise the need for independent and
lifelong learning
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ADDITIONAL PROGRAMME OUTCOMES (APOs)
APO_01: Having an ability to be socially intelligent with good SIQ

(Social Intelligence Quotient) and EQ (Emotional Quotient)
APO_04: Having computational thinking (Ability to translate vast data

in to abstract concepts and to understand database reasoning)
APO_05: Having Virtual Collaborating ability
APO_07: Having critical thinking and innovative skills
APO_08: Having a good digital footprint
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PROGRAMME SPECIFIC OUTCOMES (PSOs)
On completion of MBA programme, graduates will be able to
PSO1- Design creative solutions to business problems considering

social and ethical dimensions
PSO2-Evaluate global trends influencing the business environment to

formulate and communicate competitive strategies
PSO3- To develop theoretically relevant empirically strong research

output that would solve social, business and theory building problems.
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CREDIT STRUCTURE
Category-wise Credit Distribution
Courses Credits
Programme Core courses 52
Programme Electives 48
Summer internship 2
Project 6
Total 108
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DETAILED CURRICULUM
Programme Core Subjects
Course
S. No. Course Name L T P J C
Code
Applied Economics for Managerial
1 BMT5111 3 0 0 0 3
Decisions
2 BMT5112 Financial Accounting and Analysis 3 0 0 0 3
3 BMT5113 Data Analysis for Managers 3 0 0 0 3
4 BMT5114 IT for Managers 3 0 0 0 3
5 BMT5115 Organizational Behaviour 3 0 0 0 3
6 BMT5116 Corporate Legal framework 2 0 0 0 2
7 BMT5117 Business Communication 0 0 2 0 1
8 BMT6111 Macro Economics 2 0 0 0 2
9 BMT6112 Basic Financial Management 2 0 0 0 2
10 BMT5118 Operations Management 3 0 0 0 3
Marketing Management –
11 BMT5119 3 0 0 0 3
Fundamentals
12 BMT5120 Human Resource Management 3 0 0 0 3
13 BMT6113 Business Research Methods 2 0 0 4 3
14 BMT5121 Corporate Governance & Ethics 1 0 0 0 1
15 STS5001 Essentials of Business Etiquettes 3 0 0 0 1
16 BMT6114 Business Analytics and Intelligence 2 0 2 0 3
Financial Management - Decisions and
17 BMT6115 3 0 0 0 3
Applications
Marketing Management – Programmes
18 BMT6116 3 0 0 0 3
and Implementation
19 BMT6117 Entrepreneurship 2 0 0 4 3
20 BMT6118 Strategic Management 2 0 0 4 3
21 STS5002 Preparing for Industry 3 0 0 0 1
22 BMT6119 Summer Internship 2

23 BMT6120 Capstone Project 6
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Programme Elective Courses
Finance Course
Course
S. No Course Name L T P J C
Code
1 BMT6121 Applied Econometrics 2 0 2 0 3
2 BMT6122 Behavioural Finance 3 0 0 0 3
3 BMT6123 Capital Market and Financial Services 3 0 0 0 3
4 BMT6124 Corporate Taxes 3 0 0 0 3
5 BMT6125 Costing methods and techniques 3 0 0 0 3
6 BMT6136 Financial Derivatives 2 1 0 0 3
7 BMT6126 Financial Modeling 2 0 2 0 3
Financial Planning and Wealth
8 BMT6127 2 0 0 4 3
Management
9 BMT6128 Fixed Income Securities 2 0 0 4 3
10 BMT6129 Game theory for strategic decisions 3 0 0 0 3
11 BMT6130 Insurance Management 2 0 0 4 3
12 BMT6131 International Financial management 3 0 0 0 3
13 BMT6132 Management Control System 3 0 0 0 3
14 BMT6133 Management of Banks 2 0 0 4 3
15 BMT6134 Risk Management in Banks 3 0 0 0 3
Security Analysis and Portfolio
16 BMT6135 3 0 0 0 3
Management
17 BMT6205 Fintech and Investment Analysis 0 0 6 0 3
Marketing Courses
Advanced Marketing Research with

1 BMT6137 2 0 2 0 3
Multivariate Analysis
Advanced Selling and Negotiation
2 BMT6138 2 0 0 4 3
Skills
Advertising & Promotions
3 BMT6139 3 0 0 0 3
Management
4 BMT6140 Brand Management 3 0 0 0 3
5 BMT6141 Business to Business Marketing 3 0 0 0 3
6 BMT6142 Channel Management Strategies 2 0 0 4 3
7 BMT6143 Consumer Behaviour 2 0 0 4 3
8 BMT6144 Customer Engagement Marketing 3 0 0 0 3
9 BMT6145 Digital Marketing and Analytics 2 0 0 4 3
10 BMT6146 Marketing Analytics 2 0 2 0 3
11 BMT6147 Marketing at the Base of the Pyramid 3 0 0 0 3
12 BMT6148 Marketing Metrics 3 0 0 0 3
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13 BMT6149 New Product Strategy 3 0 0 0 3
14 BMT6150 Pricing and Revenue Management 2 0 0 4 3
15 BMT6151 Retail Analytics 2 0 2 0 3
16 BMT6152 Retailing 3 0 0 0 3
17 BMT6153 Rural Marketing 3 0 0 0 3
18 BMT6154 Services Marketing 3 0 0 0 3
19 BMT6155 Strategic Marketing 3 0 0 0 3
Human Resource Management Courses
Balanced Score card and HR score

1 BMT6156 3 0 0 0 3
card
2 BMT6157 Career Management 3 0 0 0 3
3 BMT6158 Compensation management 3 0 0 0 3
Emotional Intelligence for Managerial
4 BMT6159 3 0 0 0 3
Effectiveness
5 BMT6160 HR Analytics 2 0 2 0 3
6 BMT6161 Human Capital Planning 2 0 0 4 3
7 BMT6162 Human Resource Information System 3 0 0 0 3
Labour Legislations and Industrial
HR 8 BMT6163 3 0 0 0 3
Relations
HR 9 BMT6164 Leadership Effectiveness 2 0 0 4 3
HR 10 BMT6165 Learning & Development 3 0 0 0 3
HR 11 BMT6166 Managing Work Stress 2 0 2 0 3
Organizational Change and
HR 12 BMT6167 3 0 0 0 3
Development
HR 13 BMT6168 Performance management 3 0 0 0 3
Strategic Human Resource
HR 14 BMT6169 3 0 0 0 3
management
HR 15 BMT6170 Talent Management 3 0 0 0 3
HR 16 BMT6171 Workplace Counseling 3 0 0 0 3
Production Operation Management Courses

Analysis and Design of Information
1 BMT6172 3 0 0 0 3
Systems
2 BMT6173 Applied Operations Research 3 0 0 0 3
3 BMT6174 Big Data Analytics 2 0 2 0 3
4 BMT6175 Data Science for Managers 2 0 0 4 3
5 BMT6176 E-Commerce 2 0 0 4 3
6 BMT6177 Information Systems Audit & Control 3 0 0 0 3
7 BMT6178 IT enabled Services 3 0 0 0 3
8 BMT6179 Lean Manufacturing 3 0 0 0 3
9 BMT6180 Logistics and Supply Chain 3 0 0 0 3
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Management
10 BMT6181 Materials Management 3 0 0 0 3
11 BMT6182 Operations Analytics 3 0 0 0 3
12 BMT6183 Programming for Analytics 2 0 2 0 3
13 BMT6184 Project Management 2 0 0 4 3
14 BMT6185 Quality Management 3 0 0 0 3
15 BMT6186 Service Operations Management 3 0 0 0 3
Strategy for Enterprise Resource
16 BMT6187 3 0 0 0 3
Planning
17 BMT6188 Supply Chain Analytics 2 0 0 4 3
General Management Courses

1 BMT6189 Business Consulting 2 0 0 4 3
2 BMT6190 Corporate Social Responsibility 2 0 0 4 3
3 BMT6191 Cross Cultural management 3 0 0 0 3
Emerging Business Models in
4 BMT6192 3 0 0 0 3
competitive landscape
5 BMT6193 Expatriate Management 3 0 0 0 3
Image Management & Personal
6 BMT6194 3 0 0 0 3
Branding
7 BMT6195 Innovation Management 2 0 0 4 3
Intellectual Property Rights &
8 BMT6196 3 0 0 0 3
Management
9 BMT6197 International Business 3 0 0 0 3
10 BMT6198 International NGO management 3 0 0 0 3
International Shipping : Business
11 BMT6199 3 0 0 0 3
Process & procedures
12 BMT6200 Knowledge Management 2 0 0 4 3
13 BMT6201 Managing Asian Business 3 0 0 0 3
Mitigating Business sustainability
14 BMT6202 3 0 0 0 3
risks & challenges
15 BMT6203 Public Sector Management 3 0 0 0 3
Strategies for Winning Business
16 BMT6204 2 0 0 4 3
Negotiation
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PROGRAMME CORE
COURSES
MBA Page 12
Course code Applied Economics for Managerial Decisions L T P J C
BMT5111 3 0 0 0 3
Pre-requisite Nil Syllabus version
v. 01.00
Course Objectives:
To teach and develop skills in applying economic ideas to take decisions through strategies
regarding market conditions, pricing, and facing competition. Thus forming the foundation
for specializing in marketing, financial markets, inventory management, optimization in
human and capital resources.
Course Outcome:
The Students will be able to:
1. Learn in detail the creation and sustainability of different markets
2. Differentiate between consumer behaviour and market behaviour
3. Distinguish the importance of costing, pricing and its relation with demand and supply
4. Apply optimizing techniques in competitive strategy in different markets.
5. Device methods to analyse the intricacies of production, market and pricing strategies.
Student Learning Outcomes (SLO):
Students will:
1. Have an ability to business problem solving techniques in business applications
4. Have sense-making skills of creating unique insights in what is being seen or observed
9. Have problem solving ability – solving social issues and business problems
12. Have adaptive thinking and adaptability
17. Have an ability to use techniques, skills and modern managerial tools & techniques necessary
for business practice
Module:1 Fundamentals of Economics and Theories of 2 hours CO: 1
Firm
Basic Concepts of Economics - Economics as decision making tools- Goals of the firm and
Alternate Theories of Firm.
Module:2 Demand Analysis 7 hours CO: 2,4
Force of Demand – Types of Demand - Demand Function - Force of Supply – Supply Function –
Demand and Supply Equilibrium
Demand Elasticity Measurements: Price Elasticity – Income Elasticity – Cross-elasticity –
Advertising Elasticity – Supply Elasticity.
Demand Estimation and Forecasting: Survey / qualitative and Statistical / quantitative Methods
Module:3 Production Analysis 5 hours CO: 1,3
Factors of production or inputs – Production Function – Types: Returns to an Input – Isoquants
and Iso-costs - Returns to Scale – Estimation of Production function
Module:4 Cost and Revenue Analysis 5 hours CO: 3,5
Types of Costs – Short run and Long run cost and output relationship– Economies of Scale and
Competitive Strategy – Economies of Scope – Sources of Economics of Scale and Scope –
Estimation of Cost function – Revenue and Break-Even Analysis
Module:5 Competing Within Market& Pricing Strategy 9 hours 4,5
Perfect Competition – Monopoly - Oligopoly - Game Theory and Competitive Strategy -
Regulation, Public Goods, and Benefit-Cost Analysis
Pricing Strategy
Pricing Practices and Strategies - Advanced Topics in Pricing Theory: peak-Load pricing, Pricing
over Life cycle of Product, Public Utility Rate Regulation Muliproduct pricing, Transfer pricing -
General considerations in Pricing and Price Forecasting
Module:6 ContemporaryIssues 2 hours CO: 3,4,5
Guest Lecture from industry experts on contemporary topics in market competition and strategic
decision.
MBA Page 13
Total Lecture hours: 30hours
# Mode: Flipped Class Room, Case Discussion, Lectures

Text Book(s)
1. Pindyck, Robert and Rubinfeld, Daniel (2017), Microeconomics, 8th Edition, Pearson
Publication
2. Varian, R and Hal, J (2014), Intermediate Microeconomics, 8th Edition, East-West Press.
Reference Books
1. William J. Baumol, Alan S. Blinder, (2016), Micro Economics – Principles and policy, 13th
edition, CengageLearnings.
2. A. Koutsoyiannis, (2010), Modern Micro Economics, International edition, Macmillan
Publication.
3. Besanko. D et al, (2013), Economics of Strategy, 6th edition, Wiley India Edition.
Mode of Evaluation:
Specific Assessment Methods % Weighting Intended subject learning outcomes to be
assessed (Please tick as appropriate)
1 2 3 4 5 6
Continue Assessment 40
Midterm 20 √ √ √
Final Assessment Test 40 √ √ √ √ √

Total 100
Recommended by Board of Studies 11-03 - 2019
Approved by Academic Council No. 54 Date 14-03 - 2019
MBA Page 14
Course code Financial Accounting and Analysis L T P J C
BMT5112 3 0 0 0 3
v. 01.00
Course Objectives:
Course Objectives(CoBs):
The course is aimed at to make the students to understand and interpret the corporate’s financial
statements for effective decision making.
Course Outcome (COs):
1. Students will be able to
2. Prepare financial statements as per the Accounting principles and standards.
3. Evaluate Depreciation and Inventory valuation of the given organization
4. Make decisions using the accounting tools and analyse the financial statements as per the
requirement of stakeholders.
5. Process the financial data through computers in setting goal to attain competitive
advantage.
Student Learning Outcomes involved:
2. Having a clear understanding of the subject related concepts and of contemporary issues
9.Having problem solving ability – solving social issues and business problems
17. Having an ability to use techniques, skills and modern managerial tools & techniques
necessary for business practice
Module:1 Introduction to Financial Accounting 6 hours CO: 1
Accounting Concepts, Principles, Bases and Policies: Accounting Principles, Standards and
International Financial Reporting System
Double Entry Accounting: Classification of accounts, Accounting Equation approach, Journal,
Posting to Ledger accounts
Trial Balance: Objectives of trial balance , Methods of trial balance, adjustment entries, errors
and their rectification.
Module:2 Preparation of Final Accounts 6 hours CO: 2

Final Accounts: Trading Account , Profit and Loss Account, Balance Sheet.
Final Accounts with Adjustments-Provision for doubtful debts, Discount on Debtors and
Creditors, Bad Debts, Interest on Capital, Prepaid expenses, outstanding expenses, etc.,
Module:3 Depreciation and Inventory Valuation 6 hours CO: 3

Depreciation: Causes, Importance and Methods of Depreciation.
Inventory Valuation: Need, Importance, methods-FIFO, LIFO,HIFO, simple average, Weighted
Average price, Standard Price and Inflated price.
Module:4 Financial Statement Analysis 8 hours CO:4

Tools and Techniques – Common size statement and comparative statements, Trend analysis.
Ratio Analysis –significance– classification– Limitations and Interpretation of ratios.
Comparison between funds flow and cash flow statements - preparation of cash flow statement
(AS3 Standard).
Module:5 Computerized Accounting system 2hours CO: 5
Importance of Accounting Computerization-Differences between Manual Accounting and
Computerised Accounting system-Computerised Accounting packages.
Module:6 Contemporary Issues 2 hours CO: 4
Guest Lecture from industry experts on contemporary Accounting practices in decision making.
MBA Page 15
Total Lecture hours: 30 hours
Text Book(s)
1. Kakani Ramachandran, (2011), Financial Accounting for Management, 3rd edition,
McGraw Hill, India
2. Godwin, Alderman, Sanyal (2016), Financial ACCT - Financial Accounting (2016),
Cengage Learning.
3. Sawyers, Jackson, Jenkins, Arora Jenkins, Arora (2016), Managerial ACCT - Managerial
Accounting, Cengage Learning.
Reference Books
1. Anthony A. Atkinson, Robert S. Kaplan, S. Mark Young, Ella Mae Matsumura, G.
Arunkumar (2014), Management Accounting: Information for Decision Making and Strategy
Execution, 6th edition, Pearson Education, India.
2. Horngren T. Charles, (2012), Cost Accounting: A Managerial Emphasis, 15th edition,
Pearson Education, India.
3. Khatri, (2011), Financial Accounting, 1st edition, McGraw Hill, India.
4. Debarshi Bhattacharyya, (2010), Management Accounting, 1st edition, McGraw Hill, India
5. Khan M.Y, Jain P.K, (2009), Management Accounting, 5th edition, McGraw Hill, India
Colin Drury, (2012), Management and Cost Accounting, 8th Edition, Cengage Learning.
Mode of Evaluation: Midterm, Quizzes, Assignments, Term paper, Mini Projects and FAT
Specific Assessment Methods % Weighting
1 2 3 4 5 6
Final Assessment Test 40 √ √ √ √ √ √

Total 100
MBA Page 16
Course code Data Analysis for Managers L T P J C
BMT5113 3 0 0 0 3
v. 02.00
Course Objectives:
1. Enhance the analytical capability of the students using statistics.
2. The students will be able to Convert raw data into useful information using descriptive
statistics such as measures of central tendency and dispersion.
3. Examine the use of probability and probability theories in decision making
4. Describe the fundamental principles of hypothesis testing, define significance level,
perform an appropriate test to identify sampling variation of sample means using
parametric and non-parametric tests
5. Use scatter diagrams to visualize and estimate the relationship between variables using
correlation and regression
Expected Course Outcome:
1. Students shall know how to organize, manage, and present data.
2. Students shall be able to apply probability in business.
3. Students shall be able to apply parametric and non-parametric tests in real time data.
4. Students shall be able to use and apply a wide variety of specific statistical methods.
Student Learning Outcomes (SLO): 1,2,3,4,5
Students will be able to
1. Understand how to organize, manage, and present data.
2. Use and apply a wide variety of specific statistical methods.
3. Develop competence in background statistics and use of computer packages to solve
problems.
4. Understand the applications of probability in business.
5. Effectively interpret results of statistical analysis.
Module:1 Measures of Central Tendency 3 hour SLO: 1,2,3: CO:1
Mean, Median and Mode – Individual, Discrete and Continuous Series
Module:2 Measures of Dispersion 3 hour SLO: 1,2,3; CO:1
Range, Quartile Deviation, Mean Deviation, Standard Deviation, Variance and Coefficient of
Variation
Module:3 Correlation & Regression Analysis 4 hours SLO: 1,2,3: CO:1
&4
Linear correlation, Measures of correlation. Correlation & Regression: Rank correlation -
Regression Analysis - Coefficient of correlation
Module:4 Test of Hypothesis & Non Parametric Test 4 hours SLO: 1,2,3;
CO:1&3
Test of Hypothesis
Student t-test and Z-test, Chi Square test, ANOVA: One way and Two way classification.
Non Parametric Test
Sign test, Rank sum test, Run test, Kruskal wallis test, Mann Whitney U test
Module:5 Probability 4 hours SLO: 1,2,4;
CO:1&2
Probability Definitions- Addition and multiplication properties, conditional probability- Baye’s
theorem
Module:6 Contemporary Issues 2 hours SLO: 1,2,3
Guest lecture by industry experts on Statistical application in decision making
MBA Page 17
Practical : # Use of Excel / SPSS / SAS in solving measure 20 hours SLO: 1,2,3,4,5
of central tendency, Measure of dispersion, correlation,
regression and hypothesis testing – parametric and non-
parametric
Text Book(s)
1. Levin, Rubin, (2013), Statistics for Management, 13th edition, Pearson Education.
2. Anderson D.R, Sweeney D.J, Williams T.A, (2013), Statistics for Business and
Economics, 11th edition, Cengage Learning.
3. Gerald Keller, (2014), Statistics for Management and Economics, 10th edition, Cengage
Learning.
Reference Books
1. Srivastava T, Rego S, (2012), Statistics for Management, Tata McGraw Hill.
2. Murray R. Spigel, (2010), Theory and Problems of Statistics – Schaums outline Series 4th
edition, McGraw Hill.
3. S.P. Gupta, (2014), Statistical Methods, 13th edition, Sultan Chand Publications.
Mode of Evaluation: Midterm – Unit I, II &3, Quizzes, Assignments, Term paper, Mini Projects
and FAT
1 2 3 4 5

Total 100
MBA Page 18
L T P J C
Course Code I T For Managers
3 0 0 0 3
BMT5114 Version:
Pre-requisite: NIL
Course Objectives:
 The course aims to provide an understanding of the issues involved application of I T in

making business decisions. It focuses on the cross functional processes and integration of
events/transactions across different functional areas in organizations.
1. Recognize how information systems support business strategy, business processes, and
practical applications in an organization.
2. Interrelate how various support systems can be used for business decisions and to
sustain competitive advantage.
3. Combine analytical thinking, creativity and business-problem-solving as applied to
ongoing MIS challenges, future trends, and relevant case studies
Students will be able to:
1. Understand the leadership role of Information Systems in achieving business
competitive advantage through informed decision making.
2. Analyze and synthesize business information and systems to facilitate evaluation of
strategic alternatives.
3. Analyze information systems and the I S development methodologies.
4. Contemporary issues in application of I T in various sectors in business
5. Understand the importance of security for I T resources in an organization
6. Understand the relevance of various IT solutions that an organization can make use for
developing the business capabilities
L T P J C
BMT7204 IT for Managers
3 0 0 0 3
Modules Topics L Hrs SLO
Foundations of IS : Why Information Systems,
Informational needs of managers, Components of
1 Information Systems viz., Hardware, Software, Database, 6 1,2
Networks, Human Resources, Elements of IS, Characteristics
of IS, Types of IS for managers - TPS, DSS, EIS
SDLC and Various Methods: Systems Development Life
Cycle, Various methodologies of IS development, Agile and
2 6 1,2,3
Continuous Delivery Models, Design and Implementation of
Innovative Process models.
Various forms of IS: Transaction Processing Systems,
3 Decision Support Systems, GDSS, Executive Information 6 1,3,4
Systems and Expert Systems.
IS and its Various applications : Application of various IT
4 applications in business : ERP, CRM, SCM, E-Commerce, m- 5 1,,4, 6
Commerce
MBA Page 19
Managerial Issues in IS : Emerging issues in managing
Information Systems in business like Systems Security,
5 5 1,5
Technological obsolescence, Change Management, IT
infrastructure Management, etc.
Guest lecture by industry experts on latest trends in
6 2 2,4,5
Management Information system.
Total Lecture
30
Hours
# Mode: Flipped Class Room, Case Discussions , Lectures and Projects

Text Books
1. Ken J.Sousa, EffyOzz, (2014), Management Information system, 7th edition, Course
Technology.
2. Bidgoli,Chattopadhyay(2016), MIS - Management Information Systems, Cengage learning.
3. Kenneth C. Laudon, Jane Price Laudon, (2015), Management Information systems, 14th
edition, Pearson education.
References
1. George M. Marakas , James A. O'Brien, (2012), Introduction to Information systems, 16th
edition, Mcgraw hill Education.
2. M. Jaiswal, (2014), Management Information Systems, Oxford University Press.
Mode of Evaluation
1 2 3 4 5 6
Midterm 20 √ √ √ √ √ √
40 √ √ √ √ √ √
inal Assessment Test
Total 100
MBA Page 20
Course code Organizational Behavior L T P J C
BMT5115 3 0 0 0 3
Pre-requisite: Nil Syllabus version
Course Objectives:
The course is aimed at
1. Developing knowledge on individual behavior in organizations, including diversity,
attitudes, job satisfaction, emotions, moods, personality, values, perception, decision
making, and motivational theories.
2. Understanding group behavior in organizations, including communication, leadership,
power and politics, conflict, and negotiations.
3. Providing the concept of organizational system, including organizational structures,
culture, human resources, and change.
At the end of the course the student should be able to
1. Analyze management issues as related to organizational behavior
2. Analyse the behaviour of individuals and groups in organisations in terms of the key
factors that influence organisational behaviour.
3. Evaluate the appropriateness of various leadership styles and conflict management
strategies used in organizations.
4. Describe the basic design elements of organizational structure and their impact on
employees.
5. Assess the impact that a company's culture and change can have on its employee’s
behavior
Student Learning Outcomes (SLO): 1,2,6,9,14,17,19
Module:1 Fundamental of Organizational Behaviour 6 hours CO: 1,2

The concept, Meaning, and Importance of management. Revolutionary thoughts of management in
a different era. Different theories of management. Levels of management, Managerial roles and
functions. Definition, Purpose, Nature and Scope of Organizational Behaviour. Models of
Organizational Behaviour‐ Individual, Groups and Organizational.
Module:2 Personality & Perception 6 hours CO: 2
Individual Dimensions of Behaviour: Personality: Definitions, Different types of Personality,
Determinants of Personality - Matching Personality and Jobs, Personality and behaviour
Perception: Definition, Importance of perception in industry, Process of perception
Module:3 Attitude, Learning& Motivation 6 hours CO: 2
Attitude: Characteristics and components of Attitude ‐ Attitude and Behaviour‐ Attitude
Formation ‐Attitude, Job Satisfaction. Learning: Meaning, Characteristics, and Process of
learning. Theories of Learning: Classical Conditioning, Operant Conditioning. Learning and
Organizational Behaviour Modification. Motivation: Nature of Motivation ‐ Process of
Motivation ‐ Different Theories of Motivation., Motivation application in Organization setup
Module:4 Group Dynamics 7 hours CO: 2,3
Group Dynamics: Understanding the group behaviour, Types of groups, Stages of group
development. Group dynamics and Group cohesiveness. Team Effectiveness, High-Performance
Teams, Team Structure, Processes of team building.
Communication: Meaning, types of communications and its processes. Conflict‐ Interpersonal,
inter‐group Conflicts & conflict resolution methods.
Module:5 Organizational Dynamics 7 hours CO:3,4,5
Organizational Dynamics: Organizational Structure, Organizational Climate, Culture, Change
and Development. Power: Influence of power in the Organizations. Leadership: Meaning, Types
of leadership style. Diversity in Organizations, Work life balance.
MBA Page 21
Module:6 Contemporary Issues 2 hours CO 1,5
Guest Lecture from industry experts on contemporary organization behavioural practices in
managing the diversified work force.
Text Book(s)
1. Stephen Robbins, Timothy A. Judge, (2014), Organizational Behaviour, 16th edition,
Prentice Hall India Pvt. Ltd.
2. Nelson, Quick, Khandelwal, (2016), Organizational Behaviour, 2nd edition, Cengage
Learning
3. Williams, Tripathy (2016), MGMT - Principles of Management, Cengage Learning.
Reference Books
1. L.M.Prasad, (2010), Principles and Practice of Management, 7th edition, Sultan and Chand.
2. UdaiPareek, Sushama Khanna, (2012), Organization Behavior, 3rd edition, Oxford
Publishing
3. Richard L. Daft, (2013), Understanding the Theory and Design of Organizations, 11th
edition, Cengage Learning
Mode of Evaluation: Midterm, Quizzes, Assignments, Term paper, Mini Projects, Seminars and
FAT
1 2 3 4 5 6 7 8 9
Continuous Assessment 60
Final Assessment Test 40 √ √ √ √ √ √ √ √ √

Total 100
Approved by Academic Council No. 54 Date 14-03-2019
MBA Page 22
Course code Corporate Legal Framework L T P J C
BMT5116 2 0 0 0 2
Course objectives (CoB):
[1] giving an exposure to important commercial laws, the knowledge, that is essential for an
understanding of the legal implications of the general activities of a modern business organization.
[2] familiarizing the students with case laws related to Corporate and Business Laws
[3] introducing the statutory provisions that affects the business decisions
Course Outcomes (CO):
[1] obtain knowledge on Indian Contracts Act
[2] analyze the transactions covered under contract of sale.
[3] procure knowledge on legal regulations of companies.
[4] evaluate the importance of Consumer Protection Act
[5] identify the various legal implications under the important labor laws in India
[2] Having a clear understanding of the subject related concepts and of contemporary issues
[9] Having problem solving ability-solving corporate and business problems
[10] Having a clear understanding of professional and ethical responsibility
Module:1 The Indian Contract Act, 1872 4 hours CO: 1
Significance of Business Laws—Indian Contract Act, 1872: Meaning and classification of
contracts—Essentials elements of a valid contract— performance of a contract—Discharge of a
contract—Void agreements Breach and remedies of a contract.
Module:2 The Sale of Goods Act, 1930 2 hours CO: 2
Meaning and Essentials of contract of sale—Sale and Agreement to sell—Conditions and
Warranties—Transfer of property - Performance of a contract of sale—Unpaid seller.
Module:3 Companies Act 6 hours CO: 3
Nature and Registration—Kinds of Companies—Memorandum of Association—Article of
Association—Kinds of Shares— company meetings and resolutions - Powers and duties of
Directors—winding up - Corporate Fraud and Criminal Behaviour
Module:4 Consumer Protection Act , 1986 3 hours CO: 4
Meaning of Consumer, Service, Goods, Deficiency, Defect, Unfair Trade Practices—Rights of

Consumers—Machinery For redressal of Grievances—Remedies available to injured consumers.
Module:5 Industrial and Labour laws 3 hours CO: 5
Factories Act,1948 - Industrial Disputes Act,1947-Essentials of the acts
Module:6 Guestlectureby 2 hours CO: 1,2,3,4,5
Legal/industryexpertsoncontemporary Corporate
and businesslawsfor digital era
Total Lecture hours: 20 Hours
MBA Page 23
# Mode: Flipped Class Room, Case Discussions and Lectures
Text Book(s)
1. AkhileshwarPathak,(2017),LegalAspectsofBusiness,6thedition,McGrawHill.
2 N.DKapoor,(2016),ElementsofMercantileLaw,36thedition,SultanChand&Sons.
Reference Books
1. M.C.Kuchaal,VivekKuchaal(2016),MercantileLaw, 11thedition,VikasPublishingHousePvt.Ltd.
2 S SGulshan and G K Kapoor (2016), Business Law including Company Law, New Age
International Publishers.
Mode of Evaluation : Midterm, Quizzes/challenging Assignments/Term Paper and FAT
MBA Page 24
Course code Business Communication L T P J C
BMT5117 0 0 2 0 1
v. 02.00
Course Objectives:
 The course helps students to apply business communication principles, creation of
effective business documents and oral presentations. It includes the use of technology to
facilitate the communication process.
 The students will be able to apply business communication strategies and principles to
prepare effective communication for domestic and international business situations. They
will able to select appropriate organizational formats and channels used in developing and
presenting business messages and communicate via electronic mail, Internet, and other
technologies.
Student Learning Outcomes (SLO): 1,2,3,4,5,6

1. Understand the importance of communication and barriers of communication.
2. Form sentences which are free from grammatical error.
3. Develop their oral presentation skills
4. Develop the Business writing skills
5. Develop the listening skills.
6. Formulate the messages appropriate for the digital tools.
Module:1 Communication 5 hours SLO: 1,2
Purpose of communication – Framework for Business Communication – The communication
process - Communication Within organization
Oral and Written Communication – Interpersonal communication – group communication- Verbal
and non-Verbal communication
External influences on Business communication
Grammar - Parts of Speech– Verb and its application, Static and Dynamic Verb structures –-
Tenses – Voice Change: Active and Passive - ambiguity – Idiomatic distortions.
Module:2 Speaking Skills 4 hours SLO: 1, 2,3
Introduction to phonetics, need and use of it, Word stress and Sentence stress- Contrastive stress in
sentences to highlight different words- Intonation- Rising and Falling tone, falling -rising tone-
Word Power – Vocabulary – Jargon – rate of speech, pitch, tone – Clarity of voice
Module:3 Writing skills 5 hours SLO: 1,2,4
Writing skills - I
Writing business Messages : Envisioning the purpose and type of the message – envision the
audience – context – channel and medium – adapt the message – organize the message – prepare
draft- Prepare Good-neutral-bad-persuasive messages.
Writing Skills – II : Letter writing – business letters – pro-forma culture – format – style –
effectiveness, promptness
Business and Technical report writing - types of reports – progress reports, routine reports –
Annual reports – format
Module:4 Listening Skills 3 hours SLO: 1, 5
Basics of Listening- Giving and Getting Feedback- Understanding Natural Speech -Strategies of
Effective Listening -Comprehend Main Ideas and Details- Take Notes: Outline Main Ideas and
Supporting Details-Distinguish between Facts, Opinion and Inferences-Evaluate What You Hear-
Follow Oral Directions
Module:5 Communication Electronically 1 hour SLO: 1, 2,3,4,5,6
Appropriate use of technology, EMAIL, WEB PAGE communication, Voice and wireless
communication
MBA Page 25
Module:6 Contemporary Issues 2 hours SLO: 3
Guest lecture by industry experts on Varieties of Spoken English American, Standard Indian
and British.
# Mode: Flipped Class Room and Activities
Text Book(s)
1. Lehman, Dufrene, Sinha, (2016), Business Communication – A South Asian Perspectives,
2nd edition, South-Western Cengage Learning India (P) Ltd
2. Courtland L. Bovee, C. Allen Paul, John V. Thill. (2015). Business Communication
Today, 13th edition, Pearson.
Reference Books
1. McGrath, E. H., S.J, (2011) Basic Managerial Skills for All, 9th edition, Prentice-Hall of
India.
2. Guffey, Mary Ellen, (2010) Business Communication: Process and Product, 7th edition,
South-Western Cengage Learning India (P) Ltd.
3. Adler, R. B., Elmhurst, J.Marquardt (2012), Communicating at work, 11th edition, McGraw -
Hill Publications.
Mode of Evaluation
1 2 3 4 5 6
Lab 1&2 20 √
Lab 3&4 20 √
Lab 5&6 20 √
Lab 7&8 20 √
Lab 9&10 20 √ √
Total 100
Recommended by Board of Studies 05-08-2017
MBA Page 26
Course code Macro Economics L T P J C
BMT6111 2 0 0 0 2
Pre-requisite BMT5111 Syllabus version
v. 01.00
Course Objectives:
1) To instruct importance and implications of Economic Indicators in Domestic and Global
Business Setting and thus forms the foundations for Financial Markets, Business Analytics,
International Logistic and Supply Chain Management.
2) To cultivate skill sets in solving and addressing the issues related to Marketing in Globalized
Environment and International Sourcing of Human resources when economic policies of world
nations are frequently changed.
Course Outcome:
The Students will be able to:
1. Learn the meaning of unemployment and inflation data and how that data is collected and
computed
2. Distinguish components of the National Income Accounts, especially Real GDP and Nominal
GDP;
3. Apply techniques to address the issues relating to business cycle and its phases;
4. Differentiate and to manipulate the basic Aggregate Supply, Aggregate Demand model of the
macro economy;
5. Apply how fiscal policy operates, its tools, and its advantages and drawbacks when decision
relating to Taxes affects marketing and new product launch.
6. Differentiate how a fractional reserve banking system works;
7. Disseminate monetary policy of central banks and also the implications of world trade in terms
of balance of trade and balance of payments.
Students will
2. Have a clear understanding of the subject related concepts and of contemporary issues
7. Have Computational Thinking
9. Have problem solving ability – solving social issues and business problems
14. Have an ability to design and conduct survey/experiments, as well as to analyze and interpret
data.
for business practice.
Module:1 Macroeconomic Indicators 3 hours CO:1,2
Macroeconomic issues and concepts – The Circular Flow of Income – Concepts of National
Income and its Measurement – Gross National Savings – Gross Capital Formation - Consumer
Price Index – Whole sale Price Index – Index of Industrial Production (IIP) – Business Cycle
Indicators – Leading – Lagging – Coincident Indicators – Unemployment Rate – Importance of
Human Development Index (HDI)
Module:2 Aggregate Demand and Supply 4 hours CO: 4
The Aggregate Demand and Supply Function - Consumption and Savings function – Investment
function – Principles of Multiplier – Paradox of Thrift – Marginal Efficiency of Capital –
Accelerator Theory – Tobin’s q Theory of Investment – Income-consumption Relationship -
Consumption Function in the Income Economy
Module:3 Money Market Analysis and Prices 5 hours CO:6

Nature and Functions of Money – The Supply of Money – Demand for Money and determination
of Interest rate – Inflation: Meaning and Types, Measures, Effects of Inflation, Control of Inflation
and Inflation and Unemployment
MBA Page 27
Banking and Credit Creation:
Evolution of Banking – Credit Creation and Control of Credit – Central Bank and its Functions –
Commercial Banks – RBI and Monetary Policy
Module:4 Economic Growth and Business Cycles 2 hours CO:3,5
Meaning and Measurement of Economic Growth, Nature and Sources of Economics Growth –
Business Cycle – Concepts, Phases, Causes and Control Measures
Module:5 Macroeconomic Policies: Monetary and 5 hours CO:5,7
Fiscal Policies & International Aspects of
Macroeconomics
Deficits and Macroeconomic Policies - Objectives of Macroeconomic Policy – Different
Approaches to Macroeconomic Policy – Monetary Policy: Instruments and its effectiveness,
Monetary Policy and Indian Economy – Fiscal Policy: Meaning and Objectives, and Instruments
of Fiscal Policy – Nexus between Monetary and Fiscal Policies – Basics of Taxation and Public
Debt
International Aspects of Macroeconomics
International Monetary Aspect: The Foreign Exchange Rate - Balance of Payments: Current
Account – Capital Account – Surplus and Deficit BOP – Twin Deficit – Determinants of Capital
Flows – Mundell and Fleming Model on Open Economy – Currency convertibility on Current
and Capital Account - Balance Of Payments: Disequilibrium and Adjustments
Module:6 Contemporary Issues 1 hours 1,5,6,7
Guest Lecture from industry experts on contemporary topics in Economic theories and concepts
# Mode: Flipped Class Room, Case Discussions, Lectures

and Mini Project
Text Book(s)
1. Dornbushch, Rudiger, Fischer, Stanley, and Startz, Richard (2018), Macroeconomics,12 th
Edition, McGraw Hill Education (India).
2. Dwivedi, D.N, (2015), Macroeconomics – Theory and Policy, 4th edition, Tata McGraw
Hill Publications.
3. McEachern, Indira, (2016), MACRO ECON - Principles of Macroeconomics, Cengage
Learning.
Reference Books
1. Sullivan Arthur, O’ (2014), Macroeconomics, 8th edition, Pearson Education.
2. Moss, David A, (2015), A Concise Guide to Macroeconomics: What Managers, Executives
and Student Need to Know, 2nd edition, Harvard Business School Press.
3. Mankiw, Gregory N, (2014), Principles of Macroeconomics, 8th edition, Cengage Learning.
Mode of Evaluation
1 2 3 4 5 6

Total 100
MBA Page 28
Course code Basic Financial Management LT P J C
BMT6112 2 0 0 0 2
v. 02.00
Course Objectives:
 To make the students to understand the corporate financial resources and utilization of
funds for effective decision making on capital structure, financing and investment to
achieve maximum corporate growth.
Course Outcome:
1. Comprehend the role of financial manager, objectives of financial management and
sources of finance.
2. Identify the problem and formulate the best alternative investments decisions.
3. Apply the quantitative financial tools in the decision making process in lease finance and
hire purchase.
2.Having a clear understanding of the subject related concepts and of contemporary issues.
9.Having problem solving ability – solving social issues and business problems.
14.Having an ability to design and conduct case analysis, simulation / survey / experiments, as
well as to analyze and interpret data.
Module:1 Financial Management 3 hours CO: 1
Meaning, nature and scope of finance goal – profit vs. wealth maximization; Finance decisions –
investment, financing and dividend decisions. Role of finance manager – Treasurer Vs. Controller.
Agency conflict and agency cost.
Module:2 Sources of Finance 2 hours CO: 1

Long Term Sources of Finance: Equity, Debentures, Preference Shares, Long term loan, Private
equity, Venture capital and Angel investor.
Short term Sources of Finance : Short term loan, commercial paper, certificate of deposits,
commercial paper, bill of exchange, factoring.
Module:3 Time value of money 4 hours CO: 2
Time value of money : Present value, future value, Annuity, Annuity Due, Perpetuity.
Application of time value of Money : Valuation of Bonds and Shares
Risk and Return: Definition, types of risk, Concept of beta and its application, Market Risk
premium, Trade-off between risk and return.
Module:4 Capital Budgeting 6 hours CO: 2
Principles of capital budgeting – method of investment analysis – Payback, ARR, NPV, IRR and
PI.
Risk analysis in Capital Budgeting : Sensitivity Analysis, Scenario Analysis, Monte Carlo
Simulation.
Module:5 Asset Based Financing 3 hours CO: 3
Lease Financing and Hire Purchase: Application of Time value of Money - computation lease
rentals –computing installment under hire purchase
Module:6 Contemporary Issues 2 hours CO: 1,2,3
Guest Lecture from industry experts on role of financial managers and the sources of finance
available for the changing industry needs.
MBA Page 29
# Mode: Flipped Class Room, Case Discussions and
Lectures
Text Book(s)
1. I.M.Pandey, (2015), Financial Management, 11th edition, Vikas Publishing, India.
2. James C. Van Horne, Sanjay Dhamija, (2011), Financial Management and Policy, 12th
edition, Pearson Education.
3. Eugene F Brigham, Michael C. Ehrhardt, (2014), Financial Management Theory and
Practice, 14th edition, Cengage Learning.
Reference Books
1. Khan M.Y, Jain P.K, (2014), Financial Management- Text, Problems and Cases, 7th edition,
McGraw Hill.
2. Prasanna Chandra, (2011), Financial Management : Theory and Practice, 8th edition,
McGraw Hill, India
3. William R Lasher, (2014), Financial Management: Principles and Practice, 7th edition,
Cengage Learning, India.
4. Richard Brealey, Stewart Myers, Franklin Allen, Pitabas Mohanty, (2012), Fundamentals of
Corporate Finance, 10th edition, Mcgraw Hill.
5. Stephen Ross, Randolph Westerfield, Bradford Jordan (2016), Corporate Finance, 11th
edition, Mcgraw Hill.
Mode of Evaluation
1 2 3 4 5

Total 100
MBA Page 30
Course code Operations Management L T P J C
BMT5118 3 0 0 0 3
v. 02.00
Course Objectives:
1. Imparting a conceptual and actionable introduction to operations management decision areas
2. Providing an understanding of how to make operations design choices
3. Developing the capability in terms of the applications of tools and techniques in analyzing and
solving problems related to operations management issues
Course Outcome:
1. Adapt the key concepts and the strategic role of operations management in creating and
enhancing a firm’s competitive advantages
2. Identify and plan production and operations activities such as product and process design,
facility location selection and layout, total quality, production planning, and inventory
management
3. Assess the significance of various tools and techniques in managing operations
4. Assess the importance of preventive measures and formulate maintenance strategy to reduce
loss and improve quality
5. Formulate mathematical models and apply suitable tools in solving business optimization
problems.
1. Having an ability to apply mathematics / business problem solving techniques in business
applications
5. Having design thinking capability
6. Having an ability to design a Quantitative / product / service solutions applying all the relevant
standards and with realistic constraints, in different managerial contexts
Module:1 Introduction 4 hours CO: 1
Definition of Production and Operations Management–Interrelationship with other functions –
Products and Services – Value Analysis – Production & Operations Strategy for Competitive
Advantage; Types of Production System.
Module:2 Designing Operations 5 hours CO: 2
Design of Goods and Services, Sustainability in the Supply Chain, Managing Quality, Statistical
Process Control, Process Strategy, Capacity and Constraint Management, Location Strategies,
Layout Strategies, Human Resources, Job Design, and Work Measurement
Module:3 Managing Operations 7 hours CO: 3
Supply-Chain Management, Inventory Management - Types of Inventory, Purpose, Functions,
Basic Cost, EOQ, Fundamentals of Selective Inventory Control; Introduction to Lean
Manufacturing, JIT, Quality Concepts, 5S.
Aggregate Planning and S&OP, Material Requirements Planning (MRP) and ERP, Short-Term
Scheduling, Just-in-Time, TPS, and Lean Operations
Module:4 Maintenance Management 4 hours CO: 4
Objectives of Maintenance – Types of Maintenance – Breakdown Maintenance, Preventive
Maintenance, Predictive Maintenance, TPM.
Module:5 Decision-Making Tools 8 hours CO: 5
Formulation linear Programming Problem, Graphical Method, Simplex Method – only two
variables.
Module:6 2 hours CO: 1
MBA Page 31
Guest lecture by industry experts on contemporary practices in operations management.
Text Book(s)
1. Jay Heizer, Barry Render (2014), Operations Management, 11th Edition, Pearson
Education.
2. Robert S.Russell, Bernard W.Taylor, (2013), Operations Management, 8th edition, Wiley.
3. Collier, Evans, Ganguly(2016), OM-Operations Management , Cengage Learning.
Reference Books
1. R. Panneerselvam, (2013), Production and Operations Management, 3rd edition, PHI.
2. Stevenson W.J, (2015), Operations Management, 12th edition, McGraw Hill.
3. Richard B. Chase, F. Robert Jacobs, Nicholas J. Aquilano, (2006), Operations Management
for Competitive Advantage, 11th edition, McGraw-Hill .
4. E.S. Buffa, (2007), Modern Production / Operation Management, 8th edition, Wiley.
5. S.N. CharY, (2012), Production and Operations Management, 5th edition, Tata McGraw Hill.
6. Ravi Anupindi et al, (2011), Managing Business Process Flows: Principles of Operations
Management, 3rd edition, Prentice Hall.
Mode of Evaluation
1 2 3 4 5 6

Total 100
MBA Page 32
Course code Marketing Management - Fundamentals L T P J C
BMT5119 3 0 0 0 3
v. 02.00
Course Objectives:
 Facilitates the students to gain necessary skills and knowledge on marketing fundamentals.
Providing the opportunities to apply the learning related to customers, product and pricing
to prepare marketing plan. Enables the students to cultivate, improve the oral and written
communication skills.

 Comprehensive understanding on Marketing fundamental and concepts.
 Applying the tools of customer analysis and synthesizing with the marketing programs
namely, product and pricing for the preparation of marketing plan.

1. Understand the evolution of marketing concepts
2. Understand the importance of consumer behaviour with the perspective of individual and
business
3. Know the importance of Segmentation, Targeting and Positioning of products
4. Comprehend the relevance of developing and managing products and brands
5. Equip students with frameworks, techniques and latest thinking on assessing and
formulating pricing strategies.
Module:1 Understanding the Marketing Management 2 hours SLO: 1
Orientations to Marketing
Module:2 Connecting with Customers 7 hours SLO: 2
Analyzing Consumer Markets - Analyzing Business Markets
Module:3 Building Strong Brand 6 hours SLO: 3
Identifying market segments and selecting target markets – Differentiation and Positioning
Strategies
Module:4 Shaping the Market Offerings 8 hours SLO: 4
Setting Product Strategy - Designing and Managing Services - Introducing New Market
Offerings – Introduction to Brand Equity
Module:5 Designing Pricing Strategies and Programmes 5 hours SLO: 5
Setting the price, Adapting the price, Initiating and Responding to Price Changes.
Module:6 Contemporary Issues 2 hours SLO: 2,5
Guest Lectures on Analyzing Consumer Markets and Pricing
Text Book(s)
1. Kotler, P, Keller K, Koshy, Jha, (2012), Marketing Management: A South Asian
Perspective, 14th edition, Pearson Education.
2. LAMB,HAIR,SHARMA, MCDANIEL (2016), MKTG Principles of Marketing ,
Cengage Learning.
Reference Books
1. Walker Jr. Mullins, (2012), Marketing Strategy, 8th edition, McGraw Hill.
2. Paul W. Farris, Neil T. Bendle, Philip E. Pfeifer, David J. Reibstein (2006), Marketing
Metrics: 50+ Metrics Every Executive should master, 1st edition, Financial times/Prentice
MBA Page 33
Hall.
3. Michael J. Etzel, Bruce J Walker, Willium J. Stanton, (2004), Marketing, 13th edition,
McGraw Hill.
4. Leon G. Schiffman, Leslie Lazar Kanuk, Ramesh Kumar(2010), Consumer Behaviour, 10th
5. Gillespie, Hennessey, (2013), Global Marketing, 3rd edition, Cengage Learning.
Mode of Evaluation
Specific Assessment Methods % Intended subject learning outcomes to be
Weighting assessed (Please tick as appropriate)
1 2 3 4 5
Midterm 20 √ √ √ √ √

Total 100
MBA Page 34
Course code Human Resource Management L T P J C
BMT5120 3 0 0 0 3
v. 01.00
Course Objectives:
1. Providing the student with a comprehensive introduction to Human Resource Management
(HRM) by exploring today’s Human Resource (HR) environment including current trends
in HRM.
2. Examining the principles of employee recruitment and selection, job design and job
analysis, employment law, employee compensation, training and development, and safety
and health.
3. Providing current and emerging managers with a deeper insight into their crucial role in
the management of people and with an understanding of current best practices in the field
of human resources.

1. Identify each of the major HRM functions and processes of strategic HRM planning, job
analysis and design, recruitment, selection, training and development, compensation and
benefits, and performance appraisal
2. Demonstrate HRM process to the organization’s strategic management and decision-
making process
3. Analyse sources for attracting and recruiting talent and appropriate practices for job
placement, training and development processes, as well as future trends for HRM
globalization
4. Comprehend emerging trends, opportunities and challenges in HRM
Module:1 Introduction to HRM 4 hours CO 1

Meaning and Definition, Characteristics of HRM, Evolution of HRM, Organization and Policies
of Personnel Department, Scope of HRM, Functions of HRM, Objectives of HRM, Qualities of
HR Manager, Important Trends in HR Management.
Module:2 HR Planning, Recruitment and Selection 5 hours CO1,3
Importance of HR Planning, Job Analysis-Job description and job specification, Recruitment-
Sources of Recruitment, Selection- Importance of careful selection, Process of selection, Types of
Tests for selection, Interview- Methods of Selection Interview, Induction Process.
Module:3 Training and Development & Performance 7 hours CO 1,3
Appraisal
Training and Development: Objectives of training, Identification of Training needs, Concepts of
Training, Training methods, Orientation and Placement, Management development, Purposes and
Principles of promotion, Bases and types for promotion, Transfer, Separation
Performance Appraisal: Introduction, Identification of issues in performance appraisal, Uses of
Performance Appraisal, limitations of Performance Appraisal, Performance Management, Career
Management Basics, Talent Management, Methods of appraisal
Module:4 Wage and salary administration 6 hours CO 1,2,3
Meaning and Definition, Job Evaluation, Basic Factors in Determining Pay Rates, Establishing
Pay Rates, Competency-Based Pay, Money and Motivation: An Introduction, Insurance Benefits,
Retirement Benefits, Personal Services and Family-Friendly Benefits, Flexible Benefits Programs
Module:5 Industrial Relation, Health and safety 6 hours CO 1,2,3
MBA Page 35
Industrial Relation, Health and safety measures Industrial Relations - Meaning & Characteristics
Industrial Relations - Parties to Industrial relations - Nature of Trade Unions - Problems of Trade
Union - Measures to Strengthen Trade Union Movement in India - Causes for Industrial Disputes
- Settlement of Industrial Disputes,
Occupational Security and Safety : Accidents, Workplace Health Hazards: Problems and
Remedies
Module:6 Contemporary Issues 2 hours CO 4
Guest Lecture from industry experts on contemporary developments in HR practices.
Text Book(s)
1. Gary Dessler, BijuVarkkey, (2018), Human Resource Management, 15th edition, Pearson
Education.
2. Denisi, Griffin, Sarkar (2016), HR - Human Resource Management, Cengage Learning.
3. George W. Bchlander, Scott A. Snell, (2014), Principles of Human Resource
Management, 16th edition, Cengage Learning.
Reference Books
1. Denisi, Griffin, Sarkar, (2016), Human Resource Management, 2nd edition Cengage
Learning.
2. Aswathappa K, (2013), Human Resource Management: Text and Cases, 17th edition, Tata
McGraw-Hill.
3. Armstrong Michael, (2014), A Handbook of Human Resource Management, 13th edition,
Kogan Page.
4. Peter J. Dowling, Marion Festing, Allen D Engle, Sr, (2013), International Human Resource
Management, 6th edition, Cengage Learning
Mode of Evaluation
Specific Assessment % Weighting Intended Course outcomes
Methods to be assessed (Please tick as
appropriate)
Internal Assessment 1 2 3 4 5 6
Assignment/Quiz 40 √ √ √ √ √ √
Final Assessment 40 √ √ √ √ √ √
MBA Page 36
Course code Business Research Methods L T P J C
BMT 2 0 0 4 2
Pre-requisite BMT 5203 Syllabus version
Course Objectives:
 This course enables the student to identify the real business problem of a company
 Helps to know how he/she can scientifically and logically study and analyze the problem
 provide the options for the business problem by using learning from the courses of
functional areas of management
1. Comprehend the business problem and convert it into research problem
2. Identify and apply the appropriate research approaches and techniques for a research
problem.
3. Demonstrate the ability to develop the instrument and carry out qualitative as well as
quantitative data collection
4. Demonstrate the ability to analyze quantitative data
5. Ability to develop and present a research findings
3. Having an ability to be socially intelligent with good SIQ (Social Intelligence Quotient) and EQ
(Emotional Quotient)
4. Having Sense-making Skills of creating unique insights in what is being seen or observed
(Higher level thinking skills which cannot be codified)
9. Having problem solving ability – solving social issues and business problems
12. Having adaptive thinking and adaptability
18. Having critical thinking and innovative skill
Module:1 Introduction to Business Research Methods 3 hours CO: 1,2
Concepts of Business Research: Characteristics, Objectives, hypothesis and theory – Types of
Research - Manager and Researcher Relationship - The Research Process – The Research Problem
Development Process - Ethics in research
Module:2 Research design classification 4 hours CO: 3,4

Exploratory, Descriptive and Causal - Experimental Research Design Methods - Qualitative
Research Designs, tools and its techniques of data collection – Observation Method
Module:3 Data Collection – Sources and Methods 4 hours CO: 3,5
Primary versus Secondary data and its sources – Primary Data Collection: Measurement and
Scaling techniques, survey instrument development, methods of data collection – Sampling
Design: Sampling methods and Sample size determination
Module:4 Data Analysis 5 hours CO: 4, 5
Qualitative Data Analysis – Secondary Data Analysis – Primary Data Analysis: Data Preparation,
Hypothesis testing, Univariate, Bivariate and introduction to multivariate statistical tools.
Hands on experience with SPSS.
Module:5 Report Preparation and Presentation 2 hours CO: 4,5
Communicating Research Results: Report Generation and Oral Presentation

MBA Page 37
Module:6 Contemporary Issues 2 hours CO: 1, 3,4
Guest Lecture from industry experts on research design applicable for the digital era
Project: Team of maximum 6 students would 60 1,2,3,4,5

undertake the project. The faculty coordinator [Non-
would provide the topic based on the modules. Contact
hrs]
# Mode: Flipped Class Room, Case Discussion, Lectures and
Project
Text Book(s)
1. Cooper D, Schindler P, (2013), Business Research Methods, 12th edition, McGraw-Hill
education.
2. Zikmund, Adhikari, (2016), Business Research Methods, Cengage Learning.
3. Saunders M. N, (2012), Research Methods for Business Students, 6th edition, Pearson
Education India.
Reference Books
1. Creswell John W, (2014), Research Design: Qualitative, Quantitative, and Mixed Methods
Approaches, 4th edition, SAGE Publications.
2. Roger E. Kirk, (2013), Experimental Design: Procedures for the Behavioral Sciences, 4th
edition, SAGE Publications.
3. J Creswell, J. W, (2013), Qualitative inquiry and research design: Choosing among five
approaches. 3rd edition, SAGE Publications.
4. Sekaran U, (2013), Research Methods for Business: A Skill Building Approach, 6th edition,
Wiley.
Mode of Evaluation
1 2 3 4 5 6 7 8 9
Midterm 20 √ √ √ √ √ √ √ √ √
Final Assessment Test 40 √ √ √ √ √ √ √

Total 100
Project
Review 1 20
Review 2 30
Review 3 50
Total 100
MBA Page 38
Course code Corporate Governance and Ethics L T P J C
BMT5121 1 0 0 0 1
Pre-requisite Nil Nil version
Course Objectives:
 To comprehend Corporate Structure in terms of different Stakeholders and their Relationship
 To analyze various Cases related to Corporate Governance across globe
 To apply Critical Thinking in giving various solution to Ethical and Legal problems related to
Corporate governance
On completion of this course, the student will understand and be able to
1. Analyze various economies , legal and ethical factors that influences the Corporate structure
2. Compare and Contrast various types of Corporate structure across globe and Comprehend
corporate governance from Indian Perspective
3. Classify various stakeholder according to their power and interest on the corporate world
4. Analyze various contemporary issues arises out of various antecedents in the market that
affects corporate governance
5. Have sense of Professionalism and Ethical Responsibility
Student Learning Outcomes (SLO): 2,9,10

2.Having a clear understanding of the subject related concepts and of contemporary issues
10.Having a clear understanding of professional and ethical responsibility
Module Topics Hours CO

Module:1 Understanding of Corporation 2 1,2
Key Players(Stakeholders) – Inter-linkages- Corporate
responsibility towards Key players ; CSR; Ethical
challenges(Sources and their resolutions in all functional areas);
Historical perspective – Corporate governance – Global and Indian
Perspective
Module:2 Various Models of Corporate Governance 2 1,2,3
Theory and practice of Corporate governance; Structure of
Corporate Governance (Agent , Steward, Stakeholder and
sociological Theories); Models-Anglo sexan - Japan -German
Model(Based on Ownerships, Composition of Board of directors,
Shareholders right, Regulatory Framework, Disclosures)
Module 3 Implementing Corporate Governance 2 2,3,4,5
Implementing CG – Roles and Responsibilities ( BOD; Exclusive
roles of Independent directors; Auditors ; Regulatory bodies );
Module:4 Role of Employees 1 3,4,5
Need for ethical behaviour; Resolutions of ethical dilemmas-
Ethical theories;
Module:5 Corporate Social Responsibility and Scandals 1 4,5
Ethical Challenges ( Sources and Their resolution in all functional
areas); Corporate Scandals – Causes , Consequences and Cures
Module:6 Guest Lecture by industry Experts 2
MBA Page 39
Recommended Text Book
Fernando, A., C. (2012) Business Ethics and Corporate Governance, Second Edition, Pearson Education,
New Delhi.
Reference Books:
Gini, Al(2012), Case Studies in Business Ethics , 6th Edition , Pearson Education, New Delhi.
Mohapatra, S & Seejesh S (2012) , Case Studies in Business Ethics and Corporate Governance , Pearson
Education, New Delhi.
Francis R & Mishra M (2012)., Business Ethics ; An Indian Perspective , Tata Mc-Graw-Hill Publishing
Company Ltd., New Delhi.
Mode of Evaluation: : Mid Term, End Term and any of these following components Mini Projects /
Seminars / Quizzes(announced and / or unannounced), Case Analysis and Case Discussion / Term Paper
Class Participation / Assessment of Class Notes etc.

MBA Page 40
Course code Essentials of Business Etiquettes L T P J C
STS5003 3 0 0 0 1
Prerequisites None
Objectives  To appraise students on basic etiquettes, aptitude, nuances of language

and develop ability to set clear presentation objectives.
Expected  Enabling students to use relevant aptitude and appropriate language to

Outcome express themselves
 To communicate the message to the target audience clearly
3.Having an ability to be socially intelligent with good SIQ (Social
SLO Intelligence Quotient) and EQ (Emotional Quotient)
7.Having computational thinking (Ability to translate vast data in to abstract
concepts and to understand database reasoning)
9.Having problem solving ability- solving social issues and managerial problems

Unit No. Topics Hours SLOs
Business Etiquette: 5 3,7,9

Social and Cultural Etiquette
1.Value
2. Manners
3.Customs
4.Language
5.Tradition
Writing Company Blogs
1.Building a blog
2.Developing brand message
3.FAQs'
4. Assessing Competition
Internal Communications
1.Open and objective Communication
1 2. Two way dialogue
3. Understanding the audience
Planning
1.Identifying
2. Gathering Information
3.Analysis
4.Determining
5.Selecting plan
5.Progress check
6.Types of planning
Writing press release and meeting notes
1.Write a short, catchy headline.
2.Get to the Point –summarize your subject in the first
paragraph.
3.Body – Make it relevant to your audience
MBA Page 41
Study skills: 3
Time management skills
1. Prioritization
2. Procrastination
2
3. Scheduling
4. Multitasking
5. Monitoring
6. Working under pressure and adhering to deadlines
Presentation skills 6
Preparing presentation
1. 10 Tips to prepare PowerPoint presentation
1. Outlining the content
2. Passing the Elevator Test
Organizing materials
1. Blue sky thinking
2. Introduction , body and conclusion
3. Use of Font, Use of Color
3 4. Strategic presentation
Maintaining and preparing visual aids
1.Importance and types of visual aids
2.Animation to captivate your audience
3.Design of posters
Dealing with questions
1. Setting out the ground rules
2. Dealing with interruptions
3. Staying in control of the questions
4. Handling difficult questions
Quantitative Ability -L1 5
Number properties
1.Number of factors
2.Factorials
3.Remainder Theorem
4.Unit digit position
5.Tens digit position
Averages
4 1.Averages
2.Weighted Average
Progressions
1.Arithmetic Progression
2. Geometric Progression
3. Harmonic Progression
Percentages
1.Increase & Decrease or successive increase
Ratios
Types of ratios and proportions
Reasoning Ability-L1 6
Analytical Reasoning
5 1.Data Arrangement(Linear and circular & Cross
Variable Relationship)
2.Blood Relations
3.Ordering/ranking/grouping
MBA Page 42
4.Puzzletest
5.Selection Decision table
Verbal Ability-L1 5
Vocabulary Building
1.Synonyms & Antonyms
2.One word substitutes
6 3.Word Pairs
4.Spellings
5.Idioms
6.Sentence completion
7.Analogies
Total Hours 30 Hours
Mode of Evaluation: Mode of Evaluation: FAT, Assignments, Projects, Case studies, Role
plays,
3 Assessments with Term End FAT (Computer Based Test)
References
Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler(2001)Crucial Conversations:
Tools for Talking When Stakes are High.Bangalore. McGraw‐Hill Contemporary
Dale Carnegie,(1936) How to Win Friends and Influence People. New York. Gallery Books
Scott Peck. M(1978) Road Less Travelled. New York City. M. Scott Peck.
FACE(2016) Aptipedia Aptitude Encyclopedia. Delhi. Wiley publications
ETHNUS(2013) Aptimithra. Bangalore. McGraw-Hill Education Pvt. Ltd.
Websites:
www.chalkstreet.com
www.skillsyouneed.com
www.mindtools.com
www.thebalance.com
www.eguru.ooo
MBA Page 43
Course code Business Analytics and Intelligence L T P J C
BMT6114 2 0 2 0 3
Course Objectives:
1. Providing fundamental concepts of business analytics with strong understanding of extracting
information from raw data, through hands-on experience with pre-defined industrial usecases /
data sets
2. Providing the key methods of classification, prediction, reduction, and exploration that are at
the heart of data mining
3. Developing proficiency in BAI related softwares like Tableau, R, Excel solver, Python and
SPSS
Course Outcome:
1. Assess the role of business analytics and intelligence within an organization
2. Explain the significance of data warehouse and the process involving extraction, cleansing,
consolidation, and transformation of heterogeneous data into a single enterprise data warehouse
3 Determine appropriate business analytics and intelligence (BAI) models and the apply
descriptive analytics tools
4. Develop and apply predictive analytics models/tools to gain insight from data for business
decision making
5. Develop and apply prescriptive analytics models/tools to gain insight from data for decision
making purpose
6. Use the Softwares like R, Excel, SPSS for the model development and interpreting the outputs
applications
Module:1 Introduction to Business Analytics and 3 hours CO: 1
Intelligence(BAI)
Overview of the strategic impact of BAI across key industries-Analytics 3.0-the nature of
analytical competition- what makes an analytical competitor- analytics and business performance-
Competing on Analytics with Internal and external Processes- A Road Map to Enhanced
Analytical Capabilities- Managing Analytical People- The Architecture of Business Intelligence-
The Future of Analytical Competition- Gartner Magic Quadrant and Hype Cycle for Business
Intelligence and Analytics
Module:2 Data Warehousing 5 hours CO: 2
Data Warehousing: Concepts – Process overview – Architecture – ETL process.
Business Performance Management: BPM –Strategy - Plan – Monitoring – Performance
Measurement – Business Performance Management Methodologies
Essential Practice Skills for High-Impact Analytics Projects: Listening to client, Framing the
central problem, Scoping a project, Defining metrics for success, Creating a work plan,
Assembling data and expert sources, Selecting modeling approaches, Validating and verifying
MBA Page 44
analytical results, Communicating and presenting results to clients and Driving organizational
change and assessing impact.
Module:3 Descriptive Analytics 4 hours CO: 3
Data Visualization and Analytics- Charts(Bars-Pie-Line-Scatter-Map-Bubble-Box & Whisker-
Tree map - Heat map-Circle and Area) -Worksheet, Dashboard and Story Board creation
Module:4 Predictive Analytics 3 hours CO: 4
Linear Regression, Cluster, CART and Neural Network model
Module:5 Prescriptive Analytics 3 hours CO: 5
Linear optimization, Integer optimization, Non-linear programming and Simulation
Guest lecture by industry experts on Emerging trends in business analytics and intelligence
Practical : Descriptive analytics/ Predictive Analytics and 20 hours CO: 6
Prescriptive analytics -Hands on training with business
intelligence and Analytics software like R, Python, Tableau,
SPSS, Excel etc., interpretation of results and discussion on
managerial decision making
# Mode: Flipped Class Room, Case Discussions, Lectures,
and lab exercises
Text Book(s)
1. Sharda R, Delen D, Turban E, Aronson J, Liang T. P, (2014), Business Intelligence and
Analytics: Systems for Decision Support, 10th edition, Pearson Education.
2. Powell S. G, Barker K. R, (2014), Management Science: The Art of Modeling With
Spreadsheets, (W/Cd), 4thedition, John Wiley & Sons.
Reference Books
1. Linoff G. S, Berry M. J, (2011), Data mining techniques: for marketing, sales, and customer
relationship management, 3rd edition, John Wiley & Sons.
2. Frank B, Green B, Harris T, Van De Vanter K, (2010), Business Intelligence Strategy: A
Practical Guide for Achieving BI Excellence, MC Press.
3. Hair, J. F, Black W. C, Babin B. J, Anderson R. E, Tatham R. L, (2009), Multivariate data
analysis, 7th edition, Pearson education.
Mode of Evaluation
1 2 3 4 5 6

Lab 100 √ √ √ √ √ √
Total 100
MBA Page 45
Course code Financial Management – Decisions and Applications L T P J C
BMT6115 3 0 0 0 3
v. 02.00
Course Objectives:
1. To familiarize the students on the capital structure and its cost of capital under different
structure.
2. To introduce the students to understand the financial leverage and its approaches in
dividend policies
3. To help the students to identify the working capital requirements
Course Outcome:
1. Estimate the cost of capital, capital structure and its implications on leverage.
2. Evaluate the value of the firm through Dividend decisions.
3. Predict the requirements of working capital.
applications.
5. Having design thinking capability.
17.Having an ability to use techniques, skills and modern managerial tools & techniques
necessary for business practice.
Module:1 Capital Structure 5 hours CO: 1

forms – importance – optimal capital structure – theories – Factors determining capital structure –
changes in capital structure – capital gearing
Module:2 Cost of Capital 5 hours CO: 1
Cost of capital – meaning – significance – classification of cost – determination – problems –
computation of cost of specific sources of finance (cost of Debt, Equity& Preference shares ,
Retained earnings) – Computation of weighted average cost of capital, Marginal cost of capital.
Module:3 Leverages 5 hours CO: 1
Meaning – Types – Financial Leverage – Operational Leverage – Composite – Working Capital
Leverage.
Module:4 Dividend 5 hours CO:2
Approaches – determinants – types of dividend policy –effects and objects of bonus issue –
Dividend theories and Models - Walter’s Model, Gordon’s Model and MM approach
Module:5 Working capital requirements 8 hours CO: 3
Working capital requirements: Meaning - concept – kinds – importance of adequate working
capital - determinants of working capital.- working capital policy- estimation of working capital –
operating cycle/ cash conversion cycle
Cash management : optimal cash, cash budget
Inventory management : EOQ, Reorder level
Receivables Management: Credit policy, receivables matrix.
Guest Lecture from industry experts on contemporary financial management decisions taken to
maximize the wealth of the shareholders.
MBA Page 46
Text Book(s)
1. I.M.Pandey, (2015), Financial Management, 11th edition, Vikas Publishing, India.
2. James C. Van Horne, Sanjay Dhamija, (2011), Financial Management and Policy, 12 th
3. Eugene F Brigham, Michael C. Ehrhardt, (2014), Financial Management Theory and
Practice, 14th edition, Cengage Learning.
Reference Books
1. Khan M.Y, Jain P.K, (2014), Financial Management- Text, Problems and Cases, 7th
2. Prasanna Chandra, (2011), Financial Management : Theory and Practice, 8th edition,
McGraw Hill, India
3. William R Lasher, (2014), Financial Management : Principles and Practice, 7 th edition,
Cengage Learning, India.
4. Richard Brealey, Stewart Myers, Franklin Allen, Pitabas Mohanty, (2012), Fundamentals
of Corporate Finance, 10th edition, Mcgraw Hill.
5. Stephen Ross, Randolph Westerfield, Bradford Jordan (2016), Corporate Finance, 11th
edition, Mcgraw Hill.
Mode of Evaluation
1 2 3 4 5 6
Midterm 20 √

Total 100
MBA Page 47
Course code Marketing Management – Programmes and L T P J C
Implementation
BMT6116 3 0 0 0 2
v. 02.00
Course Objectives:
 To understand the Marketer's distributional and promotional strategies and assessing
marketing opportunities of various marketing programmes and implementation.
 Students should become familiar with various strategic approaches followed by Marketers'
and assessing and managing the total marketing effort.
1. Understand the importance of Marketing Intermediaries in the selling process.
2. Equip students with frameworks, techniques and latest thinking on assessing and
formulating promotion strategies.
3. Provide a conceptual understanding of Marketing Information System and Market
Research.
4. Analyze and apply the tools and techniques on managing marketing efforts.
5. Highlight key concepts like Green Marketing and Global Marketing.
Module:1 Managing and Delivering Value 6 hours SLO: 1
Designing & Managing Marketing Channels – Managing Retailing, wholesaling and market
logistics
Module:2 Communicating Value 6 hours SLO: 2
Designing and Managing Integrated Marketing Communications – Managing Mass
communications: Advertising, Sales Promotions and Public Relations. Managing Personal
Communication: Sales Force and Direct Marketing
Module:3 Assessing Market Opportunities 7 hours SLO: 3
Scanning the Marketing Environment -Marketing Information System – Conducting Market
Research: Process and Report Development – Demand Estimation.
Module:4 Managing the total Marketing effort 5 hours SLO:3,4
Managing a Holistic Marketing organization – Marketing Implementation, Evaluation and
Control – Marketing ROI – Marketing Metrics for marketing performance
Module:5 Sustaining Growth and Value 4 hours SLO: 5
Green Marketing – Global Marketing
Guest Lecture from industry experts on contemporary Marketing Metrics used to evaluate the
marketing performance.
# Mode: Flipped Class Room, Case Discussion and Lectures
Text Book(s)
1. Kotler, P, Keller K, Koshy, Jha, (2012), Marketing Management: A South Asian
Perspective, 14th edition, Pearson Education.
2. Lamb, Hair, Sharma, McDaniel(2016), MKTG Principles of Marketing , Cengage
Learning.
Reference Books
1. Bert Rosenbloom, (2012), Marketing Channels- A Management View, 8th edition,
Cengage Learning.
2. Gillespie, Hennessey, (2013), Global Marketing, 3rd edition, Cengage Learning.
3. Walker Jr. Mullins, (2012), Marketing Strategy, 8th edition, McGraw Hill.
4. Paul W. Farris, Neil T. Bendle, Philip E. Pfeifer, David J. Reibstein (2006), Marketing
MBA Page 48
Metrics: 50+ Metrics Every Executive should master, 1st edition, Financial times/Prentice
Hall.
5. Michael J. Etzel, Bruce J Walker, William J. Stanton, (2004), Marketing, 13th edition,
McGraw Hill.
6. Naresh K. Malhotra (2010), Marketing Research, 6th Edition, Pearson Education.
Mode of Evaluation
1 2 3 4 5 6 7
Midterm 20 √
Final Assessme t Test 40 √ √ √ √ √ √ √

Total 100
MBA Page 49
Course code Entrepreneurship L T P J C
BMT6117 2 0 0 4 3
Pre-requisite BMT6111, BMT6112 Syllabus version
v. 02.00
Course Objectives:
 This course aims at developing confidence to venture into challenging career of
entrepreneurship
 This course aims at understanding intricacies of starting a new venture.
 This course aims at comprehending the process of identifying a lucrative business
opportunity and allocation of resources into a viable business proposition.
 This course aims in developing a business plan for funding and face the constraints in the
process of launching and managing an enterprise.
Course Outcome:
1. Students will be capable to generate small business idea from the existing gaps in the
market
2. Able to evaluate the opportunity of the idea, conduct feasibility studies in various micro
and macro aspects of small business development, select a type of ownership
3. Understand how to finance, protect and insure a business, thereby culminating in the
preparation of a business plan which can raise funds.
4. Decide on how to utilize the facilities and resources provided by the central and state level
institutions in small business development.
11. Having interest in lifelong learning
15. Having an ability to use the social media effectively for productive use
Module:1 Entrepreneurship in the New Millennium 3 hours CO: 1
Entrepreneurs/Small-Business Owners: Emerging trends: The Internet & E-commerce, Types of
entrepreneurs; Corporate Entrepreneurship – Nature, Concepts and Sustainability
Module:2 The Entrepreneurial Mindset 4 hours CO: 1,2
Entrepreneurial Individual, Sources of research on Entrepreneurs, Common Entrepreneurial
characteristics, Confrontation with risk, Stress & Entrepreneurial Ego; Entrepreneurial Motivation;
Developing Individual Innovation, Imagination & creativity, Creative Problem Solving, Ethics,
Entrepreneurship, & Law, Social responsibility challenge, Learning about resources, Technology
/ Know how- Sources / Plans, Funding- various options , Infrastructure, Mentoring, Planning
Module:3 Entrepreneurial Venture Planning 5 hours CO: 3,4
Opportunity Assessment, Opportunity mapping, Idea validation, introduction to Lean Canvas and
MVP aspects, Challenges of New-Venture Start-Ups, Pitfalls in selecting new ventures, Critical
factors for NVD, Failures of New Ventures, New Venture Evaluation process, John Mullin’s
Seven Domain Model, Feasibility Plan; Sustainable Competitive Advantage, Examining the use of
business incubator; Entrepreneurial Ventures and Marketing Research; Business Plan
Module:4 Entrepreneurial Issues for Start-Ups 3 hours CO:3,4
Legal forms of Entrepreneurial Organizations, Identifying legal structures, Specific forms of
Partnerships and Corporations: Debt versus Equity, Venture Capital Market , Informal Risk
Capital
Module:5 Entrepreneurial Issues for Growth & 3 hours CO: 1,2,3
Development
MBA Page 50
Strategic Planning and Entrepreneurship: Nature of Planning in emerging firms, Strategic
Planning, Value of Strategic Planning: The Entrepreneurial Edge, Implementing Strategic Plan:
Venture Development Stages: Entrepreneurial Ventures: Management succession challenge,
Developing a succession strategy; Harvest strategy: Liquidity events – Initial Public Offer (IPO);
Complete sale of the venture
Governmental initiatives to foster entrepreneurship across sectors, Funding opportunities for
start-ups, Business Incubation and its benefits.
Project: Team of maximum 6 students would 60
undertake the project. The faculty coordinator [Non 1,2,3,4
hrs]
and Project
Text Book(s)
1. Kuratko, Hodgetts, (2014), Entrepreneurship - Theory, Process and Practice,10thedition.
Cengage Learning.
2. Hisrich, Peters, Shepherd, (2016), Entrepreneurship, 10thedition. McGraw Hill.
3. Kuratko, Rao, (2012),Entrepreneurship A South-Asian Perspective, 8thedition, Cengage
Learning.
Reference Books
1. Timmons, Spinelli, (2012), New Venture Creation, 9thedition. McGraw Hill.
2. Bruce R Barringer, (2011), Entrepreneurship: Successfully Launching New
Ventures,4thedition, Pearson Education.
Mode of Evaluation
Specific Assessment Methods % Weighting Intended subject learning outcomes to be asses
(Please tick as appropriate)
1 2 3 4 5 6 7 8 9 10
Midterm 20 √ √ √ √ √
Digital Assignment – 1 √ √ √ √ √
Digital Assignment - 2 √ √ √ √ √
Quiz - 1 √ √ √ √ √
Final Assessment Test 40 √ √ √ √ √ √ √ √ √ √

Total 100
Project
Review 1 20 √ √ √ √ √
Review 2 30 √ √ √ √ √
Review 3 50 √ √ √ √ √ √ √ √ √ √
Total 100
MBA Page 51
Course Name Strategic Management L T P J C
Course Code BMT6118 2 0 0 4 3
v. 02.00
Course Objectives:
 Will be able to assess and derive the sustainable competitive advantages of the
organization and identify the growth avenues.
 Able to take decisions in an ever changing environment to meet stakeholder interests
through growth strategies based on ethical values
 To adopt Conduct positioning audit / SWOT analysis / Competitive analysis through
various tools and technologies.

1. Understand the strategic management concepts
2. Apply holistic approach by integrating people, finance, marketing and organizational
perspectives to develop appropriate organizational policies and strategies.
3. Understand and make decisions in an ever changing environment to meet stakeholder
interests through growth strategies based on ethical values.
4. Understand, assess and derive the sustainable competitive advantages of the organization
and identify the growth avenues against the back drop of global opportunities.
5. Conduct positioning audit / SWOT analysis / Competitive analysis through various tools
and technologies.
6. Develop an appreciation of implementation skills through organization structure and
control systems.
Module:1 Strategic Management and Competitiveness 2 hours CO: 1,2,
The Competitive Landscape: The Global Economy, Technology and Technological Changes, The
Resource-based model of above-average returns, Vision and Mission, Stakeholders, Strategic
Leaders: Effective strategic leaders, Predicting outcomes of strategic decisions - profit pools, The
Strategic Management Process
Module:2 3 hours CO: 2,3

The External Environment: Opportunities, Threats, Competition and Competitor Analysis:
Segments of the General Environment – Industry Environment Analysis – Porter’s Five Forces,
Strategic Groups, Competitor Analysis and Ethical Considerations.
MBA Page 52
The Internal Environment: Resources, Capabilities, Competencies and Competitive
Advantages: Analyzing the internal organization, Concept of Creating Value, Resources,
Capabilities and Core Competencies, Building core competence, Criteria of Sustainable
Competitive Advantage, and Value Chain Analysis.
Module:3 4 hours CO: 4,5,6
Formulations of Strategic Actions - I: Business-Level Strategy: Customers and their
relationship with Business-level strategies, Purpose of Business-level strategy, Types of Business-
level strategies – Porter’s Generic Strategies.
Competitive Rivalry and Dynamics: Competitor Analysis – Market Commonality, Resource
Similarity; Drivers of Competitive Actions and Responses; Competitive Rivalry – Strategic and
Tactical Actions.
Module:4 4 hours CO:4,5,6
Formulations of Strategic Actions- II: Corporate-Level Strategy: Levels of Diversification –
Operational Relatedness: Sharing Activities, Corporate Relatedness: Transferring of Core
Competencies, Market Power.
Strategic Acquisition and Restructuring: Differentiating between Acquisition, Merger and
Takeovers, Reasons for Acquisition, Restructuring – Downsizing, Down scoping, Leveraged
buyouts, Restructuring outcomes
Global Strategy – Identifying international Opportunities, International Business-level and
Corporate-level strategies, Choice of International Entry Modes, Strategic Competitive Outcomes,
Risks in International Environment.
Module:5 Secondary Data Research 5 hours CO: 4,5,6
Implementation of Strategic Actions – Corporate Governance and Ethics: Separation of
ownership and managerial control, Ownership concentration, Board of Directors and Ethical
Behavior
Structures and Controls within Organizations: Evolutionary Patterns of Strategy and
Organizational Structure
Leadership Implications for Strategy in the Indian Scenario: Strategic Leadership & Styles in
Indian Organizations, Role of Top-level manager, Managerial succession; Strategic Direction,
Effective management of Firm’s resource portfolio, Sustaining effective organizational culture,
Balanced Organizational Controls; Entrepreneurial Opportunities, Internal Innovations, and
Innovation through Acquisitions.
Module:6 Contemporary Issues 2 hours CO: 3,4,5,6
Guest lecture by industry experts on contemporary strategic management practices in India.

undertake the project. The faculty coordinator [Non- 2,3,4,5,6
hrs]
and Project
Text Book(s)
1. Hitt, Ireland, Hoskisson, Manikutty, (2016), Strategic Management, Cengage Learning.
2. Hill, Jones,Shilling(2013), An Integrated Approach to Strategic Management,
11thedition,Cengage Learning.
Reference Books
MBA Page 53
1. Thompson, Strickland, Gamble, Jain, (2010), Crafting and Executing Strategy,16thedition,
McGraw Hill.
2. Fred R. David, (2015), Strategic Management – Concepts & Cases, 15thedition, Pearson
Education.
3. John Pearce, Richard Robinson, Amitha Mittal, (2012), Strategic Management,
13thedition, McGraw Hill.
4. R. Srinivasan,( 2012), Strategic Management: The Indian Context, 4th edition,PHI
Learning.
5. Bod de Wit, Ron Meyer, (2014), Strategy - An International Perspective,
5thedition,Cengage Learning.
Mode of Evaluation
Specific Assessment Methods % Weighting Intended student learning outcomes to be
1 2 3 4 5 6 7
Digital Assignment – 1 10 √ √ √
Digital Assignment - 2 20 √ √ √ √
Quiz – 1 10 √ √ √

Total 100
Project
Review 1 20 √ √ √
Review 2 30 √ √ √
Review 3 50 √ √ √ √ √ √
Total 100
MBA Page 54
Course code Preparing for Industry L T P J C
STS5004 3 0 0 0 1
Course Pre- None

requisites
 To enable students develop comprehensive approach towards targets

,quantitative and be industry ready.
Objectives
Expected  Enabling students to simplify, evaluate, analyze and use functions and
Outcome expressions to simulate real situations to be industry ready.
7.Having computational thinking (Ability to translate vast data in to
SLO abstract concepts and to understand database reasoning)
9.Having problem solving ability- solving social issues and
managerial problems
10.Having a clear understanding of professional and ethical
responsibility
15.Having an ability to use the social media effectively for productive use

Unit No. Topics Hours SLOs
Interview skills 3
Types of interview
1. Structured and unstructured interview orientation
2. Closed questions and hypothetical questions
3. Interviewers' perspective
4. Questions to ask/not ask during an interview 7,9,10,15
1 Techniques to face remote interviews
1. Video interview
2.Recorded feedback
3. Phone interview preparation
Mock Interview
1.Tips to customize preparation for personal interview
2. Practice rounds
Resume skills 2
Resume Template
1. Structure of a standard resume
2. Content, color, font
Use of power verbs
1. Introduction to Power verbs and Write up
2 Types of resume
3. Quiz on types of resume
Customizing resume
1. Frequent mistakes in customizing resume
2. Layout - Understanding different company's
requirement
3. Digitizing career portfolio
MBA Page 55
Emotional Intelligence - L1 7
Transactional Analysis
1.Introduction
2. Contracting, ego states
3.Life positions
Brain storming
1.Individual Brainstorming
2.Group Brainstorming
3. Stepladder Technique
4.Brain writing
3 4.Crawford's Slip writing approach
5.Reverse brainstorming
6.Star bursting
7. Charlette procedure
8.Round robin brainstorming
Psychometric Analysis
1.Skill Test
2.Personality Test
Rebus Puzzles/Problem Solving
1.More than one answer
2.Unique ways
Quantitative Ability-L3 8
Permutation-Combinations
1.Counting
2.Grouping
3.Linear Arrangement
4. Circular Arrangements
Probability
1.Conditional Probability
2.Independent and Dependent Events
Geometry and mensuration
1.Properties of Polygon
2.2D & 3D Figures
3.Area & Volumes
4 Trigonometry
1.Heights and distances
2.Simple trigonometric functions
Logarithms
1.Introduction
2.Basic rules
Functions
1.Introduction
2.Basic rules
Quadratic Equations
1.Understanding Quadratic Equations
2.Rules & probabilities of Quadratic Equations
Set Theory
1.Basic concepts of Venn Diagram
MBA Page 56
Reasoning ability-L3 5
Logical reasoning
1.Syllogisms
2..Binary logic
5 3.Sequential output tracing
4.Crypto arithmetic
Data Analysis and Interpretation
1.Data Sufficiency
2.Data interpretation-Advanced
3.Interpretation tables, pie charts & bar chats
Verbal Ability-L3 5
Comprehension and Logic
1.Reading comprehension
2.Para Jumbles
6
3..Critical Reasoning :
a)Premise and Conclusion
b) Assumption & Inference
c) Strengthening & Weakening an Argument
Total Hours 30 Hours
Mode of Evaluation: Mode of Evaluation: FAT, Assignments, Projects, Case studies, Role
plays,
3 Assessments with Term End FAT (Computer Based Test)
References
Michael Farra and JIST Editors(2011)Quick Resume & Cover Letter Book: Write and Use an
Effective Resume in Just One Day. Saint Paul, Minnesota.Jist Works
Daniel Flage Ph.D(2003)The Art of Questioning: An Introduction to Critical Thinking.
London. Pearson
David Allen( 2002) Getting Things done : The Art of Stress -Free productivity. New York
City. Penguin Books.
FACE(2016) Aptipedia Aptitude Encyclopedia.Delhi. Wiley publications
ETHNUS(2013) Aptimithra. Bangalore. McGraw-Hill Education Pvt. Ltd.
Websites:
www.chalkstreet.com
www.skillsyouneed.com
www.mindtools.com
www.thebalance.com
www.eguru.ooo
MBA Page 57
Course code Summer Internship L T P J C
BMT5214 0 0 0 0 2
Pre-requisite As per the academic regulations Syllabus version
v. 1.0
Course Objectives:
Apply their knowledge in real-life environments through an industry study for four-weeks

CO1: Integrate theory and practice.
CO2: Learn to appreciate work and its function in the economy.
CO3: Develop work habits and attitudes necessary for job success.
CO4: Develop communication, interpersonal and other critical skills in the job interview process.
CO5: Build a record of work experience.

Student Learning Outcomes (SLO): 5, 6, 20
6. Having an ability to design a Quantitative / product / service solutions applying all the
relevant standards and with realistic constraints, in different managerial contexts.
20. Having a good digital footprint
Contents
1. Introduction
2. Company Overview
3. Vision & Mission
4. Organizational Profile
5. Location
6. Organizational Chart
7. Products and Services
8. Key Functional Departments
9. Best practices of the Company
10. SWOT Analysis
11. CSR/Social inclusion activities/ any other initiatives
Mode of Evaluation: Periodic reviews, Presentation, Final oral viva
Recommended by Board of Studies 10.06.2015
Approved by Academic Council 54th AC Date 16.06.2015
MBA Page 58
Course Code Capstone Project L T P J C
BMT5215 0 0 0 0 8
Pre-requisite As per the academic regulations Syllabus version
v. 1.0
Course Objectives:
Apply business principles to solve structured and unstructured problems to strengthen
strategic positioning in the global economy

CO1: Distinguish business problem and establish research hypotheses.
CO2: Examine and set up a framework for investigating and analyzing research problem in an
academic perspective.
CO3: Relate their acquired knowledge to analysis, synthesis and evaluation activities encountered
in their workplace.
CO4:Identify the current literature in the topic of study and the applicability to current issues in
the workplace
CO5: Generate meaningful recommendations at the end.
Student Learning Outcomes (SLO): 5, 6, 20
6. Having an ability to design a component or a product applying all the relevant standards and
with realistic constraints
Contents
Stage 1: Select a Topic: select a topic in the functional area of your interest-as agreed by the
company - should suit a 5 month research work, should be time-relevant and help you in higher
studies / placement
Stage 2: Define the Problem
Ask yourself-why this research? How does the company benefit? Does the problem help me gain
insight on the concept studies or the way company functions?
Stage 3: Review of Literature
Relevant literature - record the reviews systematically (ref. appendix 1) - Literature review should
help in identifying the need /gap + should help in providing more insight into the subject
Stage 4: Formulate Hypothesis
Stage 5: Choose a research Method
Decide on the sampling method, technique, number and sample units
Design and test data collection instrument (ex: Questionnaire, scheduler etc)
Stage 6: Pre-test and Collect Data
Stage 7: Analyse Data
Stage 8: Report in APA format
Mode of Evaluation: Periodic reviews, Presentation, Final oral viva,
Recommended by Board of Studies 10.06.2015
Approved by Academic Council 37th AC Date 16.06.2015
MBA Page 59
Programme Elective Subjects
MBA Page 60
Course code Applied Econometrics L T P J C
BMT6121 2 0 2 0 3
v. 02.00
Course Objectives:
 To help equip the participants to apply econometric tools to address various business and
policy problems.
 To mold and develop skills to identify and apply appropriate econometric methods.
4. Understand the basic econometric concepts in order to build a solid foundation.
5. Knowledge of OLS, cross sectional, time series and panel data concepts and applications.
6. Apply econometric techniques to solve financial market problems.
7. Understanding of high frequency data and specific treatments.
8. Application of appropriate software tolls for solutions and decisions.
applications
7. Having computational thinking (Ability to translate vast data in to abstract concepts and to
understand database reasoning)
8. Having an ability to design and conduct case analysis, simulation / survey / experiments, as
well as to analyze and interpret data
18. Having critical thinking and innovative skills
Module:1 Introduction to Econometrics 5 hours CO: 1
Importance of Business forecasting-economic theory/econometric models-concept of a random
variable: discrete and continuous-Hypothesis testing-variable selection-ordinary least squares
estimators (OLS) method-Critical evaluation of the classical linear regression model(Auto
correlation, Multicollinearity, Heteroscedasticity and Model specification errors)-functional
forms of regression model-endogeneity- Z/F/T/Chi-Square distribution- -Measures of forecast
performance: Mean square error and root mean square error-Limitations of econometric forecasts
Module:2 Cross sectional data Econometrics 3 hours CO: 1,2
Qualitative explanatory variables regression models-Multinomial/Ordinal regression models-
Limited dependent variable-models-Modelling count data: the Poisson and negative binomial
regression models
Module:3 Time series data Econometrics 5 hours CO: 1,2,4,5
Stationary stochastic process - non stationary stochasticprocess - unit root - trend stationary and
difference stationary-AutoRegressive Moving Average [ARMA], Auto Regressive
Integrated Moving Average [ARIMA]-Vector auto regression (VAR)-Granger causality test-
Cointegration and error correction model-Volatility models: Auto Regressive
ConditionalHetroskedasticity [ARCH], Generalised Auto Regressive Conditional
Hetroskedasticity [GARCH].
Module:4 Panel data Econometrics 3 hours CO:1,2,4,5
Panel data regression models-pooled OLS-Random effectsmodel (REM) and Fixed effects least
squares dummy variables (LSDV) models - random effects - Hausman test - one way and two way
models - random coefficient model (Hierarchical /multi-level models)
Module:5 Portfolio Optimization Models 2 hours CO: 3,4,5
William sharp CAPM Model, 3 Factor FAMA Model, model Markowitz, Black Scholes, Monte
carlo Simulations, Textual data feed and its impact on forecasting, Portfolio optimization models
MBA Page 61
and option pricing tools.
Guest Lecture from industry experts on contemporary application of econometrics in the
financial industry.
Practical : # OLS and critical evaluation of OLS, Tools used
for cross sectional data, Application of forecasting tools for 20 hours 1,2,3,5,6,7
time series data, application of tools in panel data and
portfolio optimization models.
# Mode: Flipped Class Room, Lectures, Case Discussions
and lab exercises.
Text Book(s)
1. Damodar N. Gujarat, Dawn C Porter, Sangeetha Gunasekar, (2011),Basic Econometrics,
5th edition, McGraw- Hill
2. Gujarati. D, (2014), Econometrics by example, Palgrave Macmillan.
3. Brooks. C, (2014), Introductory Econometrics for Finance, Cambridge university press.
Reference Books
1. Wooldridge. J, (2015), Introductory econometrics: A modern approach, Nelson Education.
2. Maddala. G. S,Lahiri. K, (2009), Introduction to econometrics, Wiley.
3. Koutsoyiannis. A, (1977), Theory of econometrics: an introductory exposition of
econometric methods, Macmillan.
4. Davenport, T. H, Harris. J. G, (2007), Competing on analytics: The new science of winning,
Harvard Business Press.
5. Cooper, D. R, Schindler. P. S, (2003), Business research methods, Tata Mc Hill Publication.
6. Tsay.R. S, (2005), Analysis of financial time series (Vol. 543), John Wiley & Sons.
7. Enders. W, (2008), Applied econometric time series, John Wiley & Sons
8. Hanke. J. E, Wichern. D. W, (2008), Business Forecasting, Prentice-Hall.
9. Brockwell, Davis, (1996), Introduction to Time Series and Forecasting, 2nd edition,
Springer.
10. Arellano. M, Honoré. B, (2001), Panel data models: some recent developments, Handbook
of econometrics.
Mode of Evaluation
1 2 3 4 5 6 7
Midterm 20 √ √ √ √ √ √ √

Total 100
Practical 100
MBA Page 62
Course code Behavioural Finance L T P J C
BMT6122 3 0 0 0 3
v. 02.00
Course Objectives:
The objective and purpose of this course is to provide an in-depth discussion of the modern
development in behavioral finance. Both theory and empirical evidence will be discussed. We will
review the decision-making process along with the different biases and paradoxes that go with it.
Course Outcome:
9. To help students appreciate the limitations of ‘rational’ models of investment decision
making
10. To introduce students to an alternate framework for understanding price discovery in the
markets
11. To help students identify persistent or systematic behavioral factors that influence
investment behavior
12. To help students identify the behavioural aspect behind the demands of arbitragers and
individual investors

2. Having a clear understanding of the subject related concepts and of contemporary issues.
9. Having problem solving ability – solving social issues and business problems.
Module:1 Introduction to Behavioral Finance 3 hours CO: 1
Introduction, Traditional vs. Behavioural Theory, The Decision Making Process and Behavioural
Biases, Limits to Arbitrage
Module:2 Behavioural Finance Theory and Bubbles 6 hours CO: 1, 2

Prospect Theory, SP/A Theory, Behavioural Portfolio Theory, Empirical and Statistical detection
tests
Module:3 Decision Theory Paradoxes 6 hours CO:1, 3
Nash Equilibrium: Keynesian Beauty Context and The Prisoner’s Dilemma, The Monthy Hall
Paradox, The St. Petersburg Paradox, The Allais Paradox, The Ellsberg Paradox
Module:4 Non-Behavioral Finance 5 hours CO: 1, 3
Introduction; Why we care: The roles of securities prices in the economy; Efficient markets
hypothesis (EMH): Definitions; EMH in supply and demand framework; Theoretical arguments
for flat aggregate demand curve; Equilibrium expected returns models
Module:5 Demand by Arbitrageurs and Average 8 hours CO: 4
Investors
Definition of arbitrageur; Long-short trades; Risk vs. Horizon; Transaction costs and short-selling
costs; Fundamental risk; Noise-trader risk; Professional arbitrage; Destabilizing informed trading
(positive feedback, predation), Definition of average investor; Belief biases; Limited attention and
categorization; Nontraditional preferences – prospect theory and loss aversion; Bubbles and
systematic investor sentiment
Module:6 Contemporary Issues 2 hours CO: 1, 2
Guest Lecture from industry experts on contemporary behavioral finance issues

MBA Page 63
1. Behavioural Finance (2009). Williams Forbes. WILEY. ISBN: 978-0-470-02804-9
2. Behavioral Finance: Insights into Irrational Minds and Markets, by James Montier
3. Behavioral Finance: Understanding the Social, Cognitive, and Economic Debates, by
Burton and Shah
4. Beyond Greed and Fear: Understanding Behavioral Finance and the Psychology of
Investing, by Shefrin
Reference Books
1. Advances in Behavioral Finance, Volume II (2005) R.H. Thaler. Princeton University
Press
2. Manias, Panics and Crashes: A History of Financial Crises, Sixth Edition (2007) C.P.
Kindleberger and R.Z. Aliber. Palgrave Macmillan.
3. The Wall Street Journal, Bloomberg, CNN Money
Mode of Evaluation
1 2 3 4 5 6
Midterm 20 √ √

Total 100
MBA Page 64
Course code Capital Markets and Financial Services L T P J C
BMT6123 3 0 0 0 3
v. 01.00
Course Objectives: (CoB)
 To grasp the structure and operation of Indian capital market
 To equip the students to realize the role played by the financial intermediaries and the
challenges faced by them while rendering the financial services.
Expected Course Outcome: (CO)
13. Comprehend the regulators role in Indian Financial System
14. Comprehend the structure of Indian capital market and its developments
15. Appreciate the operations of the capital market
16. Comprehend the risk management system in the capital market
17. Comprehend the role and challenges of financial intermediaries in the capital market.
18. Assimilate the role of depositories, stock broking services
1 Having an ability to apply mathematics / business problem solving techniques in business
applications
2 Having a clear understanding of the subject related concepts and of contemporary issues
Module:1 Indian Financial System 9 hours CO: 1, 2
Regulators : Finance Ministry, Securities Exchange Board of India, Reserve Bank of India,
Forward Market Commission, Insurance Regulatory and Development Authority
Primary Market: Role of Primary Market, Functions, Intermediaries, Methods of floatation of
Capital –IPO’s , FPO’s and Right issues, Investor protection in primary market, Recent trends in
primary market. Book building process.
Secondary Market : Functions, intermediaries, Demutualization structure, Major stock
exchanges in India
Indian Stock Exchanges:
Market types, order types and books. BSE : BOLT System, NSE : NEAT system
OTCEI –
Need, Features, Participants, Listing procedure, Trading and Settlement.
Legislative framework guiding the capital markets and intermediaries.
Listing of Securities: Listing requirements, procedure, fee- Listing conditions of BSE and NSE –
Delisting. Legislative k related to listing.
Trading cycle : T+2 Trading Cycle , Pay in and Pay out, Bad Delivery, Short delivery ,
Auction
Clearing & Settlement: Different types of settlements -DEMAT settlement, Physical settlement,
Institutional segment and Funds settlement.
Risk Management system in BSE & NSE
Margins, Exposure limits, VAR, Circuit breakers and Surveillance system in BSE and NSE.
Index Management
Importance of index computation, Methods: Weighted Aggregate Value method, Weighted
Average of Price Relatives method, Free Float method. Stock market indices in India
Module:3 Leasing and Hire Purchase 6 hours CO: 5
Lease and Hire purchase- – Meaning and Types of leasing – Legislative frameworks – Matters on
MBA Page 65
Depreciation and Tax –Concepts and features – Tax and Depreciation implications
Microfinance: Consumer Credit
Factoring and Forfaiting
Module:4 Credit rating & Securitization 4 hours CO:5
Credit rating: Definition and meaning- Process of credit rating of financial instruments- Rating
methodology-Rating agencies –Rating symbols of different companies. Legislative framework
guiding the CRAs.
Securitization: Meaning-Features- Special Purpose Vehicle- Pass Through Certificate &
mechanism – Benefits of Securitization – Issues in Securitization, Legislative framework guiding
the securitization framework.
Module:5 Depositories 3 hours CO: 6
Depositary services- Role of depositories and their services— Advantages of depository system –
NSDL and CDSL- Depository participants and their role- Stock Broking Services including SEBI
guidelines.
Guest Lecture from industry experts on contemporary developments in capital market
performance and implication of securitization in Indian scenario.

and Term Paper
Text Book(s)
1. Khan M.Y, (2015), Financial Services, 8th edition, Mcgraw Hill.
2. K Sasidharan, Alex. K Mathews, (2008), Financial Services and System, Tata McGraw
Hill.
3. Jeff Madura (2014), Financial Institutions and Markets, 10thEdition, Cengage Learning.
Reference Books
1. NISM-Series-XII: Securities Markets Foundation Certification Examination Work Book
2. Stephen Cecchetti, Kermit Schoenholtz, (2014), Money, Banking and Financial Markets,
4thedition, McGraw-Hill Education.
3. MadhuVij, Swati Dhawan (2011), Merchant Banking and Financial Services, 1st edition,
McGraw Hill.
4. Tripathy, NaliniPrava (2007), Financial Services, PHI, Learning Pvt. Ltd.
5. NISM-Series-VI Depository Operation Exam Work Book.
Mode of Evaluation
Specific Assessment Methods % Weighting Modules
1 2 3 4 5 6
Midterm 20 √ √

Total 100
MBA Page 66
Course code Corporate Taxes L T P J C
BMT6124 3 0 0 0 3
v. 02.00
Course Objectives:
 To provide basic knowledge of framework of taxation system in India
 To provide knowledge of various concepts and their application relating to direct tax laws
with a view to integrating the relevance of these laws with financial planning and
management decisions.
Course Outcome:
1) The students will acquaint with basic principles underlying the provisions of indirect tax laws
and develop a broad understanding of the tax laws and accepted tax practices.
2) Ability to introduce practical aspects of tax planning as an important managerial decision-
making process
3) Apply the relevant sections of the Income Tax Act to compute taxable income and tax payable
for a corporation
4) Describe the issues and apply the appropriate provisions related to the taxation of corporate
investment Income
5) Identify tax planning opportunities and challenges for corporations
Students will:
7. Have Computational thinking
9. Have problem solving ability-solving business problems
17. Have ability to use techniques, skills and modern managerial tools & techniques necessary for
business practice.
Module:1 Income Tax as Applicable to Companies 6 hours CO:1,3
Income tax as applicable to Companies: Basic concepts‐Assessment year – previous year– person
– Assessee– determine the residential status of a company – incidence of tax of different tax
payers – Definitions relating to Companies as per the provisions of Income Tax Act – Tax
planning, avoidance, evasion
Module:2 Computing Business Income of The Company 7 hours CO:2
Computing Business Income of the Company: Income under the head profit and gains of business
and its computation; Basic principles for arriving at business income – Problems on computation
of income from business.
Module:3 Other Income 5 hours CO:4
House Property - Capital Gains – Other sources (Provisions applicable to Companies) - Dividend -
Dividend Tax - Tax Implicationsrelating to Amalgamation and Merger.
Module:4 Computation of Income 5 hours CO:2,5
Set off and Carry forward and Set-off – Deductions relating to Companies – Minimum Alternative
Tax
Module:5 Goods and Service Tax (GST) 5 hours CO:2,5

Basic Principles of GST – Concept of supply – Exemptions – Rates – Tax credit – composition –
Reverse charge – Filing of returns - GSTN
Module:6 Contemporary Issues 2 hours CO1,3,5
Guest Lecture from industry experts on contemporary tax practices in Indian companies.
Text Book(s)
1. Monica Singhania, Vinod K Singhania, (2017), Students Guide to Income Tax Including
MBA Page 67
GST, Taxmann Publications, India.
2. V.S. Datey, (2017), Indirect Taxes :Laws and Practice, 36thedition, Taxmann, India.
Reference Books
1. VineetSodhani, (2016), Indirect Tax Laws - (Set of 3 Volumes), Taxmann, India.
Mode of Evaluation
1 2 3 4 5 6

Total 100
MBA Page 68
Course code Costing Methods and Techniques L T P J C
BMT6125 3 0 0 0 3
v. 02.00
Course Objectives:
 To familiarize the students with cost accounting system and principles underlying them and
to develop their skills in understanding and appreciating cost information for operating
decisions
 To promote the knowledge in decision-making and to develop the skills and managerial
competence relevant to cost control and management audit in general.
Course Outcome (CO):
The students should be able to:
1) Describe the Fundamental Concepts of Cost Accounting and analyse reports to make sound
pricing decisions.
2) Use cost accounting methods to optimize the use of people, resources, and materials.
3) Distinguish the environment and types relating to the auditing function, steps needed to prepare
for an audit.
4)Apply auditing practices to different nature of Concerns
Students will:
4. Have sense-making skills of creating unique insights in what is being seen or observed
6. Have an ability to design a quantitative solutions applying all the relevant standards and with
realistic constraints, in different managerial contexts.
7. Have computational thinking ability
Module:1 Job and Process Costing 5 hours CO:1
Job costing – Batch costing – Contract costing – Profit from uncompleted – Cost plus contract -
Contract with Escalation clause.
Process costing – Normal and Abnormal Losses and Gains- WIP with Equivalent Production
(FIFO method only) – Joint Product and By Product (Simple Problems)
Module:2 Service Costing 5 hours CO:2
Service Costing – Costing in different undertakings - Transport costing - Hotel costing – Hospital
costing – Pricing Decision
Module:3 Activity Based Costing 7 hours CO:2
Activity-Based Costing Systems, Cost Hierarchies, Implementing Activity-Based Costing,
Implementing, Comparing Alternative Costing Systems, Considerations in Implementing Activity-
Based Costing Systems, Benefits and Costs of Activity-Based Costing Systems, Behavioral Issues
in Implementing Activity-Based Costing Systems, Activity-Based Management, Pricing and
Product-Mix Decisions, Cost Reduction and Process Improvement Decisions, Design Decisions,
Planning and Managing Activities, Activity-Based Costing and Department Costing Systems,
ABC in Service and Merchandising Companies.
Module:4 Balance Scorecard – Quality and Time 6 hours CO:3
Quality as a Competitive Tool, The Financial Perspective: The Costs of Quality - The Internal-
Business-Process Perspective: Analyzing Quality Problems and Improving Quality- Weighing the
Costs and Benefits of Improving Quality - Evaluating a Company’s Quality Performance -
Relevant Revenues and Costs of Delays-Balanced Scorecard and Time-Based Measures
Module:5 Cost Audit 5 hours CO:3,4
Cost Record and Audit Report Rules - Assurance Standards - appointment of cost auditor -
MBA Page 69
Management Reporting under Cost Audit - Internal Audit –techniques and procedures -
Operational Audit- techniques and procedures - Special report for banks, shareholders and
employees - Evaluation of internal control system, budgetary control system, inventory control
system, management information system - Management Audit- concepts, procedures.
Guest Lecture from industry experts on contemporary cost management techniques used in the
corporate world.
Text Book(s)
1. Horngren, Data, Foster,(2015), Cost Accounting – A Managerial Emphasis,15thEdition,
Pearson Education, India.
2. Raiborn, Kinney, (2013), Cost Accounting Principles, 9thEdition, Cengage Learning.
Reference Books
1. Don R. Hansen, Maryanne M, Mowen Liming Guan, (2014), Cost Management:
Accounting and Control, 3rd Edition, Cengage Learning.
2. S.P. Jain, K. L. Narang,(2012), Cost Accounting Principles and Practice, 18thEdition,
Kalyani Publishers, India.
3. Arora(2012), Cost Accounting – Principles and Practice, 12th edition, Vikas Publication.
4. K.Alex(2012 ), Cost Accounting, 1st edition, Pearson Education.
Mode of Evaluation
1 2 3 4 5 6

Total 100
MBA Page 70
Course code Financial Derivatives L T P J C
BMT6136 2 1 0 0 3
v. 01.00
Course Objectives:
1) The course aims to describe, analyze and evaluate the characteristics of some of the most
important financial derivative instruments, namely forwards, futures and options, written mostly
on currency and equity products, commodities.
2) This course equips students with essential techniques to be applied when valuing these financial
derivatives and hedging the associated financial market risk exposures.
3) It emphasizes the general principles central to derivatives valuation including no-arbitrage
arguments and risk-neutral valuation methods, together with their implications for the pricing of
the selected classes of financial derivatives.
4) This course forms the basic foundation for Financial Engineering
Course Outcome(CO):
Students will:
1. Familiarize with the characteristics of the relevant financial derivative instruments
2. Be able to describe and explain the fundamental features of a range of key financial
derivative instruments
3. Acquire knowledge of how forward contracts, futures contracts, swaps and options work,
how they are used and how they are priced
4. Ability to decide which securities to use for hedging and/or speculative purposes
5. Be able to exercise basic quantitative and mathematical skills in pricing derivative
instruments
6. Have acquired the basic skills required for pricing financial derivatives, including
familiarity with some central techniques, namely risk-neutral valuation, no-arbitrage
pricing, the binomial model, and the Black-Scholes model
7. Demonstrate an understanding of the uses of financial engineering and risk management
approaches and techniques used by modern organizations.
Students will:
1. Have an ability to apply mathematics/business problem solving techniques in business
applications.
5. Have design thinking capability
7. Have computational thinking.
14. Have ability to design and conduct simulation/experiments as well as to analyze and interpret
data.
18. Have critical thinking and innovative skills.
Module:1 Derivatives: An Introduction 3 hours CO:1,2
Definition − Derivative Markets and Instruments − Basic Derivatives − Forwards, Futures, and
Options – Derivative Terminologies.
Module:2 Forward and Futures Contract 8 hours CO:3,5,6
Structure of Forward and Futures Markets − Forward Contracts – Futures Exchanges and
Contracts − Types of Futures − Mechanics of Future Trading− Characteristics − Trading Process
& Price Quotations − Hedging and Speculation with Commodity Futures − Interest Rate Futures –
Currency Futures – Stock Index Futures – Basic principles of Pricing Forwards –Hedging in
Futures and Forward – Techniques of Arbitrage in Stock Index –Pricing of Index Futures
Contracts
Module:3 Options Contracts 8 hours CO:4,5,6
Types of Option Contracts – Option Pricing – Factors affecting Option Pricing – Principles of Call
and Put Option Pricing − Binomial and Black – Scholes Option Pricing Models − Interest Rate
MBA Page 71
Options − Currency Options and Trading Strategies − Options on Futures Contracts and Exotic
Options –Basic and Complex Option Strategies − Covered Call Writing – Protective Put −
Straddles and Strangles − Spreads − Option Greeks.
Module:4 Interest Rate Contracts 5 hours CO: 6,7
Basic Interest Rate Derivatives – Uses of Caps, Floors, and Collars – Swaptions and Forwards –
Forward Rate Agreements − Interest Rate Options– Caplet &Floorlet – Interest Rate Derivatives
Strategies
Module:5 Swaps Transactions 5 hours CO: 7
Introduction – Interest Rate Swaps – Currency Swaps – Commodity Swaps – Equity Swaps –
importance of Swaps – Mechanics of Swap Transactions − Valuation and Application of Swaps
Module:6 Contemporary Issues 1 hour CO: 5,6,7
Guest Lecture from industry experts on contemporary hedging strategies used by the corporate
world to avoid risk.
Text Book(s)
1. John C. Hull, SankarshanBasu (2016), Options, Futures and other Derivatives, 9thEdition,
Pearson education.
Reference Books
1. Don M. Chance, Robert Brooks, (2015), An Introduction to Derivatives and Risk
2. Dubofsky, David A, Miller Jr, Thomas W, (2008), Derivatives – Valuation and Risk
Management, 1st edition, Oxford University Press.
Mode of Evaluation
1 2 3 4 5 6
Midterm 20 √ √

Total 100
MBA Page 72
Course code Financial Planning & Wealth Management L T P J C
BMT6127 2 0 0 4 3
v. 02.00
 To equip the students in advising their clients to have a clear financial life-cycle stage
goals and map their goals with the appropriate financial protection, savings and investment
products.
1. Comprehend the importance of Financial Planning and the process.
2. Grasp the role of debt and financial pressure in financial planning.
3. Classify the clients on the basis of their risk Profile.
4. Quantify the insurance needed and advice the appropriate insurance products.
5. Quantify the retirement corpus required and advice the appropriate asset allocation to
achieve the corpus.
6. Identify the needs of HNI clients and offer the appropriate asset allocation strategies.
7. Synchronize tax planning in investment advising and wealth management.
applications
Module:1 Personal Financial Planning 3 hours CO: 1

Financial Planning – meaning, need, scope. Evaluating the financial position of clients, Preparing
& Analyzing household budget. Estimating Financial goals.
Financial Planning Delivery Process.
Module:2 Comprehensive Financial Planning 3 hours CO: 2,3
The role of debt and financial pressure from debt. Debt counselling. Investment for Liquidity and
Financial Goals.
Risk return principle, Risk Profiling. Human life cycle and Asset Allocation and Model Portfolios.
Module:3 Insurance Planning & Retirement Planning 5 hours CO: 4,5
Insurance Planning – Need of life and non-life, life insurance need analysis, life insurance
products.
Retirement Planning – Need, estimating & determining the retirement corpus, retirement products.
Module:4 Wealth Management 5 hours CO: 6
Concept of wealth and Measurement of wealth. Spectrum of services, Wealth management service
providers, Product categories and Service categories.
Types of Service Mandates: Custodian mandate, Advisory mandate, Discretionary mandate and
Mandate mix
HNI segmentation and reason for looking at HNIs.
Understanding the Client
Client Segmentation: Segmentation based on Personality, Age and way of accumulation, Risk &
return preferences
MBA Page 73
Client Engagement: Client profiling, targeting and Building relationships
Finding HNI Clients: Cross selling, Marketing and partnership programs, Referral from existing
clients, friends and family
Asset Allocation: Advising the optimal portfolio and the corresponding asset allocation.
Portfolio Monitoring: Portfolio maintenance and Portfolio rebalancing.
Module:5 Tax Planning 2 hours CO: 7
Indian Tax Laws for investment and Wealth Management
Income Tax : Previous Year and Assessment Year, Gross Total Income, Income Tax Slabs,
Advance Tax, Tax Deducted at Source (TDS), Exempted Income, Deductions from Income,
Section 80C, section 80CCC, Section 80CCD, Section 80D, Section 80E, Section 80GG, Long
Term and Short Term Capital Gain / Loss, Speculation Profit / Loss, Capital Gains Tax exemption
under Section 54EC, Capital Gains Tax exemption
Module:6 Contemporary Issues 2 hours CO: 1,4,5,6,7
Guest Lecture from industry experts on contemporary wealth management decisions to fulfill
their clients’ goals.
Project: A maximum of four / five students will form a 60 CO: 1,2,3,4,5,6,7

group and they have to come up with a financial plan for Non-
their target respondents by collecting data. contact
hours
6. Having an ability to design a Quantitative / product /
service solutions applying all the relevant standards and with
realistic constraints, in different managerial contexts.
14. Having an ability to design and conduct case analysis,
simulation / survey / experiments, as well as to analyze and
interpret data
and Project
Text Book(s)
1. NISM-Series-X A: Investment Adviser Level 1 Exam Work Book
2. Dun, Bradstreet (2009), Wealth Management, Tata Mcgraw Hill, India.
Reference Books
1. NISM-Series-X B: Investment Adviser Level 2 Exam Work Book
2. NISM-Series-XVII: Retirement Advisor Exam Work Book
3. Stuart E. Lucas (2012), Wealth: Grow It and Protect It, Updated and Revised, Pearson and FT
Press, USA
4. G. Victor Hallman, Jerry Rosenbloom (2009), Private Wealth Management: The Complete
Reference for the Personal Financial Planner, Mcgraw Hill, USA
5. Gregory Curtis (2012), The Stewardship of Wealth: Successful Private Wealth Management
for Investors and Their Advisors, Wiley.
6. Sankaran S (2012), Wealth Engine: Indian Financial Planning and Wealth Management
Handbook, Vision Books.
7. Indian Institute of Banking & Finance (2017), Introduction to Financial Planning, 4th Edition.
8. Indian Institute of Banking & Finance, (2017), Investment Planning Tax Planning and Estate
Planning.
MBA Page 74
Mode of Evaluation
1 2 3 4 5 6

Total 100
Project
Review 1 20 √ √ √ √ √ √
Review 2 30 √ √ √ √ √ √
Review 3 50 √ √ √ √ √ √
Total 100
MBA Page 75
Course code Fixed Income Securities L T P J C
BMT6128 2 0 0 4 3
Pre-requisite Syllabus version
v. 02.00
 To comprehend the specific features of the Indian and Global Fixed Income Securities
Markets.
 To learn and use the term structure theories to form fixed income portfolio techniques and
to use the appropriate immunization strategies to manage the fixed income portfolio.
1. Comprehend the bond market and the players in the bond market
2. Value the bonds under changing interest rate market scenario.
3. Apply the term structure theory in forecasting the future interest rates.
4. Grasp the price sensitivity of bonds to changing interest rate and apply quantitative
immunization strategy to mitigate the risk.
5. Construct bond portfolio to accommodate changing interest rates.
6. Using hedging techniques to hedge the portfolio risk.
7. Recognize and use securitization as a source of cash flow to business.
applications
Module:1 Bond and Money market instruments & Bond 3 hours CO: 1,2
Prices And Yields
Bond and Money market instruments: Bonds, market participants, Money market instruments -
Organization of Government Bond market and role of RBI in Government Securities.
Bond Prices And Yields: Pricing of bonds- Time value of money- nominal Vs Real interest rates,
coupon rate and current yield, zero coupon rate. Supply and demand of bonds. Changes in
equilibrium interest rates.
Module:2 Term structure of interest rates & Bond price 5 hours CO: 3,4
volatility
Term structure of interest rates: classical theories of term structure. Yield curve, zero coupon
bond yield curve.
Bond price volatility – Price sensitivity – immunization - measurement of duration, modified
duration –convexity measurement. Factors influencing Yield. Term structure of Interest rates –
spread, Corporate debt instruments.
Module:3 Fixed Income Portfolio Management 5 hours CO: 5
Active and Passive Bond Portfolio construction-Management strategies. Indexing-bond indices.
Setting portfolio objectives, interpreting portfolio parameters and performance measurement.
Module:4 Hedging 3 hours CO:6
Swaps and futures, Credit derivatives – credit default swaps, plain vanilla options and more exotic
derivatives.
Module:5 Securitization 2 hours CO: 7
Mortgage backed securities – collateral mortgage obligations, Asset Backed securities- Collateral
debt obligations.
Guest Lecture from industry experts on contemporary approaches in formulating the fixed
MBA Page 76
income portfolios in Indian market.
Project: A Team of four / five students would 60
undertake the project. They will be assigned to [Non-
form a fixed income portfolio and then come Contact
with the immunization strategy to mitigate the hrs]
interest rate risk.
6. Having an ability to design a Quantitative /
CO 1,2,3,4,5
product / service solutions applying all the
relevant standards and with realistic constraints,
in different managerial contexts.
14. Having an ability to design and conduct case
analysis, simulation / survey / experiments, as
and Project
Text Book(s)
1. Frank J.Fabozzi, (2012), Bond Markets, Analysis and Strategies, 9th edition, Pearson
India.
2. Moorad Choudhry, Masekoldrich, (2014), Fixed Income Markets: Instruments,
Applications, Mathematics, 2nd edition,Wiley Finance Series.
Reference Books
1. Fabozzi, F. J, (2012), Fixed income securities, 8th edition, Wiley.
2. Choudhry, M, (2010), Fixed-income Securities and Derivatives Handbook, 2nd edition,
Wiley.
3. Martellini, L, Priaulet, P, Priaulet. S, (2005), Fixed-income securities: valuation, risk
management and portfolio strategies, Wiley.
4. Veronesi. P, (2010), Fixed income securities: Valuation, risk, and risk management, 1st
edition, Wiley.
Mode of Evaluation
1 2 3 4 5 6

Total 100
Project
Review 1 20 √ √ √ √ √
Review 2 30 √ √ √ √ √
Review 3 50 √ √ √ √ √
Total 100
MBA Page 77
Course code Game Theory for Strategic Decisions L T P J C
BMT6129 3 0 0 0 3
v. 02.00
Course Objectives:
The goal of this course is to enhance your ability to think strategically in complex decision-
making environments.
Course Outcome:
19. Identify the structure: See through the complexity and details of the environment to the
essential core of the strategic situation
20. Play well: Use your understanding of the strategic situation to anticipate others’ decisions
and to make better decisions
21. Control information: Use your understanding of the structure of the interaction to help you
decide when to reveal or conceal information, and how to think about what others know
and might be concealing.
22. Recognizing the Limits of Rationality: How to play when others may not be fully rational,
and when others may be uncertain about your rationality.
applications
2. Having a clear understanding of the subject related concepts and of contemporary issues.
Module:1 Introduction to Game Theory 3 hours CO: 1
Introduction, The Theory of Rational Choice, Expected Utility Theory, Nash Equilibrium
Module:2 Strategic Form Games 6 hours CO: 1, 2
Dominated strategies, Rationalizability, Existence of equilibrium, Trembling-Hand Perfection,
Proper Equilibrium, Common Knowledge, Correlated Equilibrium, Cooperative Game Theory
Module:3 Extensive Form Games 5 hours CO: 1, 2
Mixed and Behavioral Strategies, Perfect Recall, Representation, Subgame Perfection
Module:4 Incomplete Info: Static and Multistage 6 hours CO: 1, 3
Bayes-Nash Equilibrium, Purification, Examples and Applications, Perfect Bayesian Equilibrium,
Sequential Equilibrium
Module:5 Repeated Games and Learning Dynamics 8 hours CO: 1, 4
Infinitely Repeated Games, Finitely Repeated Games, Reputations, Cournot Dynamics (F&L),
Fictitous Play (F&L), Replicator Dynamics (F&L), Supermodularity & Dynamics
Module:6 Contemporary Issues 2 hours CO: 1, 2, 3
Guest Lecture from industry experts on contemporary issues of game theory for strategic
decisions like Axiomatic Bargaining, Reputations & Stereotyping, Experimental Evidence
5. Martin J. Osborne's An Introduction to Game Theory (2004, Oxford University Press).

6. Thinking Strategically (by Dixit and Nalebuff, 1991, Norton)
7. Game Theory: Analysis of Conflict (by Roger Myerson, Harvard University Press, 1991)
MBA Page 78
Reference Books
1. Charalambos D. Aliprantis and Subir K. Chakrabarti, Games and Decision Making,
2000.
2. David Besanko, D. Dranove, M. Shanley, S. Schaefer, Economics of Strategy, Wiley,
2007.
3. Avinash Dixit and Barry Nalebuff, Thinking Strategically, 1991.
4. Avinash Dixit and Susan Skeath, Games of Strategy, 1999.
5. Drew Fudenberg and Jean Tirole, Game Theory, 1991.
Mode of Evaluation
1 2 3 4 5 6 7
Midterm 20 √

Total 100
Approved by Academic Council No.54 Date 14-03-2019
MBA Page 79
Course code Insurance Management L T P J C
BMT6130 2 0 0 4 3
v. 02.00
Course Objectives:
 To provide essential knowledge about the insurance Industry in India
 To focus on Insurance industry functions, products, classification and Risk Management
1. Learners of the course will be capable of understanding the Industry, Products, Services
and its application.
2. Understanding the relevance of various insurance products
3. Knowledge of the significance of IRDAI and other regulatory requirements.
4. Evaluate various life and general insurance policies and advice the prospective clients
accordingly.
5. Effective risk assessment and management.
applications
Module:1 Introduction 4 hours CO: 1,3
Insurance –history and development –mortality table and actuarial science. Products and
classification. Legal aspects- IRDA role and regulations – Insurance act 1938 – Rules – important
sections.
Module:2 Life Insurance 6 hours CO: 1,2
Life insurance –products-plans-market linked plans. Underwriting –
mortality tables– risk classification- financial underwriting –rating methods. Premium setting.
Life insurance policies- contract –clauses, terms and conditions – nomination-claims settlements –
grievance
Equity linked insurance schemes.
Module:3 General and Health insurance 7 hours CO: 1,2,4
General insurance –principles and practices – marine cargo insurance – motor insurance –fire
insurance – property insurance.
Health insurance –mediclaim policy – role of TPAs – hospitals.
Group policies –accident policies – travel policies –one time insurance policies. ECGC.
Reinsurance.
Applications of mortality tables for health insurance - net level premiums - loss ratios - factors
affecting premiums - provider payment arrangements - accidental death and dismemberment -
premium rate variables - managed care pricing – HMO - policy reserves.
Module:4 Risk Management 6 hours CO:4,5
Risk management – identifying and analyzing loss exposure –loss forecasting –risk management
tools. Legal principles of Indemnity – subrogation –utmost Good faith – aleatory contract.
Liability risk.
Module:5 Current Industry Scenario 5 hours CO: 1,2,4,5
MBA Page 80
Current Industry Scenario
Insurance companies and financial markets. Globalization and changes in the Industry – Insurance
sector reforms in India – domestic versus foreign player –recent development.
Corporate Group Insurance: Group term life insurance, Group Accidental death and
dismemberment insurance and group universal life insurance.
Pricing – ethics and role of intermediaries – mis-selling issues – premium fixation for corporate
insurance.
Company operations –marketing, Social Insurance
Guest Lecture from industry experts on contemporary development in insurance sector in India.
Lectures
Text Book(s)
1. S. Arunajatesan, T.R. Viswanathan, (2009) , Risk Management and Insurance, 1stedition,
Macmillan Publishers Ltd.
2. George E.Rejda, (2010), Principles of Insurance and Risk Management, 10thedition,
Pearson Education.
Reference Books
1. Harold Skipper, W.Jean Kwon (2008), Risk Management and Insurance: Perspective in a
GlobalEconomy,1st edition, Wiley.
2. Mark S.Dorfman,DavidA.Cather, (2012),Introduction to Risk Management and
Insurance,10thedition, PHI Learning, India.
3. Scott Harrington, Gregory Niehaus, (2010) , Risk Management and Insurance,
2ndedition,Tata McGraw Hill.
4. Therese Vaughan, EmmetVaugha, (2013), Fundamentals of Risk and Insurance,
11thedition, Wiley International Edition.
Mode of Evaluation
1 2 3 4 5
Midterm 20 √

Total 100
MBA Page 81
Course code International Financial Management L T P J C
BMT6131 3 0 0 0 3
v. 02.00
Course Objectives:
To provide students with a conceptual framework of how financial decisions are undertaken in a
multinational company and to familiarize students with unique economic factors that challenge a
financial manager in the international context.
Course Outcomes:
The students will be able to
23. Get knowledge on international monetary system.
24. Analyze foreign exchange market and evaluate foreign exchange exposure and risk
25. Conceptual and analytical frame work of international financial institutions and
working capital management.

9.Having problem solving ability – solving social issues and business problems.
17.Having an ability to use techniques, skills and modern managerial tools & techniques necessary
Module:1 Introduction to International Finance 4 hours CO: 1

Introduction, Meaning, Nature, scope, Importance, Gold Standard, Bretton Woods system,
Exchange rate regimes, fixed and floating exchange rates.
Module:2 UNIT II: FOREIGN EXCHANGE 8 hours CO: 2

MARKET
Function and Structure of the Forex markets, major participants, types of transactions and
settlements, Foreign exchange quotations, process of arbitrage.
Module:3 MANAGEMENT OF FOREIGN 6hours CO: 2

EXCHANGE EXPOSURE AND RISK
Types of Exposure, Foreign Currency Exposure, Economic Exposure, Operation exposure,

Interest rate exposure. Theories - Purchase Power Parity - Interest Rate Parity – International
Fisher Effect
Module:4 UNIT IV: CROSS-BORDER INVESTMENT 4 hours CO:3

DECISIONS
Capital budgeting, Approaches to Project Evaluation, Risk in Cross-border Investment Decisions,

Incorporate Risk in Investment Decisions. Financing Decisions of MNC`s.
Module:5 MULTINATIONAL FINANCING 6 hours CO: 3

INSTITUTIONS AND WORKING
CAPITAL MANAGEMENT
The International Bank for Reconstruction and Development, the International development
MBA Page 82
association, The International Finance Corporation, International monetary fund, Export and
Import financing.
Module:6 Contemporary Issues 2 hours CO: 2,3

Guest Lecture from industry experts on contemporary International financial issues.

8. Jeff Madura, Multinational Financial Management, New Delhi : Cengage Pvt Ltd, 2015
9. Apte P G, International Financial Management, New Delhi: Tata McGraw Hills,
publications, 2008.
3.Shapiro Alan C, Multinational Financial Management, New Delhi : Wiley India Pvt Ltd,
2008
4. T. Siddaiah International Financial Management, Pearson, 2009.
5 .O.P.Agarwal , International Financial Management Himalaya publishing house.
Reference Books
4. Machi Raju International Financial Management, HPH, 2008.
5. V. A Avadhani International Financial Management, Himalaya 2008
6. Eiteman & Stonchill, “Multinational Business Finance”, Addisen Wesley Longman,
New Delhi,2001
7. Adrian Buckley, “ The Essence of International Management”,1995
8. Abdullah Faud.A. “Financial Management for the Multinational Firm”, 1987.
Mode of Evaluation
1 2 3 4 5 6
Midterm 20 √

Total 100
MBA Page 83
Course code Management Control Systems L T P J C
BMT6132 3 0 0 0 3
v. 01.00
Course Objectives:
The course is aimed at to provide students
1. To enable students to develop specialised knowledge of managerial and
organisational control, including the systems and tools used by managers to ensure
that the actions and decisions of employees agree with the aims and strategies of
the company.
2. A further aim is to enable students to develop the ability to use relevant concepts in
discussions of control and control systems and to reflect critically on these control
solutions.
 Students will be able to
 Explain the aim and role of control in an organization.
 Identify relevant issues of the design, implementation and follow-up of an organisation’s
control system
 Categorise different types of budgets, performance indicators and variance analysis.
6.Having an ability to design a Quantitative / product / service solutions applying all the
12.Having adaptive thinking and adaptability
Module:1 Management Control system 4 hours CO: 1

Management Control System: Meaning, Nature, Basic concepts, Process, scope and boundaries
of Management control system, Internet impact on Management Control System, Characteristics
of a good Management control system.
Module:2 Responsibility centres 6 hours CO: 2
Purpose and types of responsibility centres- Expense centres-Marketing centres-R&D centres-
Investment centres-Profit centres-EVA-Multiple performance measures.
Module:3 Budget : A tool of Management control 6 hours CO: 3
Budget: Meaning of a Budget , Budgetary control , Objectives of budgetary control , Essential
features of Budgetary Control& merits , Steps in budgetary Control , Types of Budgets , Flexible
Budget , Limitation of Budget Control, Management action.
Module:4 Management Control through Variance 6 hours CO: 3
Analysis
Standard Costing: Definition and difference between Standard cost and Budgetary Control,
Establishment of standards, Variance analysis, Material cost variance, Material price variance,
Material usage variance and sales variances. Management Action.
Module:5 Performance management system 6 hours CO: 3
Performance measures: Need, financial and non-financial performance measures, Cost reductions
and value enhancement, Monitoring performance and reporting.
Guest Lecture from industry experts on contemporary issues related to management action on
various organizational issues.
MBA Page 84
Text Book(s)
1. Management Control Systems, Robert Anthony and Vijay Govindarajan, McGraw Hill
Publication, 12th edition.
Reference Books
1. Management Control Systems, Pradip Kumar Sinha, Excel Publication, Latest Edition.
2. Management Control Systems, N Ghosh, PHI Publication, Latest Edition.
3. Modern Management Control Systems, Kenneth A Merchant, Pearson Publication, Latest

Edition.
1 2 3 4 5 6
Midterm 20 √ √ √ √

Total 100
MBA Page 85
Course code Management of Banks L T P J C
BMT6133 2 0 0 4 3
v. 02.00
Course Objectives:
 To familiarize the students on the overview of Indian Banking System and policies
 To help students to identify the role played by the Central Bank and instruments of credit
control.
 This course comprehensively covers the Indian aspect of banking it not only delves in the
traditional but also contemporary topics on banking
26. Knowledge of Indian banking, other contemporary issues and developments in the banking
industry.
27. Understand different banking concepts and regulations.
28. Understand various banking products, use and applications.
29. Knowledge of emerging Banking Technology concepts and Fintech.
30. Assimilate modern banking operations and applications.
Student Learning Outcomes (SLO): 1,2,10,17
applications
10. Having a clear understanding of professional and ethical responsibility
Indian Banking System: History–growth –nationalization-emerging trends –classification.
Banking regulation: Monitoring and Control- Central banking-RBI and its functions – Annual
policy –monetary policy, Policy rates-PLR-BPLR - statutory reserves-CRR&SLR.
BIS role and functions –Basel Accord - Basel I, II, and III and implementation in Indian Banks.
Module:2 Banking Products and Services 5 hours CO: 1,3
Retail banking and Private banking product and services: Deposit, Credit cards, Negotiable
instruments, Personal loan, home loan, vehicle loan, educational loan and gold loan.
Rural Banking, Microfinance and Financial Inclusion: Rural Banking in India; RBI guidelines
for Inclusive growth, Micro finance.
Customer relations – Know your Customer (KYC) guidelines, Anti Money Laundering
Module:3 Banking Operations 8 hours CO: 1,2,5
Loans and Advances: Secured Advances, Agricultural Finance, credit to priority sectors.
Corporate banking –debt restructuring –working capital financing –loan syndication/ consortium
advance
International Banking – Forex dealing room operations - FEDAI guidelines - Letter of Credit -
Foreign Exchange and Export finance - Exporters Gold Card Scheme - Forfaiting and Factoring -
Exchange and Trade Control Guidelines for Importers Trade Credit – Supplier’s Credit and
Buyer’s Credit Risks in Foreign Trade – Role of ECGC, Role of EXIM Bank.
Investment Banking – Structure - Innovation and New Products - Mergers & Acquisitions
Development Baking – International development banks – Role – Functions - Products and
MBA Page 86
Management.
Offshore Financial Centers.
Principles of Lending: Borrower’s capacity analysis - Financial statement analysis - ratio
analysis of the applicant.
Management of Non-performing Asset.
Module:4 Banking Technology and Fintech 5 hours CO:4
Electronic Banking -Core Banking - Electronic Products - Banking Technology – Distribution
Channels – Teller –Machines at the Bank Counters - Cash Dispensers – ATMs - Anywhere
Anytime Banking – Home Banking (Corporate and Personal) Electronic Payment Systems
Electronic funds transfer systems - plain messages - (Telex or data communication) – structured
messages - (SWIFT etc...)-RTGS –NEFT.
Fintech – Future of financial services, Embedding fintech in banking, Developing fintech
framework.
Module:5 Analyzing Bank Performance 5 hours CO: 1,2,5
Balance sheet; income statement; profitability, liquidity and solvency analysis; CAMELS.
Asset Liability Management: RBI guidelines on asset liability management.
Guest Lecture from industry experts on contemporary developments in the Banking system of
India
and Quizzes.
Text Book(s)
1. Peter Rose, Sylvia Hudgins, (2014), Bank Management and Financial Services, 8th
edition, McGraw Hill
2. Padmalatha Suresh Justin Paul, (2014), Management of Banking and Financial Services,
3rd edition, Pearson Education, India.
Reference Books
1. Kanhaiya Singh, VinayDutta, (2013), Commercial Bank Management, 1st edition,
McGraw Hill.
2. IIBF, (2010), Security and Electronic Banking, 2nd edition, Macmillan India.
3. CAIIB, (2010), Retail Banking, 1st edition, Macmillan Publishers, India.
4. Finance Indian Institute Of Banking, (2010),Banking Products And Services, Taxmann
Allied Services Pvt. Ltd..
Mode of Evaluation
1 2 3 4 5 6
Midterm 20 √

otal 100
MBA Page 87
Course code Risk Management in Banks L T P J C
BMT6134 3 0 0 0 3
v. 02.00
Course Objectives:
 To know and understand the different types of risks in banks.
 To identify, measure and control risks.
 To understand the regulatory frame works in regard to risk management in Banks.
31. Knowledge of risk management issues in banks.
32. Understand different risks faced by banks, risk mitigation, tools and techniques used and
risk management framework and process.
33. Evaluate different market risk and credit risk concepts and applications in banks.
34. Understand advanced risk management methods of multinational banks.
35. Assimilation of various regulatory requirements and the solutions in the risk world.
applications
Module:1 Introduction To Risk 4 hours CO: 1,2
Understanding Risk - Nature of Risk, Source of Risk, Need for risk management, Benefits of Risk
Management, Risk Management approaches. Risk Classification using ERM Wheel. Information
Technology support in Mitigating the risk management. Role of Chief finance office, Chief risk
officer and Chief information officer in mitigation of risk in banks.
Module:2 Market Risk & Exchange rate Risk 6 hours CO: 2,3,4
Market Risk – Identification-measurement-mitigation-risk and regulatory capital. Portfolio Beta -
PV01 - Portfolio duration - Key rate duration – Convexity - Spread analysis - Yield curve analysis
- Concept of Value at Risk - Types of VaR measures - VaR reporting to RBI - Stress testing and
back-testing VaR - Conditional VaR and its relevance - Comparison between VaR and cVaR.
Exchange rate risk- drivers- measurement- risk management – forecasting- tools- futures, options
and swaps.
Module:3 Interest rate risk & Liquidity risk 7 hours CO: 2,3,4
Interest rate risk-relationship between interest rates and option free bond prices. Duration and
Price volatility. GAP and earnings sensitivity. Measuring Interest rate risk with duration gap.
Economic value of equity sensitivity analysis.Usage of derivatives to manage Interest risk- micro
hedging- macro hedging- SWAPS-caps –floor
Liquidity risk – objective- CRR& SLR measures-Funding the bank- Liquidity management-
Asset liability management – objectives- ALCO- functions – risks. ALM – Risk control and
hedging. ALM systems in Banks- RBI Guidelines. Strategies to mitigate liquidity risk.
Module:4 Credit risk 6 hours CO:2,3,4
Drivers- capital adequacy- risk rating and pricing-loan policy – capital requirement- credit risk
approach – credit ratings- stress test. Credit risk mitigation - Credit derivatives, Securitization.
Credit risk management strategies – Credit VaR- Analysis of counterparty credit ratings and
adjustment of credit spreads in the valuation etc. - Credit default swaps (CDS).
Sovereign Credit Rating – Rating - Probability of Default (PD) – LGD - Stress testing - Early
MBA Page 88
Warning - Scenario Building etc.
Module:5 Operational risk & Technology risk 5 hours CO: 1,2,4
Operational risk- definition- types- events. Operational risk management practices- approaches-
organizational setup- responsibilities. Identification- measurement- monitoring- mitigation-
internal audit. Strategies to mitigate operational risk.
Technology risk: Identify the drivers and strategies to mitigate the technology risk.
Guest Lecture from industry experts on contemporary risk management practices in Indian
Banks.
and Quizzes.
Text Book(s)
1. Anthony Saunders, Marcia Millon Cornett,(2014),Financial Institutions Management: A
Risk Management Approach, McGraw Hill.
2. Padmalatha Suresh, Justin Paul, (2014), Management of Banking and Financial Services,
3rdedition, Pearson Education, India.
3. Don M. Chance, Robert Brooks, (2015), An Introduction to Derivatives and Risk
Reference Books
1. Michel Crouhy, Dan Galai, Robert Mark, (2014), The Essentials of Risk Management,
McGraw Hill.
2. John Hull, (2012), Risk Management and Financial Institutions, Wiley.
3. IIBF, (2010), Risk Management, Macmillan.
4. Joel Bessis, (2009),Risk Management in Banking, John Wiley & Sons Ltd.
Mode of Evaluation
1 2 3 4 5 6 7
Midterm 20 √

Total 100
MBA Page 89
Course code Security Analysis and Portfolio Management L T P J C
BMT6135 3 0 0 0 3
Pre-requisite BMT6111, 6115 Syllabus version
v. 01.00
 To help the participant comprehend the relationship between risk and return in investment
and assimilate the portfolio theories to design the optimal portfolio. To equip in evaluating
the performance of the constructed portfolio and to revise if needed.
1. Understand the meaning of investment and the characteristic features of various investment
instruments
2. Understand the different types of risks and its impact in valuation of securities.
3. Assimilate the macro-economic factors influencing the value of any business.
4. Apply the quantitative technical indicators to take trading decisions.
5. Visualize the meaning and types of efficient capital market.
6. Comprehend the portfolio and capital market theories and apply to formulate the optimal
portfolio based on the investor constraints.
7. Evaluate the performance of different portfolios by applying quantitative tools to identify
the best investment alternatives in designing and re-designing the portfolio.
applications
Module:1 Investment, Risk and Return & Valuation of 6 hours CO: 1,2
Securities
Concepts of investment – Sources of investment information- Investment Instruments. Investment
cycle.
Concept of total risk, factors contributing to total risk: default risk, interest rate risk, market risk,
management risk, purchasing power risk, systematic and unsystematic risk.
Bond and fixed income instruments valuation –valuation of equity and preference shares.
Module:2 Fundamental and Technical Analysis 6 hours CO: 3,4
Concept of intrinsic value. Objectives and beliefs of fundamental analysts. Economy-Industry-
Company framework, Economic analysis and forecasting.
Technical analysis: Points and figures chart, bar chart, RSA, RSI, Moving average analysis,
MACD, Japanese Candlesticks.
Capital allocation between risky and risk free assets-Utility analysis
Module:3 Efficient Market Hypothesis 5 hours CO: 5
Market mechanism, testable hypothesis about market efficiency, implications of efficiency market
hypothesis for security analysis and portfolio management.
Module:4 Portfolio Theory and Capital Market Theory 5 hours CO:6
Markowitz portfolio theory. Risk and risk aversion. Efficient Frontier and Utility.
Capital Market Theory – Capital Market Line (CML) & Separation Theorem, Market Portfolio,
Security Market Line (SML) Capital Asset Pricing Models - CAPM and Arbitrage pricing
theories.
MBA Page 90
Module:5 Portfolio Management Strategies and 6 hours CO: 7
Portfolio Performance Evaluation
Passive Vs Active management - Passive strategies and active strategies of Portfolio Management.
Asset Allocation Strategies.
Portfolio Evaluation Measures – Sharpe ratio, Treynor ratio and Jensen’s Alpha. Portfolio
monitoring and revision.
Module:6 Contemporary Issues 2 hours CO: 1,2,3,4,5,6,7
Guest Lecture from industry experts on contemporary practices in formulation of
effective portfolio for the clients.

and Term Paper
Text Book(s)
1. Frank K. Reilly, Keith C. Brown, (2012), Investment Analysis and Portfolio Management,
10th Edition, Cengage Learning.
2. Herbert B. Mayo, (2017), Investments – An introduction, 12thEdition, Cengage Learning.
Reference Books
1. ZviBodie, Alex Kane, Alan Marcus, Pitabas Mohanty, (2017), Investments, 10thedition,
McGraw-Hill.
2. ShaliniTalwar, (2016), Security Analysis and Portfolio Management, Cengage Learning.
3. Prasanna Chandra, (2017), Investment Analysis and Portfolio Management,5th edition,
McGraw Hill
4. Dhanesh kumar Khatri, (2012), Investment management and Security analysis – Text and
cases, 2ndedition, Trinity Press.
5. M. Ranganatham, R. Madhumathi, (2011), Security Analysis and Portfolio Management,
2ndedition, Pearson Education.
Mode of Evaluation
1 2 3 4 5 6 7

Total 100
MBA Page 91
BMT FinTech and Investment Analysis L T P J C
6205 0 0 6 0 3
Course Objectives:

1. Imparting a conceptual and actionable introduction to Fintech and Investment analysis
2. Providing an understanding of how the stock market operates and the critical decision
points
3. Developing the capability in terms of the applications of tools and techniques in
analyzing and solving problems related to investment
CO1: Apply the concepts and computational basics in the real world financial market scenario
CO2: Formulate trading strategies by identifying the patterns in trading and market price movements
CO3: Evaluate portfolios through systematic technical and fundamental analysis
CO4: Collaborate and compete with trading groups in a simulated environment and extend to the real
investment scenarios
CO5: Demonstrate decision dynamics to attain the investment objectives in a stock market environment

4. Having Sense-making Skills of creating unique insights in what is being seen or observed (Higher
level thinking skills which cannot be codified)
17. Having an ability to use techniques, skills and modern managerial tools & techniques necessary for
business practice
8. Having Virtual Collaborating ability
19. Having a good cognitive load management skills
MBA Page 92
Lab Experiment Simulate and critically validate the performance of various asset classes - 6 hours
1 Stock (Reliance, HDFC Bank as an example), Gold and Bonds
(Government Securities as an example), in terms of Return, Risk, Sharpe
Ratio, over the time period 2011 till current date
Lab Experiment Based on the results in Lab experiment 1, provide the reasoning as to why 4 hours
2 a particular asset class have a higher Risk/Standard deviation as
compared to others
Lab Experiment Simulate and provide reasoning, with examples on how asset allocation 6 hours
3 across asset classes reduces risk/standard deviation of the portfolio
Lab Experiment Study the performance of Exchange Traded Funds in Indian Market, 4 hours
4 critically evaluate the performance of ETF and market penetration of
ETF’s in India
Lab Experiment Study the performance of Large Cap ETF’s, vs Gold ETF from the time 4 hours
5 period 2011 to till Date
Lab Experiment Construct a portfolio with leverage, for a time period 2015 to till date and 4 hours
6 study how leverage impacted the performance of the portfolio
Lab Experiment Constructed a market neutral hedged portfolio for NIFTY50 benchmark, 4hours
7 validate the performance from 2016 to till date
Lab Experiment Simulate and critically validate the performance of Momentum strategy 6hours
8 for Financial Sectors, validate the performance for the time period 2011
till 2014
Lab Experiment Simulate the performance of market neutral Momentum strategy for 4 hours
9 NIFTY50, evaluate the results for the period 2011 till date
Lab Experiment Simulate the performance of market neutral momentum strategy for 6 hours
10 sectors - Industrials, Technology, Energy and Communications, provide
the reasoning performance of the strategy
Lab Experiment Simulate the performance of Value Investing strategy, using Book to 6 hours
11 Market, Earnings to Price and evaluate the results for the period 2014 to
till date
Lab Experiment Construct a portfolio with the combination of Momentum and Value 6 hours
12 Strategy, evaluate the performance of the portfolio for the period 2014
till date
Lab Experiment Compute the valuation of the Tata Consultancy Services using 4 hours
13 discounted cash flow approach
Lab Experiment Compute the valuation of a FinTech start-up using the discounted 4 hours
cashflow approach
14
Lab Experiment Study the emerging FinTech players in India and United States and 6hours
15 provide reasoning on the importance of customer experience in building
the product
Lab Experiment Study the role of Government agencies and the FinTech eco-system in 4 hours
16 promoting the growth of FinTech sector in India
Lab Experiment Study how “Payments” landscape have evolved in India, China and 6 hours
17 United States Market, articulate your reasoning the growth in these
markets and with adoption due to newer technologies
Lab Experiment Study how “Asset Management & Investment Management” industry 6 hours
MBA Page 93
18 have evolved in India and United States market, articulate with
reasoning on the changing business landscape
Text Book(s)
1. Jutla, S. – Sundararajan, N. (2016): India’s FinTechEcosystem. In: The FinTech Book: The FinancialTechnology Handbook
for Investors, Entrepreneursand Visionaries
2. John Hill, (2018) Fintech and the Remaking of Financial Institutions, Elsevier Publication, 1st Edition ISBN: 978-
0128-134-979
Reference Books
1. Osterwalder, A. – Pigneur, Y. (2010): Business ModelGeneration: A Handbook For Visionaries, Game
Changers, And Challengers. New York: John Wiley& Sons
2 Van der Kleij, E. (2016): Tech Giants Becoming Non‐Bank Banks. In: The FinTech Book: The
FinancialTechnology Handbook for Investors, Entrepreneursand Visionaries
3 Bhandari, M. (2016): India and the Pyramid of Opportunity.In: The FinTech Book: The Financial
TechnologyHandbook for Investors, Entrepreneurs andVisionaries
Mode of Evaluation :
Final Assessment Test 40
Total 100
Recommended by Board of Studies
Approved by Academic Council No. Date
MBA Page 94
Course code Advanced Marketing Research with Multivariate Analysis L T P J C
BMT6137 2 0 2 0 3
v. 01.00
Course Objectives:
 The course is aimed at improving students’ knowledge and skills in diagnosing and measuring
marketing problems and data based decision making, advanced qualitative and quantitative data
collection and analysis, multivariate statistical tools, and marketing intelligence in the context of
marketing application. The course will use hands on experiential learning methods to impart and
strengthen the required skills and knowledge.
Course Outcome:
6. Develop strong understanding and applying the marketing research process, appropriate
methodologies and their relevance in identifying marketing problems
7. Identify options available to researchers for collecting and analyzing marketing research data
including emerging technologies
8. Learn to analyse data through relevant and right multivariate statistical tools for marketing problems
9. Acquire the skills for communicating results effectively
10. Hands-on learning by completing 2 and 3 above in the context of a client-based MR project
[4] Having Sense-making Skills of creating unique insights in what is being seen or observed
[14]Having an ability to design and conduct case analysis, simulation / survey / experiments, as well
as to analyze and interpret data
[17] Having an ability to use techniques, skills and modern managerial tools & techniques necessary
[5] Having design thinking capability
Module:1 Introduction to Advanced Marketing Research 2 hours C01 - SLO: 4
Need for MR and the Value of Information - Defining the marketing research problem  Specifying the
marketing research objectives and research process
Module:2 Traditional and Contemporary Data Collection 3 hours C02 - SLO: 14
Methods and Sampling
Qualitative and Quantitative Research Methods – Mobile Technologies and Survey Research –
Measurement and Scaling – Instrument Design and Administration - Sampling Methods: Design,
Procedures and Statistical considerations
Module:3 Identifying relationship between marketing 5 hours C03 & 05 - SLO: 17
variables
Dependence Techniques: Canonical Correlation Analysis - Multiple and Logit Choice Model –
Discriminant Analysis – MANOVA and Conjoint Analysis - Hands on experience with R Program and
SPSS.
Module:4 Reducing the Collected Data into Manageable 6 hours C03 & 05 - SLO: 17
information and confirmation
Exploratory and Confirmatory Factor analysis - Classifying customers with interdependence multivariate
techniques: Custer Analysis - Multidimensional Scaling and Correspondence Analysis - Partial Least
Squares Regression (PLS) - Hands on experience with R Program and SPSS.
Module:5 Communicating results and New Direction in 2 hours C02 - SLO: 5
MR
Communicating Marketing Research Results - International Market Research Issues – Marketing Research
Ethics - New Directions in Marketing Research
Module:6 Contemporary Issues 2 hours C02 - SLO: 5
Guest Lecture from industry experts on- Emerging Marketing Research Techniques
MBA Page 95
# Mode: Flipped Class Room, Case Discussion, Lectures and

Project
Text Book(s)
1. Naresh K. Malhotra (2019) Marketing Research: An Applied Orientation, 7th Edition Pearson
Education,ISBN-13: 978-0134734842
Reference Books
1. Dawn Iacobucci (2014), Marketing Models: Multivariate Statistics and Marketing Analytics,
Createspace Independent Publishing Platform, ISBN 13: 9781502901873
2.
V. Kumar, Robert P. Leone, David A. Aaker, George S. Day and Gopal Das (2018), Marketing
Research, 13th Edition, Wiley Publication, ISBN: 9788126577125
3.
Hair, J.F., Jr., Black, W.C., Babin, B.J. & Anderson, R.E. (2014). Multivariate data analysis: Pearson
new international edition (7th ed.). Upper Saddle River, N.J.: Pearson Education. ISBN:
4 9781292021904.
Sarstedt, M.; Mooi, E. (2019), A Concise Guide to Market Research: The Process, Data, and Methods
Using IBM SPSS Statistics. Third Edition, Berlin: Springer Berlin
Mode of Evaluation
4 14 17 5
Midterm 20 √ √ √ √
Final Assessment Test 40 √ √ √ √

Total 100
Practical 100 100
MBA Page 96
Course code Advanced Selling and Negotiation Skills L T P J C
BMT6138 2 0 0 4 3
Course Objectives:
1. Establishing an experiential platform that signifies the role of sales and negotiations in
achieving an organization’s goals
2. Enhancing the understanding of the importance of preparation in a negotiation deal, using
proven models for a win-win deals
3. Familiarize students with ethical practices in selling and negotiation
1. Comprehend the selling and negotiation process, the relationship between sales and
marketing, customer relationship management (CRM), selling scenarios, and issues in
recruiting, training, motivating, compensating and retaining salespeople with high-level
negotiation skills.
2. Enhance their capability to sense and strategise the needs and selling / negotiation
techniques
3. Anticipate the organizational requirements from salesmanship
4. Understand the extended job profile of sales reporting, analysis and auditing
Module:1 Concepts of Selling, Sales Organization 3 hours CO:1
Sales Management : Evolution of sales function - Objectives of sales management positions -
Functions of Sales executives - Relation with other executives Sales Organization and
relationship :- Purpose of sales organization - Types of sales organization structures - Sales
department external r elations - Distributive network relations.
Module:2 Theories of personal selling and Selling 3 hours CO: 1
strategies
Theories of personal selling - Types of Sales executives - Qualities of sales executives -
Prospecting, pre-approach and post-approach- Organizing display, showroom & exhibition
-Sales Presentations
Module:3 Negotiation strategies and Stages 4 hours CO: 1,2
Negotiation strategies – Distributive Negotiations- Integrative Negotiations - Conflict and Dispute
Resolution- reasons for negotiations breakdowns - Legal aspects in Sales & Negotiation
Negotiation stages - The Preparation Stage - Preparing a range of objectives - Constants and
variables - Researching the other party
The Discussion Stage - Rapport building - Opening the negotiation -Questioning techniques -•
Listening skills - Controlling emotions- Art of persuasion and emotions – ethics in sales
Module:4 Negotiating Intelligence, Bargaining & 4 hours CO: 2,3

Closing
Negotiating Intelligence - Influencing and assertiveness skills- Spotting the signs - non-verbal
communication and voice clues
MBA Page 97
The Proposing Stage - Stating your opening position- Responding to offers – Adjournments -
Administering Contracts and Role of Negotiations
The Bargaining and Closing Stage -• Making concessions - the techniques - Closing techniques -
Confirming agreement
Module:5 Sales force Administration & Management 4 hours CO: 3, 4
Sales Analysis - Sales quotas -sales budget - sales territory average and - sales audit
Sales Force Management - - Recruitment and Selection -- Sales Training -- Sales Compensation -
Module:6 Contemporary Issues 2 hours CO:1,2, 3,4
Guest lecture by industry experts on Role of information technology in Sales Management
Text Book(s)
1. Charles Futrell (2004), Sales Management, 6th Edition, Thomson South Western
2. Selling: Building Partnerships, 7th Edition. Barton A Weitz, Stephen B Castleberry, and
John F Tanner. McGraw Hill, 2009.
Reference Books
1. Negotiation and Dispute Resolution, Beverly DeMarr and Suzanne De Janasz. Prentice
Hall, 2013.
2 Essentials of Negotiation, 5th Edition, Roy J Lewicki, Bruce Barry, and David M
Saunders, McGraw Hill, 2011
3 Mastering the ISDA Master Agreements: A Practical Guide for Negotiation, 3/e
Paul Harding, Pearson/FT Press, 2010.
Mode of Evaluation
2 17 20 14
Midterm 20 √
Final Assessment Test 40 √ √ √

Total 100
Project
Review 1 20 √ √ √ √
Review 2 30 √ √ √ √
Review 3 50 √ √ √ √
Total 100
MBA Page 98
Course code Advertising & Promotions Management L T P J C
BMT6139 3 0 0 0 3
Course Objectives:
 To understand how advertising and promotions efforts adds value to organizations

 To learn how to develop an advertising and promotions plan
 To be able to present the advertising and promotions plan effectively to business
audiences
Course Outcome:
At the end of the course the student should be able to:
1. Set advertising objectives based on the marketing situation
2. Craft message and media strategy
3. Build a comprehensive promotions plan
4. Design an advertising plan based on marketing objectives
5. Evaluate the advertising and promotions effort

[9]Having a clear understanding of professional and ethical responsibility
[14] Having an ability to design and conduct case analysis, simulation / survey / experiments, as
[17]Having an ability to use techniques, skills and modern managerial tools & techniques
[18]Having critical thinking and innovative skills
Module:1 Advertising and the marketing process 3 hours CO:1,SLO:2

Integrated Marketing Communications Functions, Advertising Planning Process- Brand
communication process and its integration, Consumer brand decision making, Roles of
Segmentation, Targeting, and Positioning in Advertising and Promotions planning
Module:2 Advertising models and budgets 3 hours CO:1,SLO:14
Communications and Advertising models-Advertising objectives based on Brand outcomes-
Setting advertising and promotions budgets
Module:3 Creative and Media Strategy 4 hours CO:2,4
SLO:14,17
Creative Strategy- Creative Concept and Messages, Message Execution, Appeal styles, Print,
Broadcast, and Out-of-Home Media, Internet, Interactivity, and e-Commerce Media
Media planning and strategy, media budgeting, planning for different media, media scheduling
and execution, Develop an ad plan
Module:4 Sales Promotions 4 hours CO:5,SLO:18
Consumer Sales Promotion, Channel Marketing: Trade Sales Promotions and Co-Marketing,
Personal Selling, Public Relations and Brand Publicity, Direct Marketing and Customer Service,
Product Placements, Events, Sponsorship
Module:5 Measurements and Ethics 4 hours CO: 3, SLO:9,18
MBA Page 99
Different metrics for evaluation of different communication channels, Evaluation criteria for
different communication channels, Measurement of effectiveness
Social, Legal, and Ethical Issues in Advertising & Promotions, Advertising in Global markets
Module:6 Guest Lecture 2 hours CO:1,2, SLO:2,9
Latest trends in advertising and promotions management in traditional and new age media
Text Book(s)
1. William Chitty, Nigel Barker, Valos, Terence Shimp, (2013), Advertising, Promotion and
other aspects of Integrated Marketing Communications,9thedition, Cengage Learning.
2. Belch, Belch, Kerr, Powell, (2012), Advertising and Promotion: An Integrated Marketing
Communication Perspective, 2ndedition,McGraw-Hill.
Reference Books
1. Kenneth Clow, Donald Back, (2015), Integrated Advertisements, Promotion and
Marketing Communication, 7th Edition, Prentice Hall
2. Duncan T, Ouwersloot H, (2008), Integrated Marketing Communications. European,
McGraw-Hill.
3. Wells, Burnett, Morairty, (2006), Advertising Principles & Practices, 7thedition, Pearson
Education.
Mode of Evaluation
2 9 14 17 19
Midterm 20 √ √ √ √ √

Total 100
Project 100
Review 1 20 √ √ √ √ √
Review 2 30 √ √ √ √ √
Review 3 50 √ √ √ √ √
MBA Page 100

Course code Brand Management L T P J C
BMT6140 3 0 0 0 3
Pre-requisite Syllabus
version
Course Objectives:
This course enables the student
1. Analyze different branding strategies
2. Contrast the various elements in brand management
3. Differentiate between customer-based and other forms of evaluating brand equity
11. Classify branding types
12. Apply branding elements in marketing mix’
13. Explain the effect of different branding strategies
6.Design a Quantitative / product / service solutions applying all the relevant standards and
with realistic constraints, in different managerial contexts
9. Solve problems - social issues and business problems
12.Have adaptive thinking and adaptability
14.Have an ability to design and conduct case analysis, simulation / survey / experiments, as
well
18.Have critical thinking and innovative skills as to analyze and interpret data
Module:1 Basics of Brand Management 5 hours SLO: 12, 14

Brands vs Products – Branded offerings –Branding goods –services-People- location- ideas –
Digital Brands – Strategic Brand management process
Module:2 Building Brand equity 5 hours SLO:6,9, 12
Customer based Brand equity – Brand Knowledge –Building brands –Keller’s pyramid model-
Aaker’s and Kapferer’s models
Module:3 Creating Brands 5 hours SLO:18,14, 9
Brand Positioning-Core brand associations- Brand Essence and Brand Mantra- Brand elements –
Role of Semiotics –Brand Auditing
Module:4 Marketing programs and Brand 6 hours SLO:9,12,18
communication
Marketing Programs to build brand equity-Product –Pricing and channel strategy- Digital and
conventional brand communication
Module:5 Brand equity and Branding strategies 6 hours SLO:14,9,6
Measuring Brand equity – Brand Value chain - Brand tracking studies- Quantitative and
qualitative research for brand valuation. Brand strategy – Brand Architecture and hierarchy-
Brand extensions and new brands – Co-branding –Reinforcing, revitalizing and adjusting brand
portfolio- Challenges and trends
Module:6 Contemporary Issues 3 hours SLO:12,14,18
Guest Lecture from industry experts on branding in the digital era
Text Book(s)
Kevin Lane Keller, M.G, Parameswaran MG and Jacob Isaac, (2015), Strategic Brand
Management, 4th edition , Pearson education.
Reference Books
David Aaker(2015), Aaker on Branding: 20 Principles That Drive Success, SAGE
Harsh V. Verma (2013), Brand Management Text and Cases, Excel Books
Jean Noel Kapferer, (2013), The New Strategic Brand Management, Kogan Page India Pvt Ltd
MBA Page 101

Laura Busche, (2014), Lean Branding-Creating Dynamic Brands to Generate Conversion, Shroff
Publishers and Distributors Pvt. Ltd.
Karthikeya Kompella (ed.) (2014), The Definitive Book of Branding,New Delhi:Sage Response
Rajendra K. Srivastava and Gregory Metz Thomas (ed.) (2016), The Future of Branding,New
Delhi, Sage Publications India Pvt. Ltd.
Mode of Evaluation
1 2 3 4 5 6 7 8 9
Midterm 20
Assignments 40
Total 100
MBA Page 102

Course code Business to Business Marketing L T P J C
BMT6141 3 0 0 0 3
Course Objectives:
 To provide students an understanding of complexities of Business to Business Marketing
and give exposure to the new issues of the market.
 To allow students to understand the concepts of Product, Price, Promotion and Channel
Strategies for B2B Marketers.
 To analyze the Organizational Buying Behvaiour and Decision Making process of the
industry.
Course Outcome (CO): At the end of the course the student should be able to :
1. Systematically analyse the problems and able to arrive at decision making in B2B market.
2. Understand the needs of the business market through comprehensive knowledge about the
market
3. Gather knowledge on Decision Making, communication skills required for Business
marketing.
4. Apply negotiating skills learned in the dynamic business market.
5. Illustrate the concepts to Buyer-Seller Relationship, Supply Chain Management and
Customer Relationship
[2] To have a clear understanding of the subject related concepts and of contemporary issues
[3] To have an ability to be socially intelligent with good SIQ (Social Intelligence Quotient)
and EQ (Emotional Quotient)
[4] To have Sense-making Skills of creating unique insights in what is being seen or observed
[8] To have Virtual Collaborating ability
[9] To have problem solving ability – solving social issues and business problems
[10] To have a clear understanding of professional and ethical responsibility
[12] To have adaptive thinking and adaptability
[16] To have a good working knowledge of communicating in English
[18] To have critical thinking and innovative skills
Module:1 Organizational Buying 6 hours SLO: 2
Business Marketing versus Consumer Marketing, Customer Value Proposition, Trends, Exploring
Business to Business Environment, Customers, Organization and Marketing.
Organizational Buying and Decision Process, Buyer Behaviour and Motivation, Buying Center,
Buying Phases and the Buy-grid framework, Buyer-Seller Relationship, Supplier Choice and
Evaluation, Purchasing Function and Documentation.
Module:2 Assessing Marketing Opportunities and 5 hours SLO:4,18
Formulating Product Strategy
Market Research, Segmenting, Targeting and Positioning, Developing Product, Service and Value
of the offering, Industrial Product Life-cycle, New Product Development Process, Innovation and
Competitiveness, Business to Business Branding.
Module:3 Channel Relationships and Communication 5 hours SLO:8,12,18
Channel Design and Management, Channel Opportunities and Relationships, Channel Motivation
and Conflicts.
Elements of the Promotion Mix, Managing B2B Advertising – Budget, Message and Media
Strategy, Internet Communication with the Market, Trade Shows Strategy.
Module:4 Distribution 6 hours SLO:9,16
MBA Page 103

Distribution : Distinctive Nature, Channel Design, Managing and Administering Channel
Members, Direct & Indirect Channels, Supply Chain and Logistics Management
Pricing and Negotiation : Pricing Basics and Objectives, Price Models and Skills, Pricing
tactics, Negotiated Pricing
Module:5 6 hours SLO: 3,10
Managing the Personal Selling Function: Personal Selling, Industrial Sales Force Management,
Sales Force Selection, Training, Control and Evaluation
Customer Retention and Ethics: Delivering Value and avoiding commoditization, Strategies for
Customer Retention, Managing the Product Offering, Key Account Management, Corporate
Requirement Analysis, Customer Relationship Management
Guest lecture by industry experts on B2B Marketing in India
Text Book(s)
1. Michael D. Hutt, Dheeraj Sharma, Thomas W. Speh, (2014), B2B Marketing-A South
Asian Perspective, 11thedition, Cengage Learning.
2. Krishna K. Havaldar, (2010), Business Marketing- Text and Cases,McGraw Hill
Reference Books
1. Robert Vitale, Joseph Giglier, Waldemar, Pfoertsch, (2011), Business to Business
Marketing –Analysis and Practice, Person Education.
2. James C Anderson, James A. Narus, Das Narayandas,(2009), Business Market
Management – Understanding, Creating, and Delivering Value, 3rdedition, Person
Education.
Mode of Evaluation
Midterm 20

Total 100
MBA Page 104

Course code Channel Management Strategies L T P J C
BMT6142 2 0 0 4 3
Pre-requisite Syllabus
version
Course Objectives:
This course enables the student to

 Analyze role of channel members in marketing
 Assess effect of conflict in marketing channels
 Judge the impact of channel decisions on marketing
14. Interpret consequences of channel relationship decisions

15. Apply various power and conflict issues in marketing contexts
16. Justify the use of channels for better customer value creation
[9] Have problem solving ability – solving social issues and business problems
[17] Having an ability to use techniques, skills and modern managerial tools & techniques
[19] Having a good cognitive load management [discriminate and filter the available data] skills
Module:1 Introduction to Marketing Channels 2 hours CO 1 SLO:19,14,9
Channel functions – contribution of channel partners to marketers and consumers
Module:2 Consumers and channels 4 hours CO 3 SLO:14,17,19
Types of channels based on segmentation and service outputs – value propositions
Module:3 Channel management strategies 4 hours CO 2 SLO:9,17,19
Flows- power – conflict- alignment- adaptation – gaps in channel
Module:4 Omni and Hybrid Channels 4 hours CO 1 SLO:9,14
Channel proliferation – online , offline, business to business, business to consumer , vertical and
backward channel integration
Module:5 Channel performance assessment 4 hours CO 3 SLO: 14,17
Efficiency – compensation – performance metrics
Module:6 Contemporary Issues 2 hours CO 1 SLO:9,14,17
Role of disintermediation in disrupting marketing channel strategies
MBA Page 105

Text Book(s)
Palmatier, R., Stern, L., & El-Ansary, A. (2016). Marketing Channel Strategy Routledge.
Reference Books
Furey, T., & Friedman, L. (2012). Channel Advantage, The. Routledge.
Fotiadis, T., & Folinas, D. (2017). Marketing and Supply Chain Management: A Systemic
Approach. Routledge.
Mode of Evaluation
9 14 17 19
Continuous Assessment 60 √ √ √ √
Midterm 20
Project
Review 1
Review 2

Total 100
MBA Page 106

Course code Consumer Behaviour L T P J C
BMT6143 2 0 0 4 3
v. 01.00
Course Objectives:
 To get an insight into the consumer psychological processes in pre-purchase, purchase and
post purchase situations.
 To evolve Marketing strategies based on Consumer Insights derived from purchase
situations.
13. Formulate strategy, brand positioning and marketing communication decisions with the
understanding of consumer behaviour.
14. Analyse the impact of values and customs of different cultures in order to develop
effective marketing strategies
15. Comprehend the underpinnings of psychological theories and insights in the consumer
decision making process
16. Identify global trends in consumer behaviour in order to develop global marketing
opportunities
Student Learning Outcomes (SLO): 1,4, 12,14
1.Having an ability to apply mathematics/ business problem solving techniques in business
applications
4.Having sense- making Skills of creating unique insights in what is being seen or observed.
12.Having adaptive thinking and adaptability.
Module:1 Introduction 2 hours SLO: 1
Concepts, Significance, Dimensions of Consumer Behavior, Relevance of Market Research with
Consumer Behavior.
Module:2 The Consumer Decision Making Process 4 hours SLO: 1,2
Buying Motives and Roles, Consumer Decision Making Process , Models of Consumer Behavior-
The Economic model, Howard Sheth model of Buying Behaviour, Engel, Blackwell and Miniard
(EBM) model
Module:3 Psychological Influences on Consumer 5 hours SLO: 2,3
Decision Making -I
Consumer’s Needs & Motivation, Personality and Consumer behaviour, Brand Personality, Self
and Self-image, Consumer Perception, Risk and Imagery
Module:4 Psychological Influences on Consumer 5 hours SLO:2,3
Decision Making –II
Consumer Learning, memory, Consumer Attitude: Belief, Affect-Mood and Emotions, Attitude
and Intention, Attitude Formation and Attitude Change, Consumer Involvement, Influence
Module:5 Sociological Influences on Consumer Decision 2 hours SLO: 3,4
Making
Sociological Influences on Consumer Decision Making: Consumer groups, reference groups,
Family & Its social standing-Culture's influence on consumer behaviour- Cross cultural consumer
behaviour. Other Influences and Trends in Consumer Behaviour: Diffusion and adoption of
innovations- Marketing ethics and social responsibility, Dark side of consumer behavior
Module:6 Contemporary Issues 2 hours SLO: 1,2,3,4
Guest lecture by industry experts on contemporary tools used to capture factors influencing the
consumer decision making.
MBA Page 107


undertake the project. The faculty coordinator [Non-
hrs]
and Project
Text Book(s)
1. Schiffman L G, Kanuk LL, Ramesh Kumar S, (2015), Consumer Behaviour, 11th edition,
Pearson Education, Inc.
2. Dheeraj Sharma, Jagdish Sheth, Banwari Mittal, (2015), Consumer Behaviour – A
Managerial Perspective, Cengage Learning.
Reference Books
1. Hawkins et al, (2010), Consumer Behaviour-Building Marketing Strategy, Tata McGraw Hill.
2. Hoyer, Mcinnis, Pieters, (2013), Consumer Behavior, 6thedition, Cengage Learning.
3. Majumdar, Ramanuj, (2010), Consumer Behaviour Insights from Indian Market, PHI.
4. Michael R. Solomon, (2016), Consumer Behaviour-Buying Having and Being, 12thedition,
Pearson Education.
5. Underhill et.al, (2008), Why we buy: The Science of Shopping, Simon & Shuster.
Mode of Evaluation
1 2 3 4
Midterm 20 √ √
DA-1
DA-2
Pre midterm Quiz
Post Midterm Quiz
Total 100
Project
Review 1 20
Review 2 30
Review 3 50
Total 100
MBA Page 108

Course code Customer Engagement Marketing L T P J C
BMT6144 3 0 0 0 3
v. 01.00
Course Objectives:
 The course is aimed at imparting in-depth understanding of the concept of customer
engagement and how customer engagement relates to various antecedents and outcomes
through online and offline communication channels adding value along customer lifecycle.
Course Outcome:
1) identify the basic concepts of customer engagement (CE), CE process, the stimuli
that causes customer engagement behaviour.
2) understand the customer engagement and brand relationship through various online
and offline channels
3) appreciate the significance of customer engagement value measured through CBV,
CLV, CRV, BRV, CIV and CKV
4) comprehend role of technology in engagement and measuring its performance
5) identify the antecedents and outcomes of customer engagement
[1] Having an ability to apply business problem solving techniques in customer engagement
business applications
[2]Having a clear understanding of the customer engagement marketing related concepts and of
contemporary issues
Module:1 Concepts and Meaning of Customer Engagement 7 hours CO 1 - SLO: 2
Customer Relationship Management, Customer Experience Management and Customer
Engagement – Customer Engagement Behaviour: Behavioral perspectives of customer
engagement and Theoretical Foundations – The Process of Customer Engagement - Metrics for
Engaging Customers
Module:2 Customer Engagement Brand Relationships 6 hours CO 2 - SLO: 1
Connective Brands with Customers - Assessing Customer Engagement and brand relationship -
Customer Engagement in virtual brand community – Facebook and Other Social Network
platforms - Customer Engagement in offline brand community
Module:3 Conceptualizing and Measuring Customer 6 hours CO 3 - SLO: 17
Engagement Value
Customer Brand Value, Customer Lifetime Value, Customer Referral Value, Business Reference
Value
Module:4 Engagement, Interactivity, Social Media and 5 hours CO 4 - SLO: 17
Technology
Customer Influence Value, Customer Knowledge Value - Managing the Customer Engagement
Value Framework - Organizational Challenges
Module:5 Emerging Customer Engagement 4 hours CO 5 - SLO: 1
Antecedents and outcomes of Customer Engagement - Developing a Spectrum of Positive to
Negative Citizen Engagement - Negative Customer Brand Engagement in Blogs
Module:6 Contemporary Issues 2 hours CO 5 - SLO: 2
Guest Lecture from industry experts on Customer Engagement with AI and VR
# Mode: Flipped Class Room, Case Discussion, Lectures and Project
MBA Page 109

Text Book(s)
1. Kumar V (2014), Profitable Customer Engagement Concept, Metrics and Strategies, Sage
Publications Pvt. Limited, New Delhi, India
Reference Books
1. Palmatier, Robert W., Kumar, V., Harmeling, Colleen M. (2018), Customer Engagement
Marketing, Palgrav Macmillan, India
2. Linda Pophal (2014), The Everything Guide To Customer Engagement: Connect with
Customers to Build Trust, Foster Loyalty, and Grow a Successful Business, Adams Media,
3. Massachusetts, USA.
Roderick J. Brodie, Linda D. Hollebeek and Jodie Conduit (2016), Customer Engagement,
Contemporary Issues and Challenges, Routledge
Mode of Evaluation
1 2 3 4 5
Midterm 20 √ √ √ √ √

Total 100
MBA Page 110

Course code Digital Marketing and analytics L T P J C
BMT6145 2 0 0 4 2
Course Objectives:
1. Familiarizing the students on use and deployment of Digital marketing tools and
web/social/mobile analytics platforms
2. Gaining a grounded understanding of web analytics and business implication.
3. Preparing the students with growth potentials for Web Analysts professionals
Course Outcome:

5. Comprehend the significance of Online Marketing, Online Promotion, and Content
Marketing.
6. Enhance their analytic capabilities especially with regard to Google Ad words and Google
Analytics, SEO - Search Engine Optimization
7. Anticipate the market requirements from digital marketing and web analysts
8. Prepare for career development and growth in technological agile field in analytics
14. Having an ability to design and conduct case analysis, simulation / survey /
experiments, as well as to analyze and interpret data
Module:1 Digital Marketing Strategy 3 hours Co:1 | SLO:2
Digital Vs. Traditional marketing- Significance - Online marketing mix - E-product, STP, E-price,
E-Promotion. Affiliate marketing
Online tools for Content Marketing – market influence analytics in Digital Eco system
Module:2 Social media Marketing and Search analytics 5 hours Co:1,2 | SLO: 2,17
Social Media Channels, Social Media Strategy, Web PR and Online reputation management
Search Engine marketing - Search Engine Optimization and Adwords - PPC Advertising - Video
SEO- Conversion Optimization
Monitoring, trends analysis, dashboards, segmentation - Navigation analysis (funnel reports, heat
maps, etc) - Experimentation A/B and multivariate testing - Search analytics Current trends &
challenges: web analytics & Web 2.0, multi-channel marketing management, web mining &
predictive analytic
Module:3 Web Analytics 4 hours Co:1,2 | SLO: 4,5
Understanding the key fabric of the Web - Sources of data: clickstream data, online surveys,
usability research - Clickstream data collection techniques compared: web server log analysis,
page tagging - Web metrics and Key Performance Indicators (KPIs): simple views, visitor counts,
measuring content, engagement, conversions, etc. Framework for mapping business needs to web
analytics tasks - Web Analytics at e-Business scale - Data collection architecture- Introduction to
OLAP, Web data exploration and reporting - Introduction to Splunk
Module:4 Text and Visual Analytics 3 hours CO:1,2 | SLO:2,17
Natural Language Processing (NLP)- Supervised Machine Learning (ML) Algorithms-API and
Web data scarping using simple R / Python
Visual Analytics: Drill down and hierarchies-Sorting-Grouping- Additional Ways to Group-
MBA Page 111

Creating Sets- Analysis with Cubes and MDX- Filtering for Top and Top N- Using the Filter
Shelf- The Formatting Pane-- Trend Lines- Forecasting- Formatting- Parameters
Module:5 Google Analytics 3 hours Co:1,2 | SLO: 2,17
Key features and capabilities of Google analytics- how Google analytics works - implementing
Google analytics -getting up and running with Google analytics -navigating Google analytics -
using Google analytics reports -Google metrics - using visitor data to drive website improvement-
focusing on key performance indicators- integrating Google analytics with third-party applications
Module:6 Contemporary Issues 2 hours Co:1,2, 3 | SLO:
2,17,20
Guest lecture by industry experts on contemporary digital media tools, Web Analytics like
Mobile Analytic- Game Analytics, Video Analytics, Twitter/Facebook/LinkedIn Analytics and
Viral Analytics

undertake the project. The faculty coordinator [Non- SLO: 14
hrs]
and Project
Text Book(s)
1. Rob Stokes, (2014), eMarketing: The Essential Guide to Digital Marketing, 5thedition,
Quirk Education.
2. Dave Chaffey, Fiona Ellis-Chadwick, Richard Mayer, Kevin Johnston, (2012), Internet
Marketing: Strategy, Implementation and Practice, Prentice Hall.
Reference Books
1. Liana Evans, (2010), Social Media Marketing: Strategies for Engaging in Facebook,
Twitter & Other Social Media, Que Publishing.
2. Vandana Ahuja, (2015), Digital Marketing, 1stedition, Oxford University Press.
3. Avinash Kaushik, (2009), Web Analytics 2.0: The Art of Online Accountability and
Science of Customer Centricity,
Mode of Evaluation
2 17 20 14
Midterm 20 √

Total 100
Project
Review 1 20 √ √ √ √
Review 2 30 √ √ √ √
Review 3 50 √ √ √ √
Total 100
MBA Page 112

Course code Marketing Analytics L T P J C
BMT6146 2 0 2 0 3
Course Objectives:
 This course is a comprehensive representation of Data Analytics, as applied in Marketing.
There are four levels embedded in three units that cover functional, strategic,
methodological and technological aspects in marketing, supplemented with case studies. A
variety of relevant topics like market sizing, forecasting and positioning, promotion
designing and budget allocation, profit maximization and data-driven presentation will
transform the students into industry-ready managers
 This course is designed for students who might seek employment in analytics as well as for
students who would want to broaden their understanding of the field.
Course Outcome:
1. Apply appropriate analysis techniques to given marketing research problems and types of
customer data to obtain marketing insights
2. Demonstrate marketing data analysis and to recommend an appropriate course of action
based on empirical evidence.
3. Quantify marketing actions using data to gain hands-on experience in solving marketing
problems with varied tools
4. Acquire proficiency in applying strategic decision models and data analytics using
appropriate software

[1]Having an ability to apply mathematics / business problem solving techniques in business
applications
[2]Having a clear understanding of the subject related concepts and of contemporary issues
[9]Having problem solving ability – solving social issues and business problems
Module:1 Marketing Analytics Framework 3 hours SLO:2
Introduction to Marketing Analytics and Models. Market Insight - Market Data Source –
treatment of outliners, Market sizing, PESTLE Market analysis, Porter Five Force Analysis
Market segment identification, targeting, and positioning -Tools and Techniques: Regression,
Cluster Analysis, and Perceptual Mapping Techniques
Module:2 Business Strategy and Operations 3 hours SLO:1

Analytics based strategy selection with strategic models
Strategic Scenarios, Strategic Decision Models, Strategic Metrics - Business Operations:

Forecasting, Predictive Analytics, Data Mining, Balanced Scorecard, Critical Success Factors
MBA Page 113

Module:3 Product and Price Analytics 4 hours SLO:14,17
Product and Service Analytics: Conjoint Analysis model, Decision Tree Model, Portfolio
Resource Allocation, Product/ service Metrics, Attribute Preference testing
Price Analytics: Pricing Techniques, Pricing Assessment, Profitable pricing, Pricing for Business
Markets, Price Discrimination
Module:4 Distribution and Promotions Analytics 4 hours SLO:14,17
Distribution analytics: Distribution Channel Characteristics, Retail Location selection, Channel
Evaluation and Selection, Multi-channel Distribution, Distribution Channel Analytics
Promotion Analytics: Promotion Budget estimation, Promotion Budget Allocation – Ad value
equivalence model, Promotion Metrics for traditional Media, Promotion Metrics for social media
Module:5 Sales Analytics and Analytics in Action 4 hours SLO:14,17
E commerce sales model, sales metrics, profitability metrics and support metrics
Rapid decision models, excel excellence, data driven presentations

Guest lecture by industry experts on contemporary issues and opportunities in application of
marketing analytics in different sectors
Practical : 20 hours 1,2,3,4,5
# Mode: Flipped Class Room, Lectures, Case Discussions

and lab exercises.
Text Book(s)
1. Stephen Sorger, (2013), MARKETING ANALYTICS, Strategic Models and Metrics,
First Edition, Admiral Press.
2. Gary L. Lilien and Arvind Rangaswamy (2014), Marketing Engineering: Computer-
Assisted Marketing Analysis and Planning, Trafford Publishing UK
Reference Books
1. Wayne L. Winston (2014), Marketing Analytics: Data-Driven Techniques with Microsoft
Excel, Wiley, Indianapolis.
2. Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, David J. Reibstein (2010), Marketing
Metrics, 2nd Edition, Pearson USA.
Mode of Evaluation
1 2 9 14 17
Midterm 20 √ √ √ √ √

Total 100
Practical 100
MBA Page 114

Course code Marketing at the Bottom of the Pyramid L T P J C
BMT6147 3 0 0 0 3
Course Objectives:
 Discuss marketing issues in the BoP context
 Outline the changes in marketing mix for the BoP market
 Evaluate the effects on marketers due to the BoP consumers
Course Outcome:
17. Analyze the different types of BoP market
18. Distinguish between marketing mix for ToP vs BoP
19. Infer changes in strategy for the BoP market

4.Having Sense-making Skills of creating unique insights in what is being seen or observed
12.Having adaptive thinking and adaptability
18.Having critical thinking and innovative skills
Module:1 Introduction to BoP market and Marketing 3 hours SLO:17,18

Characteristics of BoP markets, rural vs Urban BoP, Introduction to the 4As of BoP
Module:2 Product and service innovations for BoP 6 hours SLO:4,9,12

New product and services for BoP, marketing research for innovative ideas
Module:3 Channel and distribution issues in BoP 6 hours SLO:9,12

Characteristics of infrastructure in BoP, issues with channel member availability and qualification
Module:4 Pricing and promotion challenges in BoP 6 hours SLO:18,

Purchasing power and effective demand, pricing methods, media darkness and effective
communication
Module:5 Social Marketing in BoP market 6 hours SLO:12,17

Actors involved in social marketing, social marketing and awareness of essential products and
services
Module:6 Contemporary Issues 3 hours SLO:

Guest Lecture from industry experts on current issues and developments in BoP markets

Text Book(s)
MBA Page 115

Agrawal, A., & Kumar, P. (Eds.). (2018). Social Entrepreneurship and Sustainable Business
Models: The Case of India. Springer.
Reference Books
Caneque, F. C., & Hart, S. L. (Eds.). (2017). Base of the pyramid 3.0: sustainable development
through innovation and entrepreneurship. Routledge.
London, T. (2016). The base of the pyramid promise: Building businesses with impact and scale.
Stanford University Press.
Heeks, R., Foster, C., & Nugroho, Y. (Eds.). (2017). New Models of Inclusive Innovation for
Development. Routledge.
Waibel, P. (2017). Putting the poor first: how base-of-the-pyramid ventures can learn from
development approaches. Routledge.
Mode of Evaluation

1 2 3 4 5 6 7 8 9
Midterm 20
Assignments 40
Total 100
MBA Page 116

Course code Marketing Metrics L T P J C
BMT6148 3 0 0 0 3
Course Objectives:
1. Develop a toolkit of marketing metrics that will enable learners to apply the right metrics
at the right time.
2. To enable learners to understand the relevance of these metrics in the context of current /
recent real world cases.
3. Learn how to develop and interpret company / marketing performance dashboards, which
require that marketing managers keep the big picture in focus, while simultaneously being
able to go deep into any particular (quantitatively-based) performance metric.
Course Outcome:
1. Develop ROMI models
2. Interpret data in order to create meaningful marketing dashboards
3. Evaluate the results and propose KPI in areas of marketing
4. Suggest ways to improve and grow profitability using the different elements of the
marketing mix.
1.Having an ability to apply mathematics / business problem solving techniques in business
applications
6.Having an ability to design a Quantitative / product / service solutions applying all the relevant
standards and with realistic constraints, in different managerial contexts.
Module:1 Market Share and Customer Profitability , 5 hours CO:1,SLO:1

Share of Mind, Share of Heart
Market share-Unit, Revenue, Relative Share-Competitive analysis, Market Concentration, Market
Penetration-BDI-CDI
Customer Profitability: The value of individual customers and Relationships Customers, Recency,
and Retention ‐ Prospect Value -Average acquisition cost-Average retention cost
Module:2 Product & Portfolio Management, 6 hours CO:2,SLO:6,7,18
Trial, Repeat, Penetration, and Volume Projections ‐ Growth: Percentage and Compound Annual
Growth Rate ‐ Cannibalization Rates and Fair Share Draw-Brand equity metrics-Conjoint utilities
and consumer projections-Segment utilities- Conjoint utilities and volume projections
Module:3 Margins & Profits, Pricing Metrics 6 hours CO:4,SLO: 6,7,18
Unit Margin- Margin %- Channel Margins-Average Price per unit-Price per statistical unit-
Variable and fixed costs-Marketing spending- Contribution per unit- Contribution margin %-
Break even sales-Target volume-Target revenues
Price sensitivity and optimization, with an eye toward setting prices to maximize profits. Price
Premium ‐ Reservation Price ‐ Percent Good Value- Price elasticity of demand-optimal price-
residual elasticity
Module:4 Promotions and Advertising Metrics 6 hours CO:3,SLO: 6,7,18
Temporary price promotions -Baseline Sales, Incremental Sales, and Promotional Lift ‐
Redemption Rates for Coupons / Rebates ‐ -The central measures of advertising coverage and
effectiveness-Model for consumer response to advertising-
MBA Page 117

Advertising: Impressions, Gross Rating Points, and Opportunities‐to‐See ‐ Cost per Thousand
Impressions (CPM) Rates ‐ Reach/Net Reach and Frequency ‐ Share of Voice Impressions
Module:5 Sales force and Channel Management, 5 hours CO:3,SLO: 6,7,18

Linking marketing metrics to financial
performance
Workload-Sales potential forecast-Sales total-sales force effectiveness-Sales force organization,
performance, and compensation-Distribution coverage and logistics ‐ Sales Force Coverage ‐
Sales Force Goals ‐ Sales Force Results ‐ Sales Force Compensation ‐ Facings and Share of Shelf
‐ Out‐of‐Stock and Service Levels-Direct product profitability-GMROII
Net profit-Return on sales-Return on investment -Economic profits-EVA-payback-NPV-IRR-

ROMI
Module:6 Application of marketing metrics in 2 hours CO:4,SLO: 6,7,18
organizations
Guest lecture by industry experts on contemporary issues and opportunities in creating
dashboards using marketing metrics
Text Book(s)
1. Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, David J. Reibstein (2010), Marketing
Metrics, 2nd Edition, Pearson USA.
Reference Books
1. Stephen Sorger, (2013), MARKETING ANALYTICS, Strategic Models and Metrics, First
Edition, Admiral Press.
2. Gary L. Lilien and Arvind Rangaswamy (2014), Marketing Engineering: Computer-Assisted
Marketing Analysis and Planning, Trafford Publishing UK
Excel, Wiley, Indianapolis
Mode of Evaluation
1 6 17 18
Midterm 20 √ √ √ √

Total 100

MBA Page 118

Course code New Product Strategy L T P J C
BMT6149 3 0 0 0 3
Course Objectives:
4. Enhancing the understanding of the processes in the development of new products /
services
5. Imparting the strategic approaches, techniques and frameworks for identifying, developing,
testing and launching products/services.
9. Comprehend the factors, concepts, processes that influencing new product development
and new product strategy
10. Enhance problem-solving, critical thinking, organizational, creative, critical thinking and
analytical skills in the context of new product development
11. Anticipate the organizational requirements, market expectations and product features for
building a product and a brand
5. Having design thinking capability.
Module:1 Basics of New Product Strategy 6 hours CO:1
New Product Strategy-decisions- consumer behavior adoption and diffusion of innovations;
characteristics, purpose, risk in new products; PLC
Module:2 Idea Generation and Development 6 hours CO: 1
Generation of new product ideas and identifying new market opportunities, New Product Planning
Process-stage gate system and its application
Module:3 The Product offer 6 hours CO: 1,2
Selecting Market opportunity and Designing new market offers-Concept Generation and
Evaluation, Developing and Testing Physical offers
Module:4 New Product Brand Development and Pricing 6 hours CO: 2,3
Strategies
Importance of Brand decisions and Brand identity development; Pricing of a new product, Pre-test
Marketing
Module:5 New Product Launch 4 hours CO: 3
Pre-launch, during launch and Post launch preparations;
Module:6 Contemporary Issues 2 hours CO:1,2, 3
Guest lecture by industry experts on New product development practices in industry.
Text Book(s)
1. Ulrich, Karl, Eppinger, Steven, (2012), Product Design and Development, 5thedition,
McGraw-Hill.
2. Crawford, Merle, Di Benedetto, Anthony, (2014), New Products Management,
11thedition, McGraw-Hill.
MBA Page 119

Reference Books
1. Robert G.Cooper, (2011), Winning at New Products, Creating Value through Innovation,
4thedition, Basic Book, Perseus Books Group.
2. Bettencourt, Lance, (2010), Service Innovation:How to Go from Customer Needs to
Breakthrough Services, McGraw-Hill.
Mode of Evaluation
2 4 5 6
Midterm 20 √
DA-1 √ √
DA-2 √ √
Total 100
MBA Page 120

Course code Pricing and Revenue Management L T P J C
BMT6150 2 0 0 4 3
Course Objectives:
4. Enhancing the knowledge on application of economic theories on pricing and
revenue management
5. Gaining a grounded understanding on use of different pricing strategies and its
implications in different market conditions
Course Outcome:

12. Understand the concepts, market dynamics – competitors – consumers and product
potential to design pricing and revenue management strategies
13. Identify suitable use of pricing techniques like use of auctions, price discrimination, and
pricing in a competitive environment
14. Evaluate the pricing and revenue management decisions using appropriate software tools
and statistical techniques
1. Having an ability to apply mathematics / business problem solving techniques in
business applications
Module:1 Introduction 4 hours CO:1: SLO 2

Introduction to pricing and revenue management process
Module:2 Demand Functions and Price optimisation 6 hours CO:1 SLO 1,2
Demand Forecasting -microeconomic and marketing theories on consumer behavior and pricing -
Product design, bundling and demand segmentation- Demand functions and price optimization:
Price-response function; Competition
Module:3 Pricing Policies 6 hours CO: 1,2 SLO
1,2,6
Markdown policies and liquidations - Pricing with supply constraints - Customized Pricing: List
prices vs. customized prices; Responses to competitor bids - e-commerce
Module:4 Operational model of Price and Revenue 6 hours CO:2,3 SLO 6
Management
Stochastic Inventory Management and the Newsvendor Model - Single resource Revenue
Management, expected marginal value to control sales - Overbooking
Module:5 Competitive factors and Industry applications 6 hours CO: 2,3 SLO 6,17
Competitive Factors-Imperfect segmentation model: Discrete choice models - Customer
management and strategic purchasing behavior - RM Process management in competitive situation
Module:6 Contemporary Issues 2 hours CO: 1,2,3 SLO
1,2,6,17
Guest lecture by industry experts on contemporary Revenue Management and capacity
management in airlines, hotels, car rentals, cruises. Industry implementations and practices etc.,
MBA Page 121


and Project
Text Book(s)
1. Robert L. Phillips , Pricing and Revenue Optimization by. Stanford Business Book,2005
2. Vohra and Krishnamurthi, Principles of Pricing, Cambridge University Press,2012 ISBN
1107010659
Reference Books
1. Kalyan T. Talluri Garrett J. Van Ryzin, The Theory and Practice of Revenue
Management, Springer, 2004, ISBN 978-0-387-27391-4
2. G. Bitran and R. Caldentey. An Overview of Pricing Models for Revenue Management.
MSOM, vol.5, 2003.
3. A. Boyd and I. Bilegan. Revenue Management and E-commerce. MS, vol.49, 2003
Mode of Evaluation
1 2 6 17
Midterm 20 √ √

Total 100
MBA Page 122

Course code Retail Analytics L T P J C
BMT6151 2 0 2 0 3
v. 01.00
Course Objectives:
The course is aimed at enhancing students’ familiarity and skills in analytics and data to address the
decision problems of retailers. The course provides insights on the connectivity between retail buyer
and retailer marketing decision like product, price, location, channel and promotion. The course will
use hands on experiential learning methods to impart and strengthen the required skills and
knowledge.
Course Outcome:
1. Understand the role of analytics on the retail functions
2. Connect between retail buyers and product
3. Comprehend the application of retail analytics tools for customer lifecycle marketing
campaigns
4. Understand the relationship of marketing mix and sales
5. Determine the profit maximizing allocation of scare resources
[5] Having design thinking capability
[7] Having computational thinking (Ability to translate vast data in to abstract concepts and to
[17]Having an ability to use techniques, skills and modern managerial tools & techniques necessary
Module:1 Overview of modern retailing 2 hours CO 1 - SLO: 5
The Role of Analytics in Retail sector – Retail Analytics Framework - Retailing marketplace, market
space and understanding technological aspects - Overview on R/R-Studio - Data access and basic
analysis using R.
Module:2 Market Basket Analysis and Lift and Retail 4 hours CO 2 - SLO: 7
Pricing Analytics
Computing Lift for Two Products - Computing Three-Way Lifts - Using Lift to Optimize Store
Layout - Competitor Threat Analytics – Willingness to pay and Regular Price versus Promoted price
Module:3 Measuring Promotion response and retail 5 hours CO 3 - SLO: 17

location analytics
RFM Analysis and Optimizing Direct Mail Campaigns: RFM Analysis for analyzing customer value
- Using the Evolutionary Solver to Optimize a Direct Mail Campaign - Random coefficient logit
models - Nonparametric models. Retailers’ site location decision: Trade Area modeling – Site
Selection Modeling – Spatial analysis: descriptive and Spatial Regression - Omni-channel in
retailing with Difference-in-differences (DID) models
Module:4 Using the SCAN*PRO Model and Its 4 hours CO 4 - SLO: 17
Variants
Introducing the SCAN*PRO Model - Modeling and forecasting retail Sales - Predicting Revenue -
Modifying the Model to Improve Forecast Accuracy – Inventory Management – Vendor
Management
Module:5 Store Operations 3 hours CO 5 - SLO: 17
Allocating Retail Space and Sales Resources: Identifying the Sales to Marketing Effort
Relationship - Modeling the Marketing Response to Sales Force Effort - Optimizing Allocation of
Sales Effort - Using the Gompertz Curve to Allocate Supermarket Shelf Space - Fraud Detection &
MBA Page 123

Loss Prevention
Module:6 Contemporary Issues 2 hours CO 1 - SLO: 5
Guest Lecture from industry experts on Emerging topics in retail analytics
# Mode: Flipped Class Room, Case Discussion, Lectures and Project

Text Book(s)
Excel, Wiley India, ISBN: 978-1-118-37343-9
Reference Books
1. Emmet Cox (2011), Retail Analytics: The Secret Weapon, Wiley India, ISBN: 978-1-118-
09984-1
2.
Sachs, Anna-Lena (2015), Retail Analytics: Integrated Forecasting and Inventory Management
for Perishable Products in Retailing, Springer, ISBN 978-3-319-13305-8
3.
Jennifer LeClaire, Danielle Dahlstrom, and Vivian Braun (2014), Business Analytics in Retail
for Dummies, John Wiley & Sons, Inc. ISBN: 978-1-118-81689-9
Mode of Evaluation
1 2 3 4 5
Midterm 20 √ √ √ √ √
Fina Assessment Test 40 √ √ √ √ √

Total 100
Practical 100
100
MBA Page 124

Course code Retailing L T P J C
BMT6152 3 0 0 0 3
Course Objectives:
 Providing students an exposure to basic concepts of retailing and latest trends in Indian
Retailing.
 Understanding the current retailing issues and developments in the Industry.
 Exploring the complexity of retail services and in understanding how marketers
differentiate their services offerings (customer experiences) in the industry.
Course Outcomes (CO): At the end of the course the student should be able to :
6. Learn thoroughly the trends in Indian retailing and its contribution to Indian economy.
7. Predict the changes in the shopping patterns and shopper behaviours that enables a retailer
to better focus the changing needs of consumers.
8. Comprehensively differentiate as to how retail organisations are creating a wow experience
to customers with their excellent service offerings in a retail setting.
9. Examine the modifications in the operational methods and procedures followed in the
present Indian retail scenario.
10. Discover the ever changing technology and its role in creating a new perspective in Indian
retail business.
Student Learning Outcomes involved
[2]Having a clear understanding of the subject related concepts and of contemporary issues.
[14]Having an ability to design and conduct case analysis, simulation / survey / experiments, as
[4]Having Sense-making Skills of creating unique insights in what is being seen or observed
(Higher level thinking skills which cannot be codified).
[6]Having an ability to design a Quantitative / product / service solutions applying all the relevant
standards and with realistic constraints, in different managerial errors.
[15]Having an ability to use the social media effectively for productive use.
Module:1 An overview of retailing and retail economics 5 hours SLO: 2
Retailing in India, role, relevance and trends, significance of retail industry, new role of retailers,
channels of retailing, role of franchising in retail, retail environment, FDI in retail, Government of
India’s Policy implications on Retail.
Module:2 Retail research 6 hours SLO: 14,17
Retail situational analysis, strategy and understanding the retail consumers(retail research):
strategic mix, retail customer , store locations and location strategy- its importance, store design,
planning, layouts and displays
Module:3 Understanding Shopping and Shoppers 5 hours SLO: 4
Concepts of shopping, process, behaviour, demographics, psychographics, attitudes, behaviour
based segmentations and shopping patterns in India. Retail Service Quality aspects.
Module:4 Retail pricing and merchandising 6 hours SLO:4,6
pricing strategies (EDLP), GMROI, buying functions (OTB), selection of vendors and building
partnerships, category management, Visual merchandising, retail communication, POP in retail
and branding.
Module:5 Retail Image and Store Loyalty 6 hours SLO: 15,17
Retail Image and Store Loyalty: Retail Advertising and Promotions, Atmospherics, Elements of
MBA Page 125

retail image, store choices and building store loyalty
Retail management information systems : Retail technology and automations, retail audit,
retail transactions, web applications, RFID, data security, retail technology, inventory shrinkages
and e-tailing
Module:6 Contemporary Issues 2 hours SLO: 4
Guest lecture by industry experts on merchandising and store management.
Text Book(s)
1. Barry Berman, Joel Evans, (2012), Retail Management: AStrategic Approach,
12thedition, Pearson Edition
2. Patrick M Dunne, Robert F Lusch, James R Carver, (2014), Retailing, 8thedition,
Cengage Learning.
Reference Books
1. Piyush Kumar Sinha, Dwarika Prasad Uniyal, (2012), Managing Retailing,
2ndedition,Oxford University Press.
2. Chetan Bajaj, RajnishTuli, Nidhi V Srivastava, (2010), Retail Management,
2ndedition,Oxford University Press.
3. Gibson G.Vedamani, (2013), Retail Management, 4thedition,Jaico Books
Mode of Evaluation
Midterm 20

Total 100
MBA Page 126

Course code Rural Marketing L T P J C
BMT6153 3 0 0 0 3
Course Objectives:
 The objective of the course is to familiarize the learners with conceptual understanding of
Rural Marketing and recent development in rural market.
5. To aware of the rural marketing environment and its challenges
6. To conduct the market research in rural market on various issues identified.
7. To design the marketing plan for products/services strategies applicable to rural market
8. To develop marketing strategies applicable to rural market

Students will be able
4.Having Sense-making Skills of creating unique insights in what is being seen or observed.
6.Having an ability to design a Quantitative / product / service solutions applying all the
Module:1 Rural Marketing and rural Environment 3 hours SLO: 4
Rural Marketing an Overview: Principles of Marketing as Relevant to Rural Marketing -
Evolution of Rural Marketing - Rural Marketing Mix - Rural Economy - Profiles of Urban &
Rural customers and Differences in their Characteristics. Rural Environment - Rural Market
Strategies with special reference to Segmentation, Targeting and Positioning. (Rural to Rural,
Rural to Urban, Urban to Rural)
Module:2 Product Strategies for Rural Market. 4 hours SLO: 4,6
Rural Marketing mix - 4P’s Vs 4A’s : Acceptability, Affordability, Availability and Awareness –
Rural Product classification - Rural Product design – Rural Services - Rural Packaging - Rural
Brands vs Fake brands - Strategies to avoid fake brands.
Module:3 Pricing Strategies for Rural market. 5 hours SLO:6,17
Pricing strategy in rural marketing: Concept, Significance, Objectives, Policy and strategy.
Module:4 Distribution Strategies in Rural Market: 3 hours SLO:6,17
Distributional Channel in Rural Market – Channels of distribution – Rural Retailing - Challenges
in rural distribution – Distributional model for FMCG, Durable and Fake products - Emerging
distributional models in Rural Market.
Module:5 Rural communication and promotion 3 hours SLO:4,17
Promotion towards rural audience, exploring media, profiling target audience, designing right
promotion strategy and campaigns. Social Medias’ participation in Promotion and awareness
program.
Module:6 Contemporary Issues 2 hours SLO: 4,6,17,18
Emerging trends in rural marketing – CSR and Social Marketing practices relevant to rural
market.
and Project
Text Book(s)
1. Rural Marketing, Pradeep Kashyap, 3rd Edition, Person Education, 2016
Reference Books
MBA Page 127

1. Rural Marketing, Sawalia Bihari Verma, Madhusudan Narayan, Potokuchi Thryambakam,
Scientific Publishers,(India), 2014
Mode of Evaluation
Specific Assessment Methods % Weighting Intended Student Learning Outcomes to be asses
4 6 14 18
Midterm 20 √ √
Digital Assignment – 1 10 √
Digit l Assignment 2 10 √ √
Quiz - 1 10 √ √

Total 100
MBA Page 128

Course code Services Marketing L T P J C
BMT6154 3 0 0 0 3

 Providing students with a comprehensive understanding of product/ services and the
challenges faced by the service marketers.
 Understanding the role of customer in service co-creation and its delivery in the services
industry.
 Exploring the complexity of services and in understanding how marketers differentiate
their services offerings in the industry.
 Emphasizing the mismatch between capacity and demand and formulate the strategy to
close it with 7Ps.
[1] Learn thoroughly the importance of services in the services dominated economy and its
contribution to Indian economy.
[2] Comprehend as to how companies are striving to narrow down the expectations vs perceptions
gap.
[3] Distinguish the characteristics of services with products, thereby, learning the difficulty of
price offerings to customers.
[4] Comprehensively differentiate as to how companies are creating an engaging experience to
customers with their excellent services offerings.
[5] Understand the role of communication in services industry and narrow down the gap to have a
delight in the services offered.
Student Learning Outcomes involved: 2,4,6,14,15,17
[2]Having a clear understanding of the subject related concepts and of contemporary issues.
[4]Having Sense-making Skills of creating unique insights in what is being seen or observed
(Higher level thinking skills which cannot be codified).
[6]Having an ability to design a Quantitative / product / service solutions applying all the relevant
standards and with realistic constraints, in different managerial errors.
[14]Having an ability to design and conduct case analysis, simulation / survey / experiments, as
[15]Having an ability to use the social media effectively for productive use.
Module:1 Introduction 4 hours SLO: 2
Characteristics and Classification of Services – Growth of services in Asia and World Economies
Module:2 Issues in Services Marketing 6 hours SLO: 2,4
Gaps in Services Quality: GAPs Model - Managing Demand and Capacity
Module:3 Focus on the Customer & Building 6 hours SLO: 2,4
Relationships
Customer Expectations and Perceptions - Building Customer Relationships- Service Recovery
Module:4 Marketing Mix for Services – Traditional 5 hours SLO:4,17
Services offering, Pricing, Place and Promotion
MBA Page 129

Module:5 Applying Expanded Ps in Services Marketing 4 hours SLO: 6,14
Employee Role in Service Delivery - Physical Evidence - Service Process and Design
Customer Role in Service Delivery: Consumer behaviour - Customer Experience Management
in Services - – Illustrations from Various Service Sectors
Guest lecture by industry experts on contemporary issues and opportunities in Services
marketing and Marketing Services
# Mode: Flipped Class Room, Case discussions, Lectures
Text Book(s)
1. Valarie A. Zeithaml, Mary Jo Bitner, Dwayne D. Gremler, (2013), Services Marketing,
6thedition, McGraw-Hill.
2. Christopher Lovelock, Jayanta Chatterjee, Jochen Wirtz, (2011), Services Marketing,
7thedition, Pearson Education.
Reference Books
1. James A. Fitz simmons, Monaj Fitz simmons,(2013), Services Management: Operations,
Strategy and Information Technology, 8thedition, McGraw Hill.
2. Douglas Hoftman, John G. Bateson, (2011), Services Marketing: Concepts, Strategy and
Cases; 4thedition, Thomson – South western, Singapore.
Mode of Evaluation
Midterm 20
Final Assessment Tes 40

Total 100
MBA Page 130

Course code Strategic Marketing L T P J C
BMT6155 3 0 0 0 3
Course Objectives:
 Compare marketing strategies of different businesses
 Assess effect of marketing strategy
 Judge the impact of specific marketing mix elements on marketing strategy
20. Interpret consequences of strategic marketing decisions
21. Apply models of strategy in marketing contexts
22. Justify the use of marketing strategy over other options
19.Having a good cognitive load management [discriminate and filter the available data] skills
Module:1 Introduction to Strategic Marketing 3 hours SLO:19,14,9
Market scope, competitive advantage, strategic target and strategic advantage, consumer and
business markets
Module:2 External environmental analysis 6 hours SLO:14,17,19
Political, economic,socio cultural, technological forces and strategic uncertainty in marketing .
Analysis of effects Scenario analysis and forecasting for marketing
Module:3 Competitive marketing advantage 6 hours SLO:9,17,19
Strategic marketing group analysis, positional advantage and sources of advantage in marketing
Module:4 Resource allocation and customer value 6 hours SLO:9,14
portfolio methods used for product market combination for different SBUs
Module:5 Implementation issues in marketing strategy 6 hours SLO: 14,17
Marketing mix policies, control, implementation and marketing organization issues
Effect of current digital era on marketing strategy
Text Book(s)
Ferrell, O. C., & Speh, T. W. (2017). Marketing Strategy, Loose-Leaf Version. Cengage
Learning.
Reference Books
West, D. C., Ford, J., & Ibrahim, E. (2015). Strategic marketing: creating competitive advantage.
Oxford University Press, USA.
Andaleeb, S. S., & Hasan, K. (Eds.). (2016). Strategic marketing management in Asia: case
studies and lessons across industries. Emerald Group Publishing Limited.
Abratt, R., & Bendixen, M. (2018). Strategic Marketing: Concepts and Cases. Routledge.
Morgan, R. E. (2016). Strategic marketing: New horizons in theory and research. J. Rudd, M.
Jaakkola, & G. W. Marshall (Eds.). Emerald Group Publishing Limited.
MBA Page 131

Mode of Evaluation
1 2 3 4 5 6 7 8 9
Midterm 20
Digital assignments 40
Total 100
MBA Page 132

Course code Balanced Score card and HR Score Card L T P J C
BMT6156 3 0 0 0 3
Course Objectives:
The course is aimed at:
1. Providing students with the need to evolve a more thorough and meaningful picture of
business with multiple perspectives and taking long term strategic view.
2. Training the students in formulating the balanced score card & HR Score card for enhancing
the future performance.

At the end of this course the student will be able to
1 Designing the performance measurement systems using balanced score card
2.Explaining the models evolved in Balanced score card as a strategic tool
3. Describing the four perspectives and its application as a strategic business model
4.Develop holistic performance measurement with the help of Balanced score card

Module:1 Introduction 5 hours CO:1

Introductory Concepts, Definitions, Developments Performance Measurement Systems ,
Fundamental Issues An overview, Need for Holistic and Strategic Approach
Factors that lead to conceiving idea of BSC.
Module:2 Balance Score Card 5 hours CO:1
What is BSC and its components? BSC Model evolved by Kaplan and Norton’s Research work
done by them and conclusions , BSC and its Alternative Models
Module:3 Developments in BSC 7 hours CO:2
BSC, Stages of Evolution,four perspectives of BSC Communication System, Measurement
Systems, Strategic Management System
Module:4 Methodology 6 hours CO: 3
Making Score Card Actionable Process, Methodology and Techniques. Industry Analysis ,
Internal and Market Position Identify Initiatives and Action.
Module:5 Aligning BSC with startegy 5 hours CO:4
Developing Strategic Theme, Linking Strategy and Exclusion Planning, Aligning Strategy with
Action Evolving Measure , Cause-and-Effect Relationship, Preparation of HR Score card.
Guest lecture by industry experts on effective use of BSC
and Quizzes.
Text Book(s)
MBA Page 133

1. Robert S.Kaplan and David P.Norton( 1996)Translating strategy into action, THE
BALANCED SCORE CARD,Harvard Business Press
References
1. Norton D., Kaplan R ( 200) The Strategy-Focused Organization. - Harvard Business

School Press.
2. Hubert K. Rampersad (2005) Universal System Performance: How to achieve results while
maintaining integrity, Wiley Publisher.
Mode of Evaluation
1 2 3 4
Internal Assessment 40 √ √ √ √
Midterm 20 √ √
Total 100
MBA Page 134

Course code Career Management L T P J C
BMT6157 3 0 0 0 3
v. 00.00
Course Objectives (COBs):
This course aims to:
4. Have clear ideas about how organizations and individuals are trying to manage the problems
created by the new rules of the workplace through career management.
5. Guide students to manage careers more effectively: their own and those of people with whom
they will work.
Expected Course Outcomes (Cos):
After Completion of the course, student will be able to…
1. Learn the career, career planning, career succession planning, career development, protein
career and overall career management system.
2. Know career management process through which individuals and organizations jointly plan,
guide, direct, and influence people’s career to meet the individual’s and the organization’s
future needs.
3. Develop skills for career self-assessment.
4. Design strategy to manage and develop career in the organization.
5. Aware about the career issues and career challenges where management can help employees
in career advancement.
6. Develop a road map for career planning and development and also design learning
management system for employee’s career growth.
Student Learning Outcomes (SLOs): 2,12,14,17,19
Module:1 Introduction to Career Management 4 hours CO: 1,2

Meaning and overview of career, career planning, career development, protein career, and career
management. Objectives and importance of career management.
Module:2 Self-Assessment and Career Management 6 hours CO: 2
Self-Assessment and Career Management: Understanding the new career- Changing landscape of
careers, Protean career, Career and identity, Understanding lifestyle and personal vision.
Managing your career: Skills assessment and peer coaching.
Module:3 Contemporary issues in Career Management 6 hours CO: 2,5
Contemporary issues in Career Management: Developing Career and Work-life implications-
Work, gender and dual career couples. Lifespan career development, Career Anchors, Fast track
Careers Vs Slow track careers, Mid Life career blues. Career challenges and solutions for
working families.
Module:4 Career Management System in Organisation 6 hours CO:4,5
Career Management from Organizational Point of View: Career Planning Vs Succession Planning,
Process of Career planning and career development. Career management strategies. Career
Management Systems. Careers guidance and counseling. Managers Role in Career Management.
Career Road Maps.
Module:5 Role of Learning in Career Growth 6 hours CO: 4,5,6
Learning and Development for Career & Organizational growth. Strategies of getting
organizations into learning mode. Expanding your Horizons. Learning and Development by 2020.
Learning Culture, Learning Management Systems.
Guest lecture by industry experts on career management system in an organization.
# Mode: Flipped Class Room, Case Discussions, Lectures, Role play, Exercise.
MBA Page 135

Text Book(s)
1. Harrington, Brad and Hall, Douglas T. (2008). Career management and work / life
integration: Using Self-Assessment to Navigate Contemporary Careers. Sage Pub.
Reference Books
1. Greenhaus, J.H., Callanan, G. A., and Godshalk, V.M. (2009). Career Management
(3rd Edition). The Dryden Press, Harcourt College Publishers.
2. Business Magazines to be followed every month:
The Human Factor : Volume 1, Issue 6, May 2009
Careers 360 – October 2010
3. Online site:
www.workforce.com
www.trainingjournal.com
International Journal of Career Management - available Online - Walt Schafer, (2000).
Mode of Evaluation
1 2 3 4 5 6
Internal Assessment 60
Midterm 20

Total 100
MBA Page 136

Course code Compensation Management L T P J C
BMT6148 3 0 0 0 3
v. 02.00
Course Objectives: The course is aimed at:
1. Understanding the compensation process from different perspectives.
2. Appreciating the need for job design for compensation management decisions.
3. Designing compensation using performance criteria.
4. Discussing and comparing different employee benefits programs
5. Understanding strategic compensation policies.
Expected Course Outcome: At the end of the course the students would be able to:
1. Demonstrate their skills in using compensation as a retention strategy
2. Apply their knowledge in differentiating between different methods of job evaluation
3. Demonstrate their skills in applying incentive schemes in the best interest of the
organization and employees
4. Apply their knowledge in chalking out different types of employee benefits schemes
5. Demonstrate their skills in choosing the best tax plans for the employees
6. Apply the knowledge in undersigning the contemporary issues in compensation
management
Module:1 Introduction 5 hours CO: 1, 2
Compensation Management, 3-P Concept in Compensation Management, Compensation as
Retention Strategy, Wage Concept, Wage Policy, Wage theories, Legislation related to payment of
wages.
Module:2 Definition, Internal Pay Structures 6 hours CO: 2,3
Best Structure Fit, Job Analysis, Job Evaluation, Person-based structures Concept of Salary
Structure, Salary Progression, Methods of Payment, Limitations of Job Related Compensation,
Competency based Compensation Strategy at Micro Level, Concept of Equity, Job Evaluation -
Methods of job evaluation and System of job evaluation, Process of Job Evaluation, Problems
Involved in Job Evaluation
Module:3 Defining Competitiveness 7 hours CO: 3,4
Determining the components of wage and salary, designing pay levels, mix and pay structures
Pay-for-Performance, Pay-for-performance Plans, Types of Incentive Schemes, Wage Incentive
Plans, Pre-requisites of Effective Incentive Schemes, Merits and Demerits of Incentives
Managerial Remuneration – Concept and Elements, Executive Compensation: Methodology,
CEO-to-worker pay ratio, Rewarding – A New Approach, Remuneration Ceilings, Benchmark
Compensation Package as per the Industry Standards
Module:4 Concept and Nature of Benefits 5 hours CO:4
Classification of Employee Benefits, Employee Benefit Programs, Long term Incentive plans,
Strategic Perspectives on Benefits, Factors Influencing Choice of Benefit Program, Administration
of Benefits and Services, Employee Services – Designing a Benefit Package
Module:5 Concept of Tax Planning 5 hours CO: 5
Role of Tax Planning in Compensation Benefits, Tax-efficient Compensation Package, Tax
Implications of Employee Compensation Package to Employer, Fixation of Tax Liability, Salary
Restructuring, Recent Trends in Taxation
Guest Lecture from industry experts on contemporary compensation management practices in
India
MBA Page 137

and Quizzes.
Text Book(s)
1. Milkovich George, Newman Jerry, Venkata Ratnam C.S, (2014), Compensation, 9th
edition, Tata McGraw Hill.
Reference Books
1. Armstrong Michael, Murlis Helen, (2007), Hand Book of Reward Management, 5th
edition, Crust Publishing House.
2.
Martocchio Joseph.J, (2014), Strategic Compensation - A Human Resource Management
3. Approach, 8th edition, Prentice-Hall.
Lawler III Edward.E, (2000), Rewarding Excellence: Pay Strategies for the New
Economy, Wiley.
Mode of Evaluation
appropriate)
MBA Page 138

Course code Emotional Intelligence for Managerial Effectiveness L T P J C
BMT6159 3 0 0 0 3
v. 02.00
Course Objectives (Cobs):
This course aims to:-
1. Create awareness about internal and external emotions and also identify positive and negative
expressed emotions.
2. Engage Learn best practices in feeling, thinking and behaving in an emotionally intelligent
manner.
3. Gain skills to apply emotional intelligence strategies to specific workplace challenges.
Expected Course Outcome (COs):
At the end of this course, students will be able to:-
1. Acquire conceptual knowledge of emotion and emotional intelligence in business as well
society.
2. Enhance emotional self-awareness, self-control and self-motivation.
3. Learn and assess the emotions of Individual and others and also recognize the bodily changes
in emotions.
4. Use models to facilitate decisions under emotional situation and develop the Emotional
Intelligence Competencies.
5. Identify and manage the emotions of self and others at workplace
6. Identify personal and work related emotional problems, formulate alternative courses of
action, and measure Emotional Intelligence and systematically apply techniques.
Student Learning Outcomes (SLOs): 2,6,14, 17,19
Module:1 Concept of Emotion 6 hours CO: 1,2,5

Understanding Emotions, Sources of Emotions, Types of Emotions, Bodily changes in emotions,
Psychology of Emotions. Theories of emotion: James Lange, Schachter singer, Canon-Bard.
Opponent Process: Moods and emotions.
Module:2 Concept of Emotional Intelligence 6 hours CO: 1,2,3,4
Concept of Emotional Intelligence. Training on EI through the use of Models– Daniel Goleman
Model, Salovey and Mayer’s model, Reuven Bar-On Model, Using techniques for Emotionally
Intelligent Communication Johari Window, Neuro-Linguistic Programming(NLP),
Module:3 Dimensions of Emotional Intelligence 5 hours CO: 3,4,5
Competencies of Emotional Intelligence: Self-Awareness, Self-Regulation, Self-Motivation,
Social Competence, Social Skills.
Module:4 Application of E.I in Workplace 5 hours CO:4,5,6
Recognizing and handling potentially emotional situations at workplace, Emotional Labour,
promotions, rewards, grievance handling, industrial unrest, disciplinary approaches, transfers,
migration and firing.
Module:5 Measuring E.I 6 hours CO: 5,6
Measuring Emotions, Emotional Quotient, Emotional Intelligence, Developing Emotional
Intelligence, What is Social Intelligence? Tips to Develop Social Intelligence- Emotional and
social competency inventory. Emotional self-awareness, expression and detection of emotions,
emotional patterns in verbal communication.
Guest Lecture from industry experts on TA Analysis and therapeutic methods to enhance
emotional intelligence.
MBA Page 139

# Mode: Flipped Class Room, Case Discussions, Lectures, Role playing, and practices.
Text Book(s)
1. Goleman, Daniel. (2011), The Brain and Emotional Intelligence: New Insights, 1st
edition, More Than Sound LLC.
2. Dianne Coleman (2016), Developing Emotional Intelligence: How to Improve Your EQ
and Achieve Success, Kindle Edition, Amazon Digital Services LLC
Reference Books
1. Paul Whitman, (2016), Emotional Intelligence: Develop Absolute Control Over Your
Emotions and Your Life for Everlasting Success, Create space Independent Publishing
Platform.
2. Robin Lawson, (2016), Emotional Intelligence: Learn What Emotional Intelligence Is,
Why It Is Important, and Learn How to Improve It (Emotional Intelligence, Emotional
Intelligence books, Emotional Intelligence at work), Kindle Edition, Amazon Digital
Services LLC
3. Adele B. Lynn (2007), Quick Emotional Intelligence Activities for Busy Managers: 50
Team Exercises That Get Results in Just 15 Minutes, 1st edition, AMACOM.
Mode of Evaluation
1 2 3 4 5 6
Midterm 20

Total 100
MBA Page 140

Course code HR Analytics L T P J C
BMT6160 2 0 2 0 3
v. 02.00
Course Objectives:
The course is aimed to:
 Provide knowledge necessary data tools and techniques to informed decision-making using
data-based reasoning and analysis. Areas include recruitment and selection, Compensation
and Benefits, Training and Human Capital development etc.
 Develop the student’s knowledge, skill, and ability to use the results of data collection and
analysis to tell a story in a compelling manner so that change follows.
At the end of this course the student will be able to:
1. Apply HR Analytical techniques in the areas of HRP, recruitment and selection,
Compensation and Benefits, Training and Human Capital development etc.
2. Demonstrate HR function in adding value in business terms.
3. Analyse the value of Intangibles that HR helps builds for the organization given a
particular business context.
4. Utilise soft factors in a people management context and convert them into measurable
variables.
5. Design a Metrics and Analysis index for recruitment, performance and or a training and
development context
6. Predict the issues using the available HR data and formulate the best strategies.
Module:1 Introduction to HR Analytics 3 hours CO 1

Understanding core concepts of HR Analytics. Business Intelligence, Business analytics and its
Evolution. Role of Data in HR, Assembling Data, Describing Data, Visualization. Measures of
Data, Probability and Managing Uncertainty. HR Analytics: The Third Wave for HR value
creation.
Module:2 Human Resource Planning and Forecasting 4 hours CO 2
Quantitative and Qualitative Dimensions of HR Planning. Methods and Techniques of HR
Demand Forecasting. Data Base for Manpower forecasting. Analysis of Labour Market
Behaviour. Analyzing Turnover trends.
Module:3 Behavioral assessment in Personnel selection 4 hours CO 3
approaches to behavioral assessment ‐ Sorting application.
Identifying and developing Key Performance Indicators (KPI) ‐ create, Build and maintain a HR
Scorecard ‐ classification based on performance indicators‐ identifying performance drivers.
Module:4 Designing a compensation system 4 hours CO 4
Linking Compensation and performance.
Analyzing and Classifying training needs, Measuring training effectiveness, Predicting training
effectiveness with performance and compensation Surveys on employee satisfaction, engagement,
work life balance, etc.
Module:5 Current approaches to measuring HR and 3 hours CO 4
reporting value from HR contributions.
HR Scorecards & Workforce Scorecards and how they are different from HR Analytics.
Overarching components of an effective Analytics framework.
Introduction to Tools that performs HR analytics, Predictive Analytics: Conditions including
correlation, causality and isolation. Diagnosing and clarification of symptoms of HR problem
MBA Page 141

Guest lecture by industry experts on contemporary HR analytics tools used in the industry
Practical: HR data visualization, probability, HR
20 hours 5
forecasting, predictive analytics using SPSS
and lab exercises
Text Book(s)
1. Sesil. J, (2014), Applying advanced analytics to HR management decisions: Methods for
recruitment, managing performance and improving knowledge management. Prentice
Hall.
Reference Books
1. Barnett K, Berk J, (2012), Human Capital Analytics. Word Association Publication.
2. Fitz‐Enz J, (2010), The HR Analytics: Predicting the Economic Value of your Company's
Human Capital Investments, AMACOM.
Mode of Evaluation
1 2 3 4 5 6
Digital Assignment/ Quiz 40 √ √ √ √ √ √
√ √ √ √
Total 100 √ √ √ √ √ √
Practical 100 √ √ √ √ √ √
MBA Page 142

Course code Human Capital Planning L T P J C
BMT6161 2 0 0 4 3
v. 02.00
Course Objectives: The course is aimed at:
1. Equipping the students to explore the key elements of Recruitment process and will impart
them with comprehensive knowledge and practical skills
2. Improving their ability for selecting right talent in organizations.
3. Understanding the importance of social media recruitment and its advantages and disadvantage
4. Enhancing the effectiveness of recruitment and selection in modern organizations
Expected Course Outcome: At the end of the course, the students should be able to:
1. Demonstrate their skills in using how the data generated in job analysis can be used for other
HR activities
2. Acquire skills to use the right recruitment process to select the right person for the right job.
3. Develop their insight into the ethical aspects of how to conduct the Interview
4. Demonstrate their ability to differentiate between promotion and demotion, lay off and
retrenchment
5. Demonstrate their analytical skills in differentiating between traditional and modern methods of
recruitment and selection and where and when to use social media recruitment
6. Synthesize and critically assess the extent to which various recruitment and selection practices
and associated activities can be adopted.
Module:1 Human Resource Planning (HRP) 5 hours CO: 1
Significance and methods of HRP and methods of Forecasting, Demand and supply forecasting,
Objectives of HRP, Model of HRP, Job Analysis, Job Specification, Job Description, Job evaluation,
linking HRP with strategic business plan.
Module: 2 Sources of Recruitment 4 hours CO: 2
Recruitment plan and methods, Recruitment policy, Features of a good recruitment policy, Employee
Referral Initiatives, E-Recruitment /Online recruitment Technique-Recent trends in Recruitment,
Evaluation of a recruitment program
Module: 3 Selection & Induction 5 hours CO: 3, 4
Selection: Selection Process, Selection Methods, Selection Test, different types of selection tests,
Interview Techniques, Different types of interview, Skills Analysis
Placement: differences between recruitment, selection and placement
Induction: Purpose – Objectives - How to make induction more effective-Socialization process
Module:4 Promotion 2 hours CO:4, 5
Procedure & Program, Demotion, Transfer- Purpose and Procedure-types-separations, VRS,
terminations- Dismissals, suspension, retrenchment, layoffs, resignations
Module:5 2 hours CO: 5
Ethical issues in Recruitment and Selection , Attrition and Retention Strategies, Importance of Social
Media in Recruitment and Selection Process, Enhancing the effectiveness of recruitment & Selection.
Guest Lecture from industry experts on contemporary recruitment techniques used in the digital
era
Total Lecture hours: 20 hours Modules
MBA Page 143

undertake the project. The faculty coordinator
[Non-
would provide the topic based on the modules. 6
Contact
hrs]
# Mode: Flipped Class Room, Case Discussions, Lectures and
Project
Text Book(s)
1. Heneman III. H.G, Judge. T.A, R.L. Heneman, (2014), Staffing Organizations, McGraw-Hill
Education
Reference Books
1. Turner. P, (2002), HR Forecasting and Planning, Chartered Institute of Personnel and
Development.
2. Arthur. D, (2001), The Employee Recruitment and Retention Handbook, AMACOM.
3. Stewart. C.J, Cash. C.J. Jr, (2014), Interviewing: Principles and Practices,14th edition,
McGraw-Hill.
4. Seema Sanghi, (2014), Human Resource management, Macmillan publishers Pvt Ltd.
5. Monica Belcourt, Kenneth McBey, Ying Hong, Margaret yap, (2013), Strategic Human
Resource Planning, 5th edition, Cengage Learning.
Mode of Evaluation
appropriate)
Total 100
Project
Review 1 20 √ √ √ √ √ √
Review 2 30 √ √ √ √ √ √
Review 3 50 √ √ √ √ √ √
Total 100
MBA Page 144

Course code Human Resource Information Systems L T P J C
BMT6162 3 0 0 0 3
Course Objectives:
Enabling the students to use HRIS for better decision making in carrying our various human
resource management functions

At the end of this course the student will be able to
 Develop integrated view of HRIS for organization success and benefits of HRIS
 Comprehend the implementation and evaluation of HRIS at different levels in the
organization
 Explore the use of different HRIS tools
Module:1 Introduction to HRIS 5 hours CO:1

HRIS- Introduction-Objective and Importance- Data and information for HR manager-Information
System – Organizational benefits - Components of Information Systems- Types of IS-HRIS:
Function, Usage and Application- benefits of a fully integrated Human Resource Information
System.
Module:2 HRIS-Data management 5 hours CO:1
Data Management for HRIS - Data Formats - Principles of HRIS data creation, storage and
retrieval - Design of HRIS - Relevance of Decision Making Concepts for Information
System Design - HRM Needs Analysis – Concept & Mechanism
Module:3 HR management –HRIS modules 7 hours CO:2
HRIS modules and sub modules and points of integration - Modules on HR Planning,
Recruitment, Selection, Placement - Module on Performance Appraisal System - Training &
Development Module - Module on Pay & other Related Dimensions - HRIS module on medical
information, time and attendance, safety management.
Module:4 HRIS Implementation and Evaluation 6 hours CO:2
Implementation of HRIS performance monitoring plan - Evaluating the transfer of training -
Evaluating the results of the training – HRIS Evaluation Strategy model. Policies and procedures
for HRIS. Ethical and legal considerations for HRIS.
Module:5 HRIS – Software packages 5 hours CO:3
Software supporting Human Resource Information System- Enterprise Resource planning-
SAP and Oracle Financials and Ramco Marshall. Case studies on HRIS tools in organizations.
Module:6 Contemporary Issues 2 hours CO:1,2,3

Guest lecture by industry experts on effective use of HRIS
and Quizzes.
Text Book(s)
1. Michael J Kavanagh and Dr. Mohan Thite (2017), Human Resource Information
Systems: Basics, Applications, and Future Directions.Sage Publications
2. Kelvin Molly (2014), Human Resource Information System. GRIN Publishing, London.
3. Satish K. Bagdi, (2012) Practical Human Resource Information Systems, PHI Learning
MBA Page 145

Private Limited, New Delhi.
4. Ferran and Carlos (2008), Enterprise Resource Planning for Global Economies:
Managerial Issues and Challenges. United States of America, Yurchak Printing Inc.
5. L Christian Krämer, Sven Ringling, Song Yang (2006), Mastering HR Management with
SAP.Galileo Press.
Mode of Evaluation
1 2 3
Internal Assessment 40 √ √ √
Midterm 20 √ √
Total 100
MBA Page 146

Course code Labour Legislations and Industrial Relations L T P J C
BMT6163 3 0 0 0 3
v. 02.00
Course Objectives:
1. Creating awareness of certain important and critical issues in Industrial Relations
2. Impart basic knowledge of the Indian Industrial Relations System and its distinctive
features
3. Familiarize the students with the administration of labour laws in India at the Central and
State levels
At the end of the course the student will be able to:
1. Explore the dimensions of Industrial relations and the trends influencing the industrial
relations.
2. Examine the Industrial disputes and find the course of alternative actions to resolve the
industrial disputes
3. Comprehend the legal aspects guiding the implementation of healthy and safety measures
in the factory
4. Identify the laws regarding, wages, and compensation and trade union.
5. Apply Labour Acts to solve Labour problems at the given situation
Module:1 5 hours CO 1
Overview of Industrial Relations (IR), Perspectives/Approaches to IR, Major stake holders of IR,
Changing Dimensions of IR in India, Impact of globalization on IR, ILO
Causes of Industrial Disputes, Standing Orders& Grievance Procedure, The Industrial
Employment (standing orders) Act, 1946, Collective Bargaining, The Industrial Disputes Act,
1947
The Factories Act, 1948, Object and Scope of the Act Measures to be taken by Factories for
Health, Safety and Welfare of Workers, Compliances Under The Act
Minimum Wages Act, 1948, Payment of Wages Act, 1936, Equal remuneration Act,197, Payment
of Bonus Act, 1965, Payment of Gratuity Act, 1972
Workmen’s Compensation Act, 1923, Employees’ Provident Fund, 1952, Employees State
Insurance Act,1976, The Maternity Benefit Act, 1961, Unorganized Workers Social Security Act
2008
Concepts, Functions, Objectives, Structure, Kinds of Trade Unions, Problems of Trade Union,
Trade union movement in India, Trade Union Act, 1926
Guest Lecture from industry experts on importance of IRLL in HR career. Implications of
Labour laws in IT and Manufacturing sector
and Quizzes.
Text Book(s)
MBA Page 147

1. S.C. Srivastava, (2012), Industrial Relations and Labour Laws, 6th edition, Vikas
Publishing House Pvt Ltd
2. Padhi P K, (2012), Labour and Industrial Laws, 2nd Edition, PHI Learning Pvt. Ltd
Reference Books
1. Arun Monappa, Ranjeet Nambudiri, Patturaja Selvaraj, (2012), Industrial Relations and
Labour Laws, 2nd edition, Mcgraw Hill Education.
2. Avtar Singh, Harpreet Kaur, (2013), Introduction to Labour and Industrial Law, 3rd
edition, LexisNexis.
Mode of Evaluation
appropriate)
MBA Page 148

Course code Leadership Effectiveness L T P J C
BMT6164 2 0 0 4 3

This course is aimed at
[1] Understanding major leadership theories and researches undertaken on leadership.
[2] Understanding the role and importance of leader
[3] Learning to lead through organizational growth and business transformation
[4] Recognizing the leadership challenges in leading millennials, genius group and equals.
[1] Apply the learnt leadership theories and perspectives to analyse and evaluate leadership
processes, and team work.
[2] Analyse the impact of their own leadership style and adapt it accordingly
[3] Develop a high performance team in the workplace
[4] Lead the organizations through growth and transformation.
[5] Overcome the leadership challenges at various critical situations.
Student Learning Outcomes involved (SLO):4,9,10,17,19
Module:1 Inspirations on Leadership 3 hours CO 1

Realizing the need for leadership, Leadership concept, connotations, traits, Different Leadership
styles and
models; Differentiating leaders from managers, Handling Influence, Self-leadership
Module:2 Leading through organization growth 3 hours CO 3
Leading during different phases of organizational growth; stages of economic cycles and business
transformation, Leading for non-profit endeavors
Module:3 Coaching for Leadership Pitfalls 4 hours CO 4

Impoverished, Tyrannical, Machiavellian, Unethical, Myopic approaches, difficulties in being
participative or consultative, failing to delegate and develop team members
Module:4 Research studies on Leadership 4 hours CO 5
Ohio-state University, Michigan studies, Blake and Mouton’s study, MIT Sloan study, Hersey and
Blanchard’s study, Adopting views of leadership experts: Larry Greiner, RensisLikert, Warren
Bennis, McGregor, Victor Vroom, Stephen R Covey and Fiedler
Module:5 Team Building by Leaders 4 hours CO 3
Planning team composition, size, structure and role-relationships, Formulating a vision and
mission. Understanding and engineering group dynamics, Creating High Performance Teams,
Building a Positive and Productive Team, Understanding Social Identity, Providing Generative
Coaching/Feedback
Leadership Challenges - Leading the Millennial generation; Leading equals, Leading a genius
workforce
Module:6 Guest Lecture 2 hours CO 5
Guest Lecture from industry experts on succession planning of leaderships in organizations.
Project: Team of maximum 6 students would 40 2

undertake the project. The faculty coordinator
[Non-
MBA Page 149

hrs]
Text Book(s)
1. Peter G. Northouse, (2016), Leadership: Theory and Practice, 7th edition, SAGE Publications.
2 Robert N. Lussier, Christopher F. Achua, (2016), Leadership: Theory, Application, & Skill
Development,
6th edition, Cengage Learning.
Reference Books
1. Ram Charan, Stephen Drotter, James Noel (2011), THE LEADERSHIP PIPELINE: How to
Build the Leadership-Powered Company, 2nd edition, Wiley.
2 Stephen P. Robbins, Timothy A. Judge, Neharika Vohra, (2013), Organizational Behavior,
15th edition, Pearson Education.
Mode of Evaluation :
Theory : Midterm, quizzes/ Challenging Assignments/Term paper and FAT

J Component :Research paper for team
Specific Assessment Methods % Intended subject learning outcomes

Weighting to be assessed
1 2 3 4 5
(i) Midterm 20
(ii) Quiz 10
(iii) Digital Assignment 30
Total 100
MBA Page 150

Course code Learning and Development L T P J C
BMT6165 3 0 0 0 3
v. 02.00
The objectives of this course are to:-
1. Have conceptual clarity, enhance knowledge and skills in the field of learning, training and
development.
2. Gain knowledge for training and development in organizations.
3. To understand the training process, evaluation of a training program and multiple methods of
designing content and delivery for a training program.
4. Learn how to training is designed, developed, implemented and evaluated.
At the end of the course students will be able to:-
1. Have comprehensive theoretical and practical knowledge on learning and training and its
importance in the organization success.
2. Identify and assess the training needs.
3. Design and develop the training program.
4. Implement the training programs and evaluate training feedback.
5. Learn and develop the ability and skills to become a good trainer and will be able to conduct
the training program effectively.
Student Learning Outcomes (SLOs): 2,9,10,14,17,19
Module:1 Introduction to Learning 7 hours CO: 1

Meaning and characteristics of Learning, Laws of learning, Learning curve, Plateau in learning,
Influence of motivation on learning. Theories of learning – Trial and Error theory, Insight
theory, conditioning theory, Reinforcement Theory, Social Learning Theory, Learning style.
Module:2 Trainingin an organization 4 hours CO: 1,2
Training in an organization: Objectives of Training, Importance and Needs for training, Different
types of training programmes-On the job and Off the job training.
Module:3 Training Need Assessment 3 hours CO: 3
Methods of assessment of training needs. Skill-Gap analyses.
Module:4 Training Design & Training Development 6 hours CO:4
Training Design: Training Objectives. Training Deliverables and Instructional Strategies.
Training Budgets and Schedules plan. Procedures of training programme.
Training Development: Drafting Training Materials. Developing tests / assessments. Quality
Control Issues.
Module:5 Training Implementation & Training 8 hours CO: 5
Evaluation
Training Implementation: Train the Trainer Programmes. Classroom delivery of training. Non-
Classroom delivery techniques. Computer-based training (CBT), Multimedia training (MMT),
Web-Based training (WBT). Management Development Programmes (MDPs).
Training Evaluation: The role of Evaluation in Training. Evaluating Reactions and Learning.
Evaluating the transfer of training. Evaluating the results of the training.
Guest Lecture from industry experts on contemporary training programmes designed by the
corporates.
# Mode: Flipped Class Room, Case Discussions, Lectures, Role play, Presentation.
MBA Page 151

Text Book(s)
1. Noe Raymond, (2016), Employee Training and Development, 7th edition, McGraw Hill.
2. Alan M. Saks, Robert R. Haccoun, (2015), Managing Performance through and Training and
development, 6th edition, Cengage Learning
Reference Books
1. Armstrong Michael, (2014), A Handbook of Human Resource Management, 13th edition,
Kogan Page.
2. Lynton Rolf, Pareek Udai, (2011), Training for Development, 3rd edition, Sage Publications,
New Delhi
3. Morgan King, Weisz Schopler, (2015), Introduction to Psychology, Tata McGraw Hill.
Mode of Evaluation
Specific Assessment Methods % Weighting Intended subject course outcomes to be
1 2 3 4 5 6
Midterm 20

Total 100
MBA Page 152

Course code Managing work Stress L T P J C
BMT6166 2 0 2 0 3
v. 02.00
This course aims to:
6. Understand the concept of stress, job stress and consequences of stress in workplace.
7. Enable the students to consider the management of work-related stress at an individual and
organizational level, and will help participants to develop and implement effective
strategies to prevent and manage stress at work.
8. Help in formulating coping strategies among the students and selecting the key areas and
situations where management can and should help employees in performance planning and
career advancement.
9. Develop an alternative approach to dealing with problem in organizations with the
applications of stress management techniques to help employee’s issues.
Expected Course Outcomes (Cos):
36. Learn the concept of stress and stress drivers and linkages between physical and mental
illness.
37. Identify the sign and symptoms of stress related illness.
38. Know the work stress and its sources.
39. Apply an appropriate stress management techniques, coping strategies and remedial measures
to overcome stress.
40. Apply some important therapies to get rid of stress problems.
41. Practice and select the appropriate yoga techniques as one of the stress relievers and as a way
to healthy life and also practice both stress management and stress reduction techniques.
Module:1 Understand Stress 4 hours CO: 1

Concept, Definitions and types of stress. Basic condition of stress, GAS, Stress reaction,
Consequences of stress. Causes of stress. Impact of stress in human physical and mental health.
Module:2 Stress and Illness 3 hours CO: 2
Symptoms of stress. Possible sign of stress in young people. Associated illnesses related to stress.
Module:3 Occupational Stress or Job Stress 4 hours CO: 3
Meaning, and concept of work stress. Sources of job stress: Organizational, Individual and
environmental. Effect of stress on job performance and job satisfaction.
Module:4 Stress Management Techniques 4 hours CO:4,5
Aims of stress management. Coping strategies of stress in the organization: Individual, and
organizational strategies. Techniques to combat stress: Cognitive behavioural techniques to
change thought, Problem solving approach, Positive thinking.
Module:5 Therapies and Remedial action to control stress 3 hours CO: 5
Behaviour therapies, Relaxation training, Visualization, Expressive therapies, Storytelling and
Counseling Methods, Meditation, Yoga and exercise.
Guest lecture by industry experts on counseling techniques and therapies to handle
multigenerational workforce
Practical: Stress coping strategies and techniques: Team of students would 10 Hours
undertake the practical exercise. The faculty coordinator would provide the topic
CO 6
MBA Page 153

based on the modules.
# Mode: Flipped Class Room, Case Discussions, Lectures, Role play, Practical
Text Book(s)
1. Jerrold S. Greenberg, (2013), Comprehensive Stress Management, 12th edition, McGraw-Hill
Higher Education.
Reference Books
1. Walt Schafer, (2000), Stress Management for Wellness, Cengage Learning.
2. Richard Regis, (2004), Stress Management, NHRD Network, Coimbatore Chapter.
3. Rita Agarwal (2001), Stress in Life and work, Response Books, 284pp, Journal of Human
Values.
4. D. M. Pestonjee, (2008), Stress and Coping: the Indian Experience, 2nd Edition, Sage
Publications.
Mode of Evaluation
1 2 3 4 5 6
Midterm 20

Total 100
MBA Page 154

Course code Organizational Change and Development L T P J C
BMT6167 3 0 0 0 3
Course Objectives:
1. Developing a basic understanding and appreciation for the issues and conditions creating
the need for change in modern organizations.
2. Developing a basic understanding of how organizations behave and react to change, why
change efforts can fail, overcoming organizational resistance, and making change possible.
3. Identifying organizational situations that would benefit from OD interventions
4. Analyzing ongoing activities within an organization and design and plan the
implementation of selected OD interventions.
1. Describe organizational change and development concepts
2. Implement change concepts to a real case example and transfer this knowledge to their
own working environment
3. Discuss why people resist change and strategies to reduce resistance.
4. Identify major types of organizational development interventions.
5. Demonstrate the various organizational development interventions
6. Apply OD intervention techniques in different management scenarios
Module:1 Organizational Change 6 hours CO 1,3

Concept, Definitions, Need and Importance of change in the organization. Types and Forms of
organizational change. Forces for and Resistances to change. Methods of overcoming resistance to
change. Introduction to sustainability and organizational change, Learning from examples in
business history about constancy of Change, Environmental factors that shape organization-wide
changes, Choosing between maintenance of Status Quo versus experimentation, Stagnation versus
growth, and survival versus extinction.
Models of Change Management: Kurt Lewin (Unfreeze, Move and Re-freeze); Burke and
Litwin’s model of Drivers of Change, J.P. Kotter’s eight stages; Tackling Challenges at different
periods of Change. Personal Change versus Leading change; Proactive and reactive changes.
Management of Change: Diagnosing the organization, Determining the desired future state,
Implementation Action, Evaluating the Action, Institutional Action Research.
Effective ways of managing Change: Evolutionary and Revolutionary change in organization:
Continuous versus discontinuous changes, Uni-directional and cyclic changes Developments of
Evolutionary Change: Sociotechnical Systems Theory, Total Quality Management, Flexible
workers and Flexible work team. Developments of Revolutionary change: Reengineering, E-
Engineering, Restructuring, Innovation. Mergers and Acquisitions Early detection of the direction
of changes from Futurists and trend analysts; mapping external changes to internal adaptations.
Module:3 Organizational Development 4 hours CO 4
Concept, Objectives and Importance of OD. Foundations of OD. Managing the OD process. OD
techniques to promote change. OD techniques to deal with resistance to change. OD Intervention
design, leading and managing change, evaluation and institutionalization.
MBA Page 155

Module:4 OD Interventions 6 hours CO 5,6
Human process interventions I: Interpersonal and group process consultation,
Human process interventions II: Conflict Resolution,
Human process interventions III: Organization process consultation,
Techno- structural interventions I: Organizational design and restructuring
Techno- structural interventions II: Work design, responsibility
Module:5 HR Management Interventions 6 hours CO 5,6
Performance management, employee development, HR Management Interventions II: Workforce
diversity and wellness.
Strategic interventions: Mergers and acquisitions; Organizational Culture Change
OD Interventions: Team Intervention, Inter-group and third party peace-making, Structural
Intervention, Comprehensive OD Interventions, Consultant-Client relationships.
Module:6 Contemporary Issues 2 hours CO 2,6
Guest Lecture from industry experts on contemporary OD intervention strategies used in the
current scenario.
and Quizzes.
Text Book(s)
1. Palmer. I, Dunford. R, Akin. G,(2016), Managing organizational change: A multiple
perspectives approach, 3rd edition, McGraw-Hill Irwin
2. Cummings Worley, (2015), Organization Development, 10th Edition, Cengage Learning.
3. R. G. Priyadharshini, (2015), Organizational Change and Development, Cengage
Learning.
Reference Books
1. John P. Kotter, (2012), Leading Change, 1st edition, Harvard Business School Press.
2. Kotter J. P, Rathgeber. H, (2006), Our Iceberg is Melting: Changing and Succeeding
under any Conditions. New York, St. Martin's Press.
3. Wendell L. French, Cecil H.Bell. Jr, (2002), Organisation Development: Behavioural
science Interventions for Organisational Improvement, , 6th edition, Pearson Education
private Ltd.
Mode of Evaluation
appropriate)
MBA Page 156

Course code Performance Management L T P J C
BMT6168 3 0 0 0 3
v. 00.00
The objectives of this course are to:-
1. Equip students with comprehensive knowledge and practical skills to improve their ability for
performance management in their organizations.
2. Facilitate students to have broad understanding about performance management systems and
also explore the key elements of effective performance management in organizations.
Student will be able to:-
1. Discuss the crucial importance of Performance Management in an organization.
2. Set goals for himself as well as his subordinates in the organization.
3. Analyze and assess the performance of employees in the organization and manage team
performance.
4. Carry out performance management surveys, compare and evaluate the different performance
management systems, and appreciate the best practices in performance management.
5. Elaborate and disseminate the importance of Performance Management to the Line Managers.
Student Learning Outcomes (SLOs): 2,6,14,17,19,20
Module:1 Introduction to Performance Management 6 hours CO: 1
Overview of performance, performance appraisal, performance evaluation, performance
management. The Background, Foundations, Conceptual Framework, Critiques of performance
management. Need and Importance of performance management in organization.
Module:2 Performance Management System 6 hours CO: 2,3
The Practice of Performance Management: PMS, Managing Performance Management, Managing
under-performance. Performance Management Processes: Goal setting, Feedback, 360-degree
feedback, Performance Reviews, Analyzing and Assessing Performance, Coaching.
Module:3 Performance Management Model 5 hours CO: 2,3,4
Performance Management in Action: Performance Management surveys, Performance
Management Models, The Impact of Performance management on an organization.
Module:4 Applications of Performance Management 5 hours CO:3,4,5
The Applications of Performance Management: Managing Organizational Performance, Managing
Team Performance, Performance management and Learning, Performance Management and
Rewards. Competency Mapping and assessment techniques, Potential appraisal, Training Need
appraisal, Performance diagnosis and self-development initiatives.
Module:5 Developing Performance Management 6 hours CO: 3,4,5
Developing and Maintaining Performance Management: Developing Performance Management,
The Performance Management Role of Line Managers, Evaluating Performance Management
Performance development strategy. Mapping Business Strategies with performance management
Strategies. Challenges of managing performance.
Guest Lecture from industry experts on contemporary performance management.
# Mode: Flipped Class Room, Case Discussions, Lectures, Presentations, Role play.
Text Book(s)
1. Armstrong Michael, Armsrong’s (2009), Handbook of Performance Management, 4th edition,
Kogan Page.
Reference Books
MBA Page 157

1. Bacal Robert (1999), Performance Management, McGraw-Hill.
2. Harvard Business Essentials: Perfomance Management (2006), Harvard Business School
Press.
Mode of Evaluation
1 2 3 4 5 6
Midterm 20

Total 100
MBA Page 158

Course code Strategic Human Resource Management L T P J C
BMT6169 3 0 0 0 3
Course Objectives:
1. Distinguishing the strategic approach to human resources from the traditional functional
approach.
2. Understanding the relationship of HR strategy with overall corporate strategy.
3. Understanding the strategic role of specific HR systems.
4. Appreciating SHRM in the context of changing forms of organisation.
1. Demonstrate an advanced understanding of the key concepts, theories and leading studies
associated with strategic HRM;
2 Analyze and integrate the human resource management functions and assess their contribution
to organizational effectiveness.
3. Critically evaluate crucial factors in an organisational change process and especially the
importance of HRM in the change process.
4. Analyse the concepts associated with particular HR strategies and plan more effectively in
SHRM;
5. identify further requirement of knowledge in the area of HRM and being responsible for own
proficiency
Module:1 Human Resource Development 6 hours CO 1

Meaning – Strategic framework for HRM and HRD – Vision, Mission and Values – Importance –
Challenges to Organisations – HRD Functions - Roles of HRD Professionals - HRD Needs
Assessment - HRD practices – Measures of HRD performance – Links to HR, Strategy and
Business Goals – HRD Program Implementation and Evaluation – Recent trends – Strategic
Capability , Bench Marking and HRD Audit.
Module:2 E-HRM 6 hours CO 2
e- Employee profile– e- selection and recruitment - Virtual learning and Orientation – e - training
and development – e- Performance management and Compensation design – Development and
Implementation of HRIS – Designing HR portals – Issues in employee privacy – Employee
surveys online.
Module:3 CROSS CULTURAL HRM 4 hours CO 2, 3
Domestic Vs International HRM - Cultural Dynamics - Culture Assessment - Cross Cultural
Education and Training Programs – Leadership and Strategic HR Issues in International
Assignments - Current challenges in Outsourcing, Cross border M and A- Repatriation etc. -
Building Multicultural Organisations - International Compensation.
Module:4 Global SHRM 6 hours CO 4
Managing Global Human Resources-HR and the internationalization of business, Improving
international Assignments through selections, Training and maintaining international Employees,
Developing international Staff and Multinational Teams
Module:5 Changing Environment of HRM 6 hours CO 3
Internal and External factors. Internal factors – Human Resource of Country , changing demands
of employers , employees organization . External factors – Change in Technology, Legal and
Government, Customer Social factors, Economic and Political factors.
MBA Page 159

Guest Lecture from industry experts on contemporary OD intervention strategies used in the
current scenario.
and Quizzes.
Text Book(s)
1. Randy L. Desimone, Jon M. Werner – David M. Mathis, Human Resource Development,
Cengage Learning, 2007.
2. Jeffrey A Mello, Strategic Human Resource Management, Cengage Learning, Southwestern
3. 2007.
Reference Books
1. Bernadin, Human Resource Management, Tata McGraw Hill, 2006.
2. Robert L. Mathis and John H. Jackson, Human Resource Management, Cengage Learning,
3. 2007.
4. Rosemary Harrison, Employee Development – University Press, India Ltd, New Delhi, 2007.
5 Tony Edwards and Chris Rees, International Human Resource Management , Pearson, 2007.
Chris Brewstes, Paul Sparrow, Guy Vernon, International Human Resource Management ,
University Press 1st Edition 2008.
Mode of Evaluation
appropriate)
MBA Page 160

Course code Talent Management L T P J C
BMT6170 3 0 0 0 3
v. 02.00
1. This course will facilitate the students to have broad understanding about the talent
management systems.
2. To explore the key elements of effective Talent Management in organizations.
Student will be able to:-
6. Know about the basic aspects of talent management and also understand the need to have
talent management culture to create business excellence.
7. Formulate strategy for acquiring, engaging, developing and retaining talent and also
determine the link between business planning and talent management.
8. Develop assessment tools rooted in the organization’s creed that include competencies,
performance appraisal, potential forecast, and succession and career planning.
9. Develop understanding the approaches that are used to decide the allocation of financial
rewards to employees.
10. Appreciate the need for ethics, sustainability, diversity, engagement, innovation, and
creativity in talent management.
11. Demonstrate the use of training, development, coaching, mentorship, and leadership within a
talent management plan.
Module:1 Introduction to Talent Management 6 hours CO: 1,5

Meaning of Talent Management, Overview, Concept, Scope of Talent Management, Need and
Importance of Talent Management in organization. Objectives of talent management. Key
Processes of Talent Management. Consequences of Failure in Managing Talent, Effective Talent
Management System, Building Blocks of Effective Talent Management System. .
Module:2 Talent Planning 5 hours CO: 1,3
Objectives of Talent Planning, Steps in Strategic Talent Planning, Succession Planning Program,
Innovative talent planning, Current Industry Practices for Strategic Talent Planning, Ensuring
Leadership. An Overview, Shaping Talent Planning and Developing Values, Promoting Ethical
Behaviour.
Module:3 Talent Acquisition and Engagement 6 hours CO: 2,3,5
Talent Acquisition, Recruiting Process, Strategic Trends in Talent Acquisition, Talent acquisition
management solutions. Talent Acquisition Process. Sources of Talent Management. Employer
Branding, Knowledge edge in organizations, Current Application of Talent Management in
various Sectors.
Talent Engagement: Developing a Talent engagement Strategy.
Module:4 Talent Retention and Compensation 5 hours CO:2,4,3
Talent Retention Strategy. Defining the Elements of Total Rewards, Integrated Rewards
Philosophy, Designing Integrated Rewards, Sustainable Talent Management and Reward Model,
Strategic Compensation plan for Talent Engagement, Finding the Path for Success.
Module:5 Talent Development 6 hours CO: 2,3,6
Talent development strategy. Competency Mapping and assessment techniques- Recruitment
appraisal, Potential appraisal, Training Need appraisal, Performance diagnosis and self-
development initiatives. Mapping Business Strategies and Talent Management Strategies.
Challenges of Talent Management.
MBA Page 161

Guest Lecture from industry experts on contemporary talent management using cloud
computing.
# Mode: Flipped Class Room, Case Discussions, Lectures, Presentations, Role play.
Text Book(s)
1. Lance A. Berger, Dorothy R. Berger,(2011), The Talent Management Handbook, 2nd
Edition Tata McGraw-Hill
Reference Books
1. Rob Silzer, Ben E. Dowel, (2010). Strategy-Driven Talent Management: A leadership
Imperative, Wiley.
2. Harrington Brad, Hall, Douglas T, (2008), Career Management and Work-Life
Integration: Using Self-Assessment to Navigate Contemporary Careers. Sage Pub.
3. Paul Sparrow, Hugh Scullion, Ibraiz Tarique, (2014), Strategic Talent Management,
Contemporary Issues in International Context Cambridge University Press.
Mode of Evaluation
1 2 3 4 5 6
Midterm 20

Total 100
MBA Page 162

Course code Workplace Counselling L T P J C
BMT6171 3 0 0 0 3
v. 0.00
This course aims to understand the importance of workplace counseling and its processes and how
counseling techniques and methods helps to resolve employee’s workplace issues. This course also
aims at developing the professional counselling skills among the students by:
10. Providing an overview of the counselling processes and techniques
11. Creating a forum for practicing the basic counselling skills.
12. Selecting the key areas and situations where management can and should help employees in
performance planning and career advancement.
13. Developing alternative approach to dealing with problem situations in organizations.
Expected Course Outcomes (COs):

42. Get aware the need and importance of counseling and workplace counseling.
43. Know the roles and responsibilities of counsellors.
44. Acquire knowledge about the process, techniques and methods of counselling.
45. Develop workplace counseling skills and practice counseling interventions at workplace
46. Aware the workplace problems and practice counseling techniques and methods for solve the
problems through counseling skills.
47. Practice counseling techniques as one of the employee relievers and as a way to healthy life
reduction in day to day life work-life problems. Formulate strategies and remedial measures to
overcome workplace problems, and apply some important therapies to get rid of employee’s
work related problems.
Student Learning Outcomes (SLOs ): 1,2,4,14,17,19
Module:1 Introduction to Counseling 6 hours CO: 1,3

Introduction to Counseling: Definition, objectives and importance of counseling. Goals of effective
counseling. Basic principles of counseling. Understanding counseling as a process, Stages of the
counseling process. Building the Counseling Relationship: The core conditions of counseling. In-
depth Exploration: Advanced empathy, Confrontation, Interpretation & Role Playing. Ethical Issues
in counseling.
Module:2 Workplace Counselling 5 hours CO: 1,3,4
Workplace today, why workplace counseling, Basics of workplace counseling, Dimensions of
workplace counseling. Preparation for counseling, assessing workplace counseling, Introducing
counseling in the workplace. Model of workplace counseling.
Module:3 Role of Workplace Counsellors 5 hours CO: 2

Characteristics of effective counsellors, Multiple roles of counselors. Training for counselors.
Ethical issues in counseling, Self-Development of Managers as Counsellors: Barefoot Counselling,
Assertiveness and Interpersonal Skills for Counsellors, Counselling Relationship Use of Counselling
skills in a HR environment.
Module:4 Applications Workplace Counseling 6 hours CO: 4,5 6

Techniques and Methods
Assessment and diagnosis in workplace counseling, Structuring, Leading and Questioning
MBA Page 163

techniques, Overview of Major Theories of Counseling: Person Centered counseling, Transactional
Analysis, Psychoanalytical counselling and Behavioural Counseling
Issues at Workplace: Career, Absence and Sickness, Grievance and Disciplinary, Welfare, Turnover
and Retention, Redundancy, Home: Bereavement, Family Issues-financial, relationship.
Module:5 Practical: Counselling Interventions in 6 hours CO: 4,5,6

Organizations
Counselling Interventions in Organizations: Empathy, Listening and Responding, Effective
Feedback, Performance Counselling, Counselling in Problem Situations, Interpersonal Conflicts,
Midlife Blues, Integration and Action Plan.

Guest lecture by industry experts on counseling techniques and therapies to handle workforce
issues.

# Mode: Flipped Class Room, Case Discussions, Lectures, Role playing and Practical exercise.
Practical: Students would undertake the current workplace problems and exercise, practice, apply
counselling techniques and methods in the psychometric Lab.
Text Book(s)
1. Lewis E Patterson & Elizabeth Reynolds Welfel, (2005),The Counseling Process, Sixth
Edition, Cengage Learning Pvt Ltd.
Reference Books
1. Kavita Singh, (2010), Counseling Skills for Managers, Prentice-Hall of India.
2. Walt Schafer, (2000), Stress Management for Wellness, Cengage Learning.
Mode of Evaluation
1 2 3 4 5 6
Internal Digital Assessment 60
Midterm 20

Total 100
MBA Page 164

Course Code Analysis and Design of Information Systems L T P J C
BMT6172 Analysis and Design of Information Systemson S 3 0 0 0 3
v. 02.00
Course Objectives:
 To impart analytical and design capabilities to the students so that they could become
Information System Analysts
 To have good knowledge of system analysis and design techniques
 Good understanding of Enterprise analysis, Business Requirement Planning, Requirement

Gathering, Requirement Analysis, Requirement communication
 To be able to assess, validate and recommend Business solutions
1. Gather business requirements through a systematic process
2. Analyze requirements and formulate business specification documents
3. Analyze the functional requirements and non-functional requirements
4. Design systems based on requirements
5. Design User interface, input, output screens, reports
6. Perform forward engineering from UML design documents with Enterprise architect tools
7. Acquire the technical capability to construct and implement projects with system architect
tools and some customization
Module:1 Requirements Gathering 7 hours SLO: 1,2,3
Business analysis – Requirement elicitation – Requirement management and communication –
Enterprise and Requirement analysis (functional and non-functional)
Module:2 Information Systems design methods 4 hours SLO: 4,5
Information Systems Development - Project Management – Introduction to system analysis and
Design methods
Module:3 System Analysis 7 hours SLO: 1,2,6,7
Systems Analysis Methods - Systems Analysis Techniques - Modeling System Requirements with
Use Cases - Data Modeling - Process Modeling - Object-Oriented Analysis and Modeling
Module:4 System Design 6 hours SLO:2,4,6,7
Systems Design - Database Design - Output Design and Input Design and Prototyping - User
Interface Design - Object-Oriented Design
MBA Page 165

Module:5 System Construction and Implementation 4 hours SLO: 1,2,7
Systems Construction Phase – Context of System Construction and Implementation – Tasks for
Construction and implementation phases – System Acceptance Test Phase – Conversion to New
System
Module:6 Contemporary Issues 2 hours SLO: 1,2,3,4,5
Guest lecture by industry experts on latest trends in system design
Text Book(s)
1. 1. Hossein Bidgoli, Nilanjan Chattopadhyay, (2014), MIS4, 4th edition, Cengage
Learning.
Reference Books
1. Jeffrey L Whitten, Lonnie D. Bentley, (2008), Introduction to System Analysis & Design,1st
edition, McGraw Hill
Arthur M. Langer, (2008), Analysis and Design of Information Systems, 3rd edition, Springer-
2. Verlag London.
Alan Dennis, Barbara Haley Wixom, (2015), System Analysis & Design Methods, 6th edition,
Wiley.
3.
Donald Yeates, Tony Wakefield, (2004), System Analysis & Design, 2nd edition, Prentice Hall.
Mode of Evaluation
1 2 3 4 5 6 7
Midterm 20 √ √ √ √ √ √ √
inal Assessment Test 40 √ √ √ √ √ √ √

Total 100
Recommended by Board of Studies 11-032019
MBA Page 166

Course code Applied Operations Research L T P J C
BMT6173 3 0 0 0 3
v. 02.00
Course Objectives:
1. To facilitates the students to learn and apply mathematical tools for managerial decision
making and optimizing resources.
2. To be able to assign, allocate tasks and resources effectively.
3. To able to optimize profit, cost and resource utilization.
1. .Apply Advanced l.p.p techniques in manufacturing and service sectors.
2. Able to solve transportation and assignment problems.
3. Apply Project Scheduling techniques in real time Projects.
4. Able to apply Job Scheduling techniques in Manufacturing and service sectors.
5. Able to interpret the results obtained from software
6. Able to apply of optimization techniques in real business scenario.
6. Understand the concepts and modelling tools available in solving the operation research
problems.
7. Select the appropriate model based on the situation for effective decision making
8. Analyze the utility of using quantitative decision models.
9. Apply analytic skills to evaluate the problems.
10. Design, analyze and implement computational experiments in Business Situations.
Module:1 Advanced Linear Prgramming Problem 5 hours SLO: 1, 2, 3;
CO1&4
Linear Programming problem for more than two variables, use of artificial variables, Big M-
method and Two phase method, special cases of linear programming problem.
Module:2 Transportation and Assignment Problem 5 hours SLO: 1,2,3: CO
2&4
A general linear planning formulation of the transportation problem - Northwest corner rule –
Least cost method. Vogel's approximation method – degeneracy in transportation problem –
optimal solution - modified distribution method, unbalanced transportation problems - Hungarian
method of solving assignment problem - unbalanced assignment problems
Module:3 Project Scheduling 8 hours SLO: 1,2,3;
CO:3&4
PERT/CPM networks - project scheduling with uncertain activity times - the critical path
calculation.
Module:4 Job Sequencing 5 hours SLO: 1, 2 , 3;
CO:4&6
Sequencing: Sequencing of 'n' jobs and '2' machines - 'n' jobs and '3', M machines –Processing two
jobs through M machines
Module:5 Application using software 5 hours SLO: 1, 2 ,3;
CO:5
Solving operation research problems using Excel-Solver and TORA Software.
Module:6 Contemporary Issues 2 hours SLO: 1, 2 ,3;
CO:6
Guest lecture by industry experts on contemporary operational analytics tools used by
corporates in decision making
MBA Page 167

Text Book(s)
1. Wayne L. Winston and S. Christian Albright (2008). Practical Management Science, 3rd
ed., South-Western College Pub
2. Hamdy Taha, (2003), Operations Research – 7th edition, Prentice Hall India
Reference Books
1. Kanti Swarup, P.K. Gupta & Man mohan, (2005), Operations Research, Sultan Chand & Sons
2. S.D.Sharma & Kedar Nath, (2004), Operations Research, , Ram Nath & Co.
3. V.K.Kapoor, (2002), Operations research Techniques for Management, Sultan Chand & Son
Mode of Evaluation: Midterm: Unit 1,2&3, Quiz, Assignments and Case Studies
1 2 3 4 5
Midterm 20 √ √ √ √ √

Total 100
MBA Page 168

Course code Big Data Analytics L T P J C
BMT6174 2 0 2 0 3
Course Objectives:
4. Providing fundamental concepts and significance of big data analytics and how organizations
can leverage information to gain competitive advantage
5. Providing an understanding of the application of Big data analytics methods and techniques in
addressing strategic business problems
Course Outcome:
1. Assess the role of big data analytics within an organization and the challenges
2. Apply Big data analytics methods and techniques in addressing strategic business problems
3 Acquire an understanding of machine learning algorithms and how it can be applied in
addressing strategic business problems
4. Acquire an understanding of graph analytics in the context of big data
5. Use Hadoop, spark architecture, machine learning, graph analytics and other big data tools for
the model development and interpreting the outputs
applications
Module:1 Introduction to Data Analytics 3 hours CO: 1
Big Data Overview – Characteristics of Big Data –Business Intelligence v/s Data Analytics – Need
of Data Analytics – Data Analytics in Industries – Role of the Data Scientist – Data Analytics Life
Cycle– Main phases of the lifecycle
Module:2 Introduction to Hadoop, HDFS and Hadoop 4 hours CO: 2
Architecture
Need of Hadoop - Overview of Hadoop – Hadoop v/s RDBMS – Hadoop v/s MPI - Scale-up vs.
Scaleout architectures- Hadoop Eco System - The Distributed File System: HDFS, – The Design
of HDFS –HDFS Concepts – Working with HDFS-Components of Hadoop Nodes - Hadoop
Cluster Architecture – Working principle of Hadoop – MapReduce –Map and Reduce Phase – Job
Processing in Hadoop - MapReduce program for Counting the things
Module:3 Spark Architecture 3 hours CO: 2
Motivation - Interactive and iterative - Directed Acyclic Graph (DAG) - RDD- Transformations -
Actions - Numberical Operations - Counting the things using Scala Spark, PySpark, JavaSpark and
Rspark
Module:4 Machine Learning With Big Data 4 hours CO: 3
Machine Learning with Big Data: Advanced Data Analytics- A Closer Look at Machine Learning-
Machine Learning Taxonomies- Data Mining Tasks-A Statistical Modeling Approach, Testing
our Statistical Model, Naive Bayes Rule, Decision Tree Induction, Constructing Decision Trees,
Decision Tree Overfitting and Other Concerns, The Spark Machine Learning Library (MLlib),
Spark MLlib Classification
Module:5 Graph Analytics for Big Data 4 hours CO: 4
What is a Graph?- Why Graphs?-What are the impact of Big Data's V's on Graphs?- Focusing on
MBA Page 169

Graph Analytics Techniques- Path Analytics-Applying Dijkstra's Algorithm- Inclusion and
Exclusion Constraints- Graph Analytics Applications- Connectivity Analytics- Disconnecting a
Graph- Community Analytics and Local Properties- Global Property: Modularity- Centrality
Analytics.
Guest lecture by industry experts on emerging trends in big data as a Business planning tool
– Recommendation analytics – Health Care analytics – financial Analytics - Log Data
Analytics - Social Media analytics - Fraud and abuse Detection
Practical Hadoop, Hadoop Architecture, spark architecture, 20 hours CO: 5

machine learning, graph analytics.
Text Book(s)
1. Thomas Davenport et.al, (2010), Analytics at Work: Smarter Decisions, Better Results ,
3rd edition, Harvard Business School Press, Boston, Massachusetts.
2. Zikopoulos P, Eaton C, (2011), Understanding big data: Analytics for enterprise class
Hadoop and streaming data, McGraw-Hill Osborne Media.
3. Viktor Mayer-Schönberger, Kenneth Cukier (2014), Big Data: A Revolution That Will
Transform How We Live, Work, and Think, Mariner Books
Reference Books
1. Pramod J. Sadalage, Martin Fowler, (2012), NoSQL Distilled: A Brief Guide to the
Emerging World of Polyglot Persistence, Addison-Wesley.
2. Sammer E, (2012), Hadoop Operations, 1st edition, O'Reilly Media, Inc.
3. Marz N, Warren J, (2015), Big Data: Principles and best practices of scalable real-time data
systems, Manning Publications Co.
4. Miner D, Shook A, (2012), MapReduce Design Patterns: Building Effective Algorithms and
Analytics for Hadoop and Other Systems, O'Reilly Media, Inc.
5. Rajaraman A, Ullman J. D, (2014), Mining of massive datasets, Cambridge: Cambridge
University Press.
6. Lam, C. (2014). Hadoop in action. 2nd edition, Manning Publications Co.
7. Franks, B, (2012),Taming the big data tidal wave: Finding opportunities in huge data streams
with advanced analytics, John Wiley & Sons.
8. Provost F, Fawcett T, (2013), Data Science for Business: What you need to know about data
mining and data-analytic thinking, O'Reilly Media, Inc..
9. Thomas Davenport et. Al, (2007), Competing on Analytics: The New Science of Winning.
Harvard Business School Press. Boston, Massachusetts.
10. Zikopoulos P, Parasuraman K, Deutsch T, Giles J, Corrigan D, (2012), Harness the power of
big data The IBM big data platform, McGraw Hill Professional.
1 2 3 4 5 6
MBA Page 170

Lab 100 √ √ √ √ √ √
Total 100
MBA Page 171

Course code Data Science for Managers L T P J C
BMT6175 2 0 0 4 3
v. 02.00
Course Objectives:
1. Enhance the analytical capability of the students using statistics.
2. Students will be able to know Univariate Analysis
3. Students will be able to understand Prescriptive, Predictive and bivariate analysis
4. Students will be able to understand Multivariate techniques
1. Students can know how to code the real time data in the software.
2. Students can apply univariate analysis with real time data
3. Students can apply Prescriptive and Predictive analysis in Business Research
4. Students can apply Bivariate and multivariate techniques in real time business data.
5. Students can know how to interpret the software output data
6. Understand how to organize, manage, and present data.
7. Use and apply a wide variety of specific statistical methods.
8. Develop competence in background statistics and use of computer packages to solve
problems.
9. Understand the applications of probability in business.
10. Effectively interpret results of statistical analysis using software output
Module:1 Univariate Analysis I 3 hour SLO: 1,2,3;
CO:1&2
Mean, Median and Mode – Individual, Discrete and Continuous Series – Application with real
time data using software and Data Interpretations
Module:2 Univariate Analysis II 3 hour SLO: 1,2,3;
CO1&2
Standard Deviation, Variance and Coefficient of Variation - Application with real time data using
software and Data Interpretations
Module:3 Prescriptive and Predictive Analysis 4 hours SLO: 1,2,3;
CO:3&5
Correlation & Regression: Correlation analysis, Rank correlation - Regression Analysis Bivariate
and Multivariate Analysis - Application with real time data using software and Data
Interpretations
Module:4 Bi Variate Analysis 4 hours SLO: 1,2,3;
CO:4&5
Test of Hypothesis
,Chi Square test, ANOVA: One way and Two way classification.
Non Parametric Test
Sign test, Rank sum test, Run test, Kruskal wallis test, Mann Whitney U test - Application with
real time data using software and Data Interpretations
Module:5 Multivariate Analysis 4 hours SLO: 1,2,4;
CO:4&5
Factor Analysis, Conjoint Analysis and Discriminant Analysis - Application with real time data
using software and Data Interpretations - Application with real time data using software and Data
Interpretations
Module:6 Contemporary Issues 2 hours SLO: 1,2,3; CO:5
Guest lecture by industry experts on Statistical application in decision making
MBA Page 172

Practical : # Use of SPSS/SAS software for Advanced Data 20 hours SLO: 1,2,3,4,5
Analytics and Interpretations
Text Book(s)
1. Levin, Rubin, (2013), Statistics for Management, 13th edition, Pearson Education.
2. Anderson D.R, Sweeney D.J, Williams T.A, (2013), Statistics for Business and
Economics, 11th edition, Cengage Learning.
3. Gerald Keller, (2014), Statistics for Management and Economics, 10th edition, Cengage
Learning.
4. Rajendra Nargunkar (2016), Marketing Research, Tata McGraw Hill
Reference Books
1. Srivastava T, Rego S, (2012), Statistics for Management, Tata McGraw Hill.
2. Murray R. Spigel, (2010), Theory and Problems of Statistics – Schaums outline Series 4th
3. S.P. Gupta, (2014), Statistical Methods, 13th edition, Sultan Chand Publications.
Mode of Evaluation: Midterm: Unit 1, 2&3, Quizzes, Assignments, Term paper, Mini Projects
and FAT
1 2 3 4 5

Lab 100 √ √ √ √ √
Total 100
MBA Page 173

Course L T P J C
E-Commerce
Code 2 0 0 4 3
BMT6176 Pre-requisite: NIL Version:
Course Objectives:
Students will be able to develop the skills in the field of Electronic Commerce and to keep
students at the forefront of the Global Digital Economy via facilitating innovation, creating
values in the Electronic market place with the Cooperation of leading Edge Organizations.
The Objectives of this course are three fold:
1. Acquaint students with a fundamental understanding of the environment and strategies
in the New Economy.
2. Provide analytical tools to understand opportunities in unserved or underserved New
Economy markets.
3. Understand the traditional and new communication/marketing approaches that create
competitive advantage in the New Economy.
4. Provide an overview of the hardware, software, servers, and the parts that make up the
enabling “railroad” for the New Economy.
Student Learning Objectives (SLOs)

7. Understand E-Commerce and it’s concepts for application in the world of business and
future of Ecommerce and its further technological shifts in various business verticals
8. Identify the opportunity and plan the E-Commerce venture
9. Explore the possible threats for the E Commerce and enabling them to evolve the
solutions
10. Understand the importance of dis-intermediation and re-intermediation in designing
business solutions.
11. Understand E-Commerce payment systems
Introduction to E-Commerce: Introduction to E-Commerce -

Forces Fueling E-Commerce- E-commerce Frame work -
1 2 1,2
Challenges In E-Commerce - Model for E-Commerce - Types
Of E-Commerce.
Technical Aspects of E-Commerce: Security on the Net -
2 Implementation and Management Issues of E-commerce - 4 1,5
Electronic Data Interchange - Electronic Payment Systems.
E-Commerce Applications : Commercial Aspects of E-
commerce - E-Commerce And Banking - E-Commerce And
3 5 1,3
Retailing - Electronic Commerce And Online Publishing - E-
Business Issues & Internet Marketing.
E-Commerce Strategies: E-Commerce Strategies for
Development Elements Of National E-Commerce Strategies
4 4 1, 2, 3
Legal Aspects of E-Commerce - Planning Successful E-
Commerce – Case Studies.
MBA Page 174

E-Commerce and other Integration: Integrating E-Commerce
1,2,3,4,
5 with ERP, SCM and other Business applications Systems, 3
5
Future of E-Commerce and Collaborative Commerce.
Guest lecture by industry experts on latest trends in E- 1,2,3,4,
6 2
Commerce 5
Total Lecture Hours 20
Project: Team of maximum 5 students would undertake the 60
1,2,3,4,
project. The faculty coordinator would provide the topic No. contact
5
based on the modules. hours
# Mode: Flipped Class Room, Case Discussions, Lectures and

Project
Text Books
1. Efraim Turban et. al, (2010), Electronic Commerce–A Managerial Perspective,
Pearson Education.
References
1. R Kalokota, Andrew V. Winston, (2005), Electronic Commerce – A Manager’s
guide, Pearson Education.
Mode of Evaluation
1 2 3 4 5
Midterm 20 √ √ √ √ √
40 √ √ √ √ √
Internal Assessment Test
Total 100
Recommended by Board 11-03-2019
of Studies
Approved by Academic No. 54 Date 14-03-2019
Council
MBA Page 175

Course code Information Systems Audit and Control L T P J C
BMT6177 3 0 0 0 3
v. 01.00
Course Objectives:
1. To make the students understand the importance of information in decision making
2. To make the students understand the various types of Information Systems audit processes
3. To make the students understand the Process of Auditing IS
1. Understand the role of the IS auditor and the IS audit function.
2. Understand the purpose of controls in an information systems environment.
3. Apply the concepts in real time business scenario.
8. Understand the importance of management of Information system Audit
9. Understand the process of IS Audit
10. Understand the corporate governance and IS Audit linkages
11. Understand the IS operations, maintenance and support
12. Plan for the Disaster Recovery
13. Understand the importance of IT Security
Module:1 Process of Auditing IS 4 hours SLO: 1,2;
CO:1&3
Management of IS Audit Function - Risk Analysis – Internal Controls – Performing an IS Audit –
Control Self-assessment – The Evolving IS Audit process
Module:2 Governance and Management of IT 7 hours SLO: 1,3;
CO:1&3
Corporate Governance – IS Strategy – IT Investment and allocation processes - Policies and
Procedures – Risk Management – IS Management practices –IS Organizational structure and
responsibilities – Business Continuity Planning – Auditing Business Continuity
Module:3 IS Operations, Maintenance and Support 7 hours SLO:
1,4;CO:1&3
IS Operations- IS Hardware – IS Architecture and Software – IS Network Infrastructure –
Auditing Infrastructure and Operations
Module:4 IS Acquisition, Development and DRP 5 hours SLO:1,5;CO:2&3
Auditing Application Controls – Auditing Systems Development Acquisition and Maintenance –
Disaster Recovery Planning
Module:5 Protection of Information Assets 5 hours SLO: 1,6:CO:2&3
Importance of Information Security Management - Logical Access – Network Infrastructure
Security- Auditing Information Security Management Framework - Environmental Exposures
and Control – Physical Access Exposures and Controls
Module:6 Contemporary Issues 2 hours SLO:
1,2,3,4,5,6;CO:3
Guest lecture by industry experts on importance of Information systems audit and control
Text Book(s)
1. Sandra Senft, Frederick Gallegos, Aleksandra Davis,(2012), Information Technology
Control and Audit, 4th edition, Auerbach Publications.
MBA Page 176

Reference Books
1. CISA Review Manual – ISACA.
2. Jack J. Champlain, (2003), Auditing Information Systems, 2nd edition, Wiley.
Mode of Evaluation: Mid term Examination:1,2&3, Quiz and Digital Assignments
1 2 3 4 5 6
Midterm 20 √ √ √ √ √ √

Total 100
MBA Page 177

L T P J C
Course code IT Enabled Services
Course code IT enabled Services L T P J C
BMT6178 3 0 0 0 3
v. 02.00
Course Objectives:
The course aims to provide an understanding of the issues involved application of I T Enabled
Services in various businesses. It focuses on the cross functional processes and integration of
events/transactions across different functional areas in organizations.
14. The objective of this course is to provide the student with an expertise.
15. Interrelate how various support systems can be used for business decisions and to sustain
competitive advantage.
16. Combine analytical thinking, creativity and business-problem-solving as applied to
ongoing business practices, future trends, and relevant case studies

14. Understand the key concepts and drivers of ITES.
15. Comprehend on the ITES Delivery process
16. Manage an IT enabled service
17. Develop service level agreements
18. Understand software tools involved in ITES
19. Acquire knowledge on the Business models supporting the need of ITES
20. Understand the challenges in managing ITES
Module:1 Evolution of ITES 7 hours SLO: 1,2,3
Introduction, Evolution of ITES, Key Drivers of ITES, Key benefits of IT-enabled outsourcing.
The Indian IT-Enabled outsourcing market: Existing size, Market Segmentation. Contact centers,
Market size, Market Processes, Value Proposition and Future of Indian contact center market.
Market Processes, Market size, Setup of Medical Transcription, Customers for MT units. Types of
Service Desks, benefits and demerits of each type, suitability of a particular type to a specific
business context
Module:2 ITES Frame Works 6 hours SLO: 3,5
Introduction to Relevant Internet & Web, Applications for ITES, Voice over IP, IP telephony,
groupware, SMTP, SOAP, BizTalk servers. Back Office Operations, GIS, Animation, Engineering
and Design Services, On line Training: Business Process Outsourcing, GIS Services, Content
development and animation, Engineering & Design Services
Module:3 SLAs 5 hours SLO: 4
Service level agreements: What are the components- how to develop good SLA. – Templates of
SLAs. Service Level Management: Process metric show to design – how to capture data on
process metrics – how to monitor
Module:4 Business Models Driving IT Enabled Service 5 hours SLO:1,6
In-house/Captive centers, Building Success strategies for in-house ITES& 3rd party providers,
Third Party Services providers.
Module:5 Challenges in ITES 5 hours SLO: 1,7
HR in ITES, Employee Value Proposition, Balance of Rewards, Incentive Plan, Training, Quality
Focus, Benchmarking quality & Performance. Perspective, Supply & Demand side, Action Plan
for India. Importance & General Strategies for organizing Disaster Recovery, Business Impact of
a Disaster.
Module:6 Contemporary Issues 2 hours SLO: 1,2,3,4,6,7
MBA Page 178
Guest lecture by industry experts on latest trends in ITES in India
Text Book(s)
1. Shiro Uesugi, (2013), IT Enabled Services, Springer.
Reference Books
1. Stuart Morstead, Greg Blount, (2004), OFFSHORE READY - Strategies to plan and profit
from offshore IT enabled services, 2ndedition, American Productivity & Quality Center.
2. Charles Weaver, (2007), The Art of Managed Services, 1st edition, MSP Alliance Press.
3. Nikhil Treebhoohun, (2011), Promoting IT Enabled Services, Series Title: Lessons from the
Commonwealth.
Mode of Evaluation
1 2 3 4 5 6 7
Midterm 20 √ √ √ √ √
in l Assessment Test 40 √ √ √ √ √ √ √
Total 100
MBA Page 179

Course code Lean Manufacturing L T P J C
BMT6179 3 0 0 0 3
Course Objectives:
1. Imparting a conceptual introduction to lean manufacturing and its principles
2. Providing an understanding of the strategic importance of Lean Manufacturing and its
applications in various business
3. Developing the capability in terms of the applications of lean tools and techniques in analyzing
and solving problems related to operational issues
Course Outcome:
1. Determine the strategic importance of lean manufacturing in creating and enhancing a firm’s
competitive advantages
2. Identify and eliminate various lean wastes and establish process flow
3. Assess the importance of cost reduction and implement Kanban pull system
4. Select relevant Lean tools and techniques in managing and improving operations
applications
Module:1 Introduction to Lean Management 3 hours CO: 1
History of lean and Toyota Production System, Production Management and JIT Production
System, Introduction to the JIT Production System, Relationship with Profit, Approach to
Production as a whole
Module:2 Wastology 6 hours CO: 2
The Total Elimination of Waste, Types of Wastes, Discovering and Removing Waste, 5S
Approach, Red Tags & Signboards, Visual Controls, Orderliness; Flow Production, Inventory,
Flow Production within and between Factories; Multi-process Operations, difference between
Horizontal and Vertical Multi-process Operations, Precautions and Procedures for Multi-Process
Operations
Module:3 Labour Cost Reduction 6 hours CO: 3
Labour Cost Reduction Steps, Points for achieving Labour Cost Reduction; Kanban: Differences
between the Kanban System and Conventional Systems, Functions and Rules of Kanban,
Determination of Variety and Quantity of Kanban, Administration of Kanban
Module:4 Visual Control 7 hours CO:4
Introduction to Visual Control, Visual Orderliness, Standing Signboards, Andon, Production
Management Boards, Relationship between Visual Control and Kaizen; Leveling: Introduction to
Level Production, Methods of Production Scheduling, Difference between Batch and Level
Production, Levelling Techniques, VSM, ROC, TOC
Module:5 Changeover & Standard Operations 6 hours CO: 4
Changeover : Changeover Improvement, Procedure and Seven Rules for Improving Changeover;
Quality Assurance, Plan for Achieving Zero Defects, The Poke-Yoke System, how to use Poke-
Yoke and Zero Defects Check Lists
Standard Operations: Establishing Standard Operations, Combination Charts and Standard
MBA Page 180

Operations Charts, Standard Operations and Operations Improvements; Jidoka: Steps towards
Jidoka, Difference between Automation and Jidoka, Separating workers, Ways to Prevent
Defects, Extension of Jidoka to the Assembly Line, Maintenance and Safety, CCO: Three
Lessons in Maintenance, Preventing Breakdowns, Strategies for Zero Injuries, and Zero
Accidents.
Guest lecture by industry experts on recent trends in lean manufacturing practices.
Text Book(s)
1. Steve Borris, (2012), Strategic Lean Mapping, McGraw Hill.
2. Yasuhiro Monden, (2011) “Toyota Production System: An Integrated Approach to Just-
in-Time”, 4th edition, CRC Press.
Reference Books
1. Pascal Dennis, (2007) “Lean Production Simplified: A plain Language Guide to the World’s
Most Powerful Production System”, Second Edition, Productivity Press.
2. Wilson, (2009), How to Implement Lean Manufacturing, McGraw-Hill Professional.
3. Stephen A Ruffa, (2010), The Going Lean Field book, AMACOM, USA.
4. Hiroyuki Hirano, (2009), JIT Implementation Manuel (Vol I to Vol VI), 2nd edition, CRC
Press.
5. John Shook, Alexis Schroeder, (2008), Lean Lexicon, Lean Enterprise Institute, MA, USA.
6. Jeffrey K. Liker, David Meier, (2006), The Toyota Way Field Book, McGraw Hill.
Mode of Evaluation
1 2 3 4 5 6

Total 100
MBA Page 181

Course L T P J C
Logistics and Supply Chain Management
Code 3 0 0 0 3
BMT6180 Pre-requisite: Version:
1. Providing an understanding of the significance of logistics and supply chain Management in a
business
2. Developing the capability to conceptualize, design, and implement supply chains aligned with
product, market, and customer characteristics and solving problems related to logistics and
supply chain issues
Course Outcome:
1. Build an understanding of the key concepts and the strategic role of logistics and supply chain
management in creating and enhancing a firm’s competitive advantages
2. Assess the significance of supply chain network design and warehouse functions
3. Forecast, plan and manage supply and demand in a supply chain
4. Plan and manage inventory and transportation in supply chain
5. Assess the significance of various cross-functional drivers in a supply chain
applications
17. Having an ability to use techniques, skills and modern managerial tools & techniques necessary
Module: 1 Introduction to Logistics and SC management 5 hours CO: 1
Definition and Scope of Logistics and SC – Functions & Objectives – Customer Value
Chain – Service Phases and attributes – Value added logistics services
Role of logistics and SC in Competitive strategy - Understanding the Supply Chain
Performance measures -Achieving Strategic Fit and Scope-Supply Chain Drivers and
Metrics-Overview of Supply Chain Challenges in India
Module: 2 Designing the Supply Chain Network 6 hours CO: 2
Designing Distribution Networks and Applications to Business, Network Design in
the Supply Chain, Network Design in an Uncertain Environment
Warehousing Functions – Types – Warehousing decisions and facilities location –
Risk pooling – Decision Model – Layout Design –. Material Handling Equipment and
Systems-Cross Docking.
Module: 3 Planning Demand and Supply in a Supply Chain 5 hours CO: 3
Demand Forecasting in a Supply Chain, Aggregate Planning in a Supply Chain-Sales
and Operations Planning: Planning Supply and Demand in a Supply Chain-
Coordination in a Supply Chain
Module: 4 Planning and Managing Inventories and Transport in a SC 6 hours CO: 4
Managing Economies of Scale in a Supply Chain: Cycle Inventory-Managing
Uncertainty in a Supply Chain: Safety Inventory-Determining the Optimal Level of
Product Availability
Role of Transportation in a SC - Transportation System – Evolution, Infrastructure
and Networks, Freight Management – Route Planning –Containerization - Modal
Characteristics, Inter-Modal Operators and Transport Economics. Packaging- Design
considerations.
MBA Page 182

Module: 5 Managing cross-functional drivers in a supply chain 6 hours CO: 5
Sourcing Decisions in a Supply Chain-Pricing and Revenue Management in a Supply
Chain-Information Technology in a Supply Chain-Sustainability and the Supply Chain
Logistics Outsourcing; Logistics Service provider – 3PL, 4PL and 5PL; Logistics
Information Systems – Need, Characteristics and Design. E-Logistics – Structure and
Operation. Logistics Resource Management. Automatic Identification Technologies.
Reverse Logistics – Scope, Design and as a Competitive Tool.
Module: 6 Contemporary Issues 2 hours CO: 1
Guest lecture by industry experts on Key Issues, Best Practices, and Emerging
trends in supply chain and logistics management
Text Book(s)
1. Sunil Chopra, Peter Meindl, D.V. Kalra, (2015), Supply Chain Management- Strategy,
Planning and Operations, 6th edition, Pearson education.
2. Joel D Wisner, G. Keong Leong, Keah-Choon Tan, (2012), Supply Chain Management –
A Balanced Approach, 3rd edition, Cengage Learning.
Reference Books
1. Ballou R. H, (2011), Business Logistics/Supply Chain Management, 5th edition, Pearson
Education.
2. Robert Jacobs, Ravi Shankar, Richard Chase (2014), Operations and Supply chain
Management, 14th edition, Mcgraw Hill.
3. Hugos M. H, (2011), Essentials of Supply Chain Management, 3rd edition, John Wiley &
Sons.
4. Christopher M, (2011), Logistics and supply chain management: creating value-added
networks, 4th edition, FT Press.
Mode of Evaluation
1 2 3 4 5 6

Total 100
MBA Page 183

Course code Materials Management L T P J C
BMT6181 3 0 0 0 3
Course Objectives:
This course facilitates the students to learn and apply materials management tools and techniques
to improve business competitiveness in the supply chain.
1) Apply the principles and techniques of materials management, whilst ensuring their
congruence with the mission and goals of the organization
2) Learn inventory control tools and techniques to improve business competitiveness in the
supply chain.
3) Identify specific and special features of the vendor management for cost effective
operations.
4) Develop the ability to work independently in procurement activities with additional
knowledge of quality management and materials handling systems.
1) Having an ability to apply mathematics / business problem solving techniques in business
applications
2) Having a clear understanding of the subject related concepts and of contemporary issues
6) Having an ability to design a Quantitative / product / service solutions applying all the relevant
17) Having an ability to use techniques, skills and modern managerial tools & techniques
Introduction to Materials management, Production Planning: Demand Forecasting Aggregate
planning, Master Scheduling, BOM, MRP, Capacity Planning, Production Scheduling
Module:2 Inventory Management 7 hours CO:2
Stores and Warehousing, Stock assessment, Cost of Inventory, Selective Inventory Control,
MUSIC 3D, JIT Inventory Management
Module:3 Procurement & Vendor Management 8 hours CO:3
Foundations of Strategic Sourcing and Supply Management, P2P Process, Strategy Development;
Procurement: Ordering Quantity, Procurement Types, Steps of Procurement, Tendering & Bid
evaluation process, Negotiation & Ordering, Importing, Procurement Cost; Vendor Management:
Vendor Development, Vendor Rating, and Selection and Analytics Hierarchy Process (AHP),
Supplier Performance Management.
Module:4 Material Handling 4 hours CO:4
Material Handling System : Cranes, Conveyors, Feeders, Pipelines, Processing of materials and
Cost
Module:5 Quality Management 4 hours CO:4
Quality Management and Audit; Supply Quality Management; Inspection, Acceptance Sampling,
Quality Control of supplies; Supply Base Integration.
Module:6 Contemporary Issues 2 hours CO:3
Guest lecture by industry experts on E-sourcing for competitive advantage
Text Book(s)
MBA Page 184

1. J.R. Tony Arnold, Stephen N. Chapman, Lloyd M. Clive, (2011), Introduction to
Materials Management, 7th edition, Pearson.
2. Monczka M Robert et al, (2016), Purchasing and Supply Chain Management, 6th edition,
Cengage Learning.
Reference Books
1. Hiroyuki Hirano, (2009), JIT Implementation Manual (Series), 2nd edition, FL: CRC
Press.
2. Joseph L. Cavinato, Ralph G. Kauffman, (2000). The Purchasing Handbook, 6th edition,
McGraw Hill.
3. Fred B. Sollish, John Semanik, (2012),The Procurement and Supply Manager's Desk
Reference, 2nd edition, NJ: John Wiley & Sons.
4. Robert Handfield, (2006), Supply Market Intelligence, Auerbach Publications (Taylor and
Francis).
Mode of Evaluation
1 2 3 4 5 6

Total 100

MBA Page 185

Course code Operations Analytics L T P J C
BMT6182 3 0 0 0 3
v. 01.00
Course Objectives:
1. To understand the role that analytics and analytical models play in improving an
organization’s operational processes
2. To understand the Prescriptive and Predictive Analytics
3. To know utility of different inventory models in different business scenario
4. To understand the decision making models
1. Apply Prescriptive and Predictive Analytics in different business scenario.
2. Able to solve problems in inventory management with real time data
3. Able to apply different decision making models in different business environments.
4. Able to apply queuing models in manufacturing and service sectors
5. Able to apply Operations Analytics in various business scenarios.
21. Understand the modeling tools available in solving the operation research problems.
22. Select the appropriate model based on the situation for effective decision making
23. Analyze the utility of using quantitative decision models.
24. Apply analytic skills to evaluate the problems.
25. Design, analyze and implement computational experiments.
Module:1 Prescriptive Analytics - Optimization 5 hours SLO: 1,2,3; CO:1
Game theory: Two person zero-sum game with saddle point – Game problems of Mixed strategy
- Method of dominance – Graphic method for 2Xn or mX2 games – Mixed strategies for 3X3
game – Method of linear programming
Module:2 Predictive Analytics 5 hours SLO: 1, 2, 3;
CO:1
Replacement Problems: Replacement models that deteriorate with time – Replacement of
items whose maintenance costs increase with time and value of money also changes with time
–Replacement of items that fail suddenly
Module:3 Inventory Models 8 hours SLO: 1,2,3; CO:2
Materials Management and Procurement: Inventory Problems: Deterministic model – Costs –
Decision variables-Economic order Quantity with and without shortage – Quantity discount –
Probabilistic Inventory model – Inventory systems – Safety stock – Instantaneous and non-
instantaneous receipt of goods – Re-order level – ABC Analysis
Module:4 Decision Making Models 5 hours SLO:1, 2 , 3;
CO:3&5
Decision Making under uncertainty - Decision making under certainty and Risk– Decision Tree
Module:5 Queuing Models 5 hours SLO: 1, 2 ,3;
CO:4&5
Introduction to Queuing Theory – (M/M/1): (∞/FCFS), (M/M/1): (N/FCFS), (M/M/C):
(∞/FCFS), (M/M/C): (N/FCFS)
Module:6 Contemporary Issues 2 hours SLO: 1,2,3; CO:5
Guest lecture by industry experts on contemporary operational analytics tools used by
corporates in decision making
MBA Page 186

Text Book(s)
1. Andersen, Sweeney etal, (2016), Quantitative Methods for Business, 13th edition,
Cengage Learning.
2. Wayne L. Winston, S. Christian Albright, (2016), Practical Management Science, 5th
edition, Cengage Learning.
3. Arun Kumar, N. Meenakshi, (2014) Operations Management, Cengage Learning.
Reference Books
1. Hamdy Taha, (2016), Operations Research, 10th edition, Prentice Hall India.
2. S.D.Sharma, KedarNath, (2014), Operations Research, Ram Nath & Co.
3. V.K.Kapoor, (2014), Operations research Techniques for Management, 5th edition, Sultan
Chand & Sons.
Mode of Evaluation: Mid-term Examination: 1,2&3, Quiz, Assignments and Case Analysis
1 2 3 4 5
Midterm 20 √ √ √ √ √

Total 100
MBA Page 187

Course
Programming for Analytics L T P J C
code
BMT6183 2 0 2 0 3
Pre-requisite: Nil Version:
Course Objectives:
This course eenhances the programming capability of the students using R. Also facilitates to
understand the purpose of using R in the process of data analysis.
1) Explore R language fundamentals, including basic syntax, variables, and data types
2) Create and customize visualizations and can also perform predictive analytics using R
3) Learn techniques in data analysis for managerial decision making processes
applications
7) Having computational thinking (Ability to translate vast data in to abstract concepts and to
Hours CO
Topics
Module:1 Introduction to R 4 1
Overview and History of R- R Console Input and output
Evaluation- R Studio -Data Types – variables – operators - R
Objects and Attributes- Vectors and Lists- Matrices-
Factors- Missing Values-Data Frames-Names – Reading
data in and out of R – Subsetting R objects – Date and time
Module:2 Control Structures 2 1
If..else – for loops – Nested for loops – while loop – repeat –
next- break
Module:3 Functions and Packages 3 1
Functions in R- Argument Matching – lazy Evaluation –
Scoping rules – lexical scoping – dynamic scoping – Loop
functions – Strings – Packages in R
Module:4 Debugging and Simulation 2 2
Debugging tools in R – using traceback() – debug() –
recover() – Generating random numbers – setting the
random number seed – simulating a linear model – random
sampling
Module:5 R data Interfaces, Charts & Graphs, R statistics 7 3
CSV files – Excel files – Binary files – XML files –
Database. Pie chart – Bar chart – Boxplots – Histograms –
Line graphs – Scatter plots
Mean median & mode – Linear & Multiple regression –
Normal & Binomial distribution – Logistic and poisson
MBA Page 188

regression – Time series analysis – Non-linear least square –
Decision tree – Random forest – Clustering -Chi square test
– Text mining
Module:6 Contemporary Issues 2 3
Guest lecture by industry experts on Emerging trends in
Analytics by using R
Total Lecture, hours 20
Practical in programming, hours 40
References:
1. Roger D. Peng (2015), R Programming for Data Science, Lean Publications
2. Paul Teetor (2011), R Cookbook, O’Reilly Publications.
3. Garrett Grolemund (2014), Hands-On Programming with R: Write your own functions
and simulations, O’Reilly Publications.
4. Richard Cotton (2013), Learning R: A step-by-step function guide to Data Analysis,
O’Reilly Publications.
5. Sandip Rakshit (2017), R programming for Beginners, McGraw Hill publications.
6. Winston Chang (2018), R Graphics Cookbook, Second Edition, O’Reilly Publications
1 2 3 4 5 6

Total 100
Lab 100

MBA Page 189

Course code Project Management L T P J C
BMT6184 2 0 0 4 3
Course Objectives:
This course facilitates to understand project identification, appraisal and selection methods. Also
aids to have thorough knowledge of all project management knowledge areas.
1) Evaluate, prioritize and select projects from a list of potential projects
2) To be able to manage scope, time, cost, risks, human resource, quality, communication,
stakeholder and procurement management.
3) Utilize holistic approach in evaluating and monitoring the performance of the project
4) Provide basic project management skills with a strong emphasis on issues and problems
associated with delivering successful projects.
applications
Module:1 Project Appraisal and Selection 5 hours CO:1
Project management overview : Definition and examples of projects, Key features of projects, Life
cycle of projects, Typical project problems, Human issues in Projects, Role of Computers in
Projects - Project identification and screening: (Brainstorming, Strength and weaknesses in the
system, environmental opportunities and threats, Identification and screening ) – Project Appraisal
and Selection
Module:2 Scope, Time and Cost Management 3 hours CO:2
Project Organization Structure, Culture – Scope Management – Defining the Project – SOW -
WBS and PBS – Time Management – Network Diagram – Forward Pass and Backward Pass –
Critical path – PERT and CPM - AOA and AON methods – tools for Project Network –
Estimation Techniques - Cost Management – Earned Value Method
Module:3 Quality, Resource, Stakeholder and 4 hours CO:2
Procurement Management
Quality assurance and quality control, project audit and quality audit.- Methods of enhancing
quality: the different types of testing, inspections, reviews, standards. Management and control of
testing - Human Resource Management - Scheduling Resources – Resource Allocation methods -
Reducing Project duration : Project Crashing and resource leveling methods - Leadership styles
and skills – Problem solving skills - Project Manager roles and responsibilities –Stakeholder
Management : Identify Stakeholders - Plan Stakeholder Management – Manage Stakeholder
Engagement - Control Stakeholder Engagement – Procurement Management
Module:4 Risk Management and Communication 3 hours CO:2
Management
Risk identification: types of risk, risk checklists-Risk prioritization-Risk management tactics,
including risk avoidance, risk transfer, risk reduction, risk mitigation and contingency planning-
Risk registers –Communication Management
Module:5 Performance Management 3 hours CO:3
Project Integration - Progress and Performance measurement and evaluation – Project monitoring
information system, developing a status report and other control issues - Project audit and closure
MBA Page 190

– audit process, project closure, team, team member and project manager evaluations -
International Projects – environmental factors, cross cultural considerations, selection and
training for international projects - Future likely trends in Project management – certain
unresolved issues and project management career issues
Guest lecture by industry experts on recent trends in project management
Project: Team of maximum 6 students would undertake the 40 CO: 4

project. The faculty coordinator would provide the topic Non-
based on the modules. contact
hours
and Project
Text Book(s)
1. James P Lewis, (2012), Fundamentals of Project Management, 4th edition, AMACOM.
Reference Books
1. Thomas Mochal, Jeff Mochal, (2011), Lessons in Project Management, 2nd edition, Apress.
2. Project Management Institute, (2013), A Guide to Project Management Body of Knowledge,
5th edition, Project Management Institute.
Mode of Evaluation
1 2 3 4 5 6
Midterm 20 √ √ √ √ √

Total 100
Project
Review 1 20 √ √ √ √ √ √
Review 2 30 √ √ √ √ √ √
Review 3 50 √ √ √ √ √ √
Total 100
MBA Page 191

Course code Quality Management L T P J C
BMT6185 3 0 0 0 3
v. 02.00
Course Objectives:
1. To explore the Quality Management Systems & Tools and Quality Assurance with their
application in continuous improvement
2. To improve Reliability of the product and also maintainability and availability
3. To know TQM techniques

1. How to plan and control the quality
2. Apply TQM techniques in real time business scenario
3. How to test reliability
4. How to maintain the resources
17. Understand the importance of quality management in organization
18. Apply the Quality management tools for effective planning.
19. Understand the application of various techniques to improve Quality of the product.
20. Understand and apply the different metrics to analyze the maintainability and availability
of the reliable System
21. Acquire knowledge on preventive measures to maintain the quality.
Module:1 Principle of Quality Management 4 hours SLO: 1: CO-2
Definition of quality: Deming, Miller - Crosby Theories – Characteristics of Quality Leaders -
Service and Product quality – Customer Orientation. Evaluation of Total Quality Management –
Inspection – Quality Control – TQM System.
Module:2 Quality Planning & Control 7 hours SLO: 1,2: CO-1
Quality Planning – SMART Goal setting – Designing for Quality – Quality Inspection – Control
Charts – Reasons for Quality variations – Process control – Process capability – CPK – Statistical
Quality Control Scientific Approach to TQM – Data based approach – Quantification – Statistical
tools – Quality Control Tools – New 7 tools.
Module:3 TQM Techniques 8 hours SLO: 2, 3: CO-2
Essentials for TQM implementation – Benchmarking – Quality Awards – MBNQA – Quality
Metrics – Quality Function Deployment – Corrective & Preventive techniques – Cause & Effect
Analysis – Root Cause Analysis – Quality Circle – TPM – Failure Mode and Effect Analysis –
5S – Continuous Improvement Techniques – POKA YOKE – Brain Storming – Deming wheel
/ PDCA Cycle – Quality Assurance – ISO 9000 Certification.
Module:4 Reliability 5 hours SLO:2,4: CO-3
Bath Tub Curve – Failure rate – Failure Density – Hazard rate – Mean time to failure - Mean time
between failures – Reliability – System reliability – Series & Parallel configuration – Reliability
Improvement by Redundancy.
Module:5 Maintainability and Availability 4 hours SLO: 2,5: CO-4
System downtime – Mean time to repair – Mean time between maintenance – Preventive
Maintenance Downtime – Maintainability trade off.
Module:6 Contemporary Issues 2 hours SLO: 1,2,3,4,5
Guest lecture by industry experts on Issues & Challenges of implementing, maintaining and
improving the Quality System in Industries.
MBA Page 192

Text Book(s)
1. Dale H. Besterfield, Hemant Urdhwareshe, Mary Besterfield-Sacre, Carol Besterfield-
Michna, Rashmi Urdhwareshe, Glen H. Besterfield, (2014), Total Quality Management,
3rd revised edition, Pearson India.
2. L.S. Srinath, (2011), Reliability Engineering, Affiliated East West Press, New Delhi.
3. James R. Evens, (2014),Managing for Quality and Performance Excellence, 9th edition,
Cengage Learning.
Reference Books
1. Samuel K Ho, (2004), TQM – An Integrated Approach, Crest Publishing House.
2. Joseph M, Juran Ed, (2000),Juran’s Quality Handbook, 5th edition, McGraw-Hill.
3. Peter Willmott, Dennis McCarthy, (2001), TPM: A Route to World Class Performance,
2nd edition, Butterworth-Heinemann .
4. John Gilbert, (1993), Total Quality Management, Affiliated East West Press.
Mode of Evaluation: Mid-term examination: Unit 1, 2 & 3, Quiz & Digital assignments
1 2 3 4 5

Total 100
MBA Page 193

Course code Service Operations Management L T P J C
BMT6186 3 0 0 0 3
Course Objectives:
This course examines the management of services, focusing on both the strategic and operational
aspects of designing new services, assessing and improving service quality, improving the
efficiency and effectiveness of service processes, and how new technologies can be integrated into
service operations to help achieve these objectives.
1) To develop knowledge to focus on both the strategic and operational aspects of service
operations.
2) To be able to apply the concepts and tools necessary to effectively manage a service operation
3) Understand the importance of time, cost and yield factors necessary to effectively manage a
service operation.
4) To be familiar with the tools and techniques used for designing and managing the service
operations.
14) Having an ability to design and conduct case analysis, simulation / survey / experiments, as
Module:1 Introduction to Services 4 hours CO: 1
Introduction to Services - Service Operations and Strategy-Formulating Strategy-New Service
Development and Managing Service
Module:2 Service Design 7 hours CO: 2
Designing the Service Delivery System - Selecting the Location for a Service Operation-Managing
the Service Experience-Service Site Performance Evaluation-Outsourcing and Offshoring
Module:3 Waiting Time management 7 hours CO: 2
Waiting Time Management -Front-Office / Back-Office Interface-Team Meeting/Work Time-
Using Technology in Service Operations
Module:4 Revenue, Quality and Yield Management 6 hours CO:3
Revenue Management -Service Quality & Strategy- SERVQUAL-Managing Service Experience-
Six Sigma for service process improvement, Managing Capacity and Demand-Yield Management
Module:5 Queuing Models 4 hours CO: 4
Queuing Models and Capacity Planning-Tools for Managing Service
Guest lecture by industry experts on recent trends in service operations management.
Text Book(s)
1. Richard D Metters, (2012), Successful Service Operations Management, 2nd edition,
Cengage Learning.
2. Collier, Evans, Ganguly, (2016), Operations management– A South Indian Perspective,
3rd edition, Cengage Learning.
Reference Books
1. Haksever C, Render B, Russell S. R,Murdick R. G, ( 2007), Service Management and
MBA Page 194

Operations, 2nd edition, Prentice Hall.
2. James A. Fitzsimmons, Mona J. Fitzsimmons, (2014), Service Management: Operations,
Strategy, Information Technology, 8th edition, McGraw Hill.
Mode of Evaluation
1 2 3 4 5 6
Final Asse sment Test 40 √ √ √ √ √ √

Total 100
MBA Page 195

Course L T P J C
Strategy for Enterprise Resource Planning
Code 3 0 0 0 3
BMT6187 Pre-requisite: NIL Version:
Course Objectives:
 The course aims to provide an understanding of the issues involved in design and
implementation of ERP solutions. It focuses on the cross functional processes and
integration of events/transactions across different functional areas in organizations.
1. To provide a contemporary and forward-looking on the theory and practice of Enterprise

Resource Planning Technology.
2. To focus on a strong emphasis upon practice of theory in Applications and Practical-
oriented approach.
3. To train the students to develop the basic understanding of how ERP enriches the business
organizations in achieving a multidimensional growth.
4. To aim at preparing the students technological competitive and make them ready to self-
upgrade with the higher technical skills.

1. Make basic use of Enterprise software products, and its role in integrating business
functions
2. Analyze the strategic options for ERP identification and adoption.
3. To be able to map business processes using ERP concepts and techniques.
4. Create reengineered business processes for successful ERP implementation
5. Design the ERP implementation strategies.
6. To assess the post-implementation of ERP solutions in an organization
Modules Topics Hours SLO

Module: 1 Introduction to ERP 3 1,2
ERP Concepts – Evolution of ERP – Benefits – Emerging Trends in ERP
adoption – ERP Architecture - Limitations – case studies
Module: 2 Business Process Reengineering 6 3,4

Business Process Reengineering Concepts – Reengineering
and Process Improvement – BPR Steps – AS-IS and TO – BE
Analysis – Modeling Business Process –Organizational
Readiness – Implementation Approaches – case studies
Module: 3 ERP Implementation 6 5
ERP Implementation life Cycle – Various methodologies –
costs involved in ERP Implementation – ERP Project
Management – case studies
Module: 4 ERP Modules 7 4,5
ERP Modules in commercial packages - Finance, Sales ,
Human Resources , Plant Maintenance, Materials , Quality –
ERP Industries verticals – Major ERP Vendors – Selection of
Vendors and consultants and their roles – case studies
MBA Page 196

Module: 5 ERP Post – Implementation & Integration with other tools 6 6
ERP Post Implementation phases - Extended ERP – Nest
wave of ERP – Integrating ERP with Supply Chain
Management (SCM) & Customer Relationship Management
(CRM) – case studies
Module: 6 Contemporary Issues 2 1,2,6
Guest lecture by industry experts on Key Issues, Best
Practices, and Emerging trends in Enterprise Solutions
Text Books
1. Vinod Kumar Garg and NK Venkita Krishnan. (2011), Text Book of Enterprise
Resource Planning – Concepts and Practice, PHI., New Delhi.
References
1. Marianee Bradford (2015), Modern ERP – Select, Implement and Use Today’s
Advanced Systems, North Carolina State University, USA
2. K Ganesh and Sanjay Mohapatra, etl. (2014), Text Book of Enterprise Resource
Planning – Fundamentals of Design and Implementation, Springer., London
3. Luvai Motiwala and Jeffrey Thomson, (2012), Enterprise Systems for Management,
Pearson Education, NJ.
4. Thomas F. Wallance and Michael H Kremzar (2001), ERP: Make it Happen- The
Implementer’s Guide to Success with Enterprise Resource Planning, John Wiley &
Sons, Inc., NJ.

MBA Page 197

Course Code Supply Chain Analytics L T P J C
BMT6188 2 0 0 4 3
Prerequisite: Version:
Course Objectives:
This course facilitates the students to understand the importance and benefits of supply chain
Management and Logistics in any business to make more competitive. Also develop a clear
understanding of progressive analytical approaches for decision making in integrated supply
chain management.
1) To impart analytics skill of Supply Chain Management, Procurement, Inventory
Management, SCM Metrics, Negotiation & Communication, Logistics Management
and Distribution Networking.
2) Acquire understanding of the strategic role of supply chain, drivers of supply chain
performance, challenges of managing supply chain
3) Utilize the analytically tools for inventory management, facility location, and supply
chain optimization.
applications
7) Having computational thinking (Ability to translate vast data in to abstract concepts and to
Modules Topics Hours CO

Module: 1 Introduction to supply chain analytics 3 1
Understanding functional activities or data set relevance to
logistics and supply chain management- Strategies for data
collection and aggregation-Approaches to analysis of functional
data-Integrating results of functional analyses to better
understand logistics and supply chain performance-Developing
improvement strategies based on results of data analyses
Module: 2 Supply planning analytics 4 2
Procurement and Strategic Sourcing - Inventory Modeling-
aggregate planning and resource allocation decisions-
Procurement Analytics- Production modeling- Prescriptive
Analytics: Making the Best Decisions in Settings with Low
Uncertainty- Decision Trees, Making the Best Decisions in
Settings with High Uncertainty- Warehouse location and the
GRG Multistart and Evolutionary Solver engines-case studies
Module: 3 Demand Fulfillment analytics 4 2
Demand Fulfillment- Price optimizing-optimizing inventory
levels in distribution network -Transportation modeling-
delayed differentiation, mass customization- Risk pooling in SC-
Predictive Analytics: Risk and Evaluation of Alternatives - Using
Solver to solve transportation or distribution problems-
Demand Uncertainty, Forecasting, and the Newsvendor
MBA Page 198

Problem-case studies
Module: 4 Supply Chain Network Design analytics 3 3
Value of Supply Chain Network Modeling- Intuition Building
with Center of Gravity Models- Locating Facilities Using a
Distance-Based Approach- Alternative Service Levels and
Sensitivity Analysis- Adding Capacity to the Model- Adding
Outbound Transportation to the Model-Introducing Facility
Fixed and Variable Costs- Baseline and Optimal Baselines-
Three Echelon Supply Chain Modeling- Adding Multiple
Products and Multi-Site Production Sourcing- Multi-Objective
Optimization- The Art of Modeling- Data Aggregation in
Network Design
Module: 5 Integrated supply chain analytics: 4 3
Advanced and business supply chain related topics like CPFR,
DDSN, Make/Buy - Total Supply Chain Cost- computation of
transfer prices -revenue management-yield management -
product changes/economies of scale- Recommendation
production and prioritization case studies
Advance Analytics in supply chain: Big data analytics, Machine
Learning, Sustainability analytics including life cycle assessment
(LCA), Analytic Hierarchy Process, Data Envelopment Analysis
(DEA), Multi criteria decisions making(MCDM) Fuzzy Logic and
Techniques-Application in SCM
Sustainability analytics including life cycle assessment (LCA),
Analytic Hierarchy Process, Data Envelopment Analysis (DEA),
Multi criteria decisions making (MCDM) Fuzzy Logic and
Techniques-Application in SCM
Module: 6 Contemporary Issues 2 2,3
Guest lecture by industry experts on Emerging trends in supply
chain analytics
Project: Team of maximum 6 students would undertake the 40
project. The faculty coordinator would provide the topic based Non-
on the modules. contact
hours
References
1. Raman A, Fisher M, (2010), How Analytics Are Transforming the Supply Chain and
Improving Performance, HBS Press.
2. Watson M, (2014), Supply Chain Network Design: Applying Optimization and
Analytics to the Global Supply Chain, Pearson Education.
3. Joel D Wisner, G. Keong Leong, Keah-Choon Tan, (2012), Supply Chain Management
– A Balanced Approach , 3rd edition Cengage Learning.
4. Tayur S,Ganeshan R, Michael, (1999), M. Quantitative Models for Supply Chain
Management. Kluwer Academic Publishers.
5. Winston, Wayne L, S. Christian Albright, (2001), Practical Management Science,3rd
edition, Pacific Grove, CA: Duxbury.
6. Feigin G, (2011), Supply Chain Planning and Analytics: The right product to the right
place at the right time, Business Expert Press, New York, USA.
MBA Page 199

7. Fisher M, Raman A, (2010), The New Science of Retailing: How Analytics are
Transforming the Supply Chain and Improving Performance, Harvard Business Press,
Boston, Massachusetts, USA.
8. Handfield R, (2006), Supply Market Intelligence: A managerial handbook for building
sourcing strategies, Taylor and Francis Group, Auerbach Publications, New York,
USA.
9. Chopra S,Meindl P, (2016), Supply Chain Management: Strategy, Planning and
Operation, 6th edition, Pearson Education, USA.
10. Plenert, G. J, (2014), Supply Chain Optimization through Segmentation and Analytics,
1st edition, CRC Press.
Specific Assessment % Intended subject learning outcomes to

Methods Weighting be assessed (Please tick as appropriate)
1 2 3 4 5 6

Total 100
Project
Review 1 20 √ √ √ √ √ √
Review 2 30 √ √ √ √ √ √
Review 3 50 √ √ √ √ √ √
Total 100

MBA Page 200

Course code Business Consulting L T P J C
BMT6189 2 0 0 4 3
v. 02.00
Course Objectives:
 Secure an overview of the business and connect with the theory of business underlying its
Constitution.
 Identify opportunities and threats and formulate strategies for sustainable growth.
 Quantify the opportunity gains in financial terms and secure management mandate for
action
 Quantify return on investment and demonstrate evidence of contribution to value creation
Course Outcome:
. On completion of this course, the student will be able to:
1. Present an overview of the business model and it’s in strategic to the key stakeholders
2. Identify gaps between potential and performance in strategic and operational term
3. Present a viable business case for investment with an indication of likely payback
4. Secure management commitment to champion the program and post organizational benefits.
5. Able to implement consulting models in ethical manner in Industry
Student Learning Outcomes (SLO): 2,3,8,9,12,14,17,20

8.Having Virtual Collaborating ability
20.Having a good digital footprint
Module:1 Business and Ecology 3 hours CO:1
Theory of Business - An overview of the basic relationship of the business enterprise with its
ecology. Expectations of the served constituencies and obligations towards the regulatory agencies
and society. Statement of corporate intent: Vision, Mission, Goals, Outputs and value proposition
Module:2 Consultancy Market 3 hours CO:1,2
The current market for management consultancy, including issues such as competition, types of
consultancy interventions, and relevant legislative, economic, social and political factors, different
types of consultancy (e.g. internal, external, public sector) and how their products, service and
markets may differ -Consultancy in various areas of management : strategy, HR, Finance,
Operations, and IT
Module:3 Consultancy Process 3 hours CO: 3,4

The management consulting model : Sequential phases traced by a typical consulting engagement
Challenge. Entry, Diagnosis, action planning, Implementation and Termination
Module:4 Consulting Profession 3 hours CO:4,5
Expectations from consultants and the competencies they are expected to bring. Management
MBA Page 201

consulting as a profession: Constitution and ethical regulations governing the services.
Module:5 Consulting Professional Challenges 4 hours CO: 1,3,5

Management challenge of profession, The consulting firm strategy, marketing of consulting
strategy, costs and fees- Principles of consultation and negotiation in managing clients - Client
communications and the client/consultant relationship. Defining client’s involvement in the
process, Expectations management, Methods of engaging client.
Module:6 Client- Agency relationship – Guest Lecture 4 hours CO: 5

The importance of professionalism, ethics and confidentiality in building and maintaining client
relationships - How to keep the client’s trust & Consultant’s reputation.
and Project
Text Book(s)
1. Block, P. (2011). Flawless consulting: A guide to getting your expertise used. John Wiley &
Sons.
2. Block, P., & Markowitz, A. (2012). The Flawless Consulting Field book and Companion: A
3. guide to understanding your expertise. John Wiley & Sons.
Silberman, M. L. (2001). The consultant's tool kit: high-impact questionnaires, activities, and
how to guides for diagnosing and solving client problems. McGraw-Hill.
Reference Books
1. Kubr, M. (Ed.). (2002). Management consulting: A guide to the profession.
2. International Labour Organization.
McNamara, C. (2006). Field guide to consulting and organizational development: A
collaborative and systems approach to performance, change and learning. Authenticity
Consulting.
Mode of Evaluation
1 2 3 4 5 6 7 8 9 10
Midterm 20 √ √ √ √ √
Quiz - 1 √ √ √ √ √

Total 100
MBA Page 202

Course code Corporate Social Responsibility (CSR) L T P J C
BMT6190 2 0 0 4 3
v. 02.00
Course Objectives:
 To enable students to work as CSR professionals
 By the successful completion of the course, the participant will be able to understand and
appreciate the importance of CSR
11. Understand the importance of CSR activities.
12. Understand the importance of CSR activities as per the legal requirement.
13. Design CSR activities and align them with Organization goals and Image.
14. Gain insight on the importance of social components in business and role of environmental
issues in business.
15. Understand the importance of CSR in the global context.
Module:1 CSR 3 hours SLO: 1,2
Origin and Models of CSR- Identification of stakeholders- stakeholder issue mapping and
internal competency analysis – Impact of stake holders on Setting CSR goals – Strategic CSR and
sustainable business models –Porter’s framework
Module:2 Companies Act of 2014 4 hours SLO: 1,2
CSR Project Implementation and sustainable management – Measuring effectiveness- Reporting –
Appointment of Board of Directors- Other legal frame works on implementation of CSR
Corporate Identity and Ethics - CSR and Accountability - Leadership Capabilities and
Competencies - Organizational Challenges and Limitations
Module:3 Social alliances 2 hours SLO: 3,4
NGOs and civil society- Environmental issues and their effects and implications- CSR as a
Branding strategy
Module:4 Role of Self Help groups 4 hours SLO: 2,3,4
Role of Self Help groups and Non-Governmental Organizations in Implementation of CSR-
Frameworks and Government Regulations
Module:5 CSR in International Context 5 hours SLO: 2,3,4,5
Europe and other Asian Countries- Industries implementing CSR- UN Framework for CSR-
Practical experience with a company’s CSR policy- Guest lectures and Interactions with SHGs
and NGOs involved with CSR programs of Corporates.
Guest lecture by industry experts on CSR practices in the industry
Project : Team of maximum 6 students would undertake the 60

project. The faculty coordinator would provide the topic Non-contact 1,2,3,4,5
and Project
Text Book(s)
1. David Chandler, William B Werther, (2013), Strategic Corporate Social Responsibility:
Stakeholders in a Global environment,3rd edition, SAGE Publications.
MBA Page 203

Reference Books
1. Mark S. Schwartz, (2011), Corporate Social Responsibility: An Ethical Approach, Broadview
Press.
2. W. Timothy Coombs, Sherry J. Holladay (2011), Managing Corporate Social Responsibility:
A Communication Approach 1st Edition, Wiley.
3. Brent D. Beal (2013), Corporate Social Responsibility: Definition, Core Issues, and Recent
Developments
Mode of Evaluation
1 2 3 4 5
Continue Assessment 60 √ √ √ √ √

Total 100
Project 100
Review1 20
Review2 30
Review3 50
MBA Page 204

Course Name Cross Cultural Management L T P J C
Pre-requisite Nil
Version
Course Objectives:
 To comprehend the dynamics of Management practices in international context
 To evaluate behavioral frameworks that suits for Corporate world from Global perspective
 To Evaluate various business model that suits for all international context
16. Comprehend individual’s societal culture and its importance.
17. Evaluate cultural differences among nations which is critical for effective management in
Multi-Cultural Environment
18. Analyze the importance of individual’s value synchronization in terms of various
organizational behaviors across the globe to have longer sustainability
19. Critically examining the Importance of ethical framework in the cross cultural management
practices.
20. Develop the ability to negotiate and handling conflicts in the cross cultural environment
21. To Create framework of Qualities for being a successful Global leader in assessing
contemporary issues and giving solutions in a multicultural environment as

13. Having cross cultural competency exhibited by working in teams

Module:1 Understanding Culture 6 1,2
Meaning,- Characteristics - Levels of Culture,
Approaches to Understand Societies Culture: Structuralist,
Interpretivists, Cogntivists, Poststructuralists and Synthetic
Approach
Understanding Cultural Differences and Similarities across
Globe: Dimensions of Culture - Florence Kluckhon and Fred
Strodtbeck; Halls; Hofstede and Trompennars.
Module:2 Understanding Value Synchronization 6 2,3
Understanding Value Synchronization:
Organization and National Culture: Meaning of Organizational
Culture, Types of Organizational Culture across globe.
Motivation : Understanding cross cultural Implications by using
Process and Content Theories of Motivation
Module 3 Ethics, Ethical Dilemma and Ethical Decision Making 6 2,3,4,
Factors involved in Shaping business Ethics in global scenario;
MBA Page 205

Informal Systems- Ethical Dilemma and solution through Ethical
Theories.
Negotiation: Meaning of Negotiation; Understanding negotiation
through various Stages and Dimensions of Negotiation from cross
cultural Perspective
Conflict and Conflict Management Styles: Meaning of
Conflicts; Conflict process and Conflict Management styles across
nations
Module:4 International Business 6 3,4,5
Factors and approaches that determines the MNEs.
Expatriate: Life Cycle ; Understanding organizational and Personal
Expectation towards Expatriate success: Emotional Intelligence
and Cross Cultural Training Program. Live experience of
Expatriates
Module:5 Cultural Influence in choice of Entry Strategy and Global 4 4,5,6
Leadership
Introduction to IB from domestic business; Managing Global
Team; Mergers and Acquisition- Understanding the importance of
staffing synergy - Success and Failure Stories of different
International M & A; Solutions to overcome failures
Family Business and perspectives : Understanding the growth of
family businesses across globe with special reference to different
cultural Cluster
Qualities of Global Managers : Views on various traits of Global
Managers
Module:6 Contemporary Issues-Guest Lectures 2 4,5,6

David Livermore, Soon Ang, Linn Van Dyne (2015), Leading with Cultural Intelligence: The Real
Secret to Success , 2nd Edition, AMACON
Reference Books:
DipakKimar Bhattacharya (2010), Cross - Cultural Management: Text and Cases, Prentice Hall.
TaranPatel(2013), Cross-Cultural Management:A Transactional Approach, Routledge.
ShobanaMadhavan, (2011), Cross Cultural Management Concepts and cases, Oxford University
Press.
David C. Thomas , Mark F. Peterson, (2014), Cross-Cultural Management: Essential Concepts, 3rd
edition, Sage Publications.
Mode of Evaluation: : Mode: Flipped Class Room, Case Discussion, Lectures

MBA Page 206

Course code Emerging Business Models in competitive landscape L T P J C
BMT6192 3 0 0 0 3
v. 02.00
Course Objectives:
 This course aims at leveraging knowledge on Business Models
 This course aims at Understanding competitive landscapes in Business
 This course helps in Preparing Business Canvas models for industry specific requirements
 This course helps in utilizing Techniques and tools to design Business Models
Course Outcome:
1. Understand Resource allocation and Business Models
2. Design Marketing strategies for business growth
3. Able to deploy various business models and canvas
4. Work towards achieving Stakeholders’ benefits
5. Able to use different strategies in Market for development, expansion and sustainability

applications
3. Having an ability to be socially intelligent with good SIQ (Social Intelligence Quotient)
and EQ (Emotional Quotient)
Module:1 Resource management: Setting the Goals of 5 hours CO:1.2

the Organization
The identity of stakeholders - Mission statements - Corporate social responsibility - Setting
strategic objectives - Critical success factors. Appraising the Environment - Position Appraisal and
Analysis – The importance of the business environment - Causes of environmental uncertainty -
Competitor accounting - The global economic environment - The domestic economy - National
competitive advantages - Country analysis and political risk - Sources of environmental
information.
Module:2 Strategic Aspects of Marketing 5 hours CO:3,4
Sources of earnings - Product life-cycles - The BCG portfolio Matrix - Direct product profitability
- The nature of marketing audit - Customer profitability analysis - Brand strategies - Relationship
marketing - Data Warehousing and Data Mining.
Module:3 BUSINESS MODEL TECHINIQES 5 hours CO:2,3,4
The Seven-Step Modeling Process – Spreadsheet Techniques (MS EXCEL functions) -
Optimization Models (A Two-Variable Model, Sensitivity Analysis, A Product Mix Model) -
Linear Programming Models (Aggregate Planning Models, Blending Models, Production Process
Models, Financial Models) - Network Models - Transportation Models - Assignment Models -
MBA Page 207

Simulation Model - Regression Models - Forecasting Models (Time Series Models, Moving
Averages Models, Exponential Smoothing Models).
Module:4 Strategic Options and their Evaluation: 5 hours CO:3,4,5
Three sets of strategic choices - Porter's generic competitive strategy model 0 Product-market
strategies - Alternative growth strategies - International growth strategies- Resource-
based versus positioning view of strategy - Divestment strategies - Strategic options in the
charity sector - Evaluation of strategy.
Module:5 Implementing and Controlling Plans 5 hours CO:4,5
Theories of control - The functions of performance measurement - Conventional profit-related
measures of business performance - Value-based management approaches - The role of the
corporate centre in control - Management accounting and performance measurement-
Multidimensional performance measurement - Stakeholder measures - Additional control
mechanisms- Multinational industries.
Module:6 Strategic Options and their Evaluation -Guest 5 hours CO: 5
Lecture
Three sets of strategic choices - Porter's generic competitive strategy model 0 Product-market
strategies - Alternative growth strategies - International growth strategies- Resource-
based versus positioning view of strategy - Divestment strategies - Strategic options in the
charity sector - Evaluation of strategy.
# Mode: Class Room Teaching , Case Discussions, Lectures
and Project
Text Book(s)
1. Rhonda Abrams, (2016), The Successful Business Plans: Secrets and strategies , The
Planning Shop, Amazon
2.
3. Alex Genadinik, (2015), Marketing Plan Template & Example: How to Write a Marketing
Plan, Amazon
Reference Books
1. Jerry Jinnett, (2010), Anatomy of a Business Plan: A Step-By-Step Guide to Starting Smart,
2. Building the Business, - and Securing Your Company's Future, 4th Edition, SBA
Publication.FC Expert Blogger Lon Safko, (2010) Tactics, Tools & Strategies  - Five Steps
to Implementation, Mansueto Ventures LLC
Mode of Evaluation
1 2 3 4 5 6 7 8 9 10
Midterm 20 √ √ √ √ √
Quiz - 1 √ √ √ √ √

Total 100
MBA Page 208

Course Name Expatriate Management L T P J C
Pre-requisite Nil Version
Course Objectives:
 To comprehend basics concepts involved in Expatriate Management
 To analyze various Issues involved in Expatriate Selection Criteria
 To apply Critical Thinking in giving Best Solutions to achieve robust Expatriate management
in terms of Training and Development , Compensation , Performance
1. Comprehend Basic Factors that influences Expatriate Management from Global perspective
2. Comprehend Various type of MNEs and Expatriate management techniques
3. Evaluate various methods with respect to Selection , training , Expatriate Compensation
4. Evaluate best solutions for issues involved in Repatriation
5. Critically analyze various international factors such as Terrorism, International Labor laws
13. Having cross cultural competency exhibited by working in teams

Module:1 International Human resource Management-Introduction 6 1,2
concepts- Cross cultural approach to HR strategies, policies and
approaches- The influences of cross-cultural issues on
organisations Selection, evaluation and coaching of international
employees
Module:2 Types of MNEs and Role of Human Resource Team 6 2,3
Types of international companies and the role of the corporate HR
-Global training and appraisal systems for a cross-cultural
workforce-
Module 3 Expatriation and Repatriation 6 2,3,4,
Reasons for expatriation- Characteristics of effective expatriate
managers- Selection of expatriates -The role of family -Dealing
with culture shock- Reasons for expatriate fail –Repatriation and
successful strategies for repatriation
Module:4 International compensation Performance management 6 3,4,5
Compensation and performance management: An international
perspective -Benchmarking global practices- Motivation and
reward systems- International performance management -Issues
with global compensation; Managing Multi cultural team ; Ways
and possibilities of improving virtual team Performance
Module:5 International Organisations and Industrial Relations 4 4,5
Corporate culture and challenges in work place- Multi-national
companies and their approaches to industrial relations-
MBA Page 209

Employment and labour Laws: an international perspective on
Equal opportunities; Handling terrorism as one of the factor in
IHRM
Module:6 Guest Lecture 2 1,2,3,4,5

John Selmer, (2015), Expatriate Management-New Ideas for International Business, ISBN
9780899309491
Reference Books:
P. Evans, V. Pucik, and I. Bjorkman (2011), “The Global Challenge. International Human Resource
Management, 2nd edition, McGraw-Hill
Charles M. Vance Charles Vance Yongsun Paik (2011), Managing a Global Workforce:
Challenges and Opportunities in International Human Resource Management, ISBN
9780765629869
Mode of Evaluation: : Quiz, Midterm Exam,Case Discussion, Final Assessment Test

MBA Page 210

Course code Image Management and Personality Branding L T P J C
BMT6194 3 0 0 0 3
Course Objectives:
 This course aims talent/interest/hobby that already known to Individuals and make a plan
for how to turn it into a viable career path
 This course aims on Personal brand building with content and conversation around
professional value using principles of permission and inbound marketing and social media
platforms as tools.
 This course helps in polarising Image and Personality branding in SWOC model
 This course helps in marketing the personal Branding and image building to the corporates
in International Markets.
Course Outcome:
9. Understanding the requirement for Image management and brand building for themselves
in the digital era
10. Using image and personal branding in competency mapping
11. Creating their own Digital Foot print and v Able to market their own branding and shine
in Professions
12. Evaluate the Image and personality brands and Professional Mapping
13. Comprehend the Special Capabilities and skills of their own and utilize them to create an
Image frame
Student Learning Outcomes (SLO): 2,3,8,9,12,14,17,20

8.Having Virtual Collaborating ability
20.Having a good digital footprint
Module:1 Image Management 5 hours CO: 1,2
Image definitions – Understanding- Perceptions of Self and others- Research and design on Image
building – Corporate image management and Matching
Module:2 Image Branding 5 hours CO: 1,2
Personality development- color-pictures-profession- Link across platforms- Networking with
people- Communication skills- Personal and interpersonal skills- Completeness- Uniqueness and
impressive
Module:3 Personality Branding 5 hours CO: 3,4,5
Frame work of SWOC – Identify your Competitors- Substitutes- Peers; Brand yourself- Quality of
life- Image reflections- Career objectives presentation- Vision and mission of Person- Branding of
MBA Page 211

a person- Tools of personality Branding
Module:4 Reinventing one ownself 5 hours CO:3,4
Need to reinvent yourself- Career changes- Disruptive technologies in Industry and need for
Reinventing- Examples
Module:5 Marketing yourself 5 hours CO: 4
Approaches- Digital footprint- Video and Audio presentations-
Using Social media to create personal branding – Tools- Mishaps in Social Media- Regulations
and Project
Text Book(s)
1. Mark Cijo, (2015), YOU BRANDING: Personal Branding Book - It's all about YOU , Kindle
Edition, Amazon Asia-Pacific Holdings Private Limited
2.
3. Ryan Rhoten, (2015), Careerkred: 4 Simple Steps to build your Digital Brand and Boost
credibility in Your Career, Amazon
Dorie Clark, (2013), Reinventing you: Define your Brand, Imagine your Future, Amazon
Reference Books
1.
2. Peter Montoya, (2015), The Brand called You , Create A personal Brand that wins attention
and grows your Business, Amazon
Jurgen Salenbatcher, (2015), Creative Personal Branding: The Strategy to Answer: What's
Next?, Amazon
Mode of Evaluation
1 2 3 4 5 6 7 8 9 10
Midterm 20 √ √ √ √ √
Digital Assignment – 1 10 √ √ √ √ √
Digital Assignment - 2 10 √ √ √ √ √
Creation of Digital foot print 10 √ √ √ √ √

Total 100
MBA Page 212

Course code: Innovation Management L T P J C
BMT6195 2 0 0 0 4
Version No.
Course Pre- None
requisites
Objectives: 1. To make students understand multiple-perspective approach in organization
to capture knowledge and creativity to develop successful products and
services for Volatile, Uncertain, Complex and Ambiguous (VUCA) world.
2. Inculcate a disruptive thought process to generate ideas for concurrent and
futuristic problems of society in general and markets in particular which
focus on commercialization
3. Improved understanding of organizational best practices to transform
exciting technology into successful products and services
Course Outcome At the end of the course Students will be able to

(CO): 1. Understand the role of innovation in gaining and maintaining competitive
advantage
2. Comprehend the different sources of innovation
3. Integrate the innovation basis and its role in decision making especially
under uncertainty
4. Analyze business challenges involving innovation management
5. Critically assess and evaluate innovation policies and practices in
organizations especially from a cultural and leadership point of view
6. Explain why innovation isessential to organizational strategy – especially in
a global environment
Student Learning 2. Having a clear understanding of subject related concepts and of
Outcomes (SLO): contemporary issues
9. Having problem solving ability – solving social issues and business
problems
Unit No. 1 Introduction to Innovation Management L Hrs. CO
Innovation – What it is? Why it Matters? - Innovation as a 3 1,2
Core Business Process – system thinking for innovation –
Framework for System Thinking - system thinking tools
Unit No. 2 Sources and Transfer of Innovation
Innovation Networks 2 3
Unit No. 3 Decision Making Under Uncertainty
Building Innovation Plan 2 4
Unit No. 4 Creating New Products and Services
Product and Service Innovation – Exploiting Open Innovation 5 5
and Collaboration –The Concept of Design Thinking and Its
Role within NPD and Innovation – framework for design
thinking
Unit No. 5 Capturing Innovation Outcome
New Venture – Benefits of Innovation, and Learning from 6 5,6
Innovation – Building Innovative Organization and
Developing Innovation Strategy - Globalization for
Innovations, Innovating for Emerging Economies and Role of
National Governments in Innovation
Unit No. 6 Guest Lecture from industry experts on contemporary 2 5,6
MBA Page 213

trends in Innovation Management
60 3,4,
Project: Team of maximum 6 students would undertake the Non- 5,6
project. The faculty coordinator would provide the topic contact
Text Books
1. Joe Tidd, John Bessant (2013), Managing Innovation: Integrating Technological, Market and
Organizational Change, 5th edition, Wiley.
Reference Books:
1. Schilling, M (2013), Strategic management of technological innovation, 4th edition, McGraw Hill
Irwin.
2. Allan Afuah (2003), Innovation Management: Strategies, Implementation and Profits, 2nd edition,
Oxford University Press.
3. Michael G. Luchs, Scott Swan, Abbie Griffin (2015), Design Thinking: New Product Development
Essentials from the PDMA, Wiley-Blackwell.
4. John Boardman, Brian Sauser (2013), Systemic Thinking: Building Maps for Worlds of Systems,
1st edition, Wiley.
5. Rich Jolly (2015), Systems Thinking for Business: Capitalize on Structures Hidden in Plain Sight,
Systems Solutions Press
Mode of Continuous Assessment (Midterm, Quiz, Assignments and mini projects ) and
Evaluation: TEE

MBA Page 214

Course code Intellectual Property Rights & Management L T P J C
BMT6196 3 0 0 0 3
[1] giving an exposure to important Intellectual property laws.
[2] acquainting the students with case laws related to Intellectual property rights.
[3] introducing the statutory provisions that affects the Management of Intellectual property rights.
[1] obtain knowledge on Concepts of Intellectual property Rights
[2] acquire knowledge on patents, patent regime in India and abroad and registration aspects
[3] procure knowledge on legal regulations about Trade mark and Copy right
[4] evaluate the importance of GI and other forms of IP
[5] identify the various legal implications under the important Intellectual property laws in India
[9] Having problem solving ability-solving corporate and business problems
[10] Having a clear understanding of professional and ethical responsibility
Module:1 Introduction 6 hours CO: 1
Introduction to IPRs, Basic concepts and need for Intellectual Property – Patents, Copyrights,
Geographical Indications, IPR in India and Abroad – Genesis and Development – the way from
WTO to WIPO –TRIPS, Nature of Intellectual Property, Industrial Property, technological
Research, Inventions and Innovations – Important examples of IPR.
Module:2 Patents 6 hours CO: 2
Macro-economic impact of the patent system - Patent and kind of inventions protected by a patent
-Patent document - How to protect your inventions? - Granting of patent - Rights of a patent - How
extensive is patent protection? - Why protect inventions by patents? - Searching a patent - Drafting
of a patent - Filing of a patent - The different layers of the international patent system (national,
regional and international options)
Module:3 Trade Marks & Copy Right 6 hours CO: 3
Trademarks – Essentials of a Trademark – Reasons for illegal protection – Procedure for
registration – Infringement of Registered Trademarks, Assignments of Trade Marks
Copy Rights – Introduction - Characteristics – Items covered under copyright – Rights of
Copyright owner – Infringement - Remedies for Infringement.
Module:4 Designs, GI and other forms of IP 6 hours CO: 4
Designs - Meaning design protection-Concept of original design-Term of protection -
MBA Page 215

Geographical Indication - Eligibility for Registration – Infringement - Trade Secrets – Essentials
of a Trade Secret – What can be a Trade Secret - Plant Variety Protection and Farmer’s Right -
Meaning - Criteria of protection
Module:5 Challenges Ahead 4 hours CO: 5
IPR: International Approach - Treaties in IPR & Conventions - Infringements – Remedies -
Emerging issues – Case Studies.
Module:6 Guestlectureby 2 hours CO: 1,2,3,4,5
Legal/industryexpertsoncontemporary issuesin
IPR
# Mode: Flipped Class Room, Case Discussions and Lectures

Text Book(s)
1. Prabuddha Ganguli, (2016), Intellectual Property Rights - Unleashing Knowledge
Economy, Tata McGraw Hill.
2 Ahuja V K (2016), Law Related to Intellectual Property Rights, Lexis Nexis Butterworths
Wadhwa Nagpur
Reference Books
1. Tamali Sen Gupta (2015), Intellectual Property Law in India, Kluwer Law International
2 V. Scople Vinod, (2015),Managing Intellectual Property, Prentice Hall of India pvt Ltd
Mode of Evaluation : Midterm, Quizzes/challenging Assignments/Term Paper and FAT
MBA Page 216

Course code: International Business L T P J C
BMT6197 3 0 0 0 3
Version No.
Course Pre- None
requisites
Objectives: 4. Understand the concepts and intricacies of International Business.
5. Enable students to understand importance of economic liberalization &
globalization.
6. Make the students realize how international business affects everyone’s life
and improve our standard of living.
Course At the end of the course, students will be able to:
Outcome 7. Appreciate the importance and relevance of today’s interdependent world
(CO): 8. Prepare the International Business Environmental Analysis
9. Use knowledge about Trade Blocks
10. Appreciate International Business Strategies of MNCs and implications of
India’s Foreign Trade Policy on the International Business.
11. Understand Export and Import Financing, FDI & FII, Cross-cultural
issues
Student 2. Having a clear understanding of subject related concepts and of contemporary
Learning issues
Outcomes 9. Having problem solving ability – solving social issues and business problems
(SLO): 12. Having adaptive thinking and adaptability
14. Having an ability to design and conduct case analysis, simulation, survey,
Unit No. 1 Globalization and International Business L CO
Hrs.
Concepts & Factors driving globalization, Threats to National 3 1
Sovereignty, Economic Growth and Environmental Stress;
Companies engaged in IB, Modes of operations in IB –
Investments, Types of International Organizations, IB versus
Domestic Business, The cultural environments facing business
Unit No. 2 The Political, Legal and Economic Environments facing
Business
Political & Legal Environment: Individualism versus 4 2
collectivism, Political Ideology, Trends in Political systems,
Political risks and democracy; Legal Environment: Legal systems,
types, trends and diffusion of legal systems, Understanding bases
of rule and implication for managers, operational and strategic
concerns;
Economic Environment – International Economic Analysis,
Elements of Economic Analysis
Unit No. 3 International Trade Theories, Global Strategy, Structure &
Implementation
Trade and Investments: Theories, of Trade. Conflicting results of 8 2,3
Trade Policies, Economic and noneconomic rationale for
governmental interventions, Instruments of Trade control, Dealing
with governmental trade influences; World Trade Organization
(WTO). Effects of REI, Major trading groups and
conglomerations. Industry, Strategy and Firm Performance, Global
MBA Page 217

integration versus local responsiveness, Types of strategy; Country
evaluation & Selection; Direct Investments and Collaborative
Strategies, Entry Strategies in International Business. Selecting an
Entry Strategy
Unit No. 4 Managing International Operations
Marketing Globally - Marketing orientations, segmenting and 6 4
targeting markets, product line extent and mix, International
pricing, promotion and distribution challenges; Global
manufacturing and SCM: Key factors, It and GSCM, Quality
Management, Supplier Networks, Inventory Management;
Multinational Financial Function: Accounting for International
Differences, Transactions in Foreign Currencies, Capital Structure
and Global Capital Markets, Foreign Exchange Risk
Management, Taxation of Foreign source income; International
HRM: Developing staff policies, managing expatriates.
Unit No. 5 Export and Import Financing
Export and Import Financing, Lack of Trust, Export 7 5
Documentation, Letter of Credit, Draft, Bill of Lading, A Typical
International Trade Transaction; Trade Policy–Institutional
support to promote exports. Foreign Direct Investment (FDI) –
Theory and movements, SEZ policies.
Unit No. 6 Guest lecture by industry experts
FDI & FII, SEZ, Governmental initiatives to boost exports, Cross- 2 4,5
cultural issues and their managerial implications.
Total Lecture Hours
Text Books
2. Hill, Jain, (2014), International Business: Competing in the Global Market Place, 10th edition,
McGraw Hill
3. John D. Daniels, Lee H. Radebaugh, Prashant Salwan, Daniel P. Sullivan, (2010), International
Business: Environment & Operations, 12th edition, Pearson Education
Reference Books:
6. Joshi R K, (2012), International Business, 1st edition, Oxford University Press.
7. Sharan V, (2010), International Business- Concepts, Environment and Strategy, 3rd edition,
Pearson Education.
Evaluation: TEE

MBA Page 218

Course code International NGO Management L T P J C
BMT6198 3 0 0 0 3
Pre-requisite BMT Syllabus version
v. 02.00
Course Objectives:
 This course helps in understanding the role of Non-governmental agencies (NGO) and
development
 This course aims at covering historical and current perspectives on the global trends
towards integration of development and mission
 This course aims at comprehending the logic, theories, concepts, and functions of
international NGOs and their role in as implementing institutions of CSR
 This course aims at appraising the political and legal dimensions of international
organizations and to think critically and theoretically about the dynamic roles of
international institutions in world development and uplifting of living standards of people
Course Outcome:
1. Understand the landscape and history of non-state actors in international affairs.
2. Appreciate a variety of analytical frameworks to analyze and evaluate international NGO
management and strategy.
3. Comprehending the roles and future of international NGOs and Own a toolkit of
international NGO-related resources, cultivated by individual participation through the
course, and complemented by links and organizations.
4. Select a process model for Implementing Corporate social activities by the corporates
through NGOs
5. Understand the role of Non Governmental Agencies in Human development

11. Having interest in lifelong learning
15. Having an ability to use the social media effectively for productive use
Module:1 The Logic and Demand for International 5 hours CO:1,2
Institutions
Why NGOs – Trends in the International NGO Landscape: Non-State Actors, Focus
Areas, Organization Structures, Partnerships, Strategies, Funding Models,
and Geographies
Module:2 WTO and OECD principles on NGO 5 hours CO: 2,3
Impact of world wars- Evolution of Social work- government and administrative constraints
-Rules- frameworks for NGOs – WTO programs and funding regulations- OECD – decision
policies
Module:3 Non state Actors and International Law 5 hours CO: 3,4
Role of Non Governmental organizations in various countries-International regulations for NGOs
in developing countries- Channels of funding and Implementation of Welfare projects-Role of
MBA Page 219

ILO
Module:4 Role of NGOs in Society and Development 5 hours CO:3,4,5
Schemes and Programs mandatory for NGOs and Role of Christian Missionaries in Forming
models of NGOs- Healthcare, service and upliftment of poor people in society- Vocational
Training-Identification of need gap
Module:5 NGOs as Implementing Institutions of 5 hours CO:2,4,5
Development Programs
Corporate Social Responsibility and NGOs- International Context- Indian Scenario and NGOs
Module:6 Funding and criticism of NGOs 5 hours CO: 4,5
Case studies of successful NGOs and Failure stories- Industrial development versus Human
Development- New challenges and reforms in NGOs- App developments- Technological
implementations
and Project
Text Book(s)
1. Glen Rowe and Mary Conway, (2013), Introduction to Non Profit Management, Sage
publications, Canada
2. R.Kumar & SL Goel (2005), Administration and Management of NGOs: Text and Case
3. Studies, S.R. Publications, New Delhi
Abrham Anitha, (2015), Formation and Management of NGOS, Universal Publications,
New Delhi
Reference Books
1. Sandeep Garg, (2013), Handbook for NGOs and NPOs, Taxamnns, Canada
2. Leslie R. Crutchfield and Heather McLeod Grant, (2017), Forces for good: The six practices
of high Impact Non Profits, New York
Mode of Evaluation
1 2 3 4 5 6 7 8 9 10
Midterm 20 √ √ √ √ √
Quiz - 1 √ √ √ √ √

Total 100
MBA Page 220

Course code International Shipping: Business Process and Procedures L T P J C
BMT6199 3 0 0 0 3
Course Objectives:
1. The course is aimed at to provide an understanding about International Transport & Shipping
including basic logistics environment.
2. The course is aimed at to introduce the students to the Shipping Procedures in Indian ports and
containerization Context.
3. The course is aimed at to understand the costs involved and design a multi modal
transportation for carriage of goods
On completion of this course, the student will be able to
1. appreciate the International Logistics, especially shipping and air transportation in Indian
Context.
2. deal with challenges in 3 p and 4p logistics
3. bargain on how to use latest technological models in evaluating the practices across the
world in terms of logistics
4. Obtain knowledge on role of ship and cargo intermediaries in International shipping
5. Analyze the importance of Air Transport in India’s Foreign Trade
6. Comprehend the importance of logistics in International Business
Module:1 International Logistics: 5 hours CO:2,6
Importance of Logistics in International Business-Modes of Transport of goods – Rail, Road, Air,
Pipeline, Inland water– Designing and understanding 3rd party and 4th party logistics-The Shipping
Company – History of shipping industry - Merchant Shipping- Dry ports and their relevance.
Module:2 Multimodal Transport 5 hours CO:1,3
International Transport System Shipping Practices- Shipping Freight and Chartering: Ship Broking
and chartering practices the Freight Market – Ship owning conditions and Market – Sales
Contract, Carriage and bill of lading – Freight calculations
Module:3 Chartering Principles and Practices 6 hours CO:2,3
Types – Voyage Charter, Time Charter – Charter Party Clauses – Exercises on calculation of Lay
time, Demurrage Dispatch – Bare Boat Charter –Pre-shipment and Post shipment Documents.
Module:4 Shipping Intermediaries 6 hours CO:1,4
Role of Ship and cargo intermediaries – Shipping agencies – Ship brokers – Freight forwarders –
stevedores. Port organization of containerized cargoes- Containerization in India – Private Sector
Participation –Role of Electronic Data Interchange (EDI)- Electronic logistics-INCO Terms-
selection of containers for Trade
Module:5 Air Transportation 6 hours CO:1,5
Air Transport – Air Freight Practices and Ari Cargo Rates – Importance of Ari Transport in
India’s Foreign Trade Problems and Prospects – Foreign Trade Law relating to carriage of goods –
International Conventions and National Laws: Sea, Air, Multi Modal, Road and Rail – Maritime
Trade Fraud.
Guest lecture by industry/Business experts on contemporary International Transport & Shipping
MBA Page 221

procedures

Lectures
Text Book(s)
1. Justin Paul & Rajiv Aserkar (2010), Export Import Management, Oxford higher
Education, New Delhi
Reference Books
1. Thomas E. Johnson, Donna L. Bade (2010), Export/Import Procedures and Documentation,
ISBN-10: 0814415504 | ISBN-13: 978-0814415504
2. Pierre David (2013), International Logistics: The Management of International Trade
Operations, 4th edition, ISBN-10: 0989490602 | ISBN-13: 978-0989490603.
3 India's Foreign Trade Statistics published by CMIE (Database) year-wise
Graham, Sano & Day (2007) Doing Business with the New Japan: Succeeding in America's
Mode of Evaluation : Continuous Assessment (Midterm, quizzes, challenging assignments and

mini projects) and TEE
MBA Page 222

Course code Knowledge Management L T P J C
BMT6200 2 0 0 4 3
Course Objectives:
 This course will facilitate the students to study the basic theory and some practical
application of Knowledge Management tools within organizations
7. Comprehend the knowledge management drivers and the evolution of KM
8. Identify the importance of cognitive skills and creativity in KM practices
9. Comprehend importance of the KM on the business environment
10. Recognize the KM Tools available for the knowledge transfer
11. Formulate KM tools required for the transfer of knowledge based on the organization
culture.
12. Ascertain the ethical issues pertaining to the KM practices in organization

Knowledge Hierarchy, Knowledge Management (KM), KM Evolution, Knowledge Worker,
Forms of Knowledge, Key Drivers of KM
Module:2 Knowledge Management Life Cycle 3 hours CO:1,3
Nonaka's Model of Knowledge Creation, Knowledge Sharing, Knowledge Utilization, KM Road
Map. Importance of Tacit Knowledge, Challenges faced in Tacit Knowledge Externalization,
Knowledge Transfer Techniques, Expert Knowledge
Module:3 Aligning KM in organizations 4 hours CO:1,2
HRM Practices and KM; Learning, Cognitive skills and KM; Creativity, Innovation and KM;
Organizational Culture, Change and KM; Leadership and KM; ICTs and KM
Module:4 Knowledge Management Tools 4 hours CO:1,4,5
Diagnostic technologies and their value, Data management, information technology and
organizational productivity, Web-centric knowledge management, Global, joint, simultaneous
problem solving in a value network,Content Analysis
Module:5 Social and Ethical Issues 4 hours CO:1,6
Communities of Practice, Knowledge Friendly companies, knowledge transfer between academia
and industry, KM System Deployment in various sectors.
Module:6 Contemporary Issues 2 hours CO:4,5
Guest lecture by industry experts on Knowledge management in product development,
Managing services and customer relationships, Product knowledge and innovation

Lectures
Text Book(s)
1. Edwards. J.S, (2015), The Essentials of Knowledge Management, Palgrave Macmillan,
UK.
2. North. K, G. Kumta, (2014), Knowledge Management: Value creation through
organizational learning, Springer.
MBA Page 223

Reference Books
1. Jennex M.E, (2007), Knowledge Management: Concepts, Methodologies, Tools and
Applications, 6th revised edition, Idea Group.
2. Donald Hislop, (2013), Knowledge Management in Organizations, 3rd edition, Oxford
University Press.
3. Dalkir. K, (2011), Knowledge Management in Theory and Practice, 2nd Edition, MIT Press.
Mode of Evaluation : Quiz, Midterm Exam, Case Discussion, Final Assessment Test
MBA Page 224

Course code Managing Asian Business L TP J C
BMT6201 3 0 0 0 3
Course Objectives:
1. The course is aimed at to introduce the basic management models in Asia especially the
influence of Chinese; Japanese & Korean management.
2. The course is aimed at to trace the pattern and processes of industrial management and
business structure in Asia, in the context of the social and cultural dimensions in which the
models are embedded.
13. Comprehend the Asian management models and political & economic history of Asia
14. Identify the importance of Asian culture in business
15. Evaluate the issues in Chinese Business Management
16. Obtain knowledge on Japanese – Korean cultures and their business models
17. Analyze the role of Middle east connections in development of Asian business
Module:1 Asian Business 5 hours CO:1
Asian management models, political & economic history of Asia; ASEAN and its role; Asian
tigers & the South East Asian crisis; India role in ASEAN region; FTAs and Loan politics in Asia
Module:2 Asian Culture 5 hours CO:1,2
Introduction to major cultures, business & societies of Asia: the Chinese; Indian; Japanese; and
Korean. The People’s Republic of China and communism- reform and open-door policy—Market
economy and red capitalism.
Module:3 Chinese Business Management 6 hours CO:2,3
Role of SOEs and their subsequent reforms – Changing role since China’s WTO accession -
Regional disparity in PRC – PRC’s WTO track record. New Age Chinese enterprises- Issues of
censorship- MNCs experiences- issues of Sourcing
Module:4 Japanese- Korean Business Models 6 hours CO:1,4,5
Japanese culture and society—key factors in Japan’s post war success—the Japanese business
environment—Japanese management model- post bubble Japan and the management model in
transition – Indo-Japanese Business ties Rise of Chaebols, Their role in Korean economy- Cases
of Major Korean Corporations
Module:5 Middle East connection in Asian Business 6 hours CO:1,5
landscape
Import of Islamic Banking & Finance; Islamic Finance’s basic tenants – Its place in South East
Asian Business setup. - Ancient linkages with India.-The influence of major powers on economic
issues – case of Taiwan.- Hong Kong- Macau. The Influence of security in South China sea and
Straits of Malacca- Its business implications
Guest lecture by industry/Business experts on contemporary business practices

Lectures
MBA Page 225

Text Book(s)
1. Ade Asefeso, (2012) CEO Guide to Doing Business in Asia -Singapore, Malaysia and
Indonesia, Lulu.com
2. Harvard Business Review on Doing Business in China (2010), HBS Press
Reference Books
1. Fishman, Ted.C.,(2012), China Inc (The relentless rise of the next great superpower), New
York (eBook)
2. Michaelson & Michaelson (2011) Sun Tzu: The Art of War for Managers, Adams Media
Publications Company
3 Hill, C. (2010) International Business: Competing in the Global Marketplace. (8th ed Tata
McGraw-Hill.
4 Graham, Sano & Day (2007) Doing Business with the New Japan: Succeeding in America's
Richest International Market, Rowman & Littlefield Publishers, Inc
5 Fishman, Ted.C.,(2006), China Inc., Scribner International , New York.
6 Helen Deresky (2011), International Management: Managing across borders and cultures,
Pearson Education
7 Harvard Business on Doing Business in Asia, (2004) Harvard Business School Press, MA.
8 Hodgetts, R.,M.,& Luthans F, (2005), International Management , Tata McGraw Hill
Publications, New Delhi.
9 Graham, J.L; Sano, Y.(1989), Smart Bargaining; Doing Business with Japan, Harper
. Business, NY
Mode of Evaluation : Quiz, Midterm Exam, Case Discussion, Final Assessment Test
MBA Page 226

Course Name Mitigating Business Sustainability Risks and L T P J C
Challenges
Version No.
Course Pre- BMT 5212 – Strategic Management
requisites
Objectives: 7. Impart a basic understanding of the social and environmental sustainability
challenges facing managers in today’s world
8. Seeks to develop students’ critical capacities for self-reflection and action in
relation to these concepts
9. Make students aware of the imperative need to recognize and address the
global environmental and social impacts of managerial activities through
‘Triple bottom line’ issues of Sustainable Development (SD)
10. Develop abilities to reflect that investors are also showing growing
concern not only on eco-efficiency, but in business ethics, CSR and human
rights
11. Ability to integrate to the agenda of sustainable development which
directly relates to competitive advantage and corporate governance on a
continuous basis
Course Outcome At the end of the course, students will be able to:
(CO): 12. Define new and emerging business opportunities and financial risks
associated with environmental quality, social justice and economic efficiency.
13. Discuss on how businesses need to manage their sustainability agenda as
an integral part of their competitive strategy and align to various stakeholder
groups
14. Examine shifts in responsibility for sustainability from self-regulation to
public regulation and use new technology, styles of networked commerce, and
radically new triple bottom line management systems.
15. Evaluate ways to meet challenges proactively using tools such as self-
regulatory initiatives, voluntary standards, new accounting procedures and
reporting
16. Assist businesses and concerned stakeholders in establishing and
managing systems to steer environmental, social and economic sustainability
on a continuous basis.
Student Learning 2. Having a clear understanding of subject related concepts and of contemporary
Outcomes (SLO): issues
10.Having a clear understanding of professional and ethical responsibility
14. Having an ability to design and conduct case analysis, simulation, survey,
Unit No. 1 Introduction & Principles of SM: L CO
Hrs
.
Definitions, relevance and need for internalization of CSR & 6 1,2
sustainability management for corporations - Principles of
Sustainable Management - Triple Bottom Line – TBL/3BL:
‘People, Planet, Profit’ : the social, environmental, and financial
accountability of businesses - Social and environmental
sustainability challenges - Integration of SM with commercial and
economic success - Current practices of sustainability in business -
MBA Page 227

Global issues and major frameworks -Scientific foundations and
economic principles
Unit No. 2 Strategic Social Responsibility of Corporates:
Bottom of The Pyramid: Social Responsibility or Market 6 3
Opportunity, Corporate Strategy and CSR, What CSR Is and Is Not,
A Moral Argument for CSR, A Rational Argument for CSR, An
Economic Argument for CSR, Why is CSR Relevant Today, CSR:
Do Stakeholders Care?
Unit No. 3 The Strategic Context of CSR & itsImplementation:
The Strategic Lens: The E.S.C.S. Framework, Positive Brand 6 4
Building, Crisis Management, CSR Business Plan of Action - Short
Term & Medium term, Implementation From a Strategic
Perspective: Planning, Implementation From a Firm Perspective:
Action
Unit No. 4 Managing Global Corporate Social Responsibility: Issues
Organizational Issues, Economic Issues, Societal Issues 4 5
Unit No. 5 Triple Bottom Line (TBL/3BL):
Definition, The Bottom Lines, Arguments in favor of the concept, 8 3
Arguments against the concept, Legislation
Text Books
4. Doppelt Bob ,” Leading Change toward Sustainability, A Change-Management Guide for
Business, Government and Civil Society”, Greenleaf Publishing, 2003
5. C. K. Prahalad & Allen Hammond,” Serving the World’s Poor, Profitably”, Harvard Business
Review, September 2002
Reference Books:
8. William B. Werther Jr.&David Chandler,” Strategic Corporate Social responsibility ,Stakeholders in a
Global Environment “, SAGE Publications:
9. Kotler Philip & Nancy Lee, “Corporate Social Responsibility: Doing the Most Good for your
company and your Cause”, John Wiley & Sons, Inc.
10. Kotler P & Roberto EL,” Social marketing. Strategies for changing public behavior. New York,
Free Press, 1989
11. Andreasen Alan R.,” Ethics in Social Marketing “ Georgetown university Press, 2001
Evaluation: TEE

MBA Page 228

Course code Public Sector Management L T P J C
BMT6203 3 0 0 0 3
Course Objectives:
 This course aims at management in the public sector and developing confidence to deal
with Public offices.
 This course aims at understanding approaches to public sector management and discuss
both international and Indian practice and relating ideas about the role of government in
society
 This course aims at comprehending the distinctiveness of public sector management by
examining the traditions, building blocks and general issues of public administration
 This course aims in developing the patterns of change in public administration and
management including recent reforms and developments
Course Outcome:
14. Understand the dimensions in Public Sector Organizations, International Ideologies and
Political systems and its impact
15. Working in Socio and political models and relate to public systems
16. understand the role of Technology and digitalization of Public sector processes
17. Identify the technologies used in Public sector management and Develop a budget models
for Public sectors and understand the Five year plans

Module:1 Public organizations: Public Systems 5 hours CO: 1,2
Understanding Public Organizations- Organization structures- how different they are from Private
Organizations- Methodology to compare Public systems- Public Administration
Module:2 Political systems and administration on public 5 hours CO: 1,2
sectors
Political systems- National and International Ideologies-Democracy and Political policy-
Capitalism, socialism and Monarchy administrations – Impact of political ideologies on Policies in
Business organizations
Module:3 Contemporary Models-Socio Economic 5 hours CO: 3,4
models
Opportunities in Public Sectors- Recruitment- Education and training – Designations in Public
sector and comparison between Public and private Sectors – Five year plans- Neethi ayog –
MBA Page 229

Government schemes to develop Public sectors
Module:4 Theories of Governance and political 5 hours CO:3,4
economies
Theories of Public Governance- Structure and process of Bureaucracies-Regulations- Political
institutions – E- Governance in Public sectors
Module:5 Managing Budget and Public Money 5 hours CO: 3,4
Strategic financial Planning-Budget proposals and approvals- Audit process in Public Sectors
Module:6 Development and reforms in Public Sector- 5 hours CO: 4
Technology and Digitalization
Governmental initiatives to upgrade the public sectors, Introduction of Technology- Ease of
process- Digitalization of Land records and other government activities
and Project
Text Book(s)
1. Salvatore Schiavo-Campo and Hazel M. McFerson, (2018) Public Management in
Global Perspective (Armonk, N.Y.: M.E. Sharpe)
2. B. Guy Peters, (2001), The Politics of Bureaucracy, 5th Edition (London: Routledge)
3. Jreisat, Jamil E.,(2001) Comparative Public Administration and Policy (Boulder,
CO: Westview Press)
Reference Books
1. Ferrel Heady, (2001), Public Administration: A Comparative Perspective, 6th
2. Edition (New York: Marcel Dekker)
Michael J. Sandel, (2012), What Money Can’t Buy: The Moral Limits of Markets
(New York: Farrar, Straus and Giroux)
Mode of Evaluation
MBA Page 230

Course Name Strategies for Winning Business Negotiations L T P J C
Version No.
Course Pre- BMT5212 – Strategic Management
requisites
Objectives: 1. Understand the relevance and importance of Business Negotiations
2. Comprehend the premises before negotiating business deals
3. Develop Business Pre-negotiation, negotiation and Post-negotiation
Skills
4. Evaluate cross-cultural settings for negotiation techniques among
diverse nationalities
Course Outcome 1. Understand how to create positive environments conducive to
(CO): effective negotiations
2. Develop skills to create value added trust and relationship to negotiate
successfully
3. Understand diverse environments, histories, cultures, symbols,
processes and logic to help students to become effective negotiator
facilitator and mediator
Student Learning 2. Having a clear understanding of subject related concepts and of
Outcomes (SLO): contemporary issues
17. Having an ability to use techniques, skills and modern managerial tools
& techniques necessary for business practice
Unit No. 1 International Negotiations: L Hrs. CO
Science and art of negotiation – Process, data and cultures 3 1
– Mapping critical & analytical questions – From data to
facts – suspending disbelief – Critical thinking process –
clarity – illustrating issues – understanding logic of
individuals, groups and organizations.
Unit No. 2 Negotiation Processes:
Everything is negotiable – Goals, Aims and requirements 4 1.2
– Time – Power to take decisions – Information – Winning
at all costs. Pre-Negotiation – Negotiation – Post –
Negotiation – Win-Win Negotiation Techniques –
Making the first move developing a negotiating style –
Establishing Trust and Building – Communication –
Persuasion and Ethics in Negotiation. Negotiations with
multiple parties, coalitions and teams.
Unit No. 3 Cross Cultural Negotiations:
Role of Cultures in cross border negotiations – Tacit 3 3
negotiations and Social dilemmas.
Unit No. 4 Technology & Negotiations
MBA Page 231

Negotiating via information Technology – negotiating on 4 1,2,3
the Internet – interplay of Play of new Social Media in
negotiations.
Unit No. 5 Negotiations Cases
Comparative negotiations in India and different cultures 4 3
specific to nations across the globe Australasia – Europe –
Latin and North America – Negotiation Strategies – Cases.
Unit No.6 Guest Lecture 2
Text Books
6. Cellich & Jain, (2011), Global Business Negations – A practical Guide, Thomson / South
Western
7. Thompson L, (2011), The mind and heart of the negotiator 5th Edition, Pearson
8. Sarkar (2010) Global Business Negotiation, Atlantic Publishers & Distributors (p) Ltd
Reference Books:
1. Fisher and Ury (2012) Getting to Yes: Negotiating An Agreement Without Giving In , Random
House Business
2. Lewieki, R. J. Saunder, D. M. And Minto J.W., (2001), Essentials of Negotiation, Irwin
Publishers
Mode of Continuous Assessment (Midterm, Quiz, Assignments and mini projects etc.)
Evaluation: and TEE

MBA Page 232

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VIT Business School

Master of Business Administration

VISION STATEMENT OF VELLORE INSTITUTE OF TECHNOLOGY

Transforming life through excellence in education and research

MISSION STATEMENT OF VELLORE INSTITUTE OF TECHNOLOGY

World class Education: Excellence in education, grounded in ethics and critical

Cutting edge Research: An innovation ecosystem to extend knowledge and

Impactful People: Happy, accountable, caring and effective workforce and

Rewarding Co-creations: Active collaboration with national & international

VISION STATEMENT OF THE BUSINESS SCHOOL

Transforming life through excellence in education and research

MISSION STATEMENT OF THE BUSINESS SCHOOL

PROGRAMME EDUCATIONAL OBJECTIVES (PEOs)

1. Graduates will be practitioners and leaders in their chosen field

2. Graduates will function in their profession with social awareness and

3. Graduates will interact with their peers in other disciplines in their

4. Graduates will be successful in pursuing higher studies in their

5. Graduates will pursue career paths in teaching or research

PROGRAMME OUTCOMES (POs)

PO_02: Having a clear understanding of the subject related concepts

PO_06: Having problem solving ability- to assess social issues

PO_07: Having adaptive thinking and adaptability in relation to

PO_08: Having a clear understanding of professional and ethical

PO_09: Having cross cultural competency exhibited by working as a

PO_10: Having a good working knowledge of communicating in

ADDITIONAL PROGRAMME OUTCOMES (APOs)

APO_01: Having an ability to be socially intelligent with good SIQ

APO_04: Having computational thinking (Ability to translate vast data

APO_05: Having Virtual Collaborating ability

APO_07: Having critical thinking and innovative skills

APO_08: Having a good digital footprint

PROGRAMME SPECIFIC OUTCOMES (PSOs)

On completion of MBA programme, graduates will be able to

PSO1- Design creative solutions to business problems considering

PSO2-Evaluate global trends influencing the business environment to

PSO3- To develop theoretically relevant empirically strong research

Category-wise Credit Distribution

22 BMT6119 Summer Internship 2

Advanced Marketing Research with

Human Resource Management Courses

Balanced Score card and HR score

Production Operation Management Courses

General Management Courses

# Mode: Flipped Class Room, Case Discussion, Lectures

Final Assessment Test 40 √ √ √ √ √

Module:2 Preparation of Final Accounts 6 hours CO: 2

Module:3 Depreciation and Inventory Valuation 6 hours CO: 3

Module:4 Financial Statement Analysis 8 hours CO:4

# Mode: Flipped Class Room, Case Discussion, Lectures

Final Assessment Test 40 √ √ √ √ √ √

Final Assessment Test 40 √ √ √ √ √

 The course aims to provide an understanding of the issues involved application of I T in

# Mode: Flipped Class Room, Case Discussions , Lectures and Projects

Student Learning Outcomes (SLO): 1,2,6,9,14,17,19

Module:1 Fundamental of Organizational Behaviour 6 hours CO: 1,2

# Mode: Flipped Class Room, Case Discussion, Lectures

Final Assessment Test 40 √ √ √ √ √ √ √ √ √

Meaning of Consumer, Service, Goods, Deficiency, Defect, Unfair Trade Practices—Rights of

Student Learning Outcomes (SLO): 1,2,3,4,5,6

# Mode: Flipped Class Room and Activities

Module:3 Money Market Analysis and Prices 5 hours CO:6

# Mode: Flipped Class Room, Case Discussions, Lectures

Final Assessment Test 40 √ √ √ √ √ √