Student Manual - MBA Batch 2019-21

MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS
MBA Student Manual

Batch 2019 - 21
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VISION
To foster human development through excellence in Quality Education, Research

& Entrepreneurial Development.
MISSION
 To provide quality education, creating human assets/resources and

intellectual capital.
 To enhance research and development in different disciplines.
 To develop new generation entrepreneurs who will be instrumental in
fueling economic growth.
 To create able leaders, managers and technocrats.
 To foster an ethical environment built on human values in which both spirit
and skill will thrive to enrich the quality of life.
QUALITY OBJECTIVES
 Synergize with corporates to foster meaningful and experiential learning

 Annual upgradation of course design to enhance teaching and learning
process
 Identify and develop entrepreneurial potential with incubation
 Enhance faculty research output and facilitate consultancy
 Understand and interpret business trends
 International Tie-Ups with value proposition
 Social Sensitization
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PROGRAM OUTCOMES
 Foster learning through accumulation of knowledge.

 Apply knowledge of management theories and practices to identify and
solve business problems.
 Foster analytical and critical thinking abilities for data-based decision
making.
 Ability to develop value based leadership.
 Ability to understand, analyze and communicate global, economic,
legal, and ethical aspects of business.
 Ability to lead self and others in the achievement of organizational
goals, contributing effectively to a team environment.
 Ability to adopt various tools for decision making and problem solving.
CMS Business School MOTTO
Performance is Reality.
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CONTENTS
SL PAGE
PARTICULARS
NO NO
1 Introduction to the MBA programme 6
2 Scope and Content of Regulations 6
3 Programmes offered 6
4 Eligibility for admission 7
5 Course Content 8
6 Attendance requirement 8
7 Eligibility for Semester End Examination 9
8 Pattern of Assessment 9
9 Eligibility for Pass 10
10 Promotion & Readmission 10
11 Re-examination Policy 11
12 Classification of successful students 11
13 Award of Degree 12
14 Maximum period for the completion of the Programme 12
15 Organisation Study (OS) 12
16 Summer Internship and Research Project 12
15 General Guidelines 13
16 Curriculum Matrix 15
17 Detailed Syllabus – Semester I (Core courses) 47
21 Detailed Syllabus – Semester II (Core courses) 67
22 Detailed Syllabus – Semester III ( Core courses) 81
23 Detailed Syllabus – Semester IV ( Core courses) 91
24 Detailed Syllabus – Semester II (Core Finance Specialization) 99
25 Detailed Syllabus – Semester III (Core Finance Specialization) 109
26 Detailed Syllabus – Semester IV (Core Finance Specialization) 125
27 Detailed Syllabus – Semester II (Core Marketing Specialization) 135
28 Detailed Syllabus – Semester III (Core Marketing Specialization) 147
29 Detailed Syllabus – Semester IV (Core Marketing Specialization) 163
30 Detailed Syllabus – Semester II (Core HRM Specialization) 175
31 Detailed Syllabus – Semester III (Core HRM Specialization) 193
32 Detailed Syllabus – Semester IV (Core HRM Specialization) 213
33 Detailed Syllabus – Semester II – Banking, Finance and Allied Services 227
34 Detailed Syllabus – Semester III – Banking, Finance and Allied Services 231
35 Detailed Syllabus – Semester IV – Banking, Finance and Allied Services 235
Detailed Syllabus – Semester III – International Finance and Accounting 241
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SL PAGE
PARTICULARS
NO NO
36 Detailed Syllabus – Semester II – Logistics and Supply Chain Management 243
37 Detailed Syllabus – Semester III – Logistics and Supply Chain Management 255
38 Detailed Syllabus – Semester IV – Logistics and Supply Chain Management 271
39 Detailed Syllabus – Semester II – Systems and Operations Management 283
40 Detailed Syllabus – Semester III – Systems and Operations Management 295
41 Detailed Syllabus – Semester IV – Systems and Operations Management 311
42 Detailed Syllabus – Semester II – Business Analytics 323
42 Detailed Syllabus – Semester III – Business Analytics 335
42 Detailed Syllabus – Semester IV – Business Analytics 349
42 Calendar of Events & Holidays - 1st Semester 359
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MASTER OF BUSINESS ADMINISTRATION (MBA)
REGULATIONS
Introduction to MBA Programme
This MBA programme of Jain (Deemed-to-be University) will have the distinction of being of high
quality, globally relevant and stimulating. The Programme is designed to provide the students a
blend of theoretical knowledge, practical know how and understanding to enable their success in
whichever industry they choose to jumpstart their career.
The Faculty of Management Studies (hereinafter referred to as FMS) offers MBA Programme in
Finance, Marketing, Human Resource, International Finance & Accounting, Banking & Finance,
Logistics and Supply Chain Management, Systems and Operations Management, Business Analytics,
Sports, Luxury, Hospitality Management, Digital Business and Aviation Management. These
programmes help the student emerge into a well-rounded professional ready to take up challenges
in the industry in diverse areas from the manufacturing to service sector. The combination of papers
is designed to instill a multidisciplinary approach in them and thus train them to take up the mantle
in global businesses by also providing dual functional specializations.
The programme will equip the students to develop into top-notch professionals or entrepreneurs in
their chosen area.
1. Scope and Content
1.1 The Regulations documented here are applicable for the MBA programme offered by FMS.
1.2 The applicability of the Regulations must be understood in the context of the given scheme
of study and syllabus of the programme.
1.3 The Regulations given here are in addition to the rules and regulations notified at the time
of admission.
1.4 The authorities of the University may modify, add, delete, expand or substantiate any part
of the Regulations and syllabi at any point of time.
2. Programmes offered:
The following MBA programmes are offered by Faculty of Management Studies:
i. Master of Business Administration (MBA)

a) Finance
b) Marketing
c) Human Resources Management
d) Finance and Marketing
e) Marketing and Human Resources Management
f) Human Resources Management and Finance
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g) Banking, Finance and Allied Services

h) International Finance and Accounting
i) Logistics & Supply Chain Management
j) Systems and Operations Management
k) Business Analytics
l) Aviation Management
m) Sports Management
n) Luxury Management
o) Hospitality Management
p) MBA + MIB (Brest Business School, France)
q) Working Professionals (3 years)
3. Eligibility for admission
i. The minimum qualification required to be eligible for admission is 50% aggregate in the
Graduate/Degree examination of a minimum 3 years’ duration from a recognized
University.
ii. The method of selection for the course shall normally be by means of a Group Discussion
(GD) and Personal Interview (PI). The Institution may decide to conduct additional tests
to select candidates. The shortlist of candidates to be called for GD/PI shall be prepared
based on the score obtained by them in a State/National Level Entrance Examination like
MAT/CAT/Karnataka PGCET/XAT and so on. Students can also opt for Jain Entrance Test
(JET).
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4. Components of the programme, learning methodologies
The MBA programme shall be for duration of four semesters, spread over a period of two years
covering various aspects related to business management
The learning life cycle of a MBA graduate starts with a well-designed orientation programme
(familiarization) followed by bridge courses (adaptation). The core courses help the graduate to
acquire a general management orientation: followed by electives for functional expertise. The
School also offers industry relevant workshops and global certifications.
To increase the engagement of the learner and maximize learning the school uses a variety of
pedagogical tools that are designed to enrich application based learning.
5. Attendance requirement
i. The MBA programme is intensive and it requires students to put in 100% attendance.
The minimum eligibility of attendance for the University examination is 85%. This can
be condoned by a maximum of 10% by the university authorities based on proper
justification.
ii. Students failing to fulfill the minimum attendance criteria of the University will not be
eligible to take up the University examination. Such students will be required to rejoin in
the same semester in the following academic year.
iii. Students are required to attend and participate in all scheduled class sessions, guest
lectures, workshops, outbound learning programs and lab/forum activities of academic
and non-academic nature.
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6. Assessment and Examination
6.1 Credits
 Credit Points will be awarded for all the courses. One credit is equivalent to 10 contact Hours.
Each subject of the programme is of 2 or 3 credits for Core Courses and 3 credits for
Specialization Courses.
 Organization Study is of 2 credits
 Summer Internship Project (SIP) and Research Project will carry 4 credits
For award of degree the student is required to secure 102 credits in the 4 semesters of study. A total
of 102 credits are being offered presently as per AICTE guidelines. The distribution of courses
semester wise is shown below:
Total Number
Number of Core Number of Specialization
Semester of Credits
courses offered courses offered
offered
1 9 0 23
3+2*
2 6 Organization Study 29
3 4 5+2* 27
3+2*
4 3 23
SIP & Research Project
TOTAL 22 17 102
* (Choice Based)
A student is required to undertake the Organization Study after the end of the first semester and
before the second semester against which 2 credits will be accounted in the second semester
evaluation of marks.
The summer internship and research project are undertaken after the second semester and
completed before the third semester for which 4 credits are accounted in the fourth semester
evaluation marks.
Both 2 and 3 credit courses will have a 3 hour Semester-end University Examination.
6.2 Pattern of Assessment for Core courses and Specialization courses
Assessment of student’s performance in theory courses will be based on two components - Internal
Assessment and University Examination conducted at the end of the Semester.
Assessment of each course will comprise of Internal Assessment (50 marks) and Semester-end
University Examination (50 marks).
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The breakup of Internal Assessment marks

Assessment Marks Remarks
85% to 100% - 5 marks
Attendance 05 marks
75% to 84% - 2 marks*
Internal Assessment Faculty will specify the
assessment components in the
Assignments, Activities, session plan.
Project, Presentation, 45 marks A minimum of 3 evaluations
Tests, Quizzes, etc. including a test needs to be
assessed.
Total 50 marks
*Based on condonation by the University authorities.
Notes:
 The Semester-end examinations will be conducted as per JU regulations.
 Supplementary Exams will be conducted as per JU regulations.
7. Eligibility for Semester End examination
A student will be eligible to appear for the University end semester examination when he/she:
i. Has the prescribed attendance (Refer point 4 of the regulation)

ii. Secured a minimum of 40% (20 Marks) in the internal assessment (IA).
8. Eligibility for Pass
i. A student shall be declared to have passed in a course if he/she secures a minimum of 50%
marks out of total 100 marks collectively assessed through Internal Assessment (IA)
component and End Semester Examination and have secured 40% for IA and 50% for End
Semester Examination, individually. A student is required to attend all the components of
internal assessment and end-semester examination.
ii. A student shall be declared to have passed in the Organization Study and Summer
Internship and Research Project if he / she secure at least 50% marks in both the Report
and the Viva Voce.
9. Promotion and readmission
(i) The promotion policy is applicable to all MBA students for deciding the promotion from
the 3rd Semester to the 4th semester.
(ii) A student is permitted to carryover a maximum of 5 courses (excluding Organization
Study (OS)) from the first three Semesters of the programme to be eligible for
promotion to the 4th Semester.
(iii) A student not fulfilling the above rule (having 6 or more carryover courses) after the 3 rd
semester results will not be promoted to 4th semester along with their current batch.
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Such students may be permitted to attend 4th Semester classes with the permission of
University authorities. However, they will be permitted to take up the 4 th Semester
exams only if their backlogs from Semester I to 3 is 5 (five) or less.
(iv) An equivalence certificate has to be obtained from the University in case of readmission
to any semester, in case there have been changes in the curriculum matrix.
10. Re-examination policy
i. A Student has to register by paying a prescribed fee (as and when the University notifies,
with the examination date and time) to reappear for end semester exam.
ii. The internal assessment marks originally secured by him/her, in the first appearance in
the course(s) if any, will be carried forward.
iii. If the internal assessment marks of a course (s) is less than 40% i.e. 20 Marks (Passing
marks for IA), the student has to re-do the internal assessment components (all) of the
subject and secure a minimum 40% IA, before being eligible to reappear, after paying a
prescribed fee.
11. Classification of successful students
i. The equivalent of percentage of marks in terms of letter grades and numerical grades is
given in the following table. On successful completion of the programme, the students
will be classified as below: -
Grade S++ S+ S A++ A+ A B+ B C+ C F

Corresponding
10 9.5 9 8.5 8 7.5 7 6.5 6 5.5 0
Grade Point
<50 in
Percentage of
95-100 90-94 85-89 80-84 75-79 70-74 65-69 60-64 55-59 50-54 aggregat
M arks
e
Class Outstanding Distinction First Second Fail
ii. SGPA and CGPA

The Semester Grade Point Average (SGPA) is the weighted average of all the grade points
earned by a student in all the courses credited and describes his/her academic performance
in a semester. SGPA is computed by dividing the sum of the products of the credits and grade
points earned by the total number of credits registered in that semester.
SGPA = ΣCjGj / ΣCj
Where, Cj denotes credit assigned to the jth course taken by the student in the concerned
semester and Gj indicates the grade point equivalent obtained by the student in jth course.
The Cumulative Grade Point Average (CGPA) indicates the overall academic performance of
a student in all the courses up to and including the latest completed semester. CGPA is
computed as follows:
CGPA = ΣCiGi / ΣCi
Where, Ci denotes credit assigned to the ith course and Gi indicates the grade point equivalent
obtained by the student in ith course.
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iii. Ranks
Only students, who have passed each of the semester examinations at the first
appearance, shall be eligible for award of Ranks. The first five ranks shall be notified.
12. Award of Degree
Students will be awarded the MBA degree upon fulfillment of the following criteria:
i. Must have passed all the courses of the four semesters;

ii. Must have secured a minimum aggregate of 50% marks in each course and 50 % Marks in
the project work (wherever applicable) or a CGPA of 5.5 or alphabetical Grade C.
iii. Must have complied with all other assessment guidelines and criteria notified during the
conduct of the programme.
13. Maximum period for the completion of the Programme
Maximum period for the completion of the programme shall be FOUR years from the date of joining
the programme.
14. Organisation Study (OS)
Students have to undergo an Organisation Study (OS) immediately after Semester – I for 15 days
under the guidance of a faculty mentor. It provides an opportunity for the students to understand
how the different functional areas of an Organization work together in realizing the common goal
of the Organization.
15. Summer Internship Program & Research Project (SIP)
Students after completing their Semester – II have to undergo Summer Internship program &
Research Project (SIP) for 8 weeks. Student should work with the company as an intern, undertake
project, perform activities identified by the company and assist the organization in its functions and
carry out a research project during the same period. It provides an opportunity for the students to
apply classroom learning and practice in an industry environment. It also develops the research
acumen of the student.
16. General Guidelines
16.1 Academic Integrity and Ethics
i. A student who has committed an act of academic dishonesty will be deemed to have failed
to meet a basic requirement of satisfactory academic performance. Thus, academic
dishonesty is not only a basis for disciplinary action but also is relevant to the evaluation of
student’s level of performance and progress.
ii. Where there has been violation of the basic ethos and principles of academic integrity and
ethics, the Director/Board of Examiners/Course coordinator may use their discretion during
the semesters on the disciplinary action to be taken.
iii. Academic dishonesty includes, but is not necessarily limited, to the following:
a) Cheating or knowingly assisting another student in committing an act of cheating;
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b) Unauthorized possession of examination materials, destruction or hiding of relevant

materials;
c) Act of plagiarism;
d) Unauthorized changing of marks or marking on examination records.
16.2 General
i. The students are expected to spend a considerable amount of time in research, reading and
practice.
ii. All students are expected to develop and maintain a positive professional attitude and
approach throughout the programme and in conduct of all other activities.
iii. Attendance alone is not sufficient. Students are expected to participate, to help the class
learn and understand the topics under consideration.
iv. Food and drinks are not permitted in the classroom/conference hall.
v. All students are expected to dress as per stipulated dress code and wear their ID cards,
whenever they are in the campus.
vi. Cell phones are strictly prohibited in the campus.
Change of Regulations: Any regulation can be modified by the Academic Council of University.
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MASTER OF BUSINESS ADMINISTRATION (MBA)
Curriculum Matrix : Batch 2019-21
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SEMESTER I
Course
Sl. No. Area Name of the Course Credits IA UE Total
Code
Computer Applications for
1 Core Course 18JBS101 2 50 50 100
Business
2 Core Course 18JBS102 Business Communication 2 50 50 100
Legal and Business
3 Core Course 18JBS103 2 50 50 100
Environment
4 Core Course 18JBS104 Organization Design 2 50 50 100
5 Core Course 18JBS105 Managerial Economics 3 50 50 100
6 Core Course 18JBS106 Marketing Management 3 50 50 100
7 Core Course 18JBS107 Organizational Behaviour 3 50 50 100
Business Statistics and
8 Core Course 18JBS108 3 50 50 100
Analytics for Decision Making
Financial Reporting,
9 Core Course 18JBS109 3 50 50 100
Statements and Analysis
TOTAL 23 900
SEMESTER II
Single Finance Specialization

Course
Code
Indian Financial System and
1 Core Course 18JBS201 2 50 50 100
Financial Markets
Corporate Social Responsibility
2 Core Course 18JBS202 2 50 50 100
and Sustainability
3 Core Course 18JBS203 Marketing Research 2 50 50 100
4 Core Course 18JBS204 Corporate Finance 3 50 50 100
5 Core Course 18JBS205 Indian Economy and Policy 3 50 50 100
Human Resources
6 Core Course 18JBS206 3 50 50 100
Management
7 Finance 18JBS207 Direct Taxes 3 50 50 100
Investment Analysis and
8 Finance 18JBS208 3 50 50 100
Portfolio Management
9 Finance 18JBS209 Advanced Financial Reporting 3 50 50 100
10 Finance 18JBS210 Strategic Cost Management* 3 50 50 100
11 Finance 18JBS211 Fixed Income Securities* 3 50 50 100
12 Project 18JBS212 Organization Study 2 100**
TOTAL 29 1100
Note: *Choice Based ** 50 Marks Project Report and 50 Marks Viva Voce/ Organizational
Learning
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Single Marketing Specialization

Sl. Course
Area Name of the Course Credits IA UE Total
No. Code
Indian Financial System and Financial
1 Core Course 18JBS201 2 50 50 100
Markets
Corporate Social Responsibility and
2 Core Course 18JBS202 2 50 50 100
Sustainability
6 Core Course 18JBS206 Human Resources Management 3 50 50 100
7 Marketing 18JBS213 Consumer Behaviour 3 50 50 100
8 Marketing 18JBS214 Customer Relationship Management 3 50 50 100
9 Marketing 18JBS215 Business to Business Marketing 3 50 50 100
10 Marketing 18JBS216 Services Marketing* 3 50 50 100
Marketing of Banking and Financial
11 Marketing 18JBS217 3 50 50 100
Services*
TOTAL 29 1100
Note: *Choice Based ** 50 Marks Project Report and 50 Marks Viva Voce/Organizational Learning
Single Human Resources Management Specialization

Sl. Course
No. Code
Indian Financial System and Financial
s1 Core Course 18JBS201 2 50 50 100
Markets
2 Core Course 18JBS202 2 50 50 100
Sustainability
7 HRM 18JBS218 Talent Acquisition 3 50 50 100
8 HRM 18JBS219 Human Resource Research Methods* 3 50 50 100
9 HRM 19JBS2192 Artificial Intelligence for HR Functions* 3 50 50 100
10 HRM 18JBS220 Learning and Development 3 50 50 100
Emotional Intelligence for
11 HRM 18JBS221 3 50 50 100
Effectiveness*
12 HRM 18JBS222 Industrial Relations* 3 50 50 100
TOTAL 29 1100
Note: *Choice Based ** 50 Marks Project Report and 50 Marks Viva Voce/Organizational Learning
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Dual Specialization Marketing and Finance

Sl. Course
Area Code Name of the Course Credits IA UE Total
No.
1 Core Course 18JBS201 2 50 50 100
Financial Markets
2 Core Course 18JBS202 2 50 50 100
and Sustainability
Investment Analysis and Portfolio
8 Finance 18JBS208 3 50 50 100
Management
Marketing of Banking and
10 Marketing 18JBS217 3 50 50 100
Financial Services
TOTAL 29 1100
** 50 Marks Project Report and 50 Marks Viva Voce/ Organizational Learning
Dual Specialization Marketing and Human Resource Management

Sl. Course
No. Code
1 Core Course 18JBS201 2 50 50 100
Financial Markets
2 Core Course 18JBS202 2 50 50 100
Sustainability
Marketing of Banking and Financial
10 Marketing 18JBS217 3 50 50 100
Services
TOTAL 29 1100
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Dual Specialization Finance and Human Resource Management

Sl. Course
No. Code
1 Core Course 18JBS201 2 50 50 100
Financial Markets
2 Core Course 18JBS202 2 50 50 100
and Sustainability
Investment Analysis and
10 Finance 18JBS208 3 50 50 100
Portfolio Management
TOTAL 29 1100
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SEMESTER III

Course
Code
1 Core Course 18JBS301 Operations Management 2 50 50 100
2 Core Course 18JBS302 Project Management 2 50 50 100
Management Skills for
3 Core Course 18JBS303 2 50 50 100
Effectiveness
4 Core Course 18JBS304 Quantitative Techniques 3 50 50 100
5 Finance 18JBS305 Banking 3 50 50 100
6 Finance 18JBS306 Insurance 3 50 50 100
7 Finance 18JBS307 Wealth Management 3 50 50 100
8 Finance 18JBS308 Project Appraisal and Finance 3 50 50 100
9 Finance 18JBS309 International Finance 3 50 50 100
10 Finance 18JBS310 Derivatives* 3 50 50 100
11 Finance 18JBS311 Audit and Assurance* 3 50 50 100
TOTAL 27 1000
Note: *Choice Based

Course
Code
3 Core Course 18JBS303 2 50 50 100
Effectiveness
Digital and Social Media
5 Marketing 18JBS312 3 50 50 100
Marketing
6 Marketing 18JBS313 Sales Management 3 50 50 100
7 Marketing 18JBS314 Retail Management 3 50 50 100
8 Marketing 18JBS315 Marketing Analytics 3 50 50 100
9 Marketing 18JBS316 Brand Management 3 50 50 100
Advertising and Public
10 Marketing 18JBS317 3 50 50 100
Relations*
Sales Promotion
11 Marketing 18JBS318 3 50 50 100
Management*
TOTAL 27 1000
Note: *Choice Based
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Course
Code
3 Core Course 18JBS303 2 50 50 100
Effectiveness
Human Resource Metrics and
5 HRM 18JBS319 3 50 50 100
Analytics
Employee Reward
6 HRM 18JBS320 3 50 50 100
Management
7 HRM 18JBS321 Human Relation Skills 3 50 50 100
Advanced Human Resource
8 HRM 18JBS322 3 50 50 100
Management
Performance Management
9 HRM 18JBS323 3 50 50 100
System
10 HRM 18JBS324 Cross Cultural Management* 3 50 50 100
11 HRM 18JBS325 Labour Laws* 3 50 50 100
TOTAL 27 1000
Note: *Choice Based

Course
Code
3 Core Course 18JBS303 2 50 50 100
Effectiveness
8 Marketing 18JBS312 3 50 50 100
Marketing
TOTAL 27 1000
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Dual Specialization Marketing and Human Resource Management

Course
Code

3 Core Course 18JBS303 2 50 50 100
Effectiveness
Employee Reward
5 HRM 18JBS320 3 50 50 100
Management
7 HRM 18JBS323 3 50 50 100
System
8 Marketing 18JBS312 3 50 50 100
Marketing
TOTAL 27 1000
Dual Specialization Finance and Human Resource Management

Course
Code

3 Core Course 18JBS303 2 50 50 100
Effectiveness
Employee Reward
5 HRM 18JBS320 3 50 50 100
Management
7 HRM 18JBS323 3 50 50 100
System
TOTAL 27 1000
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SEMESTER IV

Course
Code
1 Core Course 18JBS401 Entrepreneurship 2 50 50 100
Indian Ethos and Business
2 Core Course 18JBS402 2 50 50 100
Ethics
3 Core Course 18JBS403 Corporate Strategy 3 50 50 100
4 Finance 18JBS404 Indirect Taxes 3 50 50 100
5 Finance 18JBS405 Behavioral Finance 3 50 50 100
6 Finance 18JBS406 Financial Strategy 3 50 50 100
7 Finance 18JBS407 Investment Banking* 3 50 50 100
Financial Modeling and
8 Finance 18JBS408 3 50 50 100
Analytics*
9 Project 18JBS409 SIP and Research 4 100**
TOTAL 23 800
Note: *Choice Based ** 50 Marks SIP(25 Marks= Report + 25 Marks=Viva Voce)
50 Marks Research Project(25 Marks= Report + 25 Marks=Viva Voce)
Course
Code
2 Core Course 18JBS402 2 50 50 100
Ethics
4 Marketing 18JBS410 Distribution Management 3 50 50 100
5 Marketing 18JBS411 Global Marketing 3 50 50 100
6 Marketing 18JBS412 Strategic Marketing 3 50 50 100
7 Marketing 18JBS413 Product Management* 3 50 50 100
Marketing to Bottom of
8 Marketing 18JBS414 3 50 50 100
Pyramid Customers*
TOTAL 23 800
Note: *Choice Based
** SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research Report = 50 marks
(Report = 25 Marks & Viva Voce = 25 marks)
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Course
Code
2 Core Course 18JBS402 2 50 50 100
Ethics
International Human
4 HRM 18JBS415 3 50 50 100
Resource Management
Strategic Human Resource
5 HRM 18JBS416 3 50 50 100
Management
6 HRM 18JBS417 Organization Development 3 50 50 100
7 HRM 18JBS418 Leadership in Practice* 3 50 50 100
8 HRM 18JBS419 Employee Counseling Skills* 3 50 50 100
TOTAL 23 800
Note: *Choice Based
** SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research Report = 50 marks
Course
Code
2 Core Course 18JBS402 2 50 50 100
Ethics
8 Project 18JBS409 SIP and Research 4 100*
TOTAL 23 800
Note: * SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research Report = 50 marks
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Dual Specialization Marketing and Human Resources Management

Course
Code
2 Core Course 18JBS402 2 50 50 100
Ethics
International Human
4 HRM 18JBS415 3 50 50 100
Resource Management
5 HRM 18JBS416 3 50 50 100
Management
TOTAL 23 800
Dual Specialization Finance and Human Resources Management

Course
Code
2 Core Course 18JBS402 2 50 50 100
Ethics
International Human
4 HRM 18JBS415 3 50 50 100
Resource Management
5 HRM 18JBS416 3 50 50 100
Management
TOTAL 23 800
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BANKING, FINANCE AND ALLIED SERVICES
Curriculum Matrix: Batch 2019-21
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SEMESTER I
Sl Subject
Name of the Subject Credits UE IA Total
No Code
1 18JBS101 Computer Applications for Business 2 50 50 100
2 18JBS102 Business Communication 2 50 50 100
3 18JBS103 Legal & Business Environment 2 50 50 100
4 18JBS104 Organization Design 2 50 50 100
5 18JBS105 Managerial Economics 3 50 50 100
6 18JBS106 Marketing Management 3 50 50 100
7 18JBS107 Organizational Behaviour 3 50 50 100
Business Statistics and Analytics for Decision
8 18JBS108 3 50 50 100
Making
9 18JBS109 Financial Reporting, Statements and Analysis 3 50 50 100
Total 23 900
SEMESTER II
Sl Subject
Name of the Subject Credits UE IA Total
No Code
1 18JBS201 Indian Financial System & Financial Markets 2 50 50 100
Corporate Social Responsibility &
2 18JBS202 2 50 50 100
Sustainability
3 18JBS203 Marketing Research 2 50 50 100
4 18JBS204 Corporate Finance 3 50 50 100
5 18JBS205 Indian Economy & Policy 3 50 50 100
6 18JBS206 Human Resources Management 3 50 50 100
7 18JBS223 Principles and Practices of Banking 3 50 50 100
8 18JBS208 Investment Analysis & Portfolio Management 3 50 50 100
9 18JBS209 Advanced Financial Reporting 3 50 50 100
10 18JBS210 Strategic Cost Management * 3 50 50 100
11 18JBS211 Fixed Income Securities * 3 50 50 100
12 18JBS212 Organization Study 2 100**
TOTAL 29 1100
* Choice Based
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SEMESTER III
Sr Subject
Subject Credits UE IA Total
No Code
1 18JBS301 Operations Management 2 50 50 100
2 18JBS302 Project Management 2 50 50 100
3 18JBS303 Management Skills for Effectiveness 2 50 50 100
4 18JBS304 Quantitative Techniques 3 50 50 100
5 18JBS326 Retail Banking 3 50 50 100
6 18JBS306 Insurance 3 50 50 100
7 18JBS307 Wealth Management 3 50 50 100
8 18JBS308 Project Appraisal & Finance 3 50 50 100
9 18JBS309 International Finance 3 50 50 100
10 18JBS310 Derivatives * 3 50 50 100
11 18JBS311 Audit and Assurance* 3 50 50 100
TOTAL 27 1000
* Choice Based
SEMESTER IV
Sr Subject
Subject Credits UE IA Total
No Code
1 18JBS401 Entrepreneurship 2 50 50 100
2 18JBS402 Indian Ethos and Business Ethics 2 50 50 100
3 18JBS403 Corporate Strategy 3 50 50 100
4 18JBS420 Corporate Banking 3 50 50 100
5 18JBS421 Credit and Risk Management 3 50 50 100
6 18JBS406 Financial Strategy 3 50 50 100
7 18JBS407 Investment Banking * 3 50 50 100
8 18JBS408 Financial Modeling & Analytics * 3 50 50 100
9 18JBS409 SIP and Research** 4 50 50 100
Total 23 800
Note: *Choice Based
Note: ** SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research Report = 50 Marks
Page 27 of 330
INTERNATIONAL FINANCE & ACCOUNTING
Page 28 of 330
SEMESTER I
Sl Subject
Name of the Subject Credits IA UE Total
No Code
1 18JBS101 Computer Applications for Business 2 50 50 100
2 18JBS102 Business Communication 2 50 50 100
3 18JBS103 Legal & Business Environment 2 50 50 100
4 18JBS104 Organization Design 2 50 50 100
5 18JBS105 Managerial Economics 3 50 50 100
6 18JBS106 Marketing Management 3 50 50 100
7 18JBS107 Organizational Behaviour 3 50 50 100
Business Statistics and Analytics for Decision
8 18JBS108 3 50 50 100
Making
9 18JBS109 Financial Reporting, Statements and Analysis 3 50 50 100
Total 23 450 450 900
SEMESTER II
Sl Subject
Subject Credits IA UE Total
No Code
1 18JBS201 Indian Financial System & Financial Markets 2 50 50 100
2 18JBS202 Corporate Social Responsibility & Sustainability 2 50 50 100
3 18JBS203 Marketing Research 2 50 50 100
4 18JBS204 Corporate Finance 3 50 50 100
5 18JBS205 Indian Economy & Policy 3 50 50 100
6 18JBS206 Human Resources Management 3 50 50 100
7 18JBS207 Direct Taxes 3 50 50 100
8 18JBS208 Investment Analysis & Portfolio Management 3 50 50 100
9 18JBS209 Advanced Financial Reporting 3 50 50 100
10 18JBS210 Strategic Cost Management * 3 50 50 100
11 18JBS211 Fixed Income Securities * 3 50 50 100
12 18JBS212 Organization Study 2 100**
TOTAL 29 500 500 1100
* Choice Based
Page 29 of 330
SEMESTER III
Sr Subject
No Code
3 18JBS303 Management Skills for Effectiveness 2 50 50 100
5 18JBS305 Banking 3 50 50 100
6 18JBS327 Accountant Skills 3 50 50 100
7 18JBS311 Audit and Assurance 3 50 50 100
8 18JBS308 Project Appraisal & Finance 3 50 50 100
9 18JBS309 International Finance 3 50 50 100
10 18JBS310 Derivatives * 3 50 50 100
11 18JBS307 Wealth Management * 3 50 50 100
TOTAL 27 500 500 1000
* Choice Based
SEMESTER IV
Sr Subject
No Code
1 18JBS401 Entrepreneurship 2 50 50 100
2 18JBS402 Indian Ethos and Business Ethics 2 50 50 100
3 18JBS403 Corporate Strategy 3 50 50 100
4 18JBS404 Indirect Taxes 3 50 50 100
5 18JBS405 Behavioural Finance 3 50 50 100
6 18JBS406 Financial Strategy 3 50 50 100
7 18JBS407 Investment Banking * 3 50 50 100
8 18JBS408 Financial Modeling & Analytics * 3 50 50 100
9 18JBS409 SIP and Research 4 100**
TOTAL 23 400 400 800
Note: *Choice Based
Note: ** SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research Report = 50 Marks
Page 30 of 330
LOGISTICS and SUPPLY CHAIN MANAGEMENT
Page 31 of 330
SEMESTER I
Course
Code
1 Core Course 18JBS101 2 50 50 100
Business
Legal and Business
3 Core Course 18JBS103 2 50 50 100
Environment
8 Core Course 18JBS108 3 50 50 100
9 Core Course 18JBS109 3 50 50 100
TOTAL 23 900
SEMESTER II
Course Cre
Sl. No. Area Name of the Course IA UE Total
Code dits
1 Core Course 18JBS201 2 50 50 100
Financial Markets
2 Core Course 18JBS202 2 50 50 100
and Sustainability
7 LSCM 19JBLS207 Supply Chain Management 3 50 50 100
8 LSCM 19JBLS208 Warehouse Management 3 50 50 100
9 LSCM 19JBLS209 Logistics Management 3 50 50 100
10 LSCM 19JBLS210 Total Quality Management 3 50 50 100
Purchasing and Inventory
11 LSCM 19JBLS211 3 50 50 100
Management*
12 Project 18JBS212 Organizational Study** 2 100**
TOTAL 29 1100
Note: *Choice Based ** 50 Marks Project Report and 50 Marks Viva Voce/ Organizational Learning
Page 32 of 330
SEMESTER III
Sl. Course
No. Code
Core
Course
Core
Course
Core Management Skills for
3 18JBS303 2 50 50 100
Course Effectiveness
Core
Course
5 LSCM 19JBLS305 Technology Management 3 50 50 100
Information System for Logistics
6 LSCM 19JBLS306 3 50 50 100
Management
7 LSCM 19JBLS307 Distribution Management 3 50 50 100
International Logistics
8 LSCM 19JBLS308 3 50 50 100
Management
9 LSCM 19JBLS309 Materials Management 3 50 50 100
10 LSCM 19JBLS310 Modern Logistics Management 3 50 50 100
11 LSCM 19JBLS311 Supply Chain Analytics * 3 50 50 100
Total 27 1000
Note: *Choice Based
SEMESTER IV
Course
Code
2 Core Course 18JBS402 2 50 50 100
Ethics
Logistics Marketing and
4 LSCM 19JBLS404 3 50 50 100
Technology
Rail Road and Air Cargo
5 LSCM 19JBLS405 3 50 50 100
Logistics
6 LSCM 19JBLS406 Global Supply Chain 3 50 50 100
7 LSCM 19JBLS407 Sustainable Supply Chain 3 50 50 100
Supply Chain Design &
8 LSCM 19JBLS408 3 50 50 100
Dynamics *
Total 23 800
Note: *Choice Based ** SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research
Report = 50 marks (Report = 25 Marks & Viva Voce = 25 marks)
Page 33 of 330
SYSTEMS and OPERATIONS MANAGEMENT
Page 34 of 330
SEMESTER I
Course
Code
1 Core Course 18JBS101 2 50 50 100
Business
Legal and Business
3 Core Course 18JBS103 2 50 50 100
Environment
8 Core Course 18JBS108 3 50 50 100
9 Core Course 18JBS109 3 50 50 100
TOTAL 23 900
SEMESTER II
Sl. Course
No. Code
1 Core Course 18JBS201 2 50 50 100
Financial Markets
2 Core Course 18JBS202 2 50 50 100
and Sustainability
7 SOM 19JBSO207 IT for Managers 3 50 50 100
8 SOM 19JBSO208 Operations Management 3 50 50 100
9 SOM 19JBSO209 Production, Planning and Control 3 50 50 100
Environment Management :
10 SOM 19JBSO210 3 50 50 100
Green Operations
11 SOM 19JBSO211 Project Management* 3 50 50 100
TOTAL 29 1100
Learning
Page 35 of 330
SEMESTER III
Sl. Course
No. Code
Core
Course
Core
Course
Core Management Skills for
3 18JBS303 2 50 50 100
Course Effectiveness
Core
Course
5 SOM 19JBSO305 Business Analytics 3 50 50 100
6 SOM 19JBSO306 Enterprise Resource Planning 3 50 50 100
7 SOM 19JBSO307 Data Driven Decision making 3 50 50 100
Business Intelligence & Data
8 SOM 19JBSO308 3 50 50 100
Mining
9 SOM 19JBSO309 Lean Manufacturing 3 50 50 100
10 SOM 19JBSO310 Inventory Management 3 50 50 100
Procurement and Materials
11 SOM 19JBSO311 3 50 50 100
Management*
Total 27 1000
Note: *Choice Based
SEMESTER IV
Course
Code
2 Core Course 18JBS402 2 50 50 100
Ethics
4 SOM 19JBSO404 Total Quality Management 3 50 50 100
Technology and Innovation
5 SOM 19JBSO405 3 50 50 100
Management
6 SOM 19JBSO406 Operations Strategy 3 50 50 100
Service Operations
7 SOM 19JBSO407 3 50 50 100
Management
8 SOM 19JBSO408 Software Management* 3 50 50 100
Total 23 (26) 800
Note: *Choice Based ** SIP = 50 marks (Report = 25 Marks & Viva Voce = 25 Marks) Research
Report = 50 marks (Report = 25 Marks & Viva Voce = 25 marks)
Page 36 of 330
BUSINESS ANALYTICS
Page 37 of 330
SEMESTER I
Course
Code
1 Core Course 18JBS101 2 50 50 100
Business
Legal and Business
3 Core Course 18JBS103 2 50 50 100
Environment
8 Core Course 18JBS108 3 50 50 100
9 Core Course 18JBS109 3 50 50 100
TOTAL 23 900
SEMESTER II
Sl. Course
No. Code
1 Core Course 18JBS201 2 50 50 100
Financial Markets
2 Core Course 18JBS202 2 50 50 100
and Sustainability
7 BA 19JBBA207 Proficiency in Business Tools 3 50 50 100
Descriptive Analytics and Data
8 BA 19JBBA208 3 50 50 100
Visualization
9 BA 19JBBA209 Predictive Analytics 3 50 50 100
Spreadsheet and Modelling with
10 BA 19JBBA210 3 50 50 100
Spreadsheet*
11 BA 19JBBA211 Framework of Business Analytics* 3 50 50 100
TOTAL 29 1100
Learning
Page 38 of 330
SEMESTER III
Course
Code
3 Core Course 18JBS303 2 50 50 100
Effectiveness
5 BA 19JBBA305 Business Simulation 3 50 50 100
6 BA 19JBBA306 Big Data Analytics 3 50 50 100
Social and Sentiment
7 BA 19JBBA307 3 50 50 100
Analytics
8 BA 19JBBA308 Business Intelligence 3 50 50 100
9 BA 19JBBA309 Tableau 3 50 50 100
10 BA 19JBBA310 Programming with R* 3 50 50 100
Business Process Modeling
11 BA 19JBBA311 and Advance Data 3 50 50 100
Management*
Total 27 1000
Note: *Choice Based
Semester IV
Course
Code
2 Core Course 18JBS402 2 50 50 100
Ethics
4 BA 19JBBA404 Cloud Computing 3 50 50 100
Operations and Supply
5 BA 19JBBA405 3 50 50 100
Chain Analytics
6 BA 19JBBA406 Time Series Analysis 3 50 50 100
Modeling Techniques in
7 BA 19JBBA407 3 50 50 100
Operations Management*
Business Process
8 BA 19JBBA408 3 50 50 100
Reengineering*
Total 23 800
Note: *Choice Based ** 50 Marks SIP (25 Marks= Report + 25 Marks=Viva Voce)
50 Marks Research Project (25 Marks= Report + 25 Marks=Viva Voce)
Page 39 of 330
CORE COURSESS
SEMESTER – I
(Detailed Syllabus)
Page 40 of 330
Course Name: Computer Applications for Business Course Code: 18JBS101

Number of credits: 2 Number of Hours: 20
Course Outcomes
1. Understand the impact of technology on business enterprises and utilization of information systems
to gain competitive edge.
2. Understand database related usage in business decision making and build enterprise-wide
databases.
3. Understand significance of managing security issues in an organization.
Module 1: Fundamentals of Information Systems 3 Hours

Overview, introduction to computers, impact of IS in business, digital divide, concept of systems,
components of IS, functional business systems (HR / Finance / Production / Marketing)*.
Learning Outcome: Understand transformations brought by adoption of business process
information systems.
Module 2: Data Resource Management 5 Hours

Data and information, types of databases, concepts of data warehousing, data mining and
tools, OLAP, SQL*, MS Access: tables and queries, computer networks: types, typologies,
protocols and architecture.
Learning Outcome: Understand the role of database management systems in information technology
applications in organization.
Module 3: MS office 5 Hours

Basics of MSWord*, spread sheet software - range, formulas, types of functions, types of charts,
Applying Absolute (Fixed), page layout - settings, logical functions – if, else, and, or, not, multiple if
statements, conditional formatting, filtering data, what-if analysis-Goal Seek Analysis, data
validation, sorting data - types, pivot tables.
Learning Outcome: Demonstrate the use of basic functions and formulae to organize data using MS
Office.
Module 4: Security, Ethical and Societal Challenges of IT 7 Hours

Security threats, cybercrime*, information privacy issues, information security, application security
and access control, disaster recovery planning, Impact of IT on Health, Safety and Society,* ethical
standards and moral codes on information creation, organization and dissemination.
Learning Outcome: Describe information security risks and mitigation strategies in a data
environment.
(* These topics are categorized as ‘Self-learning’ topics and are subjected to testing)
Note: 20 contact Hours and five contact Hours are allotted for course delivery and in-classroom
assessment respectively.
Basic Texts
James O Brien (2017). Management Information Systems, 10th edition, McGraw Hill.
Laudon and Laudon. Management Information system: Kenneth, Pearson.
Bittu Kumar. MS office 2010, V & S Publishers.
Page 41 of 330
Reference Books
Raghu Ramakrishnan. Database Management Systems (14th edition), McGraw Hill India Pvt. Ltd.
Other reading material
http://www.ddegjust.ac.in/studymaterial/mba/cp-106.pdf
https://courses.lumenlearning.com/computerapps/
Evaluation Pattern
Continuous End term

Attendance Total
Evaluation Examination
45% 50% 5% 100%
Page 42 of 330
Course Name: Business Communication Course Code: 18JBS102

Course Outcomes
1. Appreciate the importance of communication in business.
2. Acquire effective presentations skills and explain the meaning and importance of nonverbal
communication skills.
3. Develop effective reading, writing, speaking and listening skills to communicate effectively to
audiences in business situations.
Module 1: Effective Communication 3 Hours

Introduction, importance of communication, process of communication, types of communication,
principles of effective communication, technology and business communication*.
Learning Outcome: To apply the principles for effective communication.
Module 2: Oral and Non-verbal Communication 5 Hours

Oral communication, public speaking*, effective presentation skills, non-verbal communication and
emotional intelligence, etiquettes.
Learning Outcome: To prepare and deliver effective business presentations.
Module 3: Listening & Reading Skills 5 Hours

Listening: importance and need, types, active and empathic listening, developing skills, listening and
understanding, features of a good listener*; reading: objectives, purpose, reading as a skill, types
of reading.
Learning Outcome:To improve listening skills and develop reading skills for effective
business communication
Module 4: Written Communication 7 Hours

Written communication: memos, proposals, letter writing, circulars, memorandum, notices, agenda
and minutes of the meetings, report writing. CV and resume writing.*
Learning Outcome: To write business documents with the use of an appropriate business style.
(* These topics are categorized as a ‘Self-learning’ and are subjected to testing)
Note: 20 contact Hours and five contact Hours respectively are allotted for course delivery and in-
classroom assessment conducted through quizzes/tests/activities/presentations.
Basic Texts
D.D. Chaturvedi, Mukesh Chaturvedi (2013), Business Communication – Concept and Cases &
Applications, Pearson Education.
O’Hair, O’Rourke (2001), Business Communication – Framework for success, South Western College
Publishing (Thomson Learning).
Reference Books
K.K. Sinha (2002), Business Communication, Galgotia Publishing Company.
Bovee, Thill, Schatzman (2003), Business Communication today, 7th edition, Pearson Education,
Singapore.
Page 43 of 330

1. http://eff.clee.utk.edu/fundamentals/common_activities.htm
2. http://www.myenglishpages.com/site_php_files/speaking.php
3. Everyone Communicates, Few Connect: What the Most Effective People Do Differently
Hardcover – Import, 2 Mar 2010 by John C. Maxwell.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 44 of 330
Course Name: Legal and Business Environment Course Code: 18JBS103

Course Outcomes
1. Describe the legal framework and structure prevalent in the Indian economy.
2. Provide an overview of the mercantile laws in the Indian context.
3. Analyse economic legislations and their impact of development.
Module 1 Mercantile Law 3 Hours

Origins of law*, object of law, functions and purposes, legislation, Law of Contract, Sale of Goods
Act.
Learning Outcome: To understand the origins of law and discuss business laws in India.
Module 2: Company Law 5 Hours

Process of company formation, Companies Act, 1956*, share capital, loan capital, auditors – powers
and duties, Directors’ appointment, company meetings and shareholders rights.
Learning Outcome: To understand company law and company formation.
Module 3: Economic legislation and contemporary Issues 5 Hours

The Competition Act, Intellectual Property Rights Acts, Foreign Exchange Management Act,
Environment Protection Act, Consumer Protection Act*, Information Technology Act.
Learning Outcome: To understand the economic legislation governing competition, intellectual
property, information technology and foreign exchange.
Module 4: The Business Environment in India 7 Hours

Stages of India’s economic and business growth*; deregulation and economic liberalization;
overview of business environment; the Indian Business Environment; Business and Society;
Industrial Policies and Regulations; Laws and Taxation; the Financial System; Labour Environment;
Economic Planning and Development; Global Environment.
Learning Outcome: To explain the stages of economic growth in India and examine its business
environment.
Basic Texts
Kapoor, N .D. Elements of Mercantile Law, Sultan Chand & Sons, Delhi.
S M Shukla. A Manual of Mercantile Law, S. Chand & Company. Delhi.
Avtar Singh. Company Law, Eastern Book Co., Delhi.
M. C. Kuchhal. Business Law, Vikas Publishing, Delhi.
Paul, Adler S. Oxford Handbook of Sociology and Organization Studies (2009), New York: Oxford
University Press.
Das, Veena (ed.). The Oxford India Companion to Sociology and Social Anthropology (2003), New
Delhi: Oxford University Press.
Page 45 of 330
Reference Books
Taxmann. Business Laws, Taxmann Allied Services Pvt. Ltd
Sharma B K. Introduction to the Constitution of India, Phi Learning Pvt. Ltd
Dube S C, Indian Society (1995), New Delhi: NBT.
Gupta Dipankar (ed). Social Stratification (1991), New Delhi: Oxford University Press.

Economic and Political Weekly www.epw.in
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 46 of 330
Course Name: Organization Design Course Code: 18JBS104

Number of Credits: 2 Number of Hours: 20
Course Outcomes
1. Develop an understanding of the principles of organization and organization theory.
2. Examine the reciprocal relationship between the organizational structure, strategies, and
systems.
3. Discuss the external and internal factors that impact organizational structures and design.
Module1: Organizations and Organization Theory 4 Hours

Introduction to organizations, importance, evolution of organization theory and design, dimensions
of organizational design, characteristics and design, and organizational configuration, Mintzberg’s
Organisational types, contemporary design Ideas, level of analysis in organisations. *New and
current organizational challenges in environment.
Learning Outcome: Provide an overview of organization theory, its design and configuration.
Module 2: Strategy, Organization Design and Effectiveness 6 Hours

The role of strategic direction in organization design, organizational purpose, strategic intent,
operative goals, importance; SWOT framework for selecting strategy; Porter’s competitive forces
and strategies; strategies and organization design; other factors affecting organization design;
assessing organizational effectiveness, traditional effectiveness; approaches goal indicators;
resource-based indicators; internal process indicators. The Balanced Scorecard Approach to
Effectiveness; identifying company strategies and effectiveness criteria*.
Learning Outcome: To understand the dimensions of organizational structure and role of strategy
in the design of organization.
Module 3: Fundamentals of Organization Structure 6 Hours

Organization structure; information-sharing perspective on structure vertical information sharing,
horizontal information sharing; organization design alternatives, reporting relationships;
departmental grouping options, functional, divisional, geographic, and matrix structure, conditions
for the matrix, horizontal structure characteristics; virtual networks and outsourcing; external and
internal factors impacting organization structure, hybrid structure, applications of structural design,
structural alignment, symptoms of structural deficiency. Organization design essentials*.
Learning Outcome: To differentiate between the structure and design across business contexts.
Module 4: Organizational Culture 4 Hours

Meaning, defnition of organization culture, and importance of organizational culture; uniform
cultures; strong vs weak cultures, creating and sustaining culture, creating an ethical and positive
organizational culture; Internal and external conflict management, progressive corporate culture
that enables Innovation and change.*
Learning Outcome: To understand organizational culture and its characteristics.
Page 47 of 330
Basic Texts
Richard. L Daft. Organization Theory and Design, South Western Cengage Learning.
Stephen.P. Robbins, Timothy. A Judge, Neharika Vohra, Organization Behavior, Edition, Pearson
Publication.
Reference Books
Richard Hall, Organizations: Structures, Processes and Outcomes, Routledge publications
Robbins, S.P and Mathew, M (2013) Organization Theory Noida, India: Pearson Prentice Hall.
James L. Gibson, John M. Ivancevich, Organization Behavior, Structure and Processes, Tata McGraw
Hill.
Additional Readings
T. Hsieh, “Zappos CEO going to Extremes for customers” Harvard Business Review(July 2010) pp. 41-
45
E.H Schein, Culture: The Missing concept in organization studies- Administrative science quarterly,
pp. 229-240
https://hbr.org/2011/02/the-importance-of-organization
https://www.bcg.com/en-ca/publications/2017/people-boosting-performance-through-
organization-design.aspx
https://hbr.org/2018/05/why-great-employees-leave-great-cultures.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 48 of 330
Course Name: Managerial Economics Course Code: 18JBS105

Course Outcomes
1. Correlate the concepts and theories in economics with the tools of managerial economics for
decision making.
2. Explain demand elasticity, cost, and pricing decisions under market structures.
3. Discuss microeconomic frameworks for production analysis and cost analysis at firm level.
4. Understand profit maximization and competitive pricing under different economic conditions.
5. To describe pricing frameworks and strategic decision using game theory under different market
conditions.
Module 1: The Economic Way of Thinking 3 Hours

Introduction to economics: concept of scarcity- trade-offs*, opportunity cost, basic economic
problems, microeconomics and macroeconomics, managerial economics-meaning and nature.
Learning Outcome: To understand basic economic principles and concepts business.
Module 2: Demand & Supply Analysis and Estimation 7 Hours

Demand Analysis- meaning of demand, determinants of demand, demand equation, Law of
Demand, elasticity of demand, types of elasticity (problems), measurement of elasticity of demand,
demand forecasting-meaning, types and measurement, supply- meaning, determinants and Law of
Supply, market equilibrium. Why to study Microeconomics*?
Learning Outcome: To discuss the micro level economic theories of demand and supply analysis.
Module 3: Production Analysis & Cost Analysis 7 Hours

Production analysis, production-meaning, production function, laws of production-law of variable
proportions and laws of returns to scale, isoquants, economies of scale; cost analysis- cost-meaning,
concepts, types (problems), cost function- SR & LR, LAC curve; breakeven analysis- BEP (problems).
Economies of scale and concepts of cost.*
Learning Outcome: To discuss microeconomic theories of production as cost and producer
equilibrium.
Module 4: Profit-Maximization & Competitive Markets 7 Hours

Types of markets: perfect competition, monopoly, monopolistic competition and oligopoly; profit-
maximization-alternative forms of organization; marginal revenue, marginal cost, and profit
maximization, profit maximization by a competitive firm: short-run profit maximization by a
competitive firm and long-run profit maximization. When Is a Market Highly Competitive? Do Firms
Maximize Profit?*
Learning Outcome: To discuss the micro level economic theories of output and price determination
under various market structures.
Module 5: Competitive Pricing and Game Theory 6 Hours

Oligopoly-price searchers-meaning, cartels, conditions for cartel success; advanced pricing-
extensions of oligopolistic pricing: limit entry pricing, price rigidity and kinked demand; price
leadership, complex pricing, volume pricing; auctions-auction market, auction formats, private-
Page 49 of 330
value auctions and common-value auctions; maximizing auction revenue; bidding and collusion;
game theory- gaming and strategic decisions, Nash Equilibrium, Asymmetric Information*.
Learning Outcome: To explain the theories of oligopoly and game theory and discuss competitive
pricing.
Basic Texts
Yogesh Maheshwari (2012). Managerial Economics, Third edition, Prentice Hall India Learning
Private Limited.
Reference Books
Salvatore, D. (2016). Managerial Economics: Principles and Worldwide Application Eighth edition,
Oxford University Press.
P. P. Joel Dean (2016) Managerial Economics. Prentice-Hall, Inc. New York
Mithani D. M. (2016). Managerial Economics, Himalaya Publishing House, Mumbai.
Pindick R.S., & Rubinfield. (2016). Managerial Economics, Prentice hall, New Jersey.
Samuelson P. A., & Nordhaus W. D. (2016). Microeconomics, 19th Edition, McGraw-Hill, New Delhi.
Xavier V.K. (2018). Economics for Managers, Magi’s Publications.

Dean, J. (1968). Managerial economics. Prentice-Hall Of India Private Limited; New Delhi.
Retrieved from krishikosh.egranth.ac.in/bitstream/1/20284/1/22010.pdf
Salvatore, D., & Brooker, R. F. (2015). Managerial economics in a global economy. Oxford
University Press.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 50 of 330
Course Name: Marketing Management Course Code: 18JBS106

Course Outcomes
1. Outline and explain core concepts of marketing.
2. Determine various micro and macro environomental factors that influence marketing
decisions.
3. Examine various factors that influence customer behaviour in both consumer and business
markets.
4. Evaluate decisions involved in devising an effective marketing plans.
5. Compare, contrast and build competitive marketing strategies.
Module 1: Core Marketing Concepts and the Marketing Environment 4 Hours

Defining Marketing; Challenges, trends and issues in marketing – new formats, concepts and
paradigms; Business’ orientation towards market place from production to holistic marketing; Core
Concepts of Marketing; A conceptual framework of marketing; Major environmental developments
that have impacted business*; Competition in Industry concept Vs. market concept; Responding to
competition and building competitive advantage.
Learning Outcomes: Relate marketing terms to real world situations and examine the influence of
the environment on Marketing decisions
Module 2: Listening to customers and understanding consumer behavior 5 Hours

Need for Marketing information, Sources – with a brief introduction to marketing intelligence and
marketing research*; Characteristics of consumer behavior in brief; Factors influencing consumer
behavior; Distinguishing between consumer markets and Business Markets.
Learning Outcomes: Examine the factors influencing buying behavior in business markets and
consumer markets
Module 3: Segmentation, Targeting and Positioning 10 Hours

Market segmentation levels – consumer and business market segmentation; Identifying valid bases
for segmentation; Targeting – Evaluation and selecting of segments; Brand and Brand Personality,
Brand Equity, Brand Identity, Brand Image and Brand Positioning; Devising Brand Strategies;
Developing and communicating positioning strategies; Points of difference and points of parity*;
Differentiation strategies
Learning Outcome: Explain the concepts of segmentation, targeting and develop positioning
strategy as a competitive advantage
Module 4: Dealing with competition and Marketing strategies 4 Hours

Competitive forces; Industry and market concepts of Competition; Analyzing Competition;
Competitive Strategies of market leaders, challengers, followers and nichers. Balancing competitor
and customer orientations*.
Learning Outcomes: Compare and contrast strategies devised by firms to deal with competitors
Module 5: Designing Marketing Programs 7 Hours

Product characteristics and classification; A brief introduction to Product and service differentiation;
product systems and mixes; Product line strategies; Product Mix decisions; Packaging and Labeling
Page 51 of 330
decisions; Product Life Cycle; New Product Development – approaches and process; Dynamics of
pricing, internal and external factors influencing the pricing decision; pricing approaches, Pricing
strategies; Initiating and responding to price changes.
Nature and importance of marketing channels and value networks; designing the marketing
channels; channel management. brief introduction to Retailing, wholesaling*.
The role of marketing communication mix - advertising, sales promotion, personal selling, public
relations, events and experiences, and publicity; basics of designing a marketing communication
mix.
Learning Outcomes: Examine various decisions involved in designing marketing mix elements
Basic Texts
Kotler, P., Keller, K, L., Koshy, A. & Jha, M. (2014). Marketing Management – South Asian
Perspective. New Delhi, India: Pearsons Education.
Kotler, P., Keller, K, L. (2016). Marketing Management. 15th edition. New Delhi, India: Pearsons
Education.
Reference Books
Trout, J., & Ries, A. (2017). Positioning: The Battle for Your Mind. New York, USA: McGraw- Hill
Kotler, P., Kartajaya, H., & Setiawan, I. (2017). Marketing 4.0: Moving from traditional to Digital.
New Jersey, USA: Wiley & Sons
Goi, C. L. (2009). A review of marketing mix: 4Ps or more. International Journal of Marketing Studies.
Vol 1, No. 1
Marketing Math Essentials. Wharton Business School, University of Pennsylvania.
Gronroos, C. (1994). From marketing mix to relationship marketing: Towards paradigm shift in
marketing. Management decision
Lindridge, A., & Dibb, S. (2003). Is ‘culture’a justifiable variable for market segmentation? A cross‐
cultural example. Journal of Consumer Behaviour, 2(3), 269-286.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 52 of 330
Course Name: Organizational Behaviour Course Code: 18JBS107

Course Outcomes
1. To identify the challenges and opportunities in applying organizational behavior (OB)
concepts and critically evaluate organizational practices.
2. To enhance the understanding of self and others’ behavior in organizations and their impact
on work behavior, attitudes and performance.
3. To describe the implications of motivational theories in modern context and ability to
analyze between job design, and analysis.
4. To distinguish the different leadership styles and the influence of each on employees.
5. To develop the ability to deal with power, politics, conflict and to manage cross cultural
issues in the organization.
Module 1 – Introduction to organizational Behavior 4 Hours

Introduction to Organizational Behavior, Meaning and Importance of OB, Historical developments,
the importance of Interpersonal skills, Contributing Disciplines to OB, OB model, Challenges and
Opportunities for OB, Workforce Diversity, Dynamics of diversity. Application of OB inorganisations.
OB in Global Context*
Learning Outcome: Ability to appreciate the levels of understanding of Organizational Behavior at
Individual, Group and Organizational level.
Module 2 – Individual behavior 8 Hours

The basis for understanding Work Behavior. Factors responsible for Individual differences at
workplace.
Attitudes- Meaning, components, does behavior follow attitudes? Values- Meaning, Types of values,
The importance of values in organisation. Attitude, components,Factors affecting attitude
formation, Ways to change employee attitude, Types of job related attitudes, Job Satisfaction-
Meaning, measurement, causes of job satisfaction, application at workplace. Personality –
Meaning, Contributing factors to personality, Theories of personality , Individual differences arising
out of Personality traits that influence Work Behavior ,Personality assessment- MBTI, BIG FIVE
Model, person – job and organization fit.
Learning –Meaning, Learning domains, Factors affecting learning, Learning Principles, Behaviour
Modification, Learning Theories (Classical, Reinforcement, Social & Behavioral), Perception-
Meaning, factors affecting perception, Perceptual Process, Importance of perception to
organization,Kelly’s Attribution theory, Common shortcuts in judging others, Impression
management. Practical application of individual behavior concepts at workplace*
Learning Outcome: Ability to understand individual behavior influencing work behavior
Module 3 – Motivation and Group dynamics: 6 Hours

Motivation- Definition and importance, Theories of motivation - Content Theories - Need Hierarchy
Theory, Hygiene Motivation Theory, Existence Relatedness Growth (ERG) Theory, Theory X-Y, Three
Page 53 of 330
needs theory. Process Theories- Equity Theory, Expectancy Theory, Application of motivation
concepts at workplace settings – Discussion
Groups- Defining and classifying groups, Need for group formation, Tuckman’s stages of group
development, Group properties – Norm, Status, Size, Composition, Cohesiveness, Group decision
making Techniques, Cost of working in groups,Teams v/s Groups, Importance of teams in
contemporary workplace*
Learning Outcome: Ability to evaluate the applicability of motivation theories and identify the stages
of group development.
Module 4 – Leadership 4 Hours

Leadership: Meaning and importance, Leader v/s Manager, Traits of a leader*.
Trait Approach to leadership – Traits of a leader, are leaders born or made? Behavioral Approach,
Ohio and Michigan studies, Managerial Grid; Situational Approach - Fiedler’s Contingency model,
Hersey Blanchard situational leadership theory, Path Goal Theory, Contemporary leadership
theories - Transactional, Transformational, Charismatic, Visionary Leadership.
Learning Outcome: Develop an understanding to compare and contrast the contingency theories of
leadership and challenges faced to be an effective leader
Module 5: Power and Politics; Managing Conflict: 6 Hours

Power – Meaning, Bases of power, Dependence – The key to power, consequences of power, Power
tactics, Political tactics for increasing power base, Organizational Politics, Causes and consequences,
Impact of power and politics in organizations*.
Meaning and importance of conflict in organizations, Traditional and Interactional View of conflict,
functional and dysfunctional conflict, Conflict process and conflict handling styles. functional and
dysfunctional conflicts, Conflict process,
Learning Outcome: Identify power tactics and their contingencies and to be aware of personal
conflict handling styles.
* ‘Self-learning’ topics subject to testing
Core Texts
1. Robbins,S.P.,Judge. T & Vohra, N (2019). Organizational Behavior, 16th edition, Pearson
Education
2. Nelson A & Quick K, (2018). Organizational Behaviour, India Edition, Cengage learning.
3. Warrier, U. (2018). Understanding and Managing People, Himalaya Publishing House
Reference Books
1. Greenberg,J and Baron,R (2017) Behavior in Organisations New Delhi, India : PHI Learning
Private Limited.
2. Luthans, F (2018) Organizational Behavior, New Delhi: McGraw-Hill Professional
3. Hellriegel, D and Slocum, J (2018) Organizational Behavior, South Western, CENGAGE
Learning
Page 54 of 330
Additional Reading
1. Sir Alex Ferguson: Managing Manchester United.
https://hbsp.harvard.edu/product/513051-PDF-ENG?itemFindingMethod=Other
2. Manage Your Emotional Culture. https://hbsp.harvard.edu/product/R1601C-PDF-
ENG?Ntt=manage+your+emotional&itemFindingMethod=Search#questions-section
3. Martha Rinaldi: Should She Stay or Should She Go?.
https://hbsp.harvard.edu/product/4310-PDF-
ENG?Ntt=martha+&itemFindingMethod=Search
4. Marie Jackson. M: Revitalizing Renfield Farms. https://hbsp.harvard.edu/product/915555-
PDF-ENG?itemFindingMethod=Other
5. Muczyk, J. P. (2004). A systems approach to organizational effectiveness: The alignment of
critical organizational dimensions with selected business/competitive strategies. Journal of
Comparative International Management, 7(1).
6. Chikere, C. C., & Nwoka, J. (2015). The systems theory of management in modern day
organizations-a study of Aldgate congress resort limited Port Harcourt. International Journal
of Scientific and Research Publications, 5(9), 1-7.
Evaluation Pattern
Continuous End term
Attendance Total
45% 50% 5% 100%
Page 55 of 330
Course Name: Business Statistics and Analytics for Decision Making Course Code: 18JBS108
Course Outcomes
1. Introduce basic statistical techniques and their applications in managerial decision making.
2. Differentiate the regression and correlation concepts and to develop its models.
3. Explain the use and applications of probabilistic methods in statistics.
4. Understand the procedure for hypothesis testing is statistics.
5. To describe probability and probability-based distributions.
Module 1: Data visualization 10 Hours

Definition of statistics in singular and pluralistic approach, discussion on Horace Secrist’s definition.
Scope and limitations of statistics, characteristics of statistics, relevance of statistics to managers.
Types of data: primary and secondary, grouped and ungrouped, sources, advantages and
disadvantages, difference between data and information, Basis for classification of data, frequency
distribution, Bivariate frequency distribution, Tabulation of data: Parts of the table, numericals,
Graphical representation of data, advantages and disadvantages of graphs, line graphs, bar chart,
Multiple bar chart, Subdivided chart, Sector graph, difference between bar chart and sector graph
Learning Outcome: To differentiate the types of data and use techniques of organizing data in
tabular and graphical forms in order to enhance data analysis and interpretation.
Module 2: Measures of Central Tendency 5 Hours

Arithmetic mean of grouped and ungrouped data, direct method, shortcut method, step deviation
method. Solving missed frequency problems, corrected mean and combined mean. Averages of
position: Median, Quartiles, Deciles, Percentiles. Mode, relationship between mean, median and
mode, miscellaneous problems.
Learning Outcome: To use several numerical methods belongs to measures of central tendency to
describe the characteristics of a data set.
Module 3: Measure of Dispersions 5 Hours

Different measures of dispersion available, significance of dispersion, requisites of a good measure
of variation. Measure of dispersion: distance measures, range, co-efficient of range, mean absolute
deviation. Quartile deviation, co-efficient of quartile deviation -Standard deviation, co-efficient of
variation, consistency and stability of a system
Learning Outcome: Will provide the importance of the concept of variability.
Module 4: Measures of Association 5 Hours

Correlation analysis: significance of measuring correlation, correlation and causation. Karl Pearson’s
coefficient of correlations, rank correlation. Rregression analysis: need for regression, advantages
of regression analysis, types of regression models, simple linear regression. Concepts of multiple
regression, numerical of curve fitting in quadratic and exponential methods.
Learning Outcome: Express quantitatively the degree and direction of the association between two
variables.
Page 56 of 330
Module 5: Hypothesis Testing 5 Hours

Parametric and non-parametric tests, detailed classification,General procedure of hypothesis
testing, type I and type II errors, confidence level,One tailed tests and two tailed tests, framing of
null and alternate hypothesis,Testing the hypothesis
Learning Outcome: Develop hypothesis methodology for accepting or rejecting null hypothesis.
Basic Text: Business Statistics by J K Sharma, 4/e, Vikas Publishing House Pvt Ltd.
Reference book: Statistics for Business and Economics by David R Anderson et al, CENGAGE.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 57 of 330
Course Name: Financial Reporting, Statements and Analysis Course Code: 18JBS109
Course Outcomes
1. Appreciate Accounting as a business language
2. Comprehend the accounting cycle
3. Preparation of accounting statements
4. Able to read and infer the Balance sheet and Profit and loss statement
5. Able to anlayse the financial health of corporates
Module 1: Introduction 5 Hours

Conceptual framework of Financial Accounting, Accounting as a measurement discipline, accounting
equations, users of accounting statements, terminology, accounting concepts*, assumptions and
conventions, Introduction to Indian GAAP, Ind AS and IFRS.
Learning Outcome: Explain conceptual framework of accounting including GAAP
Module 2: Accounting Cycle 7 Hours

Accounting process: Books of Accounts, Journal, Cash book, Bank reconciliation statement,
preparation of trial balance.
Learning Outcome: Identify various processes in accounting cycle leading to trial balance
Module 3: Financial Statements 8 Hours

Corporate Accounting, Financial Statements: Preparation of Statement of Profit and Loss and
Balance sheet, Outstanding expenses, Treatment of closing stock, prepaid expense, tax provision,
dividend and reserves, finding EPS, Reading real company annual reports*. Schedule III of
Companies Act, 2013.
Learning Outcome: Develop the skill of preparing the Statement of P&L and Balance sheet
Module 4: Ratio analysis 6 Hours

Introduction to ratios: types of ratios, liquidity, solvency, activity, profitability and market test ratios.
simple problems with analysis.
Learning Outcome: Able to anlayse financial health through ratios
Module 5: Financial Statement analysis 4 Hours

Analysis of Statement of P&L and balance sheet through common size, trend and comparative
statements.
Learning Outcome: Appreciate the common size, trend and comparative techniques to analyse
financial statements
Note: * These topics are categorized as ‘Self-learning’ topics and are subjected to testing Basic
Basic Text
Narayanaswamy R, (Recent edition). Financial Accounting A Managerial Perspective. New Delhi,
India: Prentice Hall India.
Reference Books
Earl K. Stice & James Stice (2006). Financial Accounting: Reporting And Analysis. Delhi, India: South
Western/Cengage Learning India
Page 58 of 330
Other reading materials

Chartered Accountant Journal, published by The Institute of Chartered Accountants of India, New
Delhi, India
Management Accountant Journal, published by The Institute of Cost Accountants of India, Kolkatta,
India
Annual Reports of Infosys, ITC, Maruti, ICICI Bank, HUL
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 59 of 330
CORE COURSES
SEMESTER – II
(Detailed Syllabus)
Page 60 of 330
Course Name: Indian Financial System & Financial Markets Course Code: 18JBS201
Course Outcomes
1. Recognise the initiatives in strengthening the financial infrastructure by Regulators
2. Differentiate between role and functions of Banks and Financial Institutions
3. Demonstrates by embodying the skills and knowledge of Financial Markets and Services
Module 1: Over view of the Indian Financial System 5 Hours

Over view of the Financial System, Financial Institutions, Financial Markets, Financial Instruments
and Services, Financial Intermediation Process: Role of Intermediaries- Source of Funds, Application
of Funds. Financial sector reforms, Financial Regulatory and Promotional Institutions- RBI, SEBI,
IRDA, PFRDA, Board of Financial Supervision, *Financial stability-Assessment, Ethics and Principles
in Financial Markets.
Learning Outcome: At the end of this module, student will be able to Recognise the initiatives in
strengthening the financial infrastructure by Regulators
Module 2: Financial Markets-I 5 Hours

Monetary Policy Committee-formation*Monetary policy-Tools, Goals and Targets, Theories of
interest rates*structure of interest rates – Nominal and real interest rate, inflation relationship and
computation. Money Market- instruments, utility, eligibility: Call, Notice & Term Money Market,
Commercial Bills, Commercial Paper- cost computation, Certificate of Deposits, T-Bills issue & yield-
computation, Competitive bidding, Non-Competitive bidding, Repo, market for financial Guarantees,
Discount market, Government (Gilt-edged) Securities Market & design, Commercial Banks,
Cooperative banks, Insurance companies.
Learning Outcome: At the end of this module, student will be able to list various processes and
guidelines of instruments, utility, eligibility
Module 3: Financial Markets-II 5 Hours

Equities Market-Primary Markets –SEBI norms (ICDR regulations), Angel / VC investing stages,
growth of companies, next stage of funding (expansion & flourishing stage thru PE investing), exit
routes, intro for public issues, types of issues, appointing Merchant Bankers & other intermediaries,
their role & responsibilities, Filing DRHP & types of prospectus, book building mechanism, types of
investors, ASBA.
-Secondary Markets- Purpose & procedures for listing (post-IPO); SEBI framework; role of stock
exchanges-NSE,BSE*, role of secondary market intermediaries, Depositories. Overview of Bond
market and recent developments.
Learning Outcome: At the end of this module, student will be able to appreciate the operations of
equity market
Module 4: Financial Services 5 Hours

Small Savings, Provident Funds, Pension Funds, Insurance Companies, Mutual Funds and NBFC Non-
Bank Financial intermediaries -Leasing, Hire purchase, Credit rating, Factoring, Forfaiting Non-Bank
Statutory Financial Organisations*
(* These topics are categorized as ‘Self-learning’ topics *)
Learning Outcome: At the end of this module, student will be able to assess the impact of financial
services
Page 61 of 330
Basic Texts
LM Bhole, Jitendra Mahakud, (2015). Financial Institutions and Markets- Structure, growth and
Innovations. McGraw Hill Education.
Balaji Rao D G (2016), 'Financial Markets and Investment Instruments', Skyward Publishing Co.,
Bangalore, ISBN: 978-93-84494-66-7
Reference Books
M.Y.Khan, (2015). Financial services. McGraw Hill Education.
NSE module on Financial Markets-Beginner module
Websites
Ministry of Finance, RBI, SEBI, NSE,BSE
MONEYCONTROL.COM
Edx course-Financial Markets
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 62 of 330
Course Name: Corporate Social Responsibility and Sustainability Course Code: 18JBS202
Course Outcomes
1. Identify contextual social issues and problems related to social responsibility and sustainability.
2. Understand opportunities for social entrepreneurship.
3. Define the relationship between CSR and corporate sustainability performance.
Module I: Corporate Social Responsibility 3 Hours

CSR- meaning, definition, nature, scope, objectives, evolution and need for CSR; theoretical
perspective- models of CSR, corporate citizenship, CSR principles and strategies, best practices of
CSR, challenges and implementation. Best practices of CSR*
Learning Outcome: Understand the nature and need for CSR activities in business and strategies for
implementation.
Module 2: Corporate Governance 5 Hours

Meaning and evolution of corporate governance, governance practices and regulation, structure
and development of boards, role of capital market and government, governance ratings, future of
governance, innovative practices. Evolution of Corporate Governance* and Role of capital market
and government*
Learning Outcome: Understand the structure, practices and the regulatory framework for corporate
governance.
Module 3: Corporate Sustainability 5 Hours

Meaning, terminologies, scope of corporate sustainability, why is sustainability an imperative?
Triple Bottom Line (TBL).
Why is Sustainability an Imperative?*
Learning Outcome: Evaluate a company's degree of social responsibility, its economic value, and its
environmental impact.
Module 4: Corporate Sustainability Reporting Frameworks 7 Hours

Corporate Sustainability Reporting, Global Reporting Initiative Guidelines, National Voluntary
Guidelines on Social, Environmental and Economic Responsibilities of Business, International
Standards, Sustainability Indices, Principles of Responsible Investment, challenges in mainstreaming
sustainability reporting. National Voluntary Guidelines on Social, Environmental and Economic
Responsibilities of Business*
Learning Outcome: Understand corporate sustainability reporting guidelines and sustainability
indices.
Basic Text
Francis Cherunilam, ‘Business and Government’, HPH publications.
Reference books
Badi N. V (2012), ‘Corporate Governance’, Vrinda Publications.
Balachandran V, & Chandrashekharan (2011), ‘Corporate Governance, Ethics and social
responsibility’, 2/e, PHI
Page 63 of 330
Baxi C. V & Rupamanjari Sinha Ray (2012), ‘Corporate Social Responsibility: A Study of CSR Practices
in Indian Industry’, Vikas Publishing House.
Fernando A. C. (2011), ‘Corporate Governance: principles, policies and practices’, 2/e, Pearson.
John F. Steiner (2011), ‘Business, Government, and Society: A Managerial Perspective, Text and
Cases’, 12/e, McGraw-Hill.
Keshoo Prasad, ‘Corporate Governance’, 2/e, PHI.
Machiraju H. R. ‘Corporate Governance’, HPH.
Other readings
https://www2.deloitte.com/ru/en/pages/risk/solutions/sustainability-and-csr.html
Ivan Montiel, Corporate Social Responsibility and Corporate Sustainability-Separate Pasts, Common
Futures,
http://journals.sagepub.com/doi/abs/10.1177/1086026608321329?journalCode=oaec
https://www.quora.com/What-is-the-relationship-between-Corporate-social-responsibility-and-
corporate-governance
http://www.bos-cbscsr.dk/2015/01/13/corporate-governance-and-corporate-social-
responsibility/
https://www.researchgate.net/post/Is_there_any_relationship_between_Corporate_Social_Resp
onsibility_and_Sustainability_What_are_the_differences_between_CSR_and_Sustainability
Corporate Social Responsibility and Sustainability: The New Bottom Line? Michael Fontaine,
International Journal of Business and Social Science Vol. 4 No. 4; April 2013,
http://www.ijbssnet.com/journals/Vol_4_No_4_April_2013/13.pdf
Corporate Social Responsibility and Sustainable Development in India Pankaj Dodh & SarbjeetSingh
and Ravita, Global Journal of Management and Business Studies,
https://www.ripublication.com/gjmbs_spl/gjmbsv3n6_17.pdf
http://businessfeed.sunpower.com/articles/written-benefits-of-corporate-social-responsibility
https://www.theguardian.com/sustainable-business/blog/best-practices-sustainability-us-
corporations-ceres
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 64 of 330
Course Name: Marketing Research Course Code: 18JBS203

Course Outcomes
1. Identify the needs of marketing managers for market information by specifying the objectives of
marketing research projects and type of research that will best help achieve the objectives.
2. Develop research instruments with suitable measurement scales and sampling design process.
3. Apply suitable statistical analysis on collected data to generate insights.
Module 1: Introduction and the Marketing Research Process 7 Hours

Information need and consumer insights through marketing research, Applications of Marketing
Research, *Ethical considerations in Marketing Research.
Marketing Research process; Primary versus Secondary Data, Advantages and uses of Secondary
Data, Disadvantages of Secondary Data*;
Research Design classification: Exploratory, Descriptive and Causal, Cross-sectional and Longitudinal
designs; Potential sources of error.
Qualitative versus quantitative research, Classification of qualitative research procedures: Focus
Group discussion, Depth Interviews, Projective Techniques.
Descriptive Research design: Survey and observation methods, Causal research design: conditions
for causality, extraneous variables, classification of experimental designs.
Learning Outcomes: Able to appreciate the role of marketing research in marketing decision
making, and classify compare and identify appropriate Research Methods.
Module 2: Measurement and Scaling and Questionnaire Design 4 Hours

Primary scales of measurement, Comparative and non-comparative scales of Measurement.
Designing Questionnaires for Market Research, Structured and Unstructured Questionnaires*,
Questionnaire design process, Types of Questions, Reliability and Validity of a Questionnaire.
Learning Outcomes: Identify Primary Scales of Measurement and distinguish between Comparative
and noncomparative scaling techniques and its use in designing of a questionnaire.
Module 3: Sampling Methods and Field Procedure 3 Hours

Basic Terminology in Sampling, The Sampling design process, Defining the population and sampling
frame, Sampling Techniques. Design of fieldwork, Control procedures on the field*.
Learning Outcomes: Develop and use sampling design process and use of statistical approach to
determining sample size and the construction of confidence intervals.
Module 4: Statistical Testing 6 Hours

Steps and concepts of hypothesis testing, Null and alternate hypothesis. Statistical tests and
appropriate probability distribution*.
Parametric (t test, z test), two and multiple group comparison, One way ANOVA, Chi-Square test
Learning Outcomes: Apply statistical findings into marketing information that gets attention.
Basic Texts
Malhotra,N., Dash, S. (2017). Marketing Research: An applied orientation. New Delhi, India:
Pearson Education
Page 65 of 330
Reference Books
a. Aaker, D. A., Kumar, V., & Day, G.S. (2015). Marketing Research. New Delhi, India: Wiley
India Pvt. Ltd.
b. Easwaran S., & Singh, S. (2006). Marketing Research. New Delhi, Oxford University Press.
c. Zikmund, W. G. (2002).Business Research Methods. New Delhi, India: Cengage Learning.
d. Kothari, C.R. (2014). Research Methodology Methods and Techniques. New Delhi, India: New
Age International (P) Limited.

Haws, K.L., Bearden,W.O., & Netemeyer R.G. (2009) Handbook Of Marketing Scales: Multi-
Item Measures For Marketing And Consumer Behavior Research. California, Sage Publications
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 66 of 330
Course Name: Corporate Finance Course Code: 18JBS204

Course Outcomes
1. Build understanding of the central ideas and theories of modern finance.
2. Develop familiarity with the analytical techniques helpful in financial decision making
3. Understand the environment in which the financial decisions are taken.
4. Discuss the practice of financial management.
5. Gain ability to take decisions on financial, investment, dividend and working capital
management
Module 1: Introduction to Corporate finance and Time value of Money 6 hours

Financial decisions in a firm*, objectives of financial management- profit maximization and wealth
maximization* finance function, CFO role, Treasury & Controller * Emerging role of financial
manager in India. Introduction to time value of money*, Time lines and notation*future value of a
single account, future value of an Annuity, present value of a single account, present value of an
Annuity, present value of a perpetuity, Intra-year compounding and discounting, deferred Annuity,
Growing annuity, perpetuity, growing perpetuity.
Learning Outcome: Understand the basics of financial management
Module 2 – Long term Investment Decisions 6 hours

Capital Budgeting – importance and process – Techniques of evaluating projects, Net present value,
Internal rate of return, MIRR, Profitability Index, Payback period and discounted payback period,
Accounting rate of return. Concept of different cash flows, cash outflows, operating inflow,
Terminating inflows, cash flows for replacement projects.
Learning Outcome: Understand the methods of capital budgeting and implement
Module 3- Working capital management 8 hours

Overview of working capital management, factors influencing working capital management,
Working capital estimation, working capital Financing, operating cycle and cash cycle. Components
of working capital – cash and Liquidity Management – cash models – Baumol Model, Miller Orr
Model, Debtors Management – terms of payment, credit policy variables, Inventory Management –
EOQ, Levels of Inventory, JIT.
Learning Outcome: Ability to take Working capital management decisions
Model -4 –Financing Decisions 6 hours

Financing alternatives – Equity, preferences, Debentures* Capital Structure. Theories of Capital
structure – MM Theory, Traditional theory, Capital Structure in practice,A survey of Indian firms’
and MNCs’ capital structure*, Leverages, cost of capital – Specific cost of capital, WACC.
Learning Outcome: Ability to take all financial Decisions
Module 5 – Dividend Decision 4 hours

Why firms pay dividends, Dimensions of Dividend policy, Dividend policy formulation, forms of
dividend, Factors influencing dividend decisions, Corporate dividend behavior, legal and procedural
aspects, Bonus shares and stock split, overview of dividend theories, Dividend decision in practice.
(*these topics are categorized as “self –learning” topics and are subjected to testing)
Learning Outcome: Ability to take Dividend Decisions
Page 67 of 330
Basic Texts
1. Prasanna Chandra (2015), Financial Management – Theory & Practice,. Mc Graw hill
education, India.
2. Aswath Damodaran (2011), Corporate Finance – Theory & Practice, Wiley India Pvt., Ltd.,
Reference Book
1. Ravi M Kishore, Financial Management – Comprehensive Text Book with case studies,
Taxmann.

https://www.journals.elsevier.com/journal of corporate finance
www.wsj.com/public/page/corporate-finance-11132012. Html
www.vikalpa.com/article/article detail.php
www.financeindia.org/fi.htm
www.mhhe.com
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 68 of 330
Course Name: Indian Economy and Policy Course Code: 18JBS205

Course Outcomes
a) Understand various reforms and policy framework of Indian economy.
b) Discuss macroeconomic concepts for managerial decision making.
c) Describe the framework for economic policy reform in India.
d) Analyze the economic planning system in India.
e) Outline macroeconomic indicators and the sectoral composition of the Indian economy.
Module 1: Introduction to Indian Economy 7 Hours

Introduction to Indian economy, colonialism and development of the Indian economy;
underdevelopment, de-industrialization of Indian economy-business enterprises and economic
growth; problems of development (socio-economic problems-poverty and inequality;
unemployment). Measurement of Development- Human Development Index (HDI) and other
measurements.*
Learning Outcome: To understand key stages in the history of the Indian economy and identify
challenge to its development.
Module 2: Policy and Economic Reforms in India 8 Hours

Economic Policies- New Economic Policy (LPG); monetary policy, fiscal policy; Industrial Policy,
Foreign Trade Policy, FDI, Economic reforms- current economic reforms (SAP-Structural Adjustment
Programs, privatization, disinvestment, Demonetization, GST, etc.) *
Learning Outcome: To discuss the economic policy framework of the Indian economy and
understand economic reforms in India.
Module 3: Economic Planning in India 5 Hours

Features and objectives of Economic Planning, *Five year planning system, Finance commission of
India, Planning commission, NITI Aayog.
Learning Outcome: To describe the economic planning system in India and understand policy
implications.
Module 4: Macroeconomics 5 Hours

Macroeconomics concepts: Inflation, *Deflation, FDI, National Income- Concepts and
Measurements. Business Cycle- Features, Phases, Causes and Measures for Controlling Business
Cycles.
Learning Outcome: To understand macroeconomic variables and business cycle effects in the
economy.
Module 5: Sectoral Composition of Indian Economy 5 Hours

Agriculture, industry and services sector- Recent developments, Government Initiatives, financial
sectors reforms and impending economic reforms towards more liberalization, *the emerging
energy-economy, environment regulatory framework.
Learning Outcome: To discuss the sectoral composition of the Indian economy.
Page 69 of 330
Basic Texts
Kapila U. (2018). Indian Economy: Performance and policies, Academic Foundation; 18th Revised
edition.
Reference Books
Datt R. & Sundharam (2003). Indian Economy, S. Chand & co.
Agrawal, A. N., & Agrawal, M. K. (2017). Indian Economy, New Age International Publishers.
Sarkar J. (2007). The Indian Economy: Policies, Practices and Heresies, Pearson Education India.
Krueger, A. O. (Ed.). (2002). Economic policy reforms and the Indian economy. University of
Chicago Press.

Ahluwalia, I. J., & Little, I. M. D. (2012). India's economic reforms and development: Essays for
Manmohan Singh. Oxford University Press. Retrieved from
https://EconPapers.repec.org/RePEc:oxp:obooks:9780198082231.
Srinivasan, T. N. (2003). Indian economic reforms: a stocktaking. Stanford Centre for International
Development, Working Paper, 190.
Retrieved from scid.stanford.edu/sites/default/files/publications/190wp.pdf
Massand, A. B., & Gopalakrishna, B. V. (2017). Determinants of Bank Foreign Direct Investment
Inflow in India: A Dynamic Panel Data Approach. IIM Kozhikode Society & Management Review, 6(1),
13-22. Retrieved from http://journals.sagepub.com/doi/full/10.1177/2277975216674049
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 70 of 330
Course Name: Human Resource Management Course Code: 18JBS206

Course Outcomes
1. To define the human resource management (HRM) and its functions.
2. To describe the mechanism of recruitment and selection process.
3. To demonstrate the role of training methods in talent management.
4. To explain the components of employee rewards.
5. To analyze the changing scenario of industrial relations in modern context.
Module-1–Introduction to HRM and Manpower Planning 6 hours

Introduction to Human Resource Management, Evolution of HRM, Importance, HRM functions,
Forces changing HRM, Human Resource Planning - Meaning, Process, HRP Models, Human Resource
Forecasting methods, Challenges and relationship with other Human resource functions, Job
analysis, Job Description, Job evaluation, Features of the competitive business environment
(Globalization, Technology, E-commerce, Demographic changes, Diversity), Global Human Resource
Planning, Quality of work life. Cultural awareness – Iceberg Model of Culture. Business trends in
HR*
Learning Outcomes: Familiarize learner with challenges of manpower planning in dynamic business
environment and understand the need of Job Analysis, Job Description and Job Evaluation.
Module 2 – Recruitment and Selection 7 hours

Recruitment - meaning and process, Purpose of Recruitment, Types of Recruitment - Internal - Job
postings, Employee Referral Programs, Temporary worker pools and External recruitment – Virtual
Job Fairs, Executive Search Firms, Employment agencies, Recruitment advertising. Factors affecting
Recruitment, Recent Trends in Recruitment* Human Capital Management – Meaning and
definition, ROI of HCM – Human capital ROI, Training Investment Value, Turnover Rates, Selection-
meaning, selection procedure, Types of tests used in Selection, Consequences of selection decisions,
Interview and Types of interviews. Placement and Induction*
Learning Outcomes: Understanding of latest types of recruitment and selection and its affecting
factors.
Module 3 – Talent Management 7 hours

Training- meaning, need and importance of training, Distinction between training and development,
methods of training – On the Job & Off the Job, process of training, recent developments in training,
Succession Planning, Strategies for Accelerating Development for succession, Performance
appraisal, meaning, importance, various performance appraisal methods, Drawbacks of
Performance Management System, challenges and limitations*
HR Metrics – Meaning, Key HR metrics, 5 W’s of measuring ROI (Who, When, What, Where, Why),
ROI of L&D.
Learning Outcomes: Understanding of employee learning and development concepts and ability to
appreciate the importance of performance management systems and succession planning in
organization.
Module – 4 – Employee Rewards 6 hours

Employee Rewards -meaning, concepts and definitions, Objectives of giving compensation to
employees, Components of remuneration, types of employee benefits, financial and non-financial
benefits, factors affecting wage and salary, salary components, salary structure, employee welfare,
Page 71 of 330
safety issues in organizations, work life balance and factors attributing to increased awareness for
work life balance. Work Life Balance Intervention*
Learning Outcomes: Understand the importance of compensation and benefits and sensitize the
learner about employee welfare issues and work life balance.
Module 5 – Basics of Industrial Relations and HR Analytics 4 hours

Basics of Industrial Relations – meaning and importance, trade unions, workers participation in
management, collective bargaining* HR Analytics – Introduction, Evolution, Steps in HRA,
Applications of HRA, How analytics helps in negotiation and bargaining.
Learning Outcomes: Ability to understand the overview of industrial relations scenario in Indian
context and importance of IR and HR Analytics components.
Basic Text
1. Warrier,U. (2018) Understanding and Managing People: Himalaya Publishing House
2. Sanghi, S(2017) Human Resource Management, Vikas Publishing
3. Dessler, G. and Varkhey, B. (2016) Human Resource Management, India: Pearson India,
Reference Books
1. Baker, M. (2010) Cross Cultural Behavior, The Workbook
2. Armstrong, M. (2014) Handbook of Human Resource Management New Delhi, India: Kogan
Page.
3. Camen, M. Croucher, R & Leigh, S (2015) Human Resource Management – A Case Study
Approach New Delhi, India: Jaico Publishing House.
4. Pattanayak, B (2016) Human Resource Management New Delhi, India: Printice Hall Learning.
5. Sparkman ,R (2010). Strategic Workforce Planning: Developing Optimized Talent Strategies
for Future Growth
Additional Reading
1. file:///C:/Users/staff64/Downloads/Rewards_and_Recognition_of_Employees_A_Case_Stu
dy_at_Gra____619651648.pdf
2. Case Study: Rejuvenating employee benefits at Great Place to Work.
http://incentiveandmotivation.com/case-study-rejuvenating-employee-benefits-great-
place-work/
3. Are people analytics the future for internal recruitment?
http://incentiveandmotivation.com/people-analytics-future-internal-recruitment/
4. Employee engagement case study: Specsavers.
http://incentiveandmotivation.com/employee-engagement-case-study-specsavers/
Evaluation Pattern
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Page 72 of 330
CORE COURSES
SEMESTER – III
(Detailed Syllabus)
Page 73 of 330
Course Name: Operations Management Course Code: 18JBS301

Course Outcomes
1. To understand the concepts and tools of operations management.
2. To develop models and frameworks in capacity planning, production planning and facility
management.
3. To discuss material management and quality management processes in operations
management.
Module 1: Operations Management 3 Hours

Operations Management: definition-nature and context of operations management, introduction
to Operations strategy and competitiveness –Operations management and Decision making-
Tradeoffs Trends in Operations Management*
Learning Outcome: Describe concepts of operations management.
Module 2: Process Management and Facility Management 6 Hours

Forecasting and types, its use in Operations Management-Process, Different types- Manufacturing
Process and Service Process-Production Systems-Product Process matrix-Process selection-
Introduction to Capacity planning- Facility location and Facility layout: Designing product and
process layouts and line balancing- Product layout, Process layout, Fixed position layout and trends
in layout*.
Learning Outcome: Identify the processes and techniques in capacity management and layout
planning.
Module 3: Production Planning and Control 7 Hours

Principles of Production Planning and Control, phases in Production Planning and Control Function
– Main Functions of Production Planning and Control Department – Levels of Production Planning –
Production Planning Functions –Routing, Scheduling- Production Control Functions – Benefits of
Production Planning and Control Function – Limitations of PPC – Measuring Effectiveness of PPC -
Master Production Schedule –Introduction to Project Management. Sustainable Operations
Management*
Learning Outcome: Identify the functions and frameworks in production planning and control.
Module 4: Introduction to Supply Chain Management Productivity 4 Hours

Inventory Management: Deterministic Demand Model-EOQ- Introduction to different Inventory
Models*: MRP-Introduction to Just-In Time and Lean Manufacturing- Introduction to Supply chain
management; Introduction to Productivity and Quality Management. Introduction to Total Quality
Management and Six Sigma*
Learning Outcome: To explain inventory management, supply chain management and quality
management processes.
(*These topics are categorized as ‘Self- learning’ topics are subjected to testing)
Page 74 of 330
Basic Texts
1. B Mahadevan(2015). Operations Management-theory and Practice (3rd Edition), Pearson India.
2. F. Robert Jacobs; Richard B. Chase (2015) Operations and Supply Chain Management,15th Edition:
McGraw-Hill Education
3. Richard Chase, Robert Jacobs, Aqulilano, Nitin Agarwal(2007) Operations Management for
Compeititive Advantage, 11th edition, Tata Mcgraw Hill
Reference Books
1.Krajewski/Srivastava (2015) .Operations Management,11th Edition: Pearson
2. Ravi Shankar, F. Robert Jacobs (2018).Operations and Supply Chain Management,15th Edition
:McGraw-Hill Education
3.S. N. Chary. (2013). Production & Operations Management,5th edition: Mc Graw Hill India Private
Limited.
4.Goldratt Eliyahu M.(2004). The goal: a process of ongoing improvement: North River Press
Other Reading Materials

Goldratt Eliyahu M.(2004). The goal: a process of ongoing improvement.
Goldratt Eliyahu M.(1999), Theory of Constraints.
Journal of Operations Management (Elsevier)(for general reading of applications)
Evaluation Pattern
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Page 75 of 330
Course Name: Project Management Course Code: 18JBS302

Course Outcomes:
1. To analyse the need for project planning.
2. To understand the tools of project planning.
3. To describe the processes of risk analysis and project scheduling in a project planning
environment.
Module 1: Project Management 6 Hours

Introduction to Project Management-Project life cycle understanding-Forms of project organization,
project planning, project control, human aspects of project management, prerequisites for
successful project implementation- Generation of ideas*, monitoring the environment, corporate
appraisal, tools for identifying investment opportunities, scouting for project ideas, preliminary
screening, project rating index, sources of positive NPV
Learning Outcome: Understand phases of the process of project management.
Module 2: Types and measure of risk 4 Hours

Planning Resources-Estimation of risk and its sensitivity analysis, Scenario analysis, Break even
analysis, Hillier model, simulation analysis, decision tree analysis- managing risk, project selection
under risk. Constraints In Project Management *, methods of ranking.
Learning Outcome: To examine role of risk analysis in project management.
Module 3: Project Scheduling and Control 6 Hours

Introduction to Network techniques for project management, development of project network ,
WBS (Work Breakdown Structure)-Introduction to PERT and CPM models, Schedule Compressions-
Cost Estimation-Gantt Chart, Other techniques of Project Scheduling- Importance of leadership&
teams in Project Management*
Learning Outcome: To examine role of scheduling techniques in effective project management.
Module 4: Communication Planning and Control in Project Management 4 Hours

Quality definition, Stakeholder identification, analysis and communication planning-Understanding
different fundamental contract types and some of the variants-Earned value management-
Behavioural aspects in Project Management*, Project closure, Project Control, New trends in
Project Management.
Learning Outcome To analyse the importance of communication planning and its behavioural
aspects.
Basic Texts
Prasanna Chandra (2014), Project Planning: Analysis, Selection, Implementation and Review, 8/e,
Tata McGraw Hill.
Gray, Larson, Desai(2010)-Project Management(4th Edition), McGraw Hill India Private Ltd
Page 76 of 330
Reference books
James P Lewis(2005)- Project Planning, Scheduling& Control(3rd Edition), Tata McGraw Hill India Pvt
Ltd
Narendra Singh (2015), Project Management and Control(6th edition), Himalaya Publishing House.
Nicholas, John M(2000), Project Management for Business and Technology: Principles and
Practice(2nd Edition), Pearson.
Other Reading Material

Scott Berkun, Making Things Happen: Mastering Project Management
Dave Garret, Project Pain Reliever: A Just-In-Time Handbook for Anyone Managing Projects
A guide to Project Management Body of Knowledge (5th Edition), Project Management Institute
Website: www.pmi.org.in
International Journal of Project Management (Elsevier)(for general reading of applications)
Evaluation Pattern
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Course Name: Management Skills for Effectiveness Course Code: 18JBS303

Course Outcomes
1. Apply and integrate managerial skills for organizational building.
2. Demonstrate applicable knowledge of the common skills needed to achieve organizational
objectives.
3. To hand team building and building strong teams with the necessary skills.
Module 1: Managerial Skills for Effectiveness 5 Hours

Understand the managerial skills necessary for effective managers; meaning of organization culture;
building an organization culture; meaning of networking; building networking across various
business functions. The similarities and differences between leadership and management*. Key
managerial skills- Motivating others, delegating effectively, giving feedback.
Learning Outcomes: Understanding of the key aspects managerial skills and appreciate the
importance of networking for managers.
Module 2: Team Building 5 Hours

Meaning of team building; meaning of peer and peer support; explain the main features and roles
of a team; stages of a team development: forming, storming, norming, adjourning. team building
through management games, how to handle a team, characteristics of high performing team,
leadership resourcing and developing a team. Tuckman’s stages of team development. Recognizing
behaviours at every stage. Why Teams Fail. Peer assessment methods*.
Learning Outcomes: Understand what a team is and the importance of team building. Tuckman’s
stages of team development.
Module 3: Presentation Skills 6 Hours

Identification of organizational challenges; development of a project that addresses an
organizational challenge; collaboration; working with a team and presentation skills of the identified
challenge; building peer support for team's projects, identifying operational and strategic gaps,
identifying mentor to support professional development. Team motivation professionally and
personally*
Learning Outcomes: Developing a project to study management skills necessary for presentation
and team building. Dealing with challenging questions from audience members.
Module 4: Leadership Challenges 4 Hours

Understand leadership challenges and strategies, negotiation: meaning, importance &
Assertiveness skills*, mapping personal leadership and learning journey form the practical
presentation, expanding professional and personal networks.
Learning Outcomes: Appreciate the challenges that come with managerial leadership and
understanding how to strategize and handle negotiations.
Page 78 of 330
Basic Texts
1. Prasad R.K. The Effective Manager: Skills and Strategies, 2012 Edition, Viva Books
2. Caroselli Marlene Roger A: Leadership Skills for Managers, McGraw Hill
Reference Books:
1. Horstman, Mark, (2016) The Effective Manager, John Wiley & Sons, NJ, USA.
2. Hattori, Shu, (2015) The McKinsey Edge: Success Principles from the World’s Most Powerful
Consulting Firm, McGraw-Hill, USA.
Evaluation Pattern
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Page 79 of 330
Course Name: Quantitative techniques Course Code: 18JBS304

Course Outcomes
1. Understand the role of operations research in making the managerial decisions.
2. Solve the product mix problems using the LPP model.
3. Discuss waiting behavior and service efficiency.
4. Analyze project networks and calculate the project duration time.
5. Describe inventory control and replacement models and network analysis.
Module 1: Linear Programming Problem 6 Hours

History and scope of operations research, operations research in India, definitions of operations
research: OR Society of America, Morse & Kimble, TL Saaty*, characteristics of OR, phases,
methodology and limitations of OR; introduction to linear programming, LP formulations, objective
function, artificial variables - slack and surplus variables, constraints, inequalities, non-negativity
constraints, graphical solution, corner points, feasible region, simplex method problems in
minimization case (only formulation), concepts of duality.
Learning Outcome: To understand and solve linear programming problems.
Module 2: Transportation and Assignment techniques 6 Hours

Need for transportation problem*, problem formulation in matrix form, conversion into LPP,
balanced and unbalanced transportation, initial basic feasible solution using the North west corner
rule, least cost method and Vogel’s approximation method, improvisation techniques, degeneracy
case, loop formation, opportunity costs, flow chart to depict MODI’s method;
difference between transportation and assignment problem, Hungarian method to solve
assignment problems, application as a travelling salesman and transshipment problem, applications
to shortest path and maximum flow problems.
Learning Outcome: To differentiate between the Transportation and Assignment techniques and to
develop models.
Module 3: Games and waiting line theory 6 Hours

Two people zero sum games, games with and without saddle points, rule of dominance, graphical
and algebraic solution.
(Essential features of a queuing system)*: Input source, queuing process, queue discipline, service
process, queue size, queue length, various notations and numerical.
Learning Outcome: To discuss applications of game theory and waiting line theory in business.
Module 4: Inventory control and replacement policy 6 Hours

Purchase cost, carrying cost, ordering cost, EOQ model with constant rate of demand, Economic
order quantity. Need to replace machines, financial repercussions, depreciation, fixed and variable
costs*, operating costs, scrap value, Numerical.
Learning Outcome: To analyise inventory and replacement models and their applications.
Module 5: Network analysis 6 Hours

Project management and project life cycle understanding*, network models, activities, events,
networking, earliest and latest starting and finishing time, optimistic, pessimistic and most likely
Page 80 of 330
time, calculation of expected time and standard deviation, project duration time, finding the critical
path.
Learning Outcome: To depict the project in the form of network and find the critical path.
Basic Text: Operations Research by J. K. Sharma, third edition, Macmillan

Reference Book: Operations Research by A M Natarajan et al, Pearson education.
Evaluation Pattern
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Page 81 of 330
CORE COURSES
SEMESTER – IV
(Detailed Syllabus)
Page 82 of 330
Course Name: Entrepreneurship Course Code: 18JBS401

Course Outcomes
1. Describe the entrepreneur and key attributes of an entrepreneur.
2. Understand the start-up business environment.
3. Discuss frameworks and tools in business incubation and entrepreneurship.
Module 1: The entrepreneurial mind-set 6 Hours

Entrepreneur- Key attributes/qualities/ desirable and acquirable attitudes and behavior, Readiness-
The right time, right age, right conditions, myths and realities of entrepreneurship, difference
between entrepreneur and intrapreneur, rural entrepreneurship, social entrepreneurship and
women entrepreneurship, Start-ups- India’s start-up revolution: trends, imperatives and benefits,
players involved in the eco-system, business incubators, Transition from college/ regular job to the
world of start-ups, To solve something felt and experienced Vs ‘I want to be an entrepreneur’-
Where can ideas come from- Creating and appropriating value- Scarcity, choice and trade-offs,
Personal finance, Explaining to family, Entrepreneurial Stress, Composition–complementarity,
Different life stages, Relative importance, Disagreements- Idea, opportunity and retrospective
determinism, Identifying ‘paying customer’, developing market understanding, Marketing plan,
Market segmentation, Market sizing, pricing- Strategy-Rigor of another kind: Heuristics and Gut-
feel. Promotion tools-the value of Likes and Shares, Matchmakers, Long Tail markets, Micro–Apps.
Entrepreneur: Key attributes/qualities/ desirable and acquirable attitudes and behavior*
Learning Outcome: To use tools and techniques to generate business ideas and identify gaps in
marketplace to recognize opportunities for a new venture.
Module 2: Organizational Form and Legal Matters 5 Hours

Organizational forms- Sole proprietorship, Partnership, Corporation
Legal Matters- Intellectual property–copyright, trademarks, Patents, Personnel law, Contract law,
Law vs. Ethics, Legal expenses, Tax, hiring the service provider, Digital Haves and Have-nots.
Business Plan- What is BP? How to develop it? What all should it have & what it shouldn’t have?
Venture feasibility analysis, Pitching. Organizational forms: Sole proprietorship, Partnership,
Corporation*
Learning Outcome: Understand organizational forms and develop an effective business plan.
Module 3: Funding and Incubation 6 Hours

Informal capital- Friends & Family, Venture Capitalists- Introduction to the world of Venture
Capitalists, Business Angel, Evaluation, criteria employed by VCs, Selecting the right VC, Financing
Mix and the Financing continuum, shareholding, Cliff -Vesting schedule-Relative importance of
Operational Involvement, Idea / patent, Driving force and capital infusion.
Informal capital: Friends & Family and Business Angel*
Learning Outcome: Identify sources of funding for an entrepreneurial firm and understand the
financing mix.
Module 4: Go–Live the Entrepreneurship 3 Hours

Minimum viable product- Name of product / service, Website / Visiting card /Office space, Struggles,
Causes of failure-Product/market/ financing/ managerial-Resilience*; Valuation and Harvesting-
Valuation methods, negotiations, Management succession.
Learning Outcome: Describe the process of new venture creation and taking the business forward.
Page 83 of 330
Basic Text
Barringer, R.B., & Ireland, D, R. (2016). Entrepreneurship- Successfully launching new ventures.
Essex, England: Pearson Education Limited
Reference Books
Bansal, R. (2015). Arise, Awake. New Delhi, India: Westland Limited.
Donald F. Kuralko & Richard M. Hodgetts, Entrepreneur- A contemporary approach, 5th edition
Jeffry A. Timmons, New Venture Creation: Entrepreneurship for 21st Century, McGraw Hill
Education.
Peters, M, P., Hisrich, R, D. & Shephed, A,D., & (2012). Entrepreneurship. New Jersey, USA: McGraw
Hill Education.
Soota, A., & Gopalan, S. R. (2016). Entrepreneurship simplified: From Idea to IPO. New Delhi, India:
Penguin Random House India.
Screwvala, R. (2016). Dream with your eyes open: An entrpreneurial journey. New Delhi, India:
Roopa Publications.
Thiel, P. & Masters, B. (2014). Zero to One – Notes on start-ups or how to build future, USA: Virgin
Books.
Other readings
Approaches to Entrepreneurship Development: The Indian Experience, Dinesh Awasthi
https://www.researchgate.net/publication/265572417_Approaches_to_Entrepreneurship_Develo
pment_The_Indian_Experience
https://www.entrepreneur.com/in
https://www.cmu.edu/swartz-center-for-entrepreneurship/education-and-resources/project-
olympus/pdf/entrepreneurship-101.pdf
https://www.researchgate.net/publication/301659818_Introduction_to_Entrepreneurship
https://www.uv.es/bcjauveg/docs/LibroCuervoRibeiroRoigIntroduction.pdf
http://download.nos.org/srsec319new/319EL9.pdf
https://vtechworks.lib.vt.edu/bitstream/handle/10919/70961/Chapter%206%20Entrepreneurship
%20-%20Starting%20a%20Business.pdf
Evaluation Pattern
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Course Name: Indian Ethos and Business Ethics Course Code: 18JBS402
Course Outcomes
1. Appreciate the cause and effect relationship of individual actions on a business.
2. Critically examine ethical dilemmas and to understand the management practices in the
context of Indian Management.
3. Understand contribution of Indian culture and ethos to service, leadership and
management.
Module 1: Indian Ethos 5 Hours

History and relevance; meaning, principles practiced by Indian companies; role of Indian ethos in
managerial practices; management lessons from Vedas, Mahabharata, the Bible, from the Quran
and Kautilya’s Arthasasthra; Indian heritage in business management, production and consumption;
work ethos and values for Indian managers; ethics v/s ethos; Indian management v/s western
management *
Learning Outcome: To understand Indian Ethos with relevance to modern Indian management
practices and business strategies.
Module 2: Ethos and Work Culture 5 Hours

Meaning, features, values for Indian, relevance of value based management in global change;
impact of values on stakeholders: employees, customers, government, competitors and society;
values for managers, trans-cultural human values in management and management education;
secular v/s spiritual values in management; importance of value system in work culture; stress
management through meditation and yoga; leadership changing scenario from Karta in a joint family
to managers today; contemporary approaches to leadership; Karma, Laws of Karma *.
Learning Outcome: To evaluate the impact of the Indian value system in stakeholder management
and work culture.
Module 3: Business Ethics in Management 6 Hours

Definition and nature of business ethics; need and benefit of business ethics; ethical values; myths
and ambiguity; ethical principles in business; theories of Ethics, Absolution vs Relativism,
Theological approach, Deontological Approach, Kohlberg’s 6 stages of moral development;
Understand the need for ethics in businesses*
Learning Outcome: To understanding the theoretical dimensions of ethics in business.
Module 4: Managing the Ethical Dilemma 4 Hours

What is ethical dilemma, characteristics; ethical decision making, reasoning, and resolution process;
ethical culture in organizations; developing codes of ethics and conduct; ethical value based
leadership; understanding ethics in the context of Indian business; ethical dilemma in
different areas of Finance, HRM, Marketing and International Business. *
Learning Outcome: To interpret conflicts and ethics in functional domains and to understand the
ethical dimensions of decision making.
Page 85 of 330
Basic Texts
1. Gopalaswamy – Corporate Governance, New Age International (P) Ltd.,
2. Hartman, Laura P; Perspectives In Business Ethics; McGraw-Hill.
3. Murthy, C.S.R. Business Ethics, Himalaya Publishing House, Mumbai, 2009.
Reference Books
1. C.V. Baxi, Corporate Governance, Excel Books.
2. C Ferrell-Business ethics-Biztantra.
3. Prasad – Corporate Governance, Prentice Hall Of India
4. Ahmedabad Management Association (AMA), “Ancient Indian Wisdom for Self-
Development”, Ahmedabad, 1995.
5. Bowle N.E. and Duska R.F., “Business Ethics”, New Jersey, Prentice Hall Inc., 1990.
6. Chakraborty S.K., “Management Transformation by Values”, New Delhi, Sage Publication,
1990.
7. Fernando A.C., Business Ethics: An Indian Perspective, Pearson, 2009.
8. Jitatmananda Swami, Indian Ethos for Management, Rajkot, Ramakrishna Ashrama, 1996.
Evaluation Pattern
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Course Name: Corporate Strategy Course Code: 18JBS403

Course Outcomes
1. Analyze the main structural features of an industry and develop strategies that position the
firm most favorably in relation to competition and influence industry structure to enhance
industry attractiveness.
2. Demonstrate the ability to think critically in relation to a particular problem, situation or
strategic decision through real-world scenarios.
3. Examine the concept of competitive advantage and its sources and recognize it in real-world
scenarios.
4. Recognize the different stages of industry evolution and recommend strategies appropriate
to each stage.
5. Formulate strategies for exploiting international business opportunities including foreign
entry strategies and international location of production.
Module 1: Strategy and Strategic Management process 3 Hours

Concept of Strategy, Mission, Goals and Objectives, strategic-making process, SWOT, Intended and
Emergent Strategies, Strategic leadership and decision making, Characteristics of strategic
leader*, Biases in Strategic decision making.
Learning Outcome: To explain strategy formulation and to distinguish between intended and
emergent strategies.
Module 2: External and Internal Environment Analysis 7 Hours

Macro Environment Analysis, Industry, Sector and Segments, Industry and Competitive Analysis –
Identifying Opportunities and Threats, Industry dynamics and evolution, Disruptive Innovation,
Porter’s five forces model, Strategic Group analysis, McKinsey’s 7S analysis*, Industry life Cycle.
Blue Ocean strategy*, strengths and weaknesses, distinctive competencies, resources and
capabilities, VRIO framework, creating competitive advantage, nature and sources of competitive
advantage, sustainability of competitive advantage, business models.
Learning Outcome: To appraise the resources and capabilities of the firm in terms of their ability to
confer sustainable competitive advantage.
Module 3: Business and Functional Strategies 6 Hours

Functional Strategies, Building competitive advantage through Innovation, Efficiency, Quality and
Customer responsiveness, Business Unit Strategies, Dynamics of business level strategies, Generic
level Strategies, Cost leadership, Differentiation and Focus strategies, Dual Advantage, ‘Stuck-in-the-
middle companies’*, Competitive positioning dominant profitable strategy – Strategic Groups,
Investment Analysis, Game Theory
Learning Outcome: To understand competitive advantage in terms of cost and differentiation and
formulate strategies to create a cost and/or a differentiation advantage .
Module 4: Strategy and Environment 7 Hours

Competitive strategies and environment, Fragmented industry and strategies, Strategies in various
stages of Industry life cycle, Strategies in technology and Hi-Tech industry, Standards, Format wars,
Benefits of industry standards, Network effects, Positive feedback and Lockout, Strategies to win
Format Wars, Managing Intellectual Property, First mover- advantages and disadvantages, Technology
S-curve*
Page 87 of 330
Learning Outcome: Analyze dynamics in competitive rivalry including competitive action and
response and identify strategies for a business in technological environment.
Module 5: Corporate and Global Strategies 7 Hours

Global Strategies, Increasing Profitability through Global Expansion, Critical pressures on Global
Companies, Choosing a Global Strategy, International Strategy, Multidomestic Strategy, Global
Strategy, Transnational Strategy, Corporate Strategies, Levels and means of corporate strategies,
Growth Strategies - Integration and Diversification Strategies, Mergers and Acquisitions, Strategic
Outsourcing, Strategic alliances Implementing Strategy, Strategic Control, Corporate Governance.
Learning Outcome: Formulate growth strategies for exploiting international business opportunities.
Basic Texts
Hill, C, W, L., & Jones, R, G. (2013), Strategic Management, An Integrated Approach. Mason OH,
USA: South Western
Reference Book
Bamey, J,B.,& Hesterly, S,W. (2008). Strategic Management and Competitive Advantage, Concepts
and Cases. New York, USA: Pearson Education Limited.
Grant, R., Jordan, J. (2012). Foundations of Strategy. New York, USA: John Wiley and Sons Limited.

Barlett, C, A., & Ghoshal, S. (1994), Changing the Role of top management: Beyond Strategy to
Purpose. Harvard Business Review. 70-78.
Hambrick, D, C. & Fredrickson, W, J. (2001). Are you sure you have a strategy Academy of
Management Executive, 15, 48-59.
Porter, M,E. (1996). What is Strategy? Harvard Business Review, 74(6), 61-78.
Kim, C,W., & Mauborgne, R. (2005). Blue Ocean Strategy, How to create uncontested market space
and make the competition irrelevant. Boston, USA: Harvard Business Press.
Evaluation Pattern
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Page 88 of 330
CORE FINANCE SPECIALIZATION
SEMESTER – II
(Detailed Syllabus)
Page 89 of 330
Course Name: Direct Taxes Course Code: 18JBS207

Course Outcomes
1. To acquaint with basic principles underlying the provisions of direct tax laws and to develop
a broad understanding of the tax laws and accepted tax practices.
2. To enable the determination of residential status and income tax computation
3. To understand the computation of income under various heads of income
4. To introduce practical aspects of tax planning as an important managerial decision-making
process.
5. To appreciate the tax compliance process and procedures
Module 1: Basics concepts of Income tax 5 Hours

Basic Concepts and Charge of Tax, Residential status of various persons, Income tax slabs and rates
of tax
Learning Outcome: Explain basic concepts of income tax and Identify the residential status of
persons
Module 2: Heads of Income: Part 1 10 Hours

Heads of Income, Basics of Income from Salary, Income from House property and Income from
Capital Gains – Simple problems.
Learning Outcome: Computation of income from salaries, house property and capital gains
Module 3: Heads of Income: Part 2 7 Hours

Provisions relating to Profits and Gains of Business, Expenses allowed and disallowed in the
computation of income from business, income from other sources
Learning Outcome: Computation of income from business and profession and income from other
sources
Module 4: Total income deductions and Set-off and Carry forward of losses 4 Hours
Total income deductions: Sections 80C, 80CCC, 80CCD(1B), 80E, 80, 80G, 80TTA, Set-off and Carry
forward of losses
Learning Outcome: Understand total income deductions and appreciate provisions relating to set-
off and carry forward of losses
Module 5: Assessment, Compliances and tax planning 4 Hours

Assessment, types of assessment, TDS, Advance tax payments, Refunds, Filing the Returns, relevant
forms and procedures, Tax Planning
Learning Outcome: Explain the assessment procedure, compliance and tax planning
Text & Reference Books

V.K Singhania (2018). Direct Taxes. Delhi, Taxmann Publications
T.N Manoharan (2018). Direct Tax Laws. Snow White Publications
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Course Name: Investment Analysis and Portfolio Management Course Code: 18JBS208
Course Outcomes
1. To understand the benefits and importance of investment.
2. Analyze the investment opportunities prevailing in the financial market
3. Demonstrate knowledge of the dynamics of investment and underlying tools & techniques of
investment decision making and
4. Apply the knowledge in construction and management of portfolios.
5. Understand the good practices of successful investors.
Module 1: Overview of Investments 7 Hours

Meaning of investment and securities, investment attributes, understanding concepts and
application of risk and return: Systematic risk and Non-Systematic Risk for investment alternatives,
Overview of Indian and world equity markets. Types of Investors: Individual, Pension funds, Mutual
funds, Institutions, Banks, Insurance Companies, Endowment funds. Constraints in investment.
Interest rates Real and Nominal. simple and compounding. Market Indices: Security market indexes
- Stock market indexes; Bond market indexes, Foreign Market Indices
Learning Outcome: Identifying different types of investment options and uses of market index in
investment.
Module 2: Fundamental Analysis 9 Hours

Understanding of Profitability Ratio (RoA, ROE) Fundamental analysis: Balance sheet techniques,
Discounted cash flow technique, dividend discount model, zero growth model, Constant growth,
two stage growth, earning multiplier approach, CAPM. P/E ratio.
Learning Outcome: Examining the concepts of fundamental analysis and to calculate intrinsic value of
stocks using different modules.
Module 3: Technical Analysis 5 Hours

Technical analysis of stocks, Dow Theory, charting techniques, trend reversals, chart patterns, Eliot
wave theory SMA, EMA, ROC, RSI analysis, Japanese Candlesticks, William %R (Brief)
Learning Outcome: To distinguish between technical and fundamental analysis and to use charts to
identify buy and sell opportunities.
Module 4: Portfolio Theory & Management 7 Hours

Capital Market Theory-Portfolio theory, risk and return of individual stock, risk and return of
portfolio, Markowitz mean-variance model and Efficiency Frontier, CAPM, CML, SML, Characteristic
Line, Alpha and beta, APT, EMH, stock market anomalies, unruly factors Construction of portfolios,
execution, and revision and performance evaluation, Treynor, Sharpe and Jensen measures, Fama
model, strategic asset allocation.
Learning Outcome: To examine theories involved in risk analysis and evaluate theories to build
portfolio.
Module 5: Legendary Equity and Commodity Investors’ Approaches 2 Hours

Approaches and portfolio of legendary investors like Warren Buffet, Templeton, Peter Lynch,
George Soros, Jim Rogers and Benjamin Graham.
Learning Outcome: Able to describe the strategies followed by successful investors
Page 91 of 330
Basic Texts
1. PrasannaChandra, (March 2017), Investment Analysis and Portfolio Management ,Tata McGraw
Hill Education 5th Edition
Reference Books
1. ZviBodie, Alex Kane, Alan J Marcus, Pitabas Mohanty (2009), Investments, Tata McGraw - Hill
Education,8th edition
2. Frank K. Reilly | Keith C. Brown (2012), Investment Analysis and Portfolio Management 10th
Edition,

Self-Reading Material and subject related Videos are uploaded in LMS
Websites
www.nseindai.com,
www.bseindia.com
www.moneycontrol.com
www.icharts.com
www.smctradeonline.com
Evaluation Pattern
Continuous End term

Attendance Total
100%
45% 50% 5%
Page 92 of 330
Course Name: Advanced Financial Reporting Course Code: 18JBS209

Course Outcomes
1. Appreciate theory and practice of financial reporting
2. Examine the corporate voluntary disclosures
3. Outline the emerging trends in financial reporting
4. Examine the emerging trends in financial reporting
5. Analyze financial statements of various sectors
Module 1: Financial Reporting Framework: 5 Hours

Overview of Accounting Standards – Indian AS, IFRS, IFRS for SMEs, Global Reporting Initiative (GRI),
IASB and IASC, SEBI, Role of Ministry of Corporate affairs, SEC, Quarterly report filing, annual report
filing, Electronic Data Information Filing and Retrieval System (EDIFAR), the Electronic Data-
Gathering, Analysis, and Retrieval system (EDGAR), Important components of annual report -
MD&A, Auditors report, Directors report
Learning Outcome: Explain the framework of financial reporting
Module 2: Cash flow Statements: 5 Hours

Cash flow statements: Components of statement of cash flows – Operating activities – Investing
activities - financing activities – Preparation of statement of cash flows (Indirect method)
Learning Outcome: Develop the skill of preparing cash flow Statements
Module 3: Financial Statements of Banking Companies: 7 Hours

Banking company financial statements: Preparation of statement of Profit and Loss and balance
sheet of banks.
Learning Outcome: Discover the financial statements of Banking companies
Module 4: Financial Statements of Insurance Companies: 5 Hours

Insurance company financial statements: Preparation of final accounts of Life and non-life insurance
companies; Revenue account, P&L Account and Balance sheet (simple problems only).
Learning Outcome: Discover the financial statements insurance companies
Module 5: Advanced issues in Financial Reporting: 8 Hours

Earnings per share (EPS), diluted EPS, Segment Reporting, Share based payments - Employee stock
options plans (ESOP), Employee stock purchase plan (ESPP) and Stock Appreciation Rights (SAR),
Sustainability reporting, Concept of Triple Bottom Line Reporting*, Forensic accounting*, Ethics in
Accounting*, Creative accounting, Accounting Scandals Enron, Xerox, Satyam*
Human Resources Accounting – significance, methods for accounting, real world practices, Brand
valuation
Learning Outcome: Develop an effective managerial perspective of advanced issues in Financial
Reporting and examine the emerging trends in financial reporting
Basic Text
Narayanaswamy R, (Recent edition). Financial Accounting A Managerial Perspective. New Delhi,
India: Prentice Hall India
Page 93 of 330
Reference Books
Earl K. Stice & James Stice (2006). Financial Accounting: Reporting And Analysis. Delhi, India: South
Western/Cengage Learning India

Chartered Accountant Journal, published by The Institute of Chartered Accountants of India, New
Delhi, India
Management Accountant Journal, published by The Institute of Cost Accountants of India, Kolkatta,
India
Annual Reports of L&T, BHEL, Bajaj Finance, General Insurance companies
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 94 of 330
Course Name: Strategic Cost Management Course Code: 18JBS210

Course Outcomes
1. Understand and explain the conceptual framework of Cost Accounting
2. Explain the concepts and processes in determination of cost of products and services; tender
pricing
3. Apply the concept of marginal costing, budgeting in managerial decision making
4. Apply the concept of standard Costing for variance analysis
5. Performance evaluation of different business verticals and acquaint with emerging trends of
costing.
Module 1: Costing methods 6 Hours

Cost, types of costs, elements of cost, cost sheet, tenders and quotations, job costing,
overheads, allocation, apportionment and absorption, absorption costing, Process costing, joint
and by-products and standard costing.
Learning Outcome: Appreciate the cost concepts and costing methods & techniques
Module 2: CVP Analysis 6 Hours

Concept of CVP, break even chart, computation of break Even Point, Application of CVP analysis
–relevant costs, make or buy decision, shut down or continue, product sales pricing and mix
limiting factors, pricing decisions and pricing strategies.
Learning Outcome: Inculcate the knowledge of applying cost volume profit analysis in profit
planning
Module 3: Activity Based Management 6 Hours

ABM – Activity Based Management, activity-based management in identifying cost drivers/
activities, activity-based cost hierarchy, ABM in the analysis of overhead, Activity Based Costing,
pricing and budgeting using ABM, Pareto analysis, customer profitability analysis, customer cost
analysis
Learning Outcome: Appreciate activity based management as a decision making tool
Module 4: Budgeting and Budgetary control 6 Hours

Advanced discussions on budgeting and budgetary control, budget padding, kaizen budgeting,
ZBB, rolling budgets, flexible budgets and preparation of master budgets.
Learning Outcome: Able to apply budgeting and budgetary control techniques
Module 5: Performance Measurement & trends in compensation and Multinational

considerations 6 Hours
Uniform Costing and Inter firm comparison – Industry specific ratios, evaluating business verticals
across value chain, benchmarking, BPR, Process Innovation, ISO 9000 & ISO 14000, Performance
measurement – CSFs, KRAs, KPIs, Balanced Score Card* manufacturing resources planning, (MRP),
automated manufacturing, synchronous manufacturing and back flush costing*, total quality
management, JIT, value engineering, Throughput accounting, Life cycle costing, Target costing
Performance measurement in MNCs, Executive performance measures and compensation.
“boundary systems, belief systems and interactive control systems* ”.
Page 95 of 330
Learning Outcome: Construct performance measurement in MNCs and understand recent trends in
Management Accounting.
Basic Text
Charles T. Horngren, Srikant M. Datar, Madhav. V. Rajan (15th Edition). Cost Accounting: A
Managerial Emphasis. India, Pearson.(www.pearsoned.co.in/charlesthorngren/my accounting lab)
Reference Books
Edward Blocher, David Stout, Gary Cokins (recent edition). Cost Management: A Strategic
Emphasis. Delhi, McGraw-Hill Higher Education

CIMA study materials of strategy level, recent edition.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 96 of 330
Course Name: Fixed Income Securities Course Code: 18JBS211

Course Outcomes
1. This course is intended to analyze the fixed income securities markets and its implications
for investments.
2. It will analyze the market characteristics, instruments, pricing and valuation issues, floating
rate instruments, relations with money market instruments, risk and return of fixed income
securities, portfolio management techniques, bond indexing, interest rate risk management
with swaps, bond management.
3. To understand and evaluated types of Fixed income securities.
4. Should be able to create portfolio of fixed income to meet set objectives.
5. To understand the participant and regulators of fixed income securities market.
Module 1- Overview of fixed income securities 8 hours

Fixed Income Markets, Bond Characteristics, Government bonds, Corporate Bonds, Deposits,
Government saving schemes, Understanding market linkages -Money Market instruments, Bonds
and Debentures, MIBOR. INDIAN DEBT MARKETS: a profile, market segments participants in the
debt markets, secondary market for debt instruments, SEBI (guidelines for disclosure and investor
protection), SEBI (issue and listing of debt securities) regulations.
Learning Outcome - To understand the debt instruments markets fundamental features.
Module 2 – Valuation 6 Hours

BOND VALUATION: first principles, time path, time scale bond valuation, ACCRUED INTEREST, Dirty
Price and Clean Price. YIELD-Current Yield, Yield to Maturity (YTM), Yield to Maturity of a Zero
Coupon Bond. Rating of Bonds Term Structure of Interest rate, Spot rate, Future rate.
Learning Outcome - To Understand techniques to analyze bond valuation
Module 3 Risk Identification and Portfolio Management 5 hours

Types of Risk, Passive Risk Identification in Bonds: Duration, Modified Duration, rupee duration,
portfolio limitations of duration, convexity.
Learning Outcome - To evaluate Types of Risk associated with Fixed income investments and Effect
of Duration on bond investment
Module 4 Bond Portfolio Management. 5 Hours

Passive Strategies and Immunization strategy, Building Immunised Portfolio. Risk measurement in
fixed income securities using value at risk. Fixed Income MF. Bond Indexing, methodology for
constructing a bond index, index return comparison
Learning Outcome- Student will be able to learn types Portfolio Management strategies,
benchmark index and portfolio statistics with risk mapping
Module 5 – Fixed income Derivatives 6 Hours

Fixed Income Derivative Markets: FRAs, Interest rate Swaps, Fixed Income Derivative Markets:
Interest rate futures CAPM, Efficient Market Hypothesis and bond Portfolio Management.
Learning Outcome - To Understand of use of derivative instruments in investment management.
Test & Reference books

 Investment Analysis and Portfolio Management – Prasanna Chandra
Page 97 of 330
 Financial Management - Prasanna Chandra, McGraw Hill Education ( India) Private Limited
 FIMMDA-NSE Debt Market (Basic)
 Financial Management – Khan and Jain , McGraw Hill Education ( India) Private Limited
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 98 of 330
SEMESTER – III
(Detailed Syllabus)
Page 99 of 330
Course Name: Banking Course Code: 18JBS305

Course Outcomes
a) Describe concepts of the commercial banking in the liberalized economy.
b) Identify some of the best practices in banking across the globe.
c) Assess the interdependence between banking sector and economic growth.
d) Assess various risks and analyze to manage them
e) Discuss the payment and settlement systems in India and Appreciate the role of technology
Banking & Analyze the recent reforms in banking
Module 1: Evolution and Growth of Banking sector 5 Hours

Banking structure in India, expanded products, services, offerings across geographic markets and
the impact on banking industry.
Learning Outcome: At the end of this module, student will be able to:
Outline the banking structure in India and Comprehend the need, functions and economic significance
of banking industry
Module 2: Banking requirements and regulations 5 Hours

Reserve requirements - CRR, SLR, and CRAR, Income Recognition Norms. RBI reforms in the debt
market, Provision for NPAs, Prompt Corrective Action (PCA) framework for banks, Strategic Debt
Restructuring, Sustainable Structuring of Stressed Assets (S4A). Insolvency and Bankruptcy Code,
2016*.
Explain the role of Central Bank as a regulatory authority and Appreciate the debt recovery reforms
of RBI.
Module 3: Management of Banking Organization 5 Hours

Management of Loan, Investment, Profit and growth management, Asset Liability Management
using traditional Gap and modern techniques. Compliance – AML (Anti money laundering) and KYC
(Know your customer)*, Cash and liquidity management - Domestic Treasury, Global treasury
operations, Interbank dealing.
Compare and contrast the traditional and modern techniques of ALM and outline the importance of
compliance in the banking sector
Module 4: Risk Management in Banks: 7.5 Hours

Measuring and managing Risks- Liquidity risk, Operational risk, Interest rate risk, Credit risk, Market
risk, sensitivity analysis.
Learning Outcome: At the end of this module, student will be able to assess various risks and
analyze to manage them.
Module 5: Banking services, Payment and Settlement systems, Innovations and Banking sector
reforms: 7.5 Hours
Corporate, retail, NRI banking. Payment and Settlement systems – Electronic payment and
settlement systems in India. Payment and Settlement System Act 2007, Participants, Policy
Guidelines on Issuance and Operation of Pre-paid Payment Instruments in India*.
Page 100 of 330

Digital and Mobile Banking, Cloud computing - Big Data, block chain technology, artificial
intelligence (AI), Internet of things (IoT), Crypto currencies, Digital cheques, Banking architectural
simplification*. Indhradhanush framework for PSU Banks, Financial inclusion – PMJDY,
Consolidation of public sector banks, New bank licensing policy and other recent reforms.*
Learning Outcome: At the end of this module, student will be able to assess various risks and
analyze to manage them.
Elaborate on the services provided for corporates, retail and NRIs and discuss the payment and
settlement systems in India (* These topics are categorized as ‘Self-learning’ topics and are subjected
to testing)
Basic Texts
Indian Institute of Banking and Finance (2015). Principles and practices of Banking. Macmillan India.
Reference Books
Koch W, Timothy, and S. Scott. Bank Management. Thomson, New Delhi.
Indian Institute of Banking and Finance (2015). Legal and Regulatory aspects of Banking. Macmilan
India.
Other references
http://www.rbi.org.in (Monetary Policy 2016).
www.iba.org.in
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 101 of 330

Course Name: Insurance Course Code: 18JBS306

Course Outcomes
1. To understand different types of risks and need for risk management.
2. Able to plan life, medical and Motor Insurance for oneself.
3. Able to plan Business Insurance.
4. To understand benefits for Agri Insurance
5. To understand role of intermediaries in insurance industry.
Module-I Introduction to Insurance: 5 Hours

The Evolution and Growth of Insurance – Basic Principles of Insurance – Life and non-life Insurance
Organizations in India, IRDA, Competition and Regulation of Life Insurance. Underwriting, functions
of insurer, reinsurance, types of reinsurance treaties, functions of reinsurance, brief note on risk.
Learning Outcome: To understand insurance and terminologies used in Insurance.
Module-2 Life Insurance: 10 Hours

Term Life Insurance – Whole Life insurance – Endowment Life Insurance – Unit Linked Policies with
or without Profit Policies –Customer Evaluation – Policy Evaluation – Cost and Benefit – Group and
Pension Insurance Policies – Special features of Group Insurance / Super Annuation Schemes –
Group Gratuity Schemes – Super Annuation schemes.
Learning Outcome - Students should be able to understand different types of risk cover using life
insurance and its benefits
Module -3 General Insurance: 5 Hours

Standard policies – Fire Insurance coverage – Consequential loss fire) Insurance policies –
Declaration policies, Motor Insurance: Types of policies – Third party Insurance – Comprehensive
coverage – Conditions and Exclusions – premium.
Learning Outcome - On completion of this module one should be able to understand use of general
insurance for risk management in business and oneself.
Module-4 Non life miscellaneous insurances: 5 Hours

Personal Accident Insurance, Health Insurance and Mediclaim policies, Liability Insurance, Burglary
Insurance other Miscellaneous Insurances. Organizations transacting agricultural insurance - Crop
insurance underwriting and settlement of claims- Hail insurance - Problems of crop insurance-
Farmers Package policy
Learning Outcome - One to appreciate the benefits and use of Misc and Agri Insurance in business
and farming.
Module 5: Insurance Industry and Insurance Pricing: 5 Hours

Overview of Agents and Brokers, Underwriting, Micro insurance. Objectives of rate making, basic
definitions in rate making, rate making in property and liability insurance, rate making in life
insurance, reserves in property and liability insurance, life insurance policy reserves.
Learning Outcome: Perceive the rate making method used in insurance.
Basic Texts
 George E. Rejda (Recent edition). Principles of Risk Management and Insurance. India:
Perason.
 INSURANCE AGENTS - IC 38 Insurance Institute of India Insurance Institute of India 2016
Page 102 of 330
Reference Books
 Vaughan Emmett J and Vaughan Therese M (recent edition). Fundamentals of risk and
insurance, Delhi, Wiley India.
 Mark S Dorfman (recent edition). Introduction to Risk Management and Insurance, Delhi,
Perason.
 G Krishnaswamy, a textbook on Principles & Practice of Life Inurance, Excel book.
Websites
www.InsuranceInstituteofIndia.com
www.IRDA.gov.in
www.licindia.com
www.insurancepandit.com
ww.insurancebrokerindia.com
www.insuranceinstituteofindia.com
www.insureatclick.com
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 103 of 330

Course Name: Wealth Management Course Code: 18JBS307

Number of credits : 3 Number of Hours: 30
Course Outcomes
1. Differentiate the nature, attitude and needs of customers
2. Assess the impact of risk and return while evaluating various options for investing
3. Design effective wealth Management strategies
4. Demonstrate by embodying the attitude, skills and knowledge that will enable to perform role
of a financial planner
5. Demonstrate the ability to build a personal/corporate wealth plan and enable them to achieve
Module 1: Financial Planning 5 Hours

Financial planning process, role, Life cycle analysis, financial literacy,* client education, client
profiling, goal setting, Financial Blood Test Report (FBR)
Learning Outcome: Understand the role of financial planning and its implications
Module 2: Wealth Management Asset Classes 5 Hours

Wealth Management Philosophy, Process, wealth cycle, Economic Cycles-Indicators, Interest
rate views,* Financial Planning v/s Wealth Management, PMS vs Wealth Management
Learning Outcome: Analyse the process, phases and growth of Indian wealth management market
Module3: Investment &Risk Management –Equity, Debt & Mutual Funds 10 Hours
Equity, Debt, Insurance, Mutual Funds, Insurance for wealth Management*, Portfolio
construction – Stocks, debt, Mutual Funds
Learning Outcome: Demonstrate ability to invest and understand the time of investment
Module 4: Investment & Risk Management -Alternate Asset Classes 5 Hours

Asset classes-‐‐Gold, Real Estate, Private Equity, Venture Capital, Derivatives, Hedge funds,
Structured Products
Learning Outcome: Distinguish the types of Assets.
Module 5: Client Management–Strategies 5 Hours

Role of a financial planner, Risk Profiling and Asset allocation form an Client’s perspectives, -‐‐
Active, passive, Niche customers, HNI services, Case studies-‐‐Recommending Financial
plans to the Clients, Retirement planning, employee benefit. Dos and Don’ts in Wealth
Management -Benjamin Graham, Warren Buffet – Investment philosophies.*
(*These topics are categorized as ‘Self-‐‐learning’ topics and are subjected to testing)
Learning Outcome: Examine the role of Asset Allocation and wealth management strategies
Basic Tests
Dun and Bradstreet (2010). Wealth Management Finance Essentials Series. New Delhi: TataMcGraw
Hill publications
Balaji Rao D G (2018), 'Wealth Management and Financial Planning',
Partridge Publishing Co.NewDelhi
Page 104 of 330

Reference Books
Introduction to Financial planning by IIBF (recent edition-‐‐2017). Taxmann Publications Pvt Ltd.
M.Y.Khan, (2015). Financial services. McGraw Hill Education.
Madhu Sinha (2017) “Financial Planning” McGraw Hill Education.
Websites
Ministry of Finance, RBI, SEBI, NSE,BSE, MONEYCONTROL.com, Edx course-‐‐Financial Markets
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 105 of 330

Course Name: Project Appraisal and Finance Course Code: 18JBS308

Course Outcomes
1. Design, develop, structure and execute project finance transactions.
2. To identify, allocate and mitigate the main project risks.
3. Ability to establish links among the heterogeneous project financing deal in an autonomous and
independent way.
4. Forecast Profit and loss statement, cash-flow statement and Balance sheet by projections in excel
5. Evaluate Project as a Project Finance Manager by formulating, implementing and reviewing and
presenting a project report
Module 1: Introduction and Overview 3 Hours

Evolution of project finance – Project types - Need for Project finance - Drivers deciding quantum of
project finance, Facets of Project Analysis, Identifying Project Risks- Construction risk, operational
risk, supply risk, off-take risk, repayment risk, political risk , currency risk; Project Rating Index
Learning Outcome: At the end of this module, student will be able to identify, allocate, and mitigate
the risks in project finance
Module 2: Financing of Projects 7 Hours

Funding Sources – Long and short term sources, mezzanine finance, equity, quasi-equity, debts -
Local financing, Working Capital advances, Private equity funds, External commercial borrowings-
Export Credit Agencies and Development Banks - Multilateral development finance institutions*,
Viability Gap funding. Appraisal by Financial Institutions. Financing Infrastructure Projects-Project
Parties-Contracts, Power, Telecommunications, PPP model, Concession arrangements-
Recommendations of the Committee.
Learning Outcome: At the end of this module, student will be able to analyse the best alternative
from the available sources of funds.
Module 3: Financial Projections 5 Hours

Projected profit and loss, Balance sheet and Cash flows, Loan servicing Capability – Interest coverage
ratio, Debt Service Coverage ratio- Estimating cost of project.
Learning Outcome: At the end of this module, student will be able to Forecast Profit and loss
statement, cash flow statement and Balance sheet by projections in excel
Module 4: Project cash flow analysis 7 Hours

Project Cash flows- basic principle, cash flows for a replacement project and other perspectives
Financial Institutions-computation of cash flows., Cost of Capital-Cost of Equity, WACC, Project
rate of return from a project’s perspective, Financial Institutions-computation of cost of capital.
Learning Outcome: At the end of this module, student will be able to compute Project cash flows
and the Cost of capital
Module 5: Project Risk Analysis 8 Hours

Sources, measures and perspectives on risk- Net Present Value, IRR, Sensitivity analysis, Scenario
Analysis. Decision tree analysis, Project selection under Risk. Risk Analysis by Financial
Institutions.
Learning Outcome: At the end of this module, student will be able to evaluate the Projects
Page 106 of 330
Text Book
Prasanna Chandra (2014). Projects: Planning, Analysis, Selection, Financing, Implementation, and
Review. 8th edition, McGraw Hill Education.
S Gatti Project Finance in Theory and Practice. 2nd edition, Elsevier.
Reference Books
Richard A Brealey, Stewart C Myers, Franklin Allen, Pitabas Mohanty (2012). Principles Of
Corporate Finance. 10th edition,Tata Mcgraw Hill Education.
Brighman, Eugene F, Ehrhardt, Michael C. Financial Management: Text and Cases. South-Western
Cengage Learning.
Websites
Edx courses on Project Finance and Project Management
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 107 of 330

Course Name: International Finance Course Code: 18JBS309

Course Outcomes
1. Understand the basics of international finance to handle the finance function from a global
perspective.
2. Demonstrate knowledge of theories related to foreign exchange rate determination
3. Explain the nuances of forex derivatives and risk management and international capital
budgeting
4. Outline the international regulatory functions and the forms of banking regulations
5. Managing the finance of global firms
Module 1: Foundations of International Finance 4 Hours

Global and the Multinational Firm, International Monetary System*, Economic and Monetary
Union, International trade theories, Balance of Payments, Indian and World scenario, Corporate
Governance around the world.
Learning Outcome: Appreciate the theories of economics and eco system of international finance
Module 2: Forex Exchange Market, Exchange Rate Determination & Currency Derivatives 6 Hours
Introduction, The Market for Foreign Exchange, Types of Transactions & Settlement Dates, Exchange
Rate Quotations & Arbitrage, Forward Quotations, International Parity Relationships and
Forecasting Foreign Exchange Rates, Futures and Options on Foreign Exchange.
Learning Outcome: Able to comprehend the types of quotes, IPP, IRP, F&O
Module 3: Foreign Exchange Risk Management: 6 Hours

Management of Transaction Exposure – Forward Market Hedge, Money Market Hedge, Option
Market Hedge, Swap Market Hedge, Hedging Foreign Currency Payables / Receivables.
Management of Economic Exposure, Operating Exposure, Management of Translation Exposure –
Current / Non-current Method, Monetary / Non-monetary Method, Temporal Method, Current
Rate Method.
Learning Outcome: Able to understand the exposures and managing exposures
Module 4: World Financial Market and Institutions 6 Hours

International Banking and Money Market
International Bond Market
International Equity Market
Interest Rate and Currency Swaps
International Portfolio Investment
Learning Outcome: Appreciate international equity and bond markets and currency swaps
Module 5: Financial Management in Multinational Firms 8 Hours

Foreign Direct Investment and Cross Border Acquisitions
International Capital Structure & Cost of Capital
International Capital Budgeting
Multinational Cash Management
International Trade Finance
International Tax Environment*
Page 108 of 330
Learning Outcome: Appreciate FDI and International corporate finance
Text Books
1. Cheol S Eun & Bruce G Resnick, International Financial Management, Mc. Graw Hill Education
2. Jeff Madura, International Financial Management, Recent Edition, Thomson Publication
3. P.G Apte, , International Financial Management, Mc Graw Hill Education
References Books
1. Imad A Moosa, International Finance, Tata Mc Graw Hill Edition
2. Ephraim Clark, International Finance, 2rd Edition, Thomson
3. Alan C Shapiro, Multinational Financial Management, Recent Edition, PHI, New Delhi
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 109 of 330

Course Name: Derivatives Course Code: 18JBS310

Course Outcomes
1. To provide students a conceptual and practical framework of the functioning of Derivative
Markets
2. Explain the basic concepts future market and application of stock and index future
3. Able to calculate option price and construct hedging strategies
4. To provide basic concepts of commodity & other types of derivatives products
5. To understand working of Interest and currency swap
Module 1: Derivatives – An Introduction 4 Hours

Introduction, Derivatives market in India, Derivatives products, Types of Derivatives - Participants in
Derivative Market.
Learning Outcome: Understand the concept of derivative, Identify different types of derivatives
products & participants
Module 2: Forwards and Futures 6 Hours

Introduction - Forward Contract - Settlement of Forward Contract Futures Contract- Specifications
of Futures Contract - Open Interest – Terminologies of Futures contracts. Difference between-
Forward and Futures Contract- Pricing a Forward and Futures Contract. Pricing of Futures.
Introduction to Index Futures and Stock Futures -Application of Index Futures- Hedging through
Index Futures. VAR and VIX
Learning Outcome: Able to describe Future and Forward contracts, derive the future values of
underling assets and application
Module 3: Energy and Commodity Derivatives 6 Hours

Benefits of Commodity Futures- Futures Contract on Commodities- Pricing Commodities Futures-
Hedging with Commodities Futures- Perfect and Imperfect Hedge- Basis & Basis. Risk, Optimal
Hedge Ratio. Regulation- trading and settlements – physical delivery of commodities. Energy
products, Weather derivatives.
Learning Outcome: Able to understand commodity and energy contracts
Module 4: INTEREST RATE SWAPS 2 Hours

Interest Rates and currency swaps- Introduction- Interest Rate Swaps- Features of Swap, Need of
Swap Intermediary- plan vanilla swaps
Learning Outcome: Able to understand working of Interest and currency swap
Module 5: Options 12 Hours

Introduction- Terminology of options- Call option- Put Option- Moneyness of Options, Differences
between options and futures/ Forwards
PRICING
Binomial option pricing model (1,2and 3 step models)- Factors affecting the options priceBlack
Scholes option pricing model- Black and Scholes Assumption - Interpreting the Black
Scholes model - Implied volatility
APPLICATION
Hedging with Stock options- Hedging with Index options- Straddle – Long and Short- Strangle
Page 110 of 330

Learning Outcome: Able to understand concept of options, calculate price of options and devise
hedging strategies
Basic Texts
1. John C Hull, Introduction to futures and options markets, EEE
Reference Texts
1. John C Hull, Sankarshan Basu 2014, Introduction to Options, futures, and other derivatives,
Pearson
2. Robert W. Kolb, James A. Overdahl (2009), Futures, Options, and Swaps, Delhi, India, Wiley
India
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 111 of 330

Course Name: Audit and Assurance Course Code: 18JBS311

Course Outcomes
1. To introduce audit and assurance as a tool for management
2. To introduce the Standards on Auditing
3. To able to plan the audit
4. To comprehend the need for documentation and evidence for audit
5. To appreciate audit and assurance as a framework for internal control and risk management.
Module 1: Audit framework and regulation 6 Hours

Concept of audit and other assurance engagements, External audits, Corporate governance,
Professional ethics and ACCA’s Code of Ethics and Conduct, Internal audit and governance and the
differences between external audit and internal audit, scope of the internal audit function,
outsourcing and internal audit assignments, Brief discussion on Standards on Auditing (SAs)
Learning Outcome: Explain conceptual framework of audit and assurance engagements
Module 2: Planning and risk assessment 6 Hours

Obtaining, accepting and continuing audit engagements, Objective and general principles, assessing
audit risks, understanding the entity and its environment, Fraud, laws and regulations, Audit
planning and documentation, SA 230: Audit Documentation, SA 315: Identifying & Assessing the
Risks of Material Misstatement through Understanding the Entity & its Environment, SA 330: The
Auditor’s Responses to Assessed Risks
Learning Outcome: Develop the planning and risk assessment mechanism
Module 3: Internal control 6 Hours

Internal control systems, use and evaluation of internal control systems by auditors, tests of control,
Communication on internal control, SA 265: Communicating Deficiencies in Internal Control to
Those Charged with Governance & Management
Learning Outcome: Establish the internal control systems
Module 4: Audit evidence 6 Hours

Financial statement assertions and audit evidence, audit procedures, audit sampling and other
means of testing, audit of specific items, computer-assisted audit techniques, work of others, Not-
for-profit organisations, SA 500: Audit Evidence, SA 501: Audit Evidence - Specific Considerations for
Selected Items
Learning Outcome: Develop the eco system for audit evidence
Module 5: Review and reporting 6 Hours

Subsequent events, Going concern, Written representations, Audit finalisation and the final review,
Independent Auditor’s Report, SA 700: Forming an Opinion & Reporting on Financial Statements,
SA 701: Communicating Key Audit Matters in the Independent Auditor’s Report, SA 705:
Modifications to the Opinion in the Independent Auditor’s Report, SA 706: Emphasis of Matter
Paragraphs & Other Matter Paragraphs in the Independent Auditor’s Report
Learning Outcome: Establish the review and reporting system
Page 112 of 330

Basic Texts
(a) ACCA Study Material
(b) ICAI Study Material
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 113 of 330

SEMESTER – IV
(Detailed Syllabus)
Page 114 of 330

Course Name: Indirect Taxes Course Code: 18JBS404

Course Outcomes
1. To acquaint with GST framework
2. To appreciate Supply as tax event and provisions relating to Supply event
3. To understand the charging provisions of GST
4. To comprehend exemptions, time and place of supply
5. To introduce practical aspects of GST compliance process
Module 1: Introduction to GST 6 Hours
GST – Genesis, nature, basic concepts of GST, SGST, CGST, UTGST, IGST, Inter-State and Intra-State
Supply of Goods or Services or both, framework of GST in India, GSTN, Significance of GST, simple
problems on SGST, CGST and IGST computations.
Learning Outcome: At the end of this module, student will be able to explain the concept nature,
role and significance of GST
Module 2: Supply under GST 6 Hours
Relevant definitions, Goods, Services, Taxable Supply, Person, Supplier, meaning and scope of
supply, composite and mixed supplies, modes of supply, consideration and furtherance of business
as essentials of supply, simple problems.
Learning Outcome: At the end of this module, student will be able to Analyse the supply as event.
Module 3: Charge of GST 8 Hours
Levy and collection of GST, forward charge, reverse charge, E Commerce Operator, no levy of GST,
composition levy, composition scheme, conditions, eligibility, persons not eligible, advantages,
compositions scheme procedure, validity, provisions relating to charging IGST, simple problems.
Learning Outcome: At the end of this module, student will be able to Explain the provisions relating
to Charge of GST
Module 4: Exemptions, Place and Time of Supply 5 Hours
Power to grant exemptions, goods exempt from GST, services exempt from GST, Zero rated supply,
provisions relating to place of supply, provisions relating to time of supply, simple problems.
to exemptions, place and time of supply
Module 5: Miscellaneous aspects of GST 5 Hours
Registration, input tax credit, tax invoice, debit and credit note, assessment and returns.
Learning Outcome: At the end of this module, student will be able to Appreciate GST procedures
relating to registration, input tax credit and documentation.
Basic Texts
VS Datey (2018). Indirect Taxes. Delhi, Taxmann Publications
Reference Material
ICAI Study material (recent)
Evaluation Pattern
Continuous End term
Attendance Total
45% 50% 5% 100%
Page 115 of 330

Course Name: Behavioral Finance Course Code: 18JBS405
Course Outcomes
1. To acquaint with GST framework
2. To appreciate Supply as tax event and provisions relating to Supply event
3. To understand the charging provisions of GST
4. To comprehend exemptions, time and place of supply
5. To introduce practical aspects of GST compliance process
Module 1: Introduction to GST 6 Hours
GST – Genesis, nature, basic concepts of GST, SGST, CGST, UTGST, IGST, Inter-State and Intra-State
Supply of Goods or Services or both, framework of GST in India, GSTN, Significance of GST, simple
problems on SGST, CGST and IGST computations.
Learning Outcome: At the end of this module, student will be able to explain the concept nature,
role and significance of GST
Module 2: Supply under GST 6 Hours

Relevant definitions, Goods, Services, Taxable Supply, Person, Supplier, meaning and scope of
supply, composite and mixed supplies, modes of supply, consideration and furtherance of business
as essentials of supply, simple problems.
Learning Outcome: At the end of this module, student will be able to Analyse the supply as event.
Module 3: Charge of GST 8 Hours

Levy and collection of GST, forward charge, reverse charge, E Commerce Operator, no levy of GST,
composition levy, composition scheme, conditions, eligibility, persons not eligible, advantages,
compositions scheme procedure, validity, provisions relating to charging IGST, simple problems.
to Charge of GST
Module 4: Exemptions, Place and Time of Supply 5 Hours

Power to grant exemptions, goods exempt from GST, services exempt from GST, Zero rated supply,
provisions relating to place of supply, provisions relating to time of supply, simple problems.
to exemptions, place and time of supply
Module 5: Miscellaneous aspects of GST 5 Hours
Registration, input tax credit, tax invoice, debit and credit note, assessment and returns.
Learning Outcome: At the end of this module, student will be able to Appreciate GST procedures
relating to registration, input tax credit and documentation.
Basic Texts
VS Datey (2018). Indirect Taxes. Delhi, Taxmann Publications
Page 116 of 330

Reference Material
ICAI Study material (recent)
Evaluation Pattern
Continuous End term
Attendance Total
45% 50% 5% 100%
Page 117 of 330

Course Name: Financial Strategy Course Code: 18JBS406

Course Outcomes
1. Appreciate financial strategy framework
2. Comprehend various corporate finance strategies
3. Appreciate methods of Valuation
4. Examine corporate restructuring exercises
5. Appreciate value based management
Module 1: Financial Strategy-An Introduction 5 Hours

Corporate Strategy, Business level Strategies, Business model, Managing Strategy for Value,
Formulation of Financial Strategy – framework, linking corporate and financial strategy, types of
strategies, Stakeholder theory, survival strategies, creation of shared value, Sustainability and Triple
bottom line, SWM- logic and limitations, Corporate governance-key principles
Learning Outcome: Appreciate the framework of financial strategy
Module 2: Corporate Finance Strategies 7 Hours

Capital allocation, Investment Decisions, Project Implementation & Control, Mitigating risk &
uncertainty, Inflation, country risk, taxation (withholding taxes) and Forex issues in Capital
Budgeting, WC Management & Control, Dividend theories & policies, capital structure issues,
Financial distress and restructuring Financial Planning and Control, Corporate risk management
Learning Outcome: Discover the various Corporate Finance Strategies
Module 3: Corporate Valuation 8 Hours

Approaches to Valuation, FCFE and FCFF, Enterprise DCF valuation, Real options, Intangibles
valuation, Swap ratio computations
Learning Outcome: Develop the expertise of valuation of firms & methods of valuation.
Module 4: Mergers, Acquisitions and Restructuring 6 Hours

Reasons for merger or acquisitions (e.g. synergistic benefits). Valuation of synergy, Anti Take over
Defense, LBO, Forms of consideration & terms for acquisitions (e.g. cash, shares, convertibles &
earn-out arrangements), & their financial effects. The post-merger or post-acquisition integration
process (e.g. management transfer & merger of systems). The implications of regulation for business
combinations. The function/role of management buy-outs, venture capitalists. Types of exit strategy
& their implications.
Learning Outcome: Able to explain the merger issues and exit strategies
Module 5: Value based management and emerging trends: 4 Hours
Decision Support Models – Financial modeling - Value Based Management - Shareholder Value
Analysis – Marakon Model, Alcar Model, and McKinsey Model, EVA Approach, BCG approach,
emerging developments/disruptions in the area of finance.
Learning Outcome: Discover the value optimization models and Appreciate emerging
developments in corporate finance
Basic Text
Prasanna Chandra (recent). Strategic Financial Management: Managing for Value Creation. Delhi.
Mcgraw Hill Education
Download from Bookboon
Page 118 of 330
Alan Hill (2008).Strategic Financial Management, Bookboon
Reference Book
Tony Grundy, Gerry Johnson& Kevan Scholes (1998). Exploring Strategic Financial
Management, Prentice Hall Europe.
Ruth Bender& Keith Ward. (2009). Corporate Financial Strategy, Butterworth
Heinemann.

CIMA Finance Strategy study material.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 119 of 330

Course Name: Investment Banking Course Code: 18JBS407

Course Outcomes
1. Analyze theoretical and conceptual tools used in investment banking.
2. Explain deal making, negotiation and due diligence process.
3. Estimate, negotiate and successfully close transactions.
4. Elaborate the role of VC and PE in Investment Banking.
5. Appreciate the emerging trends in Investment Banking
Module 1: Overview of capital markets 3 Hours

Capital Markets – Segments, Products and Participants, Capital market Regulations- Overseas fund
raising, FCCBs.
Learning Outcome: At the end of this module, student will be able to explain evolution and
expansion of capital markets and outline the role of SEBI as a regulatory body.
Module 2 : Investment Banking 7 Hours

Investment Banking and allied activities – core, front and back office activities - Due diligence, term
sheet, profiling of investment bankers like UBS, Bank of America, Goldman Sachs and Morgan
Stanley, J P Morgan Chase, Credit Suisse, Deutsche Bank, Barclays and Wells Fargo, Kotak
Investment Banking*.
Learning Outcome: At the end of this module, student will be able to compare various leading
investment banker’s profile.
Module 3: Business valuation 8 Hours

Bond and equity valuation – Corporate valuation using Business valuation models – Asset based
valuation models , Financial forecasting , Cash flow based valuation models, Economic profit model-
Additional dimensions in valuation (Investment Banker’s Perspective)
Learning Outcome: At the end of this module, student will be able to value business based on
various models.
Module 4: Underwriting, Buybacks and Delisting 5 Hours

Underwriting in fixed price and book built offers, regulatory framework – Share buyback – Buyback
by listed and unlisted companies – Investment banking perspectives in share buyback, Delisting of
a listed company , voluntary and compulsory del-listing, re-listing.
Learning Outcome: At the end of this module, student will be able to outline the procedures involved
in Underwriting, process of buybacks, listing and delisting processes
Module 5 Private placements & Private equity 7 Hours

Private placements – Venture capital – Institutional private equity, strategic equity investments.
Overview of PE, profiling of international and Indian PE funds*, covenants, Exit and referencing, Role
of SEBI in promoting VC and PE, Study of Ecosystem for PE exit, PE term sheet, due diligence and
deal cycle
Learning Outcome: Discuss the issue of securities in public offers, elaborate the process of rights
issue and appreciate the role of venture capitalists & Private equity in Investment banking.
Page 120 of 330

Basic Texts
Pratap Giri S (2014). Investment Banking: Concepts, Analysis and Cases, 2nd Edition, McGraw Hill
Education.
Reference Books
Pratap G Subramanyam (2012). Investment Banking: Concepts, Analysis and Cases, 2nd Edition,
McGraw Hill Education.
Julien H Collins (2012). Fundamentals of Investment Banking. Literary Licensing, LLC.
Stephen Bloomfield (2009). Venture Capital Funding: A practical guide to raising finance. 2nd edition,
Kogan Page Ltd.
Other references
1. Global Private Equity Report (2014). Bain and Company Inc.
2. Preqin (2014). Global Private Equity Report.
3. Journal of Business Venturing.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 121 of 330

Course Name: Financial Modeling & Analytics Course Code: 18JBS408

Course Outcomes
1. Examining the areas of corporate finance for Financial modelling.
2. Exploring the use of excel for financial modelling.
3. Develop the framework for modelling the financial statements.
4. Appreciating the challenges in financial modelling.
5. Understanding factors that are considered for financial modelling.
Module 1: Introduction to financial modelling 6 Hours

Conceptual framework of Financial modelling, steps in modelling, Business models, cost structures
and operating leverage, capital structure and financial leverage, revenue verticals, segments,
relevance of macro and micro economics, macro-economic factors bearing influence on the overall
business performance, introduction to simulation, decision tree analysis, scenario analysis, Excel
functions with illustrations.
Learning Outcome: Explain conceptual framework of accounting including GAAP
Module 2: Corporate Valuation 6 Hours

Adjusted Book Value Approach, Forecasting performance, Asset based valuation- Projecting
financial statements, Income Statement, Balance Sheet, Cash Flow Statement,
Learning Outcome: Discover the financial statements’ projections using modelling
Module 3: Applications of Time value of money 6 Hours

Time value of money, present and future values, EMI Calculation and loan amortization table,
sensitivity analysis, capital budgeting analysis
Financing Decision, capital structure, capital budgeting, working capital management, dividend
decisions
Learning Outcome: Develop the skill of modelling for time value applications
Module 4: Financing, working capital and dividend decision 7 Hours

Capital structure analysis, cost of capital analysis at various capital mixes, working capital
management, dividend decisions.
Learning Outcome: Identify modelling framework for corporate finance decisions
Module 5: Business Valuation 5 hours

Break even analysis with sensitivity analysis, Valuation for Mergers, Synergy computation.
Learning Outcome: Examine models for management accounting tools
Note: * These topics are categorized as ‘Self-learning’ topics and are subjected to testing
Basic Text
CRAIG W. HOLDEN (recent edition). EXCEL®MODELING INCORPORATE FINANC. Delhi, PHI
Page 122 of 330

Reference books
1. Chandan Sengupta (recent edition). Financial Analysis and Modeling Using Excel And VBA. Wiley
India Pvt Ltd
2. Alastair Day (recent edition). Mastering Financial Modelling in Microsoft Excel: A practitioner's
guide to applied corporate finance. Delhi, Pearson
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 123 of 330

CORE MARKETING SPECIALIZATION
SEMESTER – II
(Detailed Syllabus)
Page 124 of 330

Course Name: Consumer Behaviour Course Code: 18JBS213

Course Outcomes
1. Examine the concept of consumer behavior and its importance in the context of marketing.
2. Utilize various concepts, theories and framework to develop, evaluate, and implement effective
marketing strategies.
3. Examine various individual, social and cultural factors that affect consumers’ decision making
process.
4. Analyze the trends in consumer behavior and apply them to real world scenarios.
5. Demonstrate knowledge of understanding in consumer behavior in developing Segmentation,
Targeting and Positioning strategies.
Module 1: Introduction to Consumer Behavior 5 Hours

Definition and meaning of Consumer Behaviour, difference between a consumer and a customer,
Concept of obtaining, Consuming and Disposing; need and benefits of understanding consumers,
*technology-driven consumer behavior, STP and repositioning.
(Note: * self-learning topics)
Learning Outcome: Define and explain consumer behaviour and categorize consumers on the bases
of segmentation, analyze target markets and develop strategies for effective positioning.
Module 2: Understanding the consumer: Need, Motivation, Emotion 7 Hours

Need recognition, motivation leading to purchase decision-types of motivation, self and self-image,
emotion, Communication and Consumer Behaviour-persuading consumers through advertising,
reference group, and WOM*.
(*Self-learning topic)
Learning Outcomes: Relate marketing strategies in the context of internal influencers and to
Summarize the importance of need, motivation and emotion, for a marketer.
Module 3: Understanding the consumer: perception, learning and memory, attitude and personality
7 Hours
Personality traits and CB, product and brand personification, Consumer Perception, Role of Theories
of Learning in designing marketing strategies, *Consumer Attitude Formation and Change.
(*Self-topic)
Learning Outcomes: To understand the influence of memory and learning in perception and
attitude formation and to discuss the consumer personality and its influence on buying behaviour.
Module 4: Understanding the consumer: external Influencers 7 Hours

*The Influence of Culture, Social Class, Reference Groups and role of referents –types of reference
groups and Family: family decision-making and consumption related roles, family life cycle and its
influence, WOM and Opinion leadership-characteristics of opinion leaders, strategic application of
WOM, and Consumers and social media.
Learning Outcomes: Understand the dynamics and measurement of opinion leadership and word-
of-mouth, and to demonstrate the persuasive power and credibility of spokespersons, media
etc. through promotional channels.
Module 5: Consumer decision-making models and process 4 Hours

Page 125 of 330
Contemporary models-Nicosia Model, Howard-Sheth Model, Engel-Blackwell-Miniard Model ,

Consumer Decision-making, *diffusion and adoption of innovations.
Learning Outcomes: Use appropriate theories and models while understanding consumers and how
individual consumers adopt or reject new products and services.
Basic Texts
Schiffman, L.G., Wisenblit, J., & Kumar, R. S. (2015). Consumer Behavior. New Delhi, India:
Pearson Education.
Reference Books
Loudon, D. L., & Bitta, D. A. J. (2007). Consumer Behavior: Concepts and Applications. New Delhi,
India: Tata McGraw-Hill.
Engel, J.F., Blackwell, R.D. & Miniard, P.W. (2006). Consumer Behavior, Chicago, USA: Dryden
Press.
Peter, J. P. & Olson, J. C.(2003 ) Consumer Behavior and Marketing Strategy, New York, USA:
McGraw-Hill.
Bijapurkar, R. (2009). We are like that only: Understanding the logic of consumer India. Penguin
Liang, H., Lu, D., & Tu, L. (2006). The Perceived Risk and The Consumer Decision-Making Process-A
Study on Credit Card Holders.
Cohen, A. J. (2017). 'Everything is Not about Convenience': State, Family, and Supermarket in
Middle-Class West Bengal.
Sinha, D. (2011). Consumer India: Inside the Indian mind and wallet. John Wiley & Sons.
Rao, S. L., & Natarajan, I. (1996). Indian market demographics: The consumer classes. Global
Business Press.
Droge, C. (1998). Know your customer: New approaches to understanding customer value and
satisfaction. Journal of the Academy of Marketing Science, 26(4), 351.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 126 of 330

Course Name: Customer Relationship Management Course Code: 18JBS214

Course Outcomes
1. Compare various models and frameowrks involved in customer relationship management.
2. Distinguish between customer satisfaction, customer service and customer experience.
3. Compute customer lifetime value for given customer related data.
4. Build effective customer retention and customer management strategies.
5. Examine activities involved in implementing customer relationship management plans.
Module 1: CRM, its Fundamentals and Customer Relationship 6 Hours

Definition of customer, CRM definition, Types of CRM, Misunderstandings about CRM*, CRM
Constituencies, CRM models – IDIC, QCi, CRM Value Chain, Payne’s five-process CRM Model,
Gartner Competency Model,
Essentials of Relationship; Dwyer’s Relationship Evolution Model, Why companies want / may not
want relationships with customers, Why customers want / may not want relationship with
companies, Customer Loyalty and Emotional Bonding, Loyalty types*, Customer satisfaction, loyalty
and business performance, Customer Lifetime Value – Concept and its computation.
Learning Outcomes: Examine different models of CRM and comprehend the relation between
customer satisfaction, customer loyalty and business performance
Module 2: Managing the customer lifecycle 7 Hours

Managing Customer Lifecycle – Acquisition, retention and developing customer value
Customer Acquisition: New customer – what Is it?, Portfolio purchasing, Strategic Switching,
Customer value estimates – The conversion model, Prospecting – B2B lead sources, B2C acquisition
efforts*, KPIs of customer acquisition programs.
Customer Retention: Customer retention and economics of it, Volume and Value retention,
Strategies of customer retention – Positive and negative strategies, KPIs of customer retention
programs, Role of research in reducing churn, Strategies for customer value development,
Strategies for termination of customer relationships.
Developing customer value: Various sources of customer value.
Learning Outcomes : Compare and contrast various customer retention strategies and tactics
Module 3: Strategic CRM 7 Hours

Customer Portfolio Management: CPM and basic principles of CPM, CPM in B2B context, Customer
portfolio models, strategically significant customers*, Core customer management strategies.
Delivering and Managing Customer-experienced value: Understanding value, Modeling customer-
perceived value, Sources of customer value, Value through marketing mix, Customer experience,
Managing customer experience, Distinguishing between CRM and Customer experience
management, Influence of CRM applications on Customer experience management.
Learning Outcomes: Adopt to use of customer portfolio models in B2B and B2C contexts
Module 4: Operational, Analytical, Collaborative CRM 7 Hours

Operational CRM: Sales Force Automation, Marketing Automation – Benefits and software
applications in marketing*, Service Automation – Customer service, Service modeling.
Analytical CRM: Developing and managing customer related data – developing data base, data
integration, data mining, data mart, data warehousing, Using customer related data - Analytics for
Page 127 of 330

CRM strategy, tactics, Analytics throughout customer lifecycle, Generating customer analytical
insights.
Collaborative CRM: Managing networks for CRM performance, SCOPE Mode*, supplier and partner
relationship management.
Learning Outcomes: Examine the activities involved in Operational and Analytical CRM
Module 5: Implementing CRM 3 Hours

CRM planning and implementing process – develop CRM strategy, build CRM project foundations,
Needs specification and partner selection, project implementation, Performance evaluation*.
Learning Outcomes: Examine the framework for implementing Customer Relationship
Management and evaluate various ways of measuring CRM performance
Basic Texts
Buttle, F., & Maklan, S. (2015). Customer Relationship Management, Concepts and Technologies.
New York, USA: Routledge.
Reference Books
Rai, A,K. (2013). Customer Relationship Management, Concepts and Cases. New Delhi, India: PHI
Learning Pvt. Ltd.
Baran, J, R., Strunk, P, D., & Galka, R, J. (2008). Principles of Customer Relationship.
Management. Mason, USA: Thomson South-Western.
Kumar, A., Sinha, C., & Sharma, R. (2007). Customer Relationship Management, Concepts and
Applications. New Delhi, India: Bizmantra.

Lemon, L, N., and Verhoef, P, C. (2016). Understanding Customer Experience Throughout the
Customer journey. Journal of Marketing. 80:6, 69-96
Morey, T., Forbath, T., and Schoop, A. (2015). Customer Data: Designing for Transparency and
Trust. Harvard Business Review, 97-105.
Smilansky, O. (2017). Tips for Maximizing CRM Investments. Retrieved from
www.destinationcrm.com.
Rowe,S, D. (2016). New Marketing Automation Hits the Mark. Retrieved from
Shaklett, M. (2017). Great Customer Service Takes Empathy. Retrieved from
Oracle Corporation. (2006, August). Ten Critical Success Factors for CRM: Lessons Learned from
Successful Implementations. Retrieved from
www.oracle.com/us/products/applications/siebel/051291.pdf.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 128 of 330

Course Name: Business to Business Marketing Course Code: 18JBS215

Course Outcomes
1. Understand B2B marketing, terminologies, processes, frameworks and models.
2. Analyse org. buying behaviour in purchase of raw materials, capital and facilitating goods.
3. Apply segmentation and positioning strategies for B2B markets.
4. Apply forcasting techniques for predicting demand of industrial products.
5. Develop strategies for B2B markets and ensure their implementation.
Module I: A Business Marketing Perspective 6 Hours

Understanding business markets and business marketing, contrasting business, industrial and
consumer markets, characteristics of business markets, B2B supply chain, classification of business
goods, Trends in Business markets*.
Learning Outcomes: Infer meaning of business markets and the types of goods and services
purchased
Module II: Perspectives on the Organizational Buyer and Organizational Buying Behaviour
6 Hours
Classification and characteristics of B2B customers- Commercial, Government and Institutional.
Organizational buying behavior: Process and buying situations, Buy grid model, Buying centre and
roles, Purchasing Toolkit : TCO, Reverse auctions, e-procurement, e marketplaces, Segmenting the
buy*.
Learning Outcomes: Appraise buying behaviour and buying roles in business organisations
Module III: Segmenting the Business Markets and Customer Relationship Managemen 6 Hours
Segmentation bases –macro and micro, Process for segmenting business markets, Positioning in
business markets,
CRM in business markets, Buyer seller connector, Managing buyer seller relationships: relationship
spectrum and switching costs, Whale curve, Organizational demand analysis, Determining market
and sales potential, Sales forecasting methods*.
Learning Outcomes: Understand segmentation and positioning in business markets
Module IV: Managing Pricing and new product development in business markets 6 Hours
Factors driving innovation, barriers to innovation, Innovation types, NPD process.
Factors affecting pricing in business markets, Pricing process, Types of Pricing: Target, Skimming,
Penetration* and Value, Negotiated pricing and competitive bidding, Responding to price attacks.
Learning Outcomes: : Explain new product development process and product pricing formats, in
business markets
Module V: Managing business marketing channel and communications 6 Hours

B2B Advertising objectives, Rational and informative advertisements in B2B markets, Trade shows,
Key account management, Communication framework*.
Learning Outcomes: Explain channel forms and promotional tools deployed, in business markets
Page 129 of 330

Basic Texts
Hutt, M. D., Speh, & Thomas, W. (2012). Business marketing management. Ohio, USA: Cengage
Learning.
Reference texts
Reeder, R.R., Brierty, E. G., & Betty.H. (2012). Industrial marketing, analysis, planning and control,
USA: PHI publication.
Anderson, J. C., Narus, J. A., & Narayandas, D. (2009). Business Market Management:
Understanding, Creating, and Delivering Value. New Jersey, USA: Pearson Prentice Hall.

Beall, S., Carter, C., Carter, P. L., Germer, T., Hendrick, T., Jap, S., ... & Petersen, K. (2003). The role
of reverse auctions in strategic sourcing. CAPS research.
Browning, J. M., & Adams, R. J. (1988). Trade shows: an effective promotional tool for the small
industrial business. Journal of Small Business Management, 26(4), 31-36.
Burnham, T. A., Frels, J. K., & Mahajan, V. (2003). Consumer switching costs: A typology,
antecedents, and consequences. Journal of the Academy of marketing Science, 31(2), 109-126.
Cannon, J. P., & Perreault Jr, W. D. (1999). Buyer-seller relationships in business markets. Journal of
marketing research, 439-460.
Cressman Jr, G. E., & Nagle, T. T. (2002). How to manage an aggressive competitor. Business
Horizons, 45(2), 23-30.
Ellram, L. (1993). Total cost of ownership: elements and implementation. Journal of Supply Chain
Management, 29(3), 2-11.
Sharma, A. (1997). Who prefers key account management programs? An investigation of business
buying behavior and buying firm characteristics. Journal of Personal Selling & Sales Management,
17(4), 27-39.
Wiechmann, T. (2007, July). Induced versus autonomous behavior in regional development. A
process model for regional strategy formation. AESOP conference, Napoli.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 130 of 330

Course Name: Services Marketing Course Code: 18JBS216

Course Outcomes
1. Outline and explain core concepts of marketing.
2. Determine various micro and macro environomental factors that influence marketing decisions.
3. Examine various factors that influence customer behaviour in both consumer and business
markets
4. Evaluate decisions involved in devising an effective marketing plans.
5. Compare, contrast and build competitive marketing strategies
Module 1: Understanding Service Products, Consumers and Markets 7 Hours

New Perspectives on Marketing in the Service Economy - What Are Services, Why Study Services,
What Are the Principal Industries of the Service Sector, Four Broad Categories of Services—A
Process Perspective, Product vs. Service marketing mix, Integrating Marketing with Other
Management Functions, A Framework for Developing Effective Service Marketing Strategies.
Consumer Behavior in a Services Context - The Three-Stage Model of Service Consumption, Pre-
purchase Stage, Service Encounter Stage, Post-encounter Stage
Positioning Services in Competitive Markets - What Is Required for Positioning Services Effectively,
Achieving Competitive Advantage Through Focus, Market Segmentation as the Basis for Focused
Strategies, Service Attributes and Levels, Positioning Distinguishes a Brand from Its Competitors*,
Developing an Effective Positioning Strategy, Using Positioning Maps to Plot Competitive Strategy,
Changing Competitive Positioning.
Learning Outcomes: Understand the nature and scope of service marketing, consumer behavior in
service marketing, and positioning of services.
Module 2: Applying the 4 Ps of Marketing to Services 7 Hours

Developing Service Products: Core and Supplementary Elements - Planning and Creating Service
Products, The Flower of Service, Branding Service Products and Experiences, New Service
Development
Distributing Services through Physical and Electronic Channels - Distribution in a Services Context,
Distribution Options for Serving Customers: Determining the Type of Contact, Place and Time
Decisions Delivering Services in Cyberspace, The Role of Intermediaries, The Challenge of
Distribution in Large Domestic Markets, Distributing Services Internationally
Setting Prices and Implementing Revenue Management - Effective Pricing Is Central to Financial
Success, Pricing Strategy Stands on Three Foundations, Revenue Management: What It Is and How
It Works, Ethical Concerns in Service Pricing*, Putting Service Pricing into Practice.
Promoting Services and Educating Customers - The Role of Marketing Communications, Challenges
of Services Communications, Marketing Communications Planning, The Marketing Communications
Mix, The Role of Corporate Design, Integrating Marketing Communications
Learning Outcomes: Demonstrate an extended understanding of the similarities and differences in

service-based and physical product based marketing activities as well as to understand the
marketing mix for services.
Module 3: Service Processes and Balancing demand 5 Hours

Page 131 of 330
Designing and Managing Service Process - Flowcharting Customer Service Processes, Blueprinting
Services to Create Valued Experiences and Productive Operations, Service Process Redesign, The
Customer as Co-Producer, Self-Service Technologies*.
Balancing Demand and Productive Capacity - Fluctuations in Demand Threaten Profitability,
Managing Capacity, Analyze Patterns of Demand, Managing Demand, Inventory Demand through
Waiting Lines and Queuing Systems, Customer Perceptions of Waiting Time, Inventory Demand
through Reservations Systems.
Learning Outcomes: Understand and explain the service process through productive operation,
customer experiences, value co-creation and understanding of the various service systems from the
perspective of demand and productive capacity.
Module 4: Service Environment and Managing People and Relationships 4 Hours

Managing Relationships - The Search for Customer Loyalty, Understanding the Customer-Firm
Relationship, The Wheel of Loyalty, Building a Foundation for Loyalty, Strategies for Developing
Loyalty Bonds with Customers, Strategies for Reducing Customer Defections, CRM: Customer
Relationship Management
Learning Outcomes: Exhibit the capability to work effectively within the service environment, and to
demonstrate integrative knowledge of marketing issues associated with service productivity, and
customer loyalty.
Module 5: Service Recovery, Service Quality and Service Leadership 7 Hours

Complaint Handling and Service Recovery - Customer Complaining Behavior, Customer Responses
to Effective Service Recovery, Principles of Effective Service Recovery Systems, Service Guarantees,
Discouraging Abuse and opportunistic Customer Behavior, GAP / SERVQUAL Model, SERVPERF
Model
Improving Service Quality and Productivity - Integrating Service Quality and Productivity Strategies,
What Is Service Quality, Identifying and Correcting Service Quality Problems, Measuring and
Improving Service Quality, Learning from Customer Feedback, Hard Measures of Service Quality,
Tools to Analyze and Address Service Quality Problems, Defining and Measuring Productivity,
Improving Service Productivity
Service Leadership - The Service-Profit Chain, Integrating Marketing, Operations, and Human
Resources, Creating a Leading Service Organization, In Search of Human Leadership*
Learning Outcomes: Conduct an investigation of service delivery systems by understanding service
quality, service leadership and customer service framework in service marketing.
Basic Texts
Lovelock, C., Wirtz, J. Chatterjee, J. (2011). Services Marketing. People, Technology, Strategy. New
Delhi, India: Pearson.
Reference Books
Zeithaml, V.A., Bitner, M.J., Gremler, D.D., Pandit, A. (2013). Services marketing. Integrating
customer focus across the firm. New Delhi, India: McGraw Hill.

Page 132 of 330
Davis, J. C. (2007). A conceptual view of branding for services. Innovative Marketing, 3(1), 7.
Johnston, R., and Michel, S. (2008). Three outcomes of service recovery: customer recovery, process
recovery and employee recovery. International Journal of Operations and Production Management,
28(1), 79-99.
Skaalsvik, H. (2012). Why service recovery fails: A case study on the Norwegian Coastal Voyage
(Hurtigruten). European Journal of Tourism Research, 5(2), 129.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 133 of 330

Course Name: Marketing of Banking and Financial Services Course Code: 18JBS217
Course Outcomes
1. Summarize the nuances of various investment avenues, life cycle of investors.
2. Identify and choose the strategies for marketing financial products.
3. Construct the modalities of adapting distribution and sales channels in the domain of
financial services.
4. Distinguish the skill based inputs on the brand strategies and competition mapping in the
financial services industry.
5. Build skills to give the best financial solutions to people based on their profile.
Module 1: Retail banking fundamentals 3 Hours

History and definition, role within the bank operations, Applicability of retailing concepts distinction
between Retail and Corporate / Wholesale Banking. Retail Products: Products Overview - Customer
requirements, Products development process, Liabilities and Assets Products / Description of
Liability products, Description of Asset Products.
Learning Outcomes: Understand the various investment avenues and their relevance to the various
customer characteristics
Module 2: Retail Banking processes 3 Hours

Approval process for retail loans - Credit scoring - Overview of important asset products (Home,
Auto, personal loans & Credit/debit cards) with respect to eligibility, purpose, amounts, margin,
security, disbursement, moratorium, prepayment and collections.
Learning Outcomes: Understand the designing of strategies for marketing the financial products
designed, in the context of various offerings to the markets.
Module 3: Financial Product & Financial Planning orientation 8 Hours

Banking Products: Applicability of retailing concepts: Distinction between Retail and Corporate /
Wholesale Banking.
Retail Products: Overview - Customer requirements, Products development process, Liabilities and
Assets Products. Customer Acquisition Process. Multi Segmentation and segment wise offerings.
Investment Planning: Introduction to financial planning, Life cycle analysis, Financial planning
process, Introduction to investments, Investment management process, structuring financial plans.
Asset allocation decision, Equity portfolio strategies – Active vs passive, Management strategies,
Value vs growth investing, Asset allocation strategies
Learning Outcomes: Understand the various types of sales channels for financial products and ability
to judge the fitness of the channels with the products chosen.
Module 4: Marketing of Retail products 8 Hours

Brand Management of financial services, Retail Strategies; Government and Market Regulations;
Market Structures, Segmentation and Product portfolios. Competition Mapping, Alliance
formations. Channel Structuring- Distribution Structures across different modes of reach,
Institutional Tie-ups, Cross Selling. Revenue modelling dynamics for products
Learning Outcomes: Understand the various strategies and tools for building financial service brands
in making the brand, the highest in preference for the market
Page 134 of 330

Module 5: Financial products – Personal Selling and Channel Management 8 Hours

Enterprise Selling: The Process and the approach. Relationship management framework and inputs.
Direct Selling: Customer interfaces, SPANCO Selling process in financial retail products, Referral
Selling, Customer relationship management; Managing Financial Distribution Channels: Channel
Strategies; DSA vs Agents, Setting RoI standards, Channel Motivation.
Learning Outcomes: Learn various tools in judging the customer’s investment mindset and the best
tools of relationship management for customer delight
Basic text
Evelyn Ehrlich, Duke Fanelli: The Financial Services Marketing Handbook: Tactics and Techniques
That Produce Results, Wiley Eastern, ISBN: 978-1-118-06571-6
References
1. Facrber, Esme. All about investing. Tata McGraw – Hill Publications.
2. Introduction to financial planning by Indian Institute of Banking & Finance. Taxmann Publications
P Ltd.
3.Kapoor, Jack. R., Dlabay, L. R., & Huges, R. J. (2008). Personal finance, New Delhi: Tata Mc-Graw
Hills Publications
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 135 of 330

SEMESTER – III
(Detailed Syllabus)
Page 136 of 330

Course Name: Digital and Social Media Marketing Course Code: 18JBS312
Course Outcomes
1. Assess the impact of digital technology on consumer purchasing behaviour.
2. Apply frameworks in creating digital marketing strategy and successful marketing campaign.
3. Model Search engine optimization road map.
4. Determine apt mix of various social media for effective customer engagement.
5. Examine key essentials involved in online reputation management.
Module 1: Digital marketing and developing web owned presence 7 Hours

Digital technology and its impact on consumer behavior, Traditional and Digital Marketing, Digital
Marketing mix, Components of Digital Marketing Planning and Strategy, Digital Marketing Channels.
E-commerce: Business and Revenue models*.
Website as Hub of Digital Marketing, Building an effective website, Enhancing website with
additional functionalities and data mark-up, Web Analytics – Understanding website visitor
behavior and their traffic source using various tools, Website and Competitor analysis. Concept of
remarketing*. Off-site and On-site Analytics, Affiliate Marketing.
Learning Outcomes: To understand the basics of digital marketing and to build an effective
website
Module 2: Search Engine Optimization and Search Engine Marketing 7 Hours

Search Engines, their functions and features, Keyword research and implementation.
SEO: SEO Process, SEO On-Page optimization – Site Navigation, URL, Meta tags, Image Alt tags,
Content optimization, Web master tool integration and monitoring, plagiarism and its effect on SEO.
SEO Off-Page optimization – Link Anatomy, Link types and their role in SEO, Local Search listing, Role
of Social Media for SEO.
SEM: Keyword Search, Long-tail and Short-tail keywords, Other types of keywords, Keyword match
types, Quality score in SEM, Brief to Google Adwords working, Understanding of PPC and bidding
processes, CTR and CPA as measurement metrics, Search ads and display ads*, Integration of SEO
and SEM for effective results.
Learning Outcomes: A comprehensive understanding of Search Engine Optimization and Search
Engine Marketing
Module 3: Social Media Marketing 6 Hours

Social media and its role in digital marketing, Social media types and benefits they offer to
marketers, User generated content, Word-of-Mouth, Social Listening and Engagement, Social media
strategies for B2B and B2C contexts, Facebook – features, newsfeed, insights, FB business page*,
analytics, Twitter – features, engagement, analytics, LinkedIn – features, set-up and profile, groups.
Youtube – features, channels and insights. Blogging and other social media, Brief to Social Media
Analytics and listening tools, Social media rules and guidelines.
Learning Outcomes: A Complete knowledge of various social media platforms and formulation of
social media marketing plans
Module 4: Email and Mobile Marketing 6 Hours

Email Marketing: Key Email marketing concepts, Campaign Process, Online and Offline data
capture, Email Design, Email Copy, Email Structure, CTA, Email delivery, Scheduling, Significance of
A/B testing and metrics for measurement.
Page 137 of 330

Mobile Marketing: Key Mobile marketing concepts, Trends in Mobile / Mobility*, Mobile Apps –
attributes of effective apps; QR codes, Mobile games, Location based advertising, Significance of
A/B Mobile testing. Advergames and In-Game Advertising.
Learning Outcomes: Design a blue print for an effective email marketing campaign and
understand the importance of mobile applications and gaming in digital marketing.
Module 5: Content Marketing and Reputation Management 4 Hours

Content Marketing: Use of content for digital marketing process, Developing Content Strategies for
customer engagement, Fitment of content strategy in marketing, Production and Promotion of
Content, Native advertising*, Content types.
Online Reputation Management: Understanding issue of reputation, Wider context of PR, Key
essentials of ORM, Damage limitation. Paid, Owned, Shared and Earned Media,
Learning Outcomes: Design and develop appropriate content, marketing strategies and actions
for online reputation management
Basic Texts
Ryan, D. (2017). Understanding Digital Marketing: Marketing strategies for engaging the digital. New
Delhi, India: Kogan Page Limited.
Greenberg, E., and Kates, A. (2014). Strategic Digital Marketing. USA: McGraw Hill.
Reference Books
Kotler, P., Kartajaya, H., and Setiawan, I. (2017). Marketing 4.0 : Moving from traditional to digital.
New Jersey, USA: John Wiley and Sons.
Ryan, D., and Jones, Calvin. (2011). The Best Digital Marketing Campaigns in the World – Mastering
the art of Customer Engagement. New Delhi, India: Kogan Page Limited.
Strauss, J., and Frost, R. (2016). E-marketing. New York, USA: Routledge.

Siegel, E. (2013). Predictive Analytics – The power to predict who will click, buy, lie or die . New
Jersey, USA: John Wiley and Sons.
Abstract of Marketing 4.0. (2017). Retrieved from www.marketingtechnews.net.
The SMAC Code: Embracing new technologies for future business. Retrieved from www.KPMG.in
Bullas, J. (2017). 101 tips and tactics to grow your web traffic. Retrieved from www.jeffbullas.com.
Chaffey, D., and Bosomworth, D. (2013). Digital Marketing Strategy: Planning template. Retrieved
from www.smartinsights.com.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 138 of 330

Course Name: Sales Management Course Code: 18JBS313

Course Outcomes
a. Develop conceptual clarity in sales management.
b. Develop the Professional Selling Skills.
c. Develop Effective Sales Communication Skills.
d. Develop Sales Leadership Skills
e. Examine steps involved in effective Sales Management Process.
Module 1: Introduction to Sales Management 5 Hours

The nature and role of sales management; types of selling; types of personal selling; rewards and
responsibilities and problems of sales management; social, ethical and legal responsibilities of sales
personnel. Sales Management
Learning Outcomes: Able to get conceptual clarity of Sales Management followed by selling and
communication skills
Module 2: Planning the Sales Team Efforts 6 Hours

Market-driven sales organisations; forecasting market demand and sales budgets; Sales Force
Management.
Learning Outcomes: Understand the importance of sales leadership to manage the sales team
effectively
Module 3: Management of Sales Territory and Quotas 6 Hours

Sales territory, Allocation of sales territories, Design and Size of Sales Territories; Sales objectives
and methods of quotas
Learning Outcomes: Examine steps involved in an effective sales management process
Module 4: Staffing and Training 7 Hours

Recruitment; selection and placement; management of sales training and development; contents
of the sales training program: sales and the selling process Staffing and Training*
Learning Outcomes: Appreciate the need for effective selling skills and sales leadership in meeting
sales targets
Module 5: Directing and Controlling 6 Hours

Motivating sales people and manage High Performance, incentive for High Performance; leading the
team; evaluation of salespeople’s performance, Analysis of Sales and Marketing Costs; Sales Force
Evaluation*
Learning Outcome: Connect sales management theories to practice and solve real time problems
(* These topics are categorised as ‘Self-learning’ topics and are subjected to testing)
Basic Texts
Tapan K. Panda, Sunil Sahadev (2012). Sales and Distribution Management. Oxford University Press
New Delhi, India:
Reference Books
Page 139 of 330

1. Richard R. Still, Edward W. Cundiff, Norman A.P. Govani (2013). Sales Management Decision,
Strategy and Cases, Pearson Education, New Delhi, India
2. Mallik P. (2012). Sales Management, Oxford University Press. New Delhi, India:
3. S.L. Gupta (2010) Sales and Distribution Management, Excel Books, New Delhi, India
4. Krishna Havaldar and Vasant M Cavale (2018) Sales and Distribution Management Text and Cases,
McGraw-Hill Education, Chennai, India
Reading materials
Cron, W. L., DeCarlo, T. E., & Dalrymple, D. J. (2010). Sales management: Concepts and cases. Wiley.
Stanton, W. J., Buskirk, R. H., Spiro, R. L., & Stanton, W. J. (1995). Management of the sales force.
Chicago: Irwin.
Dubinsky, A. J., Yammarino, F. J., Jolson, M. A., & Spangler, W. D. (1995). Transformational
leadership: An initial investigation in sales management. Journal of Personal Selling & Sales
Management, 15(2), 17-31.
Anderson, R. E. (1996). Personal selling and sales management in the new millennium. Journal of
Personal Selling & Sales Management, 16(4), 17-32. Batt, R. (2002). Managing customer services:
Human resource practices, quit rates, and sales growth. Academy of management Journal, 45(3),
587-597.
Baldauf, A., Cravens, D. W., & Piercy, N. F. (2001). Examining business strategy, sales management,
and salesperson antecedents of sales organization effectiveness. Journal of Personal Selling & Sales
Management, 21(2), 109-122.
Evans, K. R., Schlacter, J. L., Schultz, R. J., Gremler, D. D., Pass, M., & Wolfe, W. G. (2002). Salesperson
and sales manager perceptions of salesperson job characteristics and job outcomes: A perceptual
congruence approach. Journal of Marketing Theory and Practice, 10(4), 30-44.
Verhoef, P. C., Reinartz, W. J., & Krafft, M. (2010). Customer engagement as a new perspective in
customer management. Journal of service research, 13(3), 247-252.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 140 of 330

Course Name: Retail Management Course Code: 18JBS314

Course Outcomes:
1. Understand the process, planning and implementation of retail management
2. Gain an in-depth knowledge of product, pricing, distribution, promotion and global retail
management strategies
3. Identify the strategic tools used by companies to measure the impact of retail marketing
efforts
4. Simulate through cases the varied real-life issues of retail marketing and the decision
making dilemmas faced in retail marketing practice
5. Formulate strategic analysis plans based on shopper segmentation, competition and the
retail environment
Module 1: Introduction to retailing 4 Hours

An introduction to retailing; types of retailers; delivering value through retail formats, e-tailing and
multichannel retailing; emerging retail markets; careers in retailing. Retail industry in India:
overview of the retail sector*.
Learning Outcome: Analyse the emerging retail formats and career opportunities in retailing.
Module 2: Retailing strategy 8 Hours

Shopper buying behavior; market segmentation; retail market strategy; financial strategy; retail
locations; retail site locations; human resource management; information systems and supply chain
management; customer relationship management. Understanding India’s new breed of shoppers:
online shopping behavior in India*.
Learning Outcome: Explain buyer behaviour in the retailing context.
Module 3: Merchandise management 6 Hours

Retail product planning and management; category management, managing merchandise
assortments; merchandise planning systems; buying merchandise. Merchandise management*.
Learning Outcome: Discuss merchandise planning and management in retailing.
Module 4: Pricing and Communication 6 Hours

Retail pricing; setting retail prices; pricing strategies; connecting and communicating with shoppers;
retail communication mix; planning retail communications. Pricing in retailing*.
Learning Outcomes: Explain retail pricing and price setting approaches.
Module 5: Retail store operations and management 6 Hours

Retail store operations management and financial planning; managing the store; store layout, in-
store technologies, design and visual merchandising; customer service, Store management and its
operations*.
Learning Outcome: Discuss the components of store planning and management.
Basic Texts
Seshanna, S. & Prasad R (2015). Retail Management. New Delhi, India: McGraw-Hill India Private
Limited.
Page 141 of 330
Michael L., Weitz, B. & Grewal, D. (2014). Retailing Management. New Delhi, India: McGraw-Hill
India Private Limited.
Reference Books
Bajaj, C., Tuli, R., Srivastava, N.V. (2010). Retail Management. New Delhi, India: Oxford University
Press.
Berman, B., Evans, J., & Mathur, M. (2010). Retail Management: A Strategic Approach. New Delhi:
Pearson.

Top Retail Companies in India. Retrieved from www.ibef.org
Wal-Mart India. Retrieved from www.wal-martindia.in
Retail Industry in India: Overview of Retail Sector. Retrieved from www.ibef.org
Understanding India’s New Breed of Shoppers: online shopping behavior in India.
Retrieved from retail.economictimes.indiatimes.com
Merchandise Management, pp 10-16. Retrieved from
http://164.100.133.129:81/eCONTENT / Uploads/Merchandise_Management.pdf
Pricing in Retailing, pp. 129-143.
Retrieved fromhttp://164.100.133.129:81/eCONTENT/Uploads/Retail_Strategies.pdf
Store Management and its Operations, pp 5-19 & 39-46.
Retrievedfrom
http://164.100.133.129:81/eCONTENT/Uploads/Store_Operations_&_Management.pdf
Mall Management in India.
Retrieved from elearning.nokomis.in
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 142 of 330

Course Name: Marketing Analytics Course Code: 18JBS315

Course Outcomes
1. Develop an understanding of the importance and need for marketing analytics and data driven
decision making.
2. Build exposure to the use of appropriate and popular statistical software such as MS
Excel/SPSS/R/SAS/Any other for modelling and analysis for marketing related applications.
3. Make use of analytics methods – descriptive, predictive and prescriptive analytics models for
solution to marketing problems.
4. Illustrate 4P's and STP of marketing through mathematical models.
5. Master the ability to communicate to senior executives through data.
Module 1: Introduction to Marketing Analytics 6 Hours
Introduction to Marketing Analytics. Evolution and Scope of Analytics. Decision Models –
Descriptive, Predictive and Prescriptive Models. Problem Solving and Decision making process.,
Models for customer value analysis.
Developing Spread Sheet Models. Art of developing Spread sheet models – Guidelines to develop
an adequate spread sheet model. Application of Resource allocation models. Optimization using
Excel solver.
Basic statistical software skills. Using statistical software functions. Introduction to MS
Excel/SPSS/R/SAS/Any Other software application. Data input, coding, recoding and data reshaping
in the statistical software packages. Split file, Group, Subset, merge file options.
Learning Outcomes: Develop an understanding of the importance of analytics in business decision
making by building exposure to the use of statistical software packages.
Module 2: Descriptive Analytics 5 Hours
Descriptive Analytics using any statistical software package. Visualization, exploration and
extracting data summary statistics and their interpretation. Important parametric and non-
parametric tests for single, two and multiple group comparison. (chi square, t-test and one way
ANOVA)
Learning Outcomes: Demonstrate characteristics of data through visualization and its interpretation
and make use of parametric and non-parametric tests for single, two and multiple group
comparison.
Module 3: Predictive Analytics Methods in Marketing 9 Hours
Principal Component Analysis, Eigen values Communalities, Rotation of factors, Kaiser-Meyer-Olkin
Index, Bartlett’s test of sphericity.
Regression Modelling – fitting, model fit measures, hypothesis testing, prediction and validating
model assumptions by residual analysis. Regression model building – Stepwise, forward selection,
backward elimination and optimum sub set methods. Regression models with categorical predictor
variables (Dummy Regression). Regression analysis and modelling with any statistical software
package.
Understanding Pricing, Sales Promotion and advertising, Sales forecasting through Regression
analysis.
Learning Outcomes: Predicting a dependent variable using single and multiple independent
variables of both continuous and categorical types. (Dummy Regression)
Module 4: Customer Segmentation and Classification Methods 5 Hours
Analytics for Segmentation – Introduction to Cluster analysis multivariate method. Estimation,
Model performance and validation of cluster analysis results. Assumptions for Cluster analysis.
Page 143 of 330
Analytics methods for Classification – Introduction to Logistic regression and Discriminant analysis
models. Assumptions, estimation, model performance and model building for logistic regression
and discriminant analysis models.
Learning Outcomes: Identify homogenous group of customers called clusters which are similar to
members in the same cluster but different from those of other cluster & identify predictor variables
which impact the probability of an event.
Module 5: Marketing Models for Positioning & Product Design – Perceptual Maps and Conjoint
Analysis 5 Hours
Multidimensional scaling – Objectives, decision framework for MDS. Assumptions of MDS. Deriving
the MDS solution and assessment of overall fit. Selecting the dimensionality of the perceptual map.
Interpreting the MDS results – Identifying the dimensions. Validating the MDS results.
Conjoint Analysis – objectives of conjoint analysis. Steps in conducting conjoint analysis. Examples
of evaluating product design options using results from conjoint analysis. Strengths and limitations
of conjoint analysis.
Learning Outcomes: Draw positioning maps using the attribute model & Identify the desired
features in product design (New product development or modifying existing product).
Basic Texts
Rao. P. H (2013). Business Analytics- An Application Focus. New Delhi. Prentice Hall India.
Evans J, (2017) Business Analytics. Pearson India
Reference Books
Lilien, G. L., Rangaswamy. A., and Bruyn. A. D. (2013). Principles of Marketing Engineering. Pearson
Education Inc.
Winston, W.L. (2014). Marketing Analytics: Data driven techniques with Microsoft. Excel. John
Wiley &Sons.
Venkatesan,R.K., Farris.,P., Wilcox, R.T. (2014). Cutting edge marketing analytics: Real World cases
and datasets for hands on learning. New Jersey, Pearson Education Inc.
1. Davenport, T.H., Mule L.D., Lucker J. (December 2011). Know what your customers want.
Harvard Business Review.
2. Davenport,T. (January 2006). Competing on Analytics, Harvard Business Review
3. Wilcox, R.T. (2003).A practical guide to Conjoint Analysis. Darden Business Publishing
4. OdedNetzer et al. (2008). Beyond Conjoint Analysis: Advances in preference measurement.
Springer
5. Pfeiffer, P.E. (2012). Alumni Giving. Darden Business Publishing.
6. Wilcox, R.T. (2003). Portland Trailblazers. Darden Business Publishing
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 144 of 330

Course Name: Brand Management Course Code: 18JBS316

Course Outcomes
1. Explain key principles of branding and branding concepts.
2. Develop a brand strategy.
3. Understand the implementation tools to execute brand strategy
4. Analyze and assess the brand equity and brand performance
5. Build Brand Portfolio strategies
Module 1: Brands and Brand Management 7 Hours

Brands and the concept of Brand Elements; what can be branded*; the importance of branding to
firms and consumers; Brands v/s Products; Branding Challenges and opportunities in the modern era;
brief introduction to the concept of Brand Equity; Strategic Brand Management Process.
Learning Outcomes: Explain the distinction between product and brand and appreciate the
importance of branding for business growth
Module 2: Developing Brand Strategy 8 Hours

Customer based Brand Equity; Identifying target market; Developing Positioning strategy; defining a
Brand Mantra*; Process of building a strong brand; the brand value-chain.
Learning Outcomes: Explain the concept of brand equity and to choose appropriate positioning after
identifying possible positioning strategies.
Module 3: Designing and Implementing Brand Marketing Programs 7 Hours

Learning Outcomes: Implementation of positioning strategies by managing the branding elements
and creating appropriate marketing programs
Market segmentation levels – consumer and business market segmentation; Identifying valid bases
for segmentation; Targeting – Evaluation and selecting of segments; Crafting brand positioning;
Points of difference and points of parity;* Developing Positioning strategies; Leveraging Brand
Association for building Brand Equity.
Learning Outcomes: Implementation of positioning strategies by managing the branding elements
and creating appropriate marketing programs
Module 4: Measuring and Interpreting Brand Performance 5 Hours

Conducting brand audit; Designing Brand tracking Studies*; Establishing a brand equity management
system; Measuring sources of Brand equity – qualitative and quantitatively; Measuring outcomes of
brand equity and capturing market performance.
Learning Outcomes: Understanding the concept of brand equity and analyzing the brand
performance
Module 5: Growing and Sustaining Brand Equity 3 Hours

The Brand-Product matrix; Brand hierarchy – levels of hierarchy and designing hierarchy; Brand
Extensions – advantages and disadvantages; Understanding how Consumers evaluate brand
extensions; Evaluation of brand extension opportunities; Managing brands overtime – Reinforcing
and revitalizing; Managing brands across Geographic Boundaries and Market Segments-
Advantages and disadvantages of Global Marketing Programs*.
Learning Outcomes: Develop brand-portfolio strategies by managing the product-brand
architectures
Page 145 of 330
Basic Texts
Aaker, D. A. (2012). Building strong brands, USA: Simon and Schuster.
Kapferer, J. N. (2012). The new strategic brand management: Advanced insights and strategic
thinking, USA: Kogan Page publishers.
Keller, K. L. (2015). Strategic brand management: Building, measuring, and managing brand
equity. New Jersey, USA: Pearsons Education.
Reference Books
Moorthi, Y. L. (2000). Brand management: the Indian context. Vikas Publishing House.

Kapferer, J. N., and Bastien, V. (2009). The specificity of luxury management: Turning marketing
upside down. Journal of Brand Management, 16(5-6), 311-322.
Levy, S. J. (1999). Symbols for sale. Brands, Consumers, Symbols and Research: Sidney J Levy on
Marketing, 203-212.
Park, C. W., Jaworski, B. J., & Maclnnis, D. J. (1986). Strategic brand concept-image
management. The Journal of Marketing, 135-145.
Webster, F. E., and Keller, K. L. (2004). A roadmap for branding in industrial markets. The Journal of
Brand Management, 11(5), 388-402.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 146 of 330

Course Name: Advertising and Public Relations Course Code: 18JBS317

Course Outcomes
1. Understand terminology, concepts, theories, models and frameworks associated with the
course.
2. Contrast advertising & PR agencies and construct frameworks for choosing and appraising them.
3. Create advertising and PR strategies to address business issues.
4. Develop ability to choose a lead medium, based on nature and strength of each medium.
5. Evaluate effectiveness of creative, media and PR campaigns
Module 1: The advertising environment and the agency 5 Hours

The communication framework*, Brands and environmental challenges, Role of advertising,
Meaning of an agency, Agency types, Client–agency relationships, Functional departments in an
agency and their roles –account planning, account management, creative and media Agency
remuneration and Agency selection process.
Learning outcomes: Develop ability to identify and select the right advertising agency
Module 2: Campaign Planning 7 Hours

JWT’s campaign planning process, Segmentation variables to define target consumers and target
person, Positioning approaches*, Unilever’s key positioning framework, Methods of finalizing
advertising budgets.
Learning outcomes: Use campaign planning and positioning frameworks used in Industry
Module 3: Advertising and media management 10 Hours

Theoretical frameworks in advertising, Defining advertising objectives, The creative brief, The
creative process, Developing the advertising idea. Advertising design: appeals, message strategies
and executional frameworks, Sources and spokespersons, Measuring effectiveness- pre and post
exposure research, Ethical concerns with advertising*, Advertising bodies (AAA & ASCI) and their
roles.
Media planning process, Evaluation of mediums, Media objective setting–reach and frequency,
Media measurement – BARC, ADEX, IRS, ABC & RAM.
Learning outcomes: Initiate campaign development and media planning process
Module 4: PR – Concepts and process 3 Hours

Theoretical frameworks in PR, Understanding meaning and type of publics important for an
organisation, The PR process*.
Learning outcomes: Understand theoretical frameworks and infer the role of public relations
Module 5: The practice of PR 5 Hours

Functions of PR– supporting the marketing function, media management, employee management,
community management and disaster management. PR tools – press release, press conferences and
special events, PR ethics and responsibilities*.
Learning outcomes: Choose and apply the right public relation tools, in different business
situations
Basic Texts
Page 147 of 330

Clow, K. E. (2004). Integrated advertising, promotion, and marketing communications. Pearson

Education India.
Lattimore, D., Baskin, O., Heiman, S. T., Toth, E. L., & Van Leuven, J. K. (2004). Public relations: The
profession and the practice. New York, NY: McGraw-Hill.
Purani, K., Belch, G. E., & Belch, M. A. (2010). Advertising and Promotion: An Integrated Marketing
Communications Perspective. McGraw Hill Education.
Reference Books
Center, A. H., Jackson, P., Smith, S., & Stansberry, F. R. (2002). Public relations practices: Managerial
case studies and problems. Pearson Prentice Hall.
Baron, R., & Sissors, J. (2010). Advertising media planning. McGraw Hill Education.
Menon, A. (2009). Media planning and buying in the Indian context. McGraw-Hill Education.
Newsom, D., Turk, J., & Kruckeberg, D. (2004). This is PR: The Realities of Public Relations. Cengage
Learning.
Reddi, C. N. (2014). Effective public relations and media strategy. PHI Learning Pvt. Ltd.
Ronald, L. W., King, K. (2000). (2008). Kleppner's advertising procedure. Pearson Education India.
Shimp, T. A. (2010). Integrated Marketing Communication in Advertising and Promotion. Cengage
Learning.

Gutman, J. (1982). A means-end chain model based on consumer categorization processes.
The Journal of Marketing, 60-72.
The Advertising Standards Council of India. The Code for Self-Regulation of advertising in India.
Retrieved from https://ascionline.org/index.php/ascicodes.html
Hackley, C. (2003). From consumer insight to advertising strategy: the account planner’s integrative
role in creative advertising development. Marketing intelligence & planning, 21(7), 446-452.
Turnbull, S., & Wheeler, C. (2017). The advertising creative process: A study of UK agencies.
Journal of Marketing Communications, 23(2), 176-194.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 148 of 330

Course Name: Sales Promotion Management Course Code: 18JBS318

Course Outcomes
1. Demonstrate a thorough understanding of the major promotion concepts.
2. Determine and Infer a framework to make effective promotion decisions.
3. Adopt the necessary skills and assess the impact of an effective promotion.
4. Compose and construct a sales promotion plan for the chosen business.
5. Judge the effectiveness of a sales promotion plan and design the right promotion for a chosen
product
Module 1: Understanding the line 5 Hours

Defining the line, Above-the-line (ATL) marketing, Below-the-line marketing (BTL), Through the line
marketing, Understanding sales promotion essentials, Reasons for proliferation of sales promotions,
Consumer behavior and promotions*.
Learning outcomes: Understand the basic objectives and influencing factors of sales promotion
Module 2: Promotions design 5 Hours

Characteristics of successful sales promotions*, Setting sales promotion objectives and budgets,
Promotion design challenges, Promotion planning guidelines– product, promotion, market choices,
Measuring sales promotion campaigns.
Learning outcomes: Understand the role of various functions of the organization in contribution to
the design and responsibilities in making sales promotion effective
Module 3: Promotions spectrum 8 Hours

Consumer promotions: Meaning and importance of consumer promotions, Types of Consumer
promotions- Price led promotions: Coupouns, Sampling, Price offs and Bonus packs. Non-price led
promotions: Premiums, Refunds and rebates, Contests and sweepstakes
Trade promotions: Meaning and importance of trade promotions, Trade promotion framework,
Types of trade promotions-Trade allowances, Cooperative advertising, Trade contests, Trade
incentives and Trade shows.
Sales force directed promotions: Meaning and importance of sales-force directed promotions,
Types of sales-force directed promotions-Sales contest, Sales conferences, Company bulletin,
Personal correspondence*.
Learning outcomes: Understand the sales promotion in adapting to the market and measure the
impact.
Module 4: Personal selling, events and sponsorships 8 Hours

Personal selling: Personal selling essentials, personal selling process
Event Marketing: Meaning and benefits of internal and external events, event planning strategy –
5W model, funding event marketing programs
Sponsorships: Sponsorship benefits to brands and sponsors*, developing a sponsorship marketing

plan, developing sponsorship value-add packages, measurement of sponsorship programs
Learning outcomes: Gain knowledge of designing a sales promotion for the offering and market in
the context
Page 149 of 330

Module 5: Direct Marketing 4 Hours

Components of a direct marketing campaign, building a direct marketing strategy, types of direct
marketing – Internet, Direct-mail marketing, Catalogue marketing, Telephone marketing, Direct-
response television marketing, kiosk marketing.
Learning outcomes: Learn various techniques and methods for evaluating the sales promotion and
apply the most relevant to the market and product in the context.
Word of mouth - Meaning, importance and impact of opinion leaders* and word of mouth
campaigns.
Basic Texts
Drayton, B. (1995). Commonsense Direct Marketing. Kogan Page.
Hoyle, L. H. (2002). Event marketing. How to successfully promote events, festivals, conventions,
and expositions. Wiley.
Mullin, R. (1998). Sales promotion: how to create and implement campaigns that really work. Kogan
Page.
Skinner, B. E., & Rukavina, V. (2003). Event sponsorship. Hoboken, NJ: John Wiley & Sons.
Reference Books
Belch, G. E., & Belch, M. A. Purani. K. (2010), Advertising & promotion. McGraw Hill Education.
Clow, K. E. (2004). Integrated advertising, promotion, and marketing communications.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 150 of 330

SEMESTER – IV
(Detailed Syllabus)
Page 151 of 330

Course Name: Distribution Management Course Code: 18JBS410

Course Outcomes
1. Relate and develop the significant responsibilities of Distribution Manager in the industry.
2. Describe and Formulate strategies to effectively manage company’s Distribution operations.
3. Evaluate the role of Distribution manager and formulate strategies in recruiting, motivating,
managing and leading Distribution channel.
4. Illustrate the fundamental interrelationships of Distribution channels, Logistics and Supply
Chain Management
5. Learn the building of distribution system for an organisation to build the competence for an
organisation.
Module 1: Introduction to Marketing Channels 7 Hours

Growing importance of Marketing Channels, The Marketing Channel Defined, Use of the term
Channel Manager, The Marketing Channel and Marketing Management Strategy, Flows in
Marketing Channels, Distribution through intermediaries, Ancillary Structure.
An Overview of the Channel participants (Wholesaler and Retailer), Producers and Manufacturers.
Types of Intermediaries, Facilitating Agencies*.
Learning Outcomes: Identify the key result areas of a distribution manager
Module 2: Logistics 6 Hours

Logistics and its importance, Functions of Logistics management - Procurement/Purchasing, Inward
Transport, Receiving, Warehousing, Stock Control, Order Picking, Materials Handling, Outward
Transport, inbound and outbound Physical Distribution Management, Recycling, Returns, and
Waste Disposal, Importance of Communication in Logistics, Streamlining the Logistics, Process,
Strategic Issues in Logistics Management
Technology in Logistics- Electronic Data interchange (EDI), Artificial Intelligence, Expert Systems,
Communication Technology, Bar Coding and Scanning*
Learning Outcomes: Develop the ability to create strategies for the expected results of distribution
Module 3: Managing Channel Member Behavior 5 Hours

The Marketing Channels as a Social System, Conflict in the marketing Channel, Power in the
Marketing Channel, Role in the marketing Channel, and Communication Processes in the Marketing
Channel.
Learning Outcomes: Understand the team management of the organization and channel relations
Module 4: Developing the Marketing Channel 6 Hours

What is Channel Design, Who Engages in Channel Design, A Paradigm of the Channel Design
Decision, the Phases of Channel Design, Channel Structure, channel Intensity, Types of Channel
Intermediaries at each Level.
Channel member Selection and Channel Design, The Selection Process, Finding prospective channel
members, Applying Selection criteria, Securing the Channel members.
Learning Outcomes: Understand the dynamics of the relationships with internal and external
contributors to objectives
Page 152 of 330

Module 5: Pricing and Appraisal of Marketing Channels 6 Hours

Anatomy of Channel Pricing Structure (Markup and Markdown Pricing), Guidelines for Developing
Effective Channel Pricing Strategies, Other Issues in Channel Pricing (Free Riding, Countering grey
channels).
Vertical Marketing Systems, Types of vertical marketing systems - Corporate VMS, Administered
VMS, Contractual VMS, Horizontal Marketing Systems, Hybrid channel system, Designing and
Managing Hybrid Channel Systems*
Factors Affecting scope and frequency of Evaluations, Channel Member Performance Audit
Learning Outcomes: Understand the application of the concepts of distribution to fulfill the
organization’s expectations
Basic Texts
Rosembloom B, (2014). Marketing Channels – A Management View (8th Edition). Cengage Learning
Reference Books
Coughlan, A., Anderson, E., Stern, L.W., & El-Ansary. A. Marketing Channels. (7th edition) New Delhi,
India: Prentice Hall.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 153 of 330

Course Name: Global Marketing Course Code: 18JBS411

Course Outcomes
1. Understand the global dimensions of marketing and the relevance and application of
marketing theory to the global context.
2. Recognize culture and its impact on the marketing activities of corporations in global
markets.
3. Adopt tools, frameworks, and techniques to conduct market assessments and opportunities.
4. Evaluate strategies and plans for product and brand related decisions in global markets.
5. Develop pricing approaches and channel structures to create value for consumers in global
markets.
Module 1: Scope of and Challenges in Global Marketing 6 Hours
International marketing vs. Global Marketing, Significance of peace in global marketing,
International Task Environment, Business Orientations towards global opportunities – EPRG
framework, Global Awareness, Stages of International marketing, Strategic orientations of
domestic, multi-domestic and global marketing companies, Driving and Restraining forces for
global marketing*.
Learning Outcome: Discuss the stages of internationalization of a firm in global marketing.
Module 2: Assessing global marketing opportunities and market entry strategies 8 Hours
Global Information and information systems and marketing research, Developing global vision
through marketing research, STEEPLE scanning, Scope of international research – country, industry,
consumer research, Application of research process in international marketing, Challenges in data
collection, Methods for estimating market demand*.
International marketing process, Market entry through – Direct and indirect exporting, Contractual
agreements, Strategic alliances and direct ownership. Market expansion strategies, Stages in the
evolution of global corporation, Organizational characteristics of global companies. Emerging
markets
Learning Outcome: Recognize economic and cultural differences in various global regions and their
effect on the conduct of international business and be able to analyze these differences in terms of
opportunities.
Module 3: Global Segmentation, Targeting and Positioning 7 Hours

Global segmentation: Plurality of consumption (Segment simultaneity), Psychographic
segmentation based on Y and R, BSB, D’Arcy research*, Vertical and Horizontal segmentation,
Market groups, Emerging (High Potential) groups.
Global targeting: Criteria for targeting, Global marketing strategies, Stage-gate process,
Global Positioning: Hi-tech and Hi-touch positioning, Positioning strategies for global markets.
Learning Outcomes: Demonstrate ability to segment international markets and target countries /
regions.
Module 4: Product and Promotion related decisions 5 Hours

Product related decisions for global markets – Product attributes, Packaging, Support services,
Branding decisions, Local, National, International, Global products, Homologation, Innovative
products – Adaptation and Diffusion, Glocalisation*.
Page 154 of 330

Promotion related decisions for global markets, International advertising decisions, Barriers to
adaptation and standardization in advertising, Areas of advertising legislation and media decisions.
Learning Outcome: Understand the process of making product and brand related decisions in global
marketing scenarios.
Module 5: Pricing and Channel Decisions 4 Hours
Factors influencing Pricing decisions, Pricing objectives, Parallel import and its influence on pricing
on global markets, pricing approaches and strategies, Reasons for price escalation in global
markets*.
Critical points involved in making channel decisions, Types of channel structures, International
distribution alternatives.
Learning Outcomes: Develop pricing and channel distribution strategy for innovative products in
global markets.
Basic Texts
Cateora, P, R., Gilly, M, C., and Graham, J,L. (2014). International Marketing. USA: McGraw Hill
Education
Reference Books
Keegan, W, J., and Green, M, C. (2017). Global Marketing. Essex, England: Pearsons Education
Limited.
Masaki, M., and Helsen, C. (2008).Global Marketing Management. USA: John Wiley and Sons Inc.

Agtmael, A, V. (2007).The Emerging Markets Century. New York, USA: Free Press
Sirkin, H, L., Hemerling, J, W., and Bhattacharya, A, K. (2008).Globality. London, UK: Headline
Publishing Group.
Meredyth, R. (2007). The Elephant and the Dragon, The rise of India and China and what it means
for all of us. New York, USA: W.W Norton and Company.
Friedman, T, L. (2007). The World is Flat, A Brief History of the Twenty-first Century. New York, USA:
Farrar, Strauss and Giroux.
Business Environment Rankings. (2014). Retrieved from
http://www.iberglobal.com/files/business_climate_eiu.pdf
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 155 of 330

Course Name: Strategic Marketing Course Code: 18JBS412

Course Outcomes
1. Appreciate strategic relevance of marketing.
2. Identify critical issues in marketing and be able to get to the root of the problem and offer logical
and relevant solutions.
3. Design customer centric value creation, value capturing and delivery programs.
4. Identify, apply, critique and evaluate strategic marketing initiatives prevalent in businesses.
5. Design a strategic marketing blue print that can be implemented in the situation.
Module 1: Fundamentals of Strategic Marketing 6 hours

Compare and contrast between marketing management and strategic marketing, role of Marketing
in Corporate Planning Process; the importance of Vision and Mission Statements and use of Abell’s
framework while developing mission statement, SBU and its characteristics, Tools for managing
SBUs (Ansoff’s matrix, BCG and GE grids), *Marketing as a function within a SBU, Corporate
appraisal to enable alignment of strategic marketing to overall corporate strategy.
Learning Outcomes: Understand the role of Marketing strategy in the context of the overall
corporate strategy
Module 2: Identifying and Analyzing Competition, Building Competitive Advantage 5 hours

Models for identifying competition; Sector, Industry and Business Segment; Porter’s 5-Forces
Analysis for identifying competition; Product-Market Competition; Level of Demand Being Met;
*Strategic Group Analysis; Analyzing competition, developing general picture of competition;
Building overview of competitor’s strengths; Developing competitors’ response profiles;
Competitive equilibrium, Sources of Competitive Advantage;
Learning Outcomes: Identify competitors and design marketing strategies to create competitive
advantage.
Module 3: Understanding customers, Customer Segmentation and Targeting Strategies 6 hours

Types of Needs and Wants; *External and Internal influences in Consumer Behavior; Identifying
Markets to serve and their potentials; Market emergence dimensions; Size, Growth, Profitability
and Market structure, Using the Abel’s framework to create Market Boundaries; Possible targeting
options; Creating a Value Proposition and positioning basis chosen market boundaries.
Learning Outcomes: Identifying market opportunities and design targeting strategies
Module 4: Designing, Delivering and Communicating customer value 8 hours

*Classifying products and understanding the strategic implications of such classification; Strategic
decisions to be made in terms of individual product, product line and product mix; Approaches to
new product; Brand-Product architectures; 3C approach to pricing, Pricing strategies for new
products; Pricing strategies for existing products; Distribution strategies; Promotion mix strategies.
Learning Outcomes: Develop marketing program to implement the marketing strategy
Module 5: Broad Marketing Strategies 5 hours

Marketing strategies basis stage in the Product Life-cycle; Marketing Strategies basis the market
share; Leadership, Follower, Challenger and Nicher strategies, Blue Ocean Strategy, *Marketing
audit and its importance
Page 156 of 330

Learning Outcomes: Analyze the effectiveness of marketing strategies in the context of the changing
business environment
Basic Texts
1. Subhash C. Jain. Marketing Planning and strategy, South-Western Educational Publishing.
2. Nigel Piercy, David Cravens. Strategic Marketing, Tata McGraw - Hill Education,8th edition,
2009
Reference
1. HBR's 10 Must Reads on Strategic Marketing, Harvard Business Review Press,2013
2. Graham Hooley. Marketing Strategy and Competitive Positioning, Pearson,4th edition, 2009
3. Marketing Strategies, A contemporary approach by Ranchod & Gurau,Pearson India, 2012.
4. Strategic Marketing by Xavier, Response Books, 2010.
5. Marketing: Planning, Implementation, Control by Pride and Ferrell, Cengage, 2010.
6. Strategic marketing problems: Cases & Comments by Kerin & Peterson, Pearson, 2012.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 157 of 330

Course Name: Product Management Course Code: 18JBS413

Course Outcomes
1. Distinguish between different types of products and appraise the strategies for each product
classification
2. Develop marketing strategies on the basis of stage of Product Lifecycle
3. Understand tools to identify Opportunities
4. Build strategies for New Product Development
5. Develop and Evaluate the processes of new product development
Module 1: Product Characteristics and Classification 4 Hours

Elements of product as a part of the marketing mix - Product Variety, Quality, Design, Features, Brand
Image, Packaging, Sizes, Services, Warranties, Returns ; Product Characteristics*; Classifications of
products; Creation of differentiation through products
Learning Outcomes: Identify and classify products
Module 2: Product Lifecycle Marketing Strategies 7 Hours

Product Lifecycle; Alternative lifecycles; Marketing strategies at each stage of PLC; Evidence of the PLC
concept; Identifying the stage of lifecycle of a product; Critique of the PLC concept*.
Learning Outcomes: Critique the strategies applicable at each stage of the Product Life Cycle
Module 3: Product Systems and Mix 6 Hours

The Product Hierarchy; Product Systems and mixes; product line analysis; product line and length;
Product mix pricing; Factors influencing the product mix decisions; Packaging, labeling, warranties
and guarantees*; Product recalls.
Learning Outcomes: Develop product and product portfolio strategies
Module 4: New Product development Strategies 7 Hours

New product options – invention oriented v/s customer needs based; Types of New products – from
new to the world products to new variant launch; Challenges in NPD; Organizational arrangements
for NPD*; Consumer adaptation of Innovation; Innovation and Diffusion strategies; Frugal
Innovation (Jugaad)
Learning Outcomes: Build strategies for fostering a culture of innovation in the organization
and identify business opportunities
Module 5: Managing the New Product Development Process 6 Hours

Risks in NPD*; Managing Idea generation; Moving from Concept development to strategy;
Managing Development to Commercialization of product.
Learning Outcomes: Identify and manage the risks involved in New Product Development by
creating appropriate processes
Basic Texts
Majumdar, R. (2007). Product management in India. PHI Learning Pvt. Ltd..
Kotler, P. (2009). Marketing management: A South Asian perspective. Pearson Education India.
Page 158 of 330

Reference Books
Eppinger, S., & Ulrich, K. (2015). Product design and development. McGraw-Hill Higher Education.

Levitt, T. (1980). Marketing success through differentiation-of anything (pp. 83-91). Graduate
School of Business Administration, Harvard University.
Carol Matlack, “How Danone Turns Bacteria into Bucks,” Business Week, November 15, 2007, pp.
76-77.
Govindarajan, V., & Trimble, C. (2010). Stop the innovation wars. Harvard Business Review, 88(7/8),
76-83.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 159 of 330

Course Name: Marketing to Bottom of Pyramid Customers Course Code: 18JBS414

Course Outcomes
1. Illustrate the need of the "BOP" market.
2. Determine application of Segmentation, targeting and positioning in BOP markets.
3. Demonstrate consumer behavior among BOP.
4. Discover, explain and measure the marketing elements for BOP consumers
5. Measure and construct marketing of services in the BOP markets.
Module 1: Marketing to the bottom of the pyramid 4 Hours

Evolution of bottom of the pyramid marketing*, marketing to the base of the pyramid consumers,
producers, consumers, entrepreneurs, consumption, marketing mix, understanding poverty and the
base of the pyramid, structure, informal economy, marketing research.
Learning Outcomes: Understand the nature of the bottom of the pyramid market and consumers
Module 2: Consumer behavior and market segmentation 6 Hours

Understanding the bottom of the pyramid buyers, models and frameworks, role of social class and
referents, culture, family structure*, STP, bases of segmentation, criteria for effective
segmentation, targeting and positioning strategies for rural markets.
Learning Outcomes: Recognize STP (Segmentation, Targeting and Positioning) in BOP market
Module 3: Product and Pricing strategies 6 Hours

Classification of products, product development, branding, packaging, duplicate and counterfeit
products*, factors to be considered for price setting, price setting strategies and pricing decisions.
Learning Outcomes : Identify various factors for price setting, price setting strategies and price
decision
Module 4: Distribution and Promotion strategies 8 Hours

Marketing channels of distribution; distribution models in rural markets: distribution models of
FMCG, Emerging Distribution Models*, and other channels.
Challenges in rural communication, IMC-concept and management, objectives and frame work of IMC,
promotional mix, communication process, developing effective rural communication message, sales
promotion and events and experiences, rural centric and non-centric media.
Learning Outcomes: Recognize and examine the distribution channels in BOP with the help of
various existing and emerging tools
Module 5: Marketing of Services in the Bottom of the Pyramid Markets 6 Hours

Telecommunication, ICT, Banking, and rural health care services.
Challenges in marketing for banking services in rural, opportunities for banking in rural areas,
marketing strategies for banking services*.
Learning Outcomes: Assess the challenges and opportunities in marketing of insurance and
banking products
Basic Texts
Page 160 of 330
Prahlad, C.P. (2014). The Fortune at The Bottom of The Pyramid: Eradicating Poverty Through
Profits, New Delhi, India: Pearson Publication.
Reference Books
Kashyap, P. (2012). Rural Marketing, New Delhi, India: Pearson Publication.
Krishnamacharyulu, C.S.G., & Ramakrishnan, L. (2011), Rural Marketing Text and Cases, New
Delhi, India: Pearson Publication.
Balram, D., & Ghuman, K. (2007). Rural Marketing: Concepts and Practices, New Delhi, India:
McGraw Hill Publication.

Base of The Pyramid Definition from Financial Times Lexicon.
Retrieved from lexicon.ft.com/Term?term=base-of-the-pyramid
Reality Check at the Bottom of the Pyramid - Harvard Business Review.
Retrieved from https://hbr.org/2012/06/reality-check-at-the-bottom-of-the-pyramid
Serving the world's poor: innovation at the base of the pyramid- Emerald Insight.
Retrieved from https://www.emeraldinsight.com/doi/10.1108/02756660710732611
Business models to serve low-income consumers in emerging markets.
Retrieved from journals.sagepub.com/doi/10.1177/1470593117704262
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 161 of 330

SEMESTER – II
CORE HUMAN RESOURCE MANAGEMENT SPECIALISATION
(Detailed Syllabus)
Page 162 of 330

Course Name: Talent Acquisition Course Code: 18JBS218

Course Outcomes
1. To define the functions of manpower planning, job analysis and ability to draft job
description and specification.
2. To describe the hiring functions of human resource management and the changing pattern
of hiring and HR preferences.
3. To enhance the knowledge and skills related to selection process.
4. To analyze the process of conducting interviews and understand the possible biases.
5. To develop the ability to use modern technique in the latest developments of talent
acquisition.
Module 1: Manpower Planning 8 hours

Meaning and importance of manpower planning, Process of manpower planning challenges faced,
Linking manpower planning to other human resources functions. Demand and Forecasting
techniques, Markov analysis. Meaning and process of job analysis, importance of job analysis,
various techniques of job analysis, writing of job descriptions and specifications, linking job
descriptions and specifications to hiring and subsequent human resource functions.
Study of sample Job Descriptions*. Long / short range planning, cost of planning or not doing so,
How to consolidate future projections – sales / Revenue / manpower, Detailed manpower planning
– skills / requirements by levels / cities etc., Integrating training with hiring plans to plan supply
against demands, Understanding different parameters of D/S planning such as – attrition, hiring
lead times / training time / cost of hiring / promotions etc., Concept of utilization %, Cost per
employees, bench and its management, skill development, job rotation etc, Integrating D/S planning
with organization financials.
Learning Outcomes: Understanding the role of demand and forecasting in manpower planning. To
state the relationship between HRP and other HR functions.
Module 2: Recruitment 5 hours

Recruitment process, Factors affecting recruitment, challenges in recruitment, internal and external
sources of recruitment, recent trends in Indian scenario. Contemporary issues in recruitment.
Introduction to Social media role in recruitment and online recruitment, Realistic job previews-
meaning and importance.Employee Referral Programs, Campus Recruitment trends*. Learning
basic recruiting – sourcing / selection / on-boarding, Building organization brand and creating a
recruiting pull, Learning to hire experience hires, Learning campus hiring, Creation of Talent supply
maps.
Learning Outcomes: Ability to comprehend the recent trends and contemporary issues in Indian
hiring scenario.
Module 3: Selection 6 hours

Selection process – detailed step by step selection process. Types of interviews-structured and
unstructured interviews, panel and group interviews, stress interviews, competency based
interviews, Behavioral Event Interviews, Insights of a campus recruitment from the recruiter’s end
what he wants, Importance of referral hiring in a company and how and why it is increasing. Medical
tests, reference and background verification, recent trends in selection. Techniques of selection,
impact of selection decision on organization. Selection decisions- Various techniques and relative
Page 163 of 330

importance. - Leadership recruiting, Salary benchmarking. Practical implications of background

verifications*. Consequences of not carrying out medical tests*
Learning Outcomes: Develop an understanding of different types of interviews and various
techniques involved in selection process.
Module 4: Job offer, Placement, Induction 6 hours

Contents of job offer, offer and acceptance of job, placement of the candidate on job, various types
of induction, importance of induction, Challenges involved in placement and induction, Induction
activities done by the corporate, Offer Letter Evaluation, Selecting the Right offer, Self-assessment
before accepting any offer. Pre-requisites needed to check at the time of a job Offer, Employee
Checklist. Latest trends in Induction*
Learning Outcomes: Ability to do the self-assessment and choose right job offer as per the
competency match.
Module 5: Contemporary issues in Hiring – Tools, techniques, challenges 5 hours
Contemporary issues in the field of talent acquisition- Role of social media, online recruitment,
Introduction about What is Social Media Index Tool and How it is used by corporate to make the
social analysis of a person, Recruitment agencies – emerging trends, using analytics, Make v/s Buy
decisions, Research papers and Global survey outcomes – discussion.
Learning Outcomes: Familiarize with the global trends in hiring and understand the operations of
international recruitment agencies.
* ‘Self-learning’ topics subject to testing - New sourcing methods – social recruiting, New
selection methods – student contests etc., Using Technology for hiring
Basic Texts
1. Roberts, G. (2016) Recruitment and Selection, Mumbai, India: Jaico Publishing Company
2. Bhattacharya, D. (2013) Human Resource Planning, Kolkata, India: Excel Publishing
Reference Books
1. Edinborough,R(2014) Assessment methods in Recruitment, Selection and Performance. New
Delhi, India: Kogan Page Limited.
2. Armstrong, M(2015) Handbook of Human Resource Management Practice New Delhi, India:
Kogan Page Limited.
Additional Readings
1. https://www.peoplematters.in/article/employee-relations/induction-to-integrate-
employees-and-systems-with-organisation-
2. https://www.entrepreneur.com/article/76182
3. http://business.time.com/2012/08/15/the-power-within-why-internal-recruiting-
hiring-are-on-the-rise/
4. http://work.chron.com/importance-personal-interviews-selection-process-2864.html
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 164 of 330
Course Name: Human Resource Research Methods Course Code: 18JBS219

Course Outcomes
1. To explain the meaning and importance of research.
2. To develop research question, objectives and hypothesis.
3. To select the appropriate instrument to conduct a research.
4. To organize the data collected for research.
5. To formulate and test the hypothesis.
MODULE 1: Introduction to Research 6 Hours

Introduction to Business Research, Principles of HR research Types of research, limitations & Ethics,
Features of a good research study. Defining HR research and Quantitative HRM – significance and
relevance, Types of HR research, Consequences of not measuring HRM, Common problems with
metrics. Advantages of measuring HRM*.
Learning Outcome: Ability to explain the different types of research.
MODULE 2: Research Process 6 Hours

Research – Process, Problem, hypotheses & Proposal, Types of Research Designs, Research Process,
formulation of Research Problem. Developing hypotheses, , Literature review. writing a research
proposal*
Learning Outcome: Ability to discuss the difference between a research problem, objectives and
hypotheses.
MODULE 3: Understanding Measurements 6 Hours

Measurement & Scaling Measurement – Concept, data types, impact on analysis, Types of
measurement scales - single Vs multiple items, comparative Vs non comparative scales, Scale
construction, item analysis, Measurement error -Validity & Reliability of the scale, Questionnaire
Design – Criteria, Types of questionnaire, Question design, Structure, physical characteristic s of
questionnaire*.
Learning Outcome: Able to explain the utility of types of data and scales.
MODULE 4: Data Collection Methods 6 Hours

Data Collection Methods, Secondary Data, collection Methods – Benefits, drawbacks, Evaluation.
Qualitative Methods of data collection – Distinguishing Quantitative Vs Qualitative Methods,
Observation, FGD, Depth Interview & Projective Techniques – Process, Merits and Limitations. Types
of Secondary data – Internal and External data sources*,
Learning Outcome: Able to distinguish between qualitative and quantitative data.
MODULE 5: Analysing the data 6 Hours

Hypothesis Testing - Hypothesis testing for single, two and multiple groups (t-test, ANOVA, Chi-
Square*), Factor Analysis - purpose, application, interpretation of results, assumptions*.
Learning Outcome: Able to execute tests to test the hypothesis.
*5 Hours of Internal Assessment

** Self Learning Topics are subject to testing.
Page 165 of 330

Basic Texts
 Kothari, C.R.(2012). Edition 2. Research Methodology. Methods and Techniques. New Age
International(P). Limited.
 Anderson, V. (2011). Research Methods in Human Resource Management. University Press.
Bhattacharya,
 D.K.(2011). Human resource research methods. Oxford Higher Education
Reference Books
1) Cooper D. R and Schindler P. S. (2008) .Business Research Methods. Edition 10. McGraw
Hill publications .
2) Zikmund,W. (2008) Business Research Methods (9th ed.), Thomson South Western
Publishers [sample chapters] .
Additional Reading
 Bull Schaefer, R. A., & Palanski, M. E. (2014). Emotional Contagion at Work: An In-Class
Experiential Activity. Journal of Management Education, 38(4), 533– 559.
https://doi.org/10.1177/1052562913489030 2)
 Nicolescu, O. (2009). Methods and Techniques Specific to Human Resource Management.
Accessed from : https://core.ac.uk/download/pdf/6331001.pdf. Accessed on : 31
December 2018 3)
 Human Resource Management Research Methods. Accessed from :
https://nscpolteksby.ac.id/ebook/files/Ebook/Business%20Administration/ARMSTRONGS%
20HANDBOOK%20OF%20HUMAN%20RESOURCE%20MANAGEMENT%20PRACTIC
E/10%20-%20Human%20Resource%20Management%20Research%20Methods.pdf.
Accessed on : 31 December 2018
Evaluation Pattern
Internal End term

Attendance Total
Assessment Examination
45% 50% 5% 100%
Page 166 of 330

Course Name: Artificial Intelligence for HR Functions Course Code: 19JBS2192

No of credits: 3 Number of Hours: 30
Couse Outcomes
1. To define the concept of AI and the relevance in HRM.
2. To develop an understanding of need for AI and its applications in the HR functions.
3. To analyse the role of AI in workforce management.
4. To demonstrate the connection between virtual and augment reality with Human Resource
Development (HRD).
5. To identify the challenges and future scope of AI adoption.
Module 1: Introduction to Artificial Intelligence. 6 Hours

Nature and Definition of Artificial Intelligence (AI), Philosophy of AI, Acting humanly: The Turing test
approach, Thinking humanly: The cognitive modelling approach, Thinking rationally: The laws of
thought approach, Acting rationally: the rational agent approach, what contributes to AI, what is AI
technique, How artificial intelligence can contribute to the modern business, Applications of AI in
different industries, Intelligent agents, Structure of Intelligent agents, Relevance of Machine and
deep learning concepts in modern business
*How AI operates in different industries
Learning outcome: Develop the basic understanding of AI and its approaches.
Module 2: Need of AI in Human Resource management. 6 Hours

HRM in Indian context, Researching and understanding HR functions, Challenges in HR functions,
Demand of AI in HR functions, Types of broad spectrum AI components in Human capital
management, How AI solves administrative HR problems, Myths about AI impact on HR system, The
impact of AI on jobs, Types of AI techniques useful in HRM: Personalized Employee Experiences,
Cognitive-Supporting Decision-Making, Automation of ‘Repetitive, Low-Value Add Tasks, Smarter
People Analytics. *Is AI boon or bane to future employees and organizations? Justify with
examples.
Learning outcomes: Ability to describe the various tools and techniques of AI in developing HR
functions.
Module 3: The role of AI on Core HR and Workforce management 7 Hours

AI and performance support, The critical role of AI in talent management, Replacing human with
algorithms: hard lessons learned, How AI affects performance management and enablement,
Internal talent mobility and career pathing, AI and talent acquisition, sourcing tools and
technologies, How AI helps in candidate matching, AI and assessment, AI uses in recruitment &
selection process, Recruiting applications for natural language processing, Chatbots as a
communication mechanism, Formal learning applications for AI, Learning content and curation,
Informal learning applications for AI, Strategic implications of AI adoption, How to analyze the data
and draw Insights.
*Explain how AI is attributing to recruitment and performance management with recent
examples.
Learning outcomes: Developing an understanding of How AI helps in core HR areas like recruitment,
selection, performance assessment and talent acquisition.
Module 4: Virtual Reality and HRD 7 Hours
Technology and HRD practice, Looking forward: Virtual augmented and mixed reality technologies,
Theoretical foundations for designing Virtual Reality (VR) applications for HRD, VR and computers
Page 167 of 330
and social actors (CASA) theory, VR and cognitive load theory, VR and presence theory, VR and
immersion theory, VR and constructivist theory of learning, VR interventions for HRD: development
of an individual, groups, organization, Benefits, issues and future trends of VR, Benefits of
augmented reality in training, Application of augmented reality in training, Simulations programs
for training, Future of augmented reality-based training. Image & video recognition, Speech
recognition, Chatbots, recommendation engines
*Can augment and virtual reality methods replace the traditional training methods?
Learning outcomes: Understanding of different theories associated with virtual reality and HRD.
Module 5: Challenges of adopting AI technology and HR skills of the future. 4 Hours

Barriers to adopt AI in improving HRM system: talent gap, concern over privacy, Ongoing
maintenance, integration capabilities, Limited proven applications, Biased systems, Technological
complacency, Algorithm aversion, Data privacy and AI, System integration is lacking, How can data
privacy and security risk be mitigated?: Authentication, Authorization, Auditing, Encryption. Future
tasks for AI. *Challenges and future trends of AI adoption. Key Responsibilities for Top Executives *
Learning outcomes: Ability to understand of challenges and future scope of AI
*Indicates self-learning modules which will be evaluated through seminars, presentations based
on research/ written assignments/projects
Skill Development
1. Practical issues in the HR Functional areas and AI adoption.
2. Group case Presentations, simulation exercise
3. Gaining a practical exposure to different types of AI methods introducing in Organizations and the
challenges in from a practical perspective.
Basic Texts
1. Eubanks,B. (2018). Artificial Intelligence for HR: use AI to support and develop a succefful workforce.
Kogan Page publisher; 1 edition (2018)
2. Naqvi , A (2018). Artificial Intelligence in Human Resources: Human in the machine. (Kindle Edition)
Reference texts
1. Russell, S & Norvig, P (2003). Artificial Intelligence a modern approach, Pearson Education.
2. Artificial intelligence intelligent system,
file:///D:/AI%20&%20HR%20Functions/artificial_intelligence_tutorial.pdf
3. Winston,P,H.(1993).Artificial Intelligence.
file:///D:/AI%20&%20HR%20Functions/artificial%20intelligence%20by%20Patrick%20Henry%20Wi
nston.pdf
Additional Reading
1. Upadhyay A. K. and Khandelwal K. (2018). Applying artificial intelligence: implications for
recruitment. Strategic HR Review, 17(5), 255-258.
2. Upadhyay A. K. and Khandelwal K. (2018). In the age of e-learning: application and impact of
augmented reality in training. Development and Learning in Organizations: An International
Journal, 32(5), 19-22.
3. AI in HR: Feeing up time to be more human, https://www.raconteur.net/hr/ai-hr-human
4. Artificial Intelligence and the Future of Work: Human-AI Symbiosis in Organizational Decision
Making (Harvard case study)
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5. Artificial Intelligence Can't Replace Hard-Earned Knowledge - Yet (Harvard case study)
6. Bosch (2017), “Augmented reality applications accelerate motor-vehicle repairs and support
technical trainings”, available at: www.bosch-presse.de/pressportal/de/en/augmented-reality-
applications-acceleratemotor-vehicle-repairs-and-support-technical-trainings-130688.html
7. EVIE. AI: The rise of artificial intelligence, and the future of work (Harvard case study)
8. GROW: Using artificial intelligence to screen human intelligence (Harvard case study)
9. How Artificial Intelligence Will Redefine Management (Harvard case study)
10. Khandelwal K. and Upadhyay A. K. (2019). Virtual reality interventions in developing and managing
human resources. Human Resource Development International, 1-15.
11. McGovern et al., (2018). The new age: artificial intelligence for human resource opportunities and
functions
12. Bhardwaj R. (2019). How AI is Revolutionizing the Human Resource Functions (Article),
https://www.entrepreneur.com/article/325715
13. The Jobs That Artificial Intelligence Will Create (Harvard case study)
14. The new age: artificial intelligence for human resource opportunities and functions
15. The Rising Tide of Artificial Intelligence and Business Automation: Developing an Ethical Framework
(Harvard case study)
16. Ignite U.S.(2018), “Augmented reality tools for improved training of first responders”, available at:
www. us-ignite.org/apps/AR-training-first-responders/
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
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Course Name: Learning and Development Course Code: 18JBS220

Course Outcomes
1. To explain the meaning of learning and development and its importance.
2. To describe the cognitive, social and behavioural approaches to learning and their contradictory
implications for instructional practices
3. To demonstrate the concepts, principles and issues connected with training and development.
4. To identify the purposes, procedures, strengths and limitations of different training techniques.
5. To develop the ability to evaluate training.
Module 1: Learning and development in organizations, aligning training with company’s strategy
5 Hours
Overview of learning and development, opportunities and challenges for learning and
development, important concepts and meanings related to learning and development, Company’s
strategy and training, training process model, Benefits of having HRD perspective in strategy
development and the differences, *similarities, and relationships among HRM and HRD strategy.
Learning Outcomes: List and describe the interrelations between five phases of the training process
model and how it can be applied to organizational improvement and problem-solving.
Module 2: Learning, motivation, and performance 5 Hours

Factors that determine human performance, Relationship of motivation and self-efficacy related to
training effectiveness , Understanding learning and theories of learning, Cognitive, social and
behavioral approaches to learning and their implications for instructional practices, experiential
learning, aligning training design with learning process, Resistance to learning, relation of group
dynamics with learning and transfer of training, *Skills of an Effective Trainer
Learning Outcomes: Identify the major factors that determine human performance and their
relevance to training and describe how motivation and self-efficacy related to the effectiveness of
training.
Module 3: Training needs analysis and Design 6 Hours

Training needs analysis- steps in training need analysis, the framework for conducting a TNA, output
of TNA, approaches to TNA, *proactive and reactive training needs analysis, the purpose of
learning objectives, design of training and skills needed for designing a training program ,How
Training need analysis is done in corporates and what are the tools and techniques used for it,
Gagne-Briggs theory of instruction and social learning theory.
Learning Outcomes: Understanding the relationship between the Gagne-Briggs theory of instruction
and social learning theory, and demonstrate the skills required in the design of training.
Module 4: Traditional and Electronic training methods, Management Development 8 Hours

Purposes, procedures, strengths and limitations of lecture/discussions, demonstrations, games,
simulations, and on-the-job training, various audio-visual options, programmed instruction,
intelligent tutoring systems, interactive multimedia, and virtual reality, Development Techniques
for enhancing decision–making and interpersonal skills, Case-study, in-basket exercise, special
projects, multiple management Programme Learning, Action learning, Syndicate Work, Games,
Action Maze, Role Play; Demonstration and Practice Monitoring; Coaching; Self Diagnostic Skills,
Experience Learning, Discovery Learning, Brain Storming, Counselling, Position Rotation, Team
Building, and Sensitivity Training, Design and development factors that are key to an effective ET
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program, *choice of training and development methods, developing training materials. Self
management.
Learning Outcomes: Enable the students to identify, design, deliver and evaluate a feasible,
meaningful and relevant training and development program.
Module 5: Evaluation of Training 6 Hours

Rationale and resistance for training evaluations, Designs that are possible for evaluation and their
corresponding advantages and disadvantages, *pros and cons of training evaluation, Methods of
evaluating effectiveness of training efforts, Kirkpatrick model of training effectiveness, technology
and training evaluation, Emerging Trends in Training and Development: Gamification, team training
and six sigma training; Electronic Enabled Training Systems (EETS), Case-studies: Training and
development initiatives of some selected companies. Lean Awareness Training, Introduction to
Agile, Six Sigma yellow belt (2 days Training can be done for the students) LMS, how an LMS gets
operated in a company.
Learning Outcomes: Ability to describe the various designs that are possible for evaluation and their
advantages and disadvantages.

5 Hours for internal assessment
Basic Texts
1. Blanchard, P. N and Thacker, J. W. (2015) Effective Training: Systems, Strategies, and
Practices, VI Edition, Pearson Education.
2. Noe, A. R and Kodwani, D. A. Employee. (2016). Training and Development, V Edition, Tata
McGraw Hill Education Private Limited, 2013 First Reprint
Reference Books
1. Anderson, A.H. (2000)Training in Practice, Infinity Books,
2. Goldstain, I, L & Ford, K. (2010).Training in Organization: Needs assessment, Development,
and evaluation, IV edition, Thomson Learning,
3. Janakiram, B.(2010) Training & Development, Biztantra innovations in management,
Dreamtech press,
4. Lynton, E. H & Pareek,(2011) U. Training for development, Sage Publications India Private
Ltd, 2011.
5. McGrath, E.H.(2010) Training for Life and Leadership in Industry, Prentice Hall of India.
6. Phillips, J, J.(2004) Handbook of Training Evaluation and measurement methods, Jaico
publishing house.
7. Truelove, S.(2011) Training and development: Theory and practice, II edition, Jaico
Publishing house.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
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Course Name: Emotional intelligence for effectiveness Course Code: 18JBS221

Course Outcomes
1. To define the concept of emotional intelligence and exhibiting emotionally intelligent
behaviour at the workplace
2. To describe the different models of emotional intelligence and discuss the ability to handle
emotions of self and others for reduced dysfunctional conflicts.
3. To recognize Emotional quotient (EQ) through EQ Assessment; leverage one's own EI
abilities and competencies.
4. To create an actionable plan to address self-management, self-awareness, self-regulation
and empathy through awareness, motivation and development
5. To develop the capacity to increase emotional intelligence competencies to positively impact
work interactions.
Module 1: Emotional Intelligence- Introduction 6 Hours

Emotion, Components, Feelings, bodily arousal, sense of purpose, social expression. Primary and
secondary emotions, Plutchik wheel of emotions, what is EI, EQ & IQ, Historical Roots of Multiple
Intelligences the Marshmallow experiment and its significance, Power of Emotions, The Emotional
Brain & Amygdala Hijack, Cognitive abilities related to job performance- Inner dialogue, capturing
&interpreting social cues and behavioural norms*, developing realistic expectations, Executive EQ.
Importance of EQ over IQ. Why companies prefer high EQ over High IQ and What is the importance
of EQ incorporates with examples.
Learning outcomes: Understanding the different cognitive abilities related to job performance and
core skills required to practice EI and Primary and Secondary Emotions.
Module 2: Different models and constructs of Emotional Intelligence 5 Hours

Ability Based Model (Mayer & Salovey), Trait Model of Self-Efficacy (K.V. Petrides), Mixed Model
(Daniel Goleman), BAR-ON’S Mixed model of EI, Comprehension Management; Personal
Competence (Self Awareness, Self-Management & Motivation), Social Competence (Empathy &
Social Skills) *. Five Elements defined in Competence terms: Self Awareness (SA), Self-Management
(SM), Motivation (M), Empathy (E), Social Skills (SS).
Learning outcomes: Ability to compare and contrast the models of EI and inspect the basic building
blocks of EI.
Module 3: Measuring Emotional Intelligence 6 Hours

Globally used psychometric tools for EI:
Bar-Ons EQi 1997, MEIS by Mayer & Salovey 1997, ECI by Boyatziset al 1999. EQ Map by Cooper &
Sawaf 1997, TEQi by Petrides
Indian psychometric tools for measuring EI:
EI scale by R.K. Pradhan 2006, EI scale by Hyde, Pethe & Dhar 2002, EI scale by S. Singh 2004, EI scale
by Chadda & Singh 2001, EI scale by Bhattacharya 2004*
Learning outcomes: Administration of different psychometric tools for measuring EI and critically
analysing the suitability.
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Module 4: Role of Emotional Intelligence in contributing to organizational effectiveness and ways

to increase EI 6 Hours
Application of EI for organizational effectiveness
Personal effectiveness: Occupational stress handling, Job satisfaction, Job performance,
Organizational commitment, Effective leadership, employee motivation, organizational
commitment & OCB, Conflict handling, Employee efficiency, Peer counselling, Cost saving,
Impression management, Fostering creativity. Emotional labour, problem-solving skills.
Organizational effectiveness: Competency building, Resource mobilization, Positive organizational
culture, Improved productivity. Towards improving emotional intelligence: Role modelling,
Personality development and value education sessions, Assertiveness training, arresting irrational
thoughts, using positive affirmations, Resilience training, learning to respond not to react, learning
to use correct verbal and nonverbal communication* Transformational Leadership, Relationship
between EI and transformational leadership.
Learning outcomes: Application of EI for organizational effectiveness and formulation of strategies
to improve Emotional intelligence.
Module 5: Emotional intelligence skills, Emotional intelligence in Indian context, Case studies
and research outcomes 7 Hours
EI skills:
a) Emotional skills – Identifying and labelling emotions, managing feelings, Delayed gratification of
needs*
b) Verbal skills – Clear communication, effective handling of criticism, Avoiding dysfunctional
communication;
c) Non-verbal skills – Body posture, Eye contact, Facial expression, Hand gesticulations,
Paralanguage.
EI in the Indian context:
a) Skills for Personal Competence- Personal awareness: Self-awareness, Self-esteem, Self-
motivation, Values, Believes and Attitude, Optimism. Personal management, Self-management,
Tolerance to ambiguity/ Intuition, Stress coping skills.
b) Skills for social competence: Social Awareness: Empathy, Resilience, assertiveness, social
Management: Relationship skills, Influencing others, Nurturing others, Networking skills, Conflict
management skills
Learning outcomes: Application of EI skills in organizational settings and Classification of EI in the
Indian context.
5 hours of internal assessment

* ‘Self-learning’ topics subject to testing.
** Self-learning exercises:
1. You will be assigned to a team that must develop 4 EI exercises for incoming first-year
students at CMS BSchool. Each exercise should follow the format below:
Name of Exercise:
Materials Needed:
Brief description of the exercise:
EI dimensions tapped (use Warrier Emotional Intelligence Scale):
Time anticipated:
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Detailed instructions for the exercise: (This part should include how the group leader should set up
the exercise and what participants must do at various parts of the exercise, debriefing questions for
the group, if relevant, etc.)
2. You are expected to collect the EI worksheet from the professor for the following self-
learning activities
3. For improved Social Skills: Using relationship management worksheet, write the names of
important people in your life. Then, think about what you know about that person. List two traits,
hobbies, or features related to the person in the designated boxes. If you had trouble listing
something about the people in your life, you may want to pay more attention to those around you.
Learning something unique or personal about the individuals in your life can help you maintain
caring and positive relationships.
4. For improved Self-Management: Using the Impulse management worksheet, think of a time
when you were angry and how you handled it and write it down. Describe your reaction and
behaviours in the activity sheet.
Now, think about how you would like to process anger in the future. Describe healthy management
skills andbehaviours and write them using the cues given in the worksheet
5. For increase Self Awareness: Using the Self-awareness activity sheet, choose three strengths
for yourself, and three that you would like to improve on from the lists provided in your activity
sheet. If you don’t see a trait listed here, feel free to write your own! Once you’ve chosen traits that
need improving, think about and describe how you will attempt to improve those traits.
6. For improved Social Awareness: Using the social awareness cue card, match the picture
provided with the list of emotions provide, paying attention to the emotional expression in the
picture.
7. For Behavior Modeling for improved overall EI: Using the Behavior modelling worksheet,
think of someone whom you know, who excelled in attaining an effective working relationship with
their colleagues and subordinates. What makes them so effective? List and describe their attitudes
values knowledge and skills that set them apart from the rest.
8. Appliication of following scales as part of mini project.: Work Profile Questionnaire Emotional
Intelligence Version (WPQei), Self-Report Emotional Intelligence Test (SREIT), The Levels of
Emotional Self Awareness Scale (LEAS), The Genos Emotional Intelligence Inventory (Genos EI),
Work Group Emotional Intelligence Profile (WEIP), The Group Emotional Competence (GEC)
Inventory, Wong's Emotional Intelligence Scale (WEIS).
Basic Texts
1. Working with Emotional Intelligence: Bloomsbury Publication-Daniel Goleman (1998)
2. Emotional Intelligence and Your Success- Steven Stein and Howard (wiley)( April 2011)
Reference books
1. The Student EQ Edge: Emotional Intelligence and Your Academic and Personal Success: Student
Workbook 1st Edition by Korrel Kanoy, Howard E. Book, Steven J. Stein
2. Berne, E. (1964) Games People Play: The Basic Handbook of TA
3. Segal,J. (2008) The Language of Emotional Intelligence: The Five Essential Tools for Building
Powerful and Effective Relationships:
4. Goleman, D. Emotional Intelligence, New York, Bantam (1995)
5. Meyer, J., Salovey, P. & Caruso, D., “Models of Emotional Intelligence” (2000)
6. Working with Emotional Intelligence: Bloomsbury Publication-Daniel Goleman (1998);
7. The Brain and Emotional Intelligence: New Insights: Daniel Goleman HBR's 10 Must Reads on
Emotional Intelligence (2015)
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Additional reading
1.https://www.peoplematters.in/article/employee-relations/how-to-measure-emotional-
intelligence-the-wleis-scale-18313
2.https://www.themuse.com/advice/10-articles-thatll-make-it-easy-to-boost-your-emotional-
intelligence
3.https://hbr.org/2018/05/is-your-emotional-intelligence-authentic-or-self-serving
4.https://hbr.org/2018/04/how-to-develop-empathy-for-someone-who-annoys-you
5. http://president.scfte.northwestern.edu/.
Journal articles to refer

 Ugoani, J., & Amu, C. (2015). Dimensions of emotional intelligence and transformational
leadership: A correlation analysis. Independent Journal of Management & Production
(IJM&P) v, 6.
 Seal, C. R., Sass, M. D., Bailey, J. R., & Liao-Troth, M. (2009). Integrating the emotional
intelligence construct: The relationship between emotional ability and emotional
competence. Organization Management Journal, 6(4), 204-214.
 Dhani, P., & Sharma, T. (2016). Emotional intelligence; history, models and measures.
International Journal of Science Technology & Management, 5(7), 189-201.
 Mahway, NJ: LEA - Wolff, Druskat, Koman & Messer (2006). The link between group
emotional competence and group effectiveness. In V. U. Druskat, F. Sala, & G. Mount (Eds.),
Linking emotional intelligence and performance at work: Current research evidence with
individuals and groups.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
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Course Name: Industrial Relations Course Code: 18JBS222

Course Outcomes
1. To be able to explain the current industrial relations system in India
2. To elaborate the legal frame work and process of collective bargaining, tripartism.
3. To explain the government’s role and impact of technology over Industrial relations.
4. To explain the importance of worker’s participation in management and social security.
5. To discuss the details of dispute, labour administration, grievance handling and management of
IR.
Module 1: Economy and the Labor Force in India and Industrial relations in a comparative frame
work, Labor Policy and reform 7 Hours
Introduction ,Definition, scope, objectives, factors affecting IR, participants of IR, importance of IR.
Approaches to Industrial relations, system of IR in India Historical perspective & post-independence
period, Code of Discipline and historical initiatives for harmonious IR, Government policies relating
to labor, ILO and its influence on Legal enactments in India, Theoretical perspectives (theories of
industrial relations), Globalization and Industrial relations, Origin and growth of employer’s
organizations, , Labor force in India, Structure, Composition and Trends, Key concerns in labor
policy, *Future of industrial relations in India, Discussions on Labor issues with reference to Indian
Scenario.
Trade Unions – Management of Trade Unions in India, Trade Unions and Economic Development,
Trade Union recognition*
Learning Outcomes- Describe the present state of industrial relations in India and be aware of the
challenges and key issues involved in Industrial relations and to review the link between the
parliament, the judiciary and the executive.
Module 2: Collective Bargaining and Tripartism and Social Dialogue 6 Hours

Introduction, the concept of collective bargaining, Definition, Meaning, Nature, Essential conditions
for the success of collective bargaining, functions of collective bargaining, importance of Collective
Bargaining, collective bargaining process, prerequisites for collective bargaining, implementation
and administration of agreements. Negotiations-Types of Negotiations-Problem solving attitude,
*Techniques of negotiation, negotiation process, essential skills for negotiation, Assessment of the
working of tripartism, bipartite consultative machinery, social reform and the reform process,
Bipartism’s link with tripartism. Strengthening tripartite social dialogue.
New amendment in the act, the Trade Unions (Amendment) Bill, 2019.
Learning Outcomes – Know the process and techniques of collective bargaining at the national
industrial and organizational levels and use negotiation skills and the various stages of negotiations
for conflict resolution and to understand the Tripartism and collective bargaining in depth and
examine the nuances of drafting labor management agreements.
Module 3: The Role of Government in Industrial Relations, Technological change and Industrial
relations. 5 Hours
Divergent perspectives on the role of the government in industrial relations. Types of government
interventions The means of state intervention, role of state in industrial relations at the state level,
Future role of the government. Impact of technological changes on employment. Response of the
trade unions to new technology, *role of collective bargaining in facilitating technological
changes.
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The crisis in industrial relations, emerging dynamics in industrial relations*

Learning Outcomes – Comprehend the diverse perspectives on the role of government in industrial
relations and analyze different types of legal and institutional state interventions and the means by
which governments intervene and to gain insight into the impact of technological changes on
industrial relations.
Module 4: Employee/workers participation and labor- Management cooperation, Social Security

6 Hours
Meaning of participation, Purpose of worker’s participation, Forms of workers ‘participation in
management, Government policy and participation, Structure of participative management, Nature
and benefits of participative management. Essential Conditions for Successful Working of WPM
Social security system in the organized sector. Indian constitution and legal framework. Medical
care, safety, occupational health and welfare funds, OSHA, Principles of Occupational Safety and
Health. Social security reform during the period of structural adjustment. *
Learning Outcomes – Become familiar with the importance of worker’s participation and deal with
the intricacies of worker’s participation and HR frame work and to gain an insight on social security
in the context of the emerging socio-economic environment.
Module 5: Grievance Redressal and Employee Discipline and Dispute resolution. 6 hours
Meaning and definition, Concept of Grievance, Types of Grievances, Grievance Handling
Mechanisms and Processes, Handling Grievances, model grievance, alleged Sexual Harassment,
managing employee grievance, nature and causes grievance, grievance procedure. Concept &
Importance of Discipline, Principles of natural justice, Principles of Rewards and Punishment, Legal
Perspectives on Industrial Discipline, Steps in domestic enquiry. Reference of disputes to boards,
courts or tribunals, voluntary reference of disputes to arbitration, strengthening conciliation,
promoting alternative dispute resolution mechanisms, Disciplinary procedures, approaches to
manage discipline in Industry, Principles of Hot stove rule. Guiding principles for grievance
procedure and Disciplinary Process in different companies*
Learning Outcomes- Implement a grievance redressal system in an organization and identify the
ways and means of resolving disputes within the organization and through alternative mechanisms.
Basic Texts
1. Venkata Ratnam C S & Dhal M (2017), Industrial relations (2nd edition.). New Delhi: Oxford
University Press.
2. Kumar H.L. (2010), Labor Law Management from Selection to Separation (7th ed.), Delhi:
Universal Law Publishing Co. Pvt. Ltd.
Reference Books
1. SarmaA.M. (2013), Industrial Relations, (10th ed.), Mumbai: Himalaya Publishing House.
2. Arun M, Ranjeet N and Patturaja S (2012), Industrial relations and Labor Laws (2nd ed,). New
Delhi: Tata Mac Graw Hill Publishing Company Limited.
3. Biswajeet P (2006), Human Resource Management, (3rd ed.), New Delhi: Prentice Hall of India
Pvt Ltd.
4. Punekar S.D., Deodhar S.B., Sankaran Saraswathi (2011), Labour Welfare, Trade Unionism and
Industrial Relations, ((14th rf.), Mumai: Himalaya Publishing House.
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Additional readings
1. http://labour.govmu.org/ Ministry of Labour, Industrial Relations, Employment and Training
2. http://www.publishingindia.com/ijir/ Indian Journal of Industrial Relations
3. https://clc.gov.in/clc/ chief labour commissioner
4. http://iira.webs.com/ Indian Industrial Relations Association
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
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SEMESTER – III
CORE HUMAN RESOURCE MANAGEMENT SPECIALIZATION
(Detailed Syllabus)
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Course Name: Human Resource Metrics and Analytics Course Code: 18JBS319
Course Outcomes
1. To be able to identify the range of areas where analytics are being used to improve people
management.
2. To examine the data in order to set up the analysis.
3. To develop the ability to convert the data into information.
4. To develop the ability to explain the main decisions that are being informed by the data.
5. To demonstrate the ability to take decisions from the information generated out of the data.
Module 1: Introduction to HR Metrics & Analytics 7 Hours

Introduction to HR Metrics & Analytics, Sources of Data, Process of Analytics- Define, Collect,
Organize, Visualize, and Analyze, Evolution of HR Analytics*, Big Data Analytics, Introduction to
Hadoop, Data sources - Human Resource Management Systems/Human Resource Information
Systems and other data sources, HR Metrics to Human Resource Analytics- Performance, Staffing,
Collaboration, Talent Management; Intuition versus analytical thinking, decision making, Difference
data, information, measurement, metrics and insight, Myths in Measurement (eg. We don’t have
enough data), Traps in Measurement (eg. Suffering from just median or mode), Difference between
reporting metrics and analytics
Learning Outcomes: To familiarize the concepts of Data Cleaning and Exploration and demonstrate
familiarity with Human Resource Information system.
Module 2: Staffing Analytics 7 Hours

Human Resource Planning, Markov Analysis, Most common sources of recruitment, Recruiting tools
and practices, Measuring the costs of hiring- Cost per hire, hiring cycle time, hiring fill rate, offer
acceptance rate, Effective of different channels of recruitment*, Staffing metrics, Effectiveness of
different channels, generating selection method data, Identify the effectiveness of each method,
decision making, Differentiating between Descriptive Analytics and Predictive Analytics, Why & how
metrics are different from analytics, Basis statistical tools like SPSS / SAS and R
Learning Outcomes: To develop the ability to identify the effective recruitment channels and
demonstrate the ability to list the effective selection methods.
Module 3: Performance Evaluation Analytics 6 Hours

Introduction to performance related data, Performance metrics, *Noisy data, Outcomes not
resulting out of employee performance, Skim data to report performance under different
performance parameters, Establishing causation and Correlation for performance and performance
drivers
Learning Outcomes: Ability to conduct evaluation of employees using data and develop reports from
the information generated.
Module 4: Collaboration Analytics 5 Hours

Collaboration- definition, importance, how people collaborate, Mapping and evaluating
collaboration patterns, Methods to improve collaboration, Improving collaboration patterns,
Virtual team effectiveness*, Social Network Analysis and its implications.
Learning Outcomes: Able to describe collaboration pattern between employees and Recognize the
opportunities to improve collaboration patterns among employees.
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Module 5: Talent Management 5 hours

Talent Management, Challenges in Talent Management, Talent Management metrics, reverse
causality, processing data, Training participation rate, Training cost per employee, ROI on training,
Kirkpatrick model of evaluation*, Span of control, measuring employee satisfaction, Tracking hiring
decisions and performance on the job
Learning Outcomes: Ability to develop data pertaining to talent management and demonstrate the
ability to take decisions based on the information derived out of the data.
Basic Texts
1) Soundararajan.R and Singh., K (2016) Winning on HR Analytics: Leveraging Data for
Competitive Advantage – 1st edition
2) Bhattacharyya.D (2016) Human Resource Research Methods Oxford University Press – 1st
Edition
Reference Books
1) Laurie Bassi, Rob Carpenter, Dan McMurrer. HR Analytics Handbook, McBassi & Company
Additional Readings
1) https://hbr.org/2017/06/hr-must-make-people-analytics-more-user-friendly
2) https://hbr.org/sponsored/2017/06/hr-analytics-busting-silos-and-delivering-outcomes
3) https://hbr.org/webinar/2017/06/leveraging-hr-analytics-in-strategic-decisions
4) https://hbr.org/2017/06/hr-must-make-people-analytics-more-user-friendly
Evaluation Pattern
Internal End term

Attendance Total
45% 50% 5% 100%
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Course Name: Employee Reward Management Course Code: 18JBS320

Course Outcomes
1. To define the reward management and its organizational implications.
2. To analyze the reward strategy and executive compensation plan.
3. To demonstrate the job evaluation and types of incentives in the current business environment.
4. To design employee salary structure for a given post.
5. To critically analyze the wage determination mechanism in modern context.
Module 1: Introduction to Reward Management 8 Hours
Reward management- Meaning , basic concepts and types of compensation, Financial and non-
financial classification of remuneration and rewards, Objectives of compensation management
system, Concepts of total earnings, total remuneration and total rewards, Definitions and Model of
Total Rewards, Communicating Total Rewards, Transactional and relational rewards, Reward &
Recognition with more emphasis on recognition (Peer recognition), 3P concepts in compensation
management, Motivation theories pertaining to compensation management, Tools and techniques
of a compensation system - Job analysis, Types of Compensation Management - The Pay Model,
Strategic Pay Policies, Strategic Perspectives of Pay, Strategic Pay Decisions, Compensation
decisions without Bell Curve, Best Practices vs. Best Fit Options, Appeal /Escalation process when
employees are not happy
Compensation system determinants*
Learning Outcomes: Develop an understanding of reward management concepts and compare the
different theories of motivation applied in reward management.
Module 2: Reward strategy, aligning reward strategy to company strategy and reward
management of special groups 6 Hours
Reward strategy, Principles of effective reward strategy, Theories of reward management, Strategic
orientation of compensation management, developing a total compensation strategy,
Compensation of special groups, Executive Compensation: Meaning, Components of Executive
Compensation, Calibration of Executive Compensation to Performance, Transparency of Executive
Compensation, Executive Compensation theory, Executive Compensation Design, Different criteria
of Executive Compensation. Expatriate reward management- International reward strategy,
rewarding expatriates, Reward management of sales and customer service staff, Rewarding
knowledge workers- Managing knowledge workers, approaches to rewarding knowledge workers,
Forms of equity in compensation, 9 criteria for developing effective compensation plan, Pay Policy
Alternatives, Wage Surveys, Pay Policy Line, Pay Grades, Role of Compensation Committee of the
Board of Directors. Time and piece rates *
Learning Outcomes: Ability to analyze the effectiveness of reward strategy and developing an
understanding of managing special groups.
Module 3: Job evaluation & Pay for performance 6 Hours

Job evaluation: Definition, objectives, principles, methods of job evaluation non analytical &
analytical - ranking, classification, Market pricing, Job banding and Point method of job evaluation.
Pay for Performance: Meaning. Definitions. Pre-requisites of effective incentive system. Role of
Performance Appraisal in fixing compensation (P4P)-Basic concept of incentives, Types of incentive
plans- Individual and group incentives, Organizational incentive plans, Profit sharing & Gain sharing,
STI & LTI : Short term incentive plan: Merit Pay, lump sum bonus, Individuals Spot awards, Long term
incentive plan, Employee Stock Ownership Plans of Indian companies *
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Learning Outcomes: Able to examine the different incentive schemes in organization and critically
analyze its suitability.
Module 4: Structure of employee compensation in India 6 Hours

Basic , Allowance ,Incentive, Benefits, Concept of Fringe benefits, Types of fringe benefits -
Mandatory and non-mandatory benefits , Flexible benefit plans (Cafeteria plans), Development of
the pay structure: Understanding of Basic, House Rent Allowance, Dearness allowance, Deductions:
ESI, PF, PT,TDS Contributions (PF ESI) Calculation of Gross salary and Net salary, Mandated benefits
inclusion in CTC, Tax efficient compensation planning, Tax Calculations of CTC, Tax implication of
employee CTC to employer, Preparation of CTC, Working of pay Commission, 7th Pay Commission-
Major Recommendations, Best practices in Compensation management, recent trends in
Compensation. Trends in compensation management in India* Defining & communicating a
Compensation / Total Rewards Philosophy of the Company.
Learning Outcomes: Ability to develop a comprehensive CTC pie for employees, factoring in different
components of CTC and build an understanding of best practices in compensation management.
Module 5: Institutional mechanism of wage determination in Indian scenario and administrative

challenges of compensation management 4 Hours
Unilateral wage fixation*, Theories of Wage Determination, Wage determination mechanisms in
India-Legislation- PWA, MWA, ERA, PBA, Wage boards, wage policy, Job evaluation, Pay
commissions, Collective bargaining, Arbitration and Adjudication. Issues in compensation
management- Pay secrecy, Disparate CEO: worker pay ratio, Managing global pay, Pay compression,
Pay inversion, Red circle and Green circle jobs, its significance in Comp and Ben. Role of Bureau of
Public Enterprise and Indian Bank’s Association in wage agreement with Unions.
Learning Outcomes: Understanding the need of wage determination mechanism and the role of
different agencies involved in wage agreement.

** Self learning exercises:
1. Prepare a CTC pie(individually) for a business development manager, HR business partner, and
the CEO of an organization, with justification of percentage of choice of each component in CTC.
2. Collect information(individually) about the benefits offered to employees (both mandatory and
voluntary) from any two IT companies of Bangalore and compare the benefit components of the
companies
3. Conduct a short survey(individually) among employees of any chosen sector (minimum 35
employees to be covered) to understand the most preferred benefits of that sector. Students are
supposed to submit a short report of the same
4. Collect information (in groups) about the compensation practices in 3 different countries and
present in the class
5. Make use of computer lab facility to work on live compensation spread sheets to apply module 5
at various levels of Management
Basic Texts
1. George T Milkovich. (2016). Compensation : McGraw Hill Education (India) Private Limited
2. BD Singh. ( 2012) . Compensation & Reward management: Excel books, , ISBN: 9350620111,
9789350620113
Page 183 of 330

Reference books
1. Armstrong & Stephens.( 2005). A handbook of Employee Reward Management and Practice, :
Kogan Page Publishers
2. Armstrong & Brown, (2006). Strategic Reward: Kogan Page publishers
3. Bashker D. Biswas.(2012).Compensation and Benefit Design : FT Press, ISBN: 0133064859,
9780133064858
4. Steven Balsam. (2002). An Introduction to Executive Compensation : Academic Press, , ISBN:
0080490425, 9780080490427
Additional reading
1. https://www.peoplematters.in/article/compensation-benefits/four-key-trends-toimprove-your-
compensation-models-17362
2. http://www.compensationcafe.com/2012/09/india-a-compensation-
professionalsheadache.html
3. http://www.compensationcafe.com/2018/06/the-next-age-of-total-rewards-theory.html
4. http://www.indianmba.com/Articles_on_Management/AOM31/aom31.html
5. https://www.peoplematters.in/article/hr-technology/heres-how-blockchain-is-going-toimpact-
human-resources-18464?media_type=article&subcat=aon-bestemployer&title=heres-how-
blockchain-is-going-to-impact-human-resources&id=18464
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 184 of 330

Course Name: Human Relation Skills Course Code: 18JBS321

Course Outcomes:
1. To define the ability of gaining self- awareness and guiding self towards self and professional
improvement.
2. To explain and overcome the barriers to self- improvement and to develop and implement
goal setting skills in achieving personal and professional goals.
3. To develop the skills for working effectively in diversity and enhance the persuasion skills by
understanding persuasion process.
4. To explain professional negotiation and team building skills.
5. To acquire leadership skills and techniques of empowerment for self and others.
Module -1 Intrapersonal Effectiveness-Self Awareness, Self-disclosure, Trust 5 hour

Definition and importance of Self-awareness. Lack of Self-awareness
Strategies for gaining Self-awareness Self-analysis, Behavior, Personality, Ways of Assessment
Personality, Self-Monitoring, Attitudes, Perception Attribution Theory Others’ Perceptions Self
Disclosure Diverse Experiences Self-disclosure: Definition and importance of Self-disclosure.
*Strategies for Self-disclosure, concerns about Self-disclosure, Guidelines for Self-Disclosure, Role
of Self-disclosure in Increasing Self-awareness, Definition and importance of Trust. Concerns about
Building Trust, Strategies for Building Trust: Personal Trust-Builders, Organizational Trust-Builder :
A Note of Caution
Learning Outcomes: Able to analyze one’s personality, attitude and behaviour in making personal
and professional choices.
Module-2: Interpersonal effectiveness: Effective goal setting and Self- Management 5 Hours
What is Goal Setting? Goal setting theory, Why is goal setting important? Key Behaviours for
Effective Goal Setting Clarifying Values, Writing Effective Goals Overcoming obstacles, Self-
Management -What Is Self-Management? Benefits of Self-Management, EQ, Dimensions, *EI
application for Managers, what is Time and Stress Management? Why are Management of Time
and Stress Important? Strategies for Time-and Stress-Management, Stress Management Issues,
Types of Stress, Responses to Stress Organizational Responses to Stress: Strategies for Managing
Stress, Overcoming Fear of Failure, Transaction Analysis .
Learning Outcomes: Ability to apply self-goal setting to achieve personal and professional goals in
developing personal mission statement.
Module 3: Interpersonal effectiveness- Understand and working with diverse Others Persuading
individuals and audiences, Making Decisions and solving problems 7 hours
What is Diversity? Diversity Valuing diversity – Managing diversity *Why is Diversity Important?
Positive results from utilizing diversity in the work force: Changing aspects of the workforce Diversity
Strategies, How to Gain Awareness, Barriers to Accepting Diversity: Prejudice, Ethnocentrism,
Gender Differences, Cross-Cultural Diversity: Differences exist in various means: Hofstede five
dimensions of cross-cultural differences , Strategies for Addressing Cross-Cultural Issues ( for
individuals and organisations) Managing Organizational Diversity- Successful Strategies for
Managing Organizational Diversity Effectively Persuading Individuals: What is Persuasion?
Importance Overview of Theories of Effective Persuasion, Leon Festinger’s cognitive dissonance
theory, McGuire’s inoculation theory , Reardon’s ACE Model The Persuasion Process -six steps: A
Word of Caution : Questions to determine if a speaker is either positively persuading or negatively
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manipulating, Making Effective Presentations, Tips for before, during and after the Presentation,
What is decision making, importance, Process of decision making What is problem solving,
importance, problem solving techniques Brain storming, Creativity , Creativity in problem solving
Learning Outcomes: Develop the ability to work effectively with different races, genders, ages and
how to apply elements of persuasion to give an effective persuasion.
Module-4: Interpersonal effectiveness- Understanding and working in Teams: Negotiations, Building

teams and workgroups 5 hours
Definition, Importance, Benefits of Honing Negotiation Skills- Two Types of Bargaining Five Stages
of Negotiating Strategies for Negotiating Effectively, Additional Tips for Effective Negotiating,
Integrity and Ethics in Negotiation Why do negotiators use these tactics? *How should we deal with
unethical behaviour? Special Situations in Negotiations: Third Party Negotiations, Multi-party
negotiations: What is team, types of teams, Why teams, Potential limitations of teams Team
development stages High performance Teams
Learning Outcomes: Able to determine what one wants in a negotiation and makes a plan to achieve
it.
Module -5 – Understanding working teams – Managing Conflict, leading individuals and groups –
Leading and empowering Self and others 8 hour
Managing Conflicts: What is Conflict?, Is Conflict Normal, Three perspectives on managing conflict:
Traditional View – Human Relations View –Interactionist View Positive and Negative Effects of
Conflict, Sources of Interpersonal Conflict, Conflict Management Strategies, Organizational and
Interpersonal Techniques for Preventing Conflict Organizational Techniques:, Individual Techniques
Virtual Negotiations, Global Negotiations, What Is Leadership?, Characteristics of Effective Leaders,
Self-Leadership Empowerment: Definition, Need and Benefits of Empowerment, Disadvantages or
Costs of Empowerment, To Empower or Not to Empower? Considerations for choosing the various
levels: Contingency, Production line vs. Empowerment approach, Implementing Empowerment
Self-Empowerment, Empowerment through Effective Delegation, Benefits of Delegation, *Reasons
People Fail to Delegate, Delegation Requires Three Activities: A Process for Effective Delegation
Learning Outcomes: Understanding the mechanism of conflict management and to list the skills and
the characteristics of an effective leader.
Essential Text Book

1. De.JansazS.C.,Dowd, K.O. and Schiendler, B.Z.(2012) Interpersonal Skills In
Organisations, 3rd edition McGrow Hill Irwin
Reference Books
1. Robbins S P, Hunsaker P L (2012) Training in Interpersonal Skills- Tips for managing
people at work 45th edition PHI Learning Pvt Ltd.
2. Gallgher K, (2011)Skills development for Business and Management Students , Oxford
University Press New Delhi
Journals & Internet Sources for Reference

1. https://hbr.org/2013/10be-yourself–but-carefully
2. https://hbr.org/1966/03/interpersonal-barriers-to-decision-making
3. https:/org/2017/06/new-managers-shouldnt-be-afraid-to-express-their-emotions
4. https://www.shrm.org/resourcesandtools/tools-and-samples-
toolkis/pages/developingandsustaininghigh-high-performanceworkteams.aspx
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5. https://www.shrm.orgwww.shrm.org/resourcesandtools/tools-and-samples-
toolkis/pages/managingworkplaceconflict.aspx
6. https://www.forbes.com/sites/glennllopis/2013/05/20/86-effective-ways-listening-
can-make-you-a-better-leader/#4068c2091756
7. The Total Leader – HBS
8. The mind of the Leader - HBS
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 187 of 330

Course Name: Advanced Human Resource Management Course Code: 18JBS322

Course Outcomes
1. To develop the ability to work and manage in organizations having diverse cultures.
2. To identify the influence of organization Justice on employee behavior.
3. To explain the importance of work engagement and psychological capital of
employees.
4. To be able to develop HR Scorecard for an organization.
5. To illustrate the techniques of carrying out cost- benefit analysis.
Module 1 – Changing Workplace and Managing Diversity 5 Hours

Diversity- Concept, Managing and valuing diversity, culture oriented challenges, Corporate
practices.
Equal opportunities and managing diversities- Approaches*
Learning Outcomes- Able to appreciate the significance of managing diversity in organizations. and
to identify the different approaches in dealing with diversified work groups
Module 2 -Organizational Justice 5 hours

Organizational Justice- definition, Goals*. Procedural and Distributive Justice- similarities and
differences, Measurement, Influence of Organization Justice on employee Behavior, how to
improve the perception of Organizational justice.
Learning Outcomes – Able to identify the characteristics of organizational justice and explain the
similarities and differences between procedural and distributive justice.
Module 3: Psychological Capital and Work Engagement 6 Hours
Psychological Capital- Definition, Characteristics, importance, measures to improve psychological

Capital. Work Engagement- Definition, measuring. Difference between Workaholism and work
engagement, Psychological Contract, Employee work engagement and job performance* The
design and evaluation of interventions.
Learning Outcomes – Able to identify the characteristics of work engagement and psychological
capital and explain the importance of work engagement and psychological capital.
Module 4: Human Resources Accounting and Balanced Scorecard 9 Hours

HR Audit- definition, Challenges, HR Audit Checklist, Structure of HR Audit Report., HR Scorecard,
Creating HR Scorecard, Developing HR Measurement system, Benefits of HR scorecard. Limitation
of HR scorecard*.
Learning Outcomes -Able to explain the theoretical framework behind the concept of Human
Resource Accounting and analyze the methods of Human Resource Accounting;
Module 5: Investment Perspective- HR Decision Making 5 Hours

Investment Perspective- Parameters, measuring human capital- Mercer Model, Factors determining
Investment Orientation, Cost Benefit Analysis*
Learning Outcomes- Able to illustrate the attributes and concept for evaluation of HRM Projects in
terms of Investment Analysis and Illustrate the techniques of carrying out cost- benefit analysis.
Page 188 of 330
Basic Texts
1. Amar, A D (2012). Managing knowledge workers: Unleashing innovation and productivity.
Quorum books.
2. Chaudhari, S (2013). Effective psychological contract: implications for
3. Gupta, R K (2013). Human resource accounting. Anmol Publications. 6th Edition
Reference Books
1. Maxwell, J.C (2013). The 360 leader. Pearson publication.
2. Michael, J K., & Mohan, T (2012). Human resources information system. Sage publication.
3. Pushkala, P (2002). Managing the organizational melting pot: dilemmas of workplace diversity,
Sage publication.
Additional Readings
1. https://hbr.org/2008/03/is-yours-a-learning-organization
2.https://hbr.org/2014/10/what-peter-drucker-knew-about-2020
3.http://sageassessments.blogspot.in/2010/04/engagement-and-employee-value.html
4.https://hbr.org/2013/01/redesigning-knowledge-work
5.https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-
guides/pages/howtoselectanhrissystem.aspx
6.https://hbr.org/2013/12/change-your-company-with-better-hr-analytics
7.https://www.shrm.org/about-shrm/press-room/press-
releases/pages/2014diversityinclusion.aspx
Evaluation Pattern
Internal End term

Attendance Total
45% 50% 5% 100%
Page 189 of 330

Course Name: Performance Management System Course Code: 18JBS323

Course Outcomes
1. To define the performance management system (PMS) and its alignment with HR processes.
2. To explain the relevance of the different appraisal methods in improving employees’
performance.
3. To demonstrate the ability to develop KRA and KPI of employees.
4. To analyze the role of reward management in PMS.
5. To develop the ability to understand and distinguish the different types of competencies of
employees.
Module 1: Performance Management System (PMS): An Overview 5 hours

Introduction to performance management system (PMS), nature, scope, importance, process of
Performance Management, Difference and link between Performance Management and
Performance Appraisal, Benefits of Performance Management, Performance Planning, Succession
Planning, Role Analysis and Evaluating Performance Management, Linkage of Performance
Management to Other HR Processes, Exposure to Oracle, SAP PM System. Every manager is a HR,
Role of Leadership in PMS*.
Learning Outcomes- Develop an understanding of the key attributes of performance management
and performance appraisal in HR functions.
Module 2: Traditional and Modern Methods of Appraising Methods 6 hours

Traditional Methods (Annual confidential report, Straight ranking, Grading, paired ranking, Linear
Rating Scale, forced distribution method, Forced Choice Description, Critical incident method
Questionnaire Field survey method, Essay method), Modern Methods (360 and 720 Degree
feedback, MBO, Behaviorally Anchored Rating Scale, Assessment center method, Potential
Appraisal), Traditional vs Modern Methods. Self-Evaluation, Exploring Bell Curve approach in
Performance Appraisal*.
Learning Outcomes – Ability to analyze the effectiveness of different appraisal methods and
highlighting the relevance of 360-degree feedback.
Module 3: Tools to measure Performance 6 hours

Tools to measure Performance, Performance Management for Teams, Performance Management
in practice, Analyzing Performance problems, KRA and KPI -Introduction, Developing KRA and KPI,
Implementing KRA based Performance Appraisal System, Identification and Measurement of KPI’s,
Role of Line Managers in Performance Management, Supervision - Objectives and Principles of
Monitoring - monitoring performance planning process - periodic reviews - problem solving -
engendering trust - role efficacy. Balanced score card, concepts of balance score card, application
of balance scorecard. Strengths and Limitations of KRA*
Learning Outcomes – Able to examine the usefulness of KRA and KPI in developing employees’
performance.
Module 4: Performance appraisal and Reward System 8 hours

Factors of measuring performance, Purpose, Process and methods, Performance Management
linked Reward Systems ‐ Reward Management, Objectives, Components of Reward System, Linkage
of Performance Management to Reward and Compensation Systems, Challenges of Linking
Performance and Reward, Analyzing Performance, Mid-Year /Periodical review, Final Annual
Page 190 of 330
Assessment, Feedback and Counselling, Comparing performance management system and appraisal
practices between India and Other countries, Effect of HRM practices on performance, Performance
Coaching , advantages of performance coaching. Importance of communication in PMS*
Learning Outcomes – Ability to analyze and improve employee’s performance through reward
management.
Module 5: Competency Mapping to enhance Performance 5 hours

Performance counseling‐ Concept, Principles and Skills competency based Performance
Management, Objective assessment of Competencies, Planning for Training and Development,
Competency, Types of Competency, Identification of Competencies*, Assessment of competencies.
Learning Outcomes – Understanding the need of training and development to enhance employee’s
competency.
Basic Texts
1) T.V. Rao (2007) Performance Management and Appraisal Systems. Thirteenth Edition. Sage
Publications.
2) Dewakar Goel (2013). Performance Appraisal and Compensation Management. 2nd edition.
PHI Learning.
3) The Performance Appraisal Question and Answer Book: A Survival Guide for Managers – Dick
Grote - Amacom
4) How to Be Good at Performance Appraisals: Simple, Effective, Done Right- Dick Grote.
Harvard Business review press.
Reference Books
1) William P. Anthony, K. Michele Kacmar, Pamela L. Perrewé (2012). Human Resource
Management: A Strategic Approach. Second Edition. South Western College.
2) Prem Chadha (2012). Performance Management: It’s about performing- Not just appraising,
Macmillan India Limited.
3) T. V. Rao, Gopal Mahapatra, Raju Rao, Nadini Chawla (2012). 360 Degree feedback and
Performance Management System. Vol II, Excel Books.
4) Performance Coaching: A Complete Guide for Growing Human Potential and Purpose:
Advanced Coaching Techniques and Tools for Developing People (Leadership and Coaching)-
Nicholas Barealey Publishing London - Boston
5) The Balanced Scorecard: Translating Strategy into Action – Copy right by the president and
fellows of havard college.
6) Key Performance Indicators (KPI): The 75 measures every manager needs to know - Copy
right by havard business press.
Additional Readings
1) https://hbr.org/2015/04/reinventing-performance-management
2) https://hbsp.harvard.edu/product/918020-PDFE-NG?Ntt=&itemFindingMethod=Spotlight
3) https://hbr.org/2016/10/the-performance-management-revolution
4) https://hbsp.harvard.edu/product/B1103APDF-
ENG?Ntt=performance+management&itemFindingMethod=Search
5) https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-
development/pages/360-degreefeedback.aspx
6) https://hbsp.harvard.edu/product/R1611G-PDF-
ENG?Ntt=performance+management+and+reward&itemFindingMethod=Search
Page 191 of 330
7) https://hbr.org/2012/09/getting-360-degree-reviews-right
8) https://hbsp.harvard.edu/product/W18740-PDF-
ENG?Ntt=competency+mapping&itemFindingMethod=Search
9) https://hbr.org/2016/09/we-need-a-better-way-to-visualize-peoples-skills
10) https://hbsp.harvard.edu/product/7454BC-PDF-
ENG?Ntt=performance+appraisal+&itemFindingMethod=Search
11) https://hbsp.harvard.edu/product/76405-PDF-
ENG?Ntt=performance+appraisal+&itemFindingMethod=Search
Evaluation Pattern
Internal End term

Attendance Total
45% 50% 5% 100%
Page 192 of 330

Course Name: Cross Cultural Management Course Code: 18JBS324

Course Outcomes
1. To explain the fundamentals of cross-cultural management.
2. To describe the mechanism of different cultures and the major frameworks of culture.
3. To differentiate the dimensions of a leader’s behaviour and theories of cross-cultural
leadership.
4. To demonstrate the impact of communication in cross-cultural business contexts.
5. To examine the ever-increasing challenges of global cross-cultural management.
Module1: Culture and Management 6 Hours

Meaning and Definitions of culture, Features, Characteristics, Elements, Determinants, Facets and
Levels of culture, Growing importance of cross culture in Business, Influence and Impact of culture
on business practices. Individual Biases and Assumptions and Implications. Comparison of Cross-
cultural Behavior, Self-reference Criterion and Ethnocentrism, Manifestation of culture, Iceberg
model of culture (observable and unobservable cultural elements). *Cultural Orientation in
International Business, Emic vs. Etic Dilemma: Cultural Uniqueness vs. Panculturalism.
Learning Outcomes: Understanding of cross-cultural similarities & differences and the dynamics of
cross-cultural interfaces in Domestic and International contexts.
Module 2: Comparing Culture: Systematically describing cultural differences. 6 Hours

Trompenaar’s dimensions, The Globe Study, Tightness and complexity, Vertical and Horizontal
Dimensions, Social Axioms, *Culture as a source of guidance. The manifestation of cultural
dimensions in business (case-lets). Identifying the links between Kluckhohn and Strudbeck, Hofstede
and Trompenaars’ research and how it applies to cross-cultural relationships, Core methodology to
analyze similarities and differences in value systems. Tools: Organizational Culture Inventory, Focus
Groups, EE survey etc., Barret Values, Trust-Culture Index, Saville Org Tools.
Learning Outcomes: Ability to compare different cultures and understand the significance of being
able to systematically define cultural variations.
Module 3: Culture and Leadership 4 Hours

Leading in a cross-cultural environment, cross-cultural leadership and leading in a multicultural
environment and global business ethics. Western and Nonwestern Leadership Theories,
Performance maintenance theory, *Leadership in other countries, Paternalism, Integrated cross-
cultural model of Leadership, Implications for the practice of Leadership- universal leadership
functions, culture-specific leadership functions, situational moderators.
Learning Outcomes: Demonstrate the link between organization culture and leader’s personality
and learn the dimensions of leader’s behavior and theories of cross-cultural leadership.
Module 4: Culture and Communication 7 Hours

Communicating in and between cultures, Cross-cultural communication process, Barriers in cross-
cultural communication, Negotiating Internationally, Negotiation; Process and International
Negotiation Hurdles. Communication Styles, Language considerations and pragmatics, Managing
Cultures in International Mergers and Acquisitions (case study) Differences in values and
preferences during culture integration.
Page 193 of 330

Org Redesign based on parent culture, Driving Culture initiatives based on Vision, Mission and
Values. Human Due diligence across cultures in organizations. * Non-verbal Communication,
Negotiating and Conflict Resolutions across cultures.
Learning Outcomes: Development of understanding on how culture affects communication and

negotiation processes.
Module 5: Challenges of Managing cultures across the globe 7 Hours

The challenges of Multicultural workgroups and effectiveness, Dilemmas and tensions in
multicultural situations, Culture’s Influence, Global virtual teams, organizational context and
culturally diverse work groups challenges of International organizations: Structure and Culture and
Managing multicultural work groups. Labor Market trends changing the landscape, Changing
workforce (Millennial, LGBT) and its effect on Cross-cultural management. Significance of Diversity
& Inclusion as a product of Cross Culture* The changing environment of Business and its
adaptation and development of global leaders. Cross-cultural skills and abilities.
Learning Outcomes: Ability to foresee the challenges of conducting business globally and to learn
the skills about overcoming challenges of cross cultures in global scenarios.
* ‘Self-learning’ topics subject to testing 5 Hours for assessment
Basic Texts
 David C., Thomas, Mark; F. Peterson (2012). Cross-Cultural Management: Essential
Concepts Fourth Edition
 Bhattacharya. P(2012). Cross-Cultural Management. PHI Learning Pvt Ltd.
Reference Texts
 Madhavan.R (2011). Cross-Cultural Management. Oxford University Press.
 Ferraro.P (2007). The Cultural Dimension of International Business. New Delhi: Pearson
Education.
 Robert, T. P. (2011). Managing Cultural Differences. Routledge Publishing.
Additional Readings
 https://hbr.org/topic/cross-cultural-management
 https://immi.se/intercultural/
 http://www.industryweek.com/leadership/three-tips-developing-truly-global-managers
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 194 of 330

Course Name: Labour Laws Course Code: 18JBS325

Course Outcomes
1. To explain the labor laws of the country
2. To examine the compliance issues pertaining to laws
3. To elaborate with important provision of various Labor laws and to understand rationale
behind Labor laws.
4. To list the various legal provisions affecting migrant workers.
5. To discuss the sexual harassment act and methods to deal with such issues.
Module 1: The Factories Act, 1948 and The Employees Provident Funds and Miscellaneous
Provisions Act, 1952 8 Hours
The Factories Act, 1948Short titles and extent, Definitions, Measures in regard to health, Welfare
Measures under the act, Safety Measures under the act, Working Hours for adults, Annual leave
with wages, Penalties and Procedures. The Employees Provident Funds and Miscellaneous
Provisions Act, 1952: Short titles and extent, definition, objectives Application of the act.Employees’
provident fund scheme, Employees’ Pension Scheme, Employees’ Deposit Linked Insurance Scheme,
and funds.Administration of Scheme-Executive committee, Central and State board. Determination
of money due from employers. Penalties and offences by the companies, miscellaneous provision,
Establishment of Employees Pension Fund, Grant by central Government*
Learning Outcomes- To get deeper insights into provisions of Factories Act and to know in detail
about The Employees Provident Funds and Miscellaneous Act
Module 2: Karnataka Shops and Establishments Act and The Employee State Insurance Act, 1948
4 Hours
Karnataka Shops and Establishments Act 1961: Short title, extent, commencement and application,
Definitions, Exemptions.Registration of establishment, working hours and annual leave with wages
and compensation, enforcement and inspection, offences, penalties and miscellaneous
provisions.The Employee State Insurance Act, 1948: Short title, extent, applicability of the act and
definition.Contribution, benefits, administration of the scheme, adjudication of dispute and claims,
*Penalties and offences, miscellaneous provision Registration of establishments, Benefits,
Restrictions, Protection, Penalties*
Learning Outcomes – To understand Karnataka Shops and Establishments Act and to know the
consequences of non- compliance of the statutes, understand the power of the
government/authorities under the Act.
Module 3: The Employees Compensation Act, 1923 and The Payment of Gratuity Act, 1972: 1966,
Minimum Wages Act, 1948 8 Hours
The Employees Compensation Act, 1923: Short title, extent, applicability of the act and definition.
Rules regarding workmen’s compensation, Employer’s liability for compensation Amount of
compensations, Distribution of compensation, enforcement of the act, Powers and procedure of
Commissioners, New amendment in the act
substituted/amended/inserted by Act 45 of 2009 **substituted/amended/inserted by Act 11 of
2017*
The Payment of Gratuity Act, 1972: Scope of the act, Applicability of the act, Definitions, Payment
of gratuity on termination, forfeiture of gratuity, nomination, determination and recovery of
gratuity, penalty for offences, miscellaneous provisions, New amendment in the act. Payment of
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Gratuity (Amendment) Act, 2018, The Minimum Wages Act, 1948: Short title, extent, applicability
of the act and definition. Fixation and revision of wages, advisory board, *safeguard in payment of
minimum wages, Offences and penalties. New amendment in the act. Conflict of MGNREGA wage
rates and the Minimum Wages Act (2009)
Powers of governments including penalties*
Learning Outcomes – To familiarize the learner with the employers’ obligations regarding
compensation/welfare policies and to understand the consequences of non-compliance of the
statutes – the gratuity act and minimum wages act.
Module 4: Module 4: The Inter-State Migrant Workmen (Regulation of employment and

conditions of Service) Act, 1979, The Building and Other Construction Workers (Regulation Of
Employment And Conditions Of Service) Act, 1996, and The Trade Unions Act, 1926. 6 Hours
Payment of Bonus Act, 1965: Short title, extent, applicability of the act and definition, Computation
of gross profits, Computation of available surplus, Eligibility and disqualification for bonus, Minimum
and Maximum Bonus, set On Set Off of allocable surplus, Time limit for payment of bonus,
Calculation, Forfeiture of Bonus and Bonus in case of New Establishments,
Penalties and offences.New amendment in the act Details of amendments to the Payment of Bonus
Act, 1965. The last amendment of 2015 was notified on 1st Jan., 2016 and is effective from 1st April,
2014. The Inter-State Migrant Workmen (Regulation of employment and conditions of Service) Act,
1979: Definitions, Registration, Licensing of contractors, Revocation and suspension of licenses,
*Duties of contractors, Welfare activities, Responsibility of payment of wages, Duties of inspecting
staff, Contraventions of provisions of the act and Penalties.
The Building and Other Construction Workers (Regulation of Employment and Conditions of Service)
Act, 1996: short title, extent, commencement and application, definitions. the advisory committees
and expert committees, registration of establishments, hours of work, welfare measures and other
conditions of service of building workers, inspecting staff, penalties and offences.
The Trade Unions Act, 1926: Short title, extent, applicability of the act and definition, preliminary,
registration of trade unions, rights and liabilities of registered trade unions, regulations, penalties
and offences
New amendment in the act: The Trade Unions (Amendment) Bill, 2019:
Definitions, registration of establishments, Licensing of contractors, duties and obligations of
contractors, Wages and welfare, Responsibility of inspecting staff, Penalties*
Learning Outcomes – Understand the Inter-State Migrant Workmen (Regulation of employment and
conditions of Service) Act, 1979 and consequences of non-compliance of various statutes and to
Understand/administer the bonus act.
Module 5: The Sexual harassment of Women at Work place (Prevention, Prohibition and
Redressal) Act, 2013 and The Apprentices Act, 1969 4 Hours
The Sexual harassment of women at work place (Prevention, Prohibition and Redressal) Act,
2013.Short title, extent and commencement, Definitions, Prevention of sexual harassment,
constitution of internal complaints committee, constitution of local complaints committee, inquiry
into complaint, duties of employer and powers of district officer, Penalties and Provisions. The
Apprentices Act, 1969: Short title, extent, applicability of the act and definition, Apprentices and
their Training, authorities, *Qualifications for being engaged as an apprentice, Contract of
apprentice, minor as an apprentice, Number of apprentice, Period of training, Termination,
Penalties and offences.
Obligations of employer regarding Hours of work, safety and health measures, Penalties*
Page 196 of 330
Learning Outcomes- To know the employer’s obligations under the Welfare statutes and to
understand the consequences of non-compliance of the statutes.
Basic Text
1.Padhi, P K. ( 2017). Labour and industrial laws (2nd ed.).New Delhi, PHI Publishing.Pvt Ltd.
Reference Books
1. Sarma A.M., (2013). Industrial Relations and Labour Laws (2nded.). Mumbai: Himalaya Publishing
House.
2. Kumar, H.L. (2013). Labor Laws Everybody should know (9th ed.). New Delhi: Universal Law
Publishing Co. Pvt Ltd
Additional readings
1. XLRI - Research & Publications http://www.xlri.ac.in/faculty-research/research-publications-
details.aspx?pId=37.
2. Bare Acts-Labour& Industrial Laws – Taxmann
https://www.taxmann.com/bookstore/professional/bare-acts-labour-and-industrial-laws.aspx
3. National Journal of Labour and Industrial Law. - STM Journals http://stmjournals.com/Journal-of-
Labour-and-Industrial-Law.html
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 197 of 330

SEMESTER – IV
CORE HUMAN RESOURCE SPECIALIZATION
(Detailed Syllabus)
Page 198 of 330

Course Name: International Human Resource Management Course Code: 18JBS415

Course outcomes
1. To compare and contrast difference in magnitude in the functional areas of HR, when tackled
internationally.
2. To discuss the HR dimensions from an international perspectives and the variables that affect
the HR decisions at international level.
3. To analyze the cross cultural implications of global business.
4. To assess the global imperatives on Human Resource concepts, policies and practices in
multinational organizations.
5. To formulate the HR practices based on the nation.
Module 1: International HRM – An introduction 6 Hours

Introduction -International Human Resource Management (IHRM), Models of IHRM- Matching
model, Harvard Model, Contextual Model, 5P Model, European Model. Need for IHRM- Cultural
diversity, Language diversity, Demographic diversity, Economic diversity, Role of culture in
International HRM*, Hofstede’s cultural dimensions to understand diversity, Differences between
domestic HRM and IHRM, Stages of internationalization- Ethnocentric, Polycentric, Regiocentric,
Geocentric, Equity & Non-equity modes of global operations, Drivers of internationalization.
Learning Outcomes: Understanding the basic concepts of expatriation and familiarization with the
international context of HRM.
Module 2: International staffing 7 Hours

Approaches to international staffing- ROI approach- short-term, extended, traditional, commuter,
rotational, contractual, virtual, Factors affecting Global HR management, Global HRP, Issues in
supply of International human resource, International recruitment practices, International
recruitment policies by Pearl mutter, Types of Expatriates- PCN,HCN,TCN, - Tools and techniques in
expatriate selection, Selection criteria of an expatriate, Issues in selection, Skills for expatriate
manager.*
Implications of Crowd-sourcing talent across the globe, Expat approval process and procedures to
be followed, Do’s and Don’ts of interviewing overseas candidates.
Learning Outcomes: Ability to discuss various international recruitment strategies adopted by
companies and identify the suitability of a prospective expatriate employee for international
assignment.
Module 3: Expatriate adjustment, Expatriate failure Cross cultural training & repatriation
5 Hours
Expatriate adjustment, Phases in acculturation- Honeymoon, Culture shock, Learning and
Biculturalism. Expatriate failure – Reasons, cost of failure, Managing expatriate failure, Expatriate
training need, Methods of cross cultural training, Mendenhall CCT model, components of an
effective CCT. Repatriation, Reasons for repatriation, Process of repatriation, designing a
repatriation program, Issues in repatriation, Making repatriation effective. *
Learning Outcomes: Schedule a cross cultural training program for select destination of expatriation
and formulate a repatriation program for a foreign returned employee.
Page 199 of 330

Module 4: Expatriate performance management 6 Hours

Expatriate performance management: Essentials of an appraisal system, Conventional and modern
methods of performance appraisal, Process of international performance appraisal, Dimensions for
evaluating subsidiary performance, Variables affecting expat performance, PMS in US, Europe,
China & Japan. Case studies of court judgements relating to performance appraisal overseas,
Overcoming Unconscious Bias (race, culture, and the like).
Learning Outcomes: Ability to analyze, compare, contrast and develop a comprehensive
performance management system for an expatriate, factoring in the variables of international
performance management.
Module 5: Expatriate compensation management, international legal framework of employment

& HR practices of select nations 6 Hours
Key components of international compensation, Complexities of international compensation
management, Factors affecting international compensation, Approaches to international
compensation- Balance sheet Approach, Global market approach, Government regulations
regarding compensation, Social security & tax and benefits management of expatriates,
compensation practices in different countries, emerging issues in compensation management,
International legal framework of employment, Introduction to ILO, HR practices in-USA, -UK, Japan,
China, Middle East.
Learning Outcomes: Ability to apply the concepts of international compensation management to
formulate a compensation pie for expatriate and to outline the international legal framework of
employment.
5 Hours of internal assessment

**Self learning exercises:
1. Students are expected to prepare a comparative chart of recruitment practices of India, USA,
UK, Japan, Middle east and China (individually) and submit.
2. Students are expected to prepare a cross cultural training program with the essential tools of
CCT for a select nation of their choice and submit (in group).
3. Students are expected to conduct a short survey (individually) among employees of IT sector to
help the management identify the potential candidates for expatriation using an expatriate
selection criteria questionnaire (minimum 35 employees to be covered). Students are supposed
to submit a short report of the same (Individually).
Students are expected to identify and review movies which have application of the concepts of
IHRM and present in the class along with the movie clipping (In group).
Basic Texts
1. Peter J. Dowling, Marion Festing, Allen D. Engle. (2008). International Human Resource
Management: Thomson Learning.
2. M. Tayeb. (2005). International Human Resource Management: A Multinational Company
Perspective: OUP Oxford
3. Indranil Mutsuddi: Managing Human Resources in the Global Context, New age
a. international publishers, latest edition
Reference Books
1. Rao, P. L. (2008). International Human Resource Management: Text and Cases: Excel Books,
Reprint
Page 200 of 330
2. S.Jayashree – What Every MBA Should Know About HRM – HPH

3. Chris Brewster, Paul Sparrow and Guy Vernon. (2011). International Human Resource
Management: The Universities Press
4. Dennis R. Briscoe, Randall S. Schuler. (2004). International Human Resource Management:
Policy and Practice for the Global Enterprise: Psychology Press
5. Adler, N. (2010). International Dimensions of Organizational Behavior: South-Western
College Publishing
6. P.Subbarao : International Human Resource Management, HPH,latest edition
7. N Sengupta & Mousumi S Bhattacharya – International Human Resource
a. Management – Excel Books
Additional reading
1. https://www.prnewswire.com/news-releases/the-global-human-resource-
management-market-size-is-projected-to-attain-usd-300-billion-by-2025-
300620393.html
2. https://www.shrm.org/resourcesandtools/hr-topics/global-hr/pages/top-global-hr-
stories.aspx
3. https://www.shrm.org/resourcesandtools/hr-topics/global-hr/pages/hr-best-practices-
can-lead-to-better-expat-experience.aspx
4. Paper on: Emotional intelligence competencies in the team and team leader: A multilevel
examination of the impact of emotional intelligence on team performance. Journal of
Management Development, 27(1),55-75-Koman, E.S., & Wolff,S.B.(2008)
5. Article: The link between group emotional competence and group effectiveness.
InV.U.Druskat, F.Sala,& G.Mount(Eds.), Linking emotional intelligence and performance
at work: Current research evidence with individuals and groups. Mahway, NJ: LEA –Wolff,
Druskat, Koman &Messer (2006)
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 201 of 330

Course Name: Strategic Human Resource Management Course Code: 18JBS416

Course Outcomes
1. To appraise the strategic view of human resource management.
2. To discuss the process involved in the development of strategy
3. To demonstrate the design of work systems, technology orientation and HRM functions.
4. To enhance the knowledge and understanding of Human Resource Strategy and
organizational Strategy.
5. To judge the alignment of the organization compensation strategy to the overall
organization strategy.
Module -1: SHRM introduction 6 hours

Strategic vs traditional HR, Barriers to strategic HR, the strategic role of specific HR systems,
adopting an investment perspective, HRM’s contribution to profitability, efficiency, and
effectiveness, Opportunities, Challenges, and Recent Trends in HRM, Global Environment of HR:
Change & Diversity * Valuation of Assets, understanding and measuring human capital
HR analytics in SHRM, Factors influencing investment oriented view of an organization
Learning Outcomes: Ability to illustrate how competitive strategy can be achieved through
employee investment and analyze the sources of employee value.
Module-2: Models, Process, Types in SHRM 6 hours

Models of strategy- Industrial organization model and resource based organization model, the
process of strategic management, corporate and business strategies, the relationship of HR strategy
with overall corporate strategy, SHRM: Universalistic, Contingency and Configurational Approaches
*application exercises on Company Business and corporate strategies
Learning Outcomes: Able to compare the differences between the two traditional models of strategy
and compare the different corporate and business unit strategies and the HR challenges inherent
with each.
Module-3: Design and redesign the work systems 6 hours

Design of work systems, redesign of work systems, mergers and acquisitions, impact of technology,
Flexible Work Schedule, Linking Job Analysis and Job Design to the HRM Process, Team-Based
Approaches to Job Design, Opportunities, Challenges, and Recent Developments in Job Analysis and
Job Design, Implications of Demographics, Diversity, and Globalization for Job Design, Strategic HR
Planning Acquisition and Development, challenges related to technology* Understanding and
managing change
Learning Outcomes: Develop the ability to analyse the individual and organisational factors that
affect job design and the need for “Fit” between individuals and jobs and how such fit can be
achieved.
Module-4: Implementation of strategic Human Resource Management 6 hours

Recruitment, selection, Finding Talent in the External Labor Market, Employment Agencies, Finding
Talent Internally, Lateral Transfers and Promoting From Within, Designing an HR Talent Inventory,
Aligning training and organizational development with organizational strategy*, integrating training,
performance management and compensation, Competencies of HR Professional in a SHRM Scenario,
Evaluating the Effectiveness of SHRM, The Characteristics and Expectations of the 21st Century
Page 202 of 330
Learning Outcomes: Ability to analyze the strategic issues involved in recruiting, selecting and
training the employees and alignment of training and Organizational development with strategy.
Module-5: Compensation 6 hours

Meaning of compensation, its importance, compensation system, Internal and external equity,
Individual equity, Equity theory Alignment of compensation strategy to organizational strategy,
Managing Employee Relations: Unions and Strategic Collective Bargaining Work related outcomes,
Key strategic issues in compensation, Legal issues in compensation*Executive compensation: New
Perspective
Learning Outcomes: Able to analyze the different types of equity and their resultant effects on
employee behavior and associate the compensation strategy to organizational strategy.
*Self-Learning topics subject to testing 5 hours of assessment
Basic Text
Mello,J.A.(2014) Strategic Human Resource Management , Third Edition, Cengage Learning
Reference Books
a. Anthony W P. (2012) Human Resource Management: A Strategic Approach, South Western
college
b. Ulrich D. (2012) the HR Score Card , Linking People ,Strategy and performance , Harvard
Business School Press
c. Scott , E D The Ethics of Human Resource Management Pg 73 -86, Cengage Learning
Aditional Reading Material

a. Alfes, K., Shantz, A., & Truss, C. (2012). The Link between Perceived HRM Practices, Performance
and Well-being: The Moderating Effect of Trust in the Employer. Human Resource Management
Journal, 22(4), 409-427.
b. Boxall, P. (2012). High-performance work systems: what, why, how and for whom? Asia Pacific
Journal of Human Resources, 50, 169– 186.
c. Klotz, A., Motta Veiga, S., Buckley, M., & Gavin, M.(2013). The Role of Trustworthiness in
Recruitment and Selection: A Review and Guide for Future Research. Journal of Organizational
Behavior, 34, 104-119. doi:10.1002/job.1891
d. https://hbr.org/2005/the-office-of-strategy-management
e. https://iimb.ac.in/~rishi/Linking%20Corporate%Strategy%20and%20HR%20Strategy.pdf
f. https://www.ey.com/Publication/vwLUAssests/ey-the-call-for-a-more-strategic-hr/$FILE/ey-the-
call-for-a-more-strategic-hr.pdf
g. https://hbr.org/2005/07/designing-high-performance-jobs
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 203 of 330

Course Name: Organisation Development Course Code: 18JBS417

Course Outcomes
1. To explain the basic theories upon which the field of OCD is based.
2. To develop the understanding of organizational development process.
3. To understand the Human process intervention.
4. To discuss the unique challenges of attempting an organization transformation.
5. To analyze the roles that consultants, internal or external, can play in the OD process.
Module 1: Overview of Organization Development 4 Hours

Introduction to Organization Change & Development, Evolution of OD, The nature of Planned
Change, Theories of planned change, Different types of planned change, critique of planned change,
The organization development practitioner, Competencies and roles of an effective OCD
Practitioner, Professional ethics*
Learning Outcomes- Distinguish OD and planned change from other forms of organization change
and describe and compare three major perspectives on changing organizations.
Module 2: The process of Organization Development 6 hours

Entering and Contracting: Entering into an OD Relationship, Developing a Contract, Interpersonal
process issues in entering and contracting, Diagnosing Organizations – open Systems model,
Organization level Diagnosis, Group Level diagnosis, Individual level diagnosis, Collecting and
analyzing information – The Diagnostic Relationship, Methods for collecting data, Techniques for
Analyzing data, Feeding back information – Determining the content of the feedback, characteristics
of the feedback process,Survey Feedback*
Learning Outcomes – Equip students with a general framework of OD diagnostic tools from a
systematic perspective, Clarify the concepts of group and job level diagnosis and describe the
methods for diagnosing and collecting data and utilize techniques for analyzing data
Module 3: Human Process Interventions 7 Hours

Interpersonal and group process approaches –Process Consultation – Group Process, Basic process
interventions, results of process consultation, Third Party Interventions – An episodic model of
conflict, Facilitating the conflict resolution process, Team Building – Team building activities, the
results of team building; Organization Process Approaches- Organization Confrontation Meeting –
Application stages and results of confrontation meetings, Intergroup Relations Interventions –
Microcosm Groups – Application stages and results of microcosm groups, Resolving Intergroup
Conflict – Application stages and results of intergroup conflict interventions, Large group
Interventions – Application stages, open-systems methods, open-space methods, positive
methods, results of large group interventions*.-
Learning Outcomes – Identify the human process interventions aimed at interpersonal relations
and group dynamics and the application and effectiveness of various process interventions in
producing change and comprehend three types of system-wide, human process interventions: the
organization confrontation meeting, intergroup relations interventions, and large-group
interventions
Page 204 of 330

Module 4: Techno structural Interventions 6 Hours

Restructuring Organizations- Structural design – The Functional, Divisional, Matrix, Process,
Customer-Centric, Network Structures, Downsizing – Application Stages and Results of
Downsizing*, Reengineering - Application Stages and Results of Reengineering*, Employee
Involvement – Applications – Parallel structures, Total Quality Management, High Involvement
Organizations and Work Design – The Engineering approach, The Motivational approach, The
Sociotechnical Systems approach, Designing work for technical and personal needs.
Learning Outcomes – Recognize the principle characteristics and applications of employee
involvement interventions and understand to Approach work design from three different
perspectives: engineering, motivational, and socio-technical
Module 5: Human Resource Management Interventions 7 Hours

Performance Management – Model, Goal Setting, MBO and their effects, Performance Appraisal-
Process, application stages and effects, Reward Systems – Features, Types of pay systems and
issues. Developing Talent – Coaching and Mentoring – Application stages and results, Career
Planning and Development interventions – Goals and application, Management and Leadership
Development Interventions – Goals, application stages and results. Workforce diversity
Interventions*, Employee wellness Interventions*. Strategic interventions: Competitive strategies,
collaborative strategies, organizational transformation, culture change, self-designing
organizations, learning and knowledge management.
Learning Outcomes- Explain three human resource management interventions: coaching and
mentoring, career planning and development, and management and leadership development and
examine human resources management interventions that address increasing workforce diversity
and employee wellness
Basic Texts
1. Cummings, T. G and Worley, C. G. (2015) Organization Development and Change, 10th Edition,
Stampford, USA: Cengage Learning
2. French, W. L and Bell, C. H. (2007) Organization Development New Delhi. India: PHI Private Limited
Reference Books
1. Bhattacharyya, D. K. (2011). Organizational Change and Development, Oxford University Press,
New Delhi.
2. Singh, K. (2011). Organization Change and Development, Excel Books.
3. Brown, D and Havey, D. (2009) An Experiential Approach to Organization Development New Delhi,
India: Pearson Education
4. Kotter, J.P. (1996). Leading Change. Boston: Harvard Business School Press.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 205 of 330

Course Name: Leadership in Practice Course Code: 18JBS418

Couse Outcomes
1. To define the concept of Leadership and the impact of power and politics in management
system.
2. To develop an understanding of different leadership styles and models.
3. To analyse the role of decision making ability and communication skills to become an
effective team leader.
4. To develop a capacity for ethical and authentic leadership, and understanding creativity
among leaders.
5. To develop effective and strategic leadership by focusing on skills training and development.
Module 1: Introduction to Leadership. 8 Hours

Nature and Definition of Leadership, Participative Nature of Leadership, Perspectives on Effective
Leadership Behaviour, The Content of Managerial Work, Activity Patterns in Managerial Work,
Changes in the Nature of Managerial Work, Situational Determinants, Managers’ Discretion, Power
and Politics, Influence and Authority, Where does Power come from?, Types of Power, Power
Acquisitions and its Consequences, Use and Effectiveness of Power and Influence. Managing Power
and Political Dynamics Productively, Nature of Delegation, Guidelines for Delegating. *Concept of
Perceived Empowerment.
Learning outcome: Basic understanding of leadership characteristics and the influence of power and
politics in management system.
Module 2: leadership styles, An essence of Leadership Theories and its applications and skills,
Dyadic Relations, Attributions, followership. 5 Hours
Theories of Leadership: Trait, Behaviour, Contingency and Situational Theories.; Leader-Member
Exchange Theory, Ohio State Studies and Michigan Studies, Managerial Grid, Fiedler Contingency
Theory, Cognitive Resource Theory, Hersey and Blanchard’s Situational Theory, Path Goal Theory,
Leader Participation Model, Leadership Models and its Evaluation, Ways of looking at Leadership
Style, *The effect of different leadership styles on an organization. Determine the appropriate
leadership style, Follower and Implicit Theories, Follower Contribution to Effective Leadership.
Learning outcomes: Ability to describe various theories and models of leadership styles and explain
the relationship between leader and follower.
Module 3: Leadership in Teams and Decision Groups, Leading Change in Organizations, Effective
Leadership Communication. 7 Hours
Leadership and Decision-Making Strategies in Negotiations, Nature of Teams, Types of Teams,
*Difference between Team and Group, Determinants of Team Performance, Team Learning, Team
Building, Decision Making in Groups. Change Processes in Organizations, Influencing Organization
Culture, Development of Vision, Implementing Change, Innovation and Organizational Learning.
Principles of Effective Communication: Authenticity, Clarity, Credibility, and Empathy,
Communication in various settings (face to face, team, audience), Creating a Personal Relationship
(message-audience-speaker), Impact Speech: Effective and Convincing Lines of Argument, Changing
Behaviour in Critical Situations.
Page 206 of 330

Learning outcomes: Understanding of leader’s decision-making ability and negotiation skills with
the help of effective communication. How an effective team leader manages the changes within an
organization?
Module 4: Charismatic and Transformational Leadership, and Creating Ethical Leadership, Ethical,
Servant, Spiritual, and Authentic Leadership, Gender, Diversity, and Cross-cultural Leadership.
5 Hours
Creativity in leaders, Charismatic Leadership, Transformational Leadership. Ethical Leadership,
Dilemmas in Assessing Ethical Leadership, Determinants and Consequences of Ethical Leadership,
Transforming Leadership and Adaptive Problem Solving, Servant Leadership, Spiritual Leadership,
Authentic Leadership, Cross-Cultural Leadership - Types and Difficulties, Cultural Value Dimensions
and Leadership, Gender and Leadership, *Managing Diversity.
Learning outcomes: Develop an understanding on the role of Charismatic and Transformational
leadership in management and distinguish between ethical, servant and authentic leadership.
Module 5: Developing Leadership Skills. 5 Hours

Leadership Training Programs, Designing Effective Training Programs, Special Techniques for
Leadership Training. Facilitating Conditions for Leadership Development, Design of Thinking.
Strategic Leadership by Top Executives- How Leaders Influence Organizational Performance,
Constraints on Executives, Need for Strategic Leadership, Political Power and Strategic Leadership,
Strategic Leadership by Executive Teams, *Leadership skills of most effective leaders
Learning outcomes: Ability to understand strategic leadership and need for effective training
programs.
Key Responsibilities for Top Executives *

*Indicates self-learning modules which will be evaluated through seminars, presentations based
on research/ written assignments/projects
Skill Development
1. Practical issues in the Functional areas of Leadership, Business Management and Ethics.
2. Group case Presentations, simulation exercise
3. Gaining a practical exposure to Leadership in Organizations and the challenges in Leadership
from a practical perspective.
Basic Text
1. Yukl,G (2013). Leadership in Organizations. 7th Edition. Pearson.
2. Lussier A & Achua, K. (2013). Effective Leadership. 5th Edition. South Western
Reference texts
1. Daft, R L (2012). Leadership. Cengage Learning.
2. Schedlitzki, D., & Edwards, G. (2014). Studying leadership: Traditional and critical
approaches. SAGE Publications Ltd.
3. Simon Western, Garcia, E.J. (2018), Global Leadership Perspectives
4. Insights and Analysis, Sage publications.
5. Roe K. (2018) , Leadership, practice and perspectives(2nd edn), Oxford university press.
Page 207 of 330

Additional Reading
1. Leadership Lessons from India - Harvard Business Review
https://hbr.org/2010/03/leadership-lessons-from-india
2. India's Leadership Challenge - Strategy+Business
3. Ricardo Semler: A revolutionary model for leadership, INS517-PDF-ENG
4. https://www.strategy- business.com/article/00178?gko=e4a87
5. Impact of leadership role perspective on conflict resolution styles - a ...
6. Sir Alex Ferguson: Managing Manchester United, 513051-PDF-ENG
7. https://link.springer.com/article/10.1186/s40497-015-0019-6.
8. Mahatma Gandhi - An Indian Model of Servant Leadership
9. https://www.researchgate.net/profile/Annette_Barnabas/publication/234090908_MA
HATMA_GANDHI_-
10. Leadership in Indian Organizations from a Comparative Perspective ...
11. https://www.researchgate.net/publication/249621694_Leadership_in_Indian_Organiz
ations_from_a_Compa
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 208 of 330

Course Name: Employee Counseling Skills Course Code: 18JBS419

Course Outcomes
1. To explain the meaning of Counselling and its importance.
2. To define the different theories and approaches of effective employee counselling.
3. To explain the key areas and situations where management can and should help employees
through group techniques of counselling.
4. To analyze the different interventions in counselling to deal with complex situations in
organizations.
5. To develop the ability of identifying right path and career through performance planning and
career advancement.
Module 1: Introduction to Employee Counselling 7 Hours

Introduction to Employee Counseling, Importance, objectives, benefits and challenges of employee
counseling, role of counselors, Difference between counseling and mentoring. Need for employee
counselling at workplace. Self-Development of Managers as Counsellors ,Barefoot Counselling ,
Assertiveness and Interpersonal Skills for Counsellors , Counselling Relationship. HR role in
employee counselling, Directive Counselling & Non-directive Counselling, Attributes / Qualities of
an Effective Counsellor, Difference between Counselling, Coaching and Mentoring*
Learning Outcomes: Develop the basic understanding of different types of employee counselling and
its benefits and challenges.
Module 2: Individual Counseling 7 Hours

Individual Counseling, Theories of Counseling, Building a personal theory, Goals of Counseling, The
Counseling process, short-term Counseling, special Counseling Populations.
An Integrated model of Individual Employee Counseling. Person-Centered Approach to Counselling.
Counselling styles. How to conduct an employee counselling session?
Transference and counter transference* Skills of a Counsellor, Do’s and Don’ts of Counselling.
Learning Outcomes: Ability to describe counselling theories and demonstrate counseling skills on
conducting effective employee counselling session.
Module 3: Group counseling 5 Hours

Group Techniques for Counselors, Group Counseling, persuasion techniques for improved group
decision making, Prospects of peer counseling in work place, Group guidance activities, Process and
intervention strategies, Developmental stages, Cultural and diversity issues, Values and
Counseling*.
Learning Outcomes: Develop the better understanding of group dynamics and peer counselling at
workplace.
Module 4: Assessment in Counselling Interventions in Organization 6 Hours

Human Assessment for Counseling, Standardized test scores, presenting test scores, selecting a test,
types of standardized tests, self-reporting, Ethical and Legal Guidelines for counselor* Empathy
,Listening and Responding Effective Feedback ,Performance Counselling ,Counselling in Problem
Situations , Interpersonal Conflicts *, Midlife Blues , Integration and Action Plan.
Learning Outcomes: Able to examine tests suitable for counseling and understanding on ethical and
legal aspects of work place counseling to resolve conflicts.
Page 209 of 330

Module 5: Career planning 5 Hours

Counseling for career Planning and Decision making, The changing nature of the world of work,
theories of decision-making, Implications of career theories for counselors. Career counseling and
development of human potential.
Employment counseling*
Learning Outcomes: Ability to identify career paths for employees and matching the employee
potential to job requirement for grater organizational effectiveness.

* ‘Self-learning’ topics subject to testing.
Basic Texts
1. Gibson R L & Mitchell H M (2008), Introduction to counseling & Guidance, Pearson Education
Publications, 7th Edition
2. Baron, R. A., Byrne, D. E., & Branscombe, N. R. (2006). Psychology. Boston: Pearson/Allyn & Bacon.
12th Edition
3.Carroll M (1996) Workplace Counselling: A Systematic Approach to Employee Care (Philosophy),
1st Edition
References
1. Peryz J F (2008), Counseling theory & Practice. Addison-Wesley
2. Blocher D H (2000), Developmental Counseling, Wiley
3. Marty B (2000) , Coaching and Mentoring For Dummies , Wiley publishing
Additional Readings:
1. Individual and group techniques in counseling and guidance
http://egyankosh.ac.in/bitstream/123456789/21257/1/Unit-2.pdf
2. https://hbsp.harvard.edu/product/H01XC7-PDF-
ENG?Ntt=counseling&itemFindingMethod=Search
3. https://hbsp.harvard.edu/product/BEP011-PDF-
ENG?Ntt=counseling&itemFindingMethod=Search
4. https://online.nvcc.edu/counseling/introduction_to_the_career_planning_process.pdf
5. http://www.thehrpractice.in/prerana-archives/2017/5/11/career-planning-for-effective-
career-development-feature-article-jan-08
6. https://www.personneltoday.com/hr/workplace-counselling-helps-employees-employers/
6. Interventions: what works., what doesn't? https://academic.oup.com/occmed/article-
pdf/50/5/315/4241801/50-5-315.pdf
Evaluation Pattern
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Page 210 of 330

SEMESTER – II
BANKING, FINANCE and ALLIED SERVICES
(Detailed Syllabus)
Page 211 of 330

Course Name: Principles and Practices of Banking Course Code: 18JBS223

Course Outcomes
1. Identify some of the best practices in banking across the globe.
2. Comprehend various aspects in banking with all changes happening in the banking sector.
3. Analyze the modern practical banking applications in Indian and global context.
4. Appreciate the emerging trends in banking
5. Comprehend the need, functions and economic significance of banking industry.
Module 1: Introduction and Evolution of Banking sector across the globe 5 Hours
Emergence and importance of Commercial Banking – an Overview of development in banking since
Independence in India - Role of Banking in developed and developing economies - expanded
products, services, offerings across geographic markets and the impact on banking industry.
Describe the history of Indian Banking and outline the banking structure of developed and developing
economies
Module 2: Role of Central Bank - Reforms & regulations 5 Hours

Reserve Bank of India and its control on commercial banks, Impact of Reserve Bank of India’s Policies
on operations of commercial banks. Reserve requirements - CRR, SLR, and CRAR, Income
Recognition Norms. RBI reforms in the debt market, Provision for NPAs, Prompt Corrective Action
(PCA) framework for banks, Strategic Debt Restructuring, Sustainable Structuring of Stressed Assets
(S4A). Insolvency and Bankruptcy Code, 2016*.
Outline the role of central Bank a regulatory authority, explain the impact of RBI’s policies on
operations of commercial banks and appreciate the debt recovery reforms of RBI.
Module 3: Law and procedure governing banking instruments 5 Hours

Law and procedure Governing Banking Instruments - Cheques – Bills of Exchange, Promissory Notes,
Letter of Credit and deferred payment and guarantees – laws relating to securities, valuation of
securities, modes of charging securities –lien, pledge, mortgage, Hypothecation etc
Understand the nature of various banking instruments and outline the law and procedure governing
banking instruments
Module 4: Banking operations and Management 7 Hours

Management of Loan, Investment, Profit and growth management, Asset Liability Management
using traditional Gap and modern techniques. Compliance – AML (Anti money laundering) and KYC
(Know your customer) *, Cash and liquidity management - Domestic Treasury, Global treasury
operations, Interbank dealing
Indhradhanush framework for PSU Banks, Financial inclusion – PMJDY, Consolidation of public sector
banks, New bank licensing policy and other recent reforms. *
Learning Outcome: At the end of this module, student will be able to outline the importance of
compliance in the banking sector, compare the traditional and modern techniques of ALM and
explain cash and liquidity management through treasury operations
Page 212 of 330

Module 5: NRI banking & Payment and Settlement systems 8 Hours

Payment and Settlement systems – Electronic payment and settlement systems in India. Payment
and Settlement System Act 2007, Participants, Policy Guidelines on Issuance and Operation of Pre-
paid Payment Instruments in India*.
NRI Banking Digital and Mobile Banking, Cloud computing - Big Data, block chain technology,
artificial intelligence (AI), Internet of things (IoT), Crypto currencies, Digital cheques, Banking
architectural simplification*.
Learning Outcome: Discuss the payment and settlement systems in India and analyze the recent
reforms in NRI Banking
Basic Texts
Reference Books
India.
Other references
www.iba.org.in
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 213 of 330

SEMESTER – III
(Detailed Syllabus)
Page 214 of 330

Course Name: Retail Banking Course Code: 18JBS326

Course Outcomes
1. Describe concepts of the international and Indian retail banking.
2. Identify some of the best practices of retail banking across the globe.
3. Identify sources of credit, market, operational and liquidity risk that a retail bank incurs in
its traditional roles.
4. Analyze the structure, information content and sources of revenues and expenses of a retail
bank.
5. Examine the emerging trends in retail Banking.
Module 1: Retail Banking Overview 8 Hours

Overview of retail banking- retail bank services in the real economy – sources of funding – Analysis
of Balance sheet and Income statement - retail deposits – wholesale funding , Staff cost and
operating cost in retail banking . Retail banking metrics - Net Interest Margin – Net Interest spread
– Return on equity – Cost income ratio
Analyze the structure and information content of various categories of assets and liabilities of a retail
bank’s balance sheet, calculate and interpret common banking ratios.
Module 2: Retail Banking products and services 5 Hours
Common attributes of retail banking services – different retail banking products - pricing formulae
and approaches for consumer loans and retail deposits - discussion of common products in Islamic
Banking and other International Banking systems
Identify and understand the core and unique attributes of financial services in retail banking
Module 3: Credit Loss Management 5 Hours
Credit risk, market risk and operational risk - dominant role of credit risk in retail banking – Role of
law in credit management – mark to market model in managing credit risk – credit scores and
prediction of credit risks – Incurred loss and expected loss model of provisioning
Distinguish between the three main sources of risk in retail banks and evaluate the main approaches
to managing credit risk in retail banking
Module 4: Retail Banking Operations 5 Hours
Efficiency in banking processes through queuing theory concepts – 6P model - Little’s Law, which is
also known as the Law of Velocity, the basis for lean processing – Pareto Principle – reduction of
cost – CIR ratio - theory of constraints to resolve bottlenecks in bank processes
Apply and evaluate techniques in retail banking processes to achieve process efficiency
Module 5: Relationship management 7 Hours
Maintaining long term Banker – Customer relationship - importance of bank adaptability and the
quality of the relationship and which forms the basis for managerial actions to increase customer
trust* role of customer relationship management (CRM), customer-managed relationship (CMR),
customer service representatives (CSRs) - The role of senior management in sound corporate
governance in banking – operational excellence through ethical corporate culture in banking
Page 215 of 330
Understand the theory of relational exchange as the basis for relationship management in retail
banking
Basic Texts
Reference Books
India.
Other references
www.iba.org.in
Evaluation Pattern
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45% 50% 5% 100%
Page 216 of 330

SEMESTER – IV
(Detailed Syllabus)
Page 217 of 330

Course Name: Corporate Banking Course Code: 18JBS420

Course Outcomes
1. Describe concepts of the international and Indian corporate banking.
2. Identify some of the best practices of corporate banking across the globe.
3. Analyze the structure, information content and sources of revenues and expenses of
corporate banking.
4. Analyze the implications of risk capital.
5. Understand relationship management in corporate banking.
Module 1: Corporate Banking Overview 10 Hours

Corporate Banking: Meaning and importance, various services provided viz., Cash Management,
Salary Payment, Debt Management, Factoring and Forfaiting, Trusteeship, Custodial services,
Business advisory, Off shore services, Trade services, Forex Management, etc
Learning Outcome: At the end of this module, student will be able to analyze the structure and
information content of various categories of assets and liabilities of a corporate bank’s balance
sheet.
Module 2: Treasury products 5 Hours

Loan equivalent value (LEV) – Categorization of companies –Forwards, swaps, options –
Combinations. Identifying the potential of treasury products
Learning Outcome: At the end of this module, student will be able to identify and understand the
core and unique attributes of treasury products in corporate banking
.
Module 3: Debt Syndication 5 Hours
Debt Syndication-Debt Syndication Process -Project Finance Structure- Project Appraisal
Components- - Key Drivers for Syndication -Syndicate Financing and Fees Charged.
Learning Outcome: At the end of this module, student will be able to describe the debt syndication
process.
Module 4: Corporate Deposits and Working Capital finance 5 hours

Corporate Deposits: Importance of Institutional deposits vis-a-vis retail deposits. Working capital
finance, Fund and Non fund based limits and Import Export finance - Corporate Debt Restructuring.
Learning Outcome: At the end of this module, student will be able to examine the importance of
corporate deposits and analyze working capital requirements and eligibility
Module 5: Relationship management 5 Hours

Assessing Relationship Value of corporates - Value of Deal & Incomes - Risk Adjusted Return on
Capital (RAROC) & Risk Weighted Assets (RWA)- Cross Selling - Product Penetration Index (PPI)-
Relationship Strategy Mix- Key Focus Areas & Regulations of a Relationship Manager - Ethics in
Relationship Management.
Learning Outcome: Describe the role of relationship manager in corporate banking
Basic Teexts
Indian Institute of Banking and Finance -Corporate Banking. Macmillan India.
Page 218 of 330
Reference Books
Vikas Srivatsava, V. Rajaraman. Project and Infrastructure finance-Corporate Banking perspective.
Oxford
India.
Other references
http://www.rbi.org.in (Monetary Policy review)
Guidelines and circulars of rbi
www.iba.org.in
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 219 of 330

Course Name: Credit and Risk Management Course Code: 18JBS421

Course Outcomes
1. Identify some of the best practices of corporate banking across the globe.
2. Analyze the structure, information content and sources of revenues and expenses of
corporate banking
3. Identify various risks in banking
4. Identify various market risks
5. Describe the framework for credit risk management
Module 1: Risk Management in Banks 6 Hours

Risk Process-Risk Organization - Key Risks-Credit risk, market risk, operational risk, liquidity risk, legal
risk, interest rate risk and currency risk. Asset Liability Management - ALCO techniques / tools -
Simulation, Gap, Duration analysis, Linear and other statistical methods of control
Learning Outcome: Understand Asset Liability management through various techniques and tools
Module 2: Risk Measurement & Control 6 Hours

Risk exposure analysis - Risk management / mitigation policy - Risk immunization policy / strategy
for fixing exposure limits - Risk management policy and procedure - Risk adjusted return on capital
Learning Outcome: Understand risk management policy and procedures in banks
Module 3: Credit Risk Management 6 Hours

Introduction - Basel-I - Three pillars of Basel-II and Capital for Operational risk - Frame work for risk
management - RBI guidelines on risk management - Risk rating and risk pricing - Methods for
estimating capital requirements - Credit risk - standardized approach - Credit risk - advanced
approach - Credit rating / credit scoring and rating system design* - Credit Bureaus - Stress test and
sensitivity analysis - Internal Capital Adequacy Assessment Process (ICAAP) - Introduction to
structured products
Learning Outcome: Analyse the importance of Basel norms
Module 4: Operational Risk 6 Hours

Introduction, Basel-I, II & III - RBI guidelines - Likely forms of operational risk and causes for
significant increase in operational risk - Sound Principles of Operational Risk Management (SPOR) -
SPOR - organizational set up and key responsibilities of ORM - SPOR - policy requirements and
strategic approach for ORM - SPOR identification, measurement, control / mitigation of operational
risks - Capital allocation for operational risk, methodology, qualifying criteria for banks for the
adoption of the methods - Computation of capital charge for operational risk.
Learning Outcome: Examine forms of operational risk and causes for significant increase in
operational risk
Module 5 Market Risk 6 Hours

Introduction and definition - Prescriptions of Basel-I, II & III - Liquidity risk - Interest rate risk - Foreign
exchange risk - Price risk (Equity) - Commodity risk - Treatment of market risk under Basel a)
Standardized duration method b) Internal measurement approach - VaR
Learning Outcome: Identify various market risk and analyze various methods and approaches of
mitigating market risk
Page 220 of 330

Basic Texts
K. Vaidya Nathan. Credit Risk Management for Indian Banks. Sage publications
Reference Books
Joel Bessis (2015). Risk Management in Banking. Wiley Finance.
Other references
http://www.rbi.org.in (Monetary Policy review)
Guidelines and circulars of rbi
www.iba.org.in
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 221 of 330

SEMESTER – III
INTERNATIONAL FINANCIAL & ACCOUNTING
(Detailed Syllabus)
Page 222 of 330

Course Name: Accountant Skills Course Code: 18JBS327

Course Outcomes
1. Appropriate skills required for the application of the knowledge of accounting
2. Awareness of global reporting framework
3. Appreciating Fintech solutions
4. Practical introduction to IFRS, IAS, Ind AS and UK taxation
5. Preparation of group accounts
Module 1: Introduction to Accounting framework 2. 5 Hours
Accounting and other disciplines, regulatory framework for accounting and reporting, Ethics in
accounting.
Learning Outcome: At the end of this module, student will be able to understand the accounting
framework in terms of GAAPs and ethics
Module 2: Introduction to select IFRS, IAS and IndAS statements 7.5 Hours
Updated List of IFRS Statements, List of IAS, List of Ind AS issued by MCA, First time adoption of Ind
AS, detailed study of Ind AS101 First Time Adoption of Ind AS, Ind AS102 Share based payment and
Ind AS108 Operating segments
Learning Outcome: At the end of this module, student will be able to appreciate relevant IFRS, IAS
and IndAS statements
Module 3: Preparation of Consolidated Financial Statements 10 Hours
Define and describe the terms like parent, subsidiary, consolidated or group statements, non
controlling interest, trade investment, identify subsidiary with a group structure, fair value
adjustments, elimination of intra group trading balances, unrealised profits, acquisition of
subsidiaries part way through the financial year, associates, principle of equity accounting, IAS 38
disclosures.
Learning Outcome: At the end of this module, student will be able to prepare group financial
statements
Module 4: UK Taxation 7.5 Hours
Inheritance tax, Corporation tax liabilities, scope of corporation tax, comprehensive computation of
corporation tax liability, introduction to UK Value added tax
Learning Outcome: At the end of this module, student will be able to understand UK taxation
Module 5: Emerging trends in Accounting and Fintech solutions 2.5 Hours
Sustainability Reporting practices, Other emerging thoughts and trends in accounting, Development
in fintech techonology solutions, application of fintech in manufacturing, services and allied sectors.
Study and survey of practical and real life practices.
Learning Outcome: At the end of this module, student will be able to appreciate the emerging trends
in accounting and finance technology
Text & Reference Books:
ACCA Study Material
Evaluation Pattern
Continuous End term
Attendance Total
45% 50% 5% 100%
Page 223 of 330

SEMESTER – II
(Detailed Syllabus)
Page 224 of 330

Course Name: Supply Chain Management Course Code: 19JBLS207

Number of Credit: 3 Number of Hours: 30
Course Outcomes
1. Impart knowledge and understanding on Supply Chain Management and its relevance to
today’s business decision making.
2. Examine the role of supplier management in supply chain.
3. Examine role of forecasting in supply chain.
4. Understand basics of transportation and its use in supply chain.
5. Examine new trends in supply chain.
Module 1: Supply Chain Management 10 Hours

Supply Chain definition – Objectives – Types – Various definitions – Drivers – Need for SCM – SCM
as a profession – SCM decisions and skills – Strategy formulation in SCM – Value in Supply Chain –
Tradeoffs – CRM Strategy relationship matrix- Strategic Sourcing – Source evaluation – collaborative
perspective – Buyer Supplier Relationship – Partner Selection – develop of Partnership – importance
of inventory – imbalances – uncertainties –* inventory costs –* inventory turnover ratio
Learning Outcome: Analyze the role of Supplier Management in SCM.
Module 2: Forecasting in Supply Chain Management 5 Hours

Forecasting Truisms, Subjective and objective approaches, Forecasting errors, Time Series Analysis
(Naïve, Cumulative, Moving Average), Components of Time series (Level Trend and seasonality),
Exponential Smoothing (Simple Model, Holt Model), Double exponential smoothing model (Level
and seasonality), Holt, Winter Model (Level, Trend and Seasonality), *Regression Model
Learning Outcome: Critically analyze different methods of forecasting.
Module 3: Transportation in Supply Chain Management 5 Hours

Transportation Selection – Tradeoff – modes of transportation – models for transportation and
distribution – factors affecting network effectiveness – 3 PL advantages – Indian transport
infrastructure – IT solutions – EDI, e-Commerce, eProcurement – *Bar Coding and RFID technology
Learning Outcome: Examine the role of transportation and analyze transport infrastructure.
Module 4: Information System Utility in Supply Chain Management 5 Hours

Critical business processes and information systems – DBMS – benefits of ERP –information system
and bull whip effect – SCM software packages – modeling concepts – Vendor analysis model –
Coordinated SCM – Simulation modeling- Reverse Vs forward supply chain – types of reverse flows
– collaborative SCM’s and CPFR – agile systems – sources of variability – characteristics – *supplier
interface – *internal processes
Learning Outcome: Analyze new trends in Supply Chain Management.
Module 5: Global Supply Chain Management 5 Hours

Supply Chain Management and profitability – quality management – mass customization and
globalization – ethical Supply Chains – e-business and SCM – *Balanced Score Card – Benchmarking,
Performance measurement
Learning Outcome: Examine the concepts of mass customization and globalization
*Self-learning topics are subject to testing
Basic Text
Page 225 of 330

Chopra, Sunil and Peter Meindl, Supply Chain Management, Strategy, Planning, and Operation, 5th
edition, 2012, Pearson Prentice Hall,
Reference Books
Mohanty R.P, S.G Deshmukh “Supply Chain Management” Biztantra, New Delhi

Website: https://www.supplychain247.com
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 226 of 330

Course Name: Warehouse Management Course Code: 19JBLS208

Course Outcomes
1. Examine role of Warehousing in Supply Chain.
2. Identify concepts of Order Picking.
3. Gain insights to automation in warehousing.
4. Identify different layouts in warehousing.
5. Analyze the tools of warehouse performance.
Module 1: Warehouse Management 10 Hours

Why have a warehouse, Types of warehouse, the fluid model of product flow, Units of handling,
Storage: Dedicated versus shared, the warehouse as a queuing system, Warehouse operations
(Receiving, put away, order picking, checking and packing, shipping), Warehouse management
system, *storage and handling equipment (Pallet storage, Bin shelving or static rack, gravity flow
rack)
Learning Outcome: Identify concepts of warehouse operations.
Module 2: Layout in Warehousing 5 Hours

Layout of a unit load area, Space (Rack or stack, lane depth), Labor (Reducing labor by dual cycle
operation, reducing labor by careful product placement, Location of receiving and shipping, Aisle
configuration), Layout of a carton pick from pallet area, Layout of a piece pick from carton area,
*Detailed Slotting
Learning Outcome: Analyze different methods of layout planning in warehousing environments.
Module 3: Order Picking 5 Hours

Routing to reduce travel, the problem of pick path optimization, Heuristic methods of generating
short pick paths, Pick path optimization. Work Flow and balance, Organizing a team of order pickers,
* Bucket brigades in the warehouse.
Learning Outcome: Identify the methods of Order Picking.
Module 4: Automation and Cross-Docking 5 Hours

Carousels, A frames, AS/RS and their relatives, Cross Docking, Operations, Freight Flow-
Congestion, Design-Size and Geometry, *Trailer management
Learning Outcome: Describe the role of Cross-Docking and examine Trailer management.
Module 5: Measuring Warehouse Performance 5 Hours

Warehouse activity profiling (ABC ANALYSIS, Statistical analysis, doing it, Visualization),
Performance measurement, Benchmarking (Ratio based benchmarking, Aggregate benchmarking),
*Are smaller warehouses more efficient?
Learning Outcome: Describe the role of Warehouse activity profiling.
Basic Texts
John J. BARTHOLDI, III 1 Steven T. HACKMAN Warehouse and Distribution Science
Page 227 of 330

Reference books:
Stuart Emmet, Excellence in Warehouse Management , John Wiley, 2005
Website: https://blog.feedspot.com/warehouse_blogs
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 228 of 330

Course Name: Logistics Management Course Code: 19JBLS209

Course Outcomes
1. Gain the knowledge of possibilities of efficient optimization
2. Gain familiarity with the management of operations in International Logistics Management
3. Describe the role of logistics principles in the enterprise reality.
4. Gain insights to International Air transportation
5. Examine role of International insurance and its role in effective logistics management
Module 1: Logistics Management 10 Hours

The Logistics of Business – The Logistical Value Proposition – The Work of Logistics – Logistical
Operating Arrangements – Flexible Structure – Supply Chain Synchronization-Transport
Functionality, Principles and Participants – Transportation Service – Transportation Economics and
Pricing – *Transport Administration –* Documentation
Learning Outcome: Identify concepts of logistics and examine the of role of transportation
economics.
Module 2: International Sourcing 5 Hours

International Logistics and Supply Chain Management: Meaning and objectives, importance in
global economy, Characteristics of global supply chains, Global Supply Chain Integration – Supply
Chain Security – *International Sourcing
Learning Outcome: Identify concepts of global supply chain and examine role of International
Sourcing.
Module 3: Insurance 5 Hours

Role of Government in controlling international trade and its impact on Logistics and Supply Chain-
International Insurance – Cargo movements – water damage – Theft – Privacy – pilferage – Other
risk – perils with air shipments – Risk Retention – Risk Transfer – Marine Cargo Insurance – Coverage
A, B, C classes – Elements of air freight Policy – *Commercial Credit Insurance
Learning Outcome: Identify concepts of insurance in Logistics and analyze methods of insurance
coverage.
Module 4: Transportation 5 Hours

Size of Vessels, Tonnage, Types of vessels- Container, Combination ships – Non vessel operating
carriers-International Air transportation – Types of aircrafts – Air cargo Regulations – Truck and Rail
Transportation – Inter model – *pipelines
Learning Outcome: Gain insights to types of vessels in transportation and transportation techniques.
Module 5: Packaging and Trade Barriers in Transportation 5 Hours

Packaging objectives – TCL, LCC – Refrigerator – goods – customs duty – Non Traffic barriers –
customs cleaning process – *International logistics Infrastructure
Learning Outcome: Understand packaging and customs documentation and procedure.
*Self-learning topics are subject testing
Page 229 of 330

Basic Texts
1. Sunil Chopra, Peter Meindl, Supply Chain Management, Pearson Education, India.
Reference Books
1. Bowersox, Closs, Cooper, Supply Chain Logistics Management, McGraw Hill.
2. Burt, Dobbler, Starling, World Class Supply Management, TMH.
3. Donald J Bowersox, David J Closs, Logistical Management, TMH 4.
4.Pierre David, “International Logistics”, Biztantra.

Website: https://blog.feedspot.com/warehouse_blogs
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 230 of 330

Course Name: Total Quality Management Course Code: 19JBLS210

Course Outcomes
1. Gain the knowledge of possibilities of efficient optimization
2. Familiarize with management of operation using TQM
3. Understand application of quality tools in Service Business
4. Examine different tools of Quality control
5. Identify methods of Continuous Process Improvement
Module 1: Total Quality Management 10 Hours

Total Quality Management Evolution – Definition of Quality – Dimensions – QC- QA – QP Concepts
–Quality Management – Cost of Quality Failure Cost – Reducing Costs – Juran’s model – Analysis of
COQ for Improvement-Definition of TQM – Elements – Deming’s 14 points – TQM tools and
techniques – Planning phase of TQM – *Barriers to TQM implementations.
Learning Outcome: Examine the role of Deming and Juran in quality concepts.
Module 2: Service quality and employee involvement 5 Hours

Service quality – Features- customers delight – Kano model – Perceived Quality – Employee
Involvement –Employee Motivation –Team work – Effective Communication – Training and
Motivation -*Performance Appraisal.
Learning Outcome: Examine role of Service Quality and the role of employees in maintaining quality.
Module 3: Continuous Process Improvement 5 Hours

Continuous process improvement – Juran’s Trilogy – Kaizen – BPR and TQM – supplier importance
Selections. Standards – Quality audit –supplier rating systems – *Balanced score card.
Learning Outcome: Examine continuous process improvement in a quality-centric environment.
Module 4: Tools of Total Quality Management 5 Hours

Process Control –Flow Charts – Scatter Diagram –Pareto Chart – Control Chart – Central Limit
Theorem – Six Sigma, Definitions, Origin, *Process Models
Learning Outcome: Understand process control and tools Total Quality Management.
Module 5: Trends in Total Quality Management 5 Hours

Benchmarking – Type, Process – QFD – Taguchi’s Loss Function – Total Productive Maintenance-
Quality systems – ISO 900 – QMS – Management responsibility –* Environmental management
systems 14001 –Quality awards – Deming price European and Indian quality awards.
Learning Outcome: Examine trends in Total Quality Management and understand quality awards.
Basic Text
1.Dale H. Besterfield, Carol Besterfield, Glen Besterfield and Mary Besterfield – Total Quality
Management – Prentice Hall of India – Third Edition – 2007
Reference Books
1.TQM: Introduction to and Overview of Total Quality Management Kindle Edition(ASQ Quality
press)
Page 231 of 330
Website:https://asq.org/quality-resources/total-quality-management
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 232 of 330

Course Name: Purchasing and Inventory Management Course Code:19JBLS211

Course Outcomes
1. Gain knowledge of possibilities of efficient optimization and management of operation in
Purchasing and Inventory Management.
2. Analyze the ability to apply them in the enterprise reality to improve the overall efficiency
of the firm.
3. Understand the role of Material Management in a supply chain environment.
4. Examine the role of vendor analysis in supply chains.
5. Explain inventory policies in supply chain management.
Module 1: Introduction to Purchasing 10 Hours

Purchase policy- Rate and Running Contract – Subcontracting- Systems Contract – Stockless
purchase –Buying seasonal items – Forward Buying – Hedging – Purchasing Activities – Indent Status
– A to Z of Purchase Order –Transportation – Incoming Inspection – Bill settlement –Documentation-
Meaning of Right Price – Price Analysis – Determination of Right Price – Influencing Factors on
Pricing – Classification of Pricing – Price Forecasting - Right Place – Purchase Budgets – Budgetary
control – Need Identification Problems – Definition of lead time Elements- *Cost Reduction and
Lead time.
Learning Outcome: Examine role of Purchasing polices, documentation process and pricing in
purchase processes.
Module 2: Vendor Management 5 Hours

Relevance of Good Supplier - Advantages of Good Relations –Prerequisites – Evaluation of Suppliers
– The Buyers Role – Role of the Vendor –Relevance of Good Suppliers – Need for vendor evaluation
– Goals of Vendor Rating – Advantages of Vendor Rating – *Parameters of Vendor Rating.
Learning Outcome: Examine the supplier and vendor management relations in a supply chain
environment.
Module 3: Material Management 5 Hours

Role of Material Management – Classes of Material – Materials and Profitability – Profit Center
Concept – Material Objective –Centralized Purchasing Decentralizing – Delegation of Powers –
Definition of Material Planning –Bill of Material – Material Requirement Planning – Importance of
Material Research- Definition –* Advantages of Materials Information System.
Learning Outcome: Understand the components and processes of material management and
material planning.
Module 4: Codification in Material Management 5 Hours

Codification – Classification – Methodology–Requirement of codes – Coding Structure and Design –
Advantages - International Codification – Cost and Consequences -*Right Quantity
Learning Outcome: Describe codification and International Codification process in LSCM.
Module 5: Inventory Policies 5 Hours

Economic Ordering Quantity – Derivations of EOQ. EOQ with backorders, Special EOQ (All unit
discount, incremental discount, one time discount), Single period/newsvendor, Base stock policy,
Continuous review Policy(s,Q.) Periodic Review Policy(R,S), *Level of Service metrics- Cycle service
level, Cost per stock out event, Item fill rate, and cost per item short.
Page 233 of 330
Learning Outcome: Analyse Economic Order Quantity and evaluate different inventory policies.
Basic Text
1.Gopalakrishnan P.– Purchasing and Materials management – Tata McGraw Hill
Reference Books:
1.Chopra, Sunil and Peter Meindl, Supply Chain Management, Strategy, Planning, and Operation,
5th edition, Pearson Prentice Hall, 2012.
Website:https://alison.com/course/inventory-management-using-inventory-models
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 234 of 330

SEMESTER – III
(Detailed Syllabus)
Page 235 of 330

Course Name: Technology Management Course Code:19JBLS305

Course Outcomes
1. Describe the evolution of Technology, Concepts, basic functions and recent trends.
2. Gain insights to Technology Management concepts and practices for better business
decisions.
3. Examine the role of Technology forecasting.
4. Examine technology choice and evaluation methods.
5. Introduce the concept of Intellectual capital.
Module1: Technology Management 10 Hours

introduction to Technology Management-Technology and Society – Technology in business context
– Strategic technology process – Plan – Vision, Mission and Objectives -Technology origin and
evolution – *Tailoring technology to fit specific industry requirements
Learning Outcome: Discuss Technology Management and evaluate strategic technology processes.
Module 2: Organizational Design in Technology management 5 Hours

Organization redesign –Importance- Organizational re-engineering – Financial considerations for
technology Planning -* Trends
Learning Outcome: Understand Organizational redesign and re-engineering.
Module 3: Technology Forecasting 5 Hours

Technology Forecasting – Need – Methodologies: - Trend Analysis, Analogy, Delphi, Soft System
Methodology, Mathematical Models, Simulation, System dynamic, S-curve, *Role of Technology
Information Forecasting and Assessment Council (TIFAC).
Learning Outcome: Analyse the methods of technology forecasting in a technology environment.
Module 4: Technology and Strategic Planning 5 Hours

Dissemination of technology information- and strategic planning - Technology choice and evaluation
methods – Analysis of alternative technologies - *Implementing technology programs.
Learning Outcome: Discuss the methods of technology choice and examine role of alternative
technologies.
Module 5: Intellectual Property Rights 5 Hours

Intellectual Capital - An introduction to Intellectual Property Right - Patent - Copyrights - Trademarks
and other Issues-*Trends.
Learning Outcome: Examine role of Intellectual Property Rights and technology management.

Basic Text:
1. Betz, Frederic, 1996, Strategic Technology Management, New Delhi, McGraw Hill.
Reference Books
1. Betz, Frederic, 1996, Strategic Technology Management, New Delhi, McGraw Hill.
2. Gerard H. Gaynor, 1996, Handbook of Technology Management – McGraw-Hill.
3. Robbert Szakonyl, 2006, Handbook of Technology Management – Viva books private limited.
Page 236 of 330

4. Vijay Kumar Khurana, 2007, Management of Technology and Innovation, Ane books India,
Chennai
Other Material
Website: https://www.open.edu/openlearn/money-management/management/technology-
innovation-and-management/content-section-2.1
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 237 of 330

Course Name: Information System for Logistics Management Course Code: 19JBLS306
Course Outcomes
1. Understand the nature of management information systems and their applications in
business.
2. Use information management process for Communication in Business.
3. Examine application of MIS as Decision Support System.
4. Know the important business functions provided by typical business software.
5. Examine Client/Server Computing applications.
Module1: Management Information System 10 Hours

Concept of Management Information System: Concepts of Information System and Management
information systems- Information System design and Development-Implementation testing and
conversion Evolution and element of MIS – Definition – Characteristics and basic requirements of
MIS – Structure of MIS- Approaches to MIS Development-Computerized MIS- Pre- requisites of an
effective MIS- *Limitations of MIS
Learning Outcome: Discuss Management Information System and evaluate it structure.
Module 2: Decision Support System 5 Hours

MIS and Decision Support System (DSS): MIS Vs data processing – MIS and decision support system
– MIS and information resource management – MIS and Operations Research- Executive
information and decision support systems – Artificial intelligence and expert system – MIS in Indian
organizations – *Recent developments in information technology
Learning Outcome: Discuss the concepts of MIS and Decision Support Systems.
Module 3: Computers and Communication 5 Hours

Computers and Communication: Information technology and Global integration –On-line
information services – Electronic bulletin board systems – The internet, electronic mail, interactive
video – Communication Channels – Communication networks – Local area networks – Wide area
networks – Video conferencing- *Relevance to MIS
Learning Outcome: Describe MIS in Communication and IT enabled Communication.
Module 4: ERP in Logistics 5 Hours

Functional Information systems: MIS for Research Production - MIS for Marketing - MIS for
Personnel - MIS for Finance - MIS for Inventory- MIS for Logistics- MIS for Product Development-
MIS for Market Development. – Enterprise resource planning systems (ERP Systems) – Inter-
organizational information systems, Role if AI in LSCM – *Value added networks – Networking.
Learning Outcome: Examine the role of ERP tools to measure logistics performance.
Module 5: E Commerce and Internet 5 Hours

Client/ Server Computing: Communication servers – Digital networks – Electronic change and its
applications. Electronic Commerce and Internet: E-Commerce bases – E- Commerce and Internet –
M-Commerce-Electronic Data Inter-change (EDI)- *Applications of internet and website
management.
Learning Outcome: Examine the role of Client / Server computing in IT enabled business.

Page 238 of 330
Basic Text
1.Anthony, Dear den& Bedford, Management Control Systems
Reference Books
1. N.P. Srinivasan & Gupta, Management Control Systems
2. O’Brien, James A, Management Information System, Golgotha Publications Ltd.
3. Sadagopan, S., Management Information System, Prentice Hall of India.
Website : https://www.logisticsmgmt.com
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 239 of 330

Course Name: Distribution Management Course Code: 19JBLS307

Course Outcomes
1. Understand growing importance of marketing channels in the larger field of marketing; be
familiar with classification of the major participants in marketing channels.
2. Understand the influence of marketing channel as a social system as well as an economic
system; understand the meaning of marketing channel strategy.
3. Gain insights to channel design.
4. Differentiate channel management decisions and channel design decisions and understand
the importance of pricing issues in marketing channel management.
5. Recognize the importance of evaluating channel member performance.
Module 1: Distribution Management 10 Hours

Marketing Channel Concepts: Growing importance of Marketing Channels, The Marketing Channel
Defined, Use of the term Channel Manager, The Marketing Channel and Marketing Management
Strategy, Channel Strategy versus Logistic management, Flows in Marketing Channels, Distribution
through intermediaries, Channel Structure, Ancillary Structure- Marketing Channel System-An
Overview of the Channel participants, Producers and Manufacturers, Intermediaries, Facilitating
Agencies. Electronic marketing channels, Franchise marketing channels. -Behavioral Processes in
Marketing Channels: The Marketing Channels as a Social System, Conflict in the marketing Channel,
Power in the Marketing Channel, Role in the marketing Channel, and *Communication Processes in
the Marketing Channel.
Learning Outcome: Discuss Distribution Management evaluate role of distribution channels.
Module 2: Designing the Marketing Channel 5 Hours

What is Channel Design, Who Engages in Channel Design, A Paradigm of the Channel Design
Decision, the Phases of Channel Design- Channel Member Selection and Channel Design, The
Selection Process- finding prospective channel members, *Applying Selection criteria, securing the
Channel members.
Learning Outcome: Discuss the role of channel design in LSCM.
Module 3: Product and Pricing Issues in Channel Management 5 Hours

New Product Planning and Channel Management, the Product Life Cycle and Channel Management,
Strategic Product Management and Channel Management-. Anatomy of Channel of Channel Pricing
Structure, Guidelines for Developing Effective Channel Pricing Strategies,* Other Issues in Channel
Pricing.
Learning Outcome: Discuss product and pricing decision in business logistics.
Module 4: Promotion in Channel Management 5 Hours

Promotional Strategies and Channel Member Cooperation, Basic Push Promotional Strategies in
Marketing channels, “Kinder and Gentler” Push Promotion Strategies in Marketing. Finding out the
needs and Problems of Channel Members, Offering Support to Channel Members, *Providing
Leadership to Motivate Channel Members.
Learning Outcome: Evaluate the methods of motivation in Channel Management.
Module 5: Evaluating Channel Member Performance 5 Hours

Factors Affecting scope and frequency of Evaluations- Performance Evaluation versus Day-to-Day
Monitoring, *Channel Member Performance Audit.
Page 240 of 330
Learning Outcome: Understand the role of audit and evaluation in Channel Performance.
*Self-learning topics are subject to testing.
Basic Text
1.Rosembloom B, (2014). Marketing Channels – A Management View (8th Edition). Cengage Learning
Reference Books
1.Anne T. C., Anderson E., Stern W. L., Adel I., and Ansary El., Marketing channels (8th Ed). Pearson
Education, 2001.
Other reading Material:
Website: https://www.distributionmgmt.com
Evaluation Pattern
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Page 241 of 330

Course Name: International Logistics Management Course Code: 19JBLS308

Course Outcomes
1. Examine the components of International Logistics and integrating all the subsystems of Logistics.
2. Understand the various processes involved in International Trade and the various types of
Marketing Channels and its role in Logistics.
3. Gain knowledge of the Concept of Multimodal transportation, their legal classifications,
Characteristics and the choice of transport.
4. Understand Containerization and Chartering operations.
5. Gain knowledge on Inventory management, Packaging and various kinds of packing.
Module 1: International Logistics 10 Hours

Overview Logistics: Definition, Evolution, Concept, Components, Importance, Objectives; Logistic
Subsystem; The work of Logistics; Integrated Logistics; Barrier to Internal Integration-Marketing and
Logistics Customer Focused Marketing; International Marketing: Introduction, Definition, Basis for
International Trade, Process, Importance; International Marketing Channel: Role of Clearing Agent,
Various Modes of Transport, Choice and Issues for Each Mode, *Transport Cost Characteristics
Learning Outcome: Understand Logistics and international trade in an international perspective.
Module 2: Transportation in International Logistics 5 Hours

Basics of Transportation- Transportation Functionality and Principles; Multimodal Transport: Modal
Characteristics; Modal Comparisons; Legal Classifications; International Air Transport; Air Cargo
Tariff Structure; Freight: Definition, Rate; *Freight Structure and Practice
Learning Outcome: Identify Transportation for International Logistics.
Module 3: Containerization in International Logistics 5 Hours

Containerization and Chartering Containerization: Genesis, Concept, Classification, Benefits and
Constraints; Inland Container Depot (ICD): Roles and Functions, CFS, Export Clearance at ICD;
CONCOR; ICDs under CONCOR; Chartering: *Kinds of Charter, Charter Party, and Arbitration
Learning Outcome: Evaluate methods of containerization and chartering containerization.
Module 4: Inventory Management and Packaging Inventory Management 5 Hours

Inventory Management and Packaging Inventory Management: Introduction, Characteristics,
Functionality, Components, Planning; Packaging and Packing: Labels, Functions of Packaging,
Designs, *Kinds of Packaging.
Learning Outcome: Understand the methods of Inventory Management.
Module 5: Containerization and Chartering Containerization 5 Hours

Packing for Transportation and Marking: Types of Boxes, Container, Procedure, Cost, Types of
Marking, Features of Marking- *Trends
Learning Outcome: Understand the methods of containerization and chartering containerization.
Page 242 of 330

Basic Text
1. International Marketing by Sak Onkvisit& John J. Shaw, Publisher: Prentice Hall of India
Reference Books
1. International Marketing by Gupta and Varshing, Publisher: Sultan Chand and Sons
2. Logistic Management and World Sea Borne Trade by Multiah Krishnaveni, Publisher: Himalaya
Publication
3. Logistic and Supply Chain Management by Donald J. Bowerson, Publisher: Prentice Hall of India

Website: https://www.logisticsmgmt.com/
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 243 of 330

Course Name: Materials Management Course Code:19JBLS309

Course Outcomes
1. Understand the processes and methods in materials management.
2. Examine advanced and recent techniques in materials management.
3. Develop the skills necessary in the present dynamic environment.
4. Provide an opportunity to understand the crucial importance of materials management
functions vis-a-vis other functional activities in any organization.
5. Enhance decision making capabilities in a materials environment.
Module 1: Materials Management 10 Hours

Introduction and Objectives - Materials Management Concepts and their Importance Integrated
Materials Management, Profit Centre Concept Purchasing Function - Objectives, Scope and
Importance, Organization for Purchasing, Centralization vs. Decentralization, Delegation of Powers,
Purchasing Cycle Elements and their Importance, *Purchase Policies and Procedures
Learning Outcome: Understand the Materials Management and purchasing.
Module 2: Make or Buy decisions in Business Logistics 5 Hours

5R’s of Purchasing and Related issues Technical, Commercial and Legal Aspects of Purchasing
Contracts Management - Make or Buy decisions - Import Policy and Procedures- Capital Goods and
Project Imports, Spares, Consumables and Components, * Specific Licensing Provisions
Learning Outcome: Identify the 5Rs of Purchasing and analyse Make or Buy decisions.
Module 3: Purchasing and Outsourcing 5 Hours

Project Buying and Related Aspects. Vendor Rating and Source Location. Negotiations in Purchasing
- Outsourcing Management, application of Cloud Computing-* Latest Trends
Learning Outcome: Learn aspects related to Buying and identify aspects of Purchasing and
Outsourcing.
Module 4 Stores Management 5 Hours

Stores Function, Relevance and Importance- Objectives - Stores Identification System and
Codification.
Learning Outcome: Gain insights to stores function and stores identification systems.
Module 5 Stores Procedures 5 Hours

Stores Procedures and Organization - Inspection and Handling, Storage Procedures, Security, Stores
Issues and Receipts - *Inventory Valuation
Learning Outcome: Analyse stores procedures and stores security systems
Basic Text
Reference Books
1. Supply Chain Management – Strategy, Planning and Operation – Sunil Chopra, Peter Meindl, D V
Karla - Pearson
Page 244 of 330
Other reading Material

Website: https://materialmg.com/
Evaluation Pattern
Continuous End term

Attendance Total
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Page 245 of 330

Course Name: Modern Logistics Management Course Code: 19JBLS310

Course Outcomes
1. Gain knowledge on the Logistic operations and their beneficiary role in procurement and
production function.
2. Study the Logistic function as the support function for the marketing function in a business
situation.
3. Understand the EXIM logistics and study about various necessary documentation procedure for
EXIM logistics.
4. Understand the difference between the 3pl and 4pl service providers.
5. Focus on multimodal transportation and its importance in the global environment.
Module 1: Logistics Operations 10 Hours

Introduction to Logistics Operations-Logistics as a Support/Interface/Enabler of Production
function: Logistics as a Support function of Procurement, Vendor Facilitation and Production
Logistics as interface function of Demand Forecasting, Global procurement, tracking inward
shipments, In-plant distribution and Storage Planning Logistics as an enabler of Just-in-Time (JIT),
Kanban (A scheduling system for lean inventory), *Vendor Managed Inventory (VMI) for Vendors
and the firm.
Learning Outcome: Understand Logistics as a Support/Interface/Enabler of Production/Marketing
function.
Module 2: Logistics as Marketing Support 5 Hours

Logistics as a Support/Interface/Enabler of Marketing function: Logistics as a Support function of
Order Fulfillment, Assembling &Labeling from Multistage points, Consignment
convergence/divergence and Delivery- Logistics as an interface of Market forecasting, Stock level
management, invoice or sales documentation, picking materials, consolidation, packing, marking,
preparing outbound documentation and shipping out by loading into containers- *Customer
facilitation tracking out-bound shipments.
Learning Outcome: Analyse functions of Logistics Operations.
Module 3: EXIM Logistics 5 Hours

EXIM Logistics: Special Aspects of Export logistics: Picking, Packing, Vessel Booking [Less-than
Container Load(LCL) / Full Container Load (FCL)], Customs, Documentation, Shipment, Delivery to
distribution centers, distributors and lastly the retail outlets- Import Logistics: Documents
Collection- Valuing- Bonded Warehousing- Customs Formalities- Security & Insurance- Multimodal
Transport- UN International convention on MT of Goods- *Terminal Networks: Types and Roles.
Learning Outcome: To build familiarization with the concepts in EXIM Logistics and analyze role of
Distribution centers.
Module 4: Logistics Service Providers 5 Hours

Logistics Service Providers: 3PL/4PL Services- Differences between 3PL & 4PL: 4PL Common Services
for 3PL/4PL: Invoice management, call centers, warehouse/distribution facilities - Carrier
management- 4PL Specialties: Implementation Center: Business process analysis/scoping,
Development of all activities into an open systems framework- Product/Skill Centers: Supply chain
engineering –4PL Value Added services: *Knowledge Transfer, Business Development and
Functional Support.
Page 246 of 330
Learning Outcome: Discuss the role of Logistics Service Providers in 3PL/4PL services service
environments.
Module 5: Business Logistics 5 Hours

Special Logistics: Inter and Multimodal Transport- Industrial Projects Transportation- Trade Fairs
and Events Transportation- International Supply Chain Management- Consolidation and Groupage-
Logistics of Time Perishable - Logistics of Quality Perishable- Life cycle logistics for
Projects/Products- *GS1 System of world-wide supply-chain standards system.
Learning Outcome: Understand business logistics processes in supply chains.
*Self-learning topics are subjected to testing
Basic Text
1.Martin Christopher, Logistics and Supply Chain Management, Prentice Hall, 1998
Reference Books
1. John J. Coyle, C., Supply Chain Management, South Western –Cengage, 2010
2. F. Robert Jacobs, Operations and Supply Chain Management, McGraw Hill, 2010
3. Bozarth & Handfield, Introduction to Operations & Supply Chain Management, Prentice Hall, 2005
4. James Martin, Lean Six Sigma for Supply Chain Management, McGraw Hill, 2006.
5. Ronald H. Ballou, Business Logistics: Supply Chain Management, Prentice Hall, 2003
Other reading Materials

Website: http://en.zgxlog.com/wdgweb_content-37100.html
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 247 of 330

Course Name: Supply Chain Analytics Course Code: 19JBLS311

Course Outcomes
1. Analyze the subject in depth by emphasizing on the advanced quantitative models and
methods in logistics and supply chain management.
1. Understand its practical aspects and the latest developments in the field.
2. Understand heuristics methods of analysis.
3. Examine role of hypothesis testing in supply chain.
4. Gain insights into Predictive models and Operations Research tools.
Module 1: Analytical Models 10 Hours

Classification of analytical models, Mathematical functions (Linear, Quadratic, Power, exponential,
Logarithms), Multivariate functions, Properties of functions.
Constrained Optimization, Formulating Linear Program, Anomalies, Unconstrained optimization,
Extreme point solutions, Integer and mixed integer linear programs, Binary variables for modeling
logical conditions, Network Models (Shortest Path Problem, Travelling salesman problem,
Transportation and Transshipment problems) *Non Linear optimization
Learning Outcome: Classify optimization and networking models in supply chains.
Module 2: Transportation Models 5 Hours

Transportation Network Models- Notion of Graphs, Minimal Spanning Tree, Shortest Path
Algorithms- Maximal Flow Problems- Multistage Transshipment and Transportation Problems-
*Simple examples
Learning Outcome: Solve Transportation Models and work with Network Models.
Module 3: Heuristics approach in problem solving 5 Hours

Set covering and Set Partitioning Problems- Traveling Salesman Algorithm-s Advanced Vehicle
Routing Problem- Heuristics- Scheduling Algorithms-Deficit Function Approach and *Linking
Algorithms
Learning Outcome: Learn Set Covering and Partitioning problems and examine scheduling
algorithms.
Module 4: Hypothesis testing 5 Hours

Probability laws, characterize a distribution (Central Tendency, Spread), Theoretical Distributions
(Discrete uniform, Poisson), Continuous distribution (Uniform, Normal and Triangular), Central Limit
Theorem, Sampling and Sample Size, Confidence Intervals, t-test, Hypothesis Testing, Introduction
of p value. One tailed and two tailed predictions, * error types
Learning Outcome: Learn probability and applications and apply hypothesis testing.
Module 5: Building Predictive Models 5 Hours

Building predictive models, Dependent versus independent variables, Variable types, Linear
Regression models, Residuals, Validating the model (Overall fit, individual coefficients, , Regression
Assumptions,
Building descriptive models, Simulation models in supply chain, Monte Carlo Simulation, Discrete
Time Simulation using software, Characterizing the Queuing system- *Trends
Learning Outcome: Understand dependent and independent variables and validating of models.
Page 248 of 330

Basic Texts
1.Bertsimas and Freund, (2004) Data, Models, and Decisions: The Fundamentals of Management
Science, Dynamic Ideas.
Reference Books
1.Winston (2003) Operations Research: Applications and Algorithms, Cengage Learning. There are
many different books by Wayne Winston - they are all pretty good.
2.Hillier and Lieberman (2012) Introduction to Operations Research, McGraw Hill.
3.Albright, Winston, Zappe (2010) Data Analysis and Decision Making, Cengage Learning.

Website: https://www.edx.org/course/supply-chain-analytics
Evaluation Pattern
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Attendance Total
45% 50% 5% 100%
Page 249 of 330

SEMESTER IV
(Detailed Syllabus)
Page 250 of 330

Course Name: Logistics Marketing and Technology Course Code: 19JBLS404

Course Outcomes
1. Gain knowledge on marketing functions and the various environmental issues related with
marketing decision for a logistic operator.
2. Study the importance of product mix decision and the various types of pricing decision.
3. Understand the importance of Promotional elements and their usefulness in promoting a logistic
operator.
4. Focus on user behavior and the importance of networking.
5. Study the nuances in supply chain technology and its importance in logistic operations
Module 1: Marketing Concepts 10 Hours

Marketing Concepts - Marketing Environment and System - Approaches to the study of marketing-
Industrial, Consumer and Service Marketing - Marketing Mix- Marketing by 3Pl and 4PL services-
User Behavior and Networking - User Decision Making process - Market Segmentation -
Concentrated Marketing - Differentiated and Undifferentiated Marketing - Service positioning -
Networking: Networking with Shippers, Wholesalers and Industries- *Networking with Warehouse
service providers, Transport operators.
Learning Outcome: Understand the logistics marketing environment in organizations.
Module 2: Marketing mix and new service development 5 Hours

Line, Range and Consistency of (Product) Service Mix offering - Innovative product offering - New
Service Planning and Development Process - Service Life Cycle - BCG Product Portfolio concept and
uses- Price mix decisions – Pricing: Objectives & Methods - Pricing Policies - New product pricing
strategies- *Reacting to competitor price changes.
Learning Outcome: Understand the steps involved in new service planning and development in a
logistics services environment.
Module 3: Promotion and Distribution mix decisions 5 Hours

Promotion and Distribution mix decisions: Promo tools Advertisement: Types and Importance- Sales
Promotion: Types and Relevance Publicity: Concept and Significance- Salesmanship: Types and
Traits Budgeting for Promotional expenses- Distribution mix decisions
Learning Outcome: Evaluate promotion and distribution mix decisions in a logistics environment.
Module 4: Supply chain software Technology 5 Hours

Supply chain software Technology: WMS, TMS, LMS, OMS, WCS and Network Optimization-
Software Evaluations & Selections-Logistics Network Optimizations- *Transportation routing,
mileage and mapping software
Learning Outcome: Identify supply chain business tools and logistics network optimizations.
Module 5: Logistics Technology Environments 5 Hours

RFID (Radio Frequency Identification) technology- Integrated GPS, Wireless Data and Micro-Chip
Technology System- Tracking Technology. Transport Technology: Advances in Shipping Technology-
Flight Technology- Truck Technology – Rail Technology – Billing Technology Payment Technology-
(ISO 9000)- *TQM and Benchmarking
Learning Outcome: Discuss technology-driven environments in logistics and supply chain
management.
Page 251 of 330
*Self-learning topics are subject testing

Basic Texts
Philip Kotler and Kevin Keller, Marketing Management, Prentice Hall, 2006 Mullins, Walker and
Boyd, Marketing Management: A Strategic Approach, McGraw Hill, 2009.
Reference Books
1. Alexander Chernev and Philip Kotler, Strategic Marketing Management, Brightstar Media, 2009
2. Joseph D. Patton, Logistics Technology and Management, Soloman, 1986. Philip T. Frohne,
Quantitative Measurements for Logistics, McGraw Hill, 2007

Website:https://www.straightnorth.com/markets/logistics-supply-chain/
Evaluation Pattern
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Attendance Total
45% 50% 5% 100%
Page 252 of 330

Course Name: Rail Road and Air Cargo Logistics Course Code: 19JBLS405
Course Outcomes
1. Examine the rail supply and logistics chain.
2. Describe the role of logistics support, rail inspection, verification and audit services.
3. Understand Q & Q trade inspection in road and rail transportation environments.
4. Describe the transit monitoring process in logistics.
5. Gain insights into the latest trends in transportation logistics.
Module 1: Transportation logistics 10 Hours

Significance of transportation logistics: utility created by transportation in logistics transportation
as a means of conquering time and space features of inbound, outbound, local and medium, long
and continental transportation- features of logistics transportation-Features and facilities offered
by Railways- Factors influencing growth in Rail Logistics- Suitability for different Cargo and distance
Ranges segments – Innovative schemes/facilities to popularize rail logistics in India- Railway
infrastructure in India and Freight movement- *Share of Railways in Cargo movement in India and
world-wide.
Learning Outcome: Familiarization with Special Logistics and Logistics of Time Perishable.
Module 2: Road Transportation 5 Hours

Roadways as a primary mode and complementary mode of transportation in Logistics – Features,
Facilities and suitability- Innovations in roadways to make it Logistics friendly- Factors influencing
choice- *Factors influencing growth in Road Logistics- Suitability for different Cargo and distance
Ranges segments
Learning Outcome: Gain Insights on transportation logistics and analyse suitability for different
Cargo and distance ranges segments.
Module 3: Cargo Movement 5 Hours

Innovative schemes/facilities to popularize rail logistics in India- Share of Railways in Cargo
movement in India and world-wide. Role National Highways and the Toll highways- Outsourcing
Fleets from others Technology, Cost, Speed, Security and Dynamics- *Competition with other
modes
Learning Outcome: Understand cargo movement and facilities to popularize rail logistics in India.
Module 4 Air Transportation 5 Hours

Significance of air transportation in logistics: utility created by air transportation in Logistics-Air
transportation as a means of conquering time and space features and facilities offered by air cargo
ways factors influencing growth in air logistics air suitability for different cargo- Innovative schemes
facilities to popularize air cargo logistics in India –*share cargo movement in India and worldwide
conventions covering the movement of dangerous goods by air
Learning Outcome: Describe air transportation in logistics and examine the role of innovative
schemes facilities.
Module 5 Air Transportation 5 Hours

Concept, needs and areas of coordination among different modes coordination among supply chain
partner’s energy product prices and logistics environments and logistics problem and prospects in
interstate logistics by road role of truckers bodies in road rail air cargo Movement-*Trends.
Page 253 of 330
Learning Outcome: Understand the role of interstate logistics and cargo movements in the logistics
value chain.
Basic Text
1. Coyle, Bardi &Novack Transportation: A Supply Chain Perspective, South-Western College, 2010
Reference Books
1. MB. Stroh, A Practical Guide to Transportation and Logistics, Logistics Network Inc. 2006
2. Ritter, Barrett and Wilson, Securing Global Transportation Networks, McGraw Hill, 2006
3. MOSWest, Transportation and Cargo Security, Prentice Hall, 2005.
4. Chi Chu, C. Leung, Van Hui & Cheung, 4th Party Cyber Logistics for Air Cargo, Spring, 2004
5. Hui, Leong, Arming Zhang, et al, Air Cargo in Mainland China and Hong Kong, Ash gate, 2004

Website: https://economictimes.indiatimes.com/definition/rail-transport
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 254 of 330

Course Name: Global Supply Chain Course Code: 19JBLS406

Course Outcomes
1. Establish a Global Supply Chain Strategy.
2. Evaluate Global Supply Chain Infrastructure.
3. Leverage Logistics in Global Supply Chains.
4. Gain insights to purchasing in Global Supply Chains.
5. Examine the role of maximizing Operations and Market Channels in Global Supply Chains.
Module 1: Establishing a Global Supply Chain Strategy 10 Hours

Insight into global trade and global supply Chains-Expertise in emerging markets and global supply
Chains-Best practices for strategic global supply chain Management-How to integrate global supply
chain Functions-Strategic benefits of global supply chains-Ways to identify key market global
Drivers-Knowledge of how market globalization drivers influence supply Chains-Exploration of the
declining role of governments as producers and customers, and how their new role adds value for
global supply Chains-How competitive globalization drivers better facilitate global supply chains-The
influence of competitive globalization drivers, including the increase in world trade levels, increased
“born-global” companies and the *growth of global networks.
Learning Outcome: Gain Insights into the competitive globalization drivers of supply chain value.
Module 2: Evaluating Global Supply Chain Infrastructure 5 Hours

Analysis of transportation, communication, utilities and technology Infrastructure-Supply chain
security, risks and Value-Legal considerations, international contracts and insurance Issues-
Commercial documents and customs Clearance-*International commerce terms (incoterms)
Learning Outcome: Evaluate the role of supply chain infrastructure in creating value in the logistics
value chain.
Module 3: Leveraging Logistics in Global Supply Chains 5 Hours

How to design a global logistics Strategy-Managing Global Inventory-Global packaging and materials
Handling-Understanding of global distribution Centers-*Ocean, air, land and intermodal
transportation
Learning Outcome: Gain insights into global logistics strategy, packing and material handling.
Module 4: Purchasing in Global Supply Chains 5 Hours

Key elements of a global purchasing Strategy-How to move from international to global Purchasing-
Types of global purchasing Strategies-Strategies for outsourcing and Offshoring-*Examples
Learning Outcome: Understand the key elements of global purchasing strategy.
Module 5: Operations and Market Channels in Global Supply Chains 5 Hours

How to create a global operations Strategy-Strategic make or buy decisions in global supply Chains-
Total cost analysis in global supply chains-Process-based quality Standards-Comprehension of the
Supply Chain Operations Reference Model-Using a first-party logistics (1PL), 2PL, 3PL, 4PL, 5PL
supplier-Creating a global market channels Strategy-Customer value-*Creating global Processes
Learning Outcome: Analyse operations and total cost analysis in global supply chains.

Basic Text
Page 255 of 330
1.Mangan, J., Lalwani, C., and Butcher, T., Global Logistics & Supply Chain Management, John Wiley,
2008
Reference Books
1.Bernstein, W. A Splendid Exchange: How Trade Shaped the World. Grove Press. 2009.
2.Coe, N., Kelly, P., and Yeung. H “A Geographical Approach to the Economy” pgs. 3-30 in Economic
Geography: A Contemporary Introduction.
3.Blackwell, 2007. Appiah, K.A., The Case for Contamination, New York Times, January 1, 2006.
Online at www.nytimes.com.

Website: https://www.supplychaindigital.com
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 256 of 330

Course Name: Sustainable Supply Chain Course Code: 19JBLS407

Course Outcomes
1. Gain insights on sustainability of a supply chain.
2. Analyse tools that measure sustainability.
3. Describe the role of employees in maintaining sustainability.
4. Design a sustainable supply chain across businesses.
5. Analyse the latest trends and developments in sustainable supply chains.
Module 1 Sustainable Supply Chains 10 Hours

What is Sustainability-The political economy of carbon trading- Sustainable supply chains Green
supply chains- Sustainable Processes like Purchasing and materials management, distribution,
warehousing -Global thinking on sustainable supply chain-*Challenge of going green – Case studies
Learning Outcome: Examine sustainability processes in supply chain environments.
Module 2 Environment Design of Supply Chains 5 Hours

Supply management -Waste disposal and waste -Recycling through lease and service agreements -
*Green building
Learning Outcome: Discuss the aspects of design and environmental management in supply chain
environments.
Module 3 Sustainable Transportation 5 Hours

Environmental enhancements in road vehicle- Other methods- *Sustainability Issues- Examples-
Models
Learning Outcome: Gain insights into the design of sustainable transportation solutions.
Module 4 Sustainable Facility Location and transportation 5 Hours

“Greening” transportation in the supply chain- Sustainable methods of facility location- Models-
*Examples
Learning Outcome: Identify and evaluate sustainable facility location models.
Module 5 Employee sustainability 5 Hours

Global trends in sustainability- Role of employees in maintaining sustainability- *Employee
Empowerment-Methods-Case Studies
Learning Outcome: Understand employee stakeholder roles in building sustainability for supply
chain environments.
Basic Text
Strategy for Sustainability: A Business Manifesto by A. Werbach, 2009, HBP.
Reference Books
Economics: What Everyone Should Know About Economics and the Environment by R. Stroup, Cato
Institute, 2003
Page 257 of 330

Other Reading materials

1.Using Nature’s Rules to Build Sustainable Profits, G. Unruh, HBP, 2010.
2.The Ecology of Commerce: A Declaration of Sustainability by P. Hawken, Harper Paperbacks, IOM
599
3. Toward a Sustainable Enterprise by R. Anderson, Peregrinzilla Press, 1999.
Website: https://www.signify.com/global/sustainability/sustainable-supply-chain
Evaluation Pattern
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Page 258 of 330

Course Name: Supply Chain Design & Dynamics Course Code: 19JBLS408
Course Outcomes
1. Gain insights into supply chain models.
2. Analyse costing methods in supply chain management.
3. Understand importance of the production process in a supply chain environment.
4. Analyse the design of a supply chain organization.
5. Examine role of supply chain dynamics.
Module 1 Supply Chain Models 10 Hours

Introduction- Transportation, Transshipment, Facility Location, and Network Design Problems-
*Introduction to computer software
Learning Outcome: Analyse frameworks and applications of network design models.
Module 2 Costing 5 Hours

Activity Based Costing, *Working Capital, the Cash-to-Cash cycle and Discounted Cash Flow
Analysis- examples.
Learning Outcome: Evaluate costing methods used in supply chain processes.
Module 3 Production tools 5 Hours

Procurement, risk Contracts-Production planning, bills of materials, material requirements
Planning-Sales & Operations Planning and other collaboration based processes- *Latest trends
Learning Outcome: Describe production planning tools and operation planning tools in supply chain
environments.
Module 4 Performance metrics 5 Hours

Performance metric design and organizational design within the supply chain organization- *Trends
Learning Outcome: Describe performance metric design and analyse tools of organizational design
in supply chain organizations.
Module 5 Risk Management 5 Hours

Supplier Management- Supply chain risk Management-Supply Chain Dynamics-Methods-Risk
Management tools-*End to End Supply Chain Management-Case studies
Learning Outcome: Explain supply chain risk management and supply chain dynamics.
Basic Text
Watson Michel, Sara Lewis , Cacioppi Peter, Jay Jayaraman: Supply Chain Network Design:
Applying Optimization and Analytics to the Global Supply Chain (2012)
Website: https://www.edx.org/course/supply-chain-dynamics-0
Reference books
Jay Jayaraman, Peter Cacioppi, Sara Lewis, Michael Watson, Arthur V. Hill, Stephen B. LeGrand,
Mark J. Schniederjans Supply Chain Design (Collection)
Page 259 of 330


Website: https://www.edx.org/course/supply-chain-dynamics
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 260 of 330

SEMESTER – II
(Detailed Syllabus)
Page 261 of 330

Course Name: IT for Managers Course Code: 19JBSO207

Course Outcomes
1. To describe various IT tools for management.
2. To discuss the methodologies of organizing data.
3. To gain cut gain insights into Enterprise Systems and Decision Support Systems.
4. To evaluate cloud computing and its effect in management.
5. To analyse applications of IT and new trends.
Module 1: Introduction to IT 10 Hours

Information Technology- Definition- Utility- Software: Systems and Application Software –
Organizing Data and Information- Tools used- Introduction to different software- *Innovations in
software
Learning Outcome: To understand concepts of software, and evaluate data and its utility
Module 2: Knowledge Management Systems 5 Hours

Knowledge Management and Specialized Information Systems- Types- Applications-*Trends
Learning Outcome: To evaluate Knowledge Management Systems.
Module 3: E- Commerce Applications 5 Hours

Electronic and Mobile Commerce- The Internet, Intranets, and Extranets- Applications and *trends
Learning Outcome: Understand ecommerce tools and applications.
Module 4: Decision Support Systems 5 Hours

Information and Decision Support Systems- Applications and Innovations- *Personal and Social
Impact of Computers
Learning Outcome: Evaluate Information and Decision Support Systems in a data environment.
Module 5: Cloud Computing 5 Hours

Introduction to Cloud Computing- Service Management In Cloud Computing-Data Management in
Cloud Computing-Resource Management in Cloud Computing- Recent Trends
Learning Outcome: To gain insights on Cloud Computing and its applications.
Self-learning topics are subjected to testing

Basic Text
1.Ralph Stair, George Reynolds, Fundamentals of Information Systems, Fourth Edition, Course
Technology, 2006, ISBN 1-4239-0115-0
Reference Books
1.George Reynolds- Information Technology for Managers(2011) Cengage Learning

1. Rajkumar Buyya, James Broberg, Andrzej M. Goscinski, Cloud Computing: Principles and
Paradigms, Wiley,2011
Page 262 of 330

Website:
www.businessinsider.com
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 263 of 330

Course Name: Operations Management Course Code: 19JBSO208

Course Outcomes
1. Familiarize the students with the concepts of operations management systems.
2. Gain insights to the concepts of Operations Management such as Inventory management, Project
management, Supply Chain Management, Total Quality Management
3. Apply the concepts of Operations Management for effective utilization of resources and meeting
the customer expectations.
4. Understand the Operations strategies for ensuring competitiveness and being globally
competitive.
5. Understand the process of forecasting, facility planning, Capacity Management etc.
Module 1: Operations Management 10 Hours

Current trends in manufacturing in India, conventional practice v/s contemporary advancements,
services as a part of operations, operations as a key functional area in an organization, prioritization,
updating the techniques used by competitors, training- Concept of Operations Globally-
Introduction to different concepts- Production Planning& Control, The product design process-
Designing for the Customer, Designing Products for Manufacture and Assembly, Product Process
Matrix, Process Selection, Manufacturing Process Flow Design, Measuring Product Development
Performance, Service Encounters, Structuring the Service Encounter, Service-*System Design
Matrix
Learning Outcome: Understand operations management components and processes in a data
based environment.
Module 2: Introduction to Forecasting 5 Hours

Need for Forecasting, Short and long range forecasting, forecasting time horizon, types of
forecasting, qualitative and quantitative forecasting, forecasting as a planning tool, forecasting
models: moving averages, weighted moving average, exponential smoothing with trends,
*measurement of errors, monitoring and controlling forecasting models.
Learning Outcome: Familiarization with the forecasting techniques , Application to production
planning.
Module 3: Facility Planning &Process Planning 5 Hours

Factors affecting the facility planning, its importance for the facility location decisions, facility
location models, facility layout planning, layout and its objectives for manufacturing operations,
warehouse operations, service operations, office operations, principles and types of plant layouts –
product layout, process layout, fixed position layout, cellular manufacturing layouts, hybrid layouts,
* factors influencing layout changes.
Learning Outcome: Gain insights to the facility planning, Application of different models of process
layout.
Module 4: Capacity Management 5 Hours

Capacity Management in Operations, Capacity Planning Concepts, Capacity Planning, Planning
Service Capacity Aggregate Sales and Operations Planning: Overview Of Sales And Operations
Planning Activities, The Aggregate Operations Plan, Aggregate Planning Techniques-*Trends.
Learning Outcome: Describe Capacity Management, Evaluate aggregate planning methods.
Page 264 of 330

Module 5: Inventory Management 5 Hours

Meaning of Inventory, role of materials manager, purchase functions, procurement procedures, bid
system, vendor selection and development, vendor rating, ethics in purchasing, lead time, purchase
requisition, purchase order, amendments, *ABC analysis, Numerical.
Learning Outcome: Describe Inventory planning and Management processes.

Basic Text
1.Chase, R. B., & Ravi Shankar, Et al. (2010). Operations and Supply Management. India: McGraw
Hill. Mahadevan, B. (2010). Operations Management. India: Pearson.
Reference Books:
1. Dan Reid R. Sanders Nada, Operations Management – An Integrated Approach, International

Student Edition, 5th edition
3. Chase, R. B. & Nicholas, A. J., & et al. (2010). Operations management for competitive
advantage. New Delhi: Tata McGraw Hill.
4. Gaither, N. F.(2002). Production & operations management. New Delhi: Thomson Learning
Publications.
5. Jay, H., & Barry, R. (2011). Operations management. New Delhi: Pearson Education Publications.
6. Buffa, E. S., & Sarin, R. K. (2008). Modern production/operations management. New Delhi: John
Wiley & Sons Publications.
Other Reading Materials:
Website: https://managementhelp.org/quality/index.htm
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 265 of 330

Course Name: Production, Planning and Control Course Code: 19JBSO209

Course Outcomes
1. Understand nature and scope of Production
2. Examine the role of basic principles and functions of PPC
3. Analyze the role of Production Planning &Control in relation with other functions in the
framework of Production Management
4. Examine different manufacturing methods and types of Production systems
5. Analyse different Scheduling Methods and Production Control systems
Module 1: Production and Productivity 10 Hours

Product, Production and Productivity, Employee productivity, variables affecting productivity,
standard of living, work content and time, work study, working conditions and human factors-
Method study, data collection, recording, examining & improving work, material flow and worker
flow study, worker area study, Work measurement, work sampling study, *time study, setting
standards-Introduction to production planning and control.
Learning Outcome: Analyze method study and work study processes in Operations Management.
Module 2: Production Planning and Control 5 Hours

Objectives of PPC -Functions of PPC - Organization of PPC Department - Production Planning Horizon
- Factors affecting PPC - Importance of PPC- Functions of PPC- *Trends.
Learning Outcome: Familiarization with the basic objectives of Production Planning & Control.
Module 3: Production Planning and Control tools 5 Hours

Routing and Sequencing - Tools for PPC- - Product Design and Process selection- *Quality Function
Deployment.
Learning Outcome: Gain insights into product design and process selection.
Module 4: Planning 5 Hours

Aggregate Planning - Strategies - Need - Procedure - Master Production Schedule - Functions - MPS
Inputs and Outputs - Bill of Material - MRP I and MRP II - Capacity Planning - Capacity Requirement
Planning- *Innovations in planning.
Learning Outcome: Gain knowledge about aggregate planning and analyse Master Production
Schedule and its functions.
Module 5: Shop Floor Planning and Control 5 Hours

Production Environment - Functions of Scheduling - Scheduling Methods - Priority Sequence Rules -
Functions of Production Activity Control - Functions of Dispatching - Concept of Progressing -
*Functions of Progressing.
Learning Outcome: Understand Scheduling methods and applications in production planning.
Basic Text
1.K. Aswathappa & K. Shridhara Bhat, "Production and Operations Management", Himalaya
Publishing House
Page 266 of 330

Reference Books
1.Samson Eilon, “Elements of production planning and control”, Universal Book Corpn.1984
2.KanishkaBedi, “Production and Operations management”, Oxford university press, 2nd Edition
2007.
3.S.N.Chary, “Theory and Problems in Production & Operations Management”, Tata McGraw Hill,
1995.

Website: https://www.tandfonline.com/loi/tppc20
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 267 of 330

Course Name: Environment Management: Green Operations Course Code: 19JBSO210

Course Outcomes
1. Enable the students in to acquire an understanding of Environment Management.
2. Enhance the knowledge of students in the area of Waste and Pollution management.
3. Analyse industry problems in environment sector.
4. Gain insights to the concept of Corporate Social Responsibility.
5. Understand waste reduction technologies.
Module I: Introduction to Environment Management 10 Hours

Conceptual Knowledge History of waste treatment and disposal, European Union Waste
Management Policy, sate strategy of European, Asian countries, policy Instruments, Waste
management Legislation, the economics of Waste Management, Options for waste treatment and
disposal, Green IT- *Green Marketing, Green Finance -Working Knowledge Defects,
Overproduction of goods, Transportation, waiting, over processing, Motion, Inventory, Optimizing
them
Learning Outcome: Familiarization with the basic concepts of environment management, analyze
role of waste management policy.
Module 2: Waste Recycling and Landfill 5 Hours

Conceptual Knowledge Definition of waste, Waste arisings, hazardous waste, Sewage sludge, Other
wastes, Waste containers, Collection Systems and treatment, Economic Considerations, Material
recycle Analysis -*Innovations.
Learning Outcome: Understand waste recycling operations.
Module 3: Landfill Management 5 Hours

Waste landfill directives, Site Selection and Assessment, Consideration for landfills, Types of Waste
landfills, Landfill design and Engineering, Landfill Liner materials, Landfill liner system, Processes
Operating in Landfills, Landfill Capping, Landfills site completion and restoration, Energy recovery
from landfill Gas, Old landfill sites-Waste treatment technologies- Pyrolysis, Gasification-*
Combined pyrolysis-gasification, Composting anaerobic Digestion.
Learning Outcome: Familiarization with the basic concepts of waste landfill methods.
Module 4: Waste Treatment Technologies 5 Hours

Level of Knowledge: Conceptual & Working Knowledge Introduction, Integrated waste
management, Waste management organization, Repair and reclamation, Cost benefits of waste
management- *e-waste management.
Learning Outcome: Gain insights into waste management and waste treatment technologies.
Module 5: Waste Management 5 Hours

Working Knowledge Sources of air pollution, Pollution sources and effects, Meteorological aspects
of air pollutant dispersion, Air pollution sampling and measurement, Air pollution control methods
and equipment -Air Pollution and Water Pollution, Conceptual Knowledge Waste water treatment,
Solid waste management, Hazardous waste management-* Impact of man on the environment
Learning Outcome: Identify sources of air pollution and analyze waste control methods.

Page 268 of 330
Basic Text
1. Paul, T. W.(2010). Waste treatment and disposal. New Delhi: John Wiley and sons. 2. Rao,
C.S.(2000). Environmental pollution control engineering. New Delhi: New Age International.
Reference Books
1. T.V Ramachandra, Vijay Kulkarni, Environmental Management (2009)

Website: https://www.journals.elsevier.com/journal-of-environmental-management
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 269 of 330

Course Name: Project Management Course Code:19JBSO211

Course Outcomes
1. Develop a project management mindset among learners.
2. Understand project management techniques.
3. Assess the project selection process and project team management.
4. To train the students on software skills through training on MS Projects for Project
planning, scheduling and monitoring.
5. Understand the financial side of project management.
Module 1 Project Management 10 Hours

Overview of Project Management, Project Management vs. Traditional Management, Three Goals
of a Project, Project Life Cycle, Types of Projects, Success and Failure of a Project, Project
Characteristics, Stages, Steps and various Check-Points, Project Selection, Analysis for budgetary
allocation, Project Portfolio Process, Approaches to Project Formulation-* Examples- Case lets
Learning Outcome: Review project management processes and steps.
Module 2 Project Management Process 5 Hours

PMI Process Groups, Initiating Process Group, Planning Process Group, Executing Process Group,
Monitoring and Controlling Process Group, Closing Process Group, Project Information-* Role of the
Knowledge Areas
Learning Outcome: Explain PMI and process groups and analyze project management tools.
Module 3 Project Planning, Scheduling and Cost Control, Project Plan 5 Hours
The “Project Charter” , Project Planning Process-Overview, Steps in Planning and Scheduling, Work
Breakdown Structure, Network Scheduling and PDM, PERT, CPM, Floats, Cost and Crashing,
Resources Loading and Levelling, GERT- *Introduction to Microsoft Project 2007.
Learning Outcome: Gaining insights into network scheduling in projects.
Module 4 Systems, Organizations and System Methodologies 5 Hours

Organizations and Project Management, Project Stakeholders and Governance, Project Team
Structure, Clarification of roles, responsibilities, authority and accountability The PM’s Roles, The
PM’s Responsibilities to the Project- *Ethical issues related to area development and human
resource
Learning Outcome: Understand the role of stakeholders in Project Management and analyze the
role of Project Manager.
Module 5 Project Appraisal and Financial Management 5 Hours

Project Appraisal: Generation and Screening of Project Ideas, Market and Demand Analysis,
Technical Analysis, Financial Estimates and Projections, Investment Criteria, Project Rate of Return,
Social Cost Benefit Analysis, Financing of Projects, Implementation and Budgetary Control-Project
Control and evaluation mechanisms- *Time and cost over-runs.
Learning Outcome: Describe the Project Appraisal process and analyze the financial considerations
in Project Management.
Page 270 of 330

Basic Text
1.Mantel Samuel J, Meredith Jack R., Shafer Scott M., Sutton Maragaret M,, Gopalan, M.R. (2006),
Project Management Core Text Book (First Edition), Wiley India.
Reference Books
1.Mantel Samuel J, Meredith Jack R., Shafer Scott M., Sutton Maragaret M,, Gopalan, M.R. (2006),
Project Management Core Text Book (First Edition), Wiley India.
2. PMI, A Guide to the Project Management Body of Knowledge: PMBOK(R) Guide Paperback –
(2013), Project Management Institute
3. Clifford F. Gray, Erik W. Larson, Gautam V. Desai (2010), Project Management : The Managerial
Process (4th Edition),Tata McGraw Hill Education
4.Prasanna Chandra, Projects : Planning, Analysis, Selection, Financing, Implementation and
Review 7th Edition, Tata McGraw Hill Education
5.Ramakrishna Kamaraju, (2010), Essentials of Project Management, PHI New Delhi

Website: https://www.projectmanager.com
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 271 of 330

Course Code:19JBSO305
Course Outcomes
1. Analyse problems integrating concepts in statistics, data analysis, information systems and
decision support system areas.
2. Understand the importance and need for business analytics.
3. Providing exposure to spread sheet modelling and best practices of an appropriate spread
sheet model.
4. Use Data analysis, Solver, Solver table, Risk Solver platform, excel add in for various
applications as a part of solution to business problems.
5. Introduce and understand the application of business analytics methods.
Module 1: Business Analytics 10 Hours

Conceptual Introduction to Business Analytics (BA). Evolution and Scope of Business Analytics. Data
for Business Analytics. Decision Models – Descriptive, Predictive and Prescriptive Models. Problem
Solving and Decision making Process-Working Knowledge and Application Basic Excel skills. Using
Excel functions and developing Spread Sheep Models. Art of developing Spread sheet models –
Guidelines to develop an adequate spread sheet model- *Debugging a spread sheet model.
Learning Outcome: Describe the Business Analytics Process in a data environment.
Module 2 Descriptive Analytics 5 Hours

Visualizing and Exploring Data. Descriptive measures to summarize the data. Application of Excel
Descriptive statistics tool. Probability distributions and Data modeling. Sampling and Inferential
statistical methods. Using Excel Data Analysis add in for estimation and hypothesis testing-
*Examples.
Learning Outcome: Describe the process of visualizing and exploring data using statistical
techniques.
Module 3 Modelling 5 Hours

Logic and data driven modelling. Analyzing uncertainty and model assumptions – What if analysis,
Data tables, Scenario manager and Goal Seek. Model Analysis using Risk Solver platform –
Parametric sensitivity analysis and Tornado charts. Regression Analysis – fitting, model fit measures,
hypothesis testing, prediction and validating model assumptions by residual analysis- Regression
model building – Stepwise, forward selection, backward elimination and optimum sub set methods.
Regression models with categorical predictor variables- *Innovative trends
Learning Outcome Gain insights into logic and data driven modelling.
Module 4 Predictive Analytics Methods 5 Hours

Forecasting techniques – Statistical forecasting techniques. Decomposition model – Estimation of
trend, seasonality and cyclical components. Regression based forecasting with trend and seasonality
components. Smoothing models for forecasting – moving average, exponential smoothing methods
for stationary and non-stationary time series- *The practice of forecasting.
Learning Outcome: Apply forecasting techniques in management and analyze the different
smoothing models.
Page 272 of 330

Module 5 Simulation, Risk Analysis and Data Mining 5 Hours

Simulation and Risk Analysis – Monte Carlo simulation with Risk Solver platform – Defining uncertain
model inputs, running a simulation, interpretation of simulation results. Examples of simulation
models – Classification – Measuring classification performance. Using training and validation data.
Classifying new data. Classification techniques –*Decision making fundamentals.
Learning Outcome: Explore different risk analysis techniques and analyze classification models
Basic Text
1. Evans J. R (2013). Business Analytics Methods, Models and Decisions. Pearson, Upper Saddle
River, New Jersey.
Reference Books
1.Albright C. S., Winston Wayne L. and Zappe C. J (2009). Decision Making Using Microsoft Excel
(India Edition). Cengage Learning.

Website: https://www.kdnuggets.com/websites/business-analytics.html
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 273 of 330

Course Name: Enterprise Resource Planning Course Code:19JBSO306

Course Outcomes
1. Understand the fundamental framework for Enterprise Resource Planning (ERP) in an
organization.
2. Identify the various functional modules for vertical and horizontal workflow of business
operations.
3. Adopt an integrated approach for better decision making.
4. Understand the business processes which can be integrated in a seamless chain through
hands on lab sessions on SAP software.
5. Gain insights to Business Process Re-engineering.
Module 1: ERP 10 Hours

Conceptual and Basic Definition of ERP, ERP potential in business transformation, Demand of ERP,
Evolution, ERP market -Conceptual Roles of ERP, Need for ERP, Gap analysis, Competitive
environment analysis, Strategic needs analysis, Feasibility analysis, ERP Project life cycle, *Cost
elements
Learning Outcome: Describe Enterprise Resource Planning systems improving business processes.
Module 2: Working Knowledge of ERP Packages 5 Hours

Working knowledge and hands on training The ERP benefits, Modules of ERP. Introduction to SAP,
Modules of SAP, Lab sessions on various functional modules of SAP with assignments –
*Latest trends
Learning Outcome: Analyze the role of SAP in enhancing business processes.
Module 3: ERP enabled Business Process re-engineering 5 Hours

Business process re-engineering, Implementing BPR -BPR characteristics and steps, ERP and BPR,
ERP modeling in BPR, Business case, five stage AS-IS/TO- *BE analysis
Learning Outcome: Describe business process re-engineering and ERP modeling in business
operations.
Module 4: ERP Project Implementation 5 Hours

Conceptual ERP implementation lifecycle, ERP with respect to small and medium enterprises (Indian
perspective), Issues in ERP project management- *Innovations
Learning Outcome: Describe the ERP implementation life cycle in managing projects.
Module 5: Managing ERP-ES Enabled Change 5 Hours

Conceptual Introduction, planning for integration, Change management strategies, ERP- Trends in
ERP – Technology & Business, Conceptual SaaS, SOA, Cloud computing, Integration with e-
business, mobile commerce, *ERP solution providers / vendors
Learning Outcome: Analyze the applications of EPR based new technologies such as cloud
computing.
Page 274 of 330

Basic TextS
Ganesh, J. M. Enterprise Resource Planning. MacMillan Publications.
Reference Books
1. Dey, B. R. Business process and re-engineering. Biztantra.
2. Leon, A. ERP. Tata McGraw Hill Publications.
3. Sadagopan, S. ERP - A Managerial Perspective. Tata Mc Graw Hill Publications.
4. Singhla, A. R. ERP. Cengage Publications.
5. Sumner, M. Enterprise Resource Planning. Pearson Publications.
Other Reading Material:

Website:http://www.netsuite.com/portal/resource/articles/erp/what-is-erp.shtml
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 275 of 330

Course Name: Data Driven Decision Making Course Code:19JBSO307

Course Outcomes
1. Understand problems integrating different types of data.
2. Analyse the importance and need for data driven decision making.
3. Analyze the framework for data analytics.
4. Understand and apply Big Data to business operations.
5. Apply data in to real world projects.
Module 1 Data and Decision Making 10 Hours

Basics of data analytics, businesses problem solving using data analytics, the value data analytics
brings to business decision-making processes, framework for data analysis and tools used in data
analytics- *Careers and roles in data analytics and data science- Innovations- Case studies.
Learning Outcome: Describe Data Analytics and analyze the framework for data analytics.
Module 2: Big Data 5 Hours

Introduction to big data and big data analytics, different types of data, the impact of big data on
businesses, different types of tools and technologies used to gather data-*trends.
Learning Outcome: Gaining insights to Big Data Analytics and analyze the role of tools of Big data.
Module 3: Data analysis techniques 5 Hours

Tools for data analytics and some of the key technologies for data analysis, importance of
visualization in data analytics, identify a variety of tools and languages used and considering when
those tools are best used-*Examples.
Learning Outcome: Describe technologies for data analysis and analyze visualization in data
analytics.
Module 4: Data Models 5 Hours

Secondary data analysis research in decisions and in conceptual model -Simple data analysis visual
techniques- Evaluating insights from data to make a data-driven decision - Translating intangible
costs and benefits into data or numerical values - Simulating data to analyze level of risk and identify
the most impactful variables-* Iterating through data collection to make a data-driven decision
Learning Outcome: Exploring and extracting insights from collected data via data models.
Module 5 Data-driven decision making projects

Use of AI in decision making process, Project based work instruction 5 Hours
Learning Outcome: Apply the data-centric projects to learn decision making
The course project to practice what you have learned, students will participate in a simulated
business situation in which you will select the best course of action and will then prepare a final
deliverable- *Examples
Basic Text
1. Evans J. R (2013). Business Analytics Methods, Models and Decisions. Pearson, Upper Saddle
River, New Jersey.
Reference Books
Page 276 of 330
1.Albright C. S., Winston Wayne L. and Zappe C. J (2009). Decision Making Using Microsoft Excel
(India Edition). Cengage Learning.

Website: https://www.kdnuggets.com/websites/business-analytics.html
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 277 of 330

Course Name: Business Intelligence & Data Mining Course Code:19JBSO308

Course Outcomes
1. Gain insights to a fundamental framework for OLAP, Data Warehousing and Data Mining in an
organization.
2. Developing an analytical ability for understanding business tools.
3. Elaborate on the practical areas of Business Intelligence.
4. Understand concepts of Data warehousing.
5. Identify information systems solutions for vertical and horizontal workflow of business operation
and different classification systems.
Module 1: Business Intelligence 10 Hours

Terminology, Evolution of BI. Popular BI tools. OLAP vs OLTP.OLAP basics. Data models for OLAP.
Dimensions, Cubes, Measures. MDX. Drill-down, Roll-up, Slice-and-dice, Pivoting. MOLAP, ROLAP,
HOLAP. Application of BI.BI users. Using BI for building dashboards; business metrics, scorecards,
KPIs.BI for advanced reporting-Data Warehouse Need, definition and characteristics, Types of data
sources; ETL. Multi-dimensional data modeling, implementation. Star and Snowflake schemas. Data
marts. Top-down and Bottom-up approaches to DW architecture. BI and DW implementation issues.
* Integrating BI with ERP systems. Best practices.
Learning Outcome: Describe Business Intelligence tools and analyze data warehousing processes.
Module 2: Data mining 5 Hours

Definitions. Evolution. Purpose of data mining. Data sources. Compare with statistics and artificial
intelligence. Tasks in data mining. Introduction to Classification, Association, Clustering and
Discriminant analysis. Popular data mining tools. Steps in data mining. Pre processing. Partitioning.
Overfitting. Oversampling. *Dimension reduction.
Learning Outcome: Understand data mining processes and the framework for data mining.
Module 3: Classification: Techniques and Applications 5 Hours

Measuring performance of classification. Naïve rule and naïve Bayes classification. Classification by
decision tree. Tree pruning. Extracting rules. Classification by back-propagation – neural networks.
Discriminant analysis. Limitations and issues. Discovering association rules. Market basket analysis.
*Trends.
Learning Outcome: Evaluate and measure performance of classification using business tools.
Module 4: Cluster Analysis : Techniques and Applications 5 Hours

Purpose. Major clustering methods- hierarchical and non-hierarchical. Distance measures.
Dendograms. Validating clusters. Limitations and issues. Discriminant analysis. *Prediction vs
explanation.
Learning Outcome: Describe clustering methods and analyze multivariate tools.
Module 5: Advanced topics in BI and datamining 5 Hours

Cloud computing, SaaS model. Mobile BI. Social media. Data visualization. Semantic web. * Latest
trends in BI and datamining.
Learning Outcome: Understand cloud computing models and data visualization techniques.

Page 278 of 330
Basic Text
1. Prasad, R. N., &Acharya, S. (2011). Fundamentals of Business Analytics (1st ed., p. 348). Wiley
India.
2. Shmueli, G., Patel, N. R., & Bruce, P. C. (2010). Data Mining for Business Intelligence: Concepts,
Techniques, and Applications in Microsoft Office Excel with XLMiner (2nd ed., p. 428). Wiley.
Reference Books
1. Berson, A., Smith, S. J., & F. (1997). Data warehousing, Data mining and OLAP (1st ed., p.
640).Computing Mcgraw-Hill.
2. Han, J., & Kamber, M. (2000). Data mining : concepts and techniques (1st ed., p. 550). Morgan
Kaufmann. Christ

Website: https://www.kdnuggets.com/websites/index.html
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 279 of 330

Course Name: Lean Manufacturing Course Code:19JBSO309

Course Outcomes
1. Develop concepts, knowledge and skills for an integrated approach to Lean Planning,
manufacturing and Controlling.
2. Gain insights to the latest tools and techniques in Operations for effective decision-making.
3. Emphasize the importance of applying systems concept in analyzing production planning related
problems.
4. Describe the production planning and control tools for the design of efficient production systems.
5. Expose the students to latest manufacturing concepts like Lean concepts, Flexible Manufacturing
systems and world class manufacturing.
Module 1: Operations Overview 10 Hours

The manufacturing planning and control system –closed loop system, planning and control process
The manufacturing planning and control activities –Planning interfaces –Business planning, Sales
and operations Planning-Master Production Scheduling(MPS), Capacity Requirements Planning
(CRP). Execution Interfaces –Material Requirements Planning (MRP) and ERP, Production activity
control(PAC)-Demand forecasting-* Forecasting methods
Learning Outcomes: Describe the manufacturing planning and control system and Analyze business
planning, Sales and operations Planning
Module 2: Scheduling Production and process operations 5 Hours

Objectives of a schedule, establishing a schedule, Production scheduling, operations scheduling and
project scheduling, Managing operations scheduling-*Examples
Learning Outcome: Describe the Scheduling Process and analyze the role of project scheduling in
lean management.
Module3: Process Analysis Concepts 5 Hours

Process Selection-Manufacturing: Process Selection, Manufacturing Process Flow Design, Process
Selection-Services: The Nature of Services, An Operational Classification of Service, Designing
Service Organizations, Structuring the Service Encounter, Service-System Design Matrix- *Service
Blueprinting and Fail-Staffing.
Learning Outcome: Describe process analysis and designing of Service Organizations.
Module 4: Lean Manufacturing System 5 Hours

Value Stream Mapping, Pull Manufacturing System, Waste classification and elimination concepts,
JIT, Application of Lean in manufacturing and service sectors. Production Activity Control(PAC),
Performances of production operation, accuracy of inventory records, performance reporting,
evaluating cost of operations, audits and reporting- *Applications of lean systems.
Learning Outcome: Explain the principles of lean manufacturing systems and analyze the role of
Production Activity Control (PAC).
Module 5: Trends in Manufacturing 5 Hours

Controlling resources –integrating suppliers, controlling storage and movement of goods, quality
control initiatives, Quality Management Process, Flexible Manufacturing Systems, Agile
manufacturing, Rapid prototyping- *E-manufacturing.
Page 280 of 330

Learning Outcome: Gaining insights to Controlling resources and analyze the trends in
manufacturing.
Basic Texts
1.Arnold, J.R.T., & Chapman, S.N., & Clive, L. M. (2011). Introduction to Materials Management.
New Delhi :Pearson.
Reference Books
1. Chapman, S.N. (2008). The Fundamentals of Production Planning & Control. Inida: Pearson.
2. Starling, B. D. (2009). World class supply management. New Delhi: Tata McGraw Hill.

Website :https://www.leanproduction.com
Evaluation Pattern
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Course Name: Inventory Management Course Code:19JBSo310

Course Outcomes
1. Familiarize with various facets of inventory management.
2. Enable learning of advanced and recent techniques in materials management.
3. Develop the skills necessary to excel in the present dynamic environment.
4. Describe and apply different inventory policies in industries.
4. Enhance decision making capabilities for better production.
Module 1: Inventory Management 10 Hours

Inventory Management: Definition of Inventory, Purposes of Inventory, Inventory Costs,
Independent versus Dependent Demand, Inventory Systems, ABC, EOQ, , FSN,VED,VMI,
Introduction to SCM- Global policies-Applications of Inventory Management in industries- Case lets-
*Examples of usage of Inventory in Industries
Learning Outcome: Examine the role of inventory management and inventory systems in
Management.
Module 2: Purchasing 5 Hours

Purchase policy- Rate and Running Contract – Subcontracting- Systems Contract – Stockless
purchase –Buying seasonal items – Forward Buying – Hedging – Purchasing Activities – Indent Status
– A to Z of Purchase Order –Transportation – Incoming Inspection – Bill settlement –Documentation-
Meaning of Right Price –* Price Analysis
Learning Outcome: Examine the role of Purchasing polices and documentation purchasing.
Module 3 Material Requirement Planning 5 Hours

Material Requirement Planning (MRP): Meaning, purpose and advantage of MRP, Inventory
Records, Bills of Materials, master Production schedules-meaning, objectives process. Managing
MPS, inventory records, lot sizing, process of MRP, output of MRP. Introduction to MRP II systems.
*Using Distribution resource planning to manage inventories in multiple locations.
Learning Outcome: Discuss the role of Material Management and Material planning in operations
environments.
Module 4: Material Management 5 Hours

Codification – Classification – Methodology–Requirement of codes – Coding Structure and Design –
Advantages - International Codification – Cost and Consequences -*Right Quantity
Learning Outcome: Understand the role of codification in material management processes.
Module5: Inventory Policies 5 Hours

Economic Ordering Quantity – Derivations of EOQ. EOQ with backorders, Special EOQ (All unit
discount, incremental discount, one time discount), Single period/newsvendor, Base stock policy,
Continuous review Policy(s,Q.) Periodic Review Policy(R,S), *Level of Service metrics- Cycle service
level, Cost per stock out event, Item fill rate, and cost per item short.
Learning Outcome: Analyse Economic Order Quantity and evaluate inventory policies.
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Basic Text
Reference Books
1.Chopra, Sunil and Peter Meindl, Supply Chain Management, Strategy, Planning, and Operation,
5th edition, Pearson Prentice Hall, 2012.

Website:https://alison.com/course/inventory-management-using-inventory-models
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
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Course Name: Procurement and Materials Management Course Code:19JBSO311

Course Outcomes
1. Familiarize the students with various facets of materials management.
2. Enable the students to learn advanced and recent techniques in materials management.
3. Develop the skills necessary in the present dynamic environment.
4. Provide an opportunity to understand the crucial importance of materials management functions
vis-a-vis other functional activities in any organization.
5. Enhance decision making capabilities
Module 1: Materials Management & Systems Approach 10 Hours

Dynamics of Materials Management – Materials Management at Macro level – Materials
Management at Micro Level – Inventories of Materials – Systems Approach – The Process of
Management and the Material Function – The Materials Function Interfaces – Systems concept –
Benefits of the Integrated Systems approach- Materials Planning – Materials Cycle and Flow Control
System – Materials Budget – Budgeting process – Make or Buy analysis and decisions-* Innovations
in Materials management
Learning Outcome: Discuss approaches materials planning purchasing function.
Module 2: Integral control, Forecasting, Objectives and the Materials Organization 5 Hours
Systems Design – Integral control of Flow of Materials – Forecasting and Planning – Forecasting
Methods – Objectives and Organization of Materials Management – Environmental change –
Structures in Organization –* Leadership styles in Materials Management.
Learning Outcome: Analyse Forecasting utility in Materials Management
Module 3: Procurement 5 Hours

Purchasing Principles - Procedures and Practices – Objectives – Scope, Responsibility and Limitations
– Supplier selection process - Pricing – Price-Cost Analysis – Contracts – *Ethics – Legal aspects of
Purchasing.
Learning Outcome: Understand aspects related to buying and legal aspects of purchasing.
Module 4: Vendor Management 5 hours

Incoming Materials Management – Co-ordination with Vendors – Sharing of Plans and Information
with Vendors – Incoming Inspection Reports – Vendor Rating - Vendor involvement in product
development – *Strategic Vendor Partnering.
Learning Outcome: Evaluate vendor management practices and vendor involvement processes.
Module 5: International Buying and Import Purchasing 5 Hours

Industrial needs – Import procedure and Documents – Classification of Stores – Categories of
Importers – Import Application – Basis of Licensing – Import Purchasing Procedures – Customs
procedures- *New trends
Learning Outcome: Examine import procedures customs documentation,
*Self-learning topics are subject to 5 hours of internal assessment
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Basic Text
1.Materials Management – Procedures, Text and Cases – A.K Datta – PH, India
Reference Books
1. Supply Chain Management – Strategy, Planning and Operation – Sunil Chopra, Peter Meindl, D V
Karla - Pearson
Other reading Material

Website: https://online-journals.org/index.php/i-jet/article/viewFile/5460/3988
Evaluation Pattern
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SEMESTER IV
(Detailed Syllabus)
Course Name: Total Quality Management Course Code:19JBSO404

Page 286 of 330

Course Outcomes
1. Gain the knowledge of possibilities of efficient optimization.
2. Familiarize with management of operation using TQM.
3. Understand application of quality tools in service businesses.
4. Examine different tools of quality control.
5. Identify methods of Continuous Process Improvement.
Module 1: Introduction to Total Quality Management 10 Hours

Total Quality Management Evolution – Definition of Quality – Dimensions – QC- QA – QP Concepts
–Quality Management – Cost of Quality Failure Cost – Reducing Costs – Juran’s model – Analysis of
COQ for Improvement-Definition of TQM – Elements – Deming’s 14 points – TQM tools and
techniques – Planning phase of TQM – *Barriers to TQM implementations.
Learning Outcomes: Understand Total Quality Management and examine the role of Deming &
Juran in quality concepts.
Module2: Service quality& Employee Involvement 5 Hours

Service quality – Features- customers delight – Kano model – Perceived Quality – Employee
Involvement –Employee Motivation –Team work – Effective Communication – Training and
Motivation -*Performance Appraisal.
Learning Outcomes: Evaluate the role of service quality as a process to measure employee
involvement.
Module 3: Continuous Process Improvement 5 Hours

Continuous process improvement – Juran’s Trilogy – Kaizen – BPR and TQM – supplier importance
Selections. Standards – Quality audit –supplier rating systems – *Balanced score card.
Learning Outcomes: Examine continuous process improvement as a cornerstone of quality
management outcomes.
Module 4: Tools of Total Quality Management 5 Hours

Process Control –Flow Charts – Scatter Diagram –Pareto Chart – Control Chart – Central Limit
Theorem – Six Sigma, Definitions, Origin, *Process Models
Learning Outcomes: Examine process control for building effective quality systems.
Module 5: Trends in Total Quality Management 5 Hours

Benchmarking – Type, Process – QFD – Taguchi’s Loss Function – Total Productive Maintenance-
Quality systems – ISO 900 – QMS – Management responsibility –* Environmental management
systems 14001 –Quality awards.
Learning Outcomes: Assess trends in Total Quality Management and best practices.
Basic Text
1.Dale H. Besterfield, Carol Besterfield, Glen Besterfield and Mary Besterfield – Total Quality
Management – Prentice Hall of India – Third Edition – 2007
Reference Books
1.TQM: Introduction to and Overview of Total Quality Management Kindle Edition(ASQ Quality
press)
Page 287 of 330

Website:https://asq.org/quality-resources/total-quality-management
Evaluation Pattern
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Page 288 of 330

Course Name: Technology and Innovation Management Course Code:19JBSO405

Course Outcomes
1. Understand Technology Management and related decision support systems.
2. Describe enterprise effectiveness using technology and innovation.
3. Familiarize the students with technology processes and tools.
4. Gain insights to a fundamental framework for Industrial Automation in an organization.
5. Identify automation systems solutions related applications.
Module 1: Technology 10 Hours

Technology origin and evolution -Its importance and its role in Competitive Environment, Types of
Technology- product, Process, Tool, Automation etc-Technology forecasting, Feasibility study
Opportunities, Innovation building with teams, Technology audit, Technology diffusion and
Deployment-*Tailoring technology to fit specific industry requirements
Learning Outcomes: Examine organizational efficiency and technology forecasting methods.
Module 2: Business Model 5 Hours

Technology life cycle, R&D and its role, Managing R&D New product development process, Business
models innovations- Financial assessment of Business model –*Trends
Learning Outcomes: Described the technology life cycle and examine the role of financial
assessment of business models.
Module 3 Technology Transfer and Technology Funding 5 Hours

Technology acquisition, Choice between technologies. Issues in intellectual property rights.
Developing local/In house capabilities, VC funding- *Risk in technology management
Learning Outcomes: Elaborate on technology acquisition methods and introduce VC funding
opportunities.
Module 4: Industrial Automation and Control System 5 Hours

Evolution of instrumentation and control, Role of automation in industries, Benefits of automation,
Introduction to DCS and its functions and advantages-* Introduction to automation tools PLC and
SCADA.
Learning Outcomes: Understand industrial automation processes and automation tools in business.
Module 5: Computer Integrated Manufacturing 5 Hours

An introduction to computer-integrated design and manufacturing with a focus on manufacturing
process planning. Emphasis on concurrent engineering principles, manufacturing process
engineering, computer-aided process planning, NC programming, and CAD/CAM integration.
Applications for Industrial Automation and latest trends in technology Management ,Automation
for different industries- *Latest trends in Technology Management.
Learning Outcomes: Examine the role of CAD/CAM integration in manufacturing processes.
Basic Text
1.David, Ford., & Michel, Saren. (2001). Managing and marketing Technology (2nd ed.). Publisher
International Thomson computer Press.
Page 289 of 330
Reference Books
1. Fredrik, Betz. (2003). Managing technological innovations ( 2nd ed.). Publisher Wiley.
2. Haag, Baitzan. Phillips. (2009). Business driven technology(2nd ed.). Publisher TataMcgraw Hill
References for Industrial Automation
Other Material
Website: https://www.open.edu/openlearn/money-management/management/technology-
innovation-and-management/content-section-2.1
Evaluation Pattern
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Course Name: Operations Strategy Course Code:19JBSO406

Course Outcomes
1. Build and evaluate the “operating system” of the firm to maximize value.
2. Formulate an operations strategy.
3. Analyze, value, and optimize the key decisions involved in operations strategy.
4. Elaborate operations strategy impacts the net present value and risk exposure of the firm.
5. Describe competitive operational competencies and benchmarking.
Module 1: Introduction 10 hours

Operations Strategy- Thinking about Uncertainty- Biases in Operational Decisions-Tailoring
Operations Strategy- Capacity Strategy, Capacity expansion and Timing-Process Strategies-
Production planning& Control Strategies- Examples and Case studies-* Just in time
Learning Outcomes: Discuss operations strategy and the Capacity Management processes
Module 2: Resource View 5 Hours

Risk Management- Network, capacity and Operational Hedging-Influence of Operations strategy on
net present value and risk exposure-*trends
Learning Outcomes: Identify concepts of Risk Management and examine the Net Present Value of
resources.
Module 3: Sourcing Strategy 5 Hours

Strategic Sourcing and Supplier Relations- Sourcing Process- - Supplier economics-Innovations-Make
or Buy decisions- Supplier negotiations- Role of the Vendor –Relevance of Good Suppliers – Vendor
Management-*Vendor evaluation
Learning Outcomes: Explain strategic sourcing and describe vendor management.
Module 4: Automation 5 Hours

Introduction: Automation in Production System, Principles and Strategies of Automation, Basic
Elements of an Automated System, Advanced Automation Functions, Levels of Automations-
Computer based automation.
Learning Outcomes: Understand the role of automation strategies in Operations Management.
Module5: Innovation as a Strategy 5 Hours

Innovations Concept- Strategic Innovations Management in Operations Applications –Quality
Innovations- Re Engineering- *Trends
Learning Outcomes: Discuss innovation strategies in operations management.
Basic TextS
1.Slack Nigel-Operations Strategy (2017) - Pearson publication
Reference Books
1.Terry Hill &Alex Hill Operations Strategy: Design, Implementation and Delivery (RED Globe Press)
2. M.P. Groover, Automation, Production Systems and Computer Integrated Manufacturing, 2009,
Pearson Education.5th edition,.
Page 291 of 330


Website:https://www.ida.liu.se/~steho87/und/htdd01/sdarticle5.pdf
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Course Name: Service Operations Management Course Code:19JBSO407

Course Outcomes
1. To assist in developing concepts, knowledge and skills for an integrated approach to
operations management in service industry
2. To expose to the latest tools and techniques in effective decision-making.
3. Emphasize the importance of applying systems concept in analyzing service management
related problems.
4. Gaining knowledge to Service Supply Relationships
5. Analysis of Service Operations with respect to Banking Industry
Module 1: Service Management 10 Hours

The role of services in economy, The nature of services –service classification, service package,
Distinctive characteristics of service operations, Open system view of services, The virtual value
chain Technology in service management –Emergence of self service, Technology in service
encounter, Automation in services and Internet services-Managerial implications of bi directional
relationships, Sources of value in service supply relationships, Outsourcing services, Vehicle routing
- Field service, Clark wright algorithm, vehicle routing with constraints and *manual routing system.
Learning Outcomes: Identify Services Operations Management processes and the role of
technology in Services Operations.
Module 2: Service Quality 5 Hours

Defining service quality – Dimensions of service quality, gaps in service quality, SERVQUAL, Scope of
service quality, Walk Through Audit, Service recovery- *unconditional service guarantee
Learning Outcomes: Describe Service Quality and SERVQUAL.
Module 3: Growth and Globalization of Services 5 Hours

Domestic growth and expansion strategies- Focused service, focused network, clustered service
diversified network, Franchising, Generic International Strategies -* trends
Learning Outcomes: Examine the role of strategies in Service Industry Operations.
Module 4: Service Operations 5 Hours

Service Blueprint- Product Process Matrix in Services- Capacity Planning and Facility Planning in
Service Operations- Models in Service Operations- Domestic growth and expansion strategies-
*Global service strategies
Learning Outcomes: Explain services blueprinting in Service Operations.
Module 5: Service Operations in Banking, Hospital Industry and IT/ITES Industry 5 Hours
Identification of Different operations involved. History, Current and Future Practices. Role of
Government Regulations-Capacity Management-Facility location and Process Planning- History,
Current and Future Practices. *Role of Government Regulations.
Learning Outcomes: Examine role of Capacity Planning in service businesses.
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Basic TextS
1.James A Fitzmmons, M. J. (2006). Service Management Operations, Strategy, Information
technology. New Delhi: Tata Mc Graw Hill.
Reference Books
1. RBI. (2000). Reserve bank of India: functions and working. New Delhi: Government of India.
2. Dr. Malhotra, A.K.(2009). Hospital management-an evaluation. New Delhi: Global India
Publications.

Web resource: http://www.ibef.org/download/IT-&-ITeS-261112.pd
Evaluation Pattern
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Page 294 of 330

Course Name: Software Management Course Code:19JBSO408

Course Outcomes
1.. Learn to create document for specifying, acquiring, developing, evaluating, supporting or
managing software-intensive systems in future.
2. Enhance knowledge which integrates best practices from the fields of Quality, Software
Engineering, and Project Management
3. Understand how to tailor best practices to the unique requirements of projects
4. Analyse Software Configuration Management for effective business planning
5. Enhance better communication in business processes.
Module 1: Software Engineering 10 hours

Software Engineering Concepts, SDLC, Software Development Models – Waterfall and Iterative
models, Agile and Scrum approaches. Software Project Management: Definition of a Software
Project, Software projects Vs other types of projects, Project types – Development, Maintenance,
and Support projects, Pricing models – Fixed price and Time & Material, Delivery Models – Onsite,
Offshore, Onsite-Offshore, Phases in a software development project, Risks in Software projects.
Effort estimation in Software projects, Problems with over-estimation and under-estimation,
Estimation techniques, Overview of Function Point Analysis. Scheduling a Project- *Examples of
Software tools for Project Scheduling.
Learning Outcomes: Examine Software Engineering processes and applications to projects.
Module 2: Software Project Planning 5 Hours

Software Project planning, Resource requirements planning, Selection of the project management
approach, Preparation of Project Charter and Software Project Management Plan-*trends
Learning Outcomes: Analyse Software Project Planning and selection of project management
approach.
Module 3 Software Configuration Management 5 Hours

Importance of Configuration Management in software delivery, Software Configuration items,
establishing a Software Configuration baseline, Software Configuration Plan, Examples of Software
*Configuration Management tools.
Learning Outcomes: Explain software configuration and explain the selection steps of software
configuration plans.
Module 4 Software Quality Management 5 Hours

Software Quality Metrics, Defect Prevention Planning and establishing a Software Quality
Management Plan for the project. Overview of Software testing, Types of Testing - White Box
Testing, Black Box Testing, Approaches for testing of software deliverables – Unit Testing,
Integration testing, System testing, Performance Testing, Acceptance Testing. *Examples of
Software testing tools.
Learning Outcomes: Understand Software Quality Metrics in a quality-driven environment.
Module 5 Team Communication in Software Projects 5 hours

Need for effective communication in a software project, Communication Management Plan,
managing communication within the project team, Managing communication with stakeholders,
Need for Project documentation, Examples of Project documents-Tracking the progress of a Project,
Page 295 of 330
Concepts of Earned Value Analysis. Project review and reporting: Project reviews, Project Status
reporting and Dashboards. *Trends in Software Project Management.
Learning Outcomes: Understand effective communication processes among software project
teams.
Basic Texts
1.Nicholas, J.M., & Steyn,H. (2010). Project management for business, engineering, and technology,
Principles and practice (3rd ed.). Elsevier.
Reference Books
1. Peters, J.F., & Pedrycz, W. (2007). Software engineering: An engineering approach, Wiley.
2. Hughes, B., Mall, R., & Cotterell, M. (2011). Software project management (5th ed.). Tata
McGraw Hill 3. Jalote. P. (2002). Software project management in practice. Addison Wesley.

Website: www.businessinsider.com
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Page 296 of 330

SEMESTER – II
BUSINESS ANALYTICS
(Detailed Syllabus)
Page 297 of 330

Course Name: Proficiency in Business Tools Course Code: 19JBBA207

Course Outcomes
1. Gain proficiency in data handling using business tools.
2. Apply advanced features in MS Word and MS Power Point.
3. Introduce R and MS Excel Macro Programming.
4. Understand data management using MS Excel and R tools.
5. Generate descriptive analytics using data sets.
Module 1: Introduction to business tools 10 Hours

Introduction to analytics, R, SPSS, Tableau; overview of business analytics, *impact of business
analytics in functional areas of management; business analytic lifecycle; business problem
identification; data requirement, data collection, data explanation, modelling, result presentation.
Learning Outcome: Analyse data using SPSS and R.
Module 2: Proficiency in SPSS and MS Excel 5 Hours

Introduction to SPSS, accessing SPSS Help; data type, importing data, data definition; variable view,
data import/export from C; MS Excel, Tab separated file, creating new data sets; data recording and
transformation; date and time handling, data exploration; Mean, Median, frequency distribution;
*generating CROSS tabulation; SPSS output.
Learning Outcome: Import and analyze data sets using SPSS.
Module 3: Proficiency in Tableau 5 Hours

Introduction to Tableau, Tableau interface, connecting with data from MS Excel; CSV, Text, MS
Access; *input data from multiple sources into Single View; data visualization: bar graph, line
charts, pie charts, histogram, cumulative histogram; Pareto Charts, Water Fall Charts, Radar Charts,
Combo Charts; Density Charts, Scatter Plots, Heat Map.
Learning Outcome: Demonstrate Tableau for data visualization.
Module 4: Fundamentals of data analysis 5 Hours

Data analysis: creating views, basic filtering options, sorting, calculated fields; aggregation and
disaggregation; *working with basic statistics and trend lines; Drilling and Drill Thru capabilities.
Learning Outcome: Conduct statistical analysis using Tableau.
Module 5: Proficiency in R 5 Hours

Introduction to R; R Studio; missing data identification, data subset manipulation; data manipulation
in R type of conversions; *basics of statistics in R and graph capabilities.
Learning Outcome: Use R for data analysis and data manipulation.
Self-learning topics and are subjected to testing
Basic Texts
1. McCormick, K., Salcedo, J., and Wheeler, A. (2017). SPSS Statistics for Data Analysis and
Visualization, 1/e. IN: John Wiley & Sons, USA.
2. Verma, J, P. (2016). Data Analysis in Management with SPSS Software 1/e. India: Springer
India.
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Reference Books
1. Landau, S, & Everitt, B, S. (2016). A Handbook of Statistical Analyses using SPSS, 2/e. London:
Chapman & Hall/CRC.
2. Crawley, M. (2013). The R Book, 2/e. India: Wiley India.
Other references
1. Zhu, W., Bob Foyle, et. al (2013). IBM Watson Content Analytics. USA: IBM Redbooks.
Evaluation Pattern
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Page 299 of 330

Course Name: Descriptive Analytics and Data Visualization Course Code: 19JBBA208
Course Outcomes
1. Understand descriptive analytics and visualization using business tools.
2. Appreciate the role of DBMS in analytics.
3. Develop visual techniques and tools using datasets.
4. Identify relationships and patterns in data.
5. Describe data abstraction in a data environment.
Module 1: Business intelligence 10 Hours

Business intelligence, descriptive analytics, *Business Intelligence Maturity Model, data
warehousing.
Learning Outcome: Apply the Business Intelligence Maturity model to datasets.
Module 2: ETL and Multi dimension database 5 Hours

Data extraction, transformation and loading, Meta data and data warehouse; *Star scheme and
multi dimensions database.
Learning Outcome: Understand data visualization tools in a DBMS environment.
Module 3: Data abstraction 5 Hours

Data semantics: types, Tables, Network, Trees, Fields-Spatial fields, Grids, Geometry; attribute
types, semantics; *analyze tasks abstractly; action: Analyze, Produce, Search and Query.
Learning Outcome: Construct dataset combinations using data abstraction tools.
Module 4: Validation tools 5 Hours

Data validation tools; four levels of design; angles of attack, threats to validity; *validation
approaches; data analytics life cycle: Discovery, Data preparation, Model Planning and building,
Communicate results, Operationalize.
Learning Outcome: Construct and apply idiom level steps in a data validation environment.
Module 5: Descriptive analysis using R 5 Hours

Exploratory data analysis: visualization data before analysis; dirty data, visualizing a single variable,
examining multiple variables; *data exploration and presentation; hypothesis testing, ANOVA,
clustering.
Learning Outcome: Understand techniques of data visualization and exploration.
Basic Texts
1. EMC Education Services (2015). Data Science and Big Data Analytics, 1/e. USA: Wiley & Sons.
2. Munzner, T. (2014). Visualization Analysis and Design, 1/e. FL: CRC Press, USA.
Reference Book
1. Laursen, G. (2017). Business Analytics for Managers, 2/e. USA: Wiley.
Other references
Page 300 of 330
1. https://www.hubspot.com/resources/analytics
2. https://analytics.google.com/analytics/academy/
3. https://www.analyticsindiamag.com/5-best-data-science-resources-that-beginners-can-
download-for-free/
Evaluation Pattern
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Page 301 of 330

Course Name: Predictive Analytics Course Code: 19JBBA209

Course Outcomes
1. Describe analytics tools to understand data-centric environments.
2. Develop models using data selection and data validation techniques.
3. Understand prediction and forecasting using directed and undirected techniques.
4. Apply segmentation techniques to large data sets.
5. Understand decision making using real-world based data projects.
Module 1: Predictive analytics 10 hours

Predictive analytics: process, *data mining; simulations; data projects, predictive analytics
problems.
Learning Outcome: Evaluate and analyse predictive analytics simulations.
Module 2: Directed predictive analytics 5 hours

Directed predictive analytics models; data selection, *model building; model validation: results,
interpretation and presentation.
Learning Outcome: Construct and analyse data model using analytics tools.
Module 3: Regression and machine learning techniques 5 hours

Decision trees, logistic regression, neural networks, *discriminate analysis.
Learning Outcome: Use regression techniques to analyze data-centric environments.
Module 4: Undirected predictive analytics 5 hours

Undirected predictive Analytics; segmentation using clustering, building customer signature,
*cluster validation.
Learning Outcome: Identify and explain patterns from data using undirected predictive analytics.
Module 5: Data-based projects 5 hours

*Emerging trends in predictive analytics, case studies based on business processes and integration,
data projects.
Learning Outcome: Analyze real life data projects using predictive analytics techniques.
Basic Text
1. Larose, D. (2016). Data Mining and Predictive Analytics, 2/e. India: Wiley India.
Reference Book
1. Seigel, E. (2016). Predictive Analytics, 1/e. USA: Wiley.
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Other references:
1. http://www.sas.com/en_sg/insights/analytics/predictive-analytics.html
2. http://www.predictiveanalyticsworld.com/predictive_analytics.php
3. https://hbr.org/2014/09/a-predictive-analytics-primer
Evaluation Pattern
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Page 303 of 330

ourse Name: Spreadsheet and Modelling with Spreadsheet Course Code: 19JBBA210
Course Outcomes
1. Apply spreadsheet tools to understand data manipulation.
2. Construct business models using spreadsheet tools.
3. Understanding MS Excel Practical Lab and functions.
4. Analyse large data sets using spreadsheet and modelling tools
5. Apply logical functions for designing automated decisions.
Module 1: Understanding the MS Excel environment 10 Hours

MS Excel Practical Lab, Ribbon, QAT, Worksheet; *interface of Excel, cursors and their roles, series;
conditional formatting, cells, range; formula, references, split windows; values.
Learning Outcome: Apply MS Excel Practical Lab tools to datasets.
Module 2: Data representation using MS Excel Practical Lab 5 Hours

MS Excel Practical Lab, relative and absolute reference, *charts -customizing charts.
Learning Outcome: Solve problems related to reference ranges.
Module 3: Data validation 5 Hours

Data validation practical, data consistence, value, whole number, decimal, list, date, time, *custom
values, validation.
Learning Outcome: Describe data validation using the functions of MS Excel Practical Lab.
Module 4: Analyzing large data sets using MS Excel Practical Lab 5 Hours
Apply filter and advanced filter, *pivot table, subtotal database function; data analysis.
Learning Outcome: Construct summary reports using pivot tables and apply filters for data analysis.
Module 5: Applying logical functions to data sets 5 Hours

MS Excel Practical Lab, *IF function & Text Function, Basic Date and Time function, V-lookup and
H-lookup Function, Handling error, sumporduct function.
Learning Outcome: Use the logical function for automated decisions.
Basic Text
1. Walkenbach, J. (2018). The Excel Bible, 1/e. USA: Willey.
Reference Book
2. Microsoft Excel 2013: Data Analysis and Business Modeling.
Other references
1. https://support.office.com/en-us/article/getting-started-with-excel-services-and-excel-
web-access-fed3586d-b150-4819-a67e-14529c974387
2. https://support.office.com/en-us/article/excel-for-windows-training-9bc05390-e94c-46af-
a5b3-d7c22f6990bb?wt.mc_id=otc_home&ui=en-US&rs=en-US&ad=US
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3. https://www.hubspot.com/resources?q=excel&_ga=2.30839551.1998448527.1559814869
-1230591017.1559814869
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Page 305 of 330

Course Name: Framework of Business Analytics Course Code: 19JBBA211

Course Outcomes
1. Describe reporting and analysis tools for business decision making.
2. Integrate business analytics with business intelligence environments.
3. Identify and explain business analytics frameworks and models.
4. Understand business intelligence implementation as a strategic tool.
5. Discuss ETL processes and frameworks in business process environments.
Module 1: Strategy and environment 10 hours

*Strategy and data environment, business objectives, integrate business objectives with IT strategy
using business tools.
Learning Outcome: Integrate business objectives with IT strategy.
Module 2: Models and frameworks in business analytics 5 hours

IT Maturity model-structure-components; Capability Maturity model (CMM)-structure; *Gartner’s
I&O model-structure-composition-levels.
Learning Outcome: Evaluate and analyse the IT maturity models in data environments.
Module 3: BI Competency and implementation 5 hours

BI competency center-role; *BI tools for business process integration; data requirements for BI
implementation; assessment.
Learning Outcome: Describe the components of BI competency centres.
Module 4: ETL processes and frameworks 5 hours

Gather, Clean, Build, implement cycle, ETL process, Sampling, Data Cleaning, Model building, Model
Validation, *Dash Boards and KPIs.
Learning Outcome: Demonstrate the use of ETL in data environments.
Module 5: Metadata 5 hours

Metadata-definition-components; Source System Metadata, Data-Staging Metadata, DBMS
Metadata, Front Room Metadata, Business Metadata, Source System Information, Data Warehouse
Data Dictionary; *Logical Data Maps; Business Rules
Learning Outcome: Understand the types of metadata applications and tools in large data
environments.
Basic Text
1. Sharda, R., Delen, D., and Turban, E. (2018). Business Intelligence, Analytics, and Data
Science: A Managerial Perspective, 4/e. USA: Pearson.
Reference Book
1. Kimball, R. & Caserta, J. (2017). The Datawarehouse ETL Toolkit, 2/e. USA: Willey.
Page 306 of 330

Other reference
1. http://homes.dcc.ufba.br/~mauricio052/Material%20Artigo/Wiley%20Publishing%20-
%20The%20Data%20Warehouse%20ETL%20Toolkit.pdf
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 307 of 330

SEMESTER – III
BUSINESS ANALYTICS
(Detailed Syllabus)
Page 308 of 330

Course Name: Business Simulation Course Code: 19JBBA305

Course Outcomes
1. Understand simulation modeling as a business tool for decision making.
2. Develop simulation models for business systems.
3. Applying simulation techniques in real life data environments.
4. Applying simulation in project management.
5. To develop understanding of software tools.
Module 1: Simulation tools 10 hours

Simulation: systems, models; simulation: discrete and continuous systems; appropriateness of
simulation as a modelling tool for managerial decision making; *Monte Carlo Simulation; simulation
modeling using Spreadsheet.
Learning Outcome: Describe discrete and continuous systems simulations.
Module 2: Simulation modeling for business systems 5 hours

Simulation modeling of business systems; *queueing systems; inventory systems; inventory
modeling; financial systems; project operations systems; marketing systems.
Learning Outcome: Apply business tools to data simulation environments.
Module 3: Simulation software tools 5 hours

Classification-*Desirable software features-Simulation Software Demonstration-Examples of
software.
Learning Outcome: Understand simulation software functions and techniques in business.
Module 4: Simulation techniques in projects 5 hours

Project feasibility analysis- Project estimate and schedule- Construction of projects – Close out- Role
of simulation in project managements.
Learning Outcome: Apply business simulations in managing projects effectively.
Module 5: Data mining and decision modeling 5 hours

Data Mining tools- Classification- Regression lines- *optimization using MS Excel-Decision making
tools for Inventory Management- Market share analysis- Capital Investment analysis.
Leaning Outcome: Understand data mining and decision modeling tools for simulations.
Basic Texts
1. Banks, J., Carson, J.S and and Nelson, B.L. (2009). Discrete Event System Simulation, 5/e,
Prentice Hall of India.
Reference Books
1. Watson, H.J. & Blackstone, J.H: Computer Simulation, 2nd ed. John Wiley & Sons, 1989.
2. Meredith, Shafer, S. and Turban, E. (2002). Quantitative Business Modeling. South-
Western, Thomas Learning.
Page 309 of 330

Other Reference Material

1. https://www.open.edu/openlearn/money-business/leadership-
management/understanding-operations-management/content-section-3.1
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 310 of 330

Course Name: Big Data Analytics Course Code: 19JBBA306

Course Outcomes
1. Understand the tools and frameworks of analyzing big data environments.
2. Apply business tools to efficiently manipulate and organize large volumes of data.
3. Describe Hadoop and Big Data business environments using tools and techniques.
d) Describe Data structures and uses in analytics
e) Apply HADOOP with Hive.
Module 1: Big Data and Hadoop 10 hours

Big Data, Apache Hadoop-architecture; *Hadoop distributions; eco system, Map Reduce, H Base,
Flume, Scoop, Hive , Sample Map Reduce Application Demo; import data file to Hadoop cluster;
sorting the data, counting; R and Hadoop integration.
Learning Outcome: Understand business process integration using Hadoop.
Module 2: Working with Big Data 5 Hours

Working with Big Data, *Hadoop Distributed File System (HDFS) – Building blocks of Hadoop
(Namenode, Datanode, Secondary Namenode, Job Tracker, Task Tracker), Introducing and
Configuring Hadoop cluster (Local, Pseudo-distributed mode, Fully Distributed mode), Configuring
XML files.
Leaning Outcome: Describe the functions of Hadoop Distributed File System.
Module 3: Data Structures 5 hours

Data structures in Java: Linked List, Stacks, Queues, Sets, Maps; Generics: Generic classes and Type
parameters, Implementing Generic Types, Generic Methods, Wrapper Classes, *Serialization.
Leaning Outcome: Describe data structures and analyse applications of Java.
Module 4: Business Problems suited to Big Data Analytics 5 hours

Word count exercise in RHADOOP environment; business problems suited to big data analytics;
linear regression in R Hadoop environment including data preparation; running the regression,
*result output project and presentation.
Learning Outcome: Identify and explain business problems using the RHADOOP environment.
Module 5: Hadoop with Hive 5 hours

Applying Structure to Hadoop Data with Hive: Saying Hello to Hive, Seeing How the Hive is Put
Together, Getting Started with Apache Hive, Examining the Hive Clients, Working with Hive Data
Types, Creating and Managing Databases and Tables, Seeing How the Hive Data Manipulation
Language Works, Querying and Analyzing Data.
Learning Outcome: Apply structures to Hadoop Data with Hive.
Basic Texts
1. Prajapati, V. (2013). Big Data Analytics with R and Hadoop, 1/e. India: Packt Publishing.
Page 311 of 330

Reference Books
1. Marr, B. (2015). Big Data: Using Smart Big Data, Analytics and Metrics to Make Better Decisions
and Improve Performance, 1/e. USA: Wiley Publishing.

1. https://www.ibm.com/big-data/us/en/
2. https://www.mongodb.com/big-data-explained
3. http://www.navint.com/images/Big.Data.pdf
4. https://www.sas.com/resources/asset/Big-Data-in-Big-Companies.pdf
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 312 of 330

Course Name: Social and Sentiment Analytics Course Code: 19JBBA307

Course Outcomes
a) Understand data analytics and its applications to business processes.
b) Describe social media analytics and text analytics.
c) Apply business tools to analyze social sentiment and social listening data.
d) Gain familiarity with programming software for social media.
e) Interpret and analyse sentiment analysis using analytics tools.
Module 1. Data analytics 10 hours

Data - Structured vs Unstructured- Analyzing Structured data- Visualization of Data –Introduction to
Python Programming- Introduction to R Programming Introduction to Python for Econometrics,
Statistics and Data Analysis- Social analysis and sentiment analysis.
Learning Outcome: Understand the steps in process of data analytics.
Module 2: Understanding Social in Business 5 hours

Watson Analytics; social engagement; Facebook, LinkedIn and blog analytics; contemporary
analytics; search engine advertising analytics; digital attribution.
Learning Outcome: Describe social and sentiment data environments.
Module 3: Social Listening 5 hours

Big Data Analytics: customer insights via automated text mining; product feature extraction from
customer comments; sentiment analysis from customer comments; linguistic style analysis of
customer comments; classical content analysis; semantic network analysis.
Learning Outcome: Describe business tools for measuring social listening and customer
engagement.
Module 4: Software in Social Media Analytics 5 hours

Analyzing Social Media Data Using Python- Social Media Data Analysis with R- Statistics and Data
Analysis- Social analysis.
Learning Outcome: Demonstrate the use of R and Python in social media analytics.
Module 5: Sentiment Analysis 5 hours

Sentiment analysis – Sentiment analysis of Social Media- Text Mining- Introduction to Network
analysis with R.
Learning Outcome: Conduct sentiment analysis using social media data.
Basic Texts
1. Sponder, M. (2013). Social Media Analytics: Effective Tools for Building, Interpreting, and
Using Metrics. USA: McGraw Hill.
Page 313 of 330

Reference Book:
1. Bernard, R & Ryan, G.W. (2012). Analyzing Qualitative Data: Systematic Approaches. USA:
Sage Publications.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 314 of 330

Course Name: Business Intelligence Course Code: 19JBBA308

Course Outcomes
1. Articulate modern concepts, theories, and research in the field of Business Intelligence (BI).
2. Apply BI enabling technologies in business processes and systems.
3. Describe BI practices, including knowledge integration, sourcing and managing BI solutions.
4. Discuss the social and ethical issues related to the use of Business Intelligence technologies
in organizations.
5. Understand the role of BI in business transformation.
Module 1: Business intelligence 10 hours

Business Intelligence; Segments, Information and Intelligence, Business Intelligence Value Chain,
Business Intelligence System, Real time Business Intelligence, Business Intelligence Applications-
Creating Business Intelligence Environment, Business Intelligence Landscape, Types of Business
Intelligence, Business Intelligence Platform, Dynamic roles in Business Intelligence.
Learning Outcome: Describe the components a business intelligence system.
Module 2: Enterprise-wide business intelligence 5 hours

Challenges of BI-Multiplicity of Business Intelligence Tools, Types of Business Intelligence Tools,
Business Intelligence-Enterprise Business Intelligence, Information Workers.
Learning Outcome: Describe the types of business intelligence tools to improved business
performance.
Module 3 Data Mining 5 hours

Data Mining, Data mining parameters- Architecture of Data Mining- Classification on Data Mining
system- Various risks in Data Mining- Advantages and disadvantages of Data Mining- Ethical issues
in Data Mining.
Learning Outcome: Understand data mining tools to support enterprise-wide business intelligence.
Module 4: Data Warehouse and Knowledge Management 5 hours

Data Warehousing, Advantages and Disadvantages of Data Warehousing- Online Analytical
Processing , Characteristics of OLAP, OLAP Tools, OLAP Data Modeling, OLAP Tools and the Internet,
Difference between OLAP and OLTP-Knowledge Management Process.
Learning Outcome: Demonstrate OLAP and online analytical tools in a data-centric environment.
Module 5: Business Intelligence Life Cycle 5 hours

Business Intelligence Lifecycle- Enterprise Performance Life Cycle (EPLC)Framework Elements-
Content Management System, End User Segmentation, Basic Reporting and Querying- Planning to
implement a Business Intelligence Solution.
Learning Outcome: Understand the elements of the enterprise performance life cycle.
Basic Texts
Page 315 of 330
1. Sharda, R. (2017). Business Intelligence: A Managerial Perspective on Analytics, 3/e. India:

Pearson Education.
Reference Texts
1. Data Mining for Business Intelligence (2008), Galit Shumeli, Nitin R. Patel, Peter C. Bruce, Wiley.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 316 of 330

Course Name: Tableau Course Code: 19JBBA309

Course Outcomes
1. Understand data visualization using visual analytics by Tableau.
2. Interpret data using basic analytics functions.
3. Construct maps for sharper data insights using Tableau.
4. Creating calculations to enhance data.
5. Generate new data using Tableau functions.
Module 1: Visual Analytics 10 hours

Data: visual analytics; Tableau versions; Creating Sheets and Dashboards, the data window, data
types, and aggregation, building visualizations with the row and column shelves, using the view
cards to identify trends and outliers, *Generated Value.
Learning Outcome: Generate Tableau version of visual analytics.
Module 2: Generating insights from data 5 hours

Chart types provided by Show me, Cross Tab, Maps, Heat Maps, Bar Chart, Stacked Bar Chart, Side
by side bars, Line chart for time series analysis, Scatter plot, Packed Bubble chart etc., Sorting data,
Filter data, Group dimension.
Learning Outcome: Create charts using Tableau functions to generate data insights.
Module 3: Creating Calculation to enhance the data 5 hours

Aggregation, aggregation types, Calculated value and Table calculations and how it works? Building
Formula using table calculation, customizing table calculation, adding flexibility to calculation with
parameters.
Learning Outcome: Understand data aggregation in Tableau.
Module 4: Using Maps to Improve Insight 5 hours

Standard map view, tableau geocodes data, typical map error and how to handle it, using spatial
data, build a custom spatial plot, animating maps.
Learning Outcome: Build custom spatial plots using spatial data.
Module 5: Ad hoc analysis 5 hours
Generating new data with forecasts, creating forecast using tableau, forecasting options, adding
quality metrics to tool tips in visualizations, exporting forecasts, providing self-service ad hoc
analysis with parameters, basic parameter controls.
Learning Outcome: Conduct data visualizations using ad hoc analysis.
Self-learning topics and are subjected to testing.

Basic Text:
1. Tableau Your Data, Dan Murray, Wiley, 2013.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 317 of 330
Course Name: Programming with R Course Code: 19JBBA310

Course Outcomes
1. Understand data handling and interpretation using R.
2. Gain familiarity with structing data in an R environment.
3. Importing data and make decisions using R basics.
4. Acquire machine learning techniques and apply to an R environment.
5. Become proficient in multiple data-centric learning environments.
Module 1: R basics and data structure with R 10 hours

R installation, R environment, Math, Variables and Strings, Vectors and Factors, Vector operations,
Arrays & Matrices, Lists, Data frames.
Learning Outcome: Getting started with R and working with variable types.
Module 2: R programming fundamentals 5 hours

Conditions and loops, Functions in R, Objects and Classes, Debugging.
Learning Outcome: Make decisions using logical function and perform data analysis using object
and class.
Module 3: Working with data in R 5 hours

Reading CSV and Excel Files, Reading text files, Writing and saving data objects to file in R.
Learning Outcome: Conduct data analysis using text file, write and save data objects.
Module 4: Strings and Dates in R 5 hours

String operations in R, Regular Expressions, Dates in R.
Learning Outcomes: Manipulate strings using R.
Module 5: Machine Learning Using R 5 hours

Machine Learning Languages, Types, and Examples, Machine Learning vs Statistical Modelling,
Supervised vs Unsupervised Learning, *Supervised Learning Classification, Unsupervised Learning.
Learning Outcome: Gain familiarity with machine learning techniques in an R environment.
Basic Text:
1. Data Analytics Using R, Seema Acharya, TMH, 2018.
Evaluation Pattern
Continuous End term

Attendance Total
knowledge 50% 5% 100%
Page 318 of 330

Course Name: Business Process Modeling and Advance Data Management Course Code:19JBBA311
Course Outcomes
1. Analyze the principles of data management
2. Discuss the role of IT in BPM.
3. Discuss the role of Data Mining.
4. Analyze the role of Business Intelligence life cycle.
5. Apply Data mining in Business.
Module 1: Business Intelligence an Introduction: 10 hours

Introduction, Definition, History and Evolution, Business Intelligence Segments, Difference between
Information and Intelligence, Defining Business Intelligence Value Chain, Factors of Business
Intelligence System, Real time Business Intelligence, Business Intelligence Applications- Creating
Business Intelligence Environment, Business Intelligence Landscape, Types of Business Intelligence,
Business Intelligence Platform, Dynamic roles in Business Intelligence, Roles of Business Intelligence
in Modern Business
Learning Outcome: Understand role of Business Intelligence in Business
Module 2: Business Intelligence types 5 hours

Challenges of BI-Introduction, Multiplicity of Business Intelligence Tools, Types of Business
Intelligence Tools, Modern Business Intelligence, the Enterprise Business Intelligence, Information
Workers
Learning Outcome: Understand role of Business Intelligence in an organization.
Module 3 Data Mining 5 hours

Introduction, Definition of Data Mining, Data mining parameters- Architecture of Data Mining-
Classification on Data Mining system- Various risks in Data Mining- Advantages and disadvantages
of Data Mining- Ethical issues in Data Mining,
Learning Outcome: Develop an understanding of Data Mining and analyse Data mining
Classification.
Module 4: Data Warehouse and Knowledge Management 5 hours

Introduction- Data Warehousing, Advantages and Disadvantages of Data Warehousing- Online
Analytical Processing , Characteristics of OLAP, OLAP Tools, OLAP Data Modeling, OLAP Tools and
the Internet, Difference between OLAP and OLTP- Introduction- Characteristics of Knowledge
Management, Knowledge assets, Generic Knowledge Management Process, Knowledge
Management Technologies- Essentials of Knowledge Management Process
Learning Outcome: Understand Data Warehouse Management
Module 5: Business Intelligence Life Cycle 5 hours

Introduction, Business Intelligence Lifecycle- Enterprise Performance Life Cycle (EPLC)Framework
Elements- Introduction, Evolution of Business Intelligence- Business Intelligence Opportunity
Analysis Overview- Content Management System, End User Segmentation, Basic Reporting and
Querying- Introduction- Critical Challenges for Business Intelligence success- Planning to implement
a Business Intelligence Solution- Understand usage and limitations of Business Intelligence
Learning Outcome: Understand Business Intelligence Life Cycle and develop applications.
Page 319 of 330

Basic Texts
1. Essential Business Process Modeling, 1st edition, Michael Havey, O'Reilly Media, 2005
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 320 of 330

SEMESTER – IV
BUSINESS ANALYTICS
(Detailed Syllabus)
Page 321 of 330

Course Name: Cloud Computing Course Code: 19JBBA404

Course Outcomes
1. Understand cloud computing-based business processes.
2. Describe service-oriented computing data environments.
3. Demonstrate cloud computing-based applications.
4. Explain cloud-based platforms and data storages tools.
5. Analyse cloud computing architecture and models.
Module 1: Cloud Computing 10 Hours

Cloud computing-characteristics-benefits; Computing Reference Model; distributed systems;
virtualization;Service-oriented computing;utilityoriented computing;
oriented computing; cloud computing environments; computing platforms and technologies:
*Amazon Web Services (AWS); Google AppEngine; Microsoft Azure; Salesforce.com
Learning Outcome: Discuss the types of cloud computing platforms.
Module 2: Virtualization 5 Hours

Virtualized environments-characteristics-types; virtualization; virtualization and cloud computing;
virtualization technologies; *taxonomy of virtualization techniques; Manjrasoft Aneka
virtualization.
Learning Outcome: Understand the components of virtualization technology platforms.
Module 3: Cloud computing architecture 5 Hours

Cloud computing-types-architecture; Cloud Reference Model, Architecture, SASS;
Platform as a Service; cloud interoperability; standards scalability and fault tolerance.
*organizational aspects; emerging platform and cloud computing technologies.
Learning Outcome: Understand the components of cloud computing architecture and service-based
cloud computing models.
Module 4: Cloud platforms environments 5 Hours

Cloud platforms-architecture-industry applications; Amazon Web Services; Compute Services;
storage services; communication services; Google AppEngine.
Learning Outcome: Discuss cloud-based data storage services.
Module 5: Application Life Cycle 5 Hours

Application Life-Cycle, Cost Model, Observations, Microsoft Azure, Azure Core Concepts, SQL
Azure, Windows Azure Platform Appliance, Cloud Applications Scientific Applications,
Healthcare: ECG Analysis in the Cloud; *Social Networking, Media Applications, Multiplayer
Online Gaming.
Learning Outcome: Discuss the real-world applications of cloud-based environments in businesses.
Page 322 of 330

Basic Texts
1. Sosinsky, B. (2011). Cloud Computing Bible, 1/e. IN: Wiley Publishing, USA.
2. Ransome, J.F. & Rittinghouse, J.W. (2010). Cloud Computing Implementation, Management,
and Security, 1/e. FL: CRC Press, USA.
Reference Book:
1. Kimball, R. & Caserta, J. (2017). The Datawarehouse ETL Toolkit, 2/e. USA: Willey.
Other Reference Material:

https://geekflare.com/learn-cloud-computing/
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 323 of 330

Course Name: Operations and Supply Chain Analytics Course Code: 19JBBA405
Course Outcomes
1. Describe analytics tools in a supply chain environment.
2. Understand emerging trends and developments supply chain analytics.
3. Demonstrate the heuristics methods of analysis in supply chains.
4. Measure business performance using supply chain metrices.
5. Identify and explain analytical models in supply chain management.
Module 1: Supply Chain Management 10 Hours

Supply Chain-components and processes; Supply Chain Management integration, cycle time and
response time; global supply chains-information integration; risk management; *logistics
management.
Learning Outcome: Understand supply chains using business analytics tools.
Module 2: Performance Measures 5 Hours

Measures-types-metrics; supply chain improvements; control systems.
Learning Outcome: Measure optimum performance of supply chains using metrics.
Module 3: Analytical Models 5 Hours

Analytical models; mathematical functions (Linear, Quadratic, Power, exponential, Logarithms);
multivariate functions, properties; optimization, linear programs; network models; *non-linear
optimization.
Learning Outcome: Understand the function and properties of analytical models.
Module 4: Network models 5 Hours

Transportation network models- graphs; Minimal Spanning Tree, *Shortest Path Algorithms-
Maximal Flow Problems; Multistage Transshipment and Transportation Problems.
Learning Outcomes: Analyse the steps of transportation models and techniques to network models.
Module 5: Heuristics 5 Hours

Set covering and set partitioning problems; traveling salesman algorithm; advanced vehicle routing
problem; heuristics; scheduling algorithms, deficit function approach; *linking algorithms.
Learning Outcomes: Understand scheduling algorithms in supply chain management.
Basic Texts
1. Plenert, G.J. (2014). Supply Chain Optimization through Segmentation and Analytics,
1/e. FL: CRC Press, USA.
2. Albright C.S., Winston, L.W., Zappe, C. (2010). Data Analysis and Decision Making,
4/e. USA: Cengage Learning.
Page 324 of 330

Reference Books
1. Hillier and Lieberman (2012) Introduction to Operations Research,9th
Edition: McGraw Hill.
2. Bertsimas and Freund, (2004) Data, Models, and Decisions: The Fundamentals of
Management Science: Dynamic Ideas.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 325 of 330

Course Name: Time Series Analysis Course Code: 19JBBA406

Course Outcomes
1. Understand the types of forecasting methods used in time series analysis.
2. Apply tools and techniques of forecasting models to data.
3. Demonstrate data smoothening methods using time series tool.
4. Apply and use data tools to improve business performance.
5. Discuss autocorrelation and forecasting methods using time series data.
Module 1: Forecasting, time series data and performance evaluation 10 Hours

Forecasting, process of forecasting, goal definition, problem, data collection for time series; data
partitioning; Naïve Forecasts, measuring predictive accuracy, evaluating forecasting uncertainty.
*advanced data partitioning: roll-forward validation.
Learning Outcome: Interpret time series using forecasting tools and methods.
Module 2: Forecasting methods 5 Hours

Model based vs. data driven methods; Exploration methods; Econometric models; external
information; manual vs. automated forecasting; *combining methods and ensembles.
Learning Outcome: Understand forecasting models to interpret time series data.
Module 3: Smoothing methods 5 Hours

Moving average, Differencing, Simple exponential smoothing, advanced exponential smoothing,
problems; *extension of exponential smoothing.
Learning Outcome: Apply moving average and exponential smoothing methods to time series data.
Module 4: Regression models 5 Hours

Model with Trend, Model with seasonality, Model with trend and seasonality,*Creating forecasting
with a chosen model.
Learning Outcome: Forecast trend and seasonality based on the interpretation of time series data.
Module 5: Autocorrelation and forecasting 5 Hours

Autocorrelation, Improving Forecasts by capturing Autocorrelation: AR and ARIMA Models,
Evaluating and predictability, Evaluating predictability;*External information.
Learning Outcome: Improve forecasts using AR and ARIMA models.
Basic Text:
1. Shumeli, G. & Lichtendahl, K. C. (2016). Practical Time Series Forecasting with R, 2/e. USA:
Axelrod Schnall Publishers.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 326 of 330

Course Name: Modeling Techniques in Operations Management Course Code: 19JBBA407

Course Outcomes
1. Enhance operations decisions using analytical tools in business.
2. Exploit data, models and modeling system for business growth.
3. Improve long term operations planning in business using business tools.
4. Demonstrate optimization techniques using modeling techniques.
5. Interpret data using programming techniques.
Module 1: Operations management 10 Hours

Operations Management, Product, Process and service design, Understanding Facility, Capacity,
Location and Layout, Inventory, Waste,*JIT and TPS.
Learning Outcome: Understand the key dimensions of operations management.
Module 2: Optimization modeling 5 Hours

Linear programming modeling examples, properties of linear programming models, Interpreting an
Optional linear programming solutions, Stochastic Programming; simplex method of Linear
Programming.
Learning Outcome: Apply stochastic programming technique to optimize data.
Module 3: Mixed Integer Programming 5 Hours

Mixed Integer Programming Modeling Vignettes, Distribution Center Locations Models, Supply
Chain Network models, designing and implementing optimization modeling system for strategic and
tactical planning; *Branch and Bound Methods for Mixed integer Programming.
Learning Outcome: Understand the fundamentals of mixed integer programming in optimization
environments.
Module 4: Descriptive Models 5 Hours

Demand forecasting, Simulation models, System Dynamics model, Activity based costing, Metrics,
Data envelopment analysis; *Balanced Scorecard
Learning Outcome: Examine a selection of descriptive models used for decision making in
operations.
Module 5: Operations decision databases 5 Hours

Data aggregations, facility data, inventory data, supplier data, cost data, Customer and market data,
model output data, mapping and other graphical displays of data inputs and outputs;
*Transportation network data.
Learning Outcome: Construct optimization models based on data aggregations.
Self-learning topics and are subjected to testing.
Basic TextS
1. Shapiro, J. (2010). Modeling the Supply Chain, 2/e. India: Cengage India.
Page 327 of 330

Reference Book
1. Young, H.L., Golinska-Dawson, P., Wu, J.Z. (2016). Hongkong: Hindawi Publishing Corporation.

https://www.open.edu/openlearn/money-business/leadership-management/understanding-
operations-management/content-section-3.1
Evaluation Pattern
Continuous End term
Attendance Total
45% 50% 5% 100%
Page 328 of 330

Course Name: Business Process Reengineering Course Code:19JBBA408

Course Outcomes
1. Understand business process engineering as a business tool.
2. Integrate BPR, TQM and IT environments.
3. Apply BPR methodologies to data interpretation and analysis.
4. Ability to analyze a Practical Application of the BPR Framework.
5. Understand metrics and processes to measure results.
Module 1: Business Process Reengineering 10 Hours

BPR Strategies, BPR, Success and Failures, Factors Relating to BPR Success, Factors relating to
change management systems and culture, Committed and strong leadership, Factors relating to
organizational structure, Factors related to BPR program management, Factors related to IT
infrastructure, Factors Relating to BPR Failure, Problems in communication and organizational
resistance, Lack of organizational readiness for change, Problems related to creating a culture for
change; *Lack of training and education.
Learning Outcomes: Discuss the role of BPR as a business tool in organizational change.
Module 2: BPR TQM and IT 5 Hours

Information Technology, Information Technology and the Value Chain, IT Value and business
alignment, IT infrastructure, IT Network Infrastructure, Elements of BPR, Prepare the Organization
for Change, Redesign the Business Process; *Team building process.
Learning Outcome: Identify and explain the key elements of BPR.
Module 3: BPR methodologies 5 Hours

BPR Methodologies, The Advantages of a BPR Methodology, First, Phase, Second Phase, Third
Phase, Fourth Phase, Fifth Phase, Extended Framework, An Integrated Methodology; *IDEF.
Learning Outcome: Integrate BPR methodology with business process systems.
Module 4: BPR Framework 5 Hours

BPR Framework, The Situational Context for the Case Study, Resource Constraints and Limitations,
*BPR Essential Elements, Stage 1: Planning for Reengineering, Stage 2: Analyze the “AS-IS” Process,
Stage 3: Design the HRA “TO-BE” Process, Hazard Rating Number; Stage 4: Implementation of the
Reengineered Process, Stage 5: Improve Continuously.
Learning Outcome: Describe the elements of the BPR framework.
Module 5: Description of Results 5 Hours

H.R.A Reports, Serious Accident Reduction, Practical Examples of the application of the Framework,
Contractor Control; * Critical Success Factors.
Learning Outcome: Interpret HRA reports.

Page 329 of 330
Basic Texts
1. Sturdy, G.R. (2017). Business Process Reengineering: Strategies for Occupational Health and
Safety, 1/e. Cambridge: Cambridge Scholars Publishing, UK.
2. Dey B. R. (2012). Business Process Reengineering and Change Management, India: Wiley
Publishing.
Evaluation Pattern
Continuous End term

Attendance Total
45% 50% 5% 100%
Page 330 of 330

Student Manual - MBA Batch 2019-21

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MBA REGULATIONS │ CURRICULUM MATRIX │ SYLLABUS

MBA Student Manual

To foster human development through excellence in Quality Education, Research

 To provide quality education, creating human assets/resources and

 Synergize with corporates to foster meaningful and experiential learning

 Foster learning through accumulation of knowledge.

CMS Business School MOTTO

MASTER OF BUSINESS ADMINISTRATION (MBA)

Introduction to MBA Programme

1. Scope and Content

The following MBA programmes are offered by Faculty of Management Studies:

i. Master of Business Administration (MBA)

g) Banking, Finance and Allied Services

3. Eligibility for admission

4. Components of the programme, learning methodologies

6. Assessment and Examination

6.2 Pattern of Assessment for Core courses and Specialization courses

The breakup of Internal Assessment marks

7. Eligibility for Semester End examination

i. Has the prescribed attendance (Refer point 4 of the regulation)

8. Eligibility for Pass

9. Promotion and readmission

10. Re-examination policy

11. Classification of successful students

Grade S++ S+ S A++ A+ A B+ B C+ C F

ii. SGPA and CGPA

12. Award of Degree

i. Must have passed all the courses of the four semesters;

13. Maximum period for the completion of the Programme

14. Organisation Study (OS)

15. Summer Internship Program & Research Project (SIP)

16. General Guidelines

16.1 Academic Integrity and Ethics

b) Unauthorized possession of examination materials, destruction or hiding of relevant

MASTER OF BUSINESS ADMINISTRATION (MBA)

Curriculum Matrix : Batch 2019-21

Single Finance Specialization

Single Marketing Specialization

Single Human Resources Management Specialization

Dual Specialization Marketing and Finance

Dual Specialization Marketing and Human Resource Management

Dual Specialization Finance and Human Resource Management

Single Finance Specialization

Single Marketing Specialization

Single Human Resources Management Specialization

Dual Specialization Marketing and Finance

Dual Specialization Marketing and Human Resource Management

2 Core Course 18JBS302 Project Management 2 50 50 100

Dual Specialization Finance and Human Resource Management

2 Core Course 18JBS302 Project Management 2 50 50 100

Single Finance Specialization

Single Human Resources Management Specialization

Dual Specialization Marketing and Human Resources Management

Dual Specialization Finance and Human Resources Management

BANKING, FINANCE AND ALLIED SERVICES

Curriculum Matrix: Batch 2019-21

INTERNATIONAL FINANCE & ACCOUNTING

Curriculum Matrix: Batch 2019-21

LOGISTICS and SUPPLY CHAIN MANAGEMENT

Curriculum Matrix: Batch 2019-21

SYSTEMS and OPERATIONS MANAGEMENT

Curriculum Matrix: Batch 2019-21

Curriculum Matrix: Batch 2019-21