Master of Human Resource and Organisational Development (MHROD


Part I
Semester I

Semester II

Part II
Semester III

Semester IV

1. In each paper (except 617, 627, 637, and 647) 70% weightage is for writte n examination and 30% weightage is for internal assessment. 2. Each paper is of 100 marks having 4 credits each. The total number of credits in the MHROD programme is 112 and total marks in the MHROD programme is 2800.

Time: 3 hours Max. Marks: 100

The objective of this course is to develop an understanding of the processes of management related with the basic functions, and management challenges in the emerging perspective.


Unit I
Introduction : Concept, Nature, Process and Significance of Management. Managerial Roles (Mintzberg).
An Overview of Functional areas of Management – Marketing, Finance, Production, HRM, IT, R&D. Development of Management Thought: Classical, Neo -classical, System and Contingency Approaches.

Unit II
Planning and Control : Concept, Process and Types. Decision -making concept and process. Bounded
rationality. Management by objectives. Corporate Planning: Environment analysis and Diagnosis, Strategy Formulations. Managerial Control: Concept and process. Designing an Effective Control System. Techniques : Traditional and Modern (PERT and CPM).

Unit III
Organising : Concept, nature, process and significance. Authority and Responsibility relationships -Delegation,
Decentralisation. Departmentation basis and formats (Project and Matrix) Formal and Informal Organisation. Changing patterns in Organisation structures in the Knowledge economy.

Unit IV
Directing: Motivating and Leading People at work - basic concepts. Communication - nature, process, networks
and barriers. Effective Communication.

Unit V
International Management Practices : A comparative study of management practices in India, Japan, USA
and China with particular reference to Planning, Organising, Directing, Staffing and Controlling. Recent developments in the field of Management in a global perspective.

Suggested Readings :
Weihrich, Heing and Harold Koontz, Management: A Global Perspective, Mc-Graw Hill, NewDelhi, 1997. 2. Stoner, James A. F., A. E. Freeman, and D. A . Gilbert (Jr.), Management, Prentice Hall of India P Ltd., 6th ed., 2000. 3. Ivancevich, John M., J. H, Donnelly (Jr.), and J. L. Gibson, Management: Principles and Functions, AITBS, Delhi, 4 th ed., 1998. 4. Peter F. Drucker, The Practice of Management 5. Robert Y. Durand, Business Organisation, Management and Responsibilities. 6. Luthans, Fred Introduction to Management , Mc Grow Hill, 1996

7. Louis A. Allen, Management and Organization.
8. 9. 10. 11. 12. 13. 14.
15. 16. 17.

Cleland, David I. & Kind, William R. System Organisation and Management. Aoeoff, H.I. Corporate Strategy. Hampton, David R. Modern Management. Duncan, W. Jack, Essentials of Management. Fulmer, Robert M. The New Management. Mc Farland, Dalton E. Management : Foundations and Practices. Singh, B.P. & and T.N. Chahbra, Management Concepts a nd Practices, Dhanpat Rai, New Delhi,1998.

Singh, B.P. and A.K. Singh, Essentials of Management, Amexcel Books, N. Delhi,1999 R.S. Dwivedi, Management – An Integrated Approach C.B. Gupta, General Management, Sultan Chand, New Delhi.

Time: 3 hours Objectives Contents Max. Marks 100
The objective of the course is to familiarise the students about the different aspects of managing people in the organisations from the stage of acquisition to development and retention.

Unit I
Introduction : Human Aspect of Management, Human Relations, Personnel Management, Human Resource
Management and Human Response Management, Concept, Scope and Importance of Personnel Management, Human Resource Management and Human Response Management, Changing Role of HRM- Empowerment, TQM, Quality Circle, BPR, Human Resource vs. Human Capital / Asset, etc.

Unit II
HRM, Job Analysis and Job Design : Assessing Human Resource requirement, Human Resource
Forecasting, Work Load Analysis, Job Analysis, Job D escription and Specifications, , job design approaches, Job characteristic approach to job design.

Unit III
Recruitment, Selection, Training and Development : Factors affecting recruitment, sources of
recruitment (internal and external), basic selection mo del, psychological tests for selection, Requirement of a good test for selection. Interviewing. Placement and Induction. Training and Development. Selection Process, Testing,

Unit IV
Compensation Management, Performance Appraisal and Audit : Compensation Management Job Evaluation, Base Compensation and Supplementary Compensation, Innovations in Compensation Management- ESOP, Flexi-time Schedules, etc. Performance Appraisal : Concept and Objectives, comparing actual performance with standards,Methods. Tr aditional and Modern Methods - Behaviourally Anchored Rating Scale, Job Changes - Transfer, Promotions, and Separations, Human Resource Audit.

Unit V
International Human Resource Management: Concept, importance, functions, and models of
International HRM. Challenges to International HR Managers. : (Four cases to be discussed in the class)

Suggested Readings :
1. 2. 3. 4. 5. 6. 7. 8. 9.

Gomez-Mejia, Luis R., D. B. Balkin, and R. L. Cardy, Managing Human Resources, Prentice Hall, New Jersey, 1998. D'Cenzo, David A. & StephenP. Robbins, Human Resource Management, John Wiley and Sons, New Delhi, 2001. Ian, Beardwell, and Len Holden, Human Resource Management, Macmillan, Delhi, 1998. Dessler, Garry, Human Resource Management, Prentice Hall of India, 7 th ed., 1998. Saiyadain, Mirza S., Human Resource Management, Tata McGraw -Hill Pub. Co. Ltd., New Delhi, 2000. Chhabra T. N., Human Resource Management, Dhanpat Rai and Co. Pvt. Ltd. New Delhi. 1999. Singh B. P. and T. N. Chhabra, Personnel Management & Industrial Relations, Dhanpat Rai and Co. Pvt. Delhi, 2000. Flippo, Edwin B., Principles of Personnel Management, McGraw Hill, New York. Dwivedi, R.S., Managing Human Resources: Personnel Management in Indian Enterprises, Galgotia Publishing Company, New Delhi, 2000.

10. 11.

Harzing, A. W. and Joris Van Ruysseveldt, International Human Resource Management: An Integrated Approach, Sage Publication, London, 1999. Dowling, Peter J., D.E. Welch and R. S. Schuller, International Human Resource Management: Managing People in a Multiple Context, South Wester n College Publishing, Cincinnati, 1999.

Mumbai. . Success Stories of Organisations giving importance to Ethical Values in Business. Swami. 6. S.K. 1997 Ranganathananda. New Delhi. Hierarchism as an Organisational Value with special reference to Indian Scenario. 4. and India. Wisdom Worker. Moral Management. Concept of Knowledge Management and Wisdom Management Wisdom Based Management. Delhi.An Introduction : Values . Japan. Quality of life and Quality of Work Life (QWL). “Human Values in Manag ement”. Case Studies on Impact of Training and Development programmes on developing values in Individuals. 1995 Chakraborty. K. Attached Involvement : ". Contents Unit I Ethical Values in Business . 1987 Sherlekar. environmental. Unit II Value Based Management : Understanding of values from different perspectives with special reference to Schein. social and personal. Cultural changes and the manager's travails. types and formation of values. Ltd. Principles of Management based on Ethics and Values.Concept. Tata McGraw Hill Publishing Co. Oxford University Press. Knowledge Worker vs. "Human Values for Managers” Prentice Hall of India Shekhar R. Himalaya Publishing House. Managerial Effecti veness and Quality of Worklife : Indian Insights. Experiences of Organisations where KM and WBM have been implemented. Suggested Readings : 1. Marks 100 The basis objective is to make the students realise the importance of values and ethics in business particularly from the point of view of their applicability. Stress Management and Detached Involvement. 3. "Ethics in Management" Chakraborty. Unit III Wisdom Based Management : Meaning and difference between Knowledge and Wisdom. Unit V Measuring Progress and Understanding Success: Measuring Progress . attached involvement from the perspective of " GITA KARAM YOGA. Understanding Success from a comprehensive perspective taking into account both quantitative and qualitative aspects. Chakraborty. sources and consequences of Stress. Detached vs. Values and Behaviour. S.613 BUSINESS AND ETHICAL VALUES Time: 3 hours Objectives Max.. International Comparison of Value Based Management with particular reference to USA. S. 2. K. 5. A. Bhartiya Vidya Bhawan. Relevance of Ethics and Values in Business. Unit IV Quality of Life and Detached Vs. Management (Value .Economic.S. Values of Indian Managers. Creating a shared vision.Oriented Holistic Approach). Ethics. Value Based Programmes : A Qualitative Appraisal. Ethics in Management : Vedantic Perspectives Delhi. Difficulties in Implementing KM and WBM. NISHKAM KARMA" and "SAKAM KARMA Meaning. S. . 1997.

The course emphasizes various issues in management of IR in the HRM -dominated context of the modern business environment and developing in the participants skills in managing these issues in general and in the Indian context in particular. issues. Human resource development-implications for strategic industrial relations. Unit IV Grievances and Discipline : Nature of grievances and grievance procedure. .614 MANAGEMENT OF INDUSTRIAL RELATIONS Time: 3 hours Max. Industrial indiscipline. Corporate strategy and industrial relations. Trends in industrial conflict. Unit V Workplace Relations: Labour commitment. Contract of employment: sources of terms of employment contract. Linking IR Strategy and HRM strategy: Re -definition of IR issues––Contemporary developments in global economy and polity and the industrial relations scenario. mediation. Nature. Technology and industrial relations. Industrial democracy and participation in management (an overview). Contents Unit I Introduction: Industrial Relations: Nature. and Marxist perspectives of IR––Industrial relations system in India: Structure and its evolution. Labour productivity. Labour welfare statutory and non-statutory. arbitration. Labour Flexibility and Industrial Relations issues. Emerging trends in Union-Management relations. Types of bargaining. Major contemporary international changes affecting strategy and industrial relations and perspectives for India. The hallmark of contemporary IR is its tendency to become unitarist and to merge in the wider rubric of the emerging discipline of human resource management (HRM). and adjudication. Disciplinary enquiries an overview. Handling employee grievances––Labour welfare. role of the State. Pluralist. Unit II Industrial Conflict and Disputes Resolution: Dynamics of conflict and collaboration. Unit III Negotiations and Collective bargaining: Collective bargaining: Nature and functions. Negotiating a collective bargaining agreement. Marks 100 Objectives This course deals with analyzing both the traditional pluralistic perspectives of industrial relations (IR) as they have evolved over the years and the transformation that the subject has undergone at the global level. Overview of the Industrial Employment (Standing Orders) Act 1946––Disciplinary action and termination of employ ment contract. causes and types of industrial disputes: handling interest and rights disputes––Statutory and Non-statutory Industrial Relations Machinery in India ––Methods of industrial disputes resolution: Conciliation. and tripartism in Indian cont ext. Unitarist. Collective bargaining in the Indian context. Workers’ participation in management and employee involvement in decision -making. concepts and models.

Claims and Disputes . Managing Human Resources: Industrial Rela tions in Indian Enterprises. Bagchi. Graeme Salaman and John Storey (1998). A.) (1995). 19. London. Oxford University Press.1992. 3. 2. S. Human Resource Management: A Strategic Introduction.) (1997). Dhanpat Rai and Co. Report of the National Commission on Labour. Ramaswamy (1994). Peter Nicholls. Verma. Chhabra. Promod. 2000. Industrial Relations––Theory & Practice. 6. Blanpain. 6).Suggested Readings: 1. Saini (ed. 8. Singh B. ILO (ed. Delhi. Oxford University Press. Oxford & IBH. Boston Harvard Business School Press. Prentice Hall.K.. Industrial Relations. Oxford & IBH. London Pitman. Blackwell. Oxford University Press. Patil (1993). Oxford University Press.R. Oxford. Management of Industrial Relation s. The teacher concerned will separately announce in the class the cases to be discussed as well as the specific source materials and articles to be referred to. Contribution on India by C. Paul Edwards (Ed. Johri. 5. G. 4. . Ramaswamy (2000). Ramaswamy (1997). New Technology and the Worke rs Response. Johri. Galgotia Publishing Company. 12. The Industrial Relations System. Essex(UK). E. E. Government of India (1969). Employee Relations. New Delhi. Industrialism and Employment Systems in India Delhi. B. Oxford & IBH. ILO. Redressal of Labour Grievances.). Venkata Ratnam (2001). (ed.) (1994). Amiya Kumar (ed. Management & Society . Michael Salamon (1998). New Delhi.S. 2000. P. Pvt. 9.A. 18. Sage. Greem. Dwivedi. 10. John T. 1987 Second Edit ion Dunlop. Stephanie Tailby (1999). 20. Human Resource Management: Perspectives for the New Era. Labour Adjudication in India. 15.. R. C. Saini and Sami A. 7. The Rayon Spinners ––Strategic Management of Industri al Relations. Hyderabad. Delhi. New Delhi. Kluwer. Universities Press. Ministry of Labour. Collective Bargaining: Perspectives and Practices . Christopher Mabey. Adjudication and Industrial Justice . Oxford. C. Financial Times and Prentice Hall. Debi S. Graham Hollinshead. Labour. Managing Human Resources .K. Debi S. Oxford University Press.D. 22. Saini (1994). 21. 1989. 16. 14.A. 13. Delhi. The Netherlands. Delhi. Industrial Relations: Theory and Practice in Britain . . New Delhi. New Delhi. 11.) International Encyclopaedia of Labourer Law and Industrial Relations (Vol. Khan (eds.) (2000). 17. E. N. R. and T. Labour Judiciary. Blackwell. 1990. New Delhi. 1993. 2 nd Edition. Response Books (A Division of Sage). New Delhi. Industrial Relations: Text and Cases . New Delhi.1995. Debi S. Personnel Management & Industrial Relations. Delhi.

2.. Zero -Base Budgeting. Charles T. Management Accounting. 4. Anthony. New Delhi. and E.. Standard Costing . Product and Period Costs. Accounting. Marks 100 Objectives The basic purpose of this course is to impart knowledge of postulates. Garrison. New Delhi. S. Unit IV Cost Accounting Cost Concepts and Classification : Material.Ratio Analysis. 10. and Contract Costing. Norean. Unit III Analysis and Interpretation of Financial Statement Nature.Break-Even Analysis. A. Kimmel.. Contents Unit I Introduction Concept. Lal. Financial Accounting: Tools for Business Decision Making. Horngren. 2003. 1999.Job Costing. et.H. Fixed and Flexible Budgeting. Chand & Company. Jawahar. 2000. McGraw -Hill.. Master Budget. C. Cost-Volume-Profit Analysis . New Delhi. Lal. Long-Term Assets and Depreciation (only Straight Line and WDV).Journal. et. Funds Flow and Cash Flow Analysis. Financial Accounting . and use of accounting information for decision -making and control.S.. et. Unit V Budgetary Control and Variance Analysis Framework for Budgeting.615 MANAGEMENT ACCOUNTIN G Time: 3 hours Max. Prentice Hall of India Private Ltd.Concept. Functions. 2001. Inventory Valuation. "Advanced Management Accounting.Generally Accepted Accounting Principles (GAAP). and Limitations of various Financial Statements. al. S. 3. Accounting: The Basis for Business Decisions. Jawahar. South Western . Prentice Hall.Objectives of analysis. 1999. et. et. Meigs.. Direct and Indirect. 8. R. and Overhead. and Management Accounting.. 6.. Labour. Marginal Costing. Types of Cost Variances and their analysis . F. Analysis and Interpretation of Financial Statements . New Delhi. Unit II Understanding Financial Statements Preparation of Profit and Loss Account and Balance Sheet . 2000. " Cost Accounting : A Managerial Emphasis". Chand & Company.. Warren. John Wiley & Sons. Process Costing. Brief introduction of Tally software package. Charles T. 2000. McGraw Hill. Hilton.. McGrawHill. Product Costing .. R. 5. Accounting Process and Systems . . Trial Balance. Cost Management : Strategies for Business Decisions. Horngren. Fixed and Variable.. al. al. 7.D. P. Ledger. etc. Ronald W. Suggested Readings: 1.. labour and overhead.Schedule VI (Form of Presentation of Company Final Accounts).material. "Financial Accounting".W. principles and techniques of accounting. al.. Prentice Hall of India Private Ltd. Concept of Capital and Revenue. 2003. 9. al.. Managerial Accounting. Major tools of analysis . Cost Accounting. "Introduction to Management Account ing". Text and Cases. Nature and Scope of Financial Accounting..

2. Systematic Sampling. Research Methods for Business. D. Unit II Probability: Probability-Classical. 1999. Dispersion and Skewness.. Lawrence. William.Basic. Generalisation and extensions. Index Numbers.. Interval Estimation for Population Means and Proportions.. Uma. P. Hooda. Sampling with Probability. Lapin. Median Tests. Random Variable Empirical. Baye’s Theorem. Statistics for Management. New Delhi. Power of the tests. 3. Measures of Central Tendency. Unit I Introduction: Introduction to Statistics. Levine. Stratified Sampling. Discrete and Continuous. Unit III Tests of Significance: Tests of Significance: Type I and Type II Errors. D. Complete Business Statistics. Addison Wesley. Chau. Frequency Distribution.. 5. Aczel. Statistics for Modern Business Decisions. INC. Objective and Subjective. . Business Statistics. Choosing the Problems for Research. Cluster Sampling and Multistage Sampling. Runs Tests. Levin. et. M. Emory C. Statistics for Business and Economics. Sign Tests. 7. and Proportion and their Properties. Sampling Design : Sampling and Non -Sampling Errors. 7 th ed. New Delhi. 2000. Suggested Readings : 1. Business Research Methods. Richard D. Time Series Analysis. Types of Research . t. New Delhi. al. 4. Binomial and Normal Distribution. John Wiley and Sons.. R. Ya-Lun Statistical Analysis with Business and Economic Analysis (Hall Rinehart & Winston. Tests using Normal. Sekaran. Unit V Research Methodology: Introduction to Research. 8. 1989. and also to expose the student to the research procedure and appraise them with the basic tools of research methodology. Kerlinger Fred N. Richard I. 6..Point estimators of Population Mean. Unit IV Techniques of Analysing Data: Simple Correlation and Regression. Mann Whitney Statistics. 9. Empirical. Addition and Multiplication Theorems. Chi-square and F Distributions. Marks 100 Objectives The objective of this course is to apprise the students with the basic tools of statistics as necessary for practicising managers. Introduction to Simple Random Sampling. Applied.. Foundations of Behavioural Sciences (Holt Rinchart and Winston. Probability Distributions. 2001. Introduction to Multiple and Partial Correlation. Mc Graw Hill. Prop ortion of Size. Irwin. INC). Rank Correlation.616 BUSINESS STATISTICS AND RESEARCH METHODO LOGY Time: 3 hours Max. 2000. Estimation . Hart -Court Brace Joranovich. Macmilan India Ltd. Formulation of Hypothesis. General Thesis and Principles of Research Procedures. 2001. Prentice -Hall of India. A. Non Parametric Tests.

Ltd. marketing. Unit II Computer Software: Meaning and types of Softwares . Flexible budgeting and projection. report generation.. Saithewempen. 5.2000. delete. plotter. Introducing to a text processing software package. scanners. Understanding and use of special features of the package financial function. Notebook. Key Board. New Delhi. production. Babola. The Essential Excel 2000. mobile commu nication devices. etc. 2000. etc. Introduction to Computer Science. Introduction to a spreadsheet software package. 3. 2.2000 6. speech recognition devices. palmtop.Laptop. Use of special features of lat est window based operating system-Folders. sensitivity analysis. Computers & Common Sense. Marks 100 Objectives: The objective of the course is to familiarise the students. History of computers. files. Kinkoph. Components of Computer System . Hunt & Shelly. Selection of appropriate software. The Complete Idiot’s Guide to Microsoft Excel. Fundamentals of Computer. Suggested Readings: 1. application softwares and custom-made softwares. RAM/Primary memory VDU. Understanding of use of special features of the package-spell check.. Printer.617 COMPUTER APPLICATION S I Time: 3 hours Max. compact disk. Ltd. etc. New Delhi. graphs. Unit IV Electronic Spreadsheet (ES): Concept & features of spreadsheet. Manual of MS Office covering MS Excel and MS Access. etc. Magnetic disk. e-mail. Contents Unit I Introduction to Computers & Hardware: Role of Computers in organisation. Prentice Hall of India P. Unit V Managerial Application of computers: Computer and management functions financial. Recent developments in Hardware. etc. video camera. cut. Floppy drives. paste. The Complete Idiot’s Guide to Microsoft Wor d. Murril & Smith. Computer aided decision making. Types of Computers. Introduction to an operating system software. New Delhi. Prentice Hall of India P. HRD. taper.CPU. 4. Rajaraman. .System software. copy.. BPB Publications. Unit III Text Processor (Word Processor): Concept and features of text processor. 7. using ES. about computers and their role in organisations. Mass storage devices. Nature of computers. Concept of Generations. shorthand.

Joseph J. Executive Development in India.U. Human Resource Development and Management. Utilisation of HRD efforts. An Overview of HRD Trends and Practices.1977. Industrial Relations and HRD.621 HUMAN RESOURCE DEVEL OPMENT Time: 3 hours Max.A. 5. HRD for Workers and Executives.V. New Delhi. 1999. Sisodia. HRD in Government and Public Systems. Tata McGraw Hill Publishing Co. and T. Rao. Health and other Sectors. Ltd. Communication of HRD efforts. Singapore. Biswanath. Recent Experiences in HRD. Unit II HRD and Management: Attitude of Top Management towards HRD Motivational Aspects of HRD. 3. Emerging trends and perspectives. Famularo. 7. Unit IV HRD Experiences: HRD in Manufacturing and Service Industry. Udai and V. Pereira. New Delhi. New Delhi.V. Vikas Publishers. 2000. Determination of HRD needs. 1985. HRD in Education. Dayal. Organisational Climate. Khandelwal. Himalaya. 4.. Design of HRD Strategies. New Delhi. Ishwar.. Prentice Hall. Marks 100 Objectives The aim of the course is to impart knowledge for developing human resources in an organisation. Future of HRD. McGraw Hill. Management Training Organisation.Rudrabasavaraj. Unit V Emerging Issues in HRD: Creating awareness and commitment to HRD. Suggested Readings: 1. 8. Development Supervision. 1981. Leonard (ed. HRD Culture Appraisal of HRD efforts. Career Development.T. New Delhi. 1988. M. Unit III HRD Activities: Organisation of HRD Activities.Rao.N. Unit I Introduction: Human Resource Development (HRD):Concept. “HRD in the New Millennium. Oxford & IBH. New Delhi. Ghosh. and D. . Designing and Planning Human Resource Systems.P. 6. Oxford & IBH. Pareek.) Corporate Human Resources Development Van Nostrand Reinhold.1980. Oxford & IBH. 1970. 2.Nadler. Human Resource Development in Banks. 9. Handbook of Human Resource Management. Comparative HRD -International Experiences. 1987.Parek.

1993. Himalaya Publishing House.E. and T. Sharma. Sekaran. Organisational Effectiveness: Concept and Measurement. . 2000. Organisation and Management: A System and Contingency Approach. Patterns. Values and Attitudes. P. Fred. Aswathappa. 1 st ed. Newstorm. N.. Organisational change.. al. Co. inter-personnel and inter-group behaviour in organisational setting and to equip them with behavioural skills in managing people at work. Unit III Inter-personal Behaviour: Communication and Feedback. Organisational Climate: Concept and Determinants Organisation Culture. People in Organization An Introduction to Organisational Behaviour. Case Studies. 8 th ed. Ltd. Management’s assumptions about people: McGregor’s Theory X and Th eory Y. New Delhi. 13. Emerging Issues in Organisational Behaviour. Management of Organisational Behaviour. 1993. Chhabra. and Keith Davis. Ltd. L. Prentice-Hall of India. 2000. New Delhi. Uma. A. Dhanpat Rai and Co. Tata McGraw -Hill Publishing Co. Luthans. Hellriezel. Herzberg’s Two Factory Theory. Griffin. Robbins. Singh. New Delhi. Stephen P. 2000. 1985. Unit I Introduction: Organisational Behaviour: Concept. Prasad. 1989. Organizational Behaviour. K. Unit V Organisational Processes: Control: Process and Behavioural Dimensions of Control. 9. Organisational Behaviour. Cohesiveness and Productivity Resistance to Change. Organizational Behaviour. 2. AITBS Publishers and Distributors. Prentice -Hall. Pitman. Blanchard. Ltd. Terrance R. Tata McGraw -Hill Publishing Co. M. 11. 2001. Mullins. Fielder’s Contingency Model. B. 1999. Ltd. Tata McGraw Hill Pub. J. 5 th ed. South Western. Grogory. Sultan Chand & Sons. 2000. 2000..E. 8. Organisational Theory and Behaviour. 3. Transactional Analysis (TA). New Delhi. Learning. New Delhi. Unit IV Group Behaviour: Group Dynamics. Organizational Behaviour: Human Behaviour at work.. John W. 10 th ed.. New York. Leadership:Concept and Styles. McGraw-Hill. 7 th ed. Organisation Behaviour. Organisational Behaviour. 14. 9 th ed. Hersey... Laurie. Vrom’s Expectancy Theory. Johri Window. Perception and Individual Decision -making. New York. P. Kast. 5. 2000. et.. OB Mod. Suggested Readings: 1. Levels and Resolution. 12. London. Marks 100 To acquaint the student with the determinants of intra -individual. McGraw-Hill. 6. Conflict: Sources. Organisational Politics. MOTIVATION : Maslow’s Need Hierarchy. Paul and Kenneth H. Motchell. 7... Leadership Effectiveness. R. 4. House’s Path -Goal Theory. Unit II Individual Behaviour: Personality. Organisation Theory and Behaviour. Moorhead and Ricky W. 1998.. New York. F. Organisational Behavi our: Text and Cases. and Rosenzweig. Management and Organisational Behaviour..622 ORGANISATIONAL BEHAV IOUR Time: 3 hours Objectives Contents Max.. 10. Determinants and Models . Chris Argyr’s Behaviour Pattern. D. McGraw-Hill.. New Delhi. Organizational Behaviour.

and Brown.623 ORGANISATIONAL DEVELOPMENT Time: 3 hours Max. 1989 6. New Delhi. Contents Unit I Introduction: Organisation Development: Concept and P rocess. Techniques of Organisational D iagnosis: Questionnaires. Sri Ram Centre for Industrial Relations.J. Career Planning.C. Unit IV OD Interventions: Structural Interventions: Work Redesign. Behavioural Processes in Organisations .. Futu re of OD. T. 1977. Oxford and IBH. and Senttle. Foundations of Organisation Development.. Improving Life at Work: Behavioural Science. CHANGE AGENTS: Role. New Delhi. Abad. An Experimental Approach to Organization Development.. Unit II Organisational Diagnosis: Typology of Organisations. Rensis Likert’s System 4 Management.V. HB. Quality Circles(QC).L. Behavioural Interventions: Sensitivity Training.. Skills and Styles of change Agents. Prentice-Hall. Workshops. Suggested Readings: 1. Transactional Analysis. Organisational Renewal and Re -energising. Rao..R. Prentice-Hall. Interviews. 3. California. Prentice Hall. D. Unit V OD and Human Resource Development (HRD): OD-HRD interface. Organisation Development. Grid OD. Work Modules Quality of Work Life (QWL).. J. and Development: Planned change.F. D. Action Research. 1985.1981 . New Delhi. Relation with the Client system Unit III Organisational Change. FE and Cummings. Hersey P. T. Task -Forces and other methods.W. Survey Feedback. Ahmad. Case Studies. West.N. OD Research and Practice in Perspective. Renewal. Approach to Organisational Change. D. Pareek U. Huse.1980 2. C..L. Kurt Lewin’s Model of change: Force Field Analysis Change Cycles: Power and Participative Types.M. Developing Effective Organisation.. 7. Englewood Cliffs. Goodyear.R. and Blanchard. Participation of Top Management in OD/HRDE. Hackman. French. Management of Organisational Behaviour : Utilising Human Resources. J. Role of creativity and innovation Institution Building..1990 5. Harvey. New Delhi. Organisational Growth and its implication for change. Management by Objectives (MBO). and Bell. Organisation Development and Change. Inter-growth Interventions: Team Building.1995. Marks 100 Objectives To prepare the students as Organisational change facilitators using the knowledge and techniques of behavioural sciences. Emergence of OD as an applied behavioural science.H. New York. 4. and Pestonjee. Assumptions and values underlying organisation development (OD).

globalisation. Interest rates and Prices. stabilisation policy objectives. derivation of aggregate demand and aggregate supply and multiplier: Determination of consumption and effect of wealth on the IS -function. Monetary policy. Determinants of Investment. Global money movement and consequences. . employment price level. planning industrial policy and controls. Movements in macro-Variables such as income. Marks 100 Objectives The objective of the course is to make the student aware of the macro -environment that organisations face while operating at the market place. Unit V Open Economy Management. components and capacity to influence the business outcomes. current trends in Indian economy . Fiscal Policy budget and taxation. The course would also make the student capable of analysing and understanding the macro policies adopted and implemented by Governments from time to time and adjust them in decision making. Structure of Indian economic. growth strategy. External debt. efficiency and failure. state intervention. Unit III Economic environment. Contents Unit I Basic IS-LM frame-work. Liberalisation. Keynesianism versus Monetasizm. Determination of real income. Economic environment and the role of the state. Lessons from ASEAN and China. public sector and public debt. Political Environment: Structure of Political Environment its importance. rupee convertibility and stability.624 BUSINESS ENVIRONMENT Time: 3 hours Max. balance of payment. interest rate. short and long run aggregate supply and shifts in aggregate supply. Aggregate demand and aggregate supply and the price level. infrastructure. Exchange rate. Employment levels and inflation. Impact of income sensitivity of investment on the IS curve. Political ideology and economical business policies. Unit IV Institutional frame work. their movement and inter-relationship. Macro economic Decision making and Macro economic forecasting. Shifts in aggregate demand and dema nd management policies of the Government. market mechanism. Money market and Banking. Unit II Labour markets.

134 (1995). India-Development Policy and Imperatives (1996). Bimal. Open Economy Macro-Economics.Kelkar. Martin F. 17.the Way Ahead (1991). Concepts. Mary Louise. Vijay & Bhanaji Rao. V. Mork. India’s Economic Reforms 1991-2001. Economic Reform and Growth. 12.. Open Economy Macro Economics... Routledge. 7. Thies. 9. 16. 6. latest issue.. 13.Suggested Readings: With rapid developments in the field and continuous changing empirical scenario and learning of policies. Keith & Francis Breedon. I. Govt.. Macro Economic Theory and Policy .Economic Survey.R. thomas F. However. and Little. Business and its Environment (1993). Oxford.Joshi. Allyn & Bacon.India. 1. Clark. 18. no book or journal -articles can be indicated for all times.D. Knut Anton. 10.. Dernburg. McGraw Hill International Edition. 15. New York. Ghatak. 1989 3rd ed. Macro Economics for Management . .Joshi and Little.Prachowny. The Goals of Macro Economics Policy (1995). J.Baron. 4. Open Economy Macro Economics. IMF Occasional Paper no. Kogan Page (The Fast Track MBA Series). 1985. Theory Policy and Evidence . 14. Shone R.RBI. Shone R.. of India . Prentice Hall. M. (1995). Theory and Policies .Wade. (1992) 8. Macro economics. 20. Global Macro Economics. Dernburg Thomas F. Theory Policy and Evidence . Macro Economic. Oxford. India-Macroeconomics and Political Economy 19641991 (1994). Healy and Jackson (1992). The Macro Economic Environment. 5. 3. Oxford. 1990. Batiz and Batiz. Macroeconomics for Managers (1992). Wilson & Barr.Jalan.India Development Report-1997 (IGIDR Publication). Branson William H. 19. Prentice Hall. (1996).. McGraw Hill. Wadsworth Publishing Co. Harper and Row. Second Edition (1986). some basic readings will be provided on year to year basis. 2. 21.. Tata McGraw Hill. 11.Hatten. Report on Currency and Finance (latest issue).J. India’s Economic Crisis.. Macro Economics for Managers (1990). David P.

Tripathi.. Saini. Eastern Law Company. Lucknow.) Labour Indiciary.(ed. The approach is to develop skills in handling legal and related issues in the course of promoting employee -management relation. Unit II The structure. Administration of industrial relations Laws -the Central Labour Department and State Governments’ Labour Departments Labour Cour ts and Civil Courts. 2.. domestic enquiry and disciplinary action.1926 and The Trade Unions Act. 8. P. judicial interpretation. judicial interpretation. 1993. New Delhi. The power of simple discharge. Adjudication and Industrial Justice. emergence and their working in terms of their socio economic foundations. Oxford & IBH. Tripathi. Report of the National Commission on Labour. and The Apprentices Act. provisions. . Ghaiye. Suggested Readings: 1. 1994. worker collectives and society.Minimum Conditions of Employment .R. Eastern Book Company. Government of India. Lucknow.C.L. Marks 100 Objectives The course is designed to p romote expert understanding of substantive and procedural including case law relating to issues in industrial relations. Ministry of labour. and working of the The Industrial Employment (Standing Orders) and The Factories Act. 7. A Study of Industrial Law Vol.M. and working of the The Industrial Disputes Act. Industrial Relations and Labour Laws. P. 4. provisions. provisions. Kothari. 3. Oxford & IBM. New Delhi. Debi S. 1926. The teacher concerned will separately announce in the class the cases to be discussed as well as the specific source materials and articles to be referred to. 1987. O. misconduct. Vol. Debi S. 1948. I and II Bombay. judicial interpretation. The Law of Industrial Disputes. Law and Procedure of Department Enquiry in Private and Public Sector .(ed. N. Srivastava. Saini. Unit III The structure. 1989. 1961 Unit V The implications of the working of these laws for employers. 6.625 INDUSTRIAL RELATIONS LAWS Time: 3 hours Max. I Bombay. New Delhi. Detail ed case law on disciplinary action and domestic enquiry.. Malhotra. N. Unit IV The structure. 1985. The Contract Labour (Regulation and Abolition). B. Contents Unit I Industrial relations laws-objectives. 1994. scope. New Delhi. and working of the The Sales Promotion Employees.M. Vikas. Handbook of Industrial Law .. Judicial Review of awards of Labour Court and Industrial Tribunals. 1994 Malik. 5.) Cases on Labour Law.G. S. 1995.M.

Sharing of Productivity Benefits. Growth of Labour Market in India in the globalised stetting. Friedman and Lev’s Human Resource Valuation Model. Labour Productivity and Productivity Movement.626 ECONOMIC AND ACCOUNTING ASPECTS OF HUMAN CAPITAL Time: 3 hours Max.M. Wage Structure and Wage Analysis: Problems of wage Analysis. Recent developments in the field of Human Asset/Capital Accounting. STANDARD COST METHOD. It will also provide relevant knowledge to the learners i n order to solve specific labour economics problems. Industrialization and Development of Labour Economy. (Acquisition Cost Method. Unit IV Accounting Aspects of Human Capital – Value Based Models Value Based Models .Hermanson’s Unpurchased Goodwill Method. Monetary and Non Monetary Models. Unit III Accounting Aspects of Human Capital – Cost Based Models Basic concept of Human Resource Accounting. Wage Determination in Perfect Market and Administered Market. Assumptions of wage Legislation in India. Marks 100 Objectives The paper provides detailed framework of all aspects on the economics of labour and the accounting aspects of Human Capital.P. Objectives of Wage Policy in Developing Economy. Nature and Extent of Labour Exploitation. Opportunity Cost Method. Productivity Measures. Lev and Schwartz Present Value of Future Earnings Model. Flamholtz and Pyle’s Economic Value Method of Group Valuation. Principle of equal Pay for Equal Work. Mor se’s Net Benefit Method. Pattern and Behaviour of wage Differentials. Socio-economic relevance of labour problems in changing scenario. Recent developments in India and other selected countries with regard to TRIPS both at the macro and micro level. Economic Impact of Labour Legislation in India. et. Hermanson’s Adjusted Discount Future Wages Model. A brief Overview of Incentive Wage Plans. Current Purchasing Power Method (C. Replacement Cost Model. Jaggi and Lau’s Human Resource Valuation Model. Brummet. Robbinson’s Human Asset Multiplier Method.).P. Unit V WTO and Intellectual Capital: Emergence of WTO and patenting regime. Trade Related Intellectual Property Rights (TRIPS) and implications for India. al. . Watson’s Return on Effort Employed Method. F lamholtz’s Stochastic Rewards Valuation Model. Cost Based Models. Ogan’s Certainty Equivalent Net Benefits Method. Impact of Industrial Policy on Wag e Policy. Concept and Significance of Productivity. Evolution of organized labour. Contents Unit I Labour Economics: Nature and role. Comparison of Cost incurred on Human capital and the contributions made by them in the light of productivity and other aspects. Unit II Theories of Wage Determination: Concept and Problems of Wage Determination Market Forces of demand and supply of Labour: Underlying Assumptions and Impact on Wage Determination.

Y. Industry and Inequality . Prabuddha. 8. 1963 Patterson & Schol Economic Problems of Modern Life. 2001. Howard Patterson.R. Oxford Un iversity Press. Social & Labour aspects of Economic Development. McGraw Hill Book Co. “The Human Organisation: Its Management and Value”.K... Neil W. Anmol Publication. Social Aspects of Indust ry. 16.. 4.. Hermanson. 1964. Mc -Graw Hill Book Company. R. . 7. The Labour Sector. Rensis. Economics of Labour Mc Millera Company. Califf. New York. Institute of Personnel Management and Institute of Cost and Management Accountants. New Delhi. 2. Somera (Ed. 11. W. Ltd. Flamholtz. Richard Lester. New Delhi.L. “Human Resource Accounting: Advances in Concepts. Graduate School of Business Administration. 1967. Roger H. 12. Geneva.) Labour. and D. 19. Malik. Jossey Eass Publishers. and Pyle. National Association of Accountants. Wilbert E.” Human Resource Ac counting”. 1976. “Human Resource Accounting: Past. 3. Cambridge University Press. 1972.Eric G.14. and Stephen Landekich. Giles.. Flamholtz. 5. Intellectual Property Rights: Unleashing the Knowledge Economy. Chakraborty. “Human Resource Accounting and Decision Behaviour”. I. Chamberlia. Michigan State University. Mark Holmstrom. “Human Resource Accounting : Development and Implementation in Industry”. Ann Arbor. F. 1985.Suggested Readings: 1. “Human Asset Accounting”. “Human Asset Accounting: The Indian Context in Topics in Accounting and Finance”. Social Economics. S. Moore. K. Industrial relations Flamholtz. Methods and Applications”. N. 17. Labours Progress and some Basic Labour Problems. London. Gerald G. Eric. Mc Graw Hill Book Company. Edwin H.. eds. Caplan. Ganguli. “Accounting for Human Assets”. Occasionals Paper No.O. William C. Walter Hageabuch.. 1992. 20. S. 14. Tata McGraw-Hill Publishing Co. Management and Social Policy University of Wisconson Press. 18. San Francisco.J. Present and Future”.. Dickenson Publishing Co. Foundation for Research on Human Behaviour. Robinson. Likert. 15. Brummet. 1974.. Michigan.. 1969. London.The social Anthropology of Indian Labour. 10. New York. 6. 13. Millis and Montgonery.. 9. Eric G. Mc -Graw Hill Book Company.L.

Saithewempen. records and files.. . New Delhi. Prentice Hall of India P. files sequential and fields. sorting and searching records. 2. printing formatted reports. Inventory Accounting. Vol. Prentice Hall of India P. 2000 . Processing and Invoicing for a Trading Organisation. (c) Order Booking. Manual of MS Office covering MS Excel and MS Access. Mastering Access 2000. Habraken. 4. The Complete Idiot’s Guide to Mic rosoft Excel. Trial Balance. Ltd. 3. New Delhi. Developing Menu Driven Applications. BPB Publications. New Delhi.1. The Essential Excel 2000. Gilbert. Access 2000 – Developers Handbook. 2000. BPB Publications. Simpson. The Complete Idiot’s Guide to Microsoft Access. New Delhi.. Kinkoph. their creation and Management. -Preparation of Cash Book. 6. Electronic spread sheet and DBMS environment shall be issued by the Department of Commerce once in a period of three years. 5.627 COMPUTER APPLICATIONS II Objectives The purpose of this course is to develop the application orientation of computers in Business Org anisations. creating. Ltd. Unit III Using Spread Sheet and DBMS Development Environment: (a) (b) (c) (d) (e) (f) (g) (h) (i) (a) (b) (c) (d) (e) Payroll Accounting. linking and managing related database files. Loan and Lease Accounting Cash Flow Management and Projections Fixed Assets Management Financial Ratio Analysis Evaluation of Capital Budgeting Projects Unit IV Statistical Applications: Frequency Distribution and its Statistical Paremeters Regression Analysis Graphical Representation of Data Time Series Analysis Index Numbers Note : The guidelines for use of specific software to cover operating system. New Delhi. Unit II Commercial and Business Applications : Using DBMS Development Environment only: (a) Cost Accounting: -Data Entry Screen -Preparation of Cost Reports (b) Financial Accounting System: -Data Entry Screens for Cash Vouchers. 2000. Control and Management Break-Even Analysis Budgeting and Budgetory Control. Suggested Readings: 1. modular approach to programming main procedure and functions. Ledger Accounts -Profit and Loss Account and Ba lance Sheets. 2000. 2000. custom forms. Unit I Programming Under DBMS Environment: Basic Concept. Bank Vouchers & Journal Entries.

McGraw Hill. Taneja. 1984. Thomas L. e-recruitment. Prentice Hall. Job Analysis . Personnel Management. Changing Scenario of Recruitment and Selection in the Information Age from local and global perspective. Moffatt. P. 6. mainly in the context of Indian Corporate Environment. AMACOM. Scientific Selection. Gopalji. Recruitment and Selection. Institute of Personnel Management. A shish Publishing. e-selection. Chhabra and P. Cambridge. London. 9. Selection Interviewing for Managers.Hill Bombay. Suggested Readings: 1. Harper and Row. Dale Yoder and Staudahar Paul D. Selec tion process. Personnel Management and Industrial Relations. B. Placement and Induction: Role of Interview. Interview Skills. Process. Conferen ce Interview Technique used for global sourcing.Methods and Applications. Delhi. Significance of Selection. Contents Unit I Introduction: Human Resource Planning. Concept. 1978.. 2. 4.P. 3. Techniques. McCremick. Tata McGraw. Flippo. Personnel Management. Fear. McGraw Hill. Job Unit II Recruitment and Selection: Internal and External Sources. Interview Efficiency. Plumbley. Pigors P. Training and Development of the Interviewer.R. Forms. Personnel Management in Indian Industries. London. Unit V HR Planning and Selection in the Modern Business Environment: Changing perspectives in the field of recruitment and selection in the information age: e -recruitment and selection. Unit III Employment Tests: Concepts of Testing. Process. 1985 . The Evaluation Interview. Richard A. New Delhi. 1993. 1979. T. etc. New Delhi. 1979. 7. Types of tests. 11. Executive Talent Search.631 HUMAN RESOURCE PLANNING AND SELECTION Objectives The Course provides framework for scientific human resource planning and selection . Arun Monappa and Mirza S. Myres . Personnel Management and Industrial Relations. Campus Selection Interview. New York. Evaluation of Selection System. Blackwell. McGraw Hill. 1981.L. Unit IV Interviewing. New York. Methods and Analysis. 10. 5. Steps in Interviewing. outsourcing. Neil Anderson.N. Uses. Earnest J. 8. New York. Recruitment Evaluation. Edwin B. 2000.both in terms of quantity. and Charles A. Englewood Cliffs. Placement and Induction. Saiyadain. Successful Selection Interviewing.Personnel Administration. Dhanpat Rai.A Viewpoint and a Method. Singh.

(Ed. Hand book of Training Evaluatiuon and Measurement Methods. Unit II Training and Development System: Training & Development Systems. For developing: Organisational knowledge. Unit IV Evaluation of T & D: Evaluation of Training & Development. Craig. Unit V Emerging Pattern of Training and Development: Emerging dimensions of Training and Development in the Information Age . 1981. Training for Results. Jaico Publishing House. 1983. Choice and Dev. matching organisational. Training Interventions in Job Skill Development.632 TRAINING AND DEVELOPMENT Objectives The course aims at exposing the learner to the Concept and practice of training and development in the modern Organisational setting through the padagogy of case discussions and rec ent experiences. skills of Trainer. London Institute of Personnel Management. Harper and Row 1979 Jack J. Management training in organisations. Principle of Training and Development. Manpower Training and Development. John. Reasons for evaluating Training. general knowledge skills.1979. training needs.P. and Udai Pareek. Dayal. 3. Warren. New Delhi. Training and Development. specific individual needs.W. Methods of evaluating effectiveness of Training Efforts. M. Blackwell Business. Phillips. Garner James. 1995. Michalak. develo ping training materials. Application of learning after specific training programmes. Bombay. Prentice Hall. Training and Development. Role of External agencies in Training and Development. 5.New York. Flexible learning modules. Making the Training Process work.Online Training and Development. New York McGraw Hill 1976.1970 6. and Edwin G. Addison-Wesley. Prior. Problems in evaluation. Handbook of Training and Development. other needs. Gulf. Kenney. John. 1997. Houston. Methods. stands. Yager. for interpersonnel skills. Massachusetts. Designing a learning environment. Contents Unit I Conceptual Framework : Concept. Handbook of Training and Development. 8. Addison-Wesley. New Delhi. Criteria for evaluation. Training Resistance Training. Top Management and Training & Development Programme. Bennelly and Marga ret A. Suggested Readings: 1. Ishwar. Massachusetts.) Training and Development Handbook . Unit III Developing and Planning Curriculum: Assessing curriculum needs. curriculum. 9.1989. Trvelove. Identification of Organisational Training and Development needs. Reid.Indian Society for Training and Development. & Development Policies.. 7. Rolf. 2. . Principles for evaluation. Steps involved in evaluation. 4. Rational. Robert L. Steve. Analysis and costing of Training. 1979. Donald.

e. 2. Provisions governing different components of compensation and worki ng of different institutions. Assessing job values & relativities. I and II. David W. Prentice Hall. 1948. Redressal of Labour Grievances Claims and Disputes. Oxford & IBH.A. . Unit III Case law. Helen. Famularo. 1988. 1994. Unit IV Recent Developments in Compensation Management: Innovations in the area of compensation management in Indian and MNCs operating in India and abroad. Handbook of Labourer and Industrial Law Lucknow. 10.L. Debi S. (ed. Pay structures. “Compensation Management. structure and provisions of legislations on wages and bonus i. 1989. Kothari. 1986). skills and competence. Relevant bare Acts and Rules. and working of these laws. Paying for performance. Prentice Hall.1987. the Payment of wages Act. Debi S. 9.Tripathi. Belchor. Saini. Special aspects of compensation mergers and acquisitions and compensation policies for new and start up organisation. “ Reward Management: A Hand book of Salary Administration.M. Employment exchanges (Compulsory Notification of vacancies) Act.) (New York Mc -Graw-Hill. (ed. P.). policies and strategies. Vol. Englewood Cliffs. 1976.M. Calvin Reynolds. Labour and Social Laws of India Calcutta Eastern Law House. Eastern Book company. 1993.K. Work and Development New Delhi. Contents: Unit I Compensation Management: Compensation management process. 7. Srivastav. London. 1988 Kagan Paul. New Delhi. 4. Government of India Report of the National Commission on Labour Ministry of Labour and Employment New Delhi 1969. 1976. 5th ed. S. compensation philosophies of compensation process. (Englewood Cliffs. 6. N.C. Richard Henderson. “Compensation Administration” 1973. Labourer Law. 1995 Saharay. Suggested Readings: 1. 1936: The PAYMENT OF BONUS ACT. Rewarding performance. Michal and Muri’s. 1985. recent trends. H. Westhill Publishing House. Armstrong.. A Study of Industrial Law. The teacher concerned will separ ately announce in the class the cases to be discussed as well as the specific source materials and articles to be referred to. 5. 11. Basis of compe nsation management. “Compensation of overseas employees” in Hand book of Human Resource Administration” 2 nd ed. G.633 COMPENSATION MANAGEMENT & EMPLOYEE WELFARE Objectives The course is designed to promote understanding of issues related to compensation management in corporate sector and public services and to import skill in designing compensation ma nagement system. NT. Unit II Legal Aspects of Compensation: Objectives. Social Security and Labour Laws Lucknow. Determination of wages D. 8. NJ. and other monetory benefits through Industrial Tribunals. Joseph J. Eastern Book Co. Employee benefits and total remuneration. Saini. 3. welfare and social security. Malik. Bombay. apart from promoting understanding of legal issues in the administration of compensation.. motivation and financial and non -financial compensation. the minimum wages Act.

Fatigue and work hours. Richard D Irwin Inc:Illinois Ghiselli. measurement of j ob proficiency. Industrial accidents and safety. Case Studies: Four case studies during the class which would be provided by the teacher.executive leadership and development. Vol. and Naylor. Individual and situational differences in behaviour/ Unit III Personnel Psychology and Organizational Structure : Personnel selection. Motivational factors in learning. Classical and Instrumental conditioning.L. Learning cu rve.W. Functions and Theories of organizational structure. J. 4.C. Accident prone principles.D.Michael : Personnel Management. rating methods. L. Inc: New York Blum. M. Harper and row: New York Dunnette M. Jucius. centralization and decentralization Unit IV Attitude. Suggested Readings: 1. major problems of industrial psychology Unit II Learning: Learning Process. 2. measurement and its application Job Satisfaction:Factors to job satisfaction and various theories Industrial Morale:Determinants and measurement Counseling: Types and functions. Principles of learning. J.women. 2 and 3. Job Satisfaction. Industrial psychology. and Hough. Jaico Publishing House: Delhi 3. McGraw -Hill Book Co. Industrial Morale and Counselling: Attitude: formation . Edwin E. Unit V Men and Machines: Work and conditions of work. . Snd Brown C. Its theoretical and social foundations. Ergonomics : Concept and Importance. Personnel and Instruct psychology.M. Counseling with special groups at work like handicapped. aged. Handbook of Industrial and Organizational Psychology.634 ORGANISATIONAL PSYCHOLOGY Objectives The purpose of this course is to equip the students about the various principles of psy chology and how they help in minimizing the problems related to work Unit I Scope to Industrial Psychology: History and development of the field of work psychology.

Unfair Labour Practices. Public. Effective Presentation of Demands. Interpretation of causes of Agreement and related problems.635 NEGOTIATIONS AND UNION MANAGEMENT RELATIONS Objectives To familiarise the learners with the dynamics of collective bargaining in the industrial relations environment in the country and to impart them relevant skills in effective negotiations so as to help in managing unions effectively. CONFLICTIVE PATTERN OF INDUSTRIAL RELATIONS: Trade Unions and Government. Unit III Trade Union Movement in India : Unions-meaning and Concept. Insurance. Unions and Politics. Adjudication. Managerial Unionism. Characteristics and Functions. Employees’ Associations . Unions in Public sector Industrial Undertakings. Choice of Negotiation Agents. Bipartite and Tripartite Forum s at Industry and National levels and the Role of Trade Unions. Recent Trends in Negotiation Challenges in Future. Private and Multi -national enterprises. History of Collective Bargaining. Memorandum of Understanding (MOU).Functions and Role. Unions and Productivity. Communication and Administration of Negotiation Agreement. NCL Recommendations and the Industrial Relations Bill. Break -down of Negotiation: Causes and Consequences. Economic and Technological Changes and role of Unions. Unit V Unions In Public Sector and Other Issues: Unions in Public Sector: NCL Recommendations on Labour problems in Public Sector. Types and Structure of Unions. Third Party Intervention. Recognition of Unions. Strategies and Tactics Employed. Effective Negotiation: Mutual Trust and Understanding. Impact of cross -cultural difference. Rai lways and Civil Services. Unit II Negotiation Skills for Effectiveness : Negotiation skills. Issues for Nego tiation. Contents Unit I Introduction: Collective Bargaining: Concept and Significance. Unit IV Issues in Trade Unionism : Democrate Unionism. Levels of Negotiation. Growth and Development of Trade Union Movement. Negotiation Process: Parties involved. Impact of technological and political changes. Union Rights. Accommodation. 1978. Closing of Negotiation and Drafting the Agreement. . Experiences in Negotiation. Union Leadership. Unions in Banks. (Relevant Portion). Workers Education. Comparative study with Unions in Private Sectors. Approaches to collective Bargaining. Preparation for Negotiations. Theories of Unionism. Problems of Unions. Unions and Strickes. Management Vs.

and Chamberlin. Ballots and Trade Union Democrac y. Collective Bargaining and the Indian Scene.A. A.Parmod Verma and Surya Mukherjee. 11. Arthur D. (Ed.Suggested Readings: 1. Oxford1984. 18. 1959. Sultan Chand & Sons.E.K. 1992.AIOE.K. Fifty Years of All India Organisation of Employees. New Delhi. New Delhi. 1977. Contemporary Collective Bargaining. New Delhi. Neil N. 7. 1973. 22. Oxford. AIOE.A. New Delhi. 24. American Publishing Co. 1962. 1987.S. Allied.Ramjas. Butler. N. 17. Collective Bargaining. 1964. The Worker and the Union: A study in South India. Collective Bargaining: A Survey of Practices and Procedures.. 3.Roger Undy and Roderick Martin. Labour Economics and Institutions. Davery. Mathur and J. 1970 10.. The Employers Federation of India.. 6. Englewood Cliffs. Employees’ Organisations in Industrial Relations in Asia. The New Worker. Vaid. 9. W. Collective Bargaining and Industrial Relations in India. New Delhi. 14. Geneva. Allahabad.C. Faber and Faber. Basil Blackwell. Asia. Khare.. Sethi. 15. Industry and Labour Oxford. Trade Union Movement in India.) Collective Bargaining. Monograph No.G.N. Frontiers of Collective Bargaining Henry Holt & Co. 8. Labour Movement Relations in India.. 1961. 1968. International Labour Office.K. Asia. 1967. Sterlung. 21. 19. Report of the National Commission on Labour 1969.1982. Dunlop..I. Trade Unions and Productivity in Indian Industries. Sterlung. Allahabad. 1973. Ramaswamy. New York. New Delhi.K.S. London. Unionism in a Developing Economy. 1966. England. Prentice -Hall. Middlesex. John T. Asia. New Delhi.N. Workers Education in India.ILO. Harold.P.1984. 13. B. 8. 16. Bombay. 5. Bombay.K. 4. Atma Ram & Sons. ILO. 1972. Workers Education Manual Series. Bombay. New York. Radha Publications.J.H.O. Bombay. 1968. Current Trends in Indian Trade Union Movement Chugh Publications. Labour Movement in India.E.Kakkar. Trade Unions in India. Flanders A.K. 2.A. Subramaniam.1973. A. 1969. 1967.1981.S.N.. Penguin Books.. Mathur..1984. 12. Management and Unions. 23. Flanders. Ramaswamy and Uma Ramaswamy.G. 20. Sharma. Geneva. New Delhi. Tandon. Bombay . . Johri. M/O Labour.

Parag Diwan and Sunil Sharma. Domain Name System (DNS).. Peearson Education Asia. K. S. 2000. Computer Networks. 4th ed. 8. Management Information System. New Delhi.R. Data-Communication Concepts. New Delhi. New Delhi. New Delhi. Relevance of information in MIS. 2000. 1999. MIS applications in HRD & O. Joel. and E-Business and their application in H.D. Unit III System Development and Applications of MI S: Systems definition-types of systems open. Quality of information. an O. Gordon B. 2001. W. McGraw Hill. al. Management Information System. 2000. Multimedia approach to information Processing. Davis and Margreth H. New Delh i. 7. M. Prentice Hall of India. L. Tata McGraw Hill. 9. Trends in information technology -Hardware and Software. Unit V E -Business: Definition. O. BPB Publication. et. Web based HR Applications. Purpose. etc.. 10. Hospitals. Managing With Information. XML and XML -EDI. closed. processes. 2. 5. Clugett. Murdick. Web site strategies and Web site design pri nciples. Unit II Information Concepts and Information Technology : Definition and difference between data and information.. Hotels and service industries. Electronic Commerce: A Managerial Perspective. deterministic. Emerging HR scenario. Suggested Readings: 1. Applegate. in manufacturing R&D. Source and types of information. et. Brien. Public Transport.. Management Information System. internet and world wide web. K. Internet/Intranet Bible. "Electronic Commerce" Excel Books. probabilistic. Unit IV Internet and World Wide Web: History and Future of Internet and WWW. Contents Unit I Introduction: Need. 3 rd ed. System Development Life Cycle (SDLC). "Electronic Commerce". . Location of MIS in organisation-Concept and design. Ross. Decision Support System (DSS) Executive Information System (EIS). Jawadekar. Assessing information Needs of the organisation. New Delhi. B2B Commerce and B2C Commerce. and James R.636 MANAGEMENT INFORMATION SYSTEM AND E -BUSINESS Objectives The objective of the course is to acquaint the students about the concept of information systems. Corporate Information System Management. Centralised and Decentralised Processing. McGraw -Hill. Relevance of information to Decision making.. EDI standards. Integration of organisation systems and information systems. MIS growth and development. EDI and Inter-Organisational Automation.. Jerome Kanter. Information for decision making MIS and Decision making. Information System for Modern Management. Nature and Scope of E -Business. E. New Delhi. Bajaj. and Debjani Nag.D. Olson. Prentice Hall of India. Turban E. 4. Web page and web site. 3.D. 1999. Decision of appropriate information technology for proper MIS. E -Commerce. New Delhi.. HR Portals. Objective and role of MIS in organisation. James A. Relevance of choice of System in MIS. Tata McGraw Hill. meaning and role of MIS with respect to manag ement levels. Virtual organisation and HR. Internet based EDI. Robert G. Web -client and web servers. and applications. 6. al. Peter Dyson. New Delhi 2001.

637 TRAINING REPORT Time: 3 hours Max. . There will a joint viva-voce examination cum presentation to be conducted by both the external and internal examiner out of 30 marks. Marks 100 The students after completing the examinations of second semester will be required to undergo 8-10 weeks of summer training in an organisation. After completing the summer training the students will make pre-submission presentation in the presence of faculty member(s) after which they will be allowed to submit three copies of the training report which will be evaluated by one external examiner out of 35 marks and one internal examiner out of 3 5 marks.

C. 9. Sawhney. Business Process Reengineering: Breakpoint Strategies for Market Dominance. James N. McGraw -Hill. H. Tata McGraw-Hill Publishing Co. Distinction between leadership from without and leadership from within. Noori. 4. 8. The Seven Steps to NIRVANA: Strategic Insights into e -Business Transformation. Managing Innovations. M. 1995. Kelly. Unit III Turnaround Management: Definition of Sickness. Prentice-Hall of India Private Ltd. 1994. Sai Baba. Johansson.. Non-charismatic Leadership. change. HMSO. the reengineering scenario in Europe.. 3. Peter Urs. Prentice Hall. Henry J. London. India.. Financial Institutions. Behavioural. Transforming the Organisation. 1996. Peppard. Innovative Technology – autonomous vs. Andhra Pradesh. Unit II Leadership from Within: Concept. The Essence of Business Process Re-engineering. Champy. London : Kogan Page. The reengineering imperative in USA. New Delhi. Krishnamurti. M. Business Process Reengineering. Reengineering the Corporation. 1996. D. Transforming the Company. 10. 1997.Role of BIFR. Ganesh Natarajan and A. Gouillart. V. India.Thomas. Concept of transformation vs. BPR in the Public Sector : An Overview of Business Process Re -engineering. economic. CCTA. 7. 1992. Macmillan India Ltd. Unit IV Business Process Reengineering as a tool of Managing Transformation: BPR – An imperative for survival. Delhi. New Delhi. New Delhi. the reengineering imperati ve in India.. Nicholas Brearley Publishing. New Delhi. and J. 12. Cambridge University Press. Jayaraman. nature and process of planned change. Bender. Ltd. 2. 1990. Leadership from Within. Five steps methodology to implement BPR. Marks 100 Objectives The objective of the course is to make the students develop the art or unlearning for thinking afresh to provide new solutions to the problems which can act as benchmarks for others to follow. Rose. Revival of sick unit . Charismatic vs. and R. Contents Unit I Introduction: Concept. et. 1997. Emerging Horizons of Management in changing Environment. Tata McGraw -Hill. and Radford. Management of New Technology in relation to organisational productivity and quality of work life. Prediction of sickness. Rangaramanuja n. 6..641 MANAGEMENT OF TRANSFORMATION Time: 3 hours Max. 1993. 5. Sri Sathya Sai Book & Publications Trust.. 1994. Whitekar.. induced Transformational Leadership. 14. John Wiley and Sons. Unit V Management of Transformation through New Technology and Innovations: Technological revolution – adoption and adaptation of techn ology (problems of technology transfer). 13. Resistance to ch ange. 11. H. 1997. Technology M anagement & Development Planning. and Francis J. Steps for developing leadership from within. Coulson . Learning experiences from real life case studies. Krishnamurti Foundation. Mohan and Jeff Zabin. 1990.S. Satya Shri. Cambridge King. Cambridge . Mahavakya on Leadership.. Suggested Readings: 1. England. Causes and Symptoms of Sickness. SICA. Readings and Cases in Management of New Technology. J. 1993.. Instances of reengineering in Indian organisations (Case studies). Hammer. H. . New York. need and importance of developing leaders hip from within. London. and technical issues in Turnaround Management Learning from the success stories of organisations where turnaround management strategies have been adopted and sick or potential ly sick companies have been turned around. Kanishka Publications. New York. Freedom From the Known. Joe and Philip Rowland.

S M. Rules of the Games: Global Business Protocol. Comparative and Multinational Management. Blackwell. 5. 1984. 7. etc. Contents Global Business. West Publishing. International Management: Cross Cultural Dimensions. Chicago. 1994. USA. 1995. Growth and Evolution. 4. Mary O’Hara-Deveraux and Robert Johnson. Exercises and Readings. the paradox of diversity. Camb. 1994. 2 nd ed. Management International: Cases.. S. Barlett. Cross Cultural Differences and Managerial Implications. G. San Francisco. Paul. P J. Mead.. Blackwell. 2. C and Ghoshal. Adler. John Wiley. 6. International Dimensions of Human Resource Management. M. 8. 1994. Marcic. Christopher and Sumantra Ghoshal. Harvard Business School Press. Kent. Camb. California. R. Hofstede. women and aging people. 1991. Structural Evolution of Global Organisations. Barlett. Boston. Human Resource Management in Global Organisations. Mass. 10. S. Mendenhall. Wadsworth. Human and Cultural Variables in Global Organisations. Leaptrott. Ethics in International Business. Ronen. Glob al Work: Bridging Distance. Cross Cultural Leadership and Decision Making. Transnational Management: Text. Mass. Jossey Bass Publishers.causes of diversity.. St. 1994. Cultures Consequence: International Differences in Work Related Values. Cases and Read ings in Cross Border Management. 1998. 11. Thomson Executive Press. 9. Diversity at Work: Managing diversity . N J. Environmental Variables in Global Business. Dowling. 1996. New York. 1986. 1995. Suggested Readings: 1. diversity with special reference to handicapped. Irwin. 3. Culture and Time. Lond on. Western and Eastern Management Thoughts in the Indian Context. Sage. Marks 100 The objective of this course is to develop a diagnostic and conceptual understanding of the cultural and related behavioural variables in the management of global organisations.642 CROSS CULTURAL MANAGEMENT Time: 3 hours Objectives Max.. Nan. . Cross Cultural Research Methodologies and Hofstede’s Hermes Study. Managing Across Borders: The Transnational Solution. International Dimensions of Organisational Behaviour. D and Puffer. Global Man agement. Cross Cultural Communication and Negotiation. etc.

Unit-II Formulation of Strategy: Corporate Mission and Objectives. 13. 1995. 3 rd ed. . Social Responsibility of Business. An Overview of Functional Strategies.643 STRATEGIC MANAGEMENT Time: 3 hours Max. Strategic Management: Strategy Formulation and Implementation.. Managing M&A as a successful strategic alternative. 1997. Richard D. Unit-IV Implementation of Strategy: Interdependence of Formulation and Implementation of Strategy. AITBS. Making Choice of Strategy. 8 th ed. Organisation Culture. Williams. Human Resource Strategy. (II) and Richard B. Behavioural Aspects of M&A – Industrial Relations. 2. “Business Policy”. Strickland. 2001. Concept of Corporate Strategy and Tactics. Concept of Synergy and its relevance to strategy. 12. A. Responsibilities. Establishment of standards and Measurement of Performance.. et. Robinson (Jr. Pitman. Retrenchment. Australia. Nature and scope of St rategic Management. Training. 4. 1996. keeping in view the opportunities and threats posed by the environment. Rationale and Categ ories of M&A. J. Delhi. 10. Hitt. Newman and Logal Strategy: “Policies and Central Management”. et.. Strategic Management and Business Policy: Emerging 21 st Century Global Society. Delhi. Overview of Decision Theories. Strategic Management. Thompson. Ansoff. 3. Task. 2000. International Business Strategy. Pearce. 5. Minichiello & Curran: “Business Policy and Strategy: Concepts and Readings”. 1999. New Jersey. Penguin. London. Sub -division and co-ordination. characteristics and causes of Mergers and Acquisitions (M&A). Igor: “Corporate Strategy”. 4 th ed. 2000. Prentice Hall. al. and D.. Michael A. 7 th ed. Arthur A. New Delhi. “Strategic Planning and Management”. Kenneth.. Motivation and Incentive System. Irwin and AITBS. Wheelen. 6. Ghosh. Bonge and Colemen: “Concepts of Corporate Strategy”. Contents Unit –I Introduction: Business Policy as a field of study. Responsibilities of Top Management and the Chief Executive in formulating strategy. Strategic Management: Competitveness and Globalisation. Unit-III Mergers and Acquisitions as a Strategic Alternative: Meaning.. “Andrews Concept of Corporate Strategy”.) . Environmental Analysis: Corporate Appraisal. John A. al. Expansion. McCarthy. New York. P. Strategic aspects of Recruitment . Effective Design of Information System. David Hunger. 9. Understanding the success and failure of strategies adopted by organisations in India and other countries through case analysis with particular reference to HRM. Basic Strategic alternatives: Stability. 2000. etc. Kazmi. McGraw -Hill.. Integration. Azhar.. J. Su ltan Chand & Sons. Ellis. Suggested Readings: 1. Matching Opportunities and Competence. and A. Strategic Decision-making. Thomas L. H. Tata McGraw -Hill. 4 th ed. Compensation Management. South Western College Publishing. 11. Diversification. New Delhi. South Western Jauch and Glueck: “Business Policy and Strategic Management”. K. Marks 100 Objectives The main objective of this course is to develop the persp ective for the overall management of the enterprise from the point of view of top management. Unit-V Strategic HRM and International Experiences: Concept and Importance of Strategic HRM in the Modern Business World. 7. McGraw Hill. and J. 8. Strategy and Corporate Organisation Structure. Relating Econo mic Strategies to Personnel Values.

.14. Strategic Human Resource Ma nagement. “ Business Policy and Strategic Management”. 15. Addison Wesley. Rao. 2001. st ed. C. P. R. Subba. 1999.. Himalaya Publishing House. 1 Greer..

Working Capital Management : Working Capital . and Joel F. Suggested Readings: 1.Accounting Rate of Return. Unit II Planning Funds Requirements: Nature and significance of Financial Plan.. Ltd. Chandra.Cash Management. Jain. Gordon's Model. “Corporate Finance: Theory and Practice”. Contents Unit I Introduction: Nature and scope of Finance Function . Time Value of Money. and P. Tata McGraw -Hill Publishing Co. Ltd.MM Theory. Net Terminal Value . Mergers and Acquisitions. and long term funds Institutional sources of financing . Vanhorne. New Capital Market Instruments.. A. Dividend Theories . 7. “Essentials of Corporate Finance”. “Fundamentals of Financial Management. Brigam. Tata McGraw Hill Publishing Company Limited. Concept of Risk and Return. MM Approach. “Financial Management : Text and Problems”. Marks 100 Objectives The objective of this course is to develop a conceptual framework of finance function and to a cquaint the participants with the tools. “Managerial Finance”. techniques and processes of financial management in the realm of financial decision-making. Prentice Hall of India Private Limited. 1999. Addihon Wiley. Capital Structure Decisions . Dividend Policy. Leasing. “Financial Management”. Pay Back Method. John Wiley and Sons.Retention of Earnings Vs. New Delhi. 2001. wealth maximisation.Historical and Market weights. International Finance. Unit III Investment Decisions . “Financial Management :Theory and Practice”. K. Receivables overview of new issue market. Ross. al. Components of Working Capital Management . Houston. 2000. Walter's Model. 2000. Damodaran.Concept and factors affecting requirements of working ca pital. . Overall Cost of Capital ..profit maximisation vs.cost of equity shares. “Financial Management and Policy”. Gitman. Prasanna. Inventory Management.. medium. 4. Khan. Unit V Management of Earnings and Emerging Areas of Finance: Nature and Scope of Management of Earnings . New Delhi. preference shares.Y.. Venture Capital Financing. NOI Approach. 8. Techniques of evaluation of Investment Projects . New Delhi. Net Present Value (NPV). et. Cost of Capital .644 FINANCE FOR DECISION MAKING Time: 3 hours Max. Pandey. Awasthi. Operating and Financial Leverage. 2. New Delhi. Internal Rate of Return (IRR). M.NI Approach.. and Traditional Approach.. New York.Capital Investment Decisions: Nature of Investment Decision. McGraw -Hill. Unit IV Investment Decisions . E. 6. Vikas Publishing House Pvt. F. S.Traditional and Modern Approach. Instruments of financing short. Lawrence J. Profitability Index Method. M. 3. stock market and financial institutions in India. I. Objectives of Financial Management . James C. debt.. Harcourt Asia Pte Ltd. 5.

William J. Procedure for Segmentation. 3. Marketing. polito-legal and Socio-cultural environment of marketing in India. Classification of Pro ducts. Text and Cases. Unit III Product. Marketing of Professional Services & Others Unit V Customer Relationship Management: Concept. Product Mix. Marketing Environment: Why study marketing environment? Demographic. Marketing Strategies for Service firms. Unit II Buyer Behaviour and Market Segmentation : The need for studying Buyer Behaviour. Factors affecting the Price of a Product /Service. Stanton. Philip & Gary Armstrong: “Marketing: An Introduction”. Unit IV Services Marketing: Service as a Marketing Concept. Business Buying Behaviour. Price and Distribution : Concept of Product. Contents Unit I Introductory: Nature and Scope of Marketing. The Traditional View of Marketing. Product Line. Nature & Classification of services.. Addison Wesley. Nature and Relevance of CRM and e -CRM in the globalised economy. Factors affecting Segmentation Strategy. Pricing Policies and Practices. Classification s chemes in goods & services. Going beyond 4 P’s. Objectives of Pricing. Consumer vs. 2001. Major factors affecting Consumer Behaviour (An Overview). . 2. Product Life Cycle. McGraw Hill International Students Edition. Suggested Readings: 1. Methods of Pricing. The Marketing Mix. Importance of Marketing. Service Sector in Indian Economy. Brand Name and Trademark. Market Segmentation: Concept and Importance.: “Fundamentals of Marketing”. The Modern Concep t of Marketing. strategies and issues involved in the marketing of products and services and to deve lop insights into emerging trends in the service sector and tackle issues involved in the management of services. Characteristics of services & their marketing implications. Types of Distribution Channels. Ramaswamy and Namakumari: “Marketing of Management”. Selling vs. Marks 100 Objectives The basic objective of the course is to develop among the students the underlying concepts. Dimensions of CRM from the perspective of Internal and External Customers. Developing and Launching a New Product. Alternative Segmentation Strategies. Marketing Management. Bases for Segmenting Consumer and Industri al Markets. Price: Importance of Price in the Marketing Mix. Technological. Distribution: Channels of Distribution – Concept and Role.645 MARKETING CONCEPTS AND P RINCIPLES Time: 3 hours Max. Developing and Managing Relationship. Kotler. After Sale Service. Product Differentiation and Market Segmentation. Basic concept of 4 P’s.

Malcom and Payne. Macmillan India Ltd. Englewood Cliffs. Mac Millan Lovelock. “Marketing: A Managerial Approach”. and Applications. Jagdish N. Services Marketing. Seth. Customer Relationship Management: Emerging Concepts. Zeithaml. Shainesh. 14. 2001. Tools. South Western. Englewood Cliffs. Dholakia & Others: “Marketing Management. Lovelock.Jerome McCarthy. Paul. Barnes. New Delhi. M. Prentice Hall Inc. Czinkota.. 7. Verma. New Jersey. New Delhi. Heinemann. 8. 1995. Prentice Hall Inc. Richard D.. Cases & Concepts”.J. 11. 1996. 16. Tata McGraw Hill Company. Kotabe.C. Christopher H. E. 15. Marketing Management. Services Marketing. 6. James G. 13. Greenberg. Secrets of Customer Relationship Manag ement. 1996. New Delhi. et. Tata Mc Graw Hill Publishing Company. Newton M P Payne. 9. McDonald. McGraw Hill. Prentice Hall of India. New Jersey. New Delhi. 1993. A. Services Marketing.4.. 5.: “Basic Marketing”.. CRM at the Speed of Light. 2001. 1993. New York. New Delhi. and M. H V. 12. McGraw Hill. 2001. Managing Services: Marketing Operations and Human Resources. The Essence of Services Marketing. Gandhi. Tata McGraw Hill Publishing Co.. 1996. . Atul Parvativar and G. 2001. New York. A. Butterworth.. Ltd. Marketing Planning for Services. Marketing of Services. Global Business Press. 10. V A and Bitner. 1997. Irwin. Helen.R.. Woodrufee. M J. Christopher H.

Scope and legal/institutional provisions including current developments and working of such schemes in diverse organisations. Likert’s Manageme nt Systems including Tannenbaum and schmidt leadership continuum. Chand & Co. Empowerment. Marks 100 Objectives The Course attempts to acquaint students about empowerment and participation processes and practices for effective mobilisalion of Human Resources towards attainment of organisational objectives. Committees Effectiveness. Involvement of Managerial Personnel . & Kenneth L. 2. Team Building.. Ltd. Workers Cooperatives. Quality Circles. Brown. External Commitment vs. TQM and Employee Involvement. Job Enrichment. Suggestion Schemes in Organisations. Leadership Styles. Rob and Margaret Brown (1994) Empowered! A Guide to Leadership in the Liberated Organisation. New Delhi. Board Level Employee Participation in Banks. Unit II Empowerment Processes: Delegation and Decentralisation vs. Research Press. Unit IV Employee Stock Ownership Plan (ESOP): Evolution in India. Distinction betwe en traditional bureaucracy and liberated organisation. Task Forces. S. Liberating the organisation through empowerment. Objective Setting and MBO.646 EMPOWERMENT AND PARTICIPATIVE MANAGEMENT Time: 3 hours Max. . Vogt. Judith E. Empowerment Processes. and Self Managing Groups.. Objectives and Forms of Empowerment and Participation. Suggested Readings: 1. Unit V International Experiences: Review of International experiences of cases of Empowerment and Worker Participation Schemes in selected countries using the case studies. New Delhi. (With Case Studies Highlighting Empowerment Practices) Unit III Employee Participation: Institutional Framework : Evolution and working of Participative Management Schemes in Industry in India. Internal Commitment. Contents Unit I Introduction: Meaning. Murrel (1997) Empowerment in Organizations : H ow to Spark Exceptional Performance.

1978. & Kumango R. London. 1977. Report of the Committee on Workers Participation in Management and Equity. 5. London. September-December. Conrand. Bhisht. 22.S. J. 1987. 1988. 1972. Manan. Worker’s Participation in Europe. 21. 1987. New Delhi. 6. Industrial Democracy: The Sociology of Participation. Deep and Deep. 16. 1981. Sri Ram Centre for Industrial Relations and Human Resources. Crom Helm. The Joint Management Council: Problems and Prospects. 15. Development of an Empowering Scale. 11. Participative Management in Banks (Experience at Board and Branch Levels) . Sodhi.. N. 14. Magna Publishing Company. No. Hall. J. Armstrong.R. The Empowerment Process.A. Constable. of India. 1968. Govt. Exploring Participation. 1976. London. Carley. Worker’s Participation in Management Decision -Making. 4. G. 1984. Routledge and Kegan Paul. 471 -482. Wheelan. G. Vol. Worker’s Participation in Management: With Special References to India. Daya Publishing. Rewarding Teams. 1995. 8. Participative Managemen t in India. P. Vardani.. 18. Govt. The 3 Key s to Empowerment. ASCI. 2 -3. Kitab Mahal. London. New Delhi.S. London. Swift C. New Delhi. . 22. Creating Effective Teams : A Guide for Members and Leaders. 19. 13 (3) pp. of India Ministry of Law. Sage. 1987. Integrating Theory and Practice Academy of Management Review. Gulsharan Varandani. New Delhi. London. and Hers R. John P.S. 7. Delhi. Blumberg. Ken B. 13. 1979. New Delhi . Studies in Empowerment: Steps towards understanding and Action. Delhi 1986. Conger J. 1992. J. Sri Ram Centre for Industrial Relations and Human Resources. Michael Poole. Hutchinson.R. 1999. 12. The Report of the High Powered Expert Committee on Companies and MRTP Acts. Workers Participation in Management. Worker’s Participation in Industry. 2000. 17. Das. Haworth. Sabharwal. Peter Branen and others. 20. Ministry of Labour.S. 10. New York. In Search of Participation: A Study of Some Successful Companies.A. 9. New Delhi. M. 1978. The Worker Directors: A Sociology of Participation. Sheth. Shri Publishing. Michael. J. John Viley & Sons. New Delhi. Rappaport. Journal of Management. Deep & Deep. Paul Bate & Iain Mangham. 1991. Susan A. N. Carlos and Alan Rendelph.N. Item Analysis and Factor Structure.3. In stitute of Personnel and Development. Mumbai.

647 PROJECT REPORT Final Semester Project Report will be prepared by the students and before submitting the report each student will make pre -submission presentation in the presence of faculty member(s) after which they will be allowed to submit three copies of the project report which will be evaluated by one external examiner out of 35 marks and one internal examiner out of 35 marks. There will a joint viva-voce examination cum presentation to be conducted by both the external and internal examiner out of 30 marks. .

Stephanie Tailby (1999). Contents International labour organization (ILO): International Labour Standards and social clauses ––Linking IR strategies and industrialization strategies of nations ––International collectives: International employers’ associations & trade unions ––Social dialogue and international experience. Strat egic issues in comparative ER––Industrial relations systems: convergence or continuing diversity. The Representation Gap: Change and Reform in the British and American Workplace .) (1995). Wh ile the course emphasises traditions and issues in comparative industrial relations and human resources in general. & Michael Poole (Eds. Essex (UK). 2. Sage. negotiating change (flexibility). collective bargaining practices. Financial Times and Prentice Hall. MIT Press. "Labour Law and Industrial Relations. E. The concept. Ron Bean (1994). Comparative Industrial and Employment Relations. Delhi. history. Comparative Industrial Relations: An Introduction to Cross -National Perspectives. London. Work. . London: Routledge 9. Debi S. New Delhi. C.) . Graham Hollinshead. Employment institutions and practices in UK. Oxford University Press.). These developments have increased the range of options from which line and human resource managers can choose in shaping their employment practices. Stephen Deery and Richard Mitchell (1999) Employment Relations: An International Study . Korea and India with specific reference to the role of state and other actors in employment relati ons. handling of collective and individual labour disputes. Greg J. Neil Millward et al (2000) All Change at Work: British Employment Relations. uses and importance of comparative employment relations (ER). 4. 6. Sage." International Encyclopaedia of Laws . Polity Press. it specifically focuses on comparing the Indian institutions and practices in industrial relations and human resources with those in sel ect countries in the advanced world as they have evolved in the context of economic policies.” International Encyclopaedia of Laws. Lansbury and Chrissie Verevis (eds. 1980 -1998. Joris V. Johri. It underscores that in the age of globalization and consequent economic and political transformation s. Employment Relations in changing World Economy. 3.) (1998). Rein Huiskamp and Jacques Van Hoof (eds. Kochan.MHROD INTERNATIONAL AND COMPARATIVE EMPLOYMENT RELATIONS Time: 3 hours Max. Sage. Kluwer Law International. human resource management strategies including employee involvement initiatives. John Niland. Routledge. Brian Towers (1997).K. Deventer (The Netherlands) (Pages 1 –306). 8. Lansbury (eds. and culture. Cambridge. London. London. Russell D. 11. India “Social Security Law . India. Richard Locke. Suggested Readings: 1. T. Peter Nicholls. 12. Cambridge (UK). Comparative Employment Relations ––An Introduction. London. technology. countries have a great deal to learn from each other than just self-introspection of institutions. Saini (2001). Saini (ed.)(1994..). Kluwer Law International. Bamber & Russell D. (1998). 10.) (1995). Japan. The Future of Industrial Relations . Marks 100 Objectives This course seeks to equip the participants with tools of comparative analysis of issues in employment relations institutions and practices. International and Comparative Employment Relations (3rd Ed. Jack Eaton (2000). 14. Ruysseveldt. USA. and current and future issues. Westvill. 5. Oxford University Press. London. 13. laws. Ramaswamy (2000) Managing Human Resources .A. and Development . 2nd edn. Labour Law. Debi S. Sydney: Federation Press 7. Employee Relations. Deventer (The Netherlands) ( Pages 1 –270).


1961.e. The Employee state Insurance Act. the workmen’s Compensation Act 1923. and the Public Liability Insurance Act. The maternity Benefits Act. . 1972. The Payment of Gratuity Act. 1952.Unit III Employee Welfare and Social Security: Social Security-Social insurance and social assistance. Objectives structure. provisions and working of principal social security laws of India i. The Employees’ Provident Fund and Miscellaneous Prov isions Act. 1948. 1991.

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